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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Unlearning Behaviors | 12.5% | - Mindset, Mental Models and Cognitive Bias - Governance, Risk and Compliance (GRC) and DevOps - Psychological Safety and Neuroscience |
| Topic 2: DevOps and Transformational Leadership | 15% | - Current Definitions of DevOps - Benefits of DevOps - Transformational Leadership |
| Topic 3: Maintaining Energy and Momentum | 15% | - Culture and Climate - The DevOps Business Case - A High-Trust Culture |
| Topic 4: Articulating and Socializing Vision | 15% | - Organizational Change in Large Enterprises - Empowering People - Broadcasting Outside of Your Organization |
| Topic 5: Measure to Improve | 5% | - The Improvement Kata and Experiments - Creating a Future Value Stream Map |
| Topic 6: Measure to Learn | 5% | - Avoiding Measure to Target - Creating a Current Value Stream Map |
| Topic 7: Target Operating Models and Organizational Design | 15% | - DevOps Target Operating Model Design Principles - Desired Outcomes of DevOps - Conway's Law |
| Topic 8: Becoming a DevOps Organization | 17.5% | - DevOps Kaizen - Building Safety In - How DevOps Differs |
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NEW QUESTION # 32
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 # 33
What is a mirror metric for % Rework in the context of Value Stream Mapping?
Answer: A
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 # 34
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 # 35
When you are putting the customer upfront and center, what shouldn't you do?
Answer: D
Explanation:
The correct answer is A because customer-centric DevOps decision-making should be based on evidence, feedback, and validated learning rather than hierarchy. The "highest paid person's opinion" problem, often called HiPPO-driven decision-making, occurs when seniority overrides customer evidence, operational data, team insight, or experiment results. This is especially harmful in DevOps evolution because it reinforces command-and-control behavior and prevents organizations from learning from the actual users of the system.
Putting the customer upfront and center means using customer feedback, telemetry, usage data, support patterns, market signals, and outcome measures to guide prioritization and improvement. Pulling improvement ideas from customers is appropriate because it connects delivery to real needs. Using live- streaming reaction and prediction services can help organizations understand behavior and sentiment quickly.
Being data-driven supports faster feedback and better product decisions.
A DevOps leader should create conditions where decisions are informed by the people closest to the customer, the work, and the evidence. Relevant study guide references: Measuring to Learn; Becoming a DevOps Organization; DevOps and Transformational Leadership; Articulating and Socializing Vision.
NEW QUESTION # 36
What characterizes the Fourth Industrial Revolution?
Answer: D
Explanation:
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.
NEW QUESTION # 37
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