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[General] DevOps-Foundation Practice Test Training Materials - DevOps-Foundation Test Prep

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【General】 DevOps-Foundation Practice Test Training Materials - DevOps-Foundation Test Prep

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What's more, part of that DumpsValid DevOps-Foundation dumps now are free: https://drive.google.com/open?id=1SgMnmUp6KqSp2ZrGo2WGeqr6of4y2fyi
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Peoplecert PeopleCert DevOps Foundationv3.6Exam Sample Questions (Q28-Q33):NEW QUESTION # 28
Which two measures together BEST show shared success across technology teams?
  • A. Deployment frequency and change lead/cycle time
  • B. Employee retention and Net Promoter Score
  • C. Throughput and stability
  • D. Mean Time to Repair (MTTR) and change failure rate
Answer: C
Explanation:
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.

NEW QUESTION # 29
What should we measure in preference to outputs and productivity?
  • A. Maturity and capability
  • B. Utilization and velocity
  • C. Lines of code and deployment frequency
  • D. Outcomes and value
Answer: D
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 # 30
An organization wants to use experiments to improve its ITSM processes in support of DevOps practices.
Which approach could this organization use to design and implement small, incremental improvements?
  • A. All of the Above
  • B. Agile Service Management
  • C. Improvement Kata
  • D. Value Stream Mapping
Answer: C
Explanation:
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.
References:
PeopleCert DevOps Foundation v3.6 - Improvement Kata and Continuous Improvement Mike Rother -Toyota Kata

NEW QUESTION # 31
Firmly entrenched silos and a combative relationship between Dev and Ops is an example of:
  • A. Poor leadership
  • B. Change fatigue
  • C. Cultural debt
  • D. Low trust
Answer: C
Explanation:
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

NEW QUESTION # 32
Which framework ensures that ITSM processes are designed with just enough control and structure in order to effectively and efficiently deliver services that facilitate customer outcomes when and how they are needed?
  • A. COBIT
  • B. DevOps
  • C. ITIL
  • D. Agile Service Management
Answer: D
Explanation:
Agile Service Management (Agile SM)applies Agile principles to the design and improvement of IT Service Management (ITSM) processes. Its goal is to create processes that arelightweight, adaptable, and customer- focused, ensuring they provide just enough control to meet objectives without creating unnecessary bureaucracy.
This framework helps align ITSM practices with the speed and flexibility required in a DevOps environment, ensuring that services can be delivered in a timely, efficient, and outcome-focused manner.
A(ITIL) provides a comprehensive ITSM framework but is not inherently Agile.B(COBIT) focuses on governance rather than process agility.D(DevOps) is a cultural and technical movement, not specifically a framework for ITSM process design.
Thus,Cis correct.
References:
PeopleCert DevOps Foundation v3.6 - Agile Service Management Section
Agile Service Management Guide- ITSM Process Agility Principles

NEW QUESTION # 33
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