PEOPLECERT DEVOPS LEADERSHIP

Category

Topic

Skill Set

1.0 Introduction to DevOps Leadership

1.1 What is Leadership?

• What does it mean to lead?

1.2 Key Principles of DevOps

• 1.2.1 Review: What is DevOps?
• 1.2.2 The DevOps Full Stack
• 1.2.3 Key Principles of DevOps
• 1.2.4 15 Essential DevOps Practices
• 1.2.5 Leveraging Technology & Automation

 1.3 Leading the Organization through Transformation

• 1.3.1 Lewin’s Model for Change
• 1.3.2 Continual Improvement
• 1.3.3 A Clear 20/20 Vision for Transformation
• 1.3.4 The 20/20 Change Model

2.0 Clarifying & Aligning the DevOps Transformation to Value Delivery

2.1 Establish the need for urgency for DevOps

• 2.1.1 The IT Value Delivery Problem
• 2.1.2 Drivers of Change
• 2.1.3 Technology Adoption & Change
• 2.1.4 Complexity Creates Fragility & Debt
• 2.1.5 The Need for Standardization
•  2.1.6 Standardization vs. Complexity
• 2.1.7 Gleicher’s Formula for Change

2.2 Clarifying & Aligning Business Objectives

• 2.2.1 Review: What is Business Value?
• 2.2.2 What Happens Without Value Alignment?
•  2.2.3 The Importance of True North
•  2.2.4 Establish True North Values & Principles
• 2.2.5 Defining Mission vs. Vision
• 2.2.6 Building a True North Alignment System
•  2.2.7 Example of Business Objectives
• 2.2.8 The Planned Enterprise Backlog
•  2.2.9 Unplanned Work & the Team Backlog
•  2.2.10 Sources of demand
•  2.2.11 Building Visibility into All Work Types
• 2.2.12 Case Study of True North

3.0 Planning & Approaching the DevOps Transformation

3.1 Creating a Vision & Strategy for Transformation

• 3.1.1 The importance of vision
• 3.1.2 The evolution of a DevOps transformation
•  3.1.3 Bi-Modal or Variable Speed IT
• 3.1.4 Patterns for scaling DevOps Teams
•  3.1.5 Communities of Practice to Bridge Silos
•  3.1.6 Clarifying your current state
•  3.1.7 Systems Thinking
• 3.1.8 Iceberg Model
•  3.1.9 Example of Current state
•  3.1.10 Current State Assessment
• 3.1.11 Example of Future state for the DevOps transformation
• 3.1.12 Mental models and structures for DevOps

3.2 Identifying & Influencing the Vital Stakeholders

• 3.2.1 Map the critical stakeholders in the DevOps transformation
•  3.2.2 The stakeholder management process
•  3.2.3 Key considerations when identifying different groups of stakeholders during DevOps transformation
• 3.2.4 Ways to overcome resistance and influence critical stakeholders to participate fully in developing the vision and strategy for DevOps in your organization.
•  3.2.5 Estimating Stakeholder Suppor

4.0 Engaging & Implementing the DevOps Full Stack

4.1 Leading a Culture of Self-Organized,

• 4.1.1 Breaking Down the Wall of ConfusioN
• 4.1.2 Pathological culture, Bureaucratic culture, and generative culture
•  4.1.3 Task Specialization vs. Cross Functional
• 4.1.4 The importance of cross-functional teams
•  4.1.5 Enabling Self-organization
• 4.1.6 Agile Scrum Teams
•  4.1.7 Agile vs. DevOps Teams
• 4.1.8 Leadership and Team Authority
• 4.1.9 The importance of balancing generalists and pure specialists within DevOps teams
•  4.1.10 Phases of evolution in DevOps teaming
• 4.1.11 The structure of a functional silo with platform and product teams
•  4.1.12 Teaming Changes
•  4.1.13 Cultural and Structural Changes
• 4.1.14 Trust-Ownership Model
•  4.1.15 Knowledge and Skills Planning
•  4.1.16 Knowledge and Skills
• 4.1.17 Workforce & Talent Management
•  4.1.18 Skills & Knowledge Matrix Development
•  4.1.19 Published IT competence frameworks: ECF and SFIA

4.2 Gathering, Broadcasting & Implementing Feedback

• 4.2.1 Inputs for Identifying the Future State
•  4.2.2 Value as the VOC & CTQ
• 4.2.3 Measuring Critical to Quality
• 4.2.4 Variation Indicates Control
• 4.2.5 Customer Engagement Roles – Delivery
•  4.2.6 Product/Service Owner Considerations
• 4.2.7 Role of the Relationship Manager
• 4.2.8 Engagement Roles & Build

4.3 Enabling Flow Across the Value Stream

• 4.3.1 Complexity Impacts Flow & Time
•  4.3.2 The Three Types of Lean Work
•  4.3.3 A Strategic Perspective on Standardization
•  4.3.4 Complexity & Impact of Unplanned Work
•  4.3.5 Value Stream Improvement Phases
• 4.3.6 Value Stream Mapping
•  4.3.7 Waste in a Process
•  4.3.8 Metrics - What Should It Measure?
•  4.3.9 Leader's Use of Visual Management
•  4.3.10 Examples of Visual Management
•  4.3.11 Kanban with Scrum (“Scrumban”)
•  4.3.12 Making Unplanned Work Visible
• 4.3.13 The importance of creating common communication channels
• 4.3.14 Communication & Transparency Solutions 4.3.15 Communication Considerations

4.4 Breaking Work into Iterations to Accelerate Learning & Experimentation

• 4.4.1 Agile vs. Waterfall Project Management
• 4.4.2 Iterative Product Management
• 4.4.3 The Pillars of Agile & Scrum
• 4.4.4 Scrum - A Leadership Perspective
• 4.4.5 Enabling the Shift Left with Agile XP
•  4.4.6 Agile XP Practices
•  4.4.7 Visualizing Velocity Improvement

4.5 Leadership for Continuous Delivery

• 4.5.1 Requirements for Automation
•  4.5.2 Continuous Delivery
• 4.5.3 Applying Continuous Delivery at Scale
• 4.5.4 Continuous Testing
• 4.5.5 Component Testing
• 4.5.6 Subsystem or Application Testing
• 4.5.7 End-to-End enterprise system testing
• 4.5.8 Isolated feature branch
•  4.5.9 Continuous Integration
• 4.5.10 The importance of Continuous Improvements 4.5.11 Trunk Management & Gated Commits
• 4.5.12 Release & Deployment Cadences
• 4.5.13 Trunk Management & Release Strategies
• 4.5.14 Blue-Green Deployment
• 4.5.15 The importance of understanding the capabilities and role of each tool in the DevOps toolchain
•  4.5.16 Features of DevOps Toolchain
•  4.5.17 Orchestration & Integration
• 4.5.18 Advantages and disadvantages of Open Source software
•  4.5.19 The Larger Tool Ecosystem
• 4.5.20 Automation & Tooling Strategies

5.0 Validating Results & Sustaining the DevOps Transformation

5.1 Leading a Culture of Continual Improvement

• 5.1.1 The Continual Improvement Mindset
• 5.1.2 Creating a Culture of Experimentation
•  5.1.3 Leaders & Employee Engagement
• 5.1.4 Lean Leadership & Gemba
• 5.1.5 Leading at Every Level
• 5.1.6 The Nature of Change
• 5.1.7 Proactive Problem Solving & Continual Improvement
• 5.1.8 The DMAIC Model 5.1.9 Kaizen Events

. 5.2 Leading for Innovation

• 5.2.1 What is Innovation?
• 5.2.2 The Paradox of Collaboration
• 5.2.3 The Paradox of Innovation
• 5.2.4 Leading Innovation
•  5.2.5 Innovation Continuum
• 5.2.6 Leadership Paradoxes of Collaboration

5.3 Improving Organizational Resilience & Sustainability

• 5.3.1 Antifragility
•  5.3.2 From Response to Learning
• 5.3.3 DevOps Practices & Disaster Recovery
• 5.3.4 DevOps Practices & Resilience
•  5.3.5 DevOps Practices & Antifragility
•  5.3.6 Embracing Failure as a Learning Tool

Category

Description

Exam (%)

1.0

Introduction to DevOps Leadership

5.0%

2.0

Clarifying & Aligning the DevOps Transformation to Value

Delivery

15.0%

3.0

Planning & Approaching the DevOps Transformation

15.0%

4.0

Engaging & Implementing the DevOps Full Stack

50.0%

5.0

Validating Results & Sustaining the DevOps Transformation

15.0%

Total

100.0%