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PeopleCert DevOps Leadership

DevOps (a clipped compound of "Development" and "Operations") is a software development methodology that combines software development (Dev) with information technology operations (Ops). The goal of DevOps is to shorten the systems development life cycle while delivering software releases frequently in close alignment with business objectives in a faster, better, and cheaper fashion. The DevOps approach to work covers three critical success factors: cultural shift, improvement of practices and processes, and leverage of automation technologies.

Due to the proven success of the DevOps approach to work, DevOps oriented roles have become a sought-after resource across industries by a constantly growing number of organizations, who need DevOps-savvy people to make the cultural shift, work comfortably in a DevOps environment, and manage an array of technology and tools —referred to collectively as "toolchain" – for process, including but not limited to, Coding, Building, Testing, Packaging, Releasing, Configuring and Monitoring.

It’s in this continuously evolving context, that PeopleCert designed a suite of DevOps qualifications that reflects the market need to close the skills-gap that many organizations are facing and support the realization of their business objectives and to improve communication, standardization, collaboration and automation for the delivery of quality software products better, faster and with a lower cost.

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Program Outline

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%