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Title: Regualer DevOps-Foundation Update | DevOps-Foundation Valid Test Braindumps [Print This Page]
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Title: Regualer DevOps-Foundation Update | DevOps-Foundation Valid Test Braindumps
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Peoplecert PeopleCert DevOps Foundationv3.6Exam Sample Questions (Q30-Q35):NEW QUESTION # 30
Updates to a complex critical business service are released every calendar quarter. The business would like to increase the frequency of releases for this service.
Why would segmenting the service into microservices help to improve the frequency of release?
Answer: D
Explanation:
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.

NEW QUESTION # 31
The IT department of a very large insurance company is trying to improve the collaboration and communication between development and operational teams without much success. The department has many silos that are organized by expertise and led by a different manager. The managers of each team do not seem to be particularly interested in DevOps since they have been operating this way for many years and like their silo culture.
What is this organization suffering from?
Answer: A
Explanation:
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

NEW QUESTION # 32
Learning organizations understand that not embedding learning into the culture of an organization creates cultural debt.
Which of the following are characteristics of high performing organizations?
Answer: C
Explanation:
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.

NEW QUESTION # 33
An organization currently manages projects using traditional waterfall methods. ITIL processes are equally rigorous. A new CIO has been hired to increase IT performance and introduce DevOps practices.
Initially, which of the following would be critical success factors for DevOps?
Answer: D
Explanation:
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 v3.6ists cultural commitment and Lean/Agile as prerequisites for DevOps transformation.

NEW QUESTION # 34
Updates to a complex critical business service are released every calendar quarter. The business would like to increase the frequency of releases for this service.
Why would segmenting the service into microservices help to improve the frequency of release?
Answer: D
Explanation:
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.

NEW QUESTION # 35
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