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Get guidance on how to lead the implementation of DevOps practices and how to achieve a cultural shift for better collaboration and communication. GK# 222001

  • Course Start Date: 2021-10-21
  • Time: 08:30:00 - 16:30:00
  • Duration: 2 days 08:30 AM - 04:30 PM
  • Location: Virtual
  • Delivery Method(s): Virtual Instructor Led
October 21st
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Course Outline


PeopleCert DevOps Fundamentals


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.


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.


  • 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


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.

Cancellation Policy

We require 16 calendar days notice to reschedule or cancel any registration. Failure to provide the required notification will result in 100% charge of the course. If a student does not attend a scheduled course without prior notification it will result in full forfeiture of the funds and no reschedule will be allowed. Within the required notification period, only student substitutions will be permitted. Reschedules are permitted at anytime with 16 or more calendar days notice. Enrollments must be rescheduled within six months of the cancel date or funds on account will be forfeited.

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About Global Knowledge


Global Knowledge is the world's leading learning services and professional development solutions provider. We deliver learning solutions to support customers as they adapt to key business transformations and technological advancements that drive the way that organizations around the world differentiate themselves and thrive. Our learning programs, whether designed for a global organization or an individual professional, help businesses close skills gaps and foster an environment of continuous talent development.

Training Provider Rating

This vendor has an overall average rating of 4.38 out of 5 based on 431 reviews.

I would never take another course that starts at 11AM and goes to 9PM again. The way the course was laid out really took away from ... Read more

I would never take another course that starts at 11AM and goes to 9PM again. The way the course was laid out really took away from the capturing of what was presented as it was 5-6 hours of watching a screen before getting to the actual labs. There has to be a better way to lay out this particular course. In my previous course, the lectures were broken up by labs which worked out fantastic and kept you engaged in the course. There were days when in order to actually complete the labs, would go over the 9PM day end time frame. Was able to get the primary labs done, but if you want to get all the content completed, you cannot complete it in the window of this course, you will need to come back on your own time.

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Instructor was great
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Wasn’t as advanced as I thought it would be. There was an issue when the day my course was the first time they used a new platfo ... Read more

Wasn’t as advanced as I thought it would be. There was an issue when the day my course was the first time they used a new platform.. from adobe to something called zoom; I had to call support line cause it stated our instructor wasn’t present. Thankfully I called cause everyone online was in the adobe virtual classroom waiting for what looked like a teacher who didn’t show up for class (IT didn’t get anything resolved until 10mins after start time). I felt like he was really getting hung up on very basic knowledge for the first half of the course (talking about how to create tabs and drag formulas as an example). I completed files a few times before he was done explaining. There was a scheduled fire drill for them (roughly 30mins)that also cut into our time, which wasn’t deducted from the hour lunch break or the two, fifteen min breaks. I also really wish he touched base more on the automating workbook functions portion which we barely did. I'm happy there were/are those study guides (learning videos) and exams to take on my own time that I hope after I've had the class are still available for me to learn from.

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