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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Measuring to Learn | 15% | - Evaluating DevOps performance - Tools and techniques for measurement - Purpose of measurement |
| Topic 2: Becoming a DevOps Organisation | 15% | - DevOps principles and adoption - Building safety and continuous improvement - Differences between DevOps and traditional IT |
| Topic 3: DevOps and Transformational Leadership | 15% | - Leadership frameworks for change - Definitions and benefits of DevOps - Transformational leadership principles |
| Topic 4: Unlearning Behaviors | 15% | - Mindset and mental models - Governance, risk and compliance in DevOps - Cognitive bias and psychological safety |
| Topic 5: Measuring to Improve | 15% | - Avoiding measurement pitfalls - Meaningful metrics and indicators - Value stream mapping |
| Topic 6: Target Operating Models and Organizational Design | 10% | - Designing DevOps-aligned operating models - Conway's Law and organizational structure - Team structures and collaboration |
| Topic 7: Leading Cultural Change | 5% | - Driving behavioural and cultural transformation - Empowerment and participation |
| Topic 8: Articulating and Realising Value | 10% | - Value outcomes and benefits realization - Communicating value to stakeholders - Investment cases and business justification |
1. Other than mapping the flow of work, what does a value stream mapping exercise jump start?
A) The automated collection of metrics
B) The process of selecting a preferred service provider
C) Cultural change by creating a common understanding for all stakeholders
D) A move towards a product centric versus silo organization model
2. Which of the following is a Beyond Budgeting principle?
A) Evaluate performance for measurement and rewards only
B) Cultivate a strong sense of belonging and organize around accountable teams
C) Govern through rules and regulations
D) Use fixed and cascaded targets
3. Which of the following describes the model of a DevOps organization?
A) Squads, small dedicated teams
B) Highly matrixed organizations
C) Silos
D) Organization construct does not matter
4. When you are putting the customer upfront and center, what shouldn't you do?
A) Use live-streaming reaction and prediction services
B) Be data-driven
C) Let the highest paid person make the decisions
D) Pull ideas for improvement from the customer
5. 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?
A) Having a *Do Not Fail' culture
B) Measuring cost and capacity
C) Definition of done is customer value outcome realized
D) Disseminating information
Solutions:
| Question # 1 Answer: C | Question # 2 Answer: B | Question # 3 Answer: A | Question # 4 Answer: C | Question # 5 Answer: C |
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