SAFe Training for RTE Latest Update Graded A+

SAFe Training for RTE Latest Update Graded A+ SAFe Scaled Agile Framework for Enterprises RTE Release Train Engineer RTE Responsibilities 1. Managing and optimizing the flow of value through the ART 2. Fostering collaboration between teams and system-level stakeholders 3. Facilitating PI Planning readiness and the event itself 4. Tracking and communicating key ART execution metrics 5. Escalating and tracking ART impediments 6. Facilitate relentless improvement for the ART 7. Coach leaders, teams, and Scrum Masters in Lean-Agile practices and the Lean-Agile Mindset 8. Facilitate Program Kanban Feature development Agile Release Train (ART) A long-lived and cross-functional team-of-Agile-teams, which along with other stakeholders, develops and delivers solutions incrementally, using a series of fixed-length Iterations within a Program Increment (PI) timebox. Aligns teams to a common business and technology mission. SAFe Core Values - Alignment - Transparency - Built-in Quality - Program Execution Describe the flow of value through the SAFe configurations The Continuous Delivery Pipeline represents the flow of value from concept to delivery SAFe Lean-Agile Principles (9 total) 1 - Take an economic view 2 - Apply Systems Thinking 3 - Assume variability; preserve options 4 - Build incrementally with fast, integrated learning cycles 5 - Base milestones on objective evaluation of working systems 6 - Visualize and limit WIP, reduce batch sizes, and manage queue lengths 7 - Apply cadence, synchronize with cross-domain planning 8 - Unlock the intrinsic motivation of knowledge workers 9 - Decentralize decision-making Without a shared understanding of priciples - There is no systematic way to adapt practices to local context - Business outcomes do not significantly improve - Practices and measures that were once beneficial become problematic - Lean-Agile Mindset is unachievable - Conflict and disagreement on processes and practices are difficult to resolve. Attributes of an effective ART organization ART consists of 5-12 virtual teams (total of 50-125 individuals) that are organized around a flow of value and that plan, commit, and execute together Dunbar's number suggested cognitive limit to the number of people with whom one can maintain stable social relationships Product Manager Owns, defines, and prioritizes the Program Backlog ART leadership System Arch/Eng Product Mgmt RTE Product Manager Primary Responsibilities 1. Understanding the customer needs; and validate solutions 2. working with system architect/engineering to understand the value of enablers 3. developing and communicating ART Vision and roadmap 4. managing and prioritizing the flow of work to the ART 5. preparing for and participating in the PI Planning 6. Participating in demos and Inspect and Adapt 7. Building and effective Product Manager/Product Owner team System Architect Responsibilities 1. Working with teams on the ART to define subsystems and their interfaces 2. establishing critical NFRs at the solution level; participate in the definition of others 3. defining, exploring, and supporting the implementation of enablers 4. planning and developing the architectural runway 5. working with PM to determine capacity allocation 6. supervising and fostering built-in quality Business Owner Responsibilities 1. Ensure that business objectives are comprehended and agreed to by key stakeholders of the train 2. Play a primary role in PI Planning activities and assign Business Value to Objectives 3. Watch for external commitments and dependencies 4. Attend the system and/or solution demo to view progress and provide feedback 5. Help drive investment to the continuous delivery pipeline 6. help align a devOps culture of shared responsibilities System Team The System Team is a special Agile Team on the ART or value stream (sometimes both) that is chartered to provide assistance in building and using the Agile development environment infrastructure, including continuous integration and test automation, integrating assets from Agile Teams, and performing end-to-end solution testing. They often participate in demonstrating solutions in the system demo. Preparation Activities for PI Planning Preparing the backlog Use capacity allocation to ensure balance Socialize Features and Enablers Discuss how much pre-planning is enough Identify all Day 1 presentation and ensure they are prepared Use the Program Increment Toolkit Assess and evolve PI-planning readiness Effective RTE behaviors 1. Willing to receive input from many people, groups, and stakeholders 2. demonstrate knowledge of the domains an RTE supports 3. pursue relationships with others 4. empathize with others 5. organize cross-functional teams to address issues 6. anticipate and mitigate impediments 7. model servant leadership to the ART 8. protect the ART from external interferences 9. communicate with the portfolio, the solution, the program and the teams 10. courageously exemplify brutal transparency on progress, impediments, and engagement 11. show persistence and discipline in following the cadence of a plan-do-check-adjust cycle 12. learn from and adapt to situations and scenarios Team Planning Radiators Helps create collaboration and transparency Iteration board - Stories are placed on the iteration boards [red sticky notes for dependencies] IP Iteration - this is the last iteration used for Innovation and Planning (IP) Objectives - PI objectives listed. Risks Board - identifies risks to be escalated to the program level Hourly Scrum of Scrum Checkpoints Help keep teams on track and facilitate early identification of risks Key Elements of a Program Board Program board shows the sequence of inter-team dependencies that leads to Feature delivery. highlights the new feature delivery dates, feature dependencies among teams and with other ARTs, and relevant Milestones. Day 1 Agenda - Business Context - Product/solution vision - Architecture vision and development practices - Planning context and lunch - RTE presents the planning process and expected outcomes of the meeting - Team breakouts #1 - Draft plan review - teams present key planning outputs, including draft objectives, potential risks, and dependencies - Management Review and problem-solving Day 2 Agenda - Planning Adjustments - managers describing any changes to planning scope and resources - Team Breakouts #2 - Final plan review and lunch - Program Risks categorized by ROAM - Confidence Vote - if it's less than 3 then rework - Planning retrospective and moving forward Categories of Risk Resolved - The teams agree that the issue is no longer a concern. Owned - Someone on the train takes ownership of the item since it cannot be resolved at the meeting. Accepted - Some risks are just facts or potential problems that must be understood and accepted. Mitigated - Teams can identify a plan to reduce the impact of an item. S.M.A.R.T. Format for PI objectives Specific, Measurable, Action-orientated, Realistic, timely RTE Role in the PI Planning Event The heartbeat and facilitator of PI Planning Inputs/Outputs to the Management Review Inputs: ART PI Risks Problems Opportunities Outputs: Planning adjustments RTE Role in Day 2 1. Present the day's agenda 2. Assist teams in writing PI Objectives 3. Facilitate the final plan review 4. ROAM the risks 5. Conduct a confidence vote at Team and program levels 6. Conduct the PI Planning meeting retrospective Team Iteration Cycle Plan, Do, Check, Adjust PI Execution Events 1. Scrum of Scrums 2. PO Sync 3. ART Sync 4. System Demo