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| Section | Weight | Objectives |
|---|---|---|
| Articulating and Realising Value | 10% | - Value outcomes and benefits realization - Communicating value to stakeholders - Investment cases and business justification |
| Unlearning Behaviors | 15% | - Governance, risk and compliance in DevOps - Mindset and mental models - Cognitive bias and psychological safety |
| Becoming a DevOps Organisation | 15% | - Differences between DevOps and traditional IT - DevOps principles and adoption - Building safety and continuous improvement |
| Leading Cultural Change | 5% | - Empowerment and participation - Driving behavioural and cultural transformation |
| DevOps and Transformational Leadership | 15% | - Transformational leadership principles - Leadership frameworks for change - Definitions and benefits of DevOps |
| Target Operating Models and Organizational Design | 10% | - Conway's Law and organizational structure - Team structures and collaboration - Designing DevOps-aligned operating models |
| Measuring to Learn | 15% | - Evaluating DevOps performance - Purpose of measurement - Tools and techniques for measurement |
| Measuring to Improve | 15% | - Avoiding measurement pitfalls - Meaningful metrics and indicators - Value stream mapping |
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NEW QUESTION # 24
When you are writing a DevOps investment case, which of the following is a hard, quantifiable benefit you can state?
Answer: A
Explanation:
The correct answer is A because revenue from accelerating time to value is a hard, quantifiable business benefit. A DevOps investment case must translate improvement activity into measurable organizational outcomes. Faster delivery of valuable functionality can directly affect revenue by enabling earlier market entry, quicker customer adoption, faster realization of product enhancements, and reduced delay cost.
Customer satisfaction, competitive advantage, and market perception are important, but they are generally softer or less directly quantifiable unless converted into measurable indicators. For example, customer satisfaction may be tracked through NPS or churn, and competitive advantage may influence revenue, but the option that most directly expresses a financial benefit is accelerated revenue from faster time to value.
DevOps leaders need this distinction when building executive support. Tooling, automation, team redesign, continuous delivery, and value stream improvement should not be justified only as technical improvements.
They should be linked to financial and operational outcomes such as increased revenue, reduced cost of delay, lower change failure cost, faster recovery, and improved capacity for innovation. Relevant study guide references: Measuring to Improve; Measuring to Learn; Becoming a DevOps Organization.
NEW QUESTION # 25
You are looking at the end-to-end value stream for the way a retail organization delivers a small enhancement to their ecommerce website. You find that the development teams involved are working in two week sprints but that the release team has a quarterly schedule.
How BEST can you describe to the teams involved what it is they need to consider?
Answer: D
Explanation:
The correct answer is B because the scenario exposes a cadence mismatch across the value stream.
Development teams are producing increments every two weeks, but the release function operates quarterly.
This means the overall system cannot deliver value at the speed of the development sprint. Work accumulates, feedback is delayed, batch sizes grow, release risk increases, and the organization loses the benefit of fast iteration.
DevOps focuses on end-to-end flow, not isolated team efficiency. A team can appear agile locally while the total value stream remains constrained by downstream scheduling, governance, testing, release, or operational practices. Working to a compatible rhythm or cadence helps align planning, development, validation, deployment, feedback, and learning. It also supports smaller batches, faster customer feedback, and reduced release risk.
Option A is too narrow because reporting does not solve the structural flow problem. Option C may be useful in some contexts, but co-location is not the primary issue presented. Option D is also too absolute; automation can help, but it will not immediately resolve a misaligned operating cadence. Relevant study guide references:
Measuring to Improve, Measuring to Learn, Becoming a DevOps Organization, and Target Operating Models and Organizational Designs.
NEW QUESTION # 26
Where should you start with your DevOps evolution?
Answer: B
Explanation:
The correct answer is D because DevOps evolution should begin with a value stream. DevOps is concerned with the end-to-end flow of work from idea to customer value, not merely with reorganizing departments, selecting a single application, or avoiding legacy systems. A value stream view allows leaders and teams to understand how work actually moves through the organization, where delays occur, where handoffs create friction, and where feedback is lost.
Starting with a reorganization is risky because structural change without understanding the system of work may simply recreate the same constraints in a new chart. Starting with an application can be too narrow unless it is examined within the broader value stream that delivers and operates it. Avoiding legacy systems is also not a reliable principle; legacy services may be central to business value and therefore important to include.
A value stream approach helps identify constraints, reduce waste, improve flow, and connect technical improvements to business outcomes. It also gives leaders a practical basis for measurement and improvement.
Relevant study guide references: Becoming a DevOps Organization; Measuring to Improve; Measuring to Learn; Target Operating Models and Organizational Designs.
NEW QUESTION # 27
Bernhard is an expert tester and whilst he likes the new model his organization has chosen, which means he is in a cross-functional team, he also misses working in a group of testers and sharing best practice and knowledge. He goes to his chapter meetups but wants a broader community to work with on the emerging artificial intelligence based testing automation tools becoming available in the market.
What could Bernhard do?
Answer: A
Explanation:
The correct answer is A because a guild is an appropriate structure for a broader community of interest that spans teams, squads, chapters, or tribes. Bernhard already participates in chapter meetups, which typically connect people with the same discipline or competency area, such as testing. However, his need is more specific and broader: collaboration around emerging AI-based testing automation tools across the organization.
A guild allows interested practitioners to voluntarily share knowledge, develop practices, explore tools, run experiments, and build capability around a shared topic. This fits the DevOps principle of enabling decentralized learning while avoiding the return to rigid functional silos. It also supports communities of practice, which help specialists maintain professional excellence while still contributing to cross-functional delivery teams.
Option B introduces unnecessary hierarchy. Option C is incorrect because squads are delivery teams, not communities for specialist knowledge sharing. Option D may help locally, but it is narrower than forming a guild and depends on the chapter lead rather than creating an open community. Relevant study guide references: Target Operating Models and Organizational Designs; Maintaining Energy and Momentum; Becoming a DevOps Organization.
NEW QUESTION # 28
How is traditional IT organized?
Answer: C
Explanation:
The correct answer is C because traditional IT is typically organized by function. Common examples include separate departments for development, testing, infrastructure, security, service desk, operations, architecture, change management, and release management. Each function has its own management structure, priorities, metrics, queues, and operating rhythm. This design can create specialization, but it often introduces delays, fragmented ownership, and handoffs across the delivery lifecycle.
DevOps challenges this model by focusing on end-to-end value streams and cross-functional ownership.
Instead of optimizing individual departments, DevOps seeks to optimize the whole system of work. Cross- functional cells or squads are therefore more consistent with a DevOps operating model than a traditional IT structure. Similarly, being optimized for flow and having fewer handoffs are DevOps characteristics because they support faster feedback, smaller batches, clearer accountability, and improved reliability.
Functional organization is a central reason traditional IT often struggles with slow delivery and operational instability. Work must pass between teams, creating queues, misalignment, and limited shared accountability for outcomes. Relevant study guide references: Target Operating Models and Organizational Designs; Becoming a DevOps Organization; Measuring to Improve.
NEW QUESTION # 29
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