PeopleCert DevOps Foundation v3.6 Exam DevOps Foundation Exam Questions

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Total 40 questions
Question 1

What is NOT an example of a business performance metric?



Answer : C

Epics delivered is a software/process metric, not a business performance metric.

Business performance metrics include financial and market indicators: earnings, cashflow, market share, revenue growth.

Why not the others?

Earnings, Cashflow, Marketshare: Directly tied to business health.

Extract-style reference: ''Business performance metrics focus on outcomes such as earnings, cashflow, and marketshare. Agile metrics like epics delivered measure team output, not business value.'' --- Project to Product, Mik Kersten PeopleCert DevOps Foundation v3.6: Distinguishes business impact from process metrics.


Question 2

A team has recently introduced their first Kanban board and are saying that they are finding it hard to focus and are feeling exhausted from context switching. Additionally, the business is complaining that nothing is being finished and they are yet to receive any of what they asked for.

What do the team need to do?



Answer : C

When Kanban teams feel overwhelmed and nothing is getting finished, it's a sign that too much work is in progress (WIP). Work in Progress (WIP) limits are a key Kanban and Lean practice: they restrict how many tasks can be active at one time, forcing teams to focus, finish, and deliver before starting new work.

Pushing more work (A) or adding more resources (B) worsens the problem.

Unblocking work (D) is helpful, but the core issue is overload.

Extract-style reference: ''WIP limits encourage teams to finish work before starting new tasks, reducing context switching and enabling better flow and faster delivery.'' --- Kanban: Successful Evolutionary Change for Your Technology Business, David J. Anderson PeopleCert DevOps Foundation: Limiting WIP is essential for effective flow and sustainable pace.


Question 3

What is one of the PRIMARY benefits of Continuous Delivery?



Answer : C

Continuous Delivery's primary benefit is that it reduces the cost, time, and risk of delivering incremental changes. By keeping software deployable at all times, teams can ship small, low-risk releases as needed.

A: Prioritizing features over deployability increases risk.

B: Not all releases are deployed immediately; CD keeps them ready.

D: CD doesn't automate everything---some manual steps may remain, especially in Continuous Delivery (vs. Continuous Deployment).

Extract-style reference: ''Continuous Delivery reduces deployment pain by ensuring that code is always in a deployable state, decreasing the cost, time, and risk associated with releases.'' --- Continuous Delivery, Jez Humble & David Farley PeopleCert Syllabus: Highlights CD as a strategy for safer, more efficient business change.


Question 4

Which of the following is NOT a dimension of transformational leadership?



Answer : D

Coercive communication (using force or threat) is not a transformational leadership dimension. Transformational leaders:

Inspire vision

Recognize contributions

Stimulate new ideas (intellectual stimulation)

Foster intrinsic motivation

Extract-style reference: ''Transformational leadership builds trust, motivates by vision, provides intellectual stimulation, and recognizes individuals---not by coercion, but by inspiration.'' --- Transformational Leadership (James Burns), PeopleCert DevOps Foundation v3.6


Question 5

Which of the following is NOT a metric for culture?



Answer : B

Deployment frequency is not a culture metric.

It's a process metric, indicating how often code is released.

Culture metrics focus on engagement, morale, retention, psychological safety, and NPS.

Why not the others?

Employee NPS: Measures employee satisfaction and willingness to recommend.

Engagement/morale: Direct indicators of cultural health.

Retention: How well an org keeps talented people, reflecting culture.

Extract-style reference: ''Measuring DevOps culture relies on employee engagement, morale, and retention, not on delivery metrics like deployment frequency.'' --- State of DevOps Report PeopleCert DevOps Foundation v3.6: Culture metrics focus on people, not just process.


Question 6

How do you define Wait Time?



Answer : A

Wait Time is the time work spends waiting between process steps---wasted, non-value-added time.

Mathematically, Wait Time = Lead Time -- Cycle Time

Lead Time: Time from work request to delivery.

Cycle Time: Time spent actively working on the item.

Why is this important in DevOps? Identifying and reducing wait time (waste) is central to Lean/DevOps, directly improving flow and reducing delays.

Extract-style reference: ''Wait time is calculated as the difference between lead time and cycle time---highlighting bottlenecks in the value stream.'' --- DevOps Handbook PeopleCert DevOps Foundation v3.6: Wait time is a core Lean concept for optimizing flow.


Question 7

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

High-performing organizations embed 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.


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Total 40 questions