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| Section | Weight | Objectives |
|---|---|---|
| Measure to Improve | 5% | - The Improvement Kata and Experiments - Creating a Future Value Stream Map |
| Unlearning Behaviors | 12.5% | - Psychological Safety and Neuroscience - Governance, Risk and Compliance (GRC) and DevOps - Mindset, Mental Models and Cognitive Bias |
| Measure to Learn | 5% | - Avoiding Measure to Target - Creating a Current Value Stream Map |
| Maintaining Energy and Momentum | 15% | - Culture and Climate - The DevOps Business Case - A High-Trust Culture |
| Becoming a DevOps Organization | 17.5% | - Building Safety In - DevOps Kaizen - How DevOps Differs |
| Articulating and Socializing Vision | 15% | - Organizational Change in Large Enterprises - Empowering People - Broadcasting Outside of Your Organization |
| DevOps and Transformational Leadership | 15% | - Current Definitions of DevOps - Benefits of DevOps - Transformational Leadership |
| Target Operating Models and Organizational Design | 15% | - Conway's Law - Desired Outcomes of DevOps - DevOps Target Operating Model Design Principles |
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NEW QUESTION # 10
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 # 11
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?
Answer: C
Explanation:
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.
NEW QUESTION # 12
What characterizes the Fourth Industrial Revolution?
Answer: A
Explanation:
The correct answer is B. The Fourth Industrial Revolution is characterized by the convergence of cyber- physical systems, artificial intelligence, the Internet of Things, advanced automation, data-driven decision- making, and highly connected digital ecosystems. In the DevOps Leader context, this matters because organizations are operating in an environment where speed, adaptability, resilience, security, and continuous learning are essential.
The other options correspond more closely to earlier industrial revolutions. The steam engine is associated with the First Industrial Revolution. Mass production is associated with the Second Industrial Revolution.
Digital and automation are more closely associated with the Third Industrial Revolution, where computing and electronics transformed production and business processes.
The Fourth Industrial Revolution increases pressure on organizations to respond rapidly to customer needs, market changes, cyber threats, and technological disruption. DevOps provides a leadership and operating model for this environment by improving flow, feedback, experimentation, automation, and collaboration across business and technology teams. Relevant study guide references: DevOps and Transformational Leadership; Becoming a DevOps Organization; Articulating and Socializing Vision.
NEW QUESTION # 13
What is the key metric for DevOps teams over traditional IT teams?
Answer: A
Explanation:
The key metric for DevOps teams is flow. Traditional IT management often emphasizes cost control, resource utilization, capacity, and individual productivity. While those measures can be useful, they frequently optimize local activity rather than end-to-end value delivery. DevOps instead focuses on how work flows from idea to customer outcome: how quickly, safely, and predictably value moves through the system.
Flow-oriented measurement helps leaders identify constraints, queues, handoffs, rework, excessive work in progress, long lead times, failed changes, and feedback delays. This is critical because a team may appear fully utilized and productive while customers still experience slow delivery and unstable services. DevOps teams therefore measure outcomes and system performance rather than only internal effort. Common flow- related measures include lead time, deployment frequency, change failure rate, mean time to restore service, throughput, work in progress, and wait time.
Cost and capacity are not irrelevant, but when they become the dominant measures, they can encourage silo optimization and high utilization at the expense of speed and resilience. Productivity is also difficult to interpret unless connected to value. Relevant study guide references: Measuring to Improve, Measuring to Learn, Becoming a DevOps Organization, and Target Operating Models and Organizational Designs.
NEW QUESTION # 14
To get the most accurate picture of an organization's actual state in a DevOps evolution, why is it essential to listen to everybody that's involved, particularly those who are doing the work on a day to day basis?
Answer: C
Explanation:
The correct answer is A because a reliable DevOps assessment must expose the organization's real operating conditions, not only its intended structure, formal reports, or leadership interpretation. In DevOps evolution, leaders must understand actual flow of work, friction points, queue times, handoffs, rework, incident patterns, cultural constraints, and sources of delay. These are often most visible to the people performing the work every day: engineers, testers, service desk staff, operations teams, security practitioners, product owners, and release personnel.
Management perspectives are valuable, but they can be filtered through dashboards, status reports, escalation paths, and optimistic assumptions. Leaders may see strategic intent, while teams experience practical reality.
This is why DevOps emphasizes learning from the system of work, going to where the work happens, creating psychological safety, and listening across organizational levels. Without frontline input, transformation activity may optimize the wrong constraint or reinforce existing dysfunction.
Options B, C, and D describe valid DevOps ideas, but they do not directly explain why broad listening is essential when assessing the current state. The relevant study guide areas are Measuring to Learn, DevOps and Transformational Leadership, Becoming a DevOps Organization, and Unlearning Behaviors.
NEW QUESTION # 15
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