短時間で試験に合格して認定資格を取得する場合は、適切なDevOps-Leader試験問題を選択することが非常に重要です。 DevOps-Leader学習資料にもっと注意を払う必要があります。 。すべてのお客様に適切な学習教材を提供するために、当社の多くの専門家がDevOps-Leaderトレーニング教材を設計しました。 DevOps-Leader試験の質問を購入すると、DevOps-Leader試験に合格して認定資格を取得するのが非常に簡単になると約束できます。
| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Measure to Improve | 5% | - The Improvement Kata and Experiments - Creating a Future Value Stream Map |
| Topic 2: Measure to Learn | 5% | - Creating a Current Value Stream Map - Avoiding Measure to Target |
| Topic 3: Unlearning Behaviors | 12.5% | - Psychological Safety and Neuroscience - Mindset, Mental Models and Cognitive Bias - Governance, Risk and Compliance (GRC) and DevOps |
| Topic 4: Becoming a DevOps Organization | 17.5% | - Building Safety In - DevOps Kaizen - How DevOps Differs |
| Topic 5: DevOps and Transformational Leadership | 15% | - Current Definitions of DevOps - Transformational Leadership - Benefits of DevOps |
| Topic 6: Articulating and Socializing Vision | 15% | - Organizational Change in Large Enterprises - Broadcasting Outside of Your Organization - Empowering People |
| Topic 7: Maintaining Energy and Momentum | 15% | - A High-Trust Culture - Culture and Climate - The DevOps Business Case |
| Topic 8: Target Operating Models and Organizational Design | 15% | - DevOps Target Operating Model Design Principles - Conway's Law - Desired Outcomes of DevOps |
当社JpshikenのすべてのDevOps-Leaderトレーニングファイルは、この分野の専門家と教授によって設計されています。教材の品質は保証されています。すべての顧客の実際の状況に応じて、すべての顧客に適した学習計画を作成します。当社からDevOps-Leader学習教材を購入する場合、DevOps-Leader試験に簡単に合格するための専門的なトレーニングを受けることをお約束します。専門的なトレーニングにより、DevOps-Leader試験に合格し、関連する認定資格を最短で取得します。
質問 # 15
A manufacturing organization is struggling to deliver the new features their clients are asking for in their web- based applications. When they do release a new version it usually causes incidents which result in system downtime and overtime worked by the IT operations department. Additionally, the CEO has told the IT department he is extremely worried about cyber threats and wants them to focus on this as a matter of urgency
- they are not sure how to do this as they are so busy firefighting.
How will DevOps help them?
正解：C
解説：
DevOps helps this organization primarily by improving its ability to deliver technology change quickly, safely, and sustainably. The scenario describes several classic symptoms of a non-DevOps operating model:
slow feature delivery, unstable releases, production incidents, excessive operational toil, and inability to focus on strategic risk such as cybersecurity because teams are trapped in reactive firefighting. Option B is the most complete answer because DevOps is not merely automation, experimentation, or shifting support responsibility to developers. Those may be practices within a broader transformation, but the leadership objective is improved flow, reliability, feedback, resilience, and value delivery.
By adopting DevOps principles, the organization can reduce deployment risk through smaller batch sizes, better collaboration between development, operations, security, and business stakeholders, automated testing, continuous integration, continuous delivery, monitoring, and learning from incidents. Security concerns can also be addressed earlier through DevSecOps practices, integrating security controls into the delivery lifecycle rather than treating them as separate emergency work. This supports both business agility and operational stability.
Specific Study Guide alignment: Becoming a DevOps Organization; Measuring to Improve; Measuring to Learn; DevOps and Transformational Leadership.
質問 # 16
According to Conway's Law, organizations tend to design systems that are copies of
正解：A
解説：
The correct answer is C. Conway's Law states that organizations design systems that mirror their communication structures. In DevOps leadership, this principle is critical because system architecture is strongly influenced by organizational design. If teams are structured in silos, with separate development, testing, operations, security, and release functions, the technology often reflects those boundaries through handoffs, dependencies, integration delays, and fragmented ownership.
A DevOps organization attempts to reduce this friction by designing teams around products, services, or value streams. When cross-functional teams own delivery and operation end to end, the resulting systems are more likely to support fast flow, clearer accountability, and faster feedback. Conway's Law therefore explains why simply adopting tools or automation is insufficient if the underlying communication and team structures remain unchanged.
Previously designed systems, team diversity, and industry best practices may influence design choices, but they are not the central point of Conway's Law. The main leadership lesson is that organizational structure shapes technical outcomes. Relevant study guide references: Target Operating Models and Organizational Designs; Becoming a DevOps Organization; Measuring to Improve.
質問 # 17
What doesn't help to create a culture where people feel safe to fail?
正解：C
解説：
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.
質問 # 18
Where should you start with your DevOps evolution?
正解：C
解説：
The correct answer is D because DevOps evolution should begin with a value stream. DevOps is concerned with the end-to-end flow of work from idea to customer value, not merely with reorganizing departments, selecting a single application, or avoiding legacy systems. A value stream view allows leaders and teams to understand how work actually moves through the organization, where delays occur, where handoffs create friction, and where feedback is lost.
Starting with a reorganization is risky because structural change without understanding the system of work may simply recreate the same constraints in a new chart. Starting with an application can be too narrow unless it is examined within the broader value stream that delivers and operates it. Avoiding legacy systems is also not a reliable principle; legacy services may be central to business value and therefore important to include.
A value stream approach helps identify constraints, reduce waste, improve flow, and connect technical improvements to business outcomes. It also gives leaders a practical basis for measurement and improvement.
Relevant study guide references: Becoming a DevOps Organization; Measuring to Improve; Measuring to Learn; Target Operating Models and Organizational Designs.
質問 # 19
Batul is in trouble with her husband because she has to work on the weekend as a release is happening and it's his parents' golden wedding anniversary. Whilst Batul may not be able to fix the problem in time to get to the celebratory lunch, what should Batul encourage her organization to do?
正解：D
解説：
The correct answer is D because the real problem is not Batul's individual scheduling conflict; it is the organization's release model. Weekend releases, large batches, war rooms, and extraordinary coordination are symptoms of a high-risk, low-frequency delivery process. DevOps aims to make releases routine, safe, repeatable, and sustainable by creating continuous delivery capability and releasing small increments regularly.
A continuous delivery pipeline reduces manual effort, improves confidence through automated build, test, security, and deployment steps, and enables faster feedback. Smaller releases reduce complexity and risk because each change contains less scope, is easier to understand, easier to validate, and easier to recover from if something goes wrong. This also reduces the human cost of delivery, including weekend work, overtime, burnout, and dependence on heroic individuals.
A war room may help manage a risky release, but it does not solve the systemic issue. Asking someone else to cover only transfers the burden. Moving a large release into working hours may reduce personal disruption but still preserves the risky batch size. Relevant study guide references: Becoming a DevOps Organization; Measuring to Improve; Maintaining Energy and Momentum.
質問 # 20
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