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The ART predictability measure is a critical metric within the SAFe framework. It is important because it enables businesses and other stakeholders to plan effectively. This measure provides insights into how reliably teams and ARTs can deliver business value against their planned objectives. By understanding the predictability of the ART, stakeholders can make informed decisions about future investments, resource allocation, and market commitments. It is not primarily about identifying under-performing teams (A), fixing the scope at the beginning of the PI (B), or indicating when the Solution is ready to be released ©. Instead, predictability measures provide a fact-based understanding of the ART’s ability to deliver on its commitments, which is essential for effective planning and adjustment of strategies1.QUESTION NO: 91

Why is it important for the Release Train Engineer (RTE) to understand Tuckman's group dynamic

stages?

A.Tuckman helps RTEs to better understand Team and ART topologies

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

C.The Tuckman four stages should be reflected in the design of the ART Kanban

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

Answer: B

Understanding Tuckman’s group dynamic stages is important for a Release Train Engineer (RTE) because an Agile Release Train (ART) is essentially a team of teams, and like any team, it is likely to progress through Tuckman’s stages of group development: forming, storming, norming, and performing1.

Here’s a detailed explanation of how each stage applies to an ART:

•Forming: In this initial stage, teams come together and start to understand their objectives and boundaries. The RTE plays a vital role in guiding the ART through this stage by helping establish the vision, mission, and objectives of the train.

•Storming: As teams begin working together, they may encounter conflicts and challenges. The RTE can help navigate these by facilitating communication and conflict resolution, ensuring that all teams are aligned and focused on the ART’s goals.

•Norming: During this stage, teams start to resolve their differences, establish processes, and begin to work more effectively together. The RTE supports this by fostering a culture of collaboration and continuous improvement.

•Performing: In the final stage, teams operate efficiently and effectively toward achieving the ART’s goals. The RTE’s role here is to ensure that this high performance is sustained and that the teams continue to innovate and improve.

By understanding these stages, the RTE can better facilitate the ART’s journey through them, helping to ensure that the teams within the ART collaborate effectively, resolve conflicts, and ultimately deliver value more predictably. This understanding also helps the RTE to anticipate the challenges that may arise at each stage and to be better prepared to support the ART in navigating them. The knowledge of Tuckman’s model equips the RTE with the insights needed to lead the ART through its developmental journey, contributing to the overall success of the train.

The core principle of a Program Kanban system is the visualization and tracking of work:

All Work Visualized: All work items in progress are represented on the Kanban board, regardless of their nature. This provides complete transparency into what the ART is working on.

Continuous Tracking: Teams update the Kanban board consistently, reflecting the real-time progress of work. This allows anyone to see the current status at a glance.

 Business Owners in SAFe have a critical role in Program Increment (PI) Planning. They are responsible for setting the business context for the Agile Release Train (ART). This involves presenting the business vision, key objectives, and market needs to the teams to ensure alignment with the business strategy1. They also actively participate in the PI Planning events, providing the teams with the necessary guidance and support to achieve the business goals2. Their involvement is crucial for the ART to understand the broader business objectives and to ensure that the solutions developed meet the customer and stakeholder needs1.

When an RTE is considering implementing a new retrospective technique and is seeking guidance on preparation and potential pitfalls, the best course of action is to:

Engage with a Community of Practice: RTEs can benefit from sharing their ideas and receiving feedback from peers within a community of practice. This collaborative environment allows RTEs to learn from each other’s experiences and insights, which can be invaluable when trying out new techniques1.

Review SAFe Guidance: The RTE should review any available guidance on retrospective techniques provided by SAFe to ensure alignment with the framework’s principles and practices1.

Prepare for Implementation: Before introducing the new technique, the RTE should prepare adequately by understanding the process, required materials, and expected outcomes. This preparation helps in anticipating challenges and planning how to address them.

Pilot the Technique: If possible, the RTE may choose to pilot the new technique with a smaller group or a single team to evaluate its effectiveness and make any necessary adjustments before rolling it out to the entire Agile Release Train.

Reflect and Adapt: After implementing the new technique, the RTE should reflect on its effectiveness and gather feedback from participants to continuously improve the process for future Inspect and Adapt events.

By following these steps, an RTE can confidently approach the introduction of a new retrospective technique, ensuring it adds value to the Inspect and Adapt event and supports the continuous improvement of the Agile Release Train.