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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Becoming a DevOps Organisation | 15% | - Building safety and continuous improvement - DevOps principles and adoption - Differences between DevOps and traditional IT |
| Topic 2: Unlearning Behaviors | 15% | - Cognitive bias and psychological safety - Mindset and mental models - Governance, risk and compliance in DevOps |
| Topic 3: DevOps and Transformational Leadership | 15% | - Transformational leadership principles - Definitions and benefits of DevOps - Leadership frameworks for change |
| Topic 4: Measuring to Improve | 15% | - Avoiding measurement pitfalls - Meaningful metrics and indicators - Value stream mapping |
| Topic 5: Articulating and Realising Value | 10% | - Value outcomes and benefits realization - Investment cases and business justification - Communicating value to stakeholders |
| Topic 6: Target Operating Models and Organizational Design | 10% | - Team structures and collaboration - Conway's Law and organizational structure - Designing DevOps-aligned operating models |
| Topic 7: Leading Cultural Change | 5% | - Empowerment and participation - Driving behavioural and cultural transformation |
| Topic 8: Measuring to Learn | 15% | - Purpose of measurement - Tools and techniques for measurement - Evaluating DevOps performance |
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NEW QUESTION # 32
Which is NOT a characteristic of a DevOps culture?
Answer: A
Explanation:
The correct answer is D because DevOps culture depends on cross-functional collaboration. DevOps emerged to reduce the friction created by separated development, operations, testing, security, release, and business functions. When collaboration is discouraged, teams revert to silos, handoffs, blame, delayed feedback, and local optimization. That is the opposite of the cultural intent of DevOps.
The other options are positive DevOps cultural characteristics. Viewing failure as a learning opportunity supports psychological safety, experimentation, incident learning, and continuous improvement. Welcoming new ideas encourages innovation and helps teams challenge legacy assumptions. Sharing risks and responsibilities creates alignment across functions and reduces the "throw it over the wall" mentality that often exists in traditional IT.
A DevOps culture does not mean absence of discipline or accountability. It means teams use transparency, shared goals, evidence, and feedback to improve the system of work. Leaders should actively encourage collaboration across product, development, operations, security, and business stakeholders so that outcomes are owned collectively. Relevant study guide references: DevOps and Transformational Leadership; Unlearning Behaviors; Becoming a DevOps Organization; Maintaining Energy and Momentum.
NEW QUESTION # 33
Which of the following is one of the 4C's from Training from the Back of the Room?
Answer: B
Explanation:
The correct answer is D, Concrete. Training from the Back of the Room uses the 4C model: Connections, Concepts, Concrete Practice, and Conclusions. The purpose of this model is to design learning so that participants are actively engaged, connect new information to existing experience, practice the concepts, and leave with meaningful conclusions or commitments. In DevOps leadership, this matters because transformation requires learning, unlearning, and behavior change across the organization.
"Concrete" appears in the model as Concrete Practice. This is the stage where learners apply new concepts in a realistic or practical way rather than simply listening to information. For DevOps adoption, this supports experiential learning: teams do not become effective by hearing slogans about collaboration, flow, automation, or feedback; they improve by applying those ideas to real work.
Curiosity, courage, and candor are useful leadership and cultural attributes, but they are not one of the formal
4C elements in Training from the Back of the Room. Relevant study guide references: Articulating and Socializing Vision; Maintaining Energy and Momentum; Unlearning Behaviors; DevOps and Transformational Leadership.
NEW QUESTION # 34
What characterizes the Fourth Industrial Revolution?
Answer: C
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 # 35
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: A
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 # 36
What is a mirror metric for % Rework in the context of Value Stream Mapping?
Answer: A
Explanation:
The correct answer is B because "% Complete and Accurate" is effectively the mirror metric of "% Rework." In value stream mapping, teams need to understand not only how long work takes, but also the quality of the work as it moves between steps. If work arrives incomplete, incorrect, unclear, or unusable, downstream teams must spend time clarifying, correcting, or repeating work. That creates rework, delays, queues, frustration, and reduced flow efficiency.
"% Complete and Accurate" measures the proportion of work that can proceed without needing correction or additional information. A higher complete-and-accurate percentage indicates better upstream quality and smoother flow. Conversely, a high rework percentage indicates that defects, missing information, poor requirements, weak handoffs, or inadequate validation are causing work to loop backward through the system.
The other options are not the correct mirror metric. Unplanned work and planned work describe work-type allocation, not quality of transfer. Repeated work is similar in meaning to rework, but it is not the recognized inverse measurement. Relevant study guide references: Measuring to Improve; Value Stream Mapping; Measuring to Learn; Becoming a DevOps Organization.
NEW QUESTION # 37
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