Scaled Agile SAFe-RTE Dumps

By providing solution ideas

By changing team composition

By listening to the team

By escalating to senior management

To build objectives for the Program Increment

To assess progress of the Program Increment and adjust scope and priority as needed

To align with the scrum of scrums participants on the status of the Program Increment

Aligning around organizational value streams

Centralized risk management

Decouple deployment from release

Change board community of practice

Continuous Integration

To establish the Pl budget

To set the business context

To ensure that team members plan all of their priorities

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

Build incrementally with fast, integrated learning cycles

Assume variability; preserve options

Decentralize decision-making

Apply systems thinking

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

Test data

Scrum of scrum results

Weighted shortest job first outcomes

Archived User Stories

Configuration Items

Value Stream(s)

The Continuous Delivery Pipeline

The Architectural Runway

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

Lean Portfolio Management

Enterprise Solution Delivery

Agile Product Delivery

Team and Technical Agility

Thinks about the day-to-day activities

Uses authority rather than persuasion when necessary

Understands and empathizes with others

Focuses on individual task Metrics

The RTE modifies the PI Iteration schedule, if needed, based on the scope of high priority Features

Business Owners assign business value without team discussion so they can nor-malize business value across all teams on the Agile Release Train

All Feature delivery and dependencies are visualized on the program board

The Release Train Engineer (RTE) combines all Team PI Objectives into Program PI Objectives

Identified

Explained

Deferred

Resolved

Owned

Absence of trust

Weak Lean-Agile leadership

Fear of conflict

Lack of commitment

Drive teams to specific outcomes

Provide answers about Features

Coach leaders to increase alignment

Encourage teams to self-organize

Manage dependencies for teams

System Demo

Scrum of scrums

Cumulative flow diagram

Team status report

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

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

How teams plan the implementation

How the Kanban work in process limits are set

How to achieve objectives

Coordinating with other teams

Owning the daily stand-up

Facilitating the Scrum of Scrums

Prioritizing the Team Backlog

Agile Teams

Scrum Master

Product Management

System Architect

Instruct the Scrum Master to resize the Story

Continue to support the team's decision on sizing

Suggest the team stop the sizing of the User Story and add it to the next lteration as-is

Change the business priorities

Recognize the team with the highest velocity

Combine teams to increase velocity

Change the scope

Hire new people

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

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

To measure the team's capacity to load ratio

To increase predictability

To collect team performance metrics

To improve quality

To gauge team predictability