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Peoplecert DevOps-Leader Exam Syllabus Topics:
| Section | Weight | Objectives |
|---|---|---|
| Becoming a DevOps Organization | 17.5% | - How DevOps Differs - DevOps Kaizen - Building Safety In |
| Unlearning Behaviors | 12.5% | - Mindset, Mental Models and Cognitive Bias - Governance, Risk and Compliance (GRC) and DevOps - Psychological Safety and Neuroscience |
| Measure to Improve | 5% | - Creating a Future Value Stream Map - The Improvement Kata and Experiments |
| Target Operating Models and Organizational Design | 15% | - Conway's Law - Desired Outcomes of DevOps - DevOps Target Operating Model Design Principles |
| DevOps and Transformational Leadership | 15% | - Transformational Leadership - Benefits of DevOps - Current Definitions of DevOps |
| Measure to Learn | 5% | - Creating a Current Value Stream Map - Avoiding Measure to Target |
| Maintaining Energy and Momentum | 15% | - The DevOps Business Case - A High-Trust Culture - Culture and Climate |
| Articulating and Socializing Vision | 15% | - Empowering People - Organizational Change in Large Enterprises - Broadcasting Outside of Your Organization |
Peoplecert DevOps Leader v2.2 Sample Questions:
Question 1
In the Power of TED, The Empowerment Dynamic, what role does the victim from the Karpman Drama Triangle become?
A. Rescuer
B. Creator
C. Coach
D. Challenger
Question 2
Imran is a service transition manager in the IT Operations team in a publishing house. Imran feels that he and his colleagues could be working more closely with the developers of their publishing platforms, but he cannot influence the organization model so, in his view, IT Operations will always be a centralized team.
In order to achieve his goal of working more closely with the developers, what should Imran and his colleagues NOT do?
A. Make relevant Ops work visible on shared Kanban boards
B. Create shared services for the developers to consume
C. Assign an Ops liaison to each feature team
D. Ask the developers to provide their requirements on a monthly basis
Question 3
When preparing for a DevOps transformation, what technique can be used to create a shared vision of the need to change?
A. Value stream map
B. Change score card
C. Reengineering
D. Kanban
Question 4
When you are writing a DevOps investment case, which of the following is a hard, quantifiable benefit you can state?
A. Market perception
B. Revenue from accelerating time to value of new functionality
C. Competitive advantage
D. Customer satisfaction
Question 5
To get the most accurate picture of an organization's actual state in a DevOps evolution, why is it essential to listen to everybody that's involved, particularly those who are doing the work on a day to day basis?
A. Cross team sharing is key to scaling
B. Automating security is mission-critical
C. Management often have a rosier view
D. There are many paths to success, and even more that lead to failure
Solutions:
| Question 1 Answer: B | Question 2 Answer: D | Question 3 Answer: A | Question 4 Answer: B | Question 5 Answer: C |






