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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Becoming a DevOps Organization | 17.5% | - DevOps Kaizen - How DevOps Differs - Building Safety In |
| Topic 2: DevOps and Transformational Leadership | 15% | - Benefits of DevOps - Transformational Leadership - Current Definitions of DevOps |
| Topic 3: Articulating and Socializing Vision | 15% | - Empowering People - Organizational Change in Large Enterprises - Broadcasting Outside of Your Organization |
| Topic 4: Unlearning Behaviors | 12.5% | - Mindset, Mental Models and Cognitive Bias - Governance, Risk and Compliance (GRC) and DevOps - Psychological Safety and Neuroscience |
| Topic 5: Measure to Learn | 5% | - Avoiding Measure to Target - Creating a Current Value Stream Map |
| Topic 6: Target Operating Models and Organizational Design | 15% | - Desired Outcomes of DevOps - DevOps Target Operating Model Design Principles - Conway's Law |
| Topic 7: Measure to Improve | 5% | - The Improvement Kata and Experiments - Creating a Future Value Stream Map |
| Topic 8: Maintaining Energy and Momentum | 15% | - Culture and Climate - The DevOps Business Case - A High-Trust Culture |
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NEW QUESTION # 18
Bernhard is an expert tester and whilst he likes the new model his organization has chosen, which means he is in a cross-functional team, he also misses working in a group of testers and sharing best practice and knowledge. He goes to his chapter meetups but wants a broader community to work with on the emerging artificial intelligence based testing automation tools becoming available in the market.
What could Bernhard do?
Answer: B
Explanation:
The correct answer is A because a guild is an appropriate structure for a broader community of interest that spans teams, squads, chapters, or tribes. Bernhard already participates in chapter meetups, which typically connect people with the same discipline or competency area, such as testing. However, his need is more specific and broader: collaboration around emerging AI-based testing automation tools across the organization.
A guild allows interested practitioners to voluntarily share knowledge, develop practices, explore tools, run experiments, and build capability around a shared topic. This fits the DevOps principle of enabling decentralized learning while avoiding the return to rigid functional silos. It also supports communities of practice, which help specialists maintain professional excellence while still contributing to cross-functional delivery teams.
Option B introduces unnecessary hierarchy. Option C is incorrect because squads are delivery teams, not communities for specialist knowledge sharing. Option D may help locally, but it is narrower than forming a guild and depends on the chapter lead rather than creating an open community. Relevant study guide references: Target Operating Models and Organizational Designs; Maintaining Energy and Momentum; Becoming a DevOps Organization.
NEW QUESTION # 19
Which of the following is a characteristic of transformation as opposed to evolution?
Answer: D
Explanation:
The correct answer is A because transformation, when contrasted with evolution, is often characterized as a deliberate, directed, and orchestrated change effort, commonly driven from the top by a senior leader or small leadership group. It is typically planned around a defined future state and mobilized through vision, sponsorship, communication, and coordinated intervention. In DevOps leadership, this distinction matters because organizations frequently describe major change programs as "transformations" when they are actively steering people, structures, practices, and technology toward a new operating model.
The other options align more closely with evolutionary change. Empowered people participating, distributed authority, and systemic thinking are characteristics of an adaptive, emergent, and organization-wide evolution.
Evolution depends on many local decisions, learning loops, experiments, and adjustments across the system rather than centralized orchestration by one individual.
A DevOps Leader must understand both modes. Transformation can create urgency and direction, but evolution helps sustain learning and adaptation. Relevant study guide references: DevOps and Transformational Leadership; Maintaining Energy and Momentum; Articulating and Socializing Vision; Unlearning Behaviors.
NEW QUESTION # 20
You are looking at the end-to-end value stream for the way a retail organization delivers a small enhancement to their ecommerce website. You find that the development teams involved are working in two week sprints but that the release team has a quarterly schedule.
How BEST can you describe to the teams involved what it is they need to consider?
Answer: C
Explanation:
The correct answer is B because the scenario exposes a cadence mismatch across the value stream.
Development teams are producing increments every two weeks, but the release function operates quarterly.
This means the overall system cannot deliver value at the speed of the development sprint. Work accumulates, feedback is delayed, batch sizes grow, release risk increases, and the organization loses the benefit of fast iteration.
DevOps focuses on end-to-end flow, not isolated team efficiency. A team can appear agile locally while the total value stream remains constrained by downstream scheduling, governance, testing, release, or operational practices. Working to a compatible rhythm or cadence helps align planning, development, validation, deployment, feedback, and learning. It also supports smaller batches, faster customer feedback, and reduced release risk.
Option A is too narrow because reporting does not solve the structural flow problem. Option C may be useful in some contexts, but co-location is not the primary issue presented. Option D is also too absolute; automation can help, but it will not immediately resolve a misaligned operating cadence. Relevant study guide references:
Measuring to Improve, Measuring to Learn, Becoming a DevOps Organization, and Target Operating Models and Organizational Designs.
NEW QUESTION # 21
In Kolb's Learning Styles, when a person is thinking and watching, what are they doing?
Answer: D
Explanation:
The correct answer is B. In Kolb's Learning Styles model, "thinking and watching" corresponds to Assimilating. Kolb's model combines two dimensions: how people perceive information and how they process it. "Thinking" aligns with abstract conceptualization, while "watching" aligns with reflective observation. Together, these form the Assimilating learning style.
Assimilating learners tend to prefer logical analysis, structured models, concepts, theories, and reflective understanding. They often want to understand the "why" behind a practice before applying it. In DevOps leadership, recognizing different learning styles is useful because transformation requires people to learn new behaviors, unlearn old assumptions, and adopt new ways of working. A leader who only communicates through one style may fail to engage the whole organization.
The other styles map differently. Diverging is feeling and watching. Converging is thinking and doing.
Accommodating is feeling and doing. DevOps leaders should support learning through explanation, experimentation, reflection, practice, and feedback so that different learning preferences are addressed.
Relevant study guide references: Unlearning Behaviors; Maintaining Energy and Momentum; DevOps and Transformational Leadership.
NEW QUESTION # 22
What doesn't help to create a culture where people feel safe to fail?
Answer: C
Explanation:
The correct answer is B because allowing leaders to punish failure directly undermines psychological safety, learning, experimentation, and transparency. A DevOps culture depends on people being willing to surface problems, admit uncertainty, report incidents, share mistakes, and test improvements. If failure is punished, teams hide information, avoid risk, reduce experimentation, and focus on self-protection rather than organizational learning.
Making experimentation time explicit supports innovation and controlled learning. Shared accountabilities and goals reduce blame between functions because teams are aligned around common outcomes rather than departmental defensiveness. Using ChatOps to swarm incidents can improve collaboration, visibility, and collective problem-solving during operational events. These practices contribute to an environment where failure is treated as information that can improve the system.
This does not mean DevOps accepts negligence or lack of discipline. It means leaders distinguish between blameworthy behavior and the normal learning that occurs in complex systems. The goal is to create conditions where teams can learn quickly and safely from failure. Punitive leadership blocks that learning cycle. Relevant study guide references: DevOps and Transformational Leadership; Unlearning Behaviors; Maintaining Energy and Momentum; Measuring to Learn.
NEW QUESTION # 23
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