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

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

Agile Product Delivery core competency assessment

Facilitate a CDP sync every iteration

Conduct empathy interviews with system architects/engineers

Architectural runway program backlog enablers

Capacity and load estimates

(Correct)

Program delivery schedule

Draft PI Objectives

Risks and impediments

Iteration Goals

Refined team backlogs

Drive teams to specific outcomes

Provide answers about Features

Coach leaders to increase alignment

Encourage teams to self-organize

Manage dependencies for teams

By providing solution ideas

By changing team composition

By listening to the team

By escalating to senior management

Feature estimates are rolled up into Epic estimates

Refinement is necessary when estimating the effort needed to implement an Epic

WSJF is used to assign Epics to Value Streams

Which themes are on the Roadmap

How many Features have already been released to the Customer

Which problem will the Solution solve

Build incrementally with fast, integrated learning cycles

Assume variability; preserve options

Decentralize decision-making

Apply systems thinking

To measure the team's capacity to load ratio

To increase predictability

To collect team performance metrics

To improve quality

To gauge team predictability

Transparency

Program Execution

Alignment

Enabler Epics

Enabler Features

Enabler Capabilities

Enabler Stories

Provide approval and sign-off for draft Team Backlogs

Allocate time in the scrum of scrums meeting for Product Management to social-ize with the teams the Features for the upcoming PI

Facilitate Product Management and other stakeholders in prioritization of the Pro-gram Backlog

Ensure that at least 30% of the Program Backlog is allocated to Enabler Features

At the end of every Iteration

At the end of the Program Increment (PI)

After the System Demo

During the Program Increment (PI)

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

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

Reviews results at the end of every iteration

Avoids discussion of disagreements

Has teams engage in retrospectives

Uses scrum to create a safe environment for conflict

Program-level PI Objectives

Stories

Features

Team-level PI Objectives

Problem solving

Program predictability

Feature delivery

Dependency review

Lean Portfolio Management

Enterprise Solution Delivery

Agile Product Delivery

Team and Technical Agility

It enables more effective time tracking

It ensures all value streams in the portfolio are appropriately funded

It ensures different types of backlog items are not compared against one another

Provide the RTE with weekly status reports

Develop detailed project plans

Manage up and across the Enterprise

Encourage personal development

Team and Technical Agility

Enterprise Solution Delivery

Lean Portfolio Management

Agile Product Delivery

Conduct a System Demo

Generate a velocity trend report

Conduct a retrospective

Arrange for a separate meeting with Business Owners

Analyze value streams and transform them using lean-agile principles

Build and deliver customer value with minimal dependencies on other teams

Promote better flow of communications between leadership, trains and teams

Use process-mapping to identify and eliminate process bottlenecks