最新のSAFe-DevOps実際の無料試験問題更新された100問あります
無料で使えるSAFe-DevOps試験ブレーン問題集認定ガイドの問題と解答
質問 # 18
Why is hypothesis evaluation important when analyzing data from monitoring systems in the Release on Demand aspect?
- A. It helps operations teams know where to apply emergency fixes
- B. It helps link objective production data to the hypothesis being tested
- C. It helps define the minimum viable product (MVP)
- D. It helps quickly create balanced scorecards for stakeholder review
正解：B
解説：
Explanation
According to the SAFe DevOps Practitioner 6.0 study guide1, hypothesis evaluation is important when analyzing data from monitoring systems in the Release on Demand aspect because it helps link objective production data to the hypothesis being tested. Hypothesis evaluation is the process of measuring and comparing the actual outcomes of a hypothesis with the expected outcomes based on customer feedback and business value. Hypothesis evaluation helps DevOps teams to validate or invalidate their hypotheses, learn from their mistakes, and improve their solutions. By linking objective production data to the hypothesis being tested, DevOps teams can see how well their solutions are delivering value to customers and achieving their goals.
質問 # 19
Which statement is true about DevOps?
- A. It enables high-risk releases and fast recovery with fast fix-forward
- B. It enables a tolerance for low-risk, low-failure, and rapid recovery
- C. It enables low-risk releases and fast recovery with no room for errors
- D. It enables low-risk releases and fast recovery with fast fix-forward
正解：D
質問 # 20
How is Lean UX used in Continuous Exploration?
- A. To automate the user interface scripts
- B. To create a platform to continuously explore
- C. To validate the return on investment
- D. To identify minimum marketable features
正解：D
解説：
Explanation
According to the SAFe DevOps Practitioner 6.0 study guide1, Lean UX is used in Continuous Exploration to create a platform to continuously explore. Continuous Exploration is the process of creating alignment on what needs to be built, synthesizing Solution ideas into ART Backlog Features, and utilizing WSJF to prioritize a DevOps backlog. Lean UX is a team-based approach to building better products by focusing less on the theoretically ideal design and more on iterative learning, overall user experience, and customer outcomes.
Lean UX design extends the traditional UX role beyond merely executing design elements and anticipating how users might interact with a system. Instead, it encourages a far more comprehensive view of why a Feature exists, the functionality required to implement it, and the benefits it delivers. By getting immediate feedback to understand if the system will meet the fundamental business objectives, Lean UX provides a closed-loop method for defining and measuring value. Therefore, Lean UX is used in Continuous Exploration to create a platform that enables teams to experiment with different hypotheses, validate their assumptions, and learn from their failures.
質問 # 21
What is a core DevOps principle?
- A. Servant leadership
- B. Iteration review
- C. Culture
- D. Lean Budgets
正解：C
解説：
Explanation
Culture is a core DevOps principle. DevOps is not only a set of technical practices, but also a mindset and a culture that supports the integration, automation, and collaboration needed to effectively develop and operate a solution. DevOps culture is based on the following values and behaviors:
Shared responsibility - DevOps culture fosters a sense of shared ownership and accountability for the entire solution lifecycle, from ideation to operation. Development and operations teams work together, not only to help each other, but also to ensure that the overall organization succeeds. DevOps culture eliminates the blame game and the silo mentality, and encourages mutual trust and respect among all stakeholders.
Continuous learning - DevOps culture promotes a culture of continuous learning and improvement, where teams are constantly seeking feedback, experimenting with new ideas, and learning from failures.
DevOps culture embraces a growth mindset, where teams are not afraid to try new things, challenge the status quo, and learn from their mistakes. DevOps culture also supports a learning organization, where teams share their knowledge and best practices, and leverage the collective intelligence of the whole enterprise.
Customer focus - DevOps culture emphasizes the importance of delivering value to the customer, and aligning the solution to the customer needs and expectations. DevOps culture applies customer-centric and design thinking approaches, such as personas, empathy maps, and customer journeys, to understand and empathize with the customer problems and desires. DevOps culture also validates the assumptions and hypotheses about the customer value proposition, by collecting and analyzing data and feedback from the customer.
Automation - DevOps culture leverages automation to improve the efficiency, quality, and reliability of the solution delivery process. DevOps culture applies automation to various aspects of the Continuous Delivery Pipeline, such as testing, integration, deployment, monitoring, and security. DevOps culture also uses automation to reduce manual work, eliminate human errors, and accelerate feedback loops5
質問 # 22
What is true about the Critical Flow Properties portion of the DevOps Transformation Canvas?
- A. It captures the flow properties that are most in need of improvement
- B. It captures the people who need to improve the flow properties
- C. It captures the work-in-process (WIP) limits that should be applied to the Value Stream
- D. It captures the lowest priority improvement items
正解：A
解説：
Explanation
According to the SAFe DevOps Practitioner 6.0 study guide1, the Critical Flow Properties portion of the DevOps Transformation Canvas captures the flow properties that are most in need of improvement. Flow properties are the characteristics of a value stream that affect how well it delivers value to customers. The Critical Flow Properties portion identifies the flow properties that have the most impact on customer satisfaction and business outcomes, and prioritizes improvement actions accordingly. The Critical Flow Properties portion is based on data from monitoring systems, customer feedback, and business value analysis.
Therefore, it captures the flow properties that are most in need of improvement for each value stream.
質問 # 23
Which statement illustrates the biggest bottleneck?
- A. WT = 1 day, AT = 0.5 day, %C&A = 90%
- B. WT = 6 days, AT = 5 days, %C&A = 100%
- C. WT = 5 days, AT = 2.5 days, %C&A = 100%
- D. WT = 10 days, AT = 0.5 day, %C&A = 100%
正解：D
解説：
Explanation
According to the SAFe DevOps Practitioner 6.0 study guide and handbook, the statement that illustrates the biggest bottleneck is B. WT = 10 days, AT = 0.5 day, %C&A = 100%. This means that the value stream has the longest lead time (WT), the shortest actual time (AT), and the highest relative economic value (C&A).
These are the three metrics that are used to measure and optimize the value stream performance. The handbook states that "The three metrics used to measure and optimize value stream performance are WT, AT, and %C&A."1 Therefore, a bigger bottleneck indicates a lower value stream efficiency and a higher waste or inefficiency.
質問 # 24
Weighted shortest job first is applied to backlogs to identify what?
Choose the correct option from below list
- A. Proxy for job size
- B. Epics, Features, and Capabilities
- C. Maximum economic value
- D. User business value
正解：C
解説：
Explanation
Weighted Shortest Job First (WSJF) is a prioritization model used to sequence work for maximum economic benefit. In SAFe, WSJF is estimated as the relative cost of delay divided by the relative job duration. In a flow-based system, priorities must be continuously updated to provide the best economic outcomes. In other words, job sequencing produces the best results rather than prioritization based on a theoretical return on investment for each job. To that end, SAFe applies WSJF to prioritize backlogs. Backlogs are continuously prioritized based on a WSJF algorithm that uses relative user and business value, time criticality, risk reduction and/or opportunity enablement, and job size. WSJF also conveniently and automatically ignores sunk costs, a fundamental principle of Lean economics
質問 # 25
What is the purpose of the blue/green deployment pattern?
- A. To ensure no changes happen in production without going through the Continuous Delivery Pipeline
- B. To decouple deployment from release - xx
- C. To deploy between an inactive and active environment
- D. To deploy to only some data centers to reduce the deployment risk
正解：C
解説：
Explanation
The purpose of the blue/green deployment pattern is to deploy between an inactive and active environment.
The blue/green deployment pattern is a change management strategy for software releases that reduces the downtime and risk of deploying new versions of software. The blue/green deployment pattern involves having two identical but separate environments: one is the active environment (blue) that serves the user traffic, and the other is the inactive environment (green) that hosts the new version of the software. The deployment process consists of switching the user traffic from the blue environment to the green environment, after verifying that the new version is working properly. The blue environment can then be kept as a backup or updated to become the next green environment. The blue/green deployment pattern has several benefits, such as:
It allows for fast and reliable rollback, in case of any issues or errors in the new version, by simply switching back to the blue environment.
It eliminates the need for complex and error-prone migration scripts, as the green environment can be prepared and tested in advance, without affecting the blue environment.
It enables testing and experimentation of the new version with a subset of users, by directing some user traffic to the green environment, before switching completely.
It facilitates continuous delivery and deployment, by automating the switching process and reducing the transaction cost and risk of moving changes to production
質問 # 26
Continuous Deployment enables which key business objective?
- A. Time-to-market
- B. Release continuously
- C. Business value
- D. Manage technical debt
正解：A
解説：
Explanation
According to the SAFe DevOps Practitioner 6.0 study guide1, continuous deployment enables release continuously. Continuous deployment is an aspect of the Continuous Delivery Pipeline that automates the migration of new functionality from a staging environment to production, where it is made available for release. Continuous deployment allows teams to deploy small, incremental changes to production continually, enabling them to respond to market opportunities with the highest possible value in the shortest sustainable lead time. Continuous deployment also helps teams to reduce the risk of deploying faulty or incomplete code, as well as to optimize the performance and resource consumption of the system. Therefore, continuous deployment enables release continuously, which is a key business objective for delivering value to customers faster and more reliably.
質問 # 27
Which steps in the value stream should be the main focus when prioritizing improvement items?
- A. Steps with a high Flow Efficiency
- B. Steps with low Percent Complete and Accurate (%C&A) and short Active Time in the current-state map
- C. Steps with short Active Time and high %C&A in the future-state map
- D. Steps with a long Active Time
正解：C
質問 # 28
Where do features go after Continuous Exploration?
- A. Into Continuous Integration, where they are then split into Stories
- B. Into the Portfolio Backlog, where they are then prioritized
- C. Into Continuous Development, where they are implemented in small batches
- D. Into Continuous Integration, where they are deployed with feature toggles
正解：A
解説：
Explanation
In the Scaled Agile Framework (SAFe), after features are defined and designed during Continuous Exploration, they move into Continuous Integration. Here, they are further broken down into smaller, implementable parts known as user stories. These stories are then developed, tested, and integrated into the existing codebase. This process ensures that new features are developed in a systematic and efficient manner, with regular integration and testing to maintain quality and readiness for release.
質問 # 29
What is a possible outcome of the Release activity?
- A. A Solution infrastructure is provisioned
- B. A Solution is deployed to production
- C. A Solution is migrated to the cloud
- D. A Solution is made available to internal users
正解：B
解説：
Explanation
According to the SAFe DevOps Practitioner 6.0 study guide1, the Release activity is the final step in the Continuous Delivery Pipeline that deploys the Solution to production. Production is where the Solution is available for end users to operate and consume. The Release activity involves verifying that the Solution meets the quality and security requirements, monitoring its performance and health, and responding to any issues or incidents that may arise. The Release activity also enables continuous improvement by measuring the business value of the Solution and collecting feedback from customers and stakeholders.
質問 # 30
Gemba walks are an important competency in support of which activity of the DevOps Health Radar?
- A. Collaborate and Research
- B. Learn
- C. Continuous Exploration
- D. Hypothesize
正解：A
解説：
Explanation
gemba walks are an important competency in support of the Collaborate and Research activity of the DevOps Health Radar. Collaborate and Research is the process of creating alignment on what needs to be built, synthesizing Solution ideas into ART Backlog Features, and utilizing WSJF to prioritize a DevOps backlog.
Gemba walks are a technique where the product team observes how stakeholders execute the specific activities in their operational value streams to identify opportunities for relentless improvement. Gemba walks help the product team understand the customer needs, market problems, and solution requirements from the perspective of those who deliver value to customers. Therefore, gemba walks are essential for collaborating and researching with stakeholders and validating or invalidating hypotheses.
質問 # 31
After the team maps the steps of the current state Value Stream during value stream mapping, what are the next two steps? (Choose two.) Choose the correct option from below list
- A. Identify who is involved in each step
- B. Perform a SWOT analysis
- C. Calculate the Activity Ratio
- D. Measure the performance at each step
- E. Create a future state value stream map
正解：D
解説：
Explanation
After the team maps the steps of the current state value stream during value stream mapping, the next two steps are to measure the performance at each step and calculate the activity ratio. Measuring the performance at each step involves collecting data on cycle time, lead time, process time, wait time, defect rate, and other relevant metrics. This helps to identify the sources of waste, delays, and inefficiencies in the value stream.
Calculating the activity ratio involves dividing the total process time by the total lead time and multiplying by
100. This gives the percentage of time that is spent on value-adding activities versus non-value-adding activities. The activity ratio helps to quantify the flow and identify opportunities for improvement
質問 # 32
Innovation accounting stresses the importance of avoiding what?
- A. ROI calculations
- B. Vanity metrics
- C. Quantitative metrics
- D. Objective metrics
正解：B
解説：
Explanation
Innovation accounting stresses the importance of avoiding vanity metrics. Vanity metrics are metrics that look good on paper but do not reflect the true value or impact of an innovation. Examples of vanity metrics include the number of downloads, page views, followers, or likes, which may not indicate whether the users are actually engaged, satisfied, or loyal to the product or service. Vanity metrics can be misleading, deceptive, or irrelevant, and can cause the enterprise to waste time and resources on pursuing the wrong goals or strategies.
Innovation accounting, on the other hand, is a term coined by Eric Ries in his book The Lean Startup, which describes a process of measuring and learning from the outcomes of innovation experiments. Innovation accounting involves defining the hypothesis, building the minimum viable product (MVP), and evaluating the results using actionable metrics. Actionable metrics are metrics that demonstrate the cause and effect relationship between the actions taken and the outcomes achieved. Examples of actionable metrics include the conversion rate, retention rate, revenue per customer, or customer satisfaction score, which can indicate whether the product or service is delivering value to the customer and the enterprise. Actionable metrics can help the enterprise to validate or invalidate the hypothesis, and to decide whether to pivot or persevere with the innovation78
質問 # 33
What falls outside the scope of the Stabilize activity?
- A. Blue/green deployment
- B. Failover and recovery processes are in place
- C. Features are monitored after release
- D. Continuous security monitoring is done
正解：A
解説：
Explanation
Blue/green deployment falls outside the scope of the Stabilize activity. The Stabilize activity is part of the Release on Demand aspect of the Continuous Delivery Pipeline, which is responsible for releasing new functionality to end users, either immediately or incrementally, based on business and customer needs. The Stabilize activity ensures that the solution is working well from a functional and nonfunctional perspective, and that it can be operated and supported effectively. The Stabilize activity involves the following practices:
Continuous security monitoring - Applying automated tools and processes to detect and respond to security threats and vulnerabilities in the production environment, and ensuring compliance with security policies and standards.
Failover and recovery processes - Establishing and testing backup and restore mechanisms, disaster recovery plans, and business continuity procedures, to ensure the availability and resilience of the solution in case of failures or disruptions.
Features monitoring - Collecting and analyzing data on the usage, performance, and outcomes of the released features, to measure their value and impact, and to identify any issues or defects that need to be fixed or improved.
Support and maintenance - Providing ongoing support and maintenance for the solution, such as resolving incidents, handling requests, applying patches, and performing upgrades, to ensure the reliability and quality of the solution.
Blue/green deployment, on the other hand, is a technical practice that belongs to the Continuous Deployment aspect of the Continuous Delivery Pipeline, which is responsible for deploying new functionality into the production environment, where it can be tested and validated. Blue/green deployment is a change management strategy that reduces the downtime and risk of deploying new versions of software. It involves having two identical but separate environments: one is the active environment that serves the user traffic (blue), and the other is the inactive environment that hosts the new version of the software (green). The deployment process consists of switching a small portion of the user traffic from the blue environment to the green environment, after verifying that the new version is working properly. The portion of users who receive the new version are called canaries, as they serve as early indicators of the quality and performance of the new version. If the canary release is successful, the entire user traffic is gradually switched to the green environment, which becomes the new active environment. If the canary release fails, the user traffic is switched back to the blue environment, which remains the active environment. Blue/green deployment has several benefits, such as:
It allows for fast and reliable rollback, in case of any issues or errors in the new version, by simply switching back to the active environment.
It eliminates the need for complex and error-prone migration scripts, as the inactive environment can be prepared and tested in advance, without affecting the active environment.
It enables testing and experimentation of the new version with a subset of users, by directing some user traffic to the inactive environment, before switching completely.
It facilitates continuous delivery and deployment, by automating the switching process and reducing the transaction cost and risk of moving changes to production
質問 # 34
What is an element of CALMR?
- A. Recovery
- B. Compliance
- C. Metrics
- D. Application security
正解：A
解説：
Explanation
According to the SAFe DevOps Practitioner 6.0 study guide and handbook, recovery is an element of CALMR. This means that recovery is the ability to restore the Solution to a desired state after a failure or incident. The handbook states that "Recovery is the ability to restore the Solution to a desired state after a failure or incident."1 Therefore, recovery is one of the key aspects of DevOps excellence that enables continuous delivery.
質問 # 35
Value flows through which aspect in the Continuous Delivery Pipeline?
- A. Research
- B. Continuous Integration
- C. Monitor
- D. Develop
正解：B
解説：
Explanation
According to the SAFe DevOps Practitioner 6.0 study guide and handbook, value flows through Continuous Integration in the Continuous Delivery Pipeline. This aspect involves merging code changes from multiple developers into a shared repository and running automated tests to ensure quality and functionality. The handbook states that "Continuous Integration is the process of merging code changes from multiple developers into a shared repository and running automated tests to ensure quality and functionality."1 Therefore, Continuous Integration enables teams to deliver value faster and more reliably by reducing integration errors and conflicts.
質問 # 36
What is true about the Boundaries and Limitations portion of the DevOps Transformation Canvas?
Choose the correct options from below list
- A. It captures improvement items that require the support of other people or teams
- B. It captures the people who need to be involved in the DevOps transformation
- C. It captures budget constraints that will prevent DevOps improvements
- D. It captures the lowest priority improvement items
正解：A
解説：
Explanation
The Boundaries and Limitations portion of the DevOps Transformation Canvas is used to capture improvement items that require the support of other people or teams. These are items that are outside the scope or control of the current team or value stream, but are necessary for achieving the DevOps vision and goals. They help to identify dependencies, risks, and stakeholders that need to be engaged or aligned
質問 # 37
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