PeopleCert Updated DevOps-Foundation Exam Questions and Answers by aron

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.

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.

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 ofcultural 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 changeis what’s needed, not what they’re suffering from.

Change fatiguearises when people are burned out bytoo muchchange, not resistance.

Low trustis 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 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.