SAFe-RTE Exam Dumps - SAFe Release Train Engineer (RTE 6.0)

The best way for a Release Train Engineer (RTE) to show progress of work in the current Program Increment (PI) to management is to conduct a System Demo. This is supported by the SAFe documentation which states that the System Demo is an integral part of the PI, providing an opportunity to inspect and adapt the solutions being developed1. It serves as a platform to showcase the achievements of the Agile Release Train (ART) and allows stakeholders to provide feedback1. This event aligns with the principle of transparency and provides a clear, objective measure of progress1.

Product Owners should develop preliminary Iteration Goals before the iteration planning session. Here's why:

Informed Planning: Preliminary Iteration Goals give teams context and direction for their iteration planning discussions, ensuring alignment with the Product Owner's vision.

Focused Collaboration: Pre-defined goals facilitate more effective discussions between the Product Owner and teams, helping determine what can be realistically achieved within the iteration.

In the SAFe work item hierarchy, Features are indeed decomposed into Stories. This is supported by the information found in the SAFe Requirements Model, which outlines that a Feature is described by a phrase, benefit hypothesis, and acceptance criteria, while a Story is elaborated by a user-voice statement and acceptance criteria. These artifacts replace the traditional system and requirements specifications with new paradigms based on Lean-Agile development. Stories are the primary artifact used to define system behavior in Agile and are short, simple descriptions of functionality told from the user’s perspective and written in their language. Each implements a small, vertical slice of system behavior. The detailed implementation work is expressed through stories, which comprise the Team Backlog12.

ROAMing Risks during PI Planning promotes transparency and Business Owner engagement because it:

•Addresses Concerns: Highlighting potential risks (Resolved, Owned, Accepted, Mitigated) opens a dialogue with stakeholders, allowing them to express concerns or uncertainties early on.

•Shared Risk Management: ROAMing risks establishes a collaborative approach to risk management, involving Business Owners in the mitigation planning process.

•Informed Decision-Making: Understanding risks empowers Business Owners to make informed decisions about scope, prioritization, and potential trade-offs.

The IP Iteration in SAFe provides a regular, cadence-based opportunity for every Program Increment (PI) for teams to work on activities that are difficult to fit into a continuous, incremental value delivery pattern. This includes time for innovation, continuing education, PI Planning, and Inspect and Adapt (I&A) events. Additionally, the IP Iteration serves as an estimating buffer for meeting PI objectives and enhances the predictability of PI performance. One of the specific activities planned and supported during the IP Iteration is the opportunity to integrate and perform end-to-end testing, which is essential for ensuring that all components of the system work together as expected before the release1.

The ART planning board is a key tool used during PI Planning in the Scaled Agile Framework (SAFe). It is utilized to visualize and communicate the critical aspects of the Program Increment (PI) planning process. According to the SAFe documentation, the ART planning board highlights the new feature delivery dates, feature dependencies among teams, and relevant milestones1. This visualization aids in the coordination and alignment of the teams within the Agile Release Train (ART).

The correct answer is B. Dependencies between teams, as the ART planning board specifically communicates the dependencies that exist between different teams working on the ART. This is crucial for ensuring that teams are aware of and can manage the interdependencies effectively, which is essential for the smooth delivery of value through the ART.

The other options, such as ART PI risks (A), team velocity ©, and PI Objectives (D), are important elements within the SAFe framework but are not the primary focus of the ART planning board. The board’s main purpose is to provide visibility into how the teams’ work interrelates and to facilitate the management of cross-team dependencies to ensure that the ART can achieve its objectives efficiently and effectively.

 When Product Management wants to prioritize a list of Features likely to be planned in the upcoming Program Increment (PI) meeting, they should use the job size based on relative estimation as the denominator of the Weighted Shortest Job First (WSJF) calculation. This approach helps in effectively ranking the features based on their size and estimated effort.

The Product Owner (PO) is a key role within the Agile team, primarily responsible for maximizing the value delivered by the team. This is achieved by ensuring that the Team Backlog is aligned with customer and stakeholder needs. The PO’s responsibilities include:

Defining and prioritizing the Team Backlog: The PO is responsible for building, editing, and maintaining the Team Backlog, which includes writing stories, refining them, and prioritizing them1.

Balancing demands: The PO must balance the needs of various stakeholders, including customers, business owners, and the development team, to ensure that the team is working on the most valuable work items1.

Participating in team events: The PO actively participates in team events such as Iteration Planning, Iteration Review, and Iteration Retrospective, where they collaborate with the team to refine and prioritize backlog items1.

Collaborating with Product Management: The PO works closely with Product Management to ensure that the team’s work aligns with the overall product strategy and roadmap1.

Representing the customer: As the ‘voice of the customer,’ the PO ensures that the team understands and works towards the customer’s needs and preferences1.

In summary, the PO’s role is crucial in maintaining the flow of value through the prioritization and refinement of the Team Backlog, ensuring that the team consistently delivers features and improvements that meet the customer’s needs and align with the strategic goals of the organization1.