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PeopleCert DevOps Leadership

New - Get guidance on how to lead the implementation of DevOps practices and how to achieve a cultural shift for better collaboration and communication.

The purpose of this qualification is to confirm that a candidate has sufficient knowledge, understanding of fundamental DevOps skills and is able to work effectively with, or as a leading member of, a DevOps environment, analyzing and applying these skills and knowledge. The PeopleCert DevOps Fundamentals certification is a pre-requisite for the PeopleCert DevOps Leadership certification.


Learn more about this topic. View the recorded webinar DevOps: the leading choice for high velocity business.

GK# 222001
Vendor Credits:
  • Global Knowledge Delivered Course
  • Training Exclusives
  • GSA Eligible
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Who Should Attend?

This certification is the second (Leadership) level of the PeopleCert DevOps qualification scheme provided by PeopleCert and is aimed at anyone who wishes to become an efficient leading member of a DevOps environment and requires candidates to have and demonstrate a solid knowledge and understanding of DevOps terms, principles, tools and practices, as well as demonstrate their application skills of how to use tools efficiently and effectively.

This certification will provide the Leadership level of knowledge to its holders and will certify that they have a solid understanding of DevOps Leadership practices using various tools and are able to apply these in everyday work involving DevOps practices. This basic level of skills & knowledge is covered in the PeopleCert DevOps Fundamentals level of the qualification scheme provided by Global Knowledge.

What You'll Learn

At the Leadership level course, candidates will be introduced to concepts, terms, principles and tools used by DevOps Leadership to clarify, plan and approach a DevOps Transformation, validate and sustain a DevOps transformation, how the DevOps Full Stack approach can be engaged and implemented within the organization, as well as why DevOps Leadership is needed in modern enterprises, and how it can be aligned to value delivery. In addition, Scrum methodology, people and culture implications as well as the practices, processes, automation and technology used for adapting DevOps within an organization.

Course Outline

1.0 Introduction to DevOps Leadership

1.1 What is Leadership?

1.1.1 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 Support

4.0 Engaging & Implementing the DevOps Full Stack

4.1 Leading a Culture of Self-Organized, Cross-Functional Teams

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