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| Section | Weight | Objectives |
|---|---|---|
| Maintaining Energy and Momentum | 15% | - Culture and Climate - A High-Trust Culture - The DevOps Business Case |
| Measure to Learn | 5% | - Creating a Current Value Stream Map - Avoiding Measure to Target |
| Articulating and Socializing Vision | 15% | - Broadcasting Outside of Your Organization - Empowering People - Organizational Change in Large Enterprises |
| Unlearning Behaviors | 12.5% | - Psychological Safety and Neuroscience - Governance, Risk and Compliance (GRC) and DevOps - Mindset, Mental Models and Cognitive Bias |
| Becoming a DevOps Organization | 17.5% | - Building Safety In - How DevOps Differs - DevOps Kaizen |
| Measure to Improve | 5% | - The Improvement Kata and Experiments - Creating a Future Value Stream Map |
| Target Operating Models and Organizational Design | 15% | - Conway's Law - Desired Outcomes of DevOps - DevOps Target Operating Model Design Principles |
| DevOps and Transformational Leadership | 15% | - Transformational Leadership - Benefits of DevOps - Current Definitions of DevOps |
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NEW QUESTION # 26
A manufacturing organization is struggling to deliver the new features their clients are asking for in their web- based applications. When they do release a new version it usually causes incidents which result in system downtime and overtime worked by the IT operations department. Additionally, the CEO has told the IT department he is extremely worried about cyber threats and wants them to focus on this as a matter of urgency
- they are not sure how to do this as they are so busy firefighting.
How will DevOps help them?
Answer: D
Explanation:
DevOps helps this organization primarily by improving its ability to deliver technology change quickly, safely, and sustainably. The scenario describes several classic symptoms of a non-DevOps operating model:
slow feature delivery, unstable releases, production incidents, excessive operational toil, and inability to focus on strategic risk such as cybersecurity because teams are trapped in reactive firefighting. Option B is the most complete answer because DevOps is not merely automation, experimentation, or shifting support responsibility to developers. Those may be practices within a broader transformation, but the leadership objective is improved flow, reliability, feedback, resilience, and value delivery.
By adopting DevOps principles, the organization can reduce deployment risk through smaller batch sizes, better collaboration between development, operations, security, and business stakeholders, automated testing, continuous integration, continuous delivery, monitoring, and learning from incidents. Security concerns can also be addressed earlier through DevSecOps practices, integrating security controls into the delivery lifecycle rather than treating them as separate emergency work. This supports both business agility and operational stability.
Specific Study Guide alignment: Becoming a DevOps Organization; Measuring to Improve; Measuring to Learn; DevOps and Transformational Leadership.
NEW QUESTION # 27
When thinking of the dimensions of transformational leadership, which of the following is how we would expect a transformational leader to behave?
Answer: D
Explanation:
A transformational leader is expected to orient people around a compelling shared vision and inspire them to move beyond narrow local interests, habits, or individual preferences. In a DevOps context, this is essential because transformation requires people to change long-established behaviors, cross functional boundaries, challenge legacy processes, and focus on outcomes that matter to the whole organization. Option D is the strongest answer because transformational leadership is associated with vision, purpose, inspiration, role modelling, and mobilizing people toward a future state.
Option A may appear positive, but it is closer to a transactional or contingent-reward behavior: recognition is given in response to specific performance. That can be useful, but it is not the defining behavior of transformational leadership. Option B is incorrect because accepting the status quo conflicts with transformation, continuous learning, and improvement. Option C is also incorrect because blame and humiliation damage psychological safety, reduce learning, and discourage transparency.
The DOL leadership theme emphasizes that DevOps change requires leaders who can articulate vision, challenge existing assumptions, build trust, and energize people through change. Relevant study guide references: DevOps and Transformational Leadership, Articulating and Socializing Vision, Unlearning Behaviors, and Maintaining Energy and Momentum.
NEW QUESTION # 28
What is a mirror metric for % Rework in the context of Value Stream Mapping?
Answer: D
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 # 29
Which of the following is NOT a good way to transform local discoveries into global improvements?
Answer: D
Explanation:
The correct answer is C because having multiple source code repositories for each team can reinforce fragmentation, duplication, local optimization, and knowledge silos. Transforming local discoveries into global improvements requires mechanisms that make learning visible, reusable, and accessible across the organization. Separate team-specific repositories may be appropriate in some architectures, but as stated here, the practice does not inherently help spread discoveries across teams.
The other options are DevOps-aligned mechanisms for scaling learning. ChatOps can capture operational knowledge, make collaboration visible, and support rapid incident response. Automating standard processes in reusable software helps convert local improvements into repeatable organizational capabilities. Sharing user stories and automated tests as documentation spreads understanding of expected behavior, customer needs, and quality standards.
The broader principle is that high-performing DevOps organizations create feedback loops that allow one team's learning to improve the whole system. Local discoveries should become shared assets, reusable patterns, automation, documentation, and practices. Relevant study guide references: Measuring to Learn; Measuring to Improve; Maintaining Energy and Momentum; Becoming a DevOps Organization.
NEW QUESTION # 30
Which of the following is a characteristic of a well-functioning team?
Answer: A
Explanation:
The correct answer is B because a well-functioning team has enough clarity, focus, and alignment that it is not constantly disrupted by changing priorities. In DevOps, frequent uncontrolled reprioritization damages flow, creates context switching, increases work in progress, delays completion, and weakens accountability. A team that reprioritizes infrequently is more likely to have stable goals, clear decision rules, and a shared understanding of what matters most.
The other options describe poor team functioning. A team unable to make decisions lacks autonomy or clarity.
An unaccountable team does not own outcomes or commitments. A team making slow progress toward goals may be blocked by dependencies, unclear priorities, excessive work in progress, or weak feedback loops.
This does not mean priorities never change. DevOps teams must remain responsive to customer feedback, incidents, risk, and business needs. However, effective teams manage priority changes deliberately rather than reactively. They protect focus while still learning and adapting. Relevant study guide references: Maintaining Energy and Momentum; DevOps and Transformational Leadership; Measuring to Improve; Target Operating Models and Organizational Designs.
NEW QUESTION # 31
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