当社PeoplecertのDevOps-Leader学習教材は、複数のエクスペリエンスモードを提供できます。3つの主要なモードから選択できます：PDF、ソフトウェア、オンライン。 まず、JpexamPDFバージョンは印刷可能です。 第二に、DevOps-Leader試験問題のソフトウェアバージョンでは、実際の試験環境をシミュレートして、試験体験をより鮮明にできます。 第三に、オンライン版はすべてのWebブラウザをサポートしているため、すべてのオペレーティングシステムで動作します。 また、DevOps-Leader学習教材は、よりリラックスした学習環境でDevOps-Leader試験に合格するのに役立ちます。
| Section | Weight | Objectives |
|---|---|---|
| Becoming a DevOps Organization | 17.5% | - Building Safety In - DevOps Kaizen - How DevOps Differs |
| DevOps and Transformational Leadership | 15% | - Transformational Leadership - Benefits of DevOps - Current Definitions of DevOps |
| Measure to Learn | 5% | - Avoiding Measure to Target - Creating a Current Value Stream Map |
| Maintaining Energy and Momentum | 15% | - A High-Trust Culture - The DevOps Business Case - Culture and Climate |
| Articulating and Socializing Vision | 15% | - Broadcasting Outside of Your Organization - Organizational Change in Large Enterprises - Empowering People |
| Unlearning Behaviors | 12.5% | - Governance, Risk and Compliance (GRC) and DevOps - Psychological Safety and Neuroscience - Mindset, Mental Models and Cognitive Bias |
| Target Operating Models and Organizational Design | 15% | - Desired Outcomes of DevOps - DevOps Target Operating Model Design Principles - Conway's Law |
| Measure to Improve | 5% | - The Improvement Kata and Experiments - Creating a Future Value Stream Map |
今日、雇用市場での競争DevOps-Leaderは過去のどの時代よりも激しくなっています。 Jpexam良い仕事を見つけたいなら、あなたは良い能力と熟練した主要な知識を所有していなければなりません。 そのため、最高の学習教材を提供するため、PeoplecertのDevOps-Leader認定を取得する必要があります。 当社のPeoplecert試験トレントは高品質で効率的であり、テストに合格するのに役立ちます。
質問 # 34
Thierry is a salesperson at an organization that provides trading software to banking clients. His clients are telling him they are unhappy with the rate at which changes are being made to Thierry's software. Thierry can see that the IT department is extremely busy, but seems to be struggling to deliver anything.
What will help the IT department focus on delivering what the clients need?
正解：D
解説：
The correct answer is A because the core issue is not that the IT department lacks activity; it is that effort is not translating into customer-valued outcomes. DevOps leadership shifts focus from local productivity, task completion, and departmental busyness toward end-to-end value delivery. A feature is not truly "done" merely because development is complete, testing has passed, or a release has occurred. It is done when the intended customer value has been realized and validated.
In this scenario, Thierry's banking clients are dissatisfied with the rate of meaningful change. The IT department appears overloaded, but the business problem is customer responsiveness. Defining done as
"customer value outcome realized" aligns IT work with client needs, improves prioritization, and encourages teams to measure outcomes rather than outputs. This helps reveal whether work is flowing to production, whether it is usable, whether it solves the customer problem, and whether feedback is being incorporated.
A "Do Not Fail" culture would likely reduce experimentation and learning. Disseminating information is useful but insufficient. Measuring cost and capacity may support planning, but it does not by itself align work to customer value. Relevant study guide areas include Becoming a DevOps Organization, Measuring to Learn, Measuring to Improve, and Articulating and Socializing Vision.
質問 # 35
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?
正解：B
解説：
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.
質問 # 36
What characterizes the Fourth Industrial Revolution?
正解：B
解説：
The correct answer is B. The Fourth Industrial Revolution is characterized by the convergence of cyber- physical systems, artificial intelligence, the Internet of Things, advanced automation, data-driven decision- making, and highly connected digital ecosystems. In the DevOps Leader context, this matters because organizations are operating in an environment where speed, adaptability, resilience, security, and continuous learning are essential.
The other options correspond more closely to earlier industrial revolutions. The steam engine is associated with the First Industrial Revolution. Mass production is associated with the Second Industrial Revolution.
Digital and automation are more closely associated with the Third Industrial Revolution, where computing and electronics transformed production and business processes.
The Fourth Industrial Revolution increases pressure on organizations to respond rapidly to customer needs, market changes, cyber threats, and technological disruption. DevOps provides a leadership and operating model for this environment by improving flow, feedback, experimentation, automation, and collaboration across business and technology teams. Relevant study guide references: DevOps and Transformational Leadership; Becoming a DevOps Organization; Articulating and Socializing Vision.
質問 # 37
What is one of Kotter's principles of a Dual Operating System?
正解：D
解説：
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.
質問 # 38
When preparing for a DevOps transformation, what technique can be used to create a shared vision of the need to change?
正解：C
解説：
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.
質問 # 39
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DevOps-Leader日本語版問題集: https://www.jpexam.com/DevOps-Leader_exam.html