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Google Cloud Digital Leader Certification Guide

Google Cloud Digital Leader Certification Guide

By : Bruno Beraldo Rodrigues
5 (4)
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Google Cloud Digital Leader Certification Guide

Google Cloud Digital Leader Certification Guide

5 (4)
By: Bruno Beraldo Rodrigues

Overview of this book

To thrive in today's world, leaders and technologists must understand how technology shapes businesses. As organizations shift from self-hosted to cloud-native solutions, embracing serverless systems, strategizing data use, and defining monetization becomes imperative. The Google Cloud Digital Leader Certification Guide lays a solid foundation of industry knowledge, focused on the Google Cloud platform and the innovative ways in which customers leverage its technologies. The book starts by helping you grasp the essence of digital transformation within the Google Cloud context. You’ll then cover core components of the platform, such as infrastructure and application modernization, data innovation, and best practices for environment management and security. With a series of practice exam questions included, this book ensures that you build comprehensive knowledge and prepare to certify as a Google Cloud Digital Leader. Going beyond the exam essentials, you’ll also explore how companies are modernizing infrastructure, data ecosystems, and teams in order to capitalize on new market opportunities through platform expertise, best practices, and real-world scenarios. By the end of this book, you'll have learned everything you need to pass the Google Cloud Digital Leader certification exam and have a reference guide for future requirements.
Table of Contents (21 chapters)
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1
Part 1:Introduction to Digital Transformation with Google Cloud
5
Part 2:Innovating with Data and Google Cloud
9
Part 3:Infrastructure and Platform Modernization
13
Part 4:Understanding Google Cloud Security and Operations
17
Part 5:Practice Exam Questions

Overview of DevOps

Traditionally, infrastructure and development teams were treated as independent functions and there was minimal collaboration between the two. Infrastructure teams were responsible for provisioning and managing infrastructure, while the development team was responsible for building and shipping code. The conflict arose from the fact that the two teams had conflicting mandates. The infrastructure team’s responsibility was to maintain the infrastructure operational, while developers wanted to make changes to those systems. Whenever you introduce new code or changes to systems and applications, you are increasing the risk of downtime. This created a culture where infrastructure teams may want to minimize changes and demand a long, rigorous process for changes. Developers, however, needed a way to release software more often while ensuring lower failure rates, faster recovery times, a shorter lead time between fixes, and generally more frequent deployments.

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