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[General] Valid Exam DevOps-Foundation Preparation | Reliable DevOps-Foundation Exam Cost

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【General】 Valid Exam DevOps-Foundation Preparation | Reliable DevOps-Foundation Exam Cost

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Peoplecert DevOps-Foundation Exam Syllabus Topics:
TopicDetails
Topic 1
  • Key DevOps Practices: This section of the exam measures the skills of DevOps engineers and covers core DevOps practices including Continuous Integration, Continuous Testing, Continuous Delivery, and Continuous Deployment. It explores concepts such as Site Reliability Engineering, DevSecOps, Value Stream Management, Platform Engineering, and modern practices like ChatOps and observability.
Topic 2
  • Measurement, Metrics, and Reporting: This section of the exam measures the skills of DevOps engineers and covers metrics that help monitor and evaluate the performance of DevOps practices. Topics include speed, quality, culture, change lead time, cycle time, and the use of dashboards, value-driven metrics, and AIOps in reporting and decision-making.
Topic 3
  • Sharing, Shadowing and Evolving: This section of the exam measures the skills of IT operations specialists and covers the collaborative and adaptive elements of DevOps in enterprise settings. It explores leadership, typical barriers and risks, and outlines how organisations can evolve their DevOps practices through continuous learning, peer shadowing, and experience-based transformation.
Topic 4
  • Culture, Behaviours, Operating Models: This section of the exam measures the skills of DevOps engineers and covers how to assess and evolve organisational culture in relation to DevOps transformation. It includes concepts such as Cultural Debt, Behavioural Models, and Organisational Maturity, helping professionals understand team dynamics and readiness for change.

Peoplecert PeopleCert DevOps Foundationv3.6Exam Sample Questions (Q45-Q50):NEW QUESTION # 45
The CIO of an online retailer is excited about the potential of DevOps for her organization. She tells her managers that she wants DevOps to be fully implemented by the end of the year. Last year, she mandated the same approach for agile software development. When the managers share this information with their teams, they are met with apathy and passive resignation. The staff is tired of the frequent changes in direction.
What can the managers do to encourage their teams to be more enthusiastic about DevOps?
  • A. Empower people to participate and contribute their knowledge and ideas
  • B. Reorganize the department's structure to remove silos and create DevOps teams
  • C. Architect a DevOps toolchain that will demonstrate the value of more automation
  • D. Establish and publish goals and metrics for DevOps success
Answer: A
Explanation:
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 of engagement 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.
References:
PeopleCert DevOps Foundation v3.6 - Culture and Engagement
The DevOps Handbook- Building a Culture of Trust and Collaboration

NEW QUESTION # 46
Which of the following is NOT an example of a feedback loop?
  • A. Product
  • B. Peer review of changes
  • C. Dashboards
  • D. Monitoring/event data
Answer: A
Explanation:
Feedback loops are mechanisms that provide information to earlier stages in the process, enabling adjustments and improvements.
* A: Dashboards provide real-time visibility into system health, deployment status, and other key metrics, allowing quick corrective action.
* B: Monitoring and event data supply operational insights (latency, errors, resource utilization) that inform both Dev and Ops.
* C: Peer review of changes allows early detection of issues before integration, improving code quality and reducing defects.
D-Product-isnota feedback mechanism. The product is the outcome of development and delivery; while customer feedback on a product can be part of a loop, the "product" itself is not the mechanism delivering actionable information upstream.
Thus,Dis the correct choice for "NOT" a feedback loop.
References:
PeopleCert DevOps Foundation v3.6 - Feedback Loops and Examples
The DevOps Handbook- Visibility and Telemetry
Accelerate- Fast Feedback and Quality Improvement

NEW QUESTION # 47
What should we measure in preference to outputs and productivity?
  • A. Lines of code and deployment frequency
  • B. Utilization and velocity
  • C. Outcomes and value
  • D. Maturity and capability
Answer: C
Explanation:
DevOps shifts the focus fromactivity-based metrics(outputs) toimpact-based metrics(outcomes and value).
Measuring outcomes means assessing whether work delivers the intended business or customer benefit.
Outputslike lines of code, number of deployments, or velocity measure activity but not whether value is being delivered. PeopleCert emphasizes that outcomes should align with business objectives-such as improved customer satisfaction, revenue growth, or reduced failure rates.
Therefore,B-Outcomes and value-is preferred for guiding meaningful improvements.
References:
PeopleCert DevOps Foundation v3.6 - Measurement Principles
Accelerate- Evidence for Value-Based Metrics

NEW QUESTION # 48
Which of the following MOST accurately describes DevOps?
  • A. A team
  • B. A standard
  • C. A cultural and professional movement
  • D. A methodology
Answer: C
Explanation:
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.
ReferenceevOps Foundation v3.6 syllabus section 1.1; State of DevOps Report; "The Phoenix Project".

NEW QUESTION # 49
What is the ideal structure for a DevOps Team?
  • A. An expanded Scrum Team that includes members from security, QA and Ops
  • B. A permanent cross-functional team led by a DevOps Engineer
  • C. A cross-functional 'tiger team' for short-term projects
  • D. There is no ideal structure for a DevOps Team
Answer: D
Explanation:
PeopleCert DevOps Foundation v3.6 emphasizes thatthere is no single "ideal" team structurefor DevOps.
The optimal structure depends on organizational size, maturity, product complexity, and culture.
While cross-functional teams (as described inAandC) are common in mature DevOps environments, and temporary tiger teams (B) may be used for rapid initiatives, the key is flexibility. Some organizations integrate DevOps practices into existing teams, while others create dedicated platform teams, guilds, or enablement teams.
The focus should be onremoving silos, fostering collaboration, and aligning around value streams-not adhering to a rigid structure.
References:
PeopleCert DevOps Foundation v3.6 - Team Structures
Team Topologiesby Skelton & Pais - Team Patterns in DevOps

NEW QUESTION # 50
......
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