Course 2025 DevOps-Foundation Test Prep Training Practice Exam Download
DevOps-Foundation Exam Info and Free Practice Test Professional Quiz Study Materials
NEW QUESTION # 15
Which Lean tool provides a collaborative board that makes work visible, allows work in progress to be limited, and optimizes flow?
- A. Improvement Kata
- B. Continuous Delivery
- C. Kanban
- D. Value Stream Mapping
Answer: C
Explanation:
Kanbanis a Lean visual management method that helps teams control and improve workflow. The board displays tasks in columns representing process stages, enabling:
* Visualization of work items and bottlenecks
* Limiting work in progress (WIP) to improve flow and reduce multitasking
* Tracking throughput and cycle time for continuous improvement
B(Value Stream Mapping) is a Lean analysis tool, not a visual board for ongoing work.C(Improvement Kata) is a structured improvement method, andD(Continuous Delivery) is a software delivery practice, not a visual workflow tool.
Therefore,A-Kanban-is correct.
References:
PeopleCert DevOps Foundation v3.6 - Lean Tools and Kanban
Kanbanby David J. Anderson - Principles and Practices
NEW QUESTION # 16
Which of the following is NOT a typical IT constraint?
- A. Bureaucratic processes
- B. Security assessments
- C. Loosely coupled architectures
- D. Development delays
Answer: C
Explanation:
Loosely coupled architecturesare not typical IT constraints; in fact, they are often a solution to constraints.
Typical IT constraints include:
* Security assessments (slow approvals)
* Bureaucratic processes (excessive paperwork or approvals)
* Development delays (resource or tool bottlenecks)
Extract-style reference:
"Loosely coupled architectures enable teams to work independently, reducing constraints imposed by tightly integrated systems."
-Accelerate: The Science of Lean Software and DevOps
DevOps Foundation v3.6 lists constraints as blockers to fast flow and highlights architectural decoupling as a DevOps enabler.
NEW QUESTION # 17
What are the CORRECT set of DevOps values?
- A. Culture, Automation, Lean, Measurement, Sharing
- B. Culture, Accountability, Lean, Metrics, Sharing
- C. Culture, Collaboration, Communication, Commitment
- D. Culture, Automation, Lean, Metrics, Sharing
Answer: A
Explanation:
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.
References:
PeopleCert DevOps Foundation v3.6 - Core Values Section (CALMS)
The DevOps Handbook, Gene Kim et al. - Part I: The Three Ways
Accelerate, Forsgren, Humble, Kim - Chapter on Culture and Capabilities
NEW QUESTION # 18
In the context of DevOps. which is an effective approach when selecting tools?
- A. Focus on testing first
- B. Establish a toolchain
- C. Encourage both Dev and Ops individually select the best tools for their own needs
- D. Standardize on a single vendor's platform
Answer: B
Explanation:
The most effective approach to tool selection in DevOps is to establish a toolchain-a set of integrated tools that support the end-to-end lifecycle (planning, coding, building, testing, releasing, deploying, operating, and monitoring).
This encourages consistency, automation, and traceability, while still allowing flexibility for teams.
Why not standardize on one vendor?
This reduces flexibility, can cause vendor lock-in, and doesn't support the varied needs of Dev and Ops teams.
Encouraging independent selection (C) increases fragmentation.
Focusing solely on testing (D) ignores the broader lifecycle.
Extract-style reference:
"Establishing an integrated toolchain provides end-to-end visibility and automation across the software delivery pipeline, aligning tools with process and cultural change."
- State of DevOps Report; DevOps Handbook
PeopleCert DevOps Foundation v3.6: Recommends a toolchain approach for supporting collaborative DevOps practices.
NEW QUESTION # 19
According to the State of DevOps Reports, LOW performing organizations have:
- A. More frequent code deployments
- B. Higher change failure rates
- C. Faster mean times to recovery
- D. Faster lead times from commit to deploy
Answer: B
Explanation:
The State of DevOps Reports show thatLOW performing organizations have higher change failure rates, meaning a larger percentage of changes lead to incidents, outages, or degraded service. In contrast, high performers have more frequent deployments, faster lead times, and quicker recovery from incidents.
Reference:DevOps Foundation v3.6 syllabus section 2.2; Accelerate: The Science of Lean Software and DevOps.
NEW QUESTION # 20
Which of the following DevOps practices encourages conversation driven development, delivery and support?
- A. The Second Way
- B. VisOps
- C. ChatOps
- D. Communication Platforms
Answer: C
NEW QUESTION # 21
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?
- A. Change Management Team requiring Training
- B. Employees & Leadership Committed to Learning
- C. Incentive Plans offered but frowned upon being used
- D. Individualism
Answer: B
Explanation:
High-performing organizationsembed 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.
NEW QUESTION # 22
Updates to a complex critical business service are released every calendar quarter. The business would like to increase the frequency of releases for this service.
Why would segmenting the service into microservices help to improve the frequency of release?
- A. Microservices create a service architecture built on smaller modules that can be updated independently without affecting the primary system
- B. Microservices are less expensive and therefore can be built and released more frequently
- C. Microservices can be built quickly to correct or remove errors in the primary system
- D. Microservices are always open source so they can be modified frequently to meet business requirements
Answer: A
Explanation:
Microservices architecturebreaks down applications into small, independent, loosely coupled services that can be developed, tested, and deployed independently.
* Why does this improve release frequency?Each microservice can be updated, tested, and deployed on its own, reducing the risk and coordination overhead associated with monolithic releases.
* This allows for faster feedback and more frequent delivery of value to users.
Extract-style reference:
"Microservices enable teams to deploy independently, reduce deployment risk, and increase release frequency by decoupling services."
-Accelerate: The Science of Lean Software and DevOps, Chapter 4
PeopleCert DevOps Foundation v3.6:Stresses modular architectures for enabling rapid, independent deployments and continuous delivery.
NEW QUESTION # 23
Which of the following is NOT a characteristic of DevOps?
- A. World-class stability, reliability, availability and security
- B. Ensuring overall organizational success
- C. Working towards a common goal
- D. Fast flow of unplanned work into production
Answer: D
Explanation:
A fast flow ofunplanned workinto production isnota characteristic of DevOps. In fact, DevOps practices strive to minimize unplanned work (like emergency changes or outages) through automation, testing, collaboration, and rigorous change control. The other options-ensuring organizational success, working toward a common goal, and world-class stability/reliability-are all key DevOps characteristics.
Reference:DevOps Foundation v3.6 syllabus section 1.4; State of DevOps Report.
NEW QUESTION # 24
What is NOT an example of a business performance metric?
- A. Earnings
- B. Marketshare
- C. Epics delivered
- D. Cashflow
Answer: C
Explanation:
Epics deliveredis asoftware/process metric, not a business performance metric.
* Business performance metricsinclude 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.
NEW QUESTION # 25
What is "Cycle Time"?
- A. The time it takes for a requirement to go from the product backlog to live
- B. The total elapsed time from the point when a user story enters the backlog, until the time it is completed
- including the time spent waiting in a backlog - C. The time it takes from a story to go from 'in progress' to 'done'
- D. The time taken from a code commit to completing tests and being ready for continuous delivery
Answer: C
Explanation:
Cycle Timein Agile and DevOps measures the time taken for work to move from thestart of active work ("in progress") to completion ("done"). It reflects the efficiency of the development process and helps identify bottlenecks in active work.
BandCdescribeLead Time, which includes the time spent in the backlog before work starts.Dis a subset metric related to build/test time, not the full cycle time.
Shorter cycle times indicate more efficient processes and faster delivery of value. Monitoring cycle time enables continuous improvement by highlighting delays within active work.
References:
PeopleCert DevOps Foundation v3.6 - Flow Metrics
Accelerate- Difference Between Lead Time and Cycle Time
NEW QUESTION # 26
What does the Theory of Constraints recognise?
- A. A process will only meet the capacity of its constraints
- B. All of the Above
- C. Improving constraints is the fastest way to improve the entire system
- D. Every process has at least one constraint that affects its ability to meet its goal
Answer: B
Explanation:
TheTheory of Constraints (ToC), as referenced in PeopleCert DevOps Foundation, states:
* A: Every system has at least one limiting factor (constraint) that determines overall performance.
* B: System throughput is limited by the capacity of the constraint; improving non-constraints has minimal impact.
* C: Focusing improvement efforts on the constraint is the most effective way to improve the performance of the entire system.
In DevOps, constraints may appear in testing, change approvals, environment provisioning, or deployment.
By identifying and alleviating these bottlenecks, organizations improve flow and reduce lead time.
Since all three statements (A, B, C) are accurate representations of ToC, the correct answer isD - All of the Above.
References:
PeopleCert DevOps Foundation v3.6 - Lean and Theory of Constraints
The DevOps Handbook- Identifying and Elevating Constraints
Eliyahu M. Goldratt -The Goal
NEW QUESTION # 27
An organization has had a series of recent failures in one of their core applications. The time it took to identify and resolve the error exceeded agreed service levels. The IT service provider is trying to identify ways to improve their ability to recover while also improving their resiliency. Which of the following principles behind the Third Way could help their situation?
- A. They could review their MTTR statistics to see where they could add more redundant systems
- B. They could provide more opportunities for feedback from DevOps stakeholders
- C. They could analyze their internal processes to identify constraints that are affecting workflow and delays
- D. They could intentionally inject faults into their infrastructure to practice their ability to recover and identify ways to increase their resiliency
Answer: D
Explanation:
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.
References:
PeopleCert DevOps Foundation v3.6 - Third Way: Learning Culture and Resilience The DevOps Handbook- Game Days and Chaos Engineering Accelerate- Learning-Oriented Practices and Their Impact
NEW QUESTION # 28
Which of the following of Continuous Delivery does NOT contribute positively to SDO Performance?
- A. Heavyweight Change Process
- B. Culture of psychological safety
- C. Trunk-based development
- D. Cloud
Answer: A
Explanation:
High-performing organizations use Continuous Delivery practices to improveSoftware Delivery and Operational (SDO) performance.
* B: Psychological safety encourages open communication, incident reporting, and learning from failures.
* C: Trunk-based development reduces integration issues and supports continuous integration/delivery.
* D: Cloud technologies provide scalable, on-demand environments that speed up delivery and testing.
On the other hand,A-a heavyweight change process-slows down delivery, increases lead time, and often fails to improve change success rates. Research cited inAccelerateshows that manual, centralized change approvals correlate with lower performance, while automated, peer-reviewed changes produce better reliability and faster delivery.
References:
PeopleCert DevOps Foundation v3.6 - Continuous Delivery and Change Management Accelerate- Change Approval Process Findings The DevOps Handbook- Deployment Pipeline Best Practices
NEW QUESTION # 29
Which of the following is NOT a characteristic of DevOps?
- A. World-class stability, reliability, availability and security
- B. Ensuring overall organizational success
- C. Working towards a common goal
- D. Fast flow of unplanned work into production
Answer: D
Explanation:
A fast flow ofunplanned workinto production isnota characteristic of DevOps. In fact, DevOps practices strive to minimize unplanned work (like emergency changes or outages) through automation, testing, collaboration, and rigorous change control. The other options-ensuring organizational success, working toward a common goal, and world-class stability/reliability-are all key DevOps characteristics.
Reference:DevOps Foundation v3.6 syllabus section 1.4; State of DevOps Report.
NEW QUESTION # 30
Which of the following is NOT a dimension of transformational leadership?
- A. Coercive communication
- B. Vision
- C. Personal recognition
- D. Intellectual stimulation
Answer: A
Explanation:
Coercive communication(using force or threat) isnota 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
NEW QUESTION # 31
What is the ideal structure for a DevOps Team?
- A. There is no ideal structure for a DevOps Team
- B. A permanent cross-functional team led by a DevOps Engineer
- C. An expanded Scrum Team that includes members from security, QA and Ops
- D. A cross-functional 'tiger team' for short-term projects
Answer: A
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 # 32
Which statement is NOT TRUE?
- A. Continuous Delivery ensures software is always in a releasable state
- B. Continuous Deployment requires a manual push button
- C. Continuous Integration requires developers commit code to trunk at least daily
- D. Waterfall approaches can take advantage of continuous integration and test-driven development practices
Answer: B
Explanation:
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).
NEW QUESTION # 33
A healthcare organization's software developers have been practicing agile development techniques and have been able to make new features available at the end of every two-week sprint cycle. But the set-up of the production processes and infrastructure means that they have to deploy to live every quarter.
Why would DevOps be a solution to their problems?
- A. DevOps is the same as agile
- B. It will break the cadence between development and IT operations
- C. IT Operations have been left behind
- D. DevOps is focused on software development
Answer: C
Explanation:
When developers practice agile but operations is slow to deploy, it means IT Operations have not kept pace- classic "left behind" scenario. DevOps aims to align development and operations, breaking down barriers and enabling faster, safer, and more frequent deployments. DevOps is not only about development (B is incorrect), does not break cadence but instead aligns it (C is incorrect), and is not the same as agile but complements it (D is incorrect).
Reference:DevOps Foundation v3.6 syllabus section 1.5; The Phoenix Project; Accelerate.
NEW QUESTION # 34
Why is it important for IT to understand and support the business' "why"?
- A. IT must understand why the organization will benefit from a DevOps approach
- B. IT must understand why they should develop or acquire certain software products
- C. IT must understand why the organization exists and its purpose, cause and belief
- D. IT must understand specific business processes so that they can support the organization properly
Answer: C
Explanation:
One of the core DevOps values is aligning IT efforts with business objectives-understanding the business
"why." The Foundation syllabus highlights the need for IT to understand the organization's purpose, cause, and belief. Without this, IT can't effectively support value delivery or drive digital transformation.
Understanding the organizational "why" connects daily activities to strategic objectives, a key DevOps mindset.
Reference:DevOps Foundation v3.6 syllabus section 1.2; "Start with Why" by Simon Sinek.
NEW QUESTION # 35
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?
- A. Unblock any blocked work items
- B. Try using Work in Progress limits
- C. Push more work onto the board to provide more opportunities to deliver something
- D. Add more development resources to the team to cope with the workload
Answer: B
Explanation:
When Kanban teams feel overwhelmed and nothing is getting finished, it's a sign thattoo much work is in progress(WIP).
Work in Progress (WIP) limitsare 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) oradding more resources(B) worsens the problem.
* Unblocking work(D) is helpful, but the core issue isoverload.
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.
NEW QUESTION # 36
An organization is using ChatOps to improve communication and collaboration.
How can this organization transfer incident-related data from its chat client to its IT service management tool?
- A. It doesn't need to as ChatOps is only used for minor incidents
- B. Manually cut and paste the data
- C. None of the above
- D. Use an Application Programming Interface (API)
Answer: D
Explanation:
ChatOpsis the integration of chat platforms with tools and workflows, allowing teams to manage operations and incidents directly through chat.
* Using anAPI (Application Programming Interface)is the correct, scalable way to transfer incident- related data automatically from chat clients to ITSM (IT Service Management) tools, preserving traceability and reducing manual errors.
Why not manual cut/paste?
Manual processes are error-prone and slow; DevOps aims for automation and integration.
Extract-style reference:
"APIs enable seamless transfer of information between ChatOps platforms and ITSM tools, supporting automation, accuracy, and auditability in incident management."
-DevOps Handbook;ChatOps: Managing Operations and Collaboration in the Cloud, Jason Hand PeopleCert DevOps Foundation v3.6:Promotes APIs for integration, automation, and collaboration.
NEW QUESTION # 37
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