Oct 20 2021 |
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本试卷是EXIN DevOps Master™ (DEVOPSM.CH)模拟考试。 EXIN考试准则适用于该考试。
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DevOps Master™ is a registered trademark.
1 of 50
What is a good reason to implement DevOps in an organization?
DevOps has more frequent feedback cycles for new services, because the development speed is higher.
DevOps improves business continuity and agility, because the processes are optimized and only value added activities are done.
DevOps provides the new services Just-in-Time, because it releases software more frequently.
DevOps reduces waste in the collaboration between Development and Operations, because they are unified.
2 of 50
The CTO thinks that it would be most effective to apply certain Lean concepts when implementing DevOps.
Which Lean principles or practices will be
effective when introducing DevOps?
Kaizen and 5S.
Because Agile and DevOps are based on core Lean concepts and Kaizen and 5S are the basis of Lean, they will be most effective when introducing DevOps.
Kaizen in advance.
DevOps requires feedback from Operations to Development. Kaizen in advance creates an up-stream feedback loop, helping to apply this principle in DevOps.
DevOps integrates different management style processes. The Obeya system helps visualize the entire process, allowing for a successful DevOps introduction.
One piece flow and JKK.
DevOps benefits from building up-stream processes and a single value stream flow. One piece flow enables this and JKK helps streamline and implement the flow.
3 of 50
Compared to a project in a conventional manner, what must be changed for a project to be successful in DevOps?
An IT-services supply chain, using a pull system and one-piece-flow, should be built.
Developers should join the Operations team for quick maintenance of the services.
DevOps。Operations must work for the Development team. That is why it is called DevOps.
Team members from the Operations team should join the Development team.
4 of 50
Any team that adopts DevOps, could be described as a Compact.
What principle applies
to make a Compact work?
5 of 50
To implement DevOps, there are many sources of knowledge, standards and practices available.
Which one is considered
for a successful DevOps implementation?
CMMI Level 3
6 of 50
Collaboration is one of the four pillars of Effective DevOps.
Why is it so important?
Collaboration is the only way to achieve one-piece-flow in DevOps.
DevOps business value is achieved through cooperation between teams.
DevOps organizations are small, the teams must collaborate well.
It drives change and is an easy win. It also reduces development costs.
7 of 50
You are the owner of a small DevOps company of 5 co-workers, that builds mobile apps for children with disabilities. One of the apps your team is most proud of is an app for children with autism, that allows them to schedule their own day.
Because this app was so successful, your team is asked to extend the capabilities of the app for other people that would benefit from scheduling their day. This request will certainly generate more complexity in the code and some technical challenges that will have to be tackled by the team.
You expect to be paid very well for this assignment, so you accept the assignment. However, after a few weeks, your team is fighting. You get angry as well and start paying more attention to what all the team members do. You regularly work along with them, so you can quickly correct any code error you spot.
Although enough work gets done, your team stays angry and you recognize that part of the DevOps mindset is missing.
What is the
strategy to solve your problem?
Add members to the team seeking more diversity, through hiring complementary non-technical personnel
Ask experts in DevOps outside your company to sponsor and mentor your team members
Find a common goal and start working towards that goal together to increase collaboration
Reserve a few months time to start working on team-building first and learn about each other
8 of 50
You feel that your Development team is really a team.
What is a sure sign that they are a team and not a group?
The team follows the rules they have agreed upon in their team meetings.
The team has effective meetings which they lead themselves.
The team keeps a steady working pace towards their common goal.
The team solves problems by questioning the responsible team member.
9 of 50
AppAtoZ has been growing at phenomenal rates in developing and deploying mobile applications to the iPhone and Android platforms.
The Development teams for this startup have experienced tremendous pressures in deploying rapid enhancements to their current mobile applications on an aggressive timeline. They have been working on average 60 hours per week over the last six months. Leadership has been reluctant to hire more assistance, and is more concerned about increasing revenue while reducing operational and development costs.
In the recent months there has been an increased rate of employee absenteeism, employees calling in sick, and some employees even resigned from AppAtoZ, resulting in increased workloads on current employees. Rehiring and ramp up time of a new employee does not alleviate the work pressures quickly for the Development team.
strategies must be considered to address employee burnout and stress?
- Add a mix of permanent and contract employees to the team to better manage the workload.
- Have leadership and Development identify factors in the work environment that contribute to burnout.
- Develop a plan to address burnout and stress.
- Fire the leadership team, because they are incapable.
- Hire a more competent leadership team that knows how to create a work-life balance and culture that is sustainable and realistic.
- Provide the opportunity for the Development team to take time to find their balance.
- Have the Development team members take a time out.
- Contract developers for managing the increased development workload at peak periods of the year.
- Have developers reach out for professional mental help as needed.
- Have the Development team members take a time out.
- Have leadership and development identify all factors in the work environment that might be contributing to burnout.
- Develop a plan to address employee burnout and stress.
10 of 50
You work in a DevOps team as a developer. You try to facilitate collaboration between all of your team members. Your team has two male senior developers and one junior female systems administrator.
Your team members had a rocky start and could not get along. You intervened at the time, to try to help them get along better. That worked, because they stopped fighting and got a lot more work done.
Now you start noticing a pattern where the junior administrator keeps agreeing with the senior developers.
How should you react to this pattern?
As long as the team members are not fighting, you should leave the situation alone. They are just getting along and you should not disrupt this.
It is important that Operations voices any concerns with builds, so you should coach the administrator to stop accommodating and be more assertive.
The senior developers have more responsibility, so you should ask them to be nicer and to think of Operations concerns if the junior does not.
You should start working in the Operations team for now, even though you are a developer yourself, so you can show the junior administrator the way.
11 of 50
Why do Agile and Scrum promise faster and more predictable software development?
By allowing better and complete requirements gathering and handling prior to design
By allowing small autonomous, self-organizing and self-planning teams
By allowing the Product Owner to participate in daily standup meetings
By allowing the Project Manager to quickly change priorities as needed
12 of 50
What is light-weight ITSM?
A business-continuity focused ITSM
A new ITIL version proposed as standard
A poor implementation of ITIL processes
A release-management oriented ITSM
13 of 50
You work for a company that has implemented Lean and Agile practices. Your CEO is not convinced of the value of implementing yet another new thing: DevOps.
You are a DevOps expert. You feel that DevOps is beneficial to any company that develops software.
What does DevOps add to the company you work for?
Creating better User Stories and functional requirements
Releasing less often, so customers do not have to suffer regular updates
Training professionals to do both Development and Operations
Writing code that is released faster supporting business outcomes
14 of 50
Senior business management is requesting better business support and alignment to business objectives from the IT department. As a CIO, among other measures, you decide to reduce management workload in Operations.
How will DevOps
help you to improve your existing Service Level Management?
By abandoning ITSM best practices as they are just a heavyweight approach
By designing better Operating Level Agreements (OLA) between Dev and Ops
By implementing a new set of ITSM processes based on ITIL version 3
By realigning ITSM to use a set of minimum required information (MRI)
15 of 50
Which DevOps implementation is
suitable for an enterprise that uses the System of Record (SoR) approach?
16 of 50
What is the
benefit of using the Obeya system?
Facilitates customer complaints, to ensure that the team gets enough feedback to continuously improve
Handles stress within teams, so that team members can keep up a sustainable pace
Improves daily bug reporting, which ensures less rework and reduces passing bugs to other workstations
Quick decision making, based upon current status, by speedy information gathering and sharing
17 of 50
You work in a software company that is just starting to work with DevOps. You realize that not only the culture of the organization should change, but also its practices and tools. The company does already monitor the software projects for any issues.
You propose to add the following measures:
automate the Change Management process
implement access controls to prevent anyone for making changes without approval
Why is this necessary?
Automation enables faster change implementations while maintaining confidence. Access control is necessary to prevent problem-solving heuristics and unplanned service disruptions.
Automation is necessary to slow down the number of changes. Access control should prevent customers from changing the software by themselves, without your knowledge and control.
Automation will help to make Operations unnecessary. Access control must be implemented, because DevOps projects work in a Cloud environment, which has higher risks involved.
18 of 50
Virtualization and Cloud computing are techniques that could help and facilitate DevOps practices.
How do they help DevOps?
Cloud computing makes remote access possible, which gives customers more control.
Virtual environments are easier to standardize and use hardware more efficiently.
Virtualized infrastructure is easier to understand and needs zero maintenance.
19 of 50
Service Level Agreements (SLAs) are important for every project, because they specify what you agree on with the customer. However, in DevOps, the SLAs serve another important purpose.
What is this purpose?
Customers are responsible to create the SLA for the DevOps team. Therefore, it replaces a formal task as an Operations responsibility.
In the SLA, the customer can specify all the non-functional requirements they have, so Development can focus on those.
The SLA specifies the acceptable Service Level. Development should understand the SLA and support Operations to maintain it.
20 of 50
For a new product, your team needs to develop a Deployment Pipeline. As part of Continuous Integration, you need to define the Commit stage of the pipeline. You discuss this stage with your team members.
The Process Master says: "The Definition of Done should be defined during or before the Commit stage. When code is not Done when it is committed, the work should be stopped".
Is this true?
Yes. If the work is not Done, the Process Master is not doing a good job. This should be solved immediately.
Yes. Work that is not Done should not be committed, because it does not add customer value.
No. The Definition of Done is only defined during customer meetings. Waiting for it would slow work too much.
No. Work in a Deployment Pipeline should always continue. If code is not Done, it just needs to be inactive.
21 of 50
What is the
benefit of increasing the diversity of the team to include a wider range of personal backgrounds and cultures?
It brings a greater number of experiences and points of view.
It leads to decreased friction amongst the team.
It limits originality and ability to come up with new insights.
It takes longer to come to a specific decision point.
22 of 50
You work for a small company, that has a single DevOps team. Your DevOps team works on an application that consists of multiple components. Some are new and some just need updates.
At the moment, each component has its own Deployment Pipeline. The team is proud of the Continuous Delivery they do within most of the Deployment Pipelines and their production is high and of good quality.
What should you do?
Keep the different pipelines and encourage the team to expand Continuous Delivery
Only keep pipelines that have Continuous Delivery and merge the other pipelines without Continuous Delivery
Only keep two different pipelines, one for development and one for maintenance
Work towards a single pipeline with your team, by explaining the risks of multiple pipelines
23 of 50
You are assessing Company Builders, which is a medium to large organization that has adopted DevOps practices a couple of years ago.
They have hired you to determine their current maturity state. When you are done, you should give suggestions for improvement. They want to know on which area they should focus to reach the next maturity level:
Level 2 - Quantitatively Managed
You find that most areas are within
Level 1 - Consistent
, with two exceptions:
1. Environments and Deployment.
This area manages orchestrated deployments and has tested release and rollback processes.
2. Build Management and Continuous Integration.
In this area, you find regular automated builds and testing, and any build can be re-created from source control using an automated process.
First, determine the level of maturity in these two areas, based on the information given. Then give your recommendation for the focus of improvement.
Which of these two areas should Company Builders work on, before progressing to Level 2?
Environments and Deployment, and Build Management and Continuous Integration are both at level 0. The work should be done on both environments at the same time.
Environments and Deployment, and Build Management and Continuous Integration are either at level 1 or above. The work should be done in the other areas to progress.
Environments and Deployment is at level 0. Build Management and Continuous Integration is at level 1. The focus should be on Environments and Deployment first.
Environments and Deployment is at level 2. Build Management and Continuous Integration is at level 0. The focus should be on Build Management and Continuous Integration only.
24 of 50
Your company sells an online back-up service to its customers. Now, one of the customers has asked to implement new features in your service. They want the new features within a week, or they will seek business elsewhere.
You believe that the new features are important and you know the Development team can build it quickly. However, you encounter the following problems:
- It takes a long time for bugs to be closed by testers.
- Testers are finding bugs that developers fixed a long time ago.
- The application can rarely be demonstrated to be working.
- Showcases rarely happen.
What is your problem and how should you solve it?
You deploy buggy codes. You should solve this by increasing the understanding of the deployment process, increasing the collaboration and by working in a more disciplined manner.
You have poor Configuration Management. You should solve this by increasing the collaboration between Development and Operations, by increasing monitoring and logging as well as virtualization.
Your Continuous Integration process is not managed properly. You should solve this by speeding up automated tests and the Commit stage, and increase the understanding of the Continuous Integration process.
Your testing strategy is not effective. You should solve this by automating tests and increasing the collaboration between testers and the rest of the team.
25 of 50
Which is a benefit of Continuous Integration within Effective DevOps?
Extensive testing cycles before feature releases
Long periods of time between feature releases
More frequent and timely feature releases
26 of 50
A multinational organization is having many challenges in merging commits from their distributed locations into a central repository based in Dallas, TX. The distributed locations include Mexico City, Paris, San Diego and England. There have been inconsistent manners on when the regions are running their commits and at times it is not clear if some tests failed or not.
There are four possible practices:
1. Do not check in on a broken build
2. Always run all commit tests locally before committing, or get your Continuous Integration server to do it for you
3. Wait for commit tests to pass before moving on
4. Do not comment out failing tests
Which of these are most applicable to make sure that the distributed locations address their current pain points?
1 and 2
1, 2 and 3
2 and 3
2, 3 and 4
27 of 50
Consider the anatomy of a basic Deployment Pipeline.
Which stage asserts that the system works at the functional and non-functional level?
Automated acceptance test
Build and unit test
Manual acceptance test
28 of 50
It is a DevOps best practice to use the same process to deploy to every environment in which your application runs. This ensures that the build is tested effectively. You are using scripts to automate your build and deployment process.
What is the
way to do this?
Use one script for each environment and maintain them as part of the Version Control system
Use one specific script for each environment to address the differences between environments
Use the same scripts for each environment, taking manual parameters for specific configurations
Use the same scripts to deploy to each environment and manage configuration information separately
29 of 50
Upon release of a new IT service, a job in operation ends unexpectedly.
be a valid cause for this?
The Gatekeeper did not take the interrelation between work items and SAC into account.
The non-functional requirements were not clear, due to an imperfect User Story.
The Service Master did not agree with the user on the End of Life of the service to be released.
There was a lack of work in the development processes, as is supported by the Service Acceptance Criteria (SAC).
30 of 50
Company AppBC is using DevOps. They have implemented Continuous Deployment and a solid Deployment Pipeline, with highly automated acceptance tests and are delivering daily new software to production.
AppBC has a large database and many users. They have a comprehensive and solid capacity testing strategy in place. As their environment is quite large and complex, with each new version some bugs appear in production.
What strategy could
help AppBC prevent these bugs?
Adopt canary releasing
Automate capacity testing
Decrease the delivery rate
Use Blue-Green deployment
31 of 50
DevOps takes very important concepts from Agile, derived from the Toyota Production System.
Why is one-piece-flow important for a DevOps adoption?
It allows your team to work in a sustainable pace with predictable velocity.
It helps the team to focus on adding features with the most business value possible.
It increases the shared responsibility of work between the different team members.
It reduces bottlenecks by limiting the number of tasks you are doing simultaneously.
32 of 50
首席信息官指派Scrum Master Em先生来负责这一项目。开发团队准备构建部署流水线。Em认为开发团队满怀热情，工作努力，但应更加自律。此外，发布频率应当提高。
The S Corporation, a medium sized automobile parts supplier, supplies a large company, T Motors Corporation. They supply automobile parts to T Motors Corporation, which amounts to almost 60% of their total sales.
The board meets to discuss the new partnership. T Motors Corporation demands that S Corporation change their way of delivery to Just-in-Time delivery, or they will stop their business with S Corporation. S Corporation would not survive this loss of business, so there is a sense of urgency to change to Just-in-Time. This change must happen within 6 months, so there are 5 months at most to prepare.
One of the things to be implemented is tracking of parts through Radio Frequency ID's (RFID). This should help keep the production process transparent. A quick review of the current process is in order to facilitate the change to an RFID enabled process.
The CIO is asked to manage the change process. She believes this will be possible, if a DevOps approach is used to create a minimal release. Ideally, the concept for production with RFID should be developed first. As a last step, a production control system using the RFID data should be implemented. However, there is not enough time to do these steps sequentially. Therefore, these three things should be done concurrently.
The CIO assigns Em, who is a Scrum Master, to the project. Development prepares to build a Deployment Pipeline.
Em can see that Development is enthusiastic and works hard, but they could use more discipline. In addition, the release frequency needs to be higher.
What should Em focus on
Em should focus on communication, since it is the most important thing in DevOps. Em should start with breaking the ice with the team and setting some rules for communication.
Em should start with discussing a value stream map and building one-piece-flow with the team, since flow and a streamlined processes are very important.
Em should start with discussing the infrastructure and the working environment with the team members, since DevOps is most effective when all tools and practices work.
Em should start with gathering all stakeholders, educate them on DevOps and ask for their support in spreading the cultural change, since cultural change is required for DevOps.
33 of 50
Your DevOps team works well together at a sustainable pace. By building enough slack into the process, the team has the time and concentration to carefully check and test the builds. Currently, your team tests and deploys manually. Their pace is high enough to deliver high value to the business on a regular basis.
Your CEO has requested your advice on automation within this team.
Which advice should you give?
Automate as much as you can, so that the team can add more features and sooner demonstrate business value
Automate the acceptance tests, but not the deployments, because the manual process is more secure
Automate the deployments to improve cycle time, but not the tests, to allow learning from bugs
Do not add automation to the methods of this team, because the methods currently executed by the team are providing amazing results
34 of 50
A CIO assigns her most reliable employee, Michael, who is a Scrum Master, to a project. The Development team prepares to build a Deployment Pipeline.
Michael has confidence in the good intentions and spontaneity of the Development team, but would like them to become more disciplined. In addition, there should be a higher release frequency. Michael wants the Development team to implement more frequent releases.
One of the team members says: "The most important thing about this new Deployment Pipeline is automating it. We should first automate the Deployment Pipeline".
Is this statement correct?
Yes, this is correct. Automating the Deployment Pipeline is the most important factor for increasing the efficiency.
Yes, this is correct. By focusing on creating a Deployment Pipeline that is automated, you overcome potential problems that you may encounter later.
No, this is not correct. Achieving single-piece-flow and a solid deployment process should be the first priority. Automation of the process can come later.
No, this is not correct. Instead of automating the Deployment Pipeline, the testing process should be automated first.
35 of 50
Your company is changing its ways and starting to work with DevOps. Your team is on board with this change. You are discussing best practices for the Commit stage of the code.
Your co-worker Sun says: "When a build breaks, and nobody takes responsibility, we should find out who did it and call them out on it, so that they can fix the build."
Is this a good idea?
Yes. Only the person to break a build can fix it, so you should identify them, even if this makes them uncomfortable.
Yes. You should always find the person responsible for breaking a build. If you do not, your co-workers may enforce this rule.
No. DevOps is a blame free environment. If a co-worker does not take responsibility, do not force them to.
No. You should fix the build first. Then make time to identify the person responsible and punish them for it.
36 of 50
The Development team at X-AppGo has been running into numerous challenges with their current testing practices. Currently, they use a manual acceptance testing process. The developers believe that the unit test suite that they have created is thorough enough to protect against regressions.
The Development team has to spend 1 million dollars on manual acceptance testing for every release. Senior leadership has mandated that the Development team should implement automated acceptance testing to reduce overall costs of testing and also minimize the number of code defects and regressions introduced into the production environment.
What principles must be followed when defining acceptance criteria for your application with automation in mind?
37 of 50
What is the
effective mechanism for migrating data in an automated way?
Create a database versioning schema and keep it under Version Control
Create and manage smaller datasets, so that the migration becomes easier
Ensure all your scripts have been properly tested prior to migrating the data
Ensure you have a rollback procedure in place in case the migration fails
38 of 50
Company X-AppGo has been having challenges with their roll-back processes. This often results in critical data losses within their production application databases, when executing roll-back scripts.
When is it
possible to run roll-back scripts without losing critical data?
The roll-back script deletes data that only the new version uses.
The roll-back script involves moving a column between tables.
The roll-back script will add data back from temporary tables.
39 of 50
ACMECONST has encountered many application and hardware failures after deploying application software upgrades and hardware refreshes to their routers and switches.
It has been very difficult for them to recover back to their original state, after having these failures during their maintenance windows. This has resulted in extended hours of recovery, beyond the normal maintenance windows, and extended downtime for their critical applications.
Automated provisioning and autonomic infrastructure can help within this situation, but some considerations apply.
Which items need to be managed carefully to reduce the risk of disruption when deploying to the production environment?
Detailed monitoring logs to troubleshoot application upgrade failures
External integration points, such as external systems and services
Server configurations and underlying user account information
The set of automation provisioning tools and autonomic architecture
40 of 50
Company X-AppGo has been having challenges in their core application. The application is not properly interfacing with other external applications. These external applications need to effectively obtain specific data variables, so that specific calls can be executed. The core application is being developed by one team, and the company wants to maintain that for very good business reasons.
One of the developers suggests to separate out a component from the X-AppGo codebase to tackle the interfacing issues.
What are good reasons to separate out a component in this case?
Convert a set of plugins in the codebase into a monolithic codebase
Limit the impact of changes and make changing the codebase easier
The X-AppGo codebase will have to be split and managed by different teams
There are no good reasons and this will require more time to compile
41 of 50
Even the smallest applications will have a dependency on other components or libraries. Therefore, understanding and managing dependencies is a key activity within Continuous Deployment in order to keep flow within the Deployment Pipeline.
You have built an application, that uses two libraries. Each of these libraries rely on a third, underlying library, although they refer to different versions. This creates a specific dependency.
What is the
solution to solve or prevent this dependency?
Assemble all libraries into a single library, so that you can refer to the library directly and prevent the problem
Manage the libraries by using Version Control, so that you see it directly if you create this type of dependency
Keep a visual overview of all your dependencies on sticky notes on a big board, so you can track the flow
Only check in small parts of your toolchain, so that you can easily debug problems that may occur upon check-in
42 of 50
Within a Continuous Deployment environment, it is important that everything is version controlled, so that you can find errors quickly, or roll back whenever necessary.
However, it is
recommended to keep binary output within Version Control.
Why is this exception made?
Binary output tends to be in large files that change with every build and are updated automatically.
Multiple team members work on the binary files, so it is not practical to keep this in version control.
The binary output is the input for your compilers, which are already kept in version control.
There is no need to do this, since recompilation is done as a regular part of the normal build process.
43 of 50
You want to take a holistic approach to managing all of your IT infrastructure.
On which two principles can this approach be based
- The desired state of your infrastructure should be specified through change-controlled configuration.
- You should always know the actual state of your infrastructure through monitoring and Event Management.
'- The desired state of your infrastructure should be specified through change-controlled configuration.
- You should always know the actual state of your infrastructure through instrumentation and Incident Management.
'- The desired state of your infrastructure should be specified through version-controlled configuration.
- You should always know the actual state through current Incident and Event Management.
- The desired state of your infrastructure should be specified through version-controlled configuration.
- You should always know the actual state of your infrastructure through instrumentation and monitoring.
44 of 50
有着良好合作实践的团队具有同步的工作单。一名首席信息官使用了‘Go and See’的方式调查运维团队如何工作。在发布后，运维团队总是会重新定义运维基础设施。
Teams with good collaboration practices have synchronized work tickets. A CTO used ‘Go and See’, to investigate how the Operations team functions. After releasing, the Operations team always redefines the Operational infrastructure.
What is the
advice to improve upon this practice?
They should do nothing. There is no improvement possible, because the redefinition step should always be done.
They should examine a way to model the operational infrastructure and access control of the operational environment.
They should review the operational infrastructure, so that that becomes an automated process.
They should start to share their knowledge of the deployment process with the Development team.
45 of 50
When is a good time for Operations to inform Development of an operational change?
Development does not have to be informed. Operational changes are for the Operations team only.
Immediately. Development must be informed as soon as possible.
In the Scrum of the Scrum’s meeting the next morning.
When the Operations team has done the acceptance testing.
46 of 50
You want your DevOps organization to mature. There are many ways to do this.
a way to help your DevOps organization mature?
Clearly define targets as milestones to help your team members judge if their daily activities are valuable
Define processes clearly and support and enable the team members to improve the process daily
Keep recordings of all meetings so that your team members have easy access to all communication
Monitor and record daily activities to help identify small areas of day-to-day progress and celebrate them
47 of 50
You work for an IT service provider. As a part of your business continuity plan, you want to guarantee that you can always meet the minimum agreed service levels.
You want to ensure IT service continuity.
How can DevOps help you with IT Service Continuity Management?
DevOps cultural values, affinity and collaboration, make sure that service is highly valued by the DevOps team members.
DevOps prepares the team’s disaster routines and Obeya practices by deliberately introducing chaos in the system.
Risk reduction measures and recovery options are likely coded in, because Operations is working together with Development.
Service Level Management becomes more important in DevOps, because the Process Master’s task is to monitor this.
48 of 50
ACMECONST has aggressively expanded its global presence by increasing the number of hires and engineering teams distributed throughout the world. It also has been increasing its customer base at a dramatic pace of 30% per year.
Decisions that were once easily made when the engineering team was in one room are now taking much longer, causing frustration across the organization. There are more layers of management approvals to go through and the process is more extensive, which is causing many of the engineers to get disenchanted with the entire decision-making process.
There is also increased confusion around the ownership of the various problems that are presented, causing a hesitation on making decisions. The engineers also feel their creativity has been stifled by the additional processes and bureaucracy, which has started to impact their morale.
What is the
way to address this scenario?
Keep current processes, but establish clear roles, accountability and ownership for each process, establish an effective method for weighing productivity versus risk, make incremental changes and create safe places for experiments
Re-examine processes to identify where things can be streamlined and establish clear roles, accountability and ownership for each process, establish an effective method for weighing productivity versus risk, make incremental changes and create safe places for experiments
Re-examine processes to identify where things can be streamlined and establish clear roles, accountability and ownership for each process, establish an effective method for weighing productivity versus risk, make incremental changes and minimize the amount of experimentation to prevent unnecessary application failures
49 of 50
Within company X-AppGo there is a conflict between the Operations team in Colombia and the Development team in Ireland, caused by the fact that they have different priorities and goals. Due to this conflict, the amount of time and effort it takes to resolve issues that impact the business is increasing.
Which key practices should X-AppGo consider in order to reduce conflict and improve collaboration between the Development and Operations teams?
- Allow Development and Operations teams to work separately from each other, if they prefer, to avoid conflicts.
- Obtain complete executive board buy-in on supporting the Development and Operations teams.
- Get a sponsor from the executive board of the company to talk to the DevOps team about the importance of working together.
- Train the Development and Operations teams in DevOps practices, so they learn to do each other’s work.
- Make sure that the Development and Operations teams visit other companies where DevOps works well.
- Increase funding to better support the increased demands that both the Operations and Development teams are facing.
- Recommend site visits between the Development and Operations teams to build rapport, develop trust and understanding.
- Spread knowledge between Development and Operations teams so they work together more effectively.
50 of 50
A Development team is interested in DevOps. They are mainly interested in Continuous Integration (CI). They currently develop and maintain 3 major solutions and 4 smaller ones. They use Scrum practices. Each Sprint takes 4 weeks, creating an average of 1 committed release to the test environment each 10 or 15 days and 1 release to production per month. They want to create a qualitative business case for their management to support their investment and effort to create a CI practice.
Which tangible benefits of CI help that business case
Deploying to test environment once per day could increase business benefits and greatly decrease development costs.
It helps the team spirit. As they are already using Scrum, CI will
generate measurable benefits for the business.
It increases release stability and quality with better and automated testing, facilitating and increasing the overall release speed.
Releasing to production once per day could increase business benefits and greatly decrease development costs.
Perception license for EXIN Holding