SAFe-RTE Sample Questions Answers

Focusing on deadlines

Fixing problems for the team

Driving toward specific outcomes

Asking the team for the answers

Facilitating team problem solving

Focusing on business value delivery

Epic Owner

Product Management

Product Owner

Release Train Engineer

Scrum Master

Encourage discussion of each team's product Vision as part of the final plan re-view

Verify that each team's uncommitted objectives have lower business value than the committed PI Objectives in order to reflect proper prioritization

Facilitate the ROAMing of each team's risks

Facilitate all teams when they are presenting their final plans to the entire Agile Release Train

How the Kanban work in process limits are set

How to achieve objectives

How teams plan the implementation

Organizational readiness - Strategic alignment; roles, teams, and train setup

Architectural readiness - Defining the Architectural Runway

Operational readiness - Facilitating PI events such as scrum of scrums, Iteration Planning, and System emo

Facilities readiness - Space and logistics for the event

Process readiness - The operational rhythm that enables SAFe governance

Feature delivery dates

PI Objectives

Program risks

Milestones

Dependencies between teams

Team velocity

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

A culture

Strong organizational structure

A set of technical practices

A mindset

A high performing DevOps team

Combined deployment and release

To build shared commitment to the plan

To remove the risks for the Pl

To ensure the business owners accept the plan

To hold the teams accountable if the Agile release train (ART) does not deliver on its commitment

Business Owners

Lean-Agile Leaders

Objective Owners

Solution Managers

Gives open, honest opinions

Removes all conflict

As a technical expert

Understands customer needs

Program backlog refinement

System Demo

Quantitative and qualitative measurement

Change the business priorities

Recognize the team with the highest velocity

Combine teams to increase velocity

Change the scope

Hire new people

To demonstrate the full solution in a production-like context

To exercise the performance of the staging area

To get feedback from the primary stakeholders

To demonstrate a team's build

To conduct the Inspect and Adapt workshop

Break down Features into Stories

Escalate ART impediments

Provide the go/no-go decision for large initiatives

Analyze Epics in the Portfolio Kanban

Facilitate Program Increment (PI) Planning

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

Share and receive feedback from other RTEs in a community of practice

Post it in an internal communications forum and inspire others to try this technique as well

Ask leadership to decide whether or not this technique should be used with the Agile Release Train

Start a discussion with the Architects to see how they would re-design the retro-spectives

To demonstrate the increment to stakeholders

To provide fast feedback learning cycles and frequent integration

To provide a regular cadence for producing increments of value

To provide an architectural basis for future development

Build incrementally with fast, integrated learning cycles

Assume variability; preserve options

Decentralize decision-making

Apply systems thinking

As decision makers

As developers of people

As a content authority for work

As problem solvers

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

A set of tools and processes that govern how code is deployed

A process that provides visibility to impediments between writing code and deliv-ering value

A mindset, culture, and set of technical practices that emphasizes close coopera-tion to provide value to the Customer

A method that ensures Operations works with Development every day to deliver value

Storming

Performing

Forming

Norming

The T-shirt sizes for each of the Features

The actual business value of each Feature

Feature size expressed in story points

Job size based on relative estimation