After a DevOps pilot, consolidating gains requirescapturing and sharing lessons learnedso that other teams can benefit from successes and avoid repeating mistakes.

This practice supports scaling DevOps practices across the organization by creating a shared knowledge base and promoting continuous improvement.

A(rewards) can motivate but doesn’t spread the learning.B(hiring) may expand resources but doesn’t ensure knowledge transfer.D(advanced tools) may enhance capability but should come after understanding what worked in the pilot.

Thus,Cis the most effective action for consolidating pilot gains.

Agile funding is flexible and adapts to the iterative, incremental nature of Agile and DevOps projects.

It can be fixed cost for some work, continuous cost for ongoing value streams, and is reviewed frequently to align with evolving priorities.

All three characteristics are true, so D (“All of the Above”) is correct.

Extract-style reference:

“Agile funding models support continuous review and adaptation, providing the flexibility required for digital transformation and DevOps ways of working.”

— Project to Product, Mik Kersten

PeopleCert DevOps Foundation v3.6: Advocates funding models that encourage agility, experimentation, and rapid value delivery.

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.

Successful DevOps transformation hinges onmanagement commitment to cultural change. This includes leadership support for breaking down silos, encouraging collaboration, fostering psychological safety, and aligning incentives.

While budget, reorganization, and deployment pipelines are important enablers, they cannot deliver sustainable transformation without cultural alignment. Leaders must model desired behaviors, remove systemic blockers, and reinforce the new ways of working.

Without cultural change, DevOps becomes a tooling initiative rather than a true organizational shift.

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.

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

Lean thinkingfocuses 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.

Continuous Delivery’s primary benefit is that itreduces 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 themready.

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.