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| Section | Objectives |
|---|---|
| Topic 1: Measuring to Learn | - Metrics and feedback loops
|
| Topic 2: Target Operating Models and Organizational Design | - Designing DevOps organizations
|
| Topic 3: DevOps and Transformational Leadership | - Leadership principles for DevOps transformation
|
| Topic 4: Maintaining Energy and Momentum | - Sustaining DevOps transformation
|
| Topic 5: Measuring to Improve | - Continuous improvement metrics
|
| Topic 6: Unlearning Behaviors | - Psychological safety and cognitive bias
|
| Topic 7: Articulating and Socializing Vision | - Communicating transformation strategy
|
| Topic 8: Becoming a DevOps Organization | - Organizational transformation
|
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NEW QUESTION # 21
Which of the following is a Beyond Budgeting principle?
Answer: B
Explanation:
The correct answer is B because Beyond Budgeting promotes adaptive management, decentralized decision- making, transparency, trust, and accountable teams. It challenges traditional annual budgeting practices that rely heavily on fixed targets, centralized control, rigid planning cycles, and performance evaluation tied narrowly to budget adherence or reward mechanisms. In DevOps, this is highly relevant because fast flow and learning require funding and governance models that support adaptability.
Cultivating belonging and organizing around accountable teams aligns with DevOps operating models where teams own products, services, or value streams end to end. These teams require enough autonomy to respond to customer feedback, operational data, changing priorities, and emerging risks. Strong belonging also supports collaboration, shared purpose, and psychological safety.
Options A, C, and D reflect traditional command-and-control budgeting and governance. Rules and regulations, fixed cascaded targets, and measurement only for rewards can drive local optimization, gaming of metrics, and resistance to learning. Beyond Budgeting instead supports relative goals, dynamic planning, empowered teams, and continuous resource allocation. Relevant study guide references: Target Operating Models and Organizational Designs; Measuring to Improve; Becoming a DevOps Organization.
NEW QUESTION # 22
In Kolb's Learning Styles, when a person is thinking and watching, what are they doing?
Answer: A
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 # 23
When you are putting the customer upfront and center, what shouldn't you do?
Answer: C
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 # 24
Imran is a service transition manager in the IT Operations team in a publishing house. Imran feels that he and his colleagues could be working more closely with the developers of their publishing platforms, but he cannot influence the organization model so, in his view, IT Operations will always be a centralized team.
In order to achieve his goal of working more closely with the developers, what should Imran and his colleagues NOT do?
Answer: D
Explanation:
The correct answer is D because asking developers to provide requirements on a monthly basis reinforces a traditional handoff model rather than improving collaboration. Imran's challenge is that IT Operations remains centralized, but even within that constraint, Ops can adopt DevOps-aligned working practices that bring teams closer together. Monthly requirements gathering creates batching, delayed feedback, queueing, and separation between development and operations. It treats Ops as a downstream recipient of work rather than an active partner in delivery.
The other options are constructive patterns for improving collaboration without requiring an immediate reorganization. Shared services can help development teams consume reliable operational capabilities in a self-service way. Assigning an Ops liaison to feature teams creates a stronger communication bridge and helps operational considerations enter earlier in the lifecycle. Making Ops work visible on shared Kanban boards improves transparency, coordination, and flow.
DevOps does not require every organization to adopt the same structure immediately, but it does require reducing handoffs, improving visibility, and increasing shared ownership. Relevant study guide references:
Target Operating Models and Organizational Designs; Becoming a DevOps Organization; Measuring to Improve.
NEW QUESTION # 25
Which of the following describes a characteristic of a traditional IT organization rather than a DevOps organization?
Answer: D
Explanation:
The correct answer is C because traditional IT organizations commonly measure performance through cost control, resource utilization, capacity management, budget adherence, and departmental efficiency. These measures are not inherently useless, but they often encourage local optimization rather than end-to-end value delivery. A team may appear efficient because it is fully utilized or operating within budget, while the overall system still suffers from long lead times, excessive queues, poor feedback, and unstable releases.
A DevOps organization shifts emphasis toward flow, value, outcomes, learning, and resilience. Measuring on flow means examining how work moves from concept to customer value, including constraints, delays, handoffs, change failure, and recovery. Defining done as "value outcome realized" is also DevOps-aligned because it connects work completion to customer or business impact, not just task completion. Decentralized and continuous scheduling further reflects DevOps delivery patterns where teams release smaller changes more frequently.
Therefore, cost and capacity measurement is the characteristic most associated with traditional IT. Relevant study guide references: Target Operating Models and Organizational Designs; Measuring to Improve; Becoming a DevOps Organization.
NEW QUESTION # 26
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