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PeopleCert DevOps Foundation Exam Questions
- Topic 1: Exploring DevOps: This section of the exam measures the skills of DevOps engineers and covers the foundations of DevOps, including its emergence as a critical discipline in the digital era. It introduces learners to the basic purpose, evolution, and significance of DevOps in modern software and infrastructure environments.
- Topic 2: Core DevOps Principles: This section of the exam measures the skills of IT operations specialists and covers essential DevOps principles such as the Three Ways, the Theory of Constraints, and Chaos Engineering. It also introduces the concept of learning organisations, showing how systemic thinking supports continuous improvement.
- Topic 3: Key DevOps Practices: This section of the exam measures the skills of DevOps engineers and covers core DevOps practices including Continuous Integration, Continuous Testing, Continuous Delivery, and Continuous Deployment. It explores concepts such as Site Reliability Engineering, DevSecOps, Value Stream Management, Platform Engineering, and modern practices like ChatOps and observability.
- Topic 4: Business and Technology Frameworks: This section of the exam measures the skills of IT operations specialists and covers various supporting frameworks that intersect with DevOps. These include Agile and Lean, IT Service Management, Value Stream Management, Site Reliability Engineering, Safety Culture, Learning Organisations, and Continuous Funding models that enable long-term adaptability.
- Topic 5: Culture, Behaviours, Operating Models: This section of the exam measures the skills of DevOps engineers and covers how to assess and evolve organisational culture in relation to DevOps transformation. It includes concepts such as Cultural Debt, Behavioural Models, and Organisational Maturity, helping professionals understand team dynamics and readiness for change.
- Topic 6: Automation, Architecting DevOps Toolchains: This section of the exam measures the skills of IT operations specialists and covers key automation principles within the DevOps toolchain. It focuses on CI/CD pipelines, Infrastructure as Code, containerisation, cloud-native architecture, platform engineering, and emerging technologies like Machine Learning and Generative AI in DevOps contexts.
- Topic 7: Measurement, Metrics, and Reporting: This section of the exam measures the skills of DevOps engineers and covers metrics that help monitor and evaluate the performance of DevOps practices. Topics include speed, quality, culture, change lead time, cycle time, and the use of dashboards, value-driven metrics, and AIOps in reporting and decision-making.
- Topic 8: Sharing, Shadowing and Evolving: This section of the exam measures the skills of IT operations specialists and covers the collaborative and adaptive elements of DevOps in enterprise settings. It explores leadership, typical barriers and risks, and outlines how organisations can evolve their DevOps practices through continuous learning, peer shadowing, and experience-based transformation.
Free PeopleCert DevOps Foundation Exam Actual Questions
Note: Premium Questions for DevOps Foundation were last updated On Mar. 17, 2026 (see below)
Firmly entrenched silos and a combative relationship between Dev and Ops is an example of:
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
The IT department of a very large insurance company is trying to improve the collaboration and communication between development and operational teams without much success. The department has many silos that are organized by expertise and led by a different manager. The managers of each team do not seem to be particularly interested in DevOps since they have been operating this way for many years and like their silo culture.
What is this organization suffering from?
The scenario describes entrenched silos and resistance to change---managers are protective of their domains and don't see the value of DevOps.
This is a textbook example of cultural debt: the gap between the organization's current culture and the adaptive, collaborative culture needed for DevOps success.
Cultural debt, like technical debt, accumulates over time and ''must be paid back'' for transformation to succeed. It creates friction, slows delivery, and blocks cross-team collaboration.
Why not the others?
Organizational change is what's needed, not what they're suffering from.
Change fatigue arises when people are burned out by too much change, not resistance.
Low trust is a symptom, but the core problem here is ingrained culture.
Reference/Extract: ''Cultural debt is accrued when organizations fail to evolve their culture to match new ways of working, like DevOps. It manifests in resistance to collaboration, entrenched silos, and leadership unwilling to change.'' --- DevOps Handbook, Ch. 2, and PeopleCert DevOps Foundation v3.6 Syllabus Section 3.4
Firmly entrenched silos and a combative relationship between Dev and Ops is an example of:
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
The IT department of a very large insurance company is trying to improve the collaboration and communication between development and operational teams without much success. The department has many silos that are organized by expertise and led by a different manager. The managers of each team do not seem to be particularly interested in DevOps since they have been operating this way for many years and like their silo culture.
What is this organization suffering from?
The scenario describes entrenched silos and resistance to change---managers are protective of their domains and don't see the value of DevOps.
This is a textbook example of cultural debt: the gap between the organization's current culture and the adaptive, collaborative culture needed for DevOps success.
Cultural debt, like technical debt, accumulates over time and ''must be paid back'' for transformation to succeed. It creates friction, slows delivery, and blocks cross-team collaboration.
Why not the others?
Organizational change is what's needed, not what they're suffering from.
Change fatigue arises when people are burned out by too much change, not resistance.
Low trust is a symptom, but the core problem here is ingrained culture.
Reference/Extract: ''Cultural debt is accrued when organizations fail to evolve their culture to match new ways of working, like DevOps. It manifests in resistance to collaboration, entrenched silos, and leadership unwilling to change.'' --- DevOps Handbook, Ch. 2, and PeopleCert DevOps Foundation v3.6 Syllabus Section 3.4
A major retail organization is experiencing declining sales and wants to boost its online business. Teams within Dev and Ops have been independently experimenting with DevOps practices to speed up changes to the company's website but have yet to see tangible benefits.
What can the IT management team do in this situation to achieve bottom-line benefits with DevOps?
When independent Dev and Ops teams adopt DevOps practices without coordination, results are limited.
The most important action IT management can take is to create a shared vision, goals, and incentives.
Shared goals align everyone to business outcomes, reduce conflicting priorities, and foster real collaboration.
Why not the others?
Intelligent risk taking (A) and high-trust culture (C) are important, but without a shared vision, teams won't move in the same direction.
Customer focus (D) is essential, but won't create cross-team alignment by itself.
Reference/Extract: ''Creating a shared vision and goals across Dev and Ops is critical to breaking down silos and delivering end-to-end value to the business.'' --- The Phoenix Project, Accelerate, and PeopleCert DevOps Foundation v3.6 Section 3.3
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