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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Measuring to Improve | 15% | - Meaningful metrics and indicators - Avoiding measurement pitfalls - Value stream mapping |
| Topic 2: Unlearning Behaviors | 15% | - Mindset and mental models - Governance, risk and compliance in DevOps - Cognitive bias and psychological safety |
| Topic 3: Measuring to Learn | 15% | - Tools and techniques for measurement - Purpose of measurement - Evaluating DevOps performance |
| Topic 4: Becoming a DevOps Organisation | 15% | - Differences between DevOps and traditional IT - DevOps principles and adoption - Building safety and continuous improvement |
| Topic 5: Leading Cultural Change | 5% | - Driving behavioural and cultural transformation - Empowerment and participation |
| Topic 6: Articulating and Realising Value | 10% | - Communicating value to stakeholders - Investment cases and business justification - Value outcomes and benefits realization |
| Topic 7: DevOps and Transformational Leadership | 15% | - Leadership frameworks for change - Definitions and benefits of DevOps - Transformational leadership principles |
| Topic 8: Target Operating Models and Organizational Design | 10% | - Designing DevOps-aligned operating models - Conway's Law and organizational structure - Team structures and collaboration |
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질문 # 11
What is a mirror metric for % Rework in the context of Value Stream Mapping?
정답：C
질문 # 12
In an organization where blame is part of the culture, what happens?
정답：C
설명：
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.
질문 # 13
What doesn't help to create a culture where people feel safe to fail?
정답：D
설명：
The correct answer is B because allowing leaders to punish failure directly undermines psychological safety, learning, experimentation, and transparency. A DevOps culture depends on people being willing to surface problems, admit uncertainty, report incidents, share mistakes, and test improvements. If failure is punished, teams hide information, avoid risk, reduce experimentation, and focus on self-protection rather than organizational learning.
Making experimentation time explicit supports innovation and controlled learning. Shared accountabilities and goals reduce blame between functions because teams are aligned around common outcomes rather than departmental defensiveness. Using ChatOps to swarm incidents can improve collaboration, visibility, and collective problem-solving during operational events. These practices contribute to an environment where failure is treated as information that can improve the system.
This does not mean DevOps accepts negligence or lack of discipline. It means leaders distinguish between blameworthy behavior and the normal learning that occurs in complex systems. The goal is to create conditions where teams can learn quickly and safely from failure. Punitive leadership blocks that learning cycle. Relevant study guide references: DevOps and Transformational Leadership; Unlearning Behaviors; Maintaining Energy and Momentum; Measuring to Learn.
질문 # 14
What is a characteristic of a high performing team according to Project Aristotle?
정답：D
설명：
The correct answer is C because Project Aristotle identified "meaning" as one of the key dynamics of effective teams. In a high-performing team, members experience the work as personally significant, worthwhile, and connected to something they value. This matters in DevOps leadership because transformation depends on committed, engaged teams that understand why their work matters to customers, the organization, and each other.
The other options directly contradict the conditions associated with strong team performance. Feeling insecure when taking risks indicates poor psychological safety, which reduces openness, experimentation, learning, and incident transparency. Being unable to count on each other violates dependability, another essential team dynamic. Unclear goals and execution plans indicate a lack of structure and clarity, which creates confusion, duplicated effort, and weak delivery focus.
For DevOps leaders, Project Aristotle reinforces that high performance is not achieved through pressure, heroics, or command-and-control behavior. It is enabled through trust, clarity, shared purpose, and meaningful work. Relevant study guide references: DevOps and Transformational Leadership, Maintaining Energy and Momentum, Articulating and Socializing Vision, and Unlearning Behaviors.
질문 # 15
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?
정답：D
설명：
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.
질문 # 16
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