SAFe-RTE Practice Exam Questions with Answers SAFe Release Train Engineer (RTE) Certification

How teams plan the implementation

How the Kanban work in process limits are set

How to achieve objectives

Ensure the teams have allocated story points in the Innovation and Planning Itera-tion during the Program Increment to account for the effort

Get approval for work to be done in the hackathon

Allow the teams as much flexibility as possible to promote innovation

Work with development leaders to make sure they give clear and detailed guid-ance to the developers on what is expected

Realistic

Required

Random

Rationalized

An estimating guard band

An opportunity to integrate and perform end-to-end testing

Building in quality and compliance

Additional planned work

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

Determine Epic job size using the Lean business case

Launch Agile Release Trains

Implement the Lean Portfolio Management core competency

Coordinate all Agile Release Trains to provide feedback for cost of delay factors

Develop more detailed Feature definitions

Add data Architects onto the ART

Confirm attendance of architectural representatives at Program Increment (PI) Planning

Conduct the entire data architecture design upfront

Organizational Agility

Lean Portfolio Management

Agile Product Delivery

Lean-Agile Leadership

Capabilities are in the Program Backlog

Features are in the Program Backlog

Stories are in the Solution Backlog

PI Objectives

Iteration goals

Team Backlog

Iteration backlog

Program Backlog

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

Estimating Stories for the team

Assigning Stories to team members

Facilitating backlog refinement

Facilitating the team’s Innovation and Planning event

Coaching the team

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

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

The Tuckman four stages should be reflected in the design of the Program Kan-ban

Tuckman helps to better understand Team and ART topologies

The Tuckman dynamic nature of the stages requires that we assume variability and preserve options

An ART is a team of teams and will likely also progress through the Tuckman stages

A value stream map uncovers local problems in functional organizations

A value stream map measures the flow of value and identifies bottlenecks for improvement

A value stream map is used to define Solution Context

A value stream map can be operational or developmental; process flows are only operational

Which themes are on the Roadmap

How many Features have already been released to the Customer

Which problem will the Solution solve

Facilitate team problem-solving

Focus on business value delivery

Drive toward specific outcomes

Fix problems for the team

Ask the team for the answer

Focus on deadlines

Completed Epic acceptance criteria

Capacity allocation

Team Backlog prioritization

Creating an environment of mutual influence

Protecting the teams and train from negative reviews

Ensuring appropriate justice is served if things go wrong

Looking out for the interests of customers and stakeholders

It allows the business and other stakeholders to plan effectively

It identifies under-performing teams

It focuses the Agile Release Train on predictable value delivery

It demonstrates the need to fix the scope at the beginning of the Program Increment (PI)

It indicates whether the Solution is ready to be released

Microsoft project schedule

Agile lifecycle management software

Program board

Team velocity comparison report