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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Measure to Learn | 5% | - Creating a Current Value Stream Map - Avoiding Measure to Target |
| Topic 2: Measure to Improve | 5% | - Creating a Future Value Stream Map - The Improvement Kata and Experiments |
| Topic 3: Unlearning Behaviors | 12.5% | - Governance, Risk and Compliance (GRC) and DevOps - Psychological Safety and Neuroscience - Mindset, Mental Models and Cognitive Bias |
| Topic 4: Maintaining Energy and Momentum | 15% | - The DevOps Business Case - Culture and Climate - A High-Trust Culture |
| Topic 5: Becoming a DevOps Organization | 17.5% | - How DevOps Differs - Building Safety In - DevOps Kaizen |
| Topic 6: DevOps and Transformational Leadership | 15% | - Benefits of DevOps - Current Definitions of DevOps - Transformational Leadership |
| Topic 7: Target Operating Models and Organizational Design | 15% | - Conway's Law - Desired Outcomes of DevOps - DevOps Target Operating Model Design Principles |
| Topic 8: Articulating and Socializing Vision | 15% | - Broadcasting Outside of Your Organization - Organizational Change in Large Enterprises - Empowering People |
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NEW QUESTION # 27
What doesn't help to create a culture where people feel safe to fail?
Answer: D
Explanation:
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.
NEW QUESTION # 28
Which of the following is NOT a good way to transform local discoveries into global improvements?
Answer: B
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 # 29
Which of the following is one of the 4C's from Training from the Back of the Room?
Answer: B
Explanation:
The correct answer is D, Concrete. Training from the Back of the Room uses the 4C model: Connections, Concepts, Concrete Practice, and Conclusions. The purpose of this model is to design learning so that participants are actively engaged, connect new information to existing experience, practice the concepts, and leave with meaningful conclusions or commitments. In DevOps leadership, this matters because transformation requires learning, unlearning, and behavior change across the organization.
"Concrete" appears in the model as Concrete Practice. This is the stage where learners apply new concepts in a realistic or practical way rather than simply listening to information. For DevOps adoption, this supports experiential learning: teams do not become effective by hearing slogans about collaboration, flow, automation, or feedback; they improve by applying those ideas to real work.
Curiosity, courage, and candor are useful leadership and cultural attributes, but they are not one of the formal
4C elements in Training from the Back of the Room. Relevant study guide references: Articulating and Socializing Vision; Maintaining Energy and Momentum; Unlearning Behaviors; DevOps and Transformational Leadership.
NEW QUESTION # 30
In an organization where blame is part of the culture, what happens?
Answer: D
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 # 31
When you are writing a DevOps investment case, which of the following is a hard, quantifiable benefit you can state?
Answer: D
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 # 32
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