SAFe 5.0 Release Train Engineer
Certification Course Exam Questions
and Answers
Release iiTrain iiEngineer ii(RTE) ii- iiCorrect iiAnswers ii-The iiRelease iiTrain iiEngineer
ii(RTE) iifacilitates iiAgile iiRelease iiTrain ii(ART) iiprocesses iiand iiexecution. iiThe iiRTE
iiescalate iiimpediments, iihelps iimanage iirisk, iihelps iiensure iivalue iidelivery, iiand iidrives
iicontinuous iiimprovement.
What iiare iithe iithree iifoundational iibodies iiof iiknowledge iithat iiinform iiSAFe ii- iiCorrect
iiAnswers ii-Systems iithinking, iiAgile iidevelopment, iiand iiLean iiproduct iidevelopment.
What iiis iiSystems iiThinking ii- iiCorrect iiAnswers ii-A iiholistic iiapproach iito iisolution
iidevelopment, iiincorporating iiall iiaspects iiof iia iisystem iiand iiits iienvironment iiinto iithe
iidesign, iidevelopment, iideployment, iiand iimaintenance iiof iithe iisystem iiitself.
What iiare iithe iibusiness ii(7) iibenefits iito iiBuilt iiin iiQuality ii- iiCorrect iiAnswers ii-Higher
iicustomer iisatisfaction, iiImproved iivelocity iiand iidelivery iipredictability, iiBetter iisystem
iiperformance, iiImproved iiability iito iiinnovate, iiscale, iiand iimeet iirequirements?
What iiare iithe iibenefits iiof iiDecentralized iidecision-making ii- iiCorrect iiAnswers ii-
Reduces iidelays, iiimproves iiproduct iidevelopment iiflow iiand iithroughput, iiand iifacilitates
iifaster iifeedback iiand iimore iiinnovative iisolutions. iiHigher iilevels iiof iiempowerment iiare
iian iiadditional, iitangible iibenefit.
What iiare iithe iiCharacteristics iiof iifor iiDecentralized iiDecisions ii- iiCorrect iiAnswers ii-
Frequent, iiTime-critical iiand iiRequire iilocal iiinformation.
What iidoes iithe iiInnovation iiand iiplanning iiiterations iiprovide ii- iiCorrect iiAnswers ii-A
iiregular, iicadence-based iiopportunity, iievery iiPI, iifor iiteams iito iiwork iion iiactivities iithat
iiare iidifficult iito iifit iiinto iia iicontinuous, iiincremental iivalue iidelivery iipattern.
What iiare iithe iiLean-Agile iiLeadership iiCore iiCompetency iiresponsible iifor ii- iiCorrect
iiAnswers ii-Guiding iithe iiactivities iinecessary iito iiunderstand iiand iicontinuously iioptimize
iithe iiflow iiof iivalue iithrough iithe iiorganization, iiorganizing iiand iireorganizing iiaround
iivalue, iiidentifying iiqueues iiand iiexcess iiWork iiin iiProcess ii(WIP), iicontinuously
,iifocusing iion iieliminating iiwaste iiand iidelays, iieliminating iidemotivating iipolicies iiand
iiprocedures, iiinspiring iiand iimotivating iiothers, iicreating iia iiculture iiof iirelentless
iiimprovement iithat iiprovides iithe iispace iirequired iifor iiteams iito iiinnovate
What iimay iithe iiInnovation iiand iiPlanning iiIteration iiinclude? ii- iiCorrect iiAnswers ii-Time
iifor iiinnovation iiand iiexploration, iibeyond iithe iiiterations iidedicated iito iidelivery, iiWork
iion iitechnical iiinfrastructure, iitooling, iiand iiother iiimpediments iito iidelivery, iiEducation iito
iisupport iicontinuous iilearning iiand iiimprovement, iiCross iitraining iito iidevelop iiskills iiin
iinew iidomains, iilanguages, iiand iisystems, iiDedicated iitime iifor iithe iiPI iiSystem iiDemo,
iiI&A iiworkshop, iiPI iiplanning iievents, iiand iibacklog iirefinement, iiincluding iifinal
iiprioritization iiof iiFeatures iiusing iiWeighted iiShortest iiJob iiFirst ii(WSJF), iiFinal
iiintegration iiof iithe iisolution, iiincluding iiverification iiand iivalidation, iiif iireleasing iion iithe
iiPI iiboundary, iiFinal iiuser iiacceptance iitesting iiand iidocumentation, iiand iiany iiother
iireadiness iiactivities iithat iiare iinot iifeasible iior iieconomical iito iiperform iiat iievery
iiiteration
How iidoes iiLean-Agile iiLeadership iisupport iithe iiAlignment iiCore iiValue ii- iiCorrect
iiAnswers ii-Communicating iithe iimission iiby iiestablishing iiand iiexpressing iithe iiportfolio
iistrategy iiand iisolution iivision. iiHelp iiorganize iithe iivalue iistream iiand iicoordinate
iidependencies. iiProvide iirelevant iibriefings iiand iiparticipate iiin iiProgram iiIncrement ii(PI)
iiPlanning. iiHelp iiwith iibacklog iivisibility iiand iireview iiand iipreparation; iiconstantly iicheck
iifor iiunderstanding.
How iidoes iiLean-Agile iiLeadership iisupport iiBuilt-in iiquality? ii- iiCorrect iiAnswers ii-
Demonstrate iiquality iiby iirefusing iito iiaccept iior iiship iilow-quality iiwork. iiSupport
iiinvestments iiin iicapacity iiplanning iifor iimaintenance iiand iireduction iiof iitechnical iidebt.
iiEnsure iithat iiconcerns iiof iithe iientire iiorganization—including iiUX, iiarchitecture,
iioperations, iisecurity, iicompliance, iiand iiothers—are iipart iiof iithe iiregular iiflow iiof iiwork.
How iidoes iiLean-Agile iiLeadership iisupport iithe iiTransparency iiCore iiValue ii- iiCorrect
iiAnswers ii-Visualize iiall iirelevant iiwork. iiTake iiownership iiand iiresponsibility iifor iierrors
iiand iimistakes. iiAdmit iitheir iimissteps iiwhile iisupporting iiothers iiwho iiacknowledge iiand
iilearn iifrom iitheirs, iiand iithey iinever iipunish iithe iimessenger. iiInstead, iithey iicelebrate
iilearning.
How iidoes iiLean-Agile iiLeadership iiSupport iiProgram iiexecution ii- iiCorrect iiAnswers ii-
Many iileaders iiparticipate iias iiBusiness iiOwners iiin iiPI iiexecution iiand iiestablish
iibusiness iivalue. iiAll iileaders iihelp iiadjust iithe iiscope iito iiassure iidemand iimatches
iicapacity. iiThey iicelebrate iihigh-quality iiprogram iiincrements. iiThey iiaggressively
iiremove iiimpediments iiand iidemotivators.
What iidoes iithe iiSAFe, iiPrinciple ii"Unlock iithe iiintrinsic iimotivation iiof iiknowledge
iiworkers" iienable iiworkers iito iido? ii- iiCorrect iiAnswers ii-Communicate iiacross
iifunctional iiboundaries, iiMake iidecisions iibased iion iian iiunderstanding iiof iithe
iieconomics, iiReceive iifast iifeedback iiabout iithe iiefficacy iiof iitheir iisolution, iiParticipate
,iiin iicontinuous, iiincremental iilearning iiand iimastery, iiParticipate iiin iia iimore iiproductive
iiand iifulfilling iisolution iidevelopment iiprocess.
What iikind iiof iienvironment iidoes iithe iiSAFe, iiPrinciple ii"Unlock iithe iiintrinsic iimotivation
iiof iiknowledge iiworkers" iicreate ii- iiCorrect iiAnswers ii-An iiEnvironment iiof iiMutual
iiInfluence.
What iiare iithe iioverall iiresponsibilities iiof iithe iiBusiness iiOwners iito iian iiART ii- iiCorrect
iiAnswers ii-They iilead iiby iiestablishing iimission iiand iiVision, iihelp iithe iiteams iiwith
iicoaching iiand iiskill iidevelopment, iidecentralize iiexecution iiauthority iito iithe iimembers
iiof iithe iiART, iiaccountable iifor iithe iigrowth iiof iithe iiorganization iiand iiits iipeople,
iioperational iiexcellence, iiand iibusiness iioutcomes, iiare iiLean-Agile iiLeaders iiwho iishare
iiaccountability iifor iithe iivalue iidelivered, iiunderstanding iiof iithe iiStrategic iiThemes iithat
iiinfluence iithe iitrain, iiknowledgeable iiof iithe iicurrent iiEnterprise, iiPortfolio, iiand iiValue
iiStream iicontext, iiinvolved iiin iidriving iior iireviewing iithe iiprogram iivision iiand iiRoadmap,
iicontinuous iiinvolvement iiserves iias iian iiimportant iiGuardrail iito iithe iibudgetary iispend
iiof iithe iiART.
What iiare iithe iiBusiness iiOwners iiresponsibilities iiin iiPre iiPI-Planning ii- iiCorrect
iiAnswers ii-Provide iiinput iito iibacklog iirefinement iiactivities, iiparticipate iiin iiPre-PI
iiPlanning iias iineeded, iiUnderstand iiand iihelp iiensure iithat iibusiness iiobjectives iiare
iicomprehended iiand iiagreed iito iiby iikey iistakeholders iiof iithe iitrain, iiincluding iithe
iiRelease iiTrain iiEngineer ii(RTE), iiProduct iiManagement, iiand iiSystem iiArchitects, iiand
iiprepare iito iicommunicate iithe iibusiness iicontext, iiincluding iiMilestones iiand iisignificant
iiexternal iidependencies, iisuch iias iithose iiof iiSuppliers.
What iiare iithe iiresponsibilities iiof iithe iiBusiness iiOwners iiduring iiPI iiPlanning? ii-
iiCorrect iiAnswers ii-Provide iirelevant iielements iiof iithe iibusiness iicontext iiin iithe iidefined
iiPI iiplanning iiagenda iitimebox, iiare iiready iiand iiavailable iito iiparticipate iiin iikey
iiactivities, iiincluding iithe iipresentation iiof iivision, iidraft iiplan iireview, iiassigning iibusiness
iivalue iito iiprogram iiPI iiobjectives, iiand iiapproving iifinal iiplans, iiplay iia iiprimary iirole iiin
iithe iidraft iiplan iireview, iiunderstanding iithe iibigger iipicture iiand iihow iithese iiplans,
iiwhen iitaken iitogether, iido iior iido iinot iifulfill iithe iicurrent iibusiness iiobjectives, iiwatch iifor
iisignificant iiexternal iicommitments iiand iidependencies, iiactively iicirculate iiduring
iiplanning, iicommunicating iibusiness iipriorities iito iithe iiteams, iiand iimaintaining
iiagreement iiand iialignment iiamong iithe iistakeholders iiregarding iithe iikey iiobjectives iiof
iithe iitrain, iiparticipate iiin iithe iimanagement iireview iiand iiproblem-solving iimeeting iito
iireview iiand iiadjust iiscope, iiand iicompromise iias iinecessary.
What iiis iithe iibenefit iiof iiassigning iiBusiness iiValue ii- iiCorrect iiAnswers ii-Team
iiunderstanding iithe iivalue iiallows iithem iito iideliver iithe iimaximum iipossible iibusiness
iibenefit.
What iiMetrics iiare iithe iiBusiness iiValue iiused iiin ii- iiCorrect iiAnswers ii-Program
iiPredictability iiMeasure,
, What iidoes iithe iiProgram iiPredictability iiMeasure iiprovide iias iian iiindicator ii- iiCorrect
iiAnswers ii-Program iiperformance iiand iireliability
What iibenefits iido iiBusiness iiOwners iiand iiTeams iiobtain iiwhen iiassigning iiBusiness
iiValue iito iiobjectives? ii- iiCorrect iiAnswers ii-Provides iian iiessential iiface-to-face
iidialogue, iian iiopportunity iito iidevelop iipersonal iirelationships, iiidentify iicommon
iiconcerns iiaround iiwhich iito iigain iimutual iicommitment, iibetter iiunderstand iibusiness
iiobjectives iiand iitheir iivalue.
What iiis iithe iiInspect iiand iiAdapt iiworkshop ii- iiCorrect iiAnswers ii-A iilarger, iicadence-
based iiopportunity iifor iithe iiART iito iicome iitogether iito iiaddress iithe iisystemic
iiimpediments iithey're iifacing.
What iiare iithe iiresponsibilities iiof iithe iiBusiness iiOwner iiduring iiPI iiExecution ii- iiCorrect
iiAnswers ii-Actively iiparticipate iiin iiongoing iiagreements iito iimaintain iibusiness iiand
iidevelopment iialignment iias iipriorities iiand iiscope iiinevitably iichange, iihelp iivalidate iithe
iidefinition iiof iiMinimum iiViable iiProducts ii(MVPs) iifor iiProgram iiEpics iiand iiguide iithe
iipivot-or-persevere iidecision iibased iion iidelivery iiof iithe iiMVP, iiattend iithe iiSystem
iiDemo iito iiview iiprogress iiand iiprovide iifeedback, iiattend iiAgile iiTeam iiIteration
iiPlanning iiand iiIteration iiRetrospective iimeetings, iias iiappropriate, iiparticipate iiin
iiRelease iiManagement, iifocusing iion iiscope, iiquality, iideployment iioptions, iirelease,
iiand iimarket iiconsiderations.
What iiare iiadditional iiresponsibilities iiof iiBusiness iiOwners ii- iiCorrect iiAnswers ii-System
iiDemo iiFeedback ii- iiParticipate iiand iiprovide iifeedback iifrom iithe iiSolution iiDemo
iiregarding iithe iicapabilities iiand iisubsystem iibeing iibuilt iiby iithe iiART; iiActively iiaddress
iiimpediments—especially iithose iithat iiescalate iibeyond iithe iiauthority iiof iithe iikey
iistakeholders iion iithe iitrain; iiParticipate iiin iiPre- iiand iiPost-PI iiPlanning iifor iithe iiSolution
iiTrain iiand iiassist iiin iiadjusting iithe iiART's iiPI iiplans iias iineeded; iiParticipate, iiin iisome
iicases, iiin iiLean iiPortfolio iiManagement ii(LPM), iiProduct iiManagement, iiand iiSystem
iiArchitecture, iiand iiserve iias iian iiEpic iiOwner, iiwhere iiappropriate; iiHelp iidrive
iiinvestment iiin iithe iiContinuous iiDelivery iiPipeline iito iiimprove iithe iiresponsiveness iiand
iiquality iiof iithe iiART; iiHelp iibreak iisilos iito iialign iidevelopment iiand iioperations iito
iicreate iia iiDevOps iiculture iiof iishared iiresponsibilities; iiServe iias iiEpic iiOwners iito
iiguide iimajor iienterprise iiinitiatives.
What iiare iiPI iiObjectives ii- iiCorrect iiAnswers ii-A iisummary iiof iithe iibusiness iiand
iitechnical iigoals iithat iian iiAgile iiTeam iior iitrain iiintends iito iiachieve iiin iithe iiupcoming
iiPI.
What iiare iithe iibenefits iiof iiPI iiObjectives ii- iiCorrect iiAnswers ii-Provide iia iicommon
iilanguage iifor iicommunicating iiwith iibusiness iiand iitechnology iistakeholders; iiAligns iithe
iitrain iiwith iia iishared iimission; iiCreates iithe iinear-term iivision, iiwhich iiteams iican iirally
iiaround iiand iidevelop iiduring iithe iiPI; iiEnables iithe iiART iito iiassess iiits iiperformance
iiand iithe iibusiness iivalue iiachieved iivia iithe iiProgram iiPredictability iiMeasure;
Certification Course Exam Questions
and Answers
Release iiTrain iiEngineer ii(RTE) ii- iiCorrect iiAnswers ii-The iiRelease iiTrain iiEngineer
ii(RTE) iifacilitates iiAgile iiRelease iiTrain ii(ART) iiprocesses iiand iiexecution. iiThe iiRTE
iiescalate iiimpediments, iihelps iimanage iirisk, iihelps iiensure iivalue iidelivery, iiand iidrives
iicontinuous iiimprovement.
What iiare iithe iithree iifoundational iibodies iiof iiknowledge iithat iiinform iiSAFe ii- iiCorrect
iiAnswers ii-Systems iithinking, iiAgile iidevelopment, iiand iiLean iiproduct iidevelopment.
What iiis iiSystems iiThinking ii- iiCorrect iiAnswers ii-A iiholistic iiapproach iito iisolution
iidevelopment, iiincorporating iiall iiaspects iiof iia iisystem iiand iiits iienvironment iiinto iithe
iidesign, iidevelopment, iideployment, iiand iimaintenance iiof iithe iisystem iiitself.
What iiare iithe iibusiness ii(7) iibenefits iito iiBuilt iiin iiQuality ii- iiCorrect iiAnswers ii-Higher
iicustomer iisatisfaction, iiImproved iivelocity iiand iidelivery iipredictability, iiBetter iisystem
iiperformance, iiImproved iiability iito iiinnovate, iiscale, iiand iimeet iirequirements?
What iiare iithe iibenefits iiof iiDecentralized iidecision-making ii- iiCorrect iiAnswers ii-
Reduces iidelays, iiimproves iiproduct iidevelopment iiflow iiand iithroughput, iiand iifacilitates
iifaster iifeedback iiand iimore iiinnovative iisolutions. iiHigher iilevels iiof iiempowerment iiare
iian iiadditional, iitangible iibenefit.
What iiare iithe iiCharacteristics iiof iifor iiDecentralized iiDecisions ii- iiCorrect iiAnswers ii-
Frequent, iiTime-critical iiand iiRequire iilocal iiinformation.
What iidoes iithe iiInnovation iiand iiplanning iiiterations iiprovide ii- iiCorrect iiAnswers ii-A
iiregular, iicadence-based iiopportunity, iievery iiPI, iifor iiteams iito iiwork iion iiactivities iithat
iiare iidifficult iito iifit iiinto iia iicontinuous, iiincremental iivalue iidelivery iipattern.
What iiare iithe iiLean-Agile iiLeadership iiCore iiCompetency iiresponsible iifor ii- iiCorrect
iiAnswers ii-Guiding iithe iiactivities iinecessary iito iiunderstand iiand iicontinuously iioptimize
iithe iiflow iiof iivalue iithrough iithe iiorganization, iiorganizing iiand iireorganizing iiaround
iivalue, iiidentifying iiqueues iiand iiexcess iiWork iiin iiProcess ii(WIP), iicontinuously
,iifocusing iion iieliminating iiwaste iiand iidelays, iieliminating iidemotivating iipolicies iiand
iiprocedures, iiinspiring iiand iimotivating iiothers, iicreating iia iiculture iiof iirelentless
iiimprovement iithat iiprovides iithe iispace iirequired iifor iiteams iito iiinnovate
What iimay iithe iiInnovation iiand iiPlanning iiIteration iiinclude? ii- iiCorrect iiAnswers ii-Time
iifor iiinnovation iiand iiexploration, iibeyond iithe iiiterations iidedicated iito iidelivery, iiWork
iion iitechnical iiinfrastructure, iitooling, iiand iiother iiimpediments iito iidelivery, iiEducation iito
iisupport iicontinuous iilearning iiand iiimprovement, iiCross iitraining iito iidevelop iiskills iiin
iinew iidomains, iilanguages, iiand iisystems, iiDedicated iitime iifor iithe iiPI iiSystem iiDemo,
iiI&A iiworkshop, iiPI iiplanning iievents, iiand iibacklog iirefinement, iiincluding iifinal
iiprioritization iiof iiFeatures iiusing iiWeighted iiShortest iiJob iiFirst ii(WSJF), iiFinal
iiintegration iiof iithe iisolution, iiincluding iiverification iiand iivalidation, iiif iireleasing iion iithe
iiPI iiboundary, iiFinal iiuser iiacceptance iitesting iiand iidocumentation, iiand iiany iiother
iireadiness iiactivities iithat iiare iinot iifeasible iior iieconomical iito iiperform iiat iievery
iiiteration
How iidoes iiLean-Agile iiLeadership iisupport iithe iiAlignment iiCore iiValue ii- iiCorrect
iiAnswers ii-Communicating iithe iimission iiby iiestablishing iiand iiexpressing iithe iiportfolio
iistrategy iiand iisolution iivision. iiHelp iiorganize iithe iivalue iistream iiand iicoordinate
iidependencies. iiProvide iirelevant iibriefings iiand iiparticipate iiin iiProgram iiIncrement ii(PI)
iiPlanning. iiHelp iiwith iibacklog iivisibility iiand iireview iiand iipreparation; iiconstantly iicheck
iifor iiunderstanding.
How iidoes iiLean-Agile iiLeadership iisupport iiBuilt-in iiquality? ii- iiCorrect iiAnswers ii-
Demonstrate iiquality iiby iirefusing iito iiaccept iior iiship iilow-quality iiwork. iiSupport
iiinvestments iiin iicapacity iiplanning iifor iimaintenance iiand iireduction iiof iitechnical iidebt.
iiEnsure iithat iiconcerns iiof iithe iientire iiorganization—including iiUX, iiarchitecture,
iioperations, iisecurity, iicompliance, iiand iiothers—are iipart iiof iithe iiregular iiflow iiof iiwork.
How iidoes iiLean-Agile iiLeadership iisupport iithe iiTransparency iiCore iiValue ii- iiCorrect
iiAnswers ii-Visualize iiall iirelevant iiwork. iiTake iiownership iiand iiresponsibility iifor iierrors
iiand iimistakes. iiAdmit iitheir iimissteps iiwhile iisupporting iiothers iiwho iiacknowledge iiand
iilearn iifrom iitheirs, iiand iithey iinever iipunish iithe iimessenger. iiInstead, iithey iicelebrate
iilearning.
How iidoes iiLean-Agile iiLeadership iiSupport iiProgram iiexecution ii- iiCorrect iiAnswers ii-
Many iileaders iiparticipate iias iiBusiness iiOwners iiin iiPI iiexecution iiand iiestablish
iibusiness iivalue. iiAll iileaders iihelp iiadjust iithe iiscope iito iiassure iidemand iimatches
iicapacity. iiThey iicelebrate iihigh-quality iiprogram iiincrements. iiThey iiaggressively
iiremove iiimpediments iiand iidemotivators.
What iidoes iithe iiSAFe, iiPrinciple ii"Unlock iithe iiintrinsic iimotivation iiof iiknowledge
iiworkers" iienable iiworkers iito iido? ii- iiCorrect iiAnswers ii-Communicate iiacross
iifunctional iiboundaries, iiMake iidecisions iibased iion iian iiunderstanding iiof iithe
iieconomics, iiReceive iifast iifeedback iiabout iithe iiefficacy iiof iitheir iisolution, iiParticipate
,iiin iicontinuous, iiincremental iilearning iiand iimastery, iiParticipate iiin iia iimore iiproductive
iiand iifulfilling iisolution iidevelopment iiprocess.
What iikind iiof iienvironment iidoes iithe iiSAFe, iiPrinciple ii"Unlock iithe iiintrinsic iimotivation
iiof iiknowledge iiworkers" iicreate ii- iiCorrect iiAnswers ii-An iiEnvironment iiof iiMutual
iiInfluence.
What iiare iithe iioverall iiresponsibilities iiof iithe iiBusiness iiOwners iito iian iiART ii- iiCorrect
iiAnswers ii-They iilead iiby iiestablishing iimission iiand iiVision, iihelp iithe iiteams iiwith
iicoaching iiand iiskill iidevelopment, iidecentralize iiexecution iiauthority iito iithe iimembers
iiof iithe iiART, iiaccountable iifor iithe iigrowth iiof iithe iiorganization iiand iiits iipeople,
iioperational iiexcellence, iiand iibusiness iioutcomes, iiare iiLean-Agile iiLeaders iiwho iishare
iiaccountability iifor iithe iivalue iidelivered, iiunderstanding iiof iithe iiStrategic iiThemes iithat
iiinfluence iithe iitrain, iiknowledgeable iiof iithe iicurrent iiEnterprise, iiPortfolio, iiand iiValue
iiStream iicontext, iiinvolved iiin iidriving iior iireviewing iithe iiprogram iivision iiand iiRoadmap,
iicontinuous iiinvolvement iiserves iias iian iiimportant iiGuardrail iito iithe iibudgetary iispend
iiof iithe iiART.
What iiare iithe iiBusiness iiOwners iiresponsibilities iiin iiPre iiPI-Planning ii- iiCorrect
iiAnswers ii-Provide iiinput iito iibacklog iirefinement iiactivities, iiparticipate iiin iiPre-PI
iiPlanning iias iineeded, iiUnderstand iiand iihelp iiensure iithat iibusiness iiobjectives iiare
iicomprehended iiand iiagreed iito iiby iikey iistakeholders iiof iithe iitrain, iiincluding iithe
iiRelease iiTrain iiEngineer ii(RTE), iiProduct iiManagement, iiand iiSystem iiArchitects, iiand
iiprepare iito iicommunicate iithe iibusiness iicontext, iiincluding iiMilestones iiand iisignificant
iiexternal iidependencies, iisuch iias iithose iiof iiSuppliers.
What iiare iithe iiresponsibilities iiof iithe iiBusiness iiOwners iiduring iiPI iiPlanning? ii-
iiCorrect iiAnswers ii-Provide iirelevant iielements iiof iithe iibusiness iicontext iiin iithe iidefined
iiPI iiplanning iiagenda iitimebox, iiare iiready iiand iiavailable iito iiparticipate iiin iikey
iiactivities, iiincluding iithe iipresentation iiof iivision, iidraft iiplan iireview, iiassigning iibusiness
iivalue iito iiprogram iiPI iiobjectives, iiand iiapproving iifinal iiplans, iiplay iia iiprimary iirole iiin
iithe iidraft iiplan iireview, iiunderstanding iithe iibigger iipicture iiand iihow iithese iiplans,
iiwhen iitaken iitogether, iido iior iido iinot iifulfill iithe iicurrent iibusiness iiobjectives, iiwatch iifor
iisignificant iiexternal iicommitments iiand iidependencies, iiactively iicirculate iiduring
iiplanning, iicommunicating iibusiness iipriorities iito iithe iiteams, iiand iimaintaining
iiagreement iiand iialignment iiamong iithe iistakeholders iiregarding iithe iikey iiobjectives iiof
iithe iitrain, iiparticipate iiin iithe iimanagement iireview iiand iiproblem-solving iimeeting iito
iireview iiand iiadjust iiscope, iiand iicompromise iias iinecessary.
What iiis iithe iibenefit iiof iiassigning iiBusiness iiValue ii- iiCorrect iiAnswers ii-Team
iiunderstanding iithe iivalue iiallows iithem iito iideliver iithe iimaximum iipossible iibusiness
iibenefit.
What iiMetrics iiare iithe iiBusiness iiValue iiused iiin ii- iiCorrect iiAnswers ii-Program
iiPredictability iiMeasure,
, What iidoes iithe iiProgram iiPredictability iiMeasure iiprovide iias iian iiindicator ii- iiCorrect
iiAnswers ii-Program iiperformance iiand iireliability
What iibenefits iido iiBusiness iiOwners iiand iiTeams iiobtain iiwhen iiassigning iiBusiness
iiValue iito iiobjectives? ii- iiCorrect iiAnswers ii-Provides iian iiessential iiface-to-face
iidialogue, iian iiopportunity iito iidevelop iipersonal iirelationships, iiidentify iicommon
iiconcerns iiaround iiwhich iito iigain iimutual iicommitment, iibetter iiunderstand iibusiness
iiobjectives iiand iitheir iivalue.
What iiis iithe iiInspect iiand iiAdapt iiworkshop ii- iiCorrect iiAnswers ii-A iilarger, iicadence-
based iiopportunity iifor iithe iiART iito iicome iitogether iito iiaddress iithe iisystemic
iiimpediments iithey're iifacing.
What iiare iithe iiresponsibilities iiof iithe iiBusiness iiOwner iiduring iiPI iiExecution ii- iiCorrect
iiAnswers ii-Actively iiparticipate iiin iiongoing iiagreements iito iimaintain iibusiness iiand
iidevelopment iialignment iias iipriorities iiand iiscope iiinevitably iichange, iihelp iivalidate iithe
iidefinition iiof iiMinimum iiViable iiProducts ii(MVPs) iifor iiProgram iiEpics iiand iiguide iithe
iipivot-or-persevere iidecision iibased iion iidelivery iiof iithe iiMVP, iiattend iithe iiSystem
iiDemo iito iiview iiprogress iiand iiprovide iifeedback, iiattend iiAgile iiTeam iiIteration
iiPlanning iiand iiIteration iiRetrospective iimeetings, iias iiappropriate, iiparticipate iiin
iiRelease iiManagement, iifocusing iion iiscope, iiquality, iideployment iioptions, iirelease,
iiand iimarket iiconsiderations.
What iiare iiadditional iiresponsibilities iiof iiBusiness iiOwners ii- iiCorrect iiAnswers ii-System
iiDemo iiFeedback ii- iiParticipate iiand iiprovide iifeedback iifrom iithe iiSolution iiDemo
iiregarding iithe iicapabilities iiand iisubsystem iibeing iibuilt iiby iithe iiART; iiActively iiaddress
iiimpediments—especially iithose iithat iiescalate iibeyond iithe iiauthority iiof iithe iikey
iistakeholders iion iithe iitrain; iiParticipate iiin iiPre- iiand iiPost-PI iiPlanning iifor iithe iiSolution
iiTrain iiand iiassist iiin iiadjusting iithe iiART's iiPI iiplans iias iineeded; iiParticipate, iiin iisome
iicases, iiin iiLean iiPortfolio iiManagement ii(LPM), iiProduct iiManagement, iiand iiSystem
iiArchitecture, iiand iiserve iias iian iiEpic iiOwner, iiwhere iiappropriate; iiHelp iidrive
iiinvestment iiin iithe iiContinuous iiDelivery iiPipeline iito iiimprove iithe iiresponsiveness iiand
iiquality iiof iithe iiART; iiHelp iibreak iisilos iito iialign iidevelopment iiand iioperations iito
iicreate iia iiDevOps iiculture iiof iishared iiresponsibilities; iiServe iias iiEpic iiOwners iito
iiguide iimajor iienterprise iiinitiatives.
What iiare iiPI iiObjectives ii- iiCorrect iiAnswers ii-A iisummary iiof iithe iibusiness iiand
iitechnical iigoals iithat iian iiAgile iiTeam iior iitrain iiintends iito iiachieve iiin iithe iiupcoming
iiPI.
What iiare iithe iibenefits iiof iiPI iiObjectives ii- iiCorrect iiAnswers ii-Provide iia iicommon
iilanguage iifor iicommunicating iiwith iibusiness iiand iitechnology iistakeholders; iiAligns iithe
iitrain iiwith iia iishared iimission; iiCreates iithe iinear-term iivision, iiwhich iiteams iican iirally
iiaround iiand iidevelop iiduring iithe iiPI; iiEnables iithe iiART iito iiassess iiits iiperformance
iiand iithe iibusiness iivalue iiachieved iivia iithe iiProgram iiPredictability iiMeasure;
