PeopleCert DevOps-Foundation Dumps

When Kanban teams feel overwhelmed and nothing is getting finished, it’s a sign thattoo much work is in progress(WIP).

Work in Progress (WIP) limitsare a key Kanban and Lean practice: they restrict how many tasks can be active at one time, forcing teams to focus, finish, and deliver before starting new work.

Pushing more work(A) oradding more resources(B) worsens the problem.

Unblocking work(D) is helpful, but the core issue isoverload.

Extract-style reference:

“WIP limits encourage teams to finish work before starting new tasks, reducing context switching and enabling better flow and faster delivery.”

—Kanban: Successful Evolutionary Change for Your Technology Business, David J. Anderson

PeopleCert DevOps Foundation: Limiting WIP is essential for effective flow and sustainable pace.

Let’s clarify what these terms mean in DevOps:

Continuous Integration (CI):Developers integrate code into a shared repository frequently (ideally daily), with each integration automatically verified by tests.

Continuous Delivery (CD):Ensures software is always in a releasable state. Every change can be deployed to production, but the deployment itself may be a manual decision.

Continuous Deployment:Every change that passes automated tests is automatically deployed to production,withoutmanual intervention.

Why is D (“Continuous Deployment requires a manual push button”) NOT TRUE?

BecauseContinuous Deploymentis aboutno manual intervention—once code passes all tests, it’s automatically pushed live. Manual deployment is a feature of Continuous Delivery, not Continuous Deployment.

Extract-style reference:

“Continuous Deployment means that every change goes through the pipeline and is automatically put into production, resulting in many production deployments every day.”

—Accelerate: The Science of Lean Software and DevOps, Jez Humble & Nicole Forsgren

DevOps Foundation v3.6distinguishes between Continuous Delivery (manual trigger) and Continuous Deployment (fully automated).

Forcing all development teams toimmediately migrateto a standard set of tools dictated by IT Operations isnota recommended DevOps strategy.

DevOps promotescollaboration, flexibility, and evolutionof toolchains, allowing teams to choose what fits their needs while moving toward sensible defaults and integration over time.

Abrupt, top-down mandates undermine trust and autonomy, often leading to resistance and lower adoption.

Why are the other options better?

IT Ops or infra squads managing toolchain as a service(A),sensible defaults(C), andself-service(D) are all recognized best practices to support DevOps evolution and developer enablement.

Extract-style reference:

“Mandating a single toolset without considering team needs reduces engagement. Toolchains should be managed as self-service platforms with sensible defaults, supporting but not constraining teams.”

—State of DevOps Report;DevOps Handbook

PeopleCert DevOps Foundation v3.6:Encourages enabling choice, not enforcing uniformity without context.

Both B and C (Application of agile and lean methods + Management commitment to culture change)are critical success factors when launching DevOps in a traditional IT organization.

Agile/Lean methods: Accelerate delivery, reduce waste, create feedback.

Management commitment to culture change: Essential for breaking silos, changing behaviors, and making DevOps sustainable.

Forming a pilot team (A)helps, but isn’t sufficient without these foundations.

Extract-style reference:

“DevOps success starts with leadership commitment to cultural change and adopting Agile and Lean principles throughout the organization.”

—DevOps Handbook,State of DevOps Report

PeopleCert DevOps Foundation v3.6:Lists cultural commitment and Lean/Agile as prerequisites for DevOps transformation.

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.

TheThomas-Kilmann Conflict Mode Instrument (TKI)is a psychometric tool that measures an individual’s behavior in conflict situations—specifically, how they handle disagreement with colleagues.

It classifies responses into five modes: Competing, Collaborating, Compromising, Avoiding, and Accommodating.

Why not the others?

Kubler Ross Change Curve:Describes emotional responses to change, not conflict styles.

Westrum’s Typology:Categorizes organizational culture (pathological, bureaucratic, generative) but doesn’t measure individual behavior.

Value Stream Mapping:A process improvement tool, not a behavioral assessment.

Reference/Extract:

“The Thomas-Kilmann instrument helps teams understand how individuals approach conflict and collaboration, enabling better resolution strategies—a key aspect of high-performing DevOps teams.”

—DevOps Handbook; PeopleCert DevOps Foundation v3.6 Section 3.7

One of the core DevOps values is aligning IT efforts with business objectives—understanding the business “why.” The Foundation syllabus highlights the need for IT to understand the organization's purpose, cause, and belief. Without this, IT can’t effectively support value delivery or drive digital transformation. Understanding the organizational “why” connects daily activities to strategic objectives, a key DevOps mindset.

Microservices architecturebreaks down applications into small, independent, loosely coupled services that can be developed, tested, and deployed independently.

Why does this improve release frequency?Each microservice can be updated, tested, and deployed on its own, reducing the risk and coordination overhead associated with monolithic releases.

This allows for faster feedback and more frequent delivery of value to users.

Extract-style reference:

“Microservices enable teams to deploy independently, reduce deployment risk, and increase release frequency by decoupling services.”

—Accelerate: The Science of Lean Software and DevOps, Chapter 4

PeopleCert DevOps Foundation v3.6:Stresses modular architectures for enabling rapid, independent deployments and continuous delivery.

Theory of Constraintsis a methodology that seeks to identify the single, most important limiting factor (constraint) in a process and systematically improve it until it’s no longer the limiting factor.

Extract-style reference:

“The Theory of Constraints provides a powerful framework for identifying bottlenecks (constraints) that limit system performance and focusing improvement efforts on these areas to maximize throughput.”

—Goldratt’s Theory of Constraints

DevOps Foundation syllabus discusses this as a foundational Lean concept, directly applicable to software delivery pipelines, where delays or resource shortages can restrict overall throughput.

The scenario describes entrenched silos and resistance to change—managers are protective of their domains and don’t see the value of DevOps.

This is a textbook example ofcultural debt: the gap between the organization’s current culture and the adaptive, collaborative culture needed for DevOps success.

Cultural debt, like technical debt, accumulates over time and “must be paid back” for transformation to succeed. It creates friction, slows delivery, and blocks cross-team collaboration.

Why not the others?

Organizational changeis what’s needed, not what they’re suffering from.

Change fatiguearises when people are burned out bytoo muchchange, not resistance.

Low trustis a symptom, but the core problem here is ingrained culture.

Reference/Extract:

“Cultural debt is accrued when organizations fail to evolve their culture to match new ways of working, like DevOps. It manifests in resistance to collaboration, entrenched silos, and leadership unwilling to change.”

—DevOps Handbook, Ch. 2, and PeopleCert DevOps Foundation v3.6 Syllabus Section 3.4

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.

DevOps is not simply a team, methodology, or standard. The PeopleCert DevOps Foundation v3.6 materials define DevOps as a “cultural and professional movement” that stresses communication, collaboration, integration, and automation to improve workflow between software developers and IT operations professionals. The cultural transformation is fundamental, emphasizing shared responsibilities, breaking down silos, and fostering continuous improvement.