Peoplecert DevOps-Foundation Certification Exam Dumps with 82 Practice Test Questions
New DevOps-Foundation Exam Dumps with High Passing Rate
Peoplecert DevOps-Foundation Exam Syllabus Topics:
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NEW QUESTION # 24
What is NOT an example of a business performance metric?
- A. Marketshare
- B. Cashflow
- C. Epics delivered
- D. Earnings
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 NOT a feature of Safety Culture?
- A. Blameless post-mortems
- B. Valuing incidents
- C. Creating Single Points of Failures (SPOFs)
- D. Giving thanks for learning opportunities
Answer: C
Explanation:
Creating Single Points of Failure (SPOFs)is not a feature of Safety Culture-in fact, it's the opposite.
* Safety Culture in DevOps promotesblameless post-mortems,valuing incidents as learning opportunities, andthanking contributors for uncovering weaknesses.
* SPOFs increase risk and discourage experimentation.
Extract-style reference:
"Safety Culture is built on blamelessness, psychological safety, and learning from failure, not punishment.
SPOFs are an anti-pattern that increases fragility."
-The DevOps Handbook
PeopleCert DevOps Foundation v3.6: Stresses the importance of a safe, collaborative environment for innovation.
NEW QUESTION # 26
How can Scrum support DevOps' Third Way?
- A. By overcoming constraints and getting more work done
- B. By using Sprint Retrospectives as learning and improvement opportunities
- C. By encouraging shorter feedback loops through Daily Scrums
- D. By encouraging Scrum Teams to invite an operational professional to their team
Answer: B
Explanation:
TheThird Wayof DevOps emphasizescontinuous learning and experimentationto drive improvement.
Scrum supports this principle throughSprint Retrospectives, which are dedicated sessions at the end of each sprint where the team reflects on what went well, what could be improved, and how to adapt processes or behaviors.
Retrospectives create a structured space for honest discussion, experimentation, and the application of lessons learned. This aligns directly with the Third Way's focus on learning from successes and failures, promoting innovation, and building a culture of continual improvement.
Bfocuses on throughput, which aligns more with the First Way (flow).Ccould improve collaboration but is not a core mechanism of the Third Way.D(shorter feedback loops) is more related to the Second Way.
Thus,Ais correct because Sprint Retrospectives directly embody the Third Way's goal of learning and adaptation.
References:
PeopleCert DevOps Foundation v3.6 - Three Ways (Third Way)
The DevOps Handbook- Continuous Learning Culture
Scrum Guide - Sprint Retrospective Purpose
NEW QUESTION # 27
Which of the following is NOT a characteristic of a DevOps culture?
- A. Data driven
- B. Reflective
- C. Command and control
- D. Accountability
Answer: C
Explanation:
ADevOps cultureis built on principles like being data-driven, reflective (willing to learn from experience), and accountable (taking ownership, not blaming others).
* Command and controlcultures are the opposite: hierarchical, rigid, discouraging initiative and learning. DevOps strives for empowerment, experimentation, and psychological safety.
Why not the others?
* Data-driven:Decisions are based on measurement and feedback, core to DevOps.
* Reflective:Regular retrospectives and post-incident reviews are essential DevOps rituals.
* Accountability:Teams are responsible for the software they build and operate.
Reference/Extract:
"DevOps culture values collaboration, continuous learning, and a data-driven, accountable approach to improvement. Command and control structures stifle innovation and slow down feedback."
-State of DevOps Report(2019), PeopleCert DevOps Foundation v3.6 Section 3.2
NEW QUESTION # 28
The goal of which role is the creation of ultra-scalable and highly reliable software systems?
- A. Site resilience engineer
- B. Software engineer
- C. Product Owner
- D. Site reliability engineer
Answer: D
Explanation:
TheSite Reliability Engineer (SRE)role originated at Google and is now widely recognized. SREs apply software engineering principles to IT operations to create systems that arescalable, reliable, and highly available. Their responsibilities include:
* Designing reliability into systems (SLIs, SLOs, SLAs)
* Automating operational tasks to reduce toil
* Building monitoring and alerting systems
* Performing capacity planning and disaster recovery exercises
A(Site resilience engineer) is not a standard industry term.C(Software engineer) focuses on developing applications but not specifically on operational reliability.D(Product Owner) is a role in Agile frameworks that manages product backlog and priorities, not system reliability.
Thus, the correct answer isB - Site Reliability Engineer.
References:
PeopleCert DevOps Foundation v3.6 - Roles in DevOps
Google SRE Book - Principles and Practices
NEW QUESTION # 29
How do you define Wait Time?
- A. Lead time minus cycle time
- B. Lead time plus cycle time
- C. Cycle time multiplied by lead time
- D. Cycle time minus lead time
Answer: A
Explanation:
Wait Timeis 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.
NEW QUESTION # 30
Which of the following are benefits of automation?
- A. Higher quality and faster recovery
- B. Decreased security and risk mitigation
- C. More frequent and turbulent releases
- D. Fewer errors and slower lead time
Answer: A
NEW QUESTION # 31
What is NOT a type of IT work?
- A. Business projects
- B. Planned work
- C. Unplanned work
- D. Manufacturing
Answer: D
Explanation:
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.
NEW QUESTION # 32
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. DevOps is focused on software development
- C. It will break the cadence between development and IT operations
- D. IT Operations have been left behind
Answer: D
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 # 33
Which of the following is NOT a crucial ingredient when leading a digital transformation?
- A. Courage
- B. Collaboration
- C. Command
- D. Curiosity
Answer: C
Explanation:
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.
NEW QUESTION # 34
The Deming Cycle (Plan-Do-Check-Act) plays a key role in which Lean practice?
- A. Value Stream Mapping
- B. DOWNTIME
- C. Andon cord
- D. Improvement Kata
Answer: D
Explanation:
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.
NEW QUESTION # 35
What are the CORRECT set of DevOps values?
- A. Culture, Collaboration, Communication, Commitment
- B. Culture, Automation, Lean, Metrics, Sharing
- C. Culture, Accountability, Lean, Metrics, Sharing
- D. Culture, Automation, Lean, Measurement, Sharing
Answer: D
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 # 36
What is "Cycle Time"?
- A. The time it takes for a requirement to go from the product backlog to live
- B. The time taken from a code commit to completing tests and being ready for continuous delivery
- C. The time it takes from a story to go from 'in progress' to 'done'
- D. 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
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 # 37
Which of the following helps an organization to practice DevSecOps?
- A. Embracing a "shift right" testing strategy approach can take advantage of continuous integration and test-driven development practices
- B. Security as code
- C. Conducting frequent security audits after deployment
- D. Engaging external testing services
Answer: B
Explanation:
DevSecOps is about integrating security into every stage of the software delivery lifecycle rather than treating it as a separate, post-development activity. PeopleCert DevOps Foundation v3.6 stresses that security must shift left-moving testing, vulnerability scanning, and compliance checks earlier in the process.
Security as Codemeans embedding security policies, controls, and checks directly into infrastructure and application code. This includes:
* Automated vulnerability scanning in CI/CD pipelines
* Infrastructure-as-code with integrated security configurations
* Policy-as-code to enforce compliance automatically
* Static and dynamic application security testing (SAST/DAST) integrated into build pipelines WhileAincorrectly says "shift right" (testing later in production), DevSecOps emphasizes shifting left.B(post- deployment audits) andC(external testing) can complement DevSecOps but don't fully embed security into the delivery workflow.
Therefore,D - Security as codeis the most direct enabler of DevSecOps practices.
References:
PeopleCert DevOps Foundation v3.6 - DevSecOps Practices
The DevOps Handbook- Security Integration and Policy as Code
OWASP DevSecOps Guidelines
NEW QUESTION # 38
Which of the following tools measure a person's behavioral choices in situations where they are experiencing disagreement with their colleagues?
- A. Value Stream Mapping
- B. Thomas-Kilmann Conflict Mode Instrument
- C. Westrum's Typology of Organizational Culture
- D. Kubler Ross Change Curve
Answer: B
Explanation:
TheThomas-Kilmann Conflict Mode Instrument (TKI)is a psychometric tool that measures an individual's behavior in conflict situations-specifically, how they handle disagreement with colleagues.
* It classifies responses into five modes: Competing, Collaborating, Compromising, Avoiding, and Accommodating.
Why not the others?
* Kubler Ross Change Curve:Describes emotional responses to change, not conflict styles.
* Westrum's Typology:Categorizes organizational culture (pathological, bureaucratic, generative) but doesn't measure individual behavior.
* Value Stream Mapping:A process improvement tool, not a behavioral assessment.
Reference/Extract:
"The Thomas-Kilmann instrument helps teams understand how individuals approach conflict and collaboration, enabling better resolution strategies-a key aspect of high-performing DevOps teams."
-DevOps Handbook; PeopleCert DevOps Foundation v3.6 Section 3.7
NEW QUESTION # 39
Why are feedback loops important for improving DevOps capabilities?
- A. Trust grows
- B. Sharing is prevented
- C. They drive more unplanned work
- D. Information is not amplified
Answer: A
Explanation:
In the PeopleCert DevOps framework, feedback loops are essential for creatingtrustbetween teams. When feedback is timely, accurate, and acted upon, teams see that issues are addressed quickly, leading to increased confidence in the process and in each other.
High-trust environments promote openness, knowledge sharing, and collaborative problem-solving. This encourages teams to raise issues early and experiment with improvements without fear of blame.
OptionsA,B, andDdescribe negative effects that actually occur when feedback loops areabsentor ineffective.
Well-designed loops reduce unplanned work, promote sharing, and amplify important information to the right people.
Therefore,C-trust grows-is the correct answer.
References:
PeopleCert DevOps Foundation v3.6 - Culture and Feedback Principles
The DevOps Handbook- Psychological Safety and Blameless Culture
Accelerate- Correlation Between Culture, Trust, and Performance
NEW QUESTION # 40
An incident has occurred in an organization's core mobile banking application. Individuals from several teams in the US, Germany, and India swarm into a Slack channel where together they query their continuous delivery and monitoring systems to trace the change and fault causing the problem. What BEST describes what they are practicing?
- A. Swarming
- B. Incident Management
- C. IT Support
- D. ChatOps
Answer: D
Explanation:
ChatOpsis the practice of conducting operational work directly through chat platforms (e.g., Slack, Microsoft Teams) integrated with automation and tooling. In this case:
* Teams from multiple locations are collaborating in real-time via Slack.
* They are running commands and queries directly from the chat to the delivery and monitoring systems.
* This allows shared visibility, immediate context, and rapid action during incident resolution.
WhileA(Swarming) describes a collaborative incident response, it does not specifically imply integration with chat-based tools.C(Incident Management) is the overall process, andD(IT Support) is a function, but neither capture the specific ChatOps approach.
Thus,B - ChatOpsis the most accurate answer here.
References:
PeopleCert DevOps Foundation v3.6 - Collaboration and ChatOps
The DevOps Handbook- Toolchains and Collaboration Integration
NEW QUESTION # 41
Which of the following is NOT a reason business is interested in DevOps?
- A. DevOps must automate all the things
- B. Intelligent data must drive direction quickly
- C. IoT is rapidly increasing
- D. Customers value outcomes, not products
Answer: A
Explanation:
Businesses are drawn to DevOps because it improves agility, responsiveness, and quality.
* A: The growth of IoT requires scalable, automated, and reliable delivery processes.
* B: Fast, intelligent decision-making is needed to respond to market changes.
* D: The shift toward valuing customer outcomes over products is central to modern service delivery.
However,Cis a misconception. While automation is a key DevOps practice, the goal isstrategic automation- automating where it adds measurable value, improves quality, or accelerates delivery. "Automate all the things" without consideration can waste resources, increase complexity, and reduce adaptability.
References:
PeopleCert DevOps Foundation v3.6 - Business Interest in DevOps
The DevOps Handbook- Automation Principles
Accelerate- Strategic Use of Automation
NEW QUESTION # 42
Why is organizational culture so critical to successful DevOps?
- A. It represents the way automation will be introduced into their organization
- B. It represents the strategic direction of the organization
- C. It represents the way people think and behave in their work environment
- D. It represents the way teams are organized in their work environment
Answer: C
Explanation:
In DevOps,culturerefers to the shared values, beliefs, and behaviors that influence how people work together.
PeopleCert highlights culture as the foundation for collaboration, trust, and open communication-critical for breaking down silos and enabling continuous delivery.
OptionAbest captures this definition: culture reflects theway people think and behavein their daily work, including attitudes toward experimentation, problem-solving, and collaboration.
While team structure (B), automation strategy (C), and strategic direction (D) are important, they are outcomes or enablers that depend on the underlying culture. Without the right cultural foundation, DevOps practices and tools will not achieve their full potential.
References:
PeopleCert DevOps Foundation v3.6 - CALMS: Culture
Accelerate- Culture's Link to Performance
NEW QUESTION # 43
Which of the following is NOT an example of a feedback loop?
- A. Product
- B. Dashboards
- C. Peer review of changes
- D. Monitoring/event data
Answer: A
Explanation:
Feedback loops are mechanisms that provide information to earlier stages in the process, enabling adjustments and improvements.
* A: Dashboards provide real-time visibility into system health, deployment status, and other key metrics, allowing quick corrective action.
* B: Monitoring and event data supply operational insights (latency, errors, resource utilization) that inform both Dev and Ops.
* C: Peer review of changes allows early detection of issues before integration, improving code quality and reducing defects.
D-Product-isnota feedback mechanism. The product is the outcome of development and delivery; while customer feedback on a product can be part of a loop, the "product" itself is not the mechanism delivering actionable information upstream.
Thus,Dis the correct choice for "NOT" a feedback loop.
References:
PeopleCert DevOps Foundation v3.6 - Feedback Loops and Examples
The DevOps Handbook- Visibility and Telemetry
Accelerate- Fast Feedback and Quality Improvement
NEW QUESTION # 44
According to the State of DevOps Reports, LOW performing organizations have:
- A. Faster lead times from commit to deploy
- B. More frequent code deployments
- C. Higher change failure rates
- D. Faster mean times to recovery
Answer: C
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 # 45
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