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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Measure to Learn | 5% | - Avoiding Measure to Target - Creating a Current Value Stream Map |
| Topic 2: Maintaining Energy and Momentum | 15% | - Culture and Climate - A High-Trust Culture - The DevOps Business Case |
| Topic 3: Articulating and Socializing Vision | 15% | - Broadcasting Outside of Your Organization - Empowering People - Organizational Change in Large Enterprises |
| Topic 4: Measure to Improve | 5% | - Creating a Future Value Stream Map - The Improvement Kata and Experiments |
| Topic 5: Unlearning Behaviors | 12.5% | - Mindset, Mental Models and Cognitive Bias - Governance, Risk and Compliance (GRC) and DevOps - Psychological Safety and Neuroscience |
| Topic 6: Target Operating Models and Organizational Design | 15% | - Desired Outcomes of DevOps - Conway's Law - DevOps Target Operating Model Design Principles |
| Topic 7: Becoming a DevOps Organization | 17.5% | - How DevOps Differs - Building Safety In - DevOps Kaizen |
| Topic 8: DevOps and Transformational Leadership | 15% | - Transformational Leadership - Benefits of DevOps - Current Definitions of DevOps |
>> DevOps-Leader Actual Exams <<
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NEW QUESTION # 12
Which of the following describes the model of a DevOps organization?
Answer: B
Explanation:
The correct answer is B because DevOps organizations are typically designed around small, dedicated, cross- functional teams aligned to products, services, or value streams. These teams may be described as squads, product teams, or service-aligned teams depending on the organization's operating model. The key principle is that the team contains, or has direct access to, the skills needed to deliver and operate value with minimal handoffs.
Traditional silo-based models separate development, testing, security, release, infrastructure, and operations into different functional departments. This often creates queues, delays, conflicting priorities, weak ownership, and poor feedback. Highly matrixed organizations can also create divided accountability and slow decision-making. DevOps aims to reduce these structural frictions by improving ownership, collaboration, flow, and accountability for outcomes.
The organization construct does matter because structure strongly influences behavior. A DevOps operating model should make it easier for teams to build, test, release, operate, learn, and improve together. Small dedicated teams support faster feedback, clearer ownership, and better alignment to customer value. Relevant study guide references: Target Operating Models and Organizational Designs; Becoming a DevOps Organization; Measuring to Improve.
NEW QUESTION # 13
Which is NOT a characteristic of a DevOps culture?
Answer: B
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 # 14
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 # 15
When preparing for a DevOps transformation, what technique can be used to create a shared vision of the need to change?
Answer: C
Explanation:
The correct answer is B because a value stream map is a strong technique for creating a shared view of why change is needed. Before a DevOps transformation can gain momentum, stakeholders must understand the current system of work: how demand enters, how work flows, where it waits, where it is handed off, where rework occurs, and where customer value is delayed. A value stream map makes these issues visible to everyone involved.
This shared visibility is important because transformation often fails when different teams hold different mental models of the problem. Development may see operations as a blocker, operations may see development as careless, and leadership may see only high-level delivery metrics. Value stream mapping helps replace assumptions and blame with a common evidence base. It allows stakeholders to see that many problems are systemic rather than caused by individual teams.
Kanban can help manage and visualize work, but the question asks about creating a shared vision of the need to change. Reengineering is broader and more disruptive. A change score card may track change but does not create the same end-to-end understanding. Relevant study guide references: Articulating and Socializing Vision; Measuring to Learn; Measuring to Improve; Becoming a DevOps Organization.
NEW QUESTION # 16
Bernhard is an expert tester and whilst he likes the new model his organization has chosen, which means he is in a cross-functional team, he also misses working in a group of testers and sharing best practice and knowledge. He goes to his chapter meetups but wants a broader community to work with on the emerging artificial intelligence based testing automation tools becoming available in the market.
What could Bernhard do?
Answer: D
Explanation:
The correct answer is A because a guild is an appropriate structure for a broader community of interest that spans teams, squads, chapters, or tribes. Bernhard already participates in chapter meetups, which typically connect people with the same discipline or competency area, such as testing. However, his need is more specific and broader: collaboration around emerging AI-based testing automation tools across the organization.
A guild allows interested practitioners to voluntarily share knowledge, develop practices, explore tools, run experiments, and build capability around a shared topic. This fits the DevOps principle of enabling decentralized learning while avoiding the return to rigid functional silos. It also supports communities of practice, which help specialists maintain professional excellence while still contributing to cross-functional delivery teams.
Option B introduces unnecessary hierarchy. Option C is incorrect because squads are delivery teams, not communities for specialist knowledge sharing. Option D may help locally, but it is narrower than forming a guild and depends on the chapter lead rather than creating an open community. Relevant study guide references: Target Operating Models and Organizational Designs; Maintaining Energy and Momentum; Becoming a DevOps Organization.
NEW QUESTION # 17
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