PeopleCert DevOps-Foundation Exam Dumps

Lean tools and practices are foundational to DevOps because they help organizations systematically identify and eliminate waste, optimize value delivery, and continuously improve processes.

Lean thinking focuses on value stream mapping, reducing delays, bottlenecks, over-processing, handoffs, rework, and unnecessary tasks---core to making DevOps successful.

Option D, ''They help identify waste and assist in the creation of improvement practices,'' perfectly captures this focus.

Extract-style reference: ''Lean enables teams to identify value and non-value-added activities and to use continuous improvement techniques such as Kaizen, value stream mapping, and removing waste.'' --- DevOps Handbook PeopleCert DevOps Foundation v3.6: Lean tools like Value Stream Mapping, 5S, and Kaizen are cited as critical enablers for optimizing the flow and improving IT and business alignment.

The Deming Cycle (Plan-Do-Check-Act) is foundational to continuous improvement in Lean, and is specifically applied in the Improvement Kata practice:

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.

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.

Cultural debt---not just low trust or poor leadership---best describes the scenario of entrenched silos and combative Dev/Ops relations.

Cultural debt leads to resistance to new ways of working, lack of cooperation, and a focus on individual rather than collective success.

Why not the others?

Low trust and poor leadership are symptoms of cultural debt.

Change fatigue occurs after repeated failed initiatives; here, the core issue is cultural stasis.

Reference/Extract: ''DevOps transformation often fails without addressing cultural debt. Breaking down silos, building shared understanding, and changing incentives are essential for sustainable change.'' --- DevOps Handbook, State of DevOps Report, PeopleCert DevOps Foundation v3.6 Section 3.4

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.