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| Section | Weight | Objectives |
|---|---|---|
| Becoming a DevOps Organisation | 15% | - Building safety and continuous improvement - Differences between DevOps and traditional IT - DevOps principles and adoption |
| Measuring to Improve | 15% | - Avoiding measurement pitfalls - Value stream mapping - Meaningful metrics and indicators |
| Unlearning Behaviors | 15% | - Mindset and mental models - Governance, risk and compliance in DevOps - Cognitive bias and psychological safety |
| Target Operating Models and Organizational Design | 10% | - Team structures and collaboration - Designing DevOps-aligned operating models - Conway's Law and organizational structure |
| Leading Cultural Change | 5% | - Empowerment and participation - Driving behavioural and cultural transformation |
| DevOps and Transformational Leadership | 15% | - Transformational leadership principles - Definitions and benefits of DevOps - Leadership frameworks for change |
| Articulating and Realising Value | 10% | - Value outcomes and benefits realization - Communicating value to stakeholders - Investment cases and business justification |
| Measuring to Learn | 15% | - Tools and techniques for measurement - Evaluating DevOps performance - Purpose of measurement |
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NEW QUESTION # 30
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: C
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 # 31
In an organization where blame is part of the culture, what happens?
Answer: C
Explanation:
The correct answer is B. In a blame culture, open minds close. When people expect punishment, criticism, or reputational damage after mistakes, they become defensive. They hide problems, reduce transparency, avoid experimentation, and protect themselves rather than improving the system. This directly conflicts with DevOps principles of learning, psychological safety, feedback, and continuous improvement.
Blame prevents organizations from understanding the real causes of failure. Incidents in complex technology environments are rarely the result of a single person making a simple mistake. They usually emerge from system conditions such as unclear ownership, excessive work in progress, weak controls, poor feedback, brittle architecture, manual processes, or conflicting incentives. A blame culture focuses attention on individuals instead of improving those conditions.
The other options are incorrect because blame reduces learning, inquiry, and innovation. People do not ask better questions when they feel unsafe; they ask fewer questions. DevOps leaders must replace blame with blameless learning, constructive inquiry, and shared accountability. Relevant study guide references:
Unlearning Behaviors; DevOps and Transformational Leadership; Measuring to Learn; Maintaining Energy and Momentum.
NEW QUESTION # 32
What is a benefit of a squad model?
Answer: B
Explanation:
The correct answer is D because the squad model can both provide an effective way to scale DevOps teams and reduce the management overhead associated with silo-based structures. Squads are small, dedicated, cross- functional teams aligned to a product, service, customer journey, or value stream. They bring together the skills needed to build, test, release, operate, and improve services with fewer handoffs and less dependency on separate functional departments.
This model supports DevOps scaling because multiple squads can operate with clear ownership while coordinating through chapters, guilds, tribes, or other lightweight structures. It also reduces the overhead created by traditional silos, where work must be passed between separate teams with different priorities, queues, managers, and measures. By increasing autonomy and end-to-end accountability, squads improve flow and feedback.
Option B is incorrect because centralized control of planning is not the primary benefit of squads. In fact, DevOps-aligned squad models usually favor decentralized decision-making within aligned strategic boundaries. The goal is not uncontrolled independence, but fast local decision-making connected to shared purpose and outcomes. Relevant study guide references: Target Operating Models and Organizational Designs; Becoming a DevOps Organization; Measuring to Improve.
NEW QUESTION # 33
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: A
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 # 34
Batul is in trouble with her husband because she has to work on the weekend as a release is happening and it's his parents' golden wedding anniversary. Whilst Batul may not be able to fix the problem in time to get to the celebratory lunch, what should Batul encourage her organization to do?
Answer: C
Explanation:
The correct answer is D because the real problem is not Batul's individual scheduling conflict; it is the organization's release model. Weekend releases, large batches, war rooms, and extraordinary coordination are symptoms of a high-risk, low-frequency delivery process. DevOps aims to make releases routine, safe, repeatable, and sustainable by creating continuous delivery capability and releasing small increments regularly.
A continuous delivery pipeline reduces manual effort, improves confidence through automated build, test, security, and deployment steps, and enables faster feedback. Smaller releases reduce complexity and risk because each change contains less scope, is easier to understand, easier to validate, and easier to recover from if something goes wrong. This also reduces the human cost of delivery, including weekend work, overtime, burnout, and dependence on heroic individuals.
A war room may help manage a risky release, but it does not solve the systemic issue. Asking someone else to cover only transfers the burden. Moving a large release into working hours may reduce personal disruption but still preserves the risky batch size. Relevant study guide references: Becoming a DevOps Organization; Measuring to Improve; Maintaining Energy and Momentum.
NEW QUESTION # 35
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