PeopleCert DevOps-Foundation Dumps

When teams have experienced frequent top-down mandates without adequate involvement, they may feel change fatigue and resist new initiatives. PeopleCert DevOps Foundation v3.6 emphasizes the importance ofengagement and empowermentto build buy-in and ownership for DevOps transformation.

Empowering people means involving them in decisions, encouraging contribution of their ideas, and making them active participants in shaping the DevOps adoption plan. This approach builds trust, reduces resistance, and taps into collective knowledge, leading to solutions that are practical and widely accepted.

OptionsA,B, andCcan support DevOps adoption but do not address the root cause of low enthusiasm—lack of involvement. Empowerment fosters intrinsic motivation, which is essential for sustained cultural change.

Thus,Dis the most effective choice.

Businesses are drawn to DevOps because it improves agility, responsiveness, and quality.

A: The growth of IoT requires scalable, automated, and reliable delivery processes.

B: Fast, intelligent decision-making is needed to respond to market changes.

D: The shift toward valuing customer outcomes over products is central to modern service delivery.

However,Cis a misconception. While automation is a key DevOps practice, the goal isstrategic automation—automating where it adds measurable value, improves quality, or accelerates delivery. “Automate all the things” without consideration can waste resources, increase complexity, and reduce adaptability.

The “Three Ways” are foundational principles in DevOps:

The First Wayfocuses on increasing the flow of work from left (development) to right (operations). It is about optimizing the entire system for fast delivery, limiting bottlenecks, and enabling a rapid flow of features and fixes to customers.

The Second Wayis about amplifying feedback loops so corrections can be made early.

The Third Wayemphasizes continual learning and experimentation.

Extract-style reference:

“The First Way emphasizes the performance of the entire system, as opposed to the performance of a specific silo of work or department. The goal is to maximize the flow of work (value) from Development to Operations to the customer.”

—Gene Kim, The Phoenix Project / DevOps Handbook

PeopleCert DevOps Foundation v3.6highlights this in the section on "Principles and Practices," emphasizing The First Way as critical to accelerating flow.

A DevOps professional needs:

Business skills: Understanding the business context and value.

Technical skills: Automation, coding, cloud, infrastructure.

Core (soft) skills: Collaboration, communication, empathy, learning.

Self-management: Time, priorities, feedback.

Other options miss the full blend or focus too much on tech or process.

Extract-style reference:

“DevOps success requires a blend of business, technical, and core (soft) skills, as well as the ability to self-manage and continuously learn.”

— DevOps Handbook; Accelerate

PeopleCert DevOps Foundation v3.6: Holistic skillsets are emphasized for cross-functional teams.

High-performing organizationsembed learning into their culture, which leads to continuous improvement, innovation, and adaptability.

Employees and leadership committed to learning (option C) is a proven characteristic of high performance.

Other options—individualism, mandated training, and disincentivized development—are actually barriers to DevOps success.

Extract-style reference:

“High-performing organizations deliberately invest in learning and development and have leaders who model and reward learning behaviors.”

—Accelerate: The Science of Lean Software and DevOps, Nicole Forsgren et al.

PeopleCert DevOps Foundation v3.6: The syllabus highlights that a “culture of learning” and psychological safety are core characteristics of successful DevOps organizations.

Cultural debt—not just low trust or poor leadership—best describes the scenario of entrenched silos and combative Dev/Ops relations.

Cultural debt leads to resistance to new ways of working, lack of cooperation, and a focus on individual rather than collective success.

Why not the others?

Low trustandpoor leadershipare symptoms of cultural debt.

Change fatigueoccurs after repeated failed initiatives; here, the core issue is cultural stasis.

Reference/Extract:

“DevOps transformation often fails without addressing cultural debt. Breaking down silos, building shared understanding, and changing incentives are essential for sustainable change.”

—DevOps Handbook,State of DevOps Report, PeopleCert DevOps Foundation v3.6 Section 3.4

TheTheory of Constraints (ToC), as referenced in PeopleCert DevOps Foundation, states:

A: Every system has at least one limiting factor (constraint) that determines overall performance.

B: System throughput is limited by the capacity of the constraint; improving non-constraints has minimal impact.

C: Focusing improvement efforts on the constraint is the most effective way to improve the performance of the entire system.

In DevOps, constraints may appear in testing, change approvals, environment provisioning, or deployment. By identifying and alleviating these bottlenecks, organizations improve flow and reduce lead time.

Since all three statements (A, B, C) are accurate representations of ToC, the correct answer isD – All of the Above.

After a DevOps pilot, consolidating gains requirescapturing and sharing lessons learnedso that other teams can benefit from successes and avoid repeating mistakes.

This practice supports scaling DevOps practices across the organization by creating a shared knowledge base and promoting continuous improvement.

A(rewards) can motivate but doesn’t spread the learning.B(hiring) may expand resources but doesn’t ensure knowledge transfer.D(advanced tools) may enhance capability but should come after understanding what worked in the pilot.

Thus,Cis the most effective action for consolidating pilot gains.

In DevOps, success depends on collaboration betweenall key stakeholdersacross the software delivery value stream. This includes:

Software Engineers & Operations Teams: Responsible for designing, building, deploying, and maintaining applications and services.

Business Representatives: Define requirements, prioritize work, and ensure alignment with organizational goals.

Security and QA Testers: Ensure that quality, compliance, and security are built into the delivery pipeline from the start (shift-left approach).

PeopleCert emphasizes the idea of “BizDevOps” and “DevSecOps,” highlighting the need for business, development, operations, and security to work as an integrated team. The removal of silos and the inclusion of all perspectives ensure that value is delivered faster and more reliably, while maintaining quality and compliance.

Choosing only one group would miss the cross-functional nature of DevOps. Hence, the correct answer isD – All of the Above.

A core goal of DevOps is toeliminate isolationbetween roles, teams, and departments. Isolated teams—cut off from other parts of the value stream—create bottlenecks, reduce visibility, and slow feedback.

While flat hierarchies (A), continuous engagement (C), and balanced skills (D) are positive traits,Bis the opposite of DevOps principles.

Therefore,Bis the correct “NOT” choice.

Loosely coupled architecturesare not typical IT constraints; in fact, they are often a solution to constraints.

Typical IT constraints include:

Security assessments (slow approvals)

Bureaucratic processes (excessive paperwork or approvals)

Development delays (resource or tool bottlenecks)

Extract-style reference:

“Loosely coupled architectures enable teams to work independently, reducing constraints imposed by tightly integrated systems.”

—Accelerate: The Science of Lean Software and DevOps

DevOps Foundation v3.6 lists constraints as blockers to fast flow and highlights architectural decoupling as a DevOps enabler.

Poor communication and collaboration slow incident resolution. DevOps emphasizes fast, transparent communication channels between Dev, Ops, and other stakeholders. Implementingchat platforms(e.g., Slack, Microsoft Teams) that integrate with monitoring, alerting, and deployment tools enables:

Real-time collaboration across geographically distributed teams

Immediate sharing of incident context and system data

Faster decision-making and coordinated action

A(alerting more people) risks causing noise without improving targeted response.B(social media) is not secure or appropriate for enterprise incident management.C(self-help tools) benefits end-users but does not address Dev–Ops collaboration.

Thus,Dprovides the most direct and effective improvement in communication for faster incident resolution.

Acentralized platformin DevOps provides standardized, reusable services to development teams, improving productivity and reducing duplication. Characteristics include:

A: Centralized version control with approved security libraries promotes consistent and secure coding practices.

B: Automated pipelines that include quality and security scans ensure compliance and quality are built-in, not bolted on.

C: Deployment to validated environments with monitoring enables quick detection and resolution of issues.

Since all three characteristics (A, B, C) are described in PeopleCert andThe DevOps Handbookas best practices,D—All of the above—is correct.

Change fatigue occurs when employees experience too many changes without clear purpose or connection to business value. The most effective way to reduce resistance is to ensure that DevOps adoption isaligned with strategic business goalsand clearly demonstrates how it supports organizational priorities.

When teams see thedirect business impactof their work—such as improved customer experience, faster delivery of products, or increased competitiveness—they are more likely to embrace change.

OptionsA,B, andCmay have short-term benefits but do not address the underlying need for strategic alignment and purpose.

Thus,Dis the most effective way to minimize change fatigue during DevOps introduction.

Coercive communication(using force or threat) isnota transformational leadership dimension.

Transformational leaders:

Inspire vision

Recognize contributions

Stimulate new ideas (intellectual stimulation)

Foster intrinsic motivation

Extract-style reference:

“Transformational leadership builds trust, motivates by vision, provides intellectual stimulation, and recognizes individuals—not by coercion, but by inspiration.”

—Transformational Leadership(James Burns), PeopleCert DevOps Foundation v3.6

The two best measures to showshared successacross technology teams arethroughputandstability:

Throughput(deployment frequency, lead time): Measures how fast teams deliver value.

Stability(change failure rate, MTTR): Measures how reliably systems operate.

Why these two?

Focusing onbothensures teams deliver quicklyandsafely. High throughput without stability causes outages; stability without throughput slows business.

Other options:

Deployment frequency + change lead/cycle time: Both are throughput measures, missing stability.

MTTR + change failure rate: Both are stability, missing throughput.

Employee retention and NPS: People measures, not delivery.

Extract-style reference:

“High performers in DevOps exhibit both high throughput (deployments per day) and high stability (low failure rates, fast recovery), proving it’s possible to achieve both.”

—Accelerate: The Science of Lean Software and DevOps, Ch. 2

PeopleCert DevOps Foundation v3.6:Shared success is about flowandreliability, not just one or the other.

Command(authoritarianism) is not a crucial ingredient for leading digital transformation.

The key ingredients:

Collaboration

Curiosity

Courage

DevOps leadership is about empowering teams, experimenting, and driving change,notcommand-and-control.

Extract-style reference:

“Digital transformation leaders embrace collaboration, curiosity, and courage, fostering an environment where experimentation and learning drive change.”

—Accelerate,DevOps Handbook

PeopleCert DevOps Foundation v3.6:Advocates servant and transformational leadership, not command/control.

TheImprovement Katais a structured, scientific approach to continuous improvement. It uses small, iterative steps to move from the current state toward a target condition, testing hypotheses along the way.

In the DevOps context, the Improvement Kata helps teams experiment with process changes, measure outcomes, and adapt quickly—reducing risk while fostering a learning culture. It is especially useful for improving ITSM processes incrementally.

AandBare valuable techniques but serve different purposes—Agile Service Management adapts ITSM to Agile principles, and Value Stream Mapping visualizes and analyzes workflow. While they can complement Improvement Kata,Cis the direct experimental framework for small, incremental improvement.

Thus, the correct answer isC.

Deployment frequencyis not aculture metric.

It’s aprocessmetric, indicating how often code is released.

Culture metricsfocus on engagement, morale, retention, psychological safety, and NPS.

Why not the others?

Employee NPS:Measures employee satisfaction and willingness to recommend.

Engagement/morale:Direct indicators of cultural health.

Retention:How well an org keeps talented people, reflecting culture.

Extract-style reference:

“Measuring DevOps culture relies on employee engagement, morale, and retention, not on delivery metrics like deployment frequency.”

—State of DevOps Report

PeopleCert DevOps Foundation v3.6:Culture metrics focus on people, not just process.

Manufacturingisnota type of IT work in DevOps.

DevOps classifies IT work as:

Business projects:New value-creating work.

Planned work:Routine, repeatable tasks (maintenance, upgrades).

Unplanned work:Incidents, emergencies, support.

Extract-style reference:

“IT work includes business projects, planned work, and unplanned work. Manufacturing is an analogy for flow, but not a category of IT work itself.”

—The Phoenix Project

PeopleCert DevOps Foundation v3.6:Recognizes these three categories to manage and improve IT workloads.

Successful DevOps transformation hinges onmanagement commitment to cultural change. This includes leadership support for breaking down silos, encouraging collaboration, fostering psychological safety, and aligning incentives.

While budget, reorganization, and deployment pipelines are important enablers, they cannot deliver sustainable transformation without cultural alignment. Leaders must model desired behaviors, remove systemic blockers, and reinforce the new ways of working.

Without cultural change, DevOps becomes a tooling initiative rather than a true organizational shift.

Agile funding is flexible and adapts to the iterative, incremental nature of Agile and DevOps projects.

It can be fixed cost for some work, continuous cost for ongoing value streams, and is reviewed frequently to align with evolving priorities.

All three characteristics are true, so D (“All of the Above”) is correct.

Extract-style reference:

“Agile funding models support continuous review and adaptation, providing the flexibility required for digital transformation and DevOps ways of working.”

— Project to Product, Mik Kersten

PeopleCert DevOps Foundation v3.6: Advocates funding models that encourage agility, experimentation, and rapid value delivery.

In the PeopleCert DevOps framework, feedback loops are essential for creatingtrustbetween teams. When feedback is timely, accurate, and acted upon, teams see that issues are addressed quickly, leading to increased confidence in the process and in each other.

High-trust environments promote openness, knowledge sharing, and collaborative problem-solving. This encourages teams to raise issues early and experiment with improvements without fear of blame.

OptionsA,B, andDdescribe negative effects that actually occur when feedback loops areabsentor ineffective. Well-designed loops reduce unplanned work, promote sharing, and amplify important information to the right people.

Therefore,C—trust grows—is the correct answer.

Creating Single Points of Failure (SPOFs)is not a feature of Safety Culture—in fact, it’s the opposite.

Safety Culture in DevOps promotesblameless post-mortems,valuing incidents as learning opportunities, andthanking contributors for uncovering weaknesses.

SPOFs increase risk and discourage experimentation.

Extract-style reference:

“Safety Culture is built on blamelessness, psychological safety, and learning from failure, not punishment. SPOFs are an anti-pattern that increases fragility.”

—The DevOps Handbook

PeopleCert DevOps Foundation v3.6: Stresses the importance of a safe, collaborative environment for innovation.