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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Serving and Improving the ART | 30-32% | - Systems thinking and value stream mapping - Fostering relentless improvement and culture - Release on Demand and deployment practices - Coaching teams, leaders, and stakeholders |
| Topic 2: Executing the Program Increment | 27-29% | - Visualizing workflow and managing dependencies - IP Iteration and Inspect & Adapt activities - Continuous Delivery Pipeline and DevOps practices - Measuring and optimizing value flow - Supporting PI execution and team events |
| Topic 3: Applying SAFe Principles | 21-24% | - Applying SAFe principles and leadership behaviors - Multi-location and distributed facilitation techniques - Organizing and launching Agile Release Trains - Preparing and facilitating PI Planning events |
| Topic 4: Exploring the RTE Role | 15-17% | - Lean-Agile mindset and core values application - Responsibilities and characteristics of Release Train Engineer - Key roles and structure within Agile Release Train |
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NEW QUESTION # 212
Which two behaviors are an important part of the Release Train Engineer role? (Choose two.)
Answer: A,B
NEW QUESTION # 213
What is a key characteristic lean-agile leaders need to have when implementing SAFe?
Answer: C
Explanation:
Lean-Agile leaders are essential for the successful implementation of the Scaled Agile Framework (SAFe). A key characteristic they need to have is the understanding and exhibition of SAFe's values, principles, and practices1.
Lean-Agile leadership involves driving and sustaining organizational change and operational excellence by empowering individuals and teams to reach their highest potential. Leaders achieve this by leading by example; learning and modeling SAFe's Lean-Agile mindset, values, principles, and practices; and leading the change to a new way of working1.
The Lean-Agile Leadership competency is one of the seven core competencies of Business Agility, which is essential to achieving Business Agility. Leaders are responsible for the adoption, success, and ongoing improvement of Lean-Agile development. They have the authority to change and continuously improve the systems that govern how work is performed. Moreover, they create an environment that encourages high-performing Agile teams to flourish and produce value1.
In summary, Lean-Agile leaders must internalize and model leaner ways of thinking and operating so that team members will learn from their example, coaching, and encouragement. This is more than just supporting the transformation; it's about actively leading the change and guiding the activities necessary to understand and continuously optimize the flow of value through the enterprise1.
NEW QUESTION # 214
Which tool can the Release Train Engineer use to visualize the flow of value?
Answer: B
NEW QUESTION # 215
What is a benefit of capacity allocation?
Answer: C
Explanation:
Capacity allocation in SAFe is a strategic approach that ensures different types of backlog items are not compared against one another. This is beneficial because it allows for the separation of capacity for different types of work, such as new features, maintenance, technical debt, and others. By allocating specific percentages of capacity to each type of work, teams can maintain a balance and ensure that they are not overcommitting to any one area. This helps in managing work allocation effectively, providing visibility of how much capacity is required, and allowing for innovation and quality improvement1. It also prevents the pitfalls of comparing fundamentally different types of work, such as new feature development against technical debt resolution, which can lead to skewed prioritization and ineffective planning2.
NEW QUESTION # 216
Why would a Release Train Engineer use an Iteration and Program Increment Calendar?
Answer: C
Explanation:
A Release Train Engineer (RTE) uses an Iteration and Program Increment (PI) Calendar to visualize the Agile Release Train's cadence and synchronization. This calendar is a critical tool in SAFe for planning and tracking the events and milestones of a PI. It helps in aligning the team with the ART's schedule, ensuring that all teams are working in sync and that key events such as PI Planning, Iterations, and Inspect and Adapt sessions are conducted at regular intervals. The calendar serves as a visual aid to manage the flow of value through the ART by providing a clear view of the PI timebox, which typically includes four development Iterations followed by one Innovation and Planning (IP) Iteration1. By using this calendar, the RTE can facilitate a smooth and coordinated execution of the PI, which is essential for achieving the goals set out in the PI Objectives23.
NEW QUESTION # 217
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