SAFe-RTE SAFe Release Train Engineer (RTE) Questions and Answers

Educate teams that business value provides the Enterprise with a Metric of how fast the team executed work during the PI

Coach the Business Owner's review of objectives to see that scoring is against the specific details negotiated with the team during PI Planning

Illustrate the linkage between business values and the market communica-tions/release objectives tied to the three to six month Enterprise strategy

Work with the team to ensure they are actively involved when the Business Own-ers score the business value achieved

Publish the team business values and coach teams that these values are for track-ing each Agile Release Train deliverable

Driving an empirical assessment of the problem using metrics

Asking powerful questions to invite creativity and new possibilities

Being the final "decision making authority" once all views have been heard

Bringing fresh emphasis to lean-agile's respect for people and culture

Releasing, Continuous Integration, and planning

Innovation, planning, and an estimating guard band

Iteration Planning, User Story refinement and estimating

Estimating techniques, training, and innovation

Descriptions of actual target customers or users

Key end-users the Product Owner leverages for managing the backlog

Fictional representations of target customers or users

Enabler Epics

Enabler Features

Enabler Capabilities

Enabler Stories

Enterprise Solution Delivery

Business Agility

Measure and Grow

Lean Portfolio Management

Continuous Learning Culture

Agile Product Delivery

Organizational Agility

Lean-Agile Leadership

Storming

Performing

Forming

Norming

Prioritize the Features

Distribute the PI Planning agenda to the Agile Teams

Purchase sugary snacks

Ensure the facilities are set up appropriately

Wear the RTE visor

They stay in the Portfolio Backlog until implementation capacity is available

They are split into Features and acceptance criteria is established

They operate as constraints on the design of the system

It is run after PO-sync and Scrum of Scrum events

It is a combination of PO-sync and Scrum of Scrums events

It occurs during the Innovation and Planning iteration

Attendance by the entire ART is important

Overall train velocity goes up and the time-to-market goes down

It substantially decreases the predictability of the Solution Intent

It reduces the overall predictability established through cadence and synchroniza-tion

It decreases job satisfaction by removing autonomy and purpose

Lean-Agile Leadership

Enterprise Solution Delivery

Team and Technical Agility

Agile Product Delivery

The RTE modifies the PI Iteration schedule, if needed, based on the scope of high priority Features

Business Owners assign business value without team discussion so they can nor-malize business value across all teams on the Agile Release Train

All Feature delivery and dependencies are visualized on the program board

The Release Train Engineer (RTE) combines all Team PI Objectives into Program PI Objectives

Provide them a planning schedule outlining a five-year plan for development

Have them estimate User Stories for the teams

Send them the Program Increment (PI) Objectives after each PI Planning event

Have them attend the Program Increment (PI) Planning event

Gives open, honest opinions

Removes all conflict

As a technical expert

Understands customer needs

Absence of trust

Weak Lean-Agile leadership

Fear of conflict

Lack of commitment

Ask Product Management and the System Architect what the new Program Back-log looks like just before the next Innovation and Planning (IP) Iteration, so social-ization can begin

Compile all the teams' objectives from PI Planning and send out a summary report

Coach Product Management and the System Architect to include Program Backlog refinement into their cadence-based approach

Ask the Lean Portfolio Management function to hold regular Epic review meetings so new Epics will flow to the Agile Release Train

Update team Program Increment (PI) Objectives when shipping a time critical re-lease

Empower knowledge workers to manage their dependencies with other teams

Evaluate the strategy for the Value Stream

Change the cadence of the Agile Release Train

Embrace relentless improvement through Iteration retrospectives

Understand and operate within Lean Budgets

Develop better and more specialized skill sets

Manage the team's own backlog

To manage queue length

To manage runway cadence

To manage Program Increment (Pl) Objectives

If the entire team is present during the daily stand-up

During team breakout sessions at Pl Planning

When using ad hoc teams for Inspect and Adapt

When the Agile Release Train does not require any team coordination

To coach a team through powerful questions

To brainstorm ideas

To define acceptance criteria for a Story

To identify a root cause(s) of a problem

To identify acceptance criteria

To adjust and identify ways to improve

To evaluate Metrics

To iterate on Stories