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| Section | Weight | Objectives |
|---|---|---|
| Articulating and Socializing Vision | 15% | - Broadcasting Outside of Your Organization - Organizational Change in Large Enterprises - Empowering People |
| Target Operating Models and Organizational Design | 15% | - DevOps Target Operating Model Design Principles - Conway's Law - Desired Outcomes of DevOps |
| Measure to Improve | 5% | - Creating a Future Value Stream Map - The Improvement Kata and Experiments |
| Maintaining Energy and Momentum | 15% | - Culture and Climate - The DevOps Business Case - A High-Trust Culture |
| Unlearning Behaviors | 12.5% | - Governance, Risk and Compliance (GRC) and DevOps - Psychological Safety and Neuroscience - Mindset, Mental Models and Cognitive Bias |
| Measure to Learn | 5% | - Creating a Current Value Stream Map - Avoiding Measure to Target |
| Becoming a DevOps Organization | 17.5% | - Building Safety In - How DevOps Differs - DevOps Kaizen |
| DevOps and Transformational Leadership | 15% | - Benefits of DevOps - Transformational Leadership - Current Definitions of DevOps |
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NEW QUESTION # 20
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 # 21
How is traditional IT organized?
Answer: B
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 # 22
What is a mirror metric for % Rework in the context of Value Stream Mapping?
Answer: B
NEW QUESTION # 23
Which of the following describes the model of a DevOps organization?
Answer: D
Explanation:
The correct answer is B because DevOps organizations are typically designed around small, dedicated, cross- functional teams aligned to products, services, or value streams. These teams may be described as squads, product teams, or service-aligned teams depending on the organization's operating model. The key principle is that the team contains, or has direct access to, the skills needed to deliver and operate value with minimal handoffs.
Traditional silo-based models separate development, testing, security, release, infrastructure, and operations into different functional departments. This often creates queues, delays, conflicting priorities, weak ownership, and poor feedback. Highly matrixed organizations can also create divided accountability and slow decision-making. DevOps aims to reduce these structural frictions by improving ownership, collaboration, flow, and accountability for outcomes.
The organization construct does matter because structure strongly influences behavior. A DevOps operating model should make it easier for teams to build, test, release, operate, learn, and improve together. Small dedicated teams support faster feedback, clearer ownership, and better alignment to customer value. Relevant study guide references: Target Operating Models and Organizational Designs; Becoming a DevOps Organization; Measuring to Improve.
NEW QUESTION # 24
Which of the following is a characteristic of transformation as opposed to evolution?
Answer: A
Explanation:
The correct answer is A because transformation, when contrasted with evolution, is often characterized as a deliberate, directed, and orchestrated change effort, commonly driven from the top by a senior leader or small leadership group. It is typically planned around a defined future state and mobilized through vision, sponsorship, communication, and coordinated intervention. In DevOps leadership, this distinction matters because organizations frequently describe major change programs as "transformations" when they are actively steering people, structures, practices, and technology toward a new operating model.
The other options align more closely with evolutionary change. Empowered people participating, distributed authority, and systemic thinking are characteristics of an adaptive, emergent, and organization-wide evolution.
Evolution depends on many local decisions, learning loops, experiments, and adjustments across the system rather than centralized orchestration by one individual.
A DevOps Leader must understand both modes. Transformation can create urgency and direction, but evolution helps sustain learning and adaptation. Relevant study guide references: DevOps and Transformational Leadership; Maintaining Energy and Momentum; Articulating and Socializing Vision; Unlearning Behaviors.
NEW QUESTION # 25
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