DevOps-Foundation Exam Dumps - PeopleCert DevOps Questions and Answers

The urgency for DevOps adoption is driven by increasing market competition, evolving customer expectations, and the need for rapid delivery of value.

B: Nimble start-ups often deliver faster and more innovatively, putting pressure on established enterprises.

C: Customers expect continuous improvement and seamless digital experiences (“app mentality”).

D: Reducing time-to-value is essential for staying competitive and meeting business demands.

However,Adescribes a siloed culture—something DevOps actively works to eliminate, not a reason for its importance. In fact, remaining siloed is an obstacle to achieving DevOps benefits, not a driver for adoption. Therefore,Ais the correct “NOT” choice.

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).

According to PeopleCert DevOps Foundation v3.6, the five primary values that guide successful DevOps adoption are summarized in theCALMSframework:Culture, Automation, Lean, Measurement, and Sharing.

Culturefocuses on breaking down silos, encouraging trust, and promoting collaboration between development, operations, security, QA, and business teams.

Automationis essential for speeding up delivery, reducing manual errors, and ensuring repeatability across the software delivery lifecycle.

Leanemphasizes the elimination of waste, limiting work in progress (WIP), and improving flow.

Measurementmeans using metrics and data to inform decisions, identify bottlenecks, and drive continuous improvement.

Sharingfosters transparency, knowledge transfer, and a unified approach to goals and problem-solving.

Option A replaces automation and lean principles with softer collaboration aspects, which are important but not recognized as the formal value set. Option C replaces “Measurement” with “Metrics,” which is only a part of measurement. Option D substitutes “Accountability” for “Automation,” which is not part of the CALMS model.

Therefore, the official correct set of values per the DevOps Foundation syllabus isB.

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.

TheDeming Cycle (Plan-Do-Check-Act)is foundational to continuous improvement in Lean, and is specifically applied in theImprovement Katapractice:

Improvement Kata: A structured routine for continuous, incremental improvement based on scientific thinking (PDCA).

Value Stream Mapping and Andon cord are Lean practices, but they don’t directly reference PDCA as the core mechanism.

Extract-style reference:

“The Improvement Kata incorporates the Deming cycle (Plan-Do-Check-Act) to drive small, rapid cycles of change, helping teams to experiment, learn, and adjust.”

—Toyota Kata, Mike Rother

PeopleCert DevOps Foundation v3.6: Cites PDCA as integral to continuous improvement and Lean/DevOps adoption.

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.

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.

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.

TheThird Wayin DevOps emphasizescontinual learning and experimentation. One of the most effective resilience-building practices in this category ischaos engineeringor deliberate fault injection. This involves introducing controlled failures into systems—such as shutting down services, simulating network latency, or exhausting resources—totest the organization’s recovery capabilityin realistic scenarios.

By practicing recovery under controlled conditions, teams identify weaknesses in monitoring, automation, documentation, and communication before a real incident occurs. This improvesMean Time to Recovery (MTTR)and overall system resilience.

OptionA(constraint analysis) relates to theFirst Way(flow optimization). OptionCfocuses on feedback loops (Second Way). OptionD(adding redundancy) is a possible improvement but does not inherently practice and improve operational recovery skills in the same way as deliberate fault injection.

Therefore,Bis the most appropriate Third Way principle for improving resilience in this scenario.

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.