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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Target Operating Models and Organizational Design | 15% | - Conway's Law - DevOps Target Operating Model Design Principles - Desired Outcomes of DevOps |
| Topic 2: Unlearning Behaviors | 12.5% | - Governance, Risk and Compliance (GRC) and DevOps - Psychological Safety and Neuroscience - Mindset, Mental Models and Cognitive Bias |
| Topic 3: DevOps and Transformational Leadership | 15% | - Current Definitions of DevOps - Transformational Leadership - Benefits of DevOps |
| Topic 4: Articulating and Socializing Vision | 15% | - Organizational Change in Large Enterprises - Broadcasting Outside of Your Organization - Empowering People |
| Topic 5: Measure to Learn | 5% | - Avoiding Measure to Target - Creating a Current Value Stream Map |
| Topic 6: Becoming a DevOps Organization | 17.5% | - Building Safety In - DevOps Kaizen - How DevOps Differs |
| Topic 7: Measure to Improve | 5% | - Creating a Future Value Stream Map - The Improvement Kata and Experiments |
| Topic 8: Maintaining Energy and Momentum | 15% | - Culture and Climate - The DevOps Business Case - A High-Trust Culture |
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NEW QUESTION # 33
Other than mapping the flow of work, what does a value stream mapping exercise jump start?
Answer: D
Explanation:
The correct answer is A because value stream mapping is not only an analytical technique; it is also a powerful cultural intervention. By bringing stakeholders together to visualize the end-to-end flow of work, it creates a common understanding of how the system really operates. This matters because different teams often see only their own part of the process and may blame other groups for delays, defects, or friction.
A shared value stream map helps replace opinion, defensiveness, and silo thinking with evidence-based discussion. It allows development, operations, security, testing, business, product, release, and support stakeholders to see the same constraints, queues, dependencies, and waste. That shared visibility can jump start cultural change because teams begin to understand that the problem is usually in the system of work, not in individual effort.
Automated metrics collection may support later improvement, but it is not the cultural effect being tested.
Vendor selection is unrelated. Moving to a product-centric model may be an eventual outcome, but the immediate jump start is shared understanding and cultural alignment. Relevant study guide references:
Measuring to Learn; Measuring to Improve; Becoming a DevOps Organization; DevOps and Transformational Leadership.
NEW QUESTION # 34
What doesn't a Value Stream Map do?
Answer: A
Explanation:
The correct answer is D because a Value Stream Map primarily makes the current system of work visible; it does not automatically determine or implement the corrective actions required to remove waste. A value stream map helps teams see how work flows from demand to value realization, including handoffs, delays, queues, wait time, process time, rework, dependencies, and bottlenecks. This creates a shared factual basis for improvement, but the map itself is a diagnostic and collaboration tool, not a complete solution design.
Options A, B, and C describe core benefits of value stream mapping. It provides a time diagnostic by exposing elapsed time versus active work time. It helps visual collaboration because stakeholders can collectively inspect the end-to-end system rather than debating isolated departmental views. It identifies waste by surfacing non-value-adding activities, excessive approvals, rework, waiting, batching, and unnecessary handoffs.
Once waste is visible, teams can then design experiments, improvement actions, future-state maps, automation opportunities, policy changes, or organizational adjustments. Relevant study guide references:
Measuring to Improve; Measuring to Learn; Becoming a DevOps Organization; Target Operating Models and Organizational Designs.
NEW QUESTION # 35
Thierry is a salesperson at an organization that provides trading software to banking clients. His clients are telling him they are unhappy with the rate at which changes are being made to Thierry's software. Thierry can see that the IT department is extremely busy, but seems to be struggling to deliver anything.
What will help the IT department focus on delivering what the clients need?
Answer: A
Explanation:
The correct answer is A because the core issue is not that the IT department lacks activity; it is that effort is not translating into customer-valued outcomes. DevOps leadership shifts focus from local productivity, task completion, and departmental busyness toward end-to-end value delivery. A feature is not truly "done" merely because development is complete, testing has passed, or a release has occurred. It is done when the intended customer value has been realized and validated.
In this scenario, Thierry's banking clients are dissatisfied with the rate of meaningful change. The IT department appears overloaded, but the business problem is customer responsiveness. Defining done as
"customer value outcome realized" aligns IT work with client needs, improves prioritization, and encourages teams to measure outcomes rather than outputs. This helps reveal whether work is flowing to production, whether it is usable, whether it solves the customer problem, and whether feedback is being incorporated.
A "Do Not Fail" culture would likely reduce experimentation and learning. Disseminating information is useful but insufficient. Measuring cost and capacity may support planning, but it does not by itself align work to customer value. Relevant study guide areas include Becoming a DevOps Organization, Measuring to Learn, Measuring to Improve, and Articulating and Socializing Vision.
NEW QUESTION # 36
Which of the following is a desired outcome for DevOps?
Answer: B
Explanation:
The correct answer is A because end-to-end lifecycle accountability is a core desired outcome of DevOps.
DevOps seeks to move away from fragmented ownership, where one group builds, another tests, another releases, and another operates. Instead, teams should share responsibility for the full lifecycle of a product or service, from idea and design through development, deployment, operation, feedback, and continual improvement.
This accountability improves flow because teams no longer optimize only their local function. It also improves quality and reliability because the people creating change are connected to operational outcomes and customer feedback. When teams own the lifecycle, they are more likely to build operable, secure, observable, and supportable services. This also reduces blame between departments and encourages learning from incidents and production behavior.
The other options describe traditional constraints that DevOps tries to reduce. Dependencies between teams slow delivery and create coordination burden. Significant upfront planning can delay learning and increase batch size. Handoffs between teams introduce queues, information loss, and weak accountability. Relevant study guide references: Becoming a DevOps Organization; Target Operating Models and Organizational Designs; Measuring to Improve; Measuring to Learn.
NEW QUESTION # 37
When you are putting the customer upfront and center, what shouldn't you do?
Answer: B
Explanation:
The correct answer is A because customer-centric DevOps decision-making should be based on evidence, feedback, and validated learning rather than hierarchy. The "highest paid person's opinion" problem, often called HiPPO-driven decision-making, occurs when seniority overrides customer evidence, operational data, team insight, or experiment results. This is especially harmful in DevOps evolution because it reinforces command-and-control behavior and prevents organizations from learning from the actual users of the system.
Putting the customer upfront and center means using customer feedback, telemetry, usage data, support patterns, market signals, and outcome measures to guide prioritization and improvement. Pulling improvement ideas from customers is appropriate because it connects delivery to real needs. Using live- streaming reaction and prediction services can help organizations understand behavior and sentiment quickly.
Being data-driven supports faster feedback and better product decisions.
A DevOps leader should create conditions where decisions are informed by the people closest to the customer, the work, and the evidence. Relevant study guide references: Measuring to Learn; Becoming a DevOps Organization; DevOps and Transformational Leadership; Articulating and Socializing Vision.
NEW QUESTION # 38
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