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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: DevOps and Transformational Leadership | 15% | - Leadership frameworks for change - Definitions and benefits of DevOps - Transformational leadership principles |
| Topic 3: Measuring to Improve | 15% | - Value stream mapping - Meaningful metrics and indicators - Avoiding measurement pitfalls |
| Topic 4: Target Operating Models and Organizational Design | 10% | - Conway's Law and organizational structure - Team structures and collaboration - Designing DevOps-aligned operating models |
| Topic 5: Articulating and Realising Value | 10% | - Value outcomes and benefits realization - Communicating value to stakeholders - Investment cases and business justification |
| Topic 6: Measuring to Learn | 15% | - Evaluating DevOps performance - Tools and techniques for measurement - Purpose of measurement |
| Topic 7: Unlearning Behaviors | 15% | - Governance, risk and compliance in DevOps - Cognitive bias and psychological safety - Mindset and mental models |
| Topic 8: Leading Cultural Change | 5% | - Driving behavioural and cultural transformation - Empowerment and participation |
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NEW QUESTION # 29
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: B
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 # 30
What is one of Kotter's principles of a Dual Operating System?
Answer: C
Explanation:
The correct answer is D. Kotter's Dual Operating System emphasizes the need to run transformation through a second, more agile network alongside the traditional hierarchy. One of its principles is a "get-to" mindset rather than a "have-to" mindset. This means people participate because they are emotionally and intellectually committed to the opportunity, not simply because management has mandated compliance.
This is highly relevant to DevOps leadership because sustainable change cannot be achieved only through policy, structure, or tool adoption. Teams must understand the purpose of the transformation and feel motivated to contribute to better flow, faster feedback, improved resilience, and customer value. A "get-to" mindset creates voluntary energy, ownership, and momentum.
The other options are incorrect. Kotter does not advocate more management or simply enhancing hierarchy.
Nor is transformation only "head driven"; successful change engages both head and heart. Relevant study guide references: Maintaining Energy and Momentum; DevOps and Transformational Leadership; Articulating and Socializing Vision.
NEW QUESTION # 31
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 # 32
When an organization has adopted DevOps principles and practices, releasing a change to their applications and services can be described as which of the following?
Answer: D
Explanation:
In a mature DevOps organization, releasing change should become routine, low-risk, repeatable, and almost unremarkable - "like breathing." This reflects a shift away from large, infrequent, manually coordinated releases toward small, frequent, well-tested, automated, and observable changes. DevOps aims to make delivery safe by improving flow, feedback, collaboration, automation, deployment practices, monitoring, and learning from production.
Option A describes the traditional release pattern DevOps seeks to eliminate: large batches, long lead times, fragile deployments, and fear of failure. Option C also reflects an older operating model in which releases are treated as exceptional events requiring special windows, weekend work, and extensive coordination. Option D implies that release responsibility is isolated in a separate team, whereas DevOps promotes shared ownership across product, development, operations, security, and other stakeholders.
The key point is that DevOps does not simply accelerate release frequency; it changes the system so that frequent release becomes safe. Capabilities such as continuous integration, deployment automation, automated testing, feature flags, telemetry, rollback patterns, and blameless learning reduce the risk of change. Relevant study guide references: Becoming a DevOps Organization, Measuring to Improve, Measuring to Learn, and Target Operating Models and Organizational Designs.
NEW QUESTION # 33
What is a mirror metric for % Rework in the context of Value Stream Mapping?
Answer: C
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 # 34
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