SAFe-RTE Exam Dumps - SAFe-RTE - SAFe Release Train Engineer (RTE)

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

Problem solving

Program predictability

Feature delivery

Dependency review

Coach the Scrum Masters on good retrospective techniques and ensure teams are defining and taking a systems view approach to improvements

Share the quantitative measurement results with Product Management and lead-ership and ask for their input

Diagnose the differences between the measurements and the results and suggest improvement items to each team

Work with the team that is struggling the most to discover patterns that can be ap-plied to the other teams

Quantification of transaction and holding costs

Epics supported by Lean Business Cases

Prioritized Program Backlog

Applying cadence and synchronization

To know the cycle time between important team and train events

To ensure that key ceremonies don't conflict with non-SAFe ceremonies

To create a BVIR of the important team and ART milestones

To visualize the Agile Release Train's cadence and synchronization

Risks on the teams' planning boards are resolved by the Release Train Engineer

Teams use color-coding for their backlog items as a reminder that they are re-quired to have all backlog item types on their planning boards

Draft objectives and uncommitted objectives are written

All teams' planning boards are visible and use the same color-coding

Draft objectives are written but do not include exploration Enablers

Establishing an architectural vision for the Agile Release Release Train

Defining Program Backlog content

Prioritizing the Portfolio Backlog

Ensure engineering managers are directing the development process

Coach the teams to create exploration Enablers

Ask for a presentation of a detailed design before the PI Planning meeting

Make sure all the technical specifications are written before PI execution

Provide subject matter expertise

Lay out the team's plan for the iteration

Encourage the team to learn from their mistakes

Set long-term goals for the team

Focus on deadlines and technical options

Share the outcomes of preparation meetings with local Scrum Masters so they can arrange local rooms

Have a single RTE and technical support person that acts as a central point of communication for all locations

Adjust the PI agenda to 2.5 – 3 days, allowing for overlapping hours

Split up the PI Planning event per time zone and then have the final plan review, confidence vote, and planning retrospective as one centralized meeting

Arrange and test presentation audio and video connectivity in all locations

Identified

Explained

Deferred

Resolved

Owned

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

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

More than one team may be involved in the estimation

T-shirt sizing is the best way to estimate features

Feature estimation is performed solely by Product Managers

Value Stream(s)

The Continuous Delivery Pipeline

The Architectural Runway

Ishikawa diagrams

Team velocity Metrics

Business context

Cumulative flow diagrams

Product/Solution Vision

Architecture Vision and development practices

Delivery can be stifled incrementally

Bottlenecks can be hard to identify and resolve

Technical debt can grow uncontrollably

Teams can have no time for fixing bugs

Backlog refinement

Solution planning

lteration planning

Solution Demo

Team capabilities

Commitment to the plan

Measurements

A cross-functional skill set

They provide KPIs for tracking progress and value realization

They enable teams to keep aligned with PI objectives

They describe the value of planned Features and Enablers

They provide quantifiable metrics to be used in retrospectives

Ensure the team gives accurate estimates

Ensure everyone on the team participates

Provide information about customer needs

Limit discussion to manage timeboxes

There is strong alignment between business and marketing

Planning decisions have been centralized

Prioritization by Product Management was performed autonomously not collaboratively

There is no social network that Solution development relies on

Organizational Agility

Lean Portfolio Management

Business Agility

Agile Product Delivery

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