Scaled Agile SAFe-RTE SAFe Release Train Engineer (RTE 6.0) Exam Practice Test

 The Program Board is a crucial tool used in the SAFe framework to facilitate Scrum of Scrums meetings. It helps visualize the features planned for the current Program Increment (PI), along with the dependencies between different teams. This board is instrumental during the PI planning process, where Release Train Engineers (RTEs) and teams identify and highlight these dependencies to ensure alignment and coordination across the Agile Release Train (ART). The Program Board thus provides a clear and shared understanding of the ART’s objectives and aids in the management of cross-team dependencies, which is essential during Scrum of Scrums meetings12.

 The statement “Agile Teams continuously adapt to new circumstances and enhance the methods of value delivery” is describing Continuous Improvement. This is because the essence of continuous improvement within the SAFe framework is the constant effort to improve products, processes, and services, often through incremental and innovative improvements. This aligns with the SAFe principle of relentless improvement, which encourages a culture of ongoing, incremental improvement in the work process, driving better outcomes and value delivery1.

In SAFe, story point sizing is a collaborative process that involves the entire Agile Team. The Product Owner, even with domain expertise, should respect the team’s process and support their decision on sizing. This is because the team’s estimate reflects their understanding of the work and their capacity to complete it. The Product Owner’s role is to provide clarity and answer questions about the user story, not to dictate the size of the story. This approach ensures that the team remains empowered and that estimates reflect the team’s perspective, leading to more accurate planning and tracking. It’s important to note that the Product Owner can contribute to the discussion by sharing their expertise, but the final decision on story points should be a team consensus1.

The Agile Release Train (ART) supports Release on Demand by ensuring that new functionality can be released to the end users at a moment’s notice, which is a critical aspect of the Continuous Delivery Pipeline. This is achieved through two key practices:

Decouple deployment from release ©: This practice allows for the deployment of new functionality into production without making it immediately visible to end users. It provides the flexibility to release features incrementally based on business needs, rather than being tied to the deployment schedule1.

Continuous Integration (E): Continuous Integration is a software development practice where developers regularly merge their code changes into a central repository, after which automated builds and tests are run. The key benefits of Continuous Integration include the ability to detect and fix integration issues early, leading to more reliable software and faster development cycles. This practice is fundamental to supporting Release on Demand because it ensures that the software is always in a releasable state, which is essential for the quick release of new features1.

These practices are part of the larger framework of SAFe, which emphasizes the importance of ARTs being able to deliver value efficiently and effectively to meet customer and business needs.

 Nonfunctional Requirements (NFRs) are system qualities that guide the design of the solution and often serve as constraints across the relevant backlogs1. Unlike functional requirements, which specify how a system responds to specific inputs, NFRs are used to specify system qualities and attributes such as performance, scalability, security, usability, and maintainability.

NFRs and System Design: NFRs are persistent qualities and constraints that are typically revisited as part of the definition of done (DoD) for each Iteration, Program Increment (PI), or release. They influence the design and development of the system by providing guidelines on how well the system should perform certain functions1.

Influence on Backlogs: NFRs affect the backlogs of Teams, Agile Release Trains (ARTs), Solution Trains, and the Portfolio. They are not backlog items themselves but are persistent constraints that any new backlog item must consider in its acceptance criteria1.

Example of NFR as a Constraint: For instance, if there is a requirement for all products in a suite to require SAML-based single sign-on, while single sign-on is a functional requirement, the choice of SAML (Security Assertion Markup Language) is a nonfunctional constraint. Any new feature requiring sign-on functionality must include SAML in its acceptance criteria1.

NFRs in SAFe: In the SAFe framework, NFRs are significant attributes of the solution that the ART and Value Streams create, and thus, they have a substantial impact on the work items in the backlogs. The portfolio backlog may also include NFRs, typically for cross-solution qualities like regulatory standards1.

In summary, NFRs are critical to the success of a system as they provide the necessary constraints on the design, ensuring that the system meets the required standards for quality and performance. They are not merely items to be implemented when capacity is available; they are integral to the system’s architecture and must be considered throughout the development process.

 In the SAFe framework, estimating and forecasting the Portfolio Backlog involves a rigorous process to ensure that Epics are ready for implementation with an appropriate level of discovery and risk. The statement that “Refinement is necessary when estimating the effort needed to implement an Epic” is true and aligns with the SAFe principles.

The Portfolio Backlog is a high-level Kanban system used to capture and manage business and enabler Epics intended to create and evolve the portfolio’s products, services, and solutions. Lean Portfolio Management (LPM) is responsible for developing, maintaining, and prioritizing the Portfolio Backlog. They collaborate with stakeholders to discover the Epics needed to advance the portfolio’s solutions1.

Refining the Portfolio Backlog to ensure readiness often involves the following activities:

Reviewing new Epics and determining their alignment with the portfolio’s strategic themes and vision.

Evaluating the Epic Hypothesis Statement to decide whether it warrants assignment to an Epic Owner.

Prioritizing the backlog using Weighted Shortest Job First (WSJF) and other factors in collaboration with Business Owners, Enterprise Architects, Product Management, and other stakeholders1.

This refinement process is essential for estimating the effort needed to implement an Epic accurately. It ensures that Epics are sufficiently understood and prepared before they enter the implementation phase. The refinement activities typically occur during the Portfolio Sync and the Strategic Portfolio Review events, where LPM and its stakeholders add new backlog items to the Funnel, update priorities, and remove less promising Epics1.

Therefore, refinement is a critical step in estimating and forecasting the Portfolio Backlog, as it helps in understanding the scope, impact, and effort required for each Epic, ensuring that they are ready for implementation and aligned with the strategic objectives of the organization.

The ART planning board is a key tool used during PI Planning in the Scaled Agile Framework (SAFe). It is utilized to visualize and communicate the critical aspects of the Program Increment (PI) planning process. According to the SAFe documentation, the ART planning board highlights the new feature delivery dates, feature dependencies among teams, and relevant milestones1. This visualization aids in the coordination and alignment of the teams within the Agile Release Train (ART).

The correct answer is B. Dependencies between teams, as the ART planning board specifically communicates the dependencies that exist between different teams working on the ART. This is crucial for ensuring that teams are aware of and can manage the interdependencies effectively, which is essential for the smooth delivery of value through the ART.

The other options, such as ART PI risks (A), team velocity ©, and PI Objectives (D), are important elements within the SAFe framework but are not the primary focus of the ART planning board. The board’s main purpose is to provide visibility into how the teams’ work interrelates and to facilitate the management of cross-team dependencies to ensure that the ART can achieve its objectives efficiently and effectively.

During team breakout #1, the Scrum Master’s role is to facilitate the coordination with other teams for dependencies. This involves ensuring that the team’s plans are aligned with those of other teams and that any dependencies are identified and managed appropriately. The Scrum Master works to prevent impediments that could arise from these dependencies and helps to foster a collaborative environment where teams can work together effectively1.

Communicating the Vision to the Agile Release Train (ART) during Program Increment (PI) Planning is a fundamental activity within the SAFe framework that supports the Core Value of Alignment.

Alignment is one of the four Core Values of SAFe and is essential for ensuring that all members of an organization are moving in the same direction towards a common goal. In the context of ART, the Vision provides a clear and inspiring future state that the teams on the train are working towards. It serves as a guidepost for decision-making and prioritization throughout the PI.

During PI Planning, the Vision is communicated to provide the teams with the context they need to align their work with the strategic objectives of the organization. This includes understanding the customer needs, the competitive environment, and the technological landscape. By having a shared Vision, teams can align their backlogs, architectural runway, and delivery schedules to effectively contribute to the larger goals of the organization.

The process of communicating the Vision during PI Planning typically involves the following steps:

Preparation: Before the PI Planning event, Product and Solution Management work together to refine the Vision, ensuring it is clear, achievable, and aligned with the strategic themes and portfolio direction.

Presentation: At the beginning of the PI Planning event, the Vision is presented to all members of the ART. This often includes the Business Owners, who provide the business context and highlight the importance of the Vision in achieving business outcomes.

Collaboration: Teams on the ART then collaborate to break down the Vision into Features and Enablers, which are then prioritized and planned for implementation during the PI.

Commitment: Teams commit to a set of PI Objectives that are directly linked to the Vision, ensuring that every team’s work contributes to the advancement of the shared goals.

By communicating the Vision during PI Planning, SAFe ensures that everyone on the ART understands the ‘why’ behind their work, fostering a sense of purpose and direction. This alignment is critical for the ART to operate effectively and deliver value consistently, making it a core aspect of the SAFe framework1.

 Program risks can be categorized based on whether they are Deferred or Owned. A deferred risk is one that has been identified but is not being actively addressed at the moment, possibly due to prioritization of other risks or resource constraints. An owned risk is one that has been assigned to an individual or team who is responsible for managing and mitigating the risk. This categorization helps in tracking and accountability within the SAFe framework.

Actions that can be taken immediately during the management review and problem-solving meeting include changing the business priorities and changing the scope. These are part of the adjustments that can be made based on the management review and problem-solving meeting's outcomes, as described in the Release Train Engineer Workbook (6.0)​​.

Product Owners should develop preliminary Iteration Goals before the iteration planning session. Here's why:

Informed Planning: Preliminary Iteration Goals give teams context and direction for their iteration planning discussions, ensuring alignment with the Product Owner's vision.

Focused Collaboration: Pre-defined goals facilitate more effective discussions between the Product Owner and teams, helping determine what can be realistically achieved within the iteration.

The SAFe framework emphasizes the importance of visualizing work to identify bottlenecks in the flow of value. This is aligned with Lean-Agile principles, which advocate for making work visible to help teams understand the current state of the system, identify bottlenecks, and improve flow. By visualizing the flow of all work and tracking the progress of individual items, teams can quickly see where issues are occurring and take steps to address them. This practice is a key responsibility of the Release Train Engineer (RTE), who facilitates Agile Release Train (ART) events and processes, and supports teams in delivering value. The RTE helps manage risks, escalates impediments, and drives relentless improvement, which includes identifying and addressing bottlenecks in the flow of work12.

The Release Train Engineer (RTE) collaborates closely with Product Management and the System Architect to guide the Agile Release Train (ART) toward successful delivery. This leadership trio is essential in maintaining a constant synergy between product strategy and implementation. The RTE, along with Product Management and the System Architect, forms a critical alignment that ensures the ART’s focus on delivering value and achieving operational excellence. They work together to steer the ART, align on solution and enterprise architecture, and lead Value Stream Management activities for the ART123.QUESTION NO: 86

Which value is used when calculating flow efficiency?

A.Flow time

B.Flow velocity

C.Flow load

D.Flow distribution

Answer: A

Flow efficiency is calculated as the ratio of the total time spent in value-added work activities divided by the total flow time. This metric is used to measure how efficient an organization is at delivering value. Flow time, therefore, is the value used when calculating flow efficiency, as it represents the time elapsed from when a backlog item enters the workflow to when it is released12.

According to the SAFe framework, Agile Teams should allocate time for innovation continuously throughout the Program Increment. This is facilitated through the Innovation and Planning (IP) Iteration, which is a dedicated iteration that occurs every Program Increment (PI). It provides an estimating buffer for meeting PI Objectives and dedicated time for innovation, continuing education, PI Planning, and Inspect and Adapt (I&A) events1.

The IP Iteration serves as a regular, cadence-based opportunity for teams to engage in innovation and learning activities that are difficult to fit into a continuous, incremental value delivery pattern. This iteration allows for activities such as hackathons, where individuals can work on innovative ideas outside the usual constraints of their regular backlog and team construct. The outcomes from these hackathons often make their way into the ART Backlogs, driving innovations that benefit the business1.

Furthermore, dedicating time to PI events during the IP Iteration ensures that the velocity of regular iterations is not reduced. This approach also enhances the predictability of PI performance and provides a buffer for meeting PI objectives1.

Building a one-team culture across the Agile Release Train (ART) is essential for the success of any SAFe implementation. One effective technique for fostering this culture is to create an environment where the entire ART shares in successes and failures, promoting unity and collective responsibility. This approach encourages collaboration, increases transparency, and helps to build trust among team members. It aligns with the SAFe principle of alignment, which emphasizes that the more alignment you have, the more autonomy you can grant2. This shared sense of purpose helps to break down silos and ensures that everyone is working towards the same goals. It is not about rotating team members (B) or avoiding vulnerability (A), nor is it solely about reviewing predictability measures (D). Instead, it’s about fostering a collective mindset where the ART operates as a cohesive unit, supporting one another and striving for common objectives1.

To prevent compatibility issues between the developed Solution and the Enterprise information architecture, the Release Train Engineer (RTE) can take proactive steps during the Program Increment (PI) Planning phase.

One effective approach is to ensure that architectural representatives are present at PI Planning meetings. This allows for early detection and resolution of potential compatibility issues, as these representatives can provide valuable insights into the Enterprise information architecture and how the developed Solution should align with it.

By confirming the attendance of architectural representatives, the RTE facilitates direct communication between the development teams and the architects. This collaboration is crucial for aligning the ART’s work with the broader architectural standards and requirements, thereby reducing the likelihood of encountering compatibility issues later in the development process.

This strategy aligns with the SAFe principle of fostering collaboration and alignment across various roles within the ART to ensure a smooth and efficient workflow that adheres to the organization’s technical and strategic objectives1.

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.QUESTION NO: 16

What falls outside the Scrum Master’s responsibility? (Choose two.)

A. Estimating Stories for the team

B. Assigning Stories to team members

C. Facilitating backlog refinement

D. Facilitating the team’s Innovation and Planning event

E. Coaching the team

Answer: A, B

According to the SAFe framework, the Scrum Master’s role is primarily that of a servant leader and coach for the Agile Team. They are responsible for helping educate the team in Scrum, Extreme Programming (XP), Kanban, and SAFe, ensuring that the agreed Agile process is followed. They also help remove impediments and foster an environment for high-performing team dynamics, continuous flow, and relentless improvement1.

Estimating stories is typically a collaborative effort among all team members during backlog refinement or iteration planning. The Scrum Master facilitates this process but does not estimate the stories for the team. This is because the team members who will be doing the work are best positioned to estimate the effort required1.

Assigning stories to team members also falls outside the Scrum Master’s responsibilities. In SAFe, teams are self-organizing, meaning they decide among themselves who will work on which stories. The Scrum Master may facilitate discussions to help the team make these decisions, but they do not assign work to individual team members1.

Facilitating backlog refinement, facilitating the team’s Innovation and Planning event, and coaching the team are all within the Scrum Master’s responsibilities. They play a key role in these areas to support the team’s progress and continuous improvement within the SAFe framework1.

Comprehensive and Detailed 250 to 250 words of Explanation From Exact Extract of SAFe 6.0, including the SAFe Release domains:

In SAFe 6.0, identifying and removing bottlenecks is essential to improving flow and accelerating value delivery across the Agile Release Train. One of the primary tools used to identify bottlenecks is Value Stream Mapping. This Lean technique visualizes the end-to-end flow of work, information, and value from concept to delivery, making delays, handoffs, queues, and constraints visible. SAFe emphasizes value stream mapping as a critical practice for optimizing the Continuous Delivery Pipeline and improving system-wide flow.

By mapping each step in the value stream, ARTs can clearly see where work accumulates, where cycle times increase, and where rework or waiting occurs. This insight enables teams and leaders to focus improvement efforts on the most impactful constraints rather than optimizing isolated components. Value stream mapping directly supports SAFe’s Flow Accelerators, particularly “Identify and optimize the bottleneck” and “Eliminate handoffs and non-value-added work.”

While Kanban boards help visualize and manage flow within a defined process, value stream mapping goes further by examining the entire system across organizational boundaries. OKRs are strategic alignment tools and do not identify operational bottlenecks. Ishikawa diagrams are useful for root cause analysis but are not the primary tool for visualizing flow constraints across a value stream.

Therefore, Value Stream Mapping is the SAFe-recommended tool for identifying bottlenecks and enabling continuous flow improvement within the Release domain.

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.

The Innovation and Planning (IP) Iteration in SAFe is a special iteration that occurs at the end of every Program Increment (PI). It serves several key purposes:

Innovation: It provides dedicated time for teams to innovate, which can include activities like hackathons, where teams can work on any project that aligns with the company’s mission.

Planning: The IP Iteration allows time for PI Planning and Inspect and Adapt (I&A) events, ensuring that teams are prepared for the upcoming PI.

Estimating Guard Band: It acts as an estimating buffer for meeting PI Objectives, enhancing the predictability of PI performance.

This structure ensures that teams have the time to focus on innovation without compromising the delivery of value, and it supports the continuous learning culture that is a core principle of SAFe1.

Alignment between business owners and product management is promoted through a Prioritized Program Backlog. This ensures that both business owners and product management are aligned on the priorities and focus areas for the ART, fostering a collaborative environment focused on delivering value.

Iteration Goals in SAFe serve as a high-level summary of the business and technical goals that an Agile Team agrees to accomplish in an Iteration. They are essential for several reasons:

They align team members to a common purpose, ensuring everyone is working towards the same objectives.

They support the alignment of teams to common Program Increment (PI) Objectives and manage dependencies.

They provide transparency and management information, allowing all stakeholders to have a shared language for maintaining alignment, managing dependencies, and making necessary adjustments during the execution of the Planning Interval1.

Iteration goals help create coherence and focus within the team, encouraging collaboration and improving flow by limiting work in process (WIP). In the context of the Agile Release Train (ART), iteration goals help maintain a larger view of what the team intends to accomplish in each iteration and what to present in the upcoming System Demo1.

Comprehensive and Detailed 250 to 250 words of Explanation From Exact Extract of SAFe 6.0, including the SAFe Release domains:

In SAFe 6.0, Kanban systems are used across team, program, solution, and portfolio levels to visualize work, limit WIP, manage flow, and improve delivery predictability. A key characteristic of SAFe Kanban boards is that columns can be split to represent distinct workflow states, such as “In Progress” and “Done,” or to make queues and wait states explicit. This practice improves transparency and helps teams identify bottlenecks and delays in the flow of work.

Splitting columns supports Lean flow principles by making handoffs, waiting, and constraints visible so they can be addressed. SAFe encourages adapting Kanban systems to match how work actually flows rather than forcing work into overly simplistic representations. This flexibility is essential for continuous improvement and aligns with the Release domain’s focus on optimizing delivery flow.

The other options are incorrect. Not every column represents two states; while splitting is common, it is not mandatory for all columns. Flow in Kanban systems moves from left to right, representing progress from concept to completion. WIP limits, while explicitly defined, are not “concrete” or immutable; SAFe encourages adjusting WIP limits based on learning, capacity, and flow performance.

Therefore, the true statement consistent with SAFe 6.0 Kanban guidance is that columns can be split to better visualize and manage the flow of value.

During PI Planning in SAFe, it is the responsibility of Product Management to provide the Agile Release Train (ART) context and Vision. The PI Planning event includes a presentation of business context and vision, which is typically delivered by Product Management. This aligns all teams on the ART to a shared mission and vision, which is essential for the planning process. The Release Train Engineer (RTE) facilitates the event, but it is Product Management that presents the vision and context for the upcoming Program Increment (PI)12.

The true statement about the retrospective and problem-solving part of the Inspect and Adapt (I&A) workshop is that key Agile Release Train (ART) stakeholders, including Business Owners, Customers, and management, can participate along with the teams. This is supported by the SAFe framework which states that all ART stakeholders participate along with the Agile Teams in the I&A event1. The purpose of this inclusive approach is to ensure that a broad perspective is considered when reflecting on the past Program Increment (PI) and identifying areas for improvement. By involving a diverse group of participants, the retrospective and problem-solving workshop can benefit from different viewpoints, leading to a more comprehensive set of improvement backlog items that go into the ART Backlog for the next PI Planning event1. This collaborative effort helps to drive continuous improvement and aligns with the SAFe principle of relentless improvement.

Comprehensive and Detailed 250 to 250 words of Explanation From Exact Extract of SAFe 6.0, including the SAFe Release domains:

In SAFe 6.0, the System Demo is a critical event in the Release domain that provides objective evidence of progress by demonstrating fully integrated, end-to-end working solutions at least every iteration. If, after the second iteration of a PI, there is nothing to demonstrate, this indicates a serious breakdown in continuous integration, built-in quality, and flow. SAFe guidance is explicit that this situation must be addressed immediately rather than deferred.

The correct response is to stop starting new work, focus on integration and testing, and adjust scope based on what is learned. This aligns with Lean principles and the SAFe Flow Accelerators, particularly “Stop starting, start finishing” and “Make value flow without interruptions.” Continuing to add new functionality without integration increases risk, delays feedback, and undermines predictability.

SAFe emphasizes that integration should happen continuously, not at the end of the PI or during the IP Iteration. Reserving integration for later violates SAFe guidance and often results in late discovery of defects and dependencies. Separate team demos or working in isolated branches fail to provide the integrated system view required for effective stakeholder feedback. Re-architecting solely to avoid integration is unrealistic and contradicts system-level thinking.

By halting new work and focusing on integration and testing, the ART restores alignment with SAFe’s Release practices, enables meaningful System Demos, and ensures transparency, learning, and adaptive planning based on real progress.

 The Release Train Engineer (RTE) plays a crucial role in facilitating events and processes that support relentless improvement within the Program Increment (PI). According to the SAFe framework, one of the primary responsibilities of the RTE is to “facilitate ART practices and PI execution” and to "drive relentless improvement"1.

The Inspect and Adapt (I&A) event is specifically designed as a significant event held at the end of each PI, where the current state of the Solution is demonstrated and evaluated. Teams then reflect and identify improvement backlog items via a structured problem-solving workshop2. This aligns with the SAFe principle of relentless improvement, which is a core value and a dimension of the Continuous Learning Culture competency within SAFe2.

During the I&A event, all ART stakeholders participate along with the Agile Teams. The result is a set of improvement backlog items that go into the ART Backlog for the next PI Planning event, ensuring that every ART improves every PI2. This structured approach to reflection and problem-solving is what makes the Inspect and Adapt event a key mechanism for the RTE to support relentless improvement for the Program Increment.

The Plan-Do-Check-Adjust (PDCA) cycle is a continuous and sequential process that occurs across all scrum events within the Agile Release Train (ART). Each iteration within the ART is essentially a PDCA cycle, where teams plan, do, check, and adjust their work1. This cycle begins with planning the goals for the iteration, delivering increments of the solution, reviewing and demonstrating the results, and finally, adjusting before starting a new cycle. The PDCA cycle is integral to the iterative and incremental approach of scrum, ensuring continuous improvement and alignment with the objectives of the ART1.

During Team Breakout #2 on the second day of Program Increment (PI) Planning, teams continue their planning and make the necessary adjustments. This includes visualizing all Feature delivery and dependencies on the program board. The program board is a crucial tool in SAFe’s PI Planning process as it provides a visual representation of the plan, showing how Features flow through Iterations and highlighting any dependencies and risks. This visualization helps teams and stakeholders understand the delivery forecast and align on the execution plan1.

  SAFe addresses the 'fear of conflict' team dysfunction by using scrum to create a safe environment for conflict. This approach encourages open communication and healthy disagreements within teams, fostering a collaborative and innovative culture where all members feel valued and heard.

 In the context of SAFe 6 Release Train Engineer, when writing PI (Program Increment) Objectives, the acronym SMART stands for Specific, Measurable, Achievable, Realistic, and Time-bound1. The “R” in SMART specifically stands for Realistic, which means the objectives should be set in a way that can be realistically achieved given the available resources and constraints1. It is important that the objectives are ambitious enough to drive progress but also attainable to ensure teams are motivated and not set up for failure1.

One of the primary purposes of iterations in the SAFe framework is to provide a regular cadence for producing increments of value. Iterations are standard, fixed-duration timeboxes during which Agile Teams and Agile Release Trains (ARTs) individually and collectively deliver incremental customer value while working towards the Program Increment (PI) objectives1. This regular cadence helps teams to plan, execute, and deliver value in a predictable manner, which is essential for managing the flow of work and ensuring continuous delivery. Iterations also serve as an opportunity for teams to inspect and adapt their work, fostering a culture of continuous improvement within the organization1.

The Release Train Engineer (RTE) plays a crucial role in facilitating ART events and processes, and one of their responsibilities is to communicate with stakeholders and manage expectations1. By encouraging interested parties to attend the System Demo, the RTE can provide a comprehensive view of the ART’s progress at the end of each Iteration. This approach allows stakeholders to see the integrated solutions from all teams on the train, fostering transparency and alignment1. It also helps in managing expectations by providing a tangible demonstration of what has been accomplished during the Iteration, rather than just verbal or written reports. This aligns with the SAFe principle of visualizing and demonstrating value to promote stakeholder understanding and engagement1.

The Program Board is a visual summary of the Program Increment (PI) planning outputs and is used to communicate key aspects of the plan to stakeholders. According to the SAFe framework, the three key items communicated on the Program Board are:

Feature delivery dates: These indicate when features are planned to be delivered within the PI.

Milestones: These are significant events or achievements that are critical to the program’s progress and are used to track alignment and progress toward the PI objectives.

Dependencies between teams: These show the relationships and interdependencies between different teams that need to be managed and coordinated to ensure smooth delivery of features.

These items are essential for creating transparency and alignment across teams and stakeholders, helping to manage risks, and facilitating the resolution of dependencies1. The Program Board helps in visualizing the work and aids in the coordination of the ART’s efforts during the PI2.

 When Product Management wants to prioritize a list of Features likely to be planned in the upcoming Program Increment (PI) meeting, they should use the job size based on relative estimation as the denominator of the Weighted Shortest Job First (WSJF) calculation. This approach helps in effectively ranking the features based on their size and estimated effort.

Before an upcoming Program Increment (PI), the Release Train Engineer (RTE) has several responsibilities to ensure that the Agile Release Train (ART) is prepared for the PI Planning event. One of the key activities performed by the RTE is facilitating ART Backlog prioritization with Product Management and other stakeholders1.

This activity involves working closely with Product Management to review and prioritize the features and capabilities that are proposed for the upcoming PI. The RTE helps to ensure that the ART Backlog reflects the priorities of the business and that there is alignment between the stakeholders and the teams on what will be built. This collaborative effort is crucial for the ART to effectively plan and execute the work for the PI.

The RTE’s role in facilitating ART Backlog prioritization includes:

•Engaging with Product Management: The RTE works with Product Management to understand the strategic objectives and the vision for the ART. This helps to ensure that the Backlog items align with the overall goals of the organization.

•Collaborating with Stakeholders: The RTE brings together various stakeholders, including Business Owners, Product Owners, and other key figures, to discuss and agree on the priorities for the PI.

•Preparing for PI Planning: By prioritizing the ART Backlog, the RTE helps to set the stage for a successful PI Planning event, where teams will further refine and commit to the work for the upcoming PI.

Through these efforts, the RTE plays a pivotal role in driving the ART’s focus on delivering value that is aligned with the organization’s strategic goals1.

The Scaled Agile Framework (SAFe) incorporates principles from Lean product development as one of its primary bodies of knowledge. This approach emphasizes creating value through the efficient flow of products from concept to cash. Lean thinking encourages systems to optimize the whole, eliminate waste, and deliver quickly with the highest quality. In the context of SAFe, Lean product development supports the creation of a sustainable workflow that delivers continuous value to the customer, aligning with the other bodies of knowledge such as Agile development, systems thinking, and DevOps to form a comprehensive framework for enterprise-scale delivery of solutions.

During the final plan review of the Program Increment (PI) Planning, the teams cover several critical pieces of information. This includes any changes to team capacity and load, which may affect the delivery of PI Objectives. The final PI Objectives are reviewed to ensure alignment with the ART’s goals. Additionally, ART PI Risks are addressed, including any new risks identified during the planning process, and existing risks that have been ROAMed (Resolved, Owned, Accepted, Mitigated). Lastly, any impediments that could hinder the ART’s progress are discussed, ensuring that they are acknowledged and addressed appropriately. This comprehensive review is essential for the ART to commit to a set of PI Objectives that are achievable and aligned with the overall strategy1.

ROAMing Risks during PI Planning promotes transparency and Business Owner engagement because it:

•Addresses Concerns: Highlighting potential risks (Resolved, Owned, Accepted, Mitigated) opens a dialogue with stakeholders, allowing them to express concerns or uncertainties early on.

•Shared Risk Management: ROAMing risks establishes a collaborative approach to risk management, involving Business Owners in the mitigation planning process.

•Informed Decision-Making: Understanding risks empowers Business Owners to make informed decisions about scope, prioritization, and potential trade-offs.

Comprehensive and Detailed 250 to 250 words of Explanation From Exact Extract of SAFe 6.0, including the SAFe Release domains:

In SAFe 6.0, Enablers are work items that support future business functionality by addressing architecture, infrastructure, compliance, or exploration needs. At the Program level, Enablers are essential for sustaining flow, reducing technical debt, and enabling the Continuous Delivery Pipeline. The Release Train Engineer (RTE) works closely with the System Architect to ensure Enablers are properly identified, prioritized, and planned within the Program Backlog and Program Increment.

The System Architect has primary responsibility for defining and evolving the architectural runway and identifying the technical and architectural Enablers required to support upcoming features. The RTE facilitates collaboration, alignment, and decision-making to ensure these Enablers are visible, sequenced appropriately, and balanced with business features during PI Planning and execution. This partnership is critical to maintaining system integrity and long-term agility.

Solution Management operates at the Large Solution level and focuses on solution vision and capabilities, not ART-level Enabler prioritization. Product Owners prioritize Team Backlogs, not Program-level Enablers. Development Manager is not a defined SAFe role.

By working with the System Architect, the RTE helps the ART maintain architectural integrity, improve flow, and reduce risk, which directly supports the SAFe Release domain’s goals of predictable, high-quality value delivery.

Within the SAFe framework, Product Management holds content authority over the Program Backlog. This includes defining the Vision, the Roadmap, driving the PI Objectives, and establishing Features and benefit hypotheses. The Program Backlog is a critical element that contains upcoming Features intended to address user needs and deliver business benefits for a single Agile Release Train (ART). It also includes enabler features necessary to build the Architectural Runway1. Product Management’s role involves identifying, refining, prioritizing, and sequencing backlog items using Weighted Shortest Job First (WSJF) to ensure economic success1. While managing risk and driving continuous improvement are important aspects of the SAFe framework, they are not specifically cited as part of the content authority of Product Management for the Program Backlog1. Working with business stakeholders and Solution and System Architects to implement technology across Value Streams is also crucial, but it is a collaborative effort that extends beyond the sole authority of Product Management1.

During Program Increment (PI) Planning in SAFe, it is the responsibility of Product Management to own the feature priorities. Product Management is tasked with defining the features, prioritizing them, and accepting the final implementation. They play a crucial role in aligning the features with the business strategy and ensuring that the development work maximizes value delivery to stakeholders. This is in line with the SAFe principle of decentralizing decision-making and empowering those closest to the value stream to make decisions regarding the prioritization of work12.

 The core competency of Agile Product Delivery is pivotal in fostering faster lead time, quicker recovery from setbacks, fewer defects, and more frequent deployments within the SAFe framework. This competency focuses on delivering value through the continuous flow of valuable products and services to customers. It encompasses the principles and practices that help teams and ARTs deliver quality solutions to the market faster and more predictably. This includes the implementation of DevOps and Release on Demand, which are essential for achieving the mentioned outcomes1.

The business must depend on the team’s capabilities to do any meaningful planning. This is because the team’s capabilities determine the amount and complexity of work they can handle during a Program Increment (PI). SAFe emphasizes the importance of understanding the team’s capacity and skills to ensure that the planning is realistic and achievable1.

During PI planning, teams create PI objectives they intend to accomplish in the upcoming PI. These objectives are based on the team’s understanding of their capacity and the features they need to deliver. The process requires estimating and planning, knowledge of the team’s capacity, analysis of upcoming features, defining stories for the Team Backlog, and summarizing the information into simple business terms everyone can understand2.

Furthermore, the Release Train Engineer (RTE) plays a vital role in facilitating PI planning events, which align all the teams on the Agile Release Train (ART) to a shared mission and vision. The RTE helps ensure planning readiness, which includes leadership and team preparedness for the event (content readiness), part of which is understanding the team’s capabilities1.

The Release Train Engineer (RTE) is a servant leader whose responsibilities include facilitating ART events and processes, and supporting teams in delivering value. They help manage risks, escalate impediments, and drive relentless improvement1.

During Program Increment (PI) execution, when the System Team is unclear about how to test some of the larger Features, the RTE should encourage collaboration between the System Team and Product Management. This is because the RTE’s role is to facilitate problem-solving by bringing together the necessary parties to find solutions, rather than allowing problems to escalate or directing others to solve them1.

The RTE’s approach to this situation would typically involve:

Identifying the Impediment: Recognizing that the System Team’s uncertainty about testing is an impediment to progress.

Facilitating Collaboration: Arranging a meeting between the System Team and Product Management to discuss and resolve the testing challenges.

Encouraging Problem-Solving: Guiding the discussion to ensure that it is focused on finding practical solutions for testing the Features.

Supporting Implementation: Once a solution is agreed upon, the RTE would assist in implementing the solution and ensuring that it is effectively integrated into the PI execution process.

This approach aligns with the RTE’s responsibility to facilitate processes and support teams, ensuring that value is delivered and continuous improvement is achieved within the ART1.

When planning for a distributed PI Planning event with significant time zone differences, it’s crucial to adjust the PI planning agenda to accommodate the time zones involved1. This may involve extending the agenda to 2.5-3 days to allow for overlapping hours where all participants can be actively involved1. The goal is to ensure that every team member, regardless of their location, can contribute to the planning process and that the necessary collaboration and communication occur effectively. This adjustment helps in overcoming the challenges posed by the time zone differences and supports a more inclusive and integrated planning experience for all members of the Agile Release Train (ART)1.

Enabler Epics within the SAFe framework are designed to advance the Architectural Runway. This is crucial for supporting upcoming Business Epics by ensuring that the necessary technical infrastructure and architecture are in place to facilitate the smooth development and delivery of business value.

The Architectural Runway provides the necessary technical foundation that allows Agile Release Trains (ARTs) to implement new features without excessive delays and rework. Enabler Epics contribute to this runway by addressing technical debt, establishing new infrastructure, and ensuring that the system’s architecture can support future business functionality1.

By focusing on the Architectural Runway, Enabler Epics help maintain and extend the system’s capacity to incorporate new features and capabilities, which is essential for the long-term adaptability and scalability of the enterprise solution2.

 The Release Train Engineer (RTE) plays a crucial role as a servant leader and coach for the Agile Release Train (ART). One of the key responsibilities of an RTE is to support teams in problem identification and decision-making. This is best done by listening to the teams, which is a characteristic action of a servant leader within the SAFe framework. By listening, the RTE can understand the challenges faced by the teams, empathize with them, and facilitate an environment of mutual influence. This approach encourages the teams to be self-organizing and self-managing, which is essential for the ART’s success1.

 The Agile Product Delivery is a core competency of the SAFe framework that emphasizes a customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services. It is focused on delivering value through validated learning in short, fast increments1. This competency aligns teams to a common goal via the Agile Product Delivery model, which combines Design Thinking to ensure the solution is desirable, Feasible, Viable, and Sustainable. It also includes DevOps and the Continuous Delivery Pipeline, which helps to automate the delivery process and make it more efficient2.

The key aspects of Agile Product Delivery include:

Developing on Cadence and Releasing on Demand

Building quality in

Product Management

DevOps and Release on Demand

Business Solutions and Lean Systems Engineering

These elements ensure that the solutions are built incrementally and iteratively, allowing for fast feedback and adaptation based on customer needs and market changes. This competency ensures that the enterprise’s work is aligned with customer needs and strategic goals, thereby enhancing business agility12.

The well-executed Innovation and Planning (IP) Iteration provides time for teams to plan, demo, and improve together and serves as an occasional buffer time to deliver more predictably

An environment of mutual influence is desirable because it demonstrates Respect for People, which is a core principle of the SAFe framework. This principle is about valuing people and their contributions, creating a culture of empowerment and trust, and fostering a collaborative and inclusive work environment1. In such an environment, everyone’s voice is heard, and team members can influence each other positively, leading to better decision-making and more effective teamwork. This aligns with the SAFe principle of unlocking the intrinsic motivation of knowledge workers, as it creates a space where they can communicate across functional boundaries, make decisions based on an understanding of the economics, and participate in a more productive and fulfilling solution development process2.

When individual teams report high levels of success through their quantitative measurements, but the system results indicate otherwise, the Release Train Engineer (RTE) plays a crucial role in aligning team perceptions with actual system outcomes. Here’s how an RTE can help the teams deliver more value:

Coach on Retrospective Techniques: The RTE can coach the Scrum Masters on effective retrospective techniques to ensure that teams can reflect on and improve their processes1.

Systems View Approach: Encourage teams to adopt a systems view approach to understand how their work fits into the larger context and impacts the overall system1.

Facilitate Problem-Solving Workshops: Organize problem-solving workshops during the Inspect and Adapt (I&A) events to collaboratively identify systemic issues and improvement actions2.

Encourage ART Synchronization: Assist teams in synchronizing with other teams on the Agile Release Train (ART) to ensure alignment and collective responsibility for delivering value1.

Drive Relentless Improvement: Emphasize the importance of relentless improvement and foster a culture where continuous growth is valued and pursued1.

By focusing on these areas, the RTE can help bridge the gap between individual team metrics and the broader system results, leading to improved value delivery across the ART.

The Agile Release Train (ART) acts as a one-team culture during the Performing and Collaborating stages.

In the Performing stage, the ART has reached a level of high performance where there is a smooth flow of knowledge across the teams and the ART. This stage is characterized by the teams’ ability to deliver value predictably, and they have established strong communication channels that facilitate the sharing of knowledge and best practices1.

The Collaborating stage is marked by the teams’ ability to work together effectively across the ART. In this stage, pairing and sharing practices are common, and there is a strong sense of community and collective ownership of the outcomes. The teams within the ART are not only focused on their individual goals but also on the success of the entire ART1.

These stages reflect the maturity of the ART in terms of teamwork, communication, and shared objectives, which are essential for the one-team culture that SAFe promotes. The one-team culture is crucial for the ART to function effectively as it ensures alignment, fosters collaboration, and drives the continuous flow of value to the customer1.

Comprehensive and Detailed 250 to 250 words of Explanation From Exact Extract of SAFe 6.0, including the SAFe Release domains:

SAFe 6.0 is firmly grounded in the Agile Manifesto, and its principles and practices directly reflect the four Agile values. One of these foundational values is “Individuals and interactions over processes and tools,” which emphasizes that people, collaboration, and communication are more critical to successful outcomes than rigid adherence to tools or prescribed processes. SAFe reinforces this value by promoting empowered, self-organizing Agile teams, face-to-face communication, and strong collaboration across roles within the Agile Release Train.

This value is essential in complex system development, where adaptability, trust, and fast feedback are required to respond to change effectively. SAFe encourages leaders to foster an environment where teams can collaborate freely, solve problems together, and continuously improve their ways of working rather than relying solely on standardized procedures. This aligns directly with SAFe’s Lean-Agile mindset and the Release domain’s emphasis on alignment, transparency, and relentless improvement.

Option B, while also an Agile Manifesto value, is not the correct answer in this context because the question asks for a value, and option A is the canonical and exact Agile Manifesto statement as presented in SAFe guidance. Option C, “Apply systems thinking,” is a SAFe principle, not an Agile Manifesto value. Option D is incorrect and not part of either Agile or SAFe terminology.

Thus, Individuals and interactions over processes and tools is the correct and verified Agile Manifesto value recognized and reinforced throughout SAFe 6.0.

Some teams never reach Stage 4 (Performing) due to the absence of guidance or leadership to navigate through the earlier stages of team development and address the challenges that arise. Without someone to guide them, teams may struggle to resolve conflicts, align on goals, and develop effective collaboration practices, hindering their ability to perform at their highest potential.

 Ensuring facility readiness for the Program Increment (PI) Planning event involves several logistical preparations. Two key ways to ensure this readiness include:

Secure communication channels for remote participants: Given the current times and the possibility of distributed teams, it’s crucial to have reliable and secure communication channels. This ensures that all participants, whether they are attending physically or remotely, can collaborate effectively during the PI Planning event1.

Engage audio-visual technical support: Having robust audio-visual support is essential, especially when the PI Planning event includes remote participants. This support helps in managing presentations, discussions, and breakout sessions, ensuring that all attendees can see, hear, and contribute to the planning process1.

These steps are part of the broader preparation activities facilitated by the Release Train Engineer (RTE) to ensure that the PI Planning event runs smoothly and that all teams on the Agile Release Train (ART) are aligned to a shared mission and vision2.

 The SAFe backlog model is structured to organize work at different levels of the framework. The Program Backlog is specifically designed to hold upcoming Features that are intended to address user needs and deliver business benefits for a single Agile Release Train (ART). It also contains Enabler features necessary to build the Architectural Runway1. On the other hand, Capabilities are typically found in the Solution Backlog, which is intended to advance the Solution and may span multiple ARTs2. Stories, which are detailed implementations of work, are part of the Team Backlog3.

 The Release Train Engineer (RTE) is responsible for ensuring that the Agile Release Train (ART) is prepared for the Program Increment (PI) Planning event. This involves a focus on several key areas to support a successful event:

Organizational Readiness: The RTE must ensure that the organization is strategically aligned with the goals of the PI Planning. This includes confirming that the roles are clearly defined, teams are properly formed, and the train setup is conducive to collaboration and communication1. Organizational readiness ensures that everyone involved understands the context and objectives of the PI Planning, facilitating a more efficient and effective event.

Facilities Readiness: The logistics of the PI Planning event are critical. The RTE should ensure that the space and logistics are well-managed to support the event1. This includes arranging the physical or virtual space where the PI Planning will take place, ensuring that it is equipped with the necessary tools and technology, and that it can accommodate all participants comfortably. Proper facilities readiness helps in creating an environment that is conducive to collaboration and minimizes disruptions during the event.

These two areas are essential for the RTE to focus on as they directly impact the ability of the ART to effectively plan and execute the PI. Organizational readiness aligns the teams and stakeholders, while facilities readiness ensures that the event can proceed without logistical issues. Together, they create the foundation for a successful PI Planning event.

 The Core Competency of Business Agility that includes aligning strategy with execution is Lean Portfolio Management. This is verified by the information provided on the SAFe website, which states that Lean Portfolio Management aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance 1. This competency enables organizations to align their strategy to execution, ensuring that they create and maintain a portfolio of investments that align with the enterprise’s strategic objectives and meet the customer’s needs. It involves collaboration between the portfolio stakeholders and Agile Release Trains (ARTs) to develop and implement the strategic themes and Lean budgets that guide the portfolio.

Comprehensive and Detailed 250 to 250 words of Explanation From Exact Extract of SAFe 6.0, including the SAFe Release domains:

In SAFe 6.0, cadence and synchronization are core principles used to align multiple teams and stakeholders, reduce complexity, and enable predictable delivery across the Agile Release Train (ART). The most prominent and explicit example of applying cadence and synchronization is conducting a PI Planning event. PI Planning occurs on a fixed, regular schedule—typically every 8–12 weeks—and brings all ART participants together to align on a shared mission, objectives, dependencies, and risks. This regular cadence establishes a predictable rhythm for planning, execution, and learning across teams.

Synchronization is achieved during PI Planning by aligning teams to the same Program Increment boundaries, iteration schedules, system demos, and Inspect and Adapt events. This ensures that teams integrate frequently, manage cross-team dependencies effectively, and deliver integrated value at the end of each PI. SAFe emphasizes that cadence creates routine and reduces variability, while synchronization enables alignment and integration across complex systems.

The other options reflect important SAFe practices but do not directly demonstrate cadence and synchronization. Creating cross-functional ARTs focuses on organizational design. Allocating budgets to Value Streams is a Lean Portfolio Management activity. Using a Portfolio Kanban system supports flow at the portfolio level. None of these explicitly establish a recurring, timeboxed rhythm that aligns all teams simultaneously.

Therefore, PI Planning is the clearest and most direct application of cadence and synchronization in SAFe, supporting flow, alignment, transparency, and successful execution within the SAFe Release domain.

When planning for a distributed Program Increment (PI) Planning event with a significant difference in time zones, a Release Train Engineer (RTE) should focus on adjusting the PI agenda to accommodate overlapping hours and ensuring robust audio and video connectivity across all locations.

Adjusting the PI agenda to 2.5 – 3 days allows for overlapping hours where all participants can engage synchronously, which is crucial for collaboration and alignment1. This adjustment ensures that teams across different time zones can contribute effectively without being excluded due to their local time.

Ensuring that presentation audio and video connectivity is arranged and tested in all locations is essential for a distributed PI Planning event1. This preparation is vital to avoid technical issues that could disrupt the communication and collaboration necessary for successful PI Planning. It’s important to have reliable technology and infrastructure that supports the different planning activities, including tooling to facilitate remote interaction1.

These focus areas are critical for the RTE to prepare and facilitate a distributed PI Planning event effectively, ensuring that all teams, regardless of their location, can participate fully and contribute to the planning process.

One recommended practice when planning across large time zone differences is to allow for overlapping hours. This approach acknowledges the challenges posed by multiple time zones and seeks to find a common time window where all team members can actively participate in the planning process. By doing so, it ensures that everyone has the opportunity to contribute to the discussions and decision-making, which is crucial for alignment and collaboration in a distributed environment1. This practice is part of creating a working agreement that accommodates time zone differences and supports effective communication and coordination among remote team members2.

Iteration Goals in SAFe are a high-level summary of the business and technical goals that an Agile Team agrees to accomplish in an Iteration. They are essential for coordinating an Agile Release Train (ART) as a self-organizing, self-managing team of teams. The primary benefits of Iteration Goals include aligning team members to a common purpose and aligning teams to common PI Objectives while managing dependencies. They provide Agile Teams, ART stakeholders, and management with a shared language for maintaining alignment, managing dependencies, and making necessary adjustments during the execution of the Planning Interval1. These goals apply to teams whether they use SAFe Scrum, SAFe Team Kanban, or a hybrid of both. By setting Iteration Goals, teams can ensure that they are working towards the same objectives and can adjust their efforts as needed to stay on track with the overall goals of the ART1.

In the context of SAFe, becoming a coach involves a shift from traditional management behaviors to those that support and enable Agile and Lean practices. The old behaviors that a coach needs to move away from include:

Focusing on deadlines (A): Traditional management often emphasizes strict adherence to deadlines, which can lead to a focus on output rather than outcome and value.

Fixing problems for the team (B): This behavior undermines the team’s ability to self-organize and solve problems on their own, which is a key aspect of Agile teams.

Driving toward specific outcomes ©: While having goals is important, a coach should encourage teams to explore various paths to achieve outcomes, fostering innovation and adaptability rather than prescribing specific solutions.

These behaviors contrast with new behaviors expected of a SAFe coach, such as facilitating team problem-solving (E) and focusing on business value delivery (F), which align with Agile principles of empowerment and customer-centricity1.

 In systems thinking, a key principle is that the value of a system passes through its interconnections. This concept emphasizes the importance of the interfaces and dependencies that exist within a system. These interconnections are crucial for delivering ultimate value, and continuous attention to these interfaces and interactions is vital for the system’s evolution. It is understood that a system can evolve no faster than its slowest integration point, which highlights the significance of these interconnections in the overall system performance1.

 To support a Continuous Integration (CI) culture, it’s essential to focus on practices that promote frequent integration, visibility, and prompt resolution of integration issues. The three actions that align with these principles are:

Ensure fixing a failed integration attempt is always the top priority: When an integration fails, it should be addressed immediately. This practice helps maintain the health of the CI environment and ensures that new changes are always being integrated into a stable baseline.

Integrate often: Frequent integration of code changes helps in identifying conflicts and issues early, which reduces the complexity of resolving them. It also allows for quicker feedback and more rapid iteration on the development work.

Make integration results visible: Transparency is key in a CI culture. By making integration results visible to all team members, it encourages collective ownership of the codebase and the CI process. It also allows for faster detection and resolution of integration issues.

These actions are foundational to creating a robust CI culture, which is a critical aspect of the Continuous Delivery Pipeline in SAFe. They help ensure that the system is always in a potentially deployable state, even during development, which is a core principle of Agile methodologies1.