Scaled Agile SAFe Release Train Engineer (RTE) SAFe-RTE Exam Dumps: Updated Questions & Answers (October 2025)

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.

 During Team Breakout #1 on the first day of Program Increment (PI) Planning, teams engage in several activities to align their work with the ART’s objectives. Two key activities include:

Writing Draft and Uncommitted Objectives: Teams begin by creating draft objectives which are preliminary goals they aim to achieve in the upcoming PI. These objectives are not set in stone and can be adjusted as planning progresses. Teams also write uncommitted objectives, which are goals they hope to achieve but are not yet certain they can commit to due to potential risks or dependencies.

Visibility and Color-Coding of Planning Boards: It is essential for all teams’ planning boards to be visible to ensure transparency and facilitate collaboration. The use of the same color-coding across teams helps in quickly identifying similar items, such as features, stories, and enablers, and aids in the coordination of work during the PI Planning process.

These activities are foundational to establishing a clear direction and facilitating effective communication among all members of the ART. By writing draft and uncommitted objectives, teams can navigate the complexity of planning and adapt to changes. The visibility and standardized color-coding of planning boards promote a shared understanding of the work ahead and support the identification of dependencies and risks early in the planning process.

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.

 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.

 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.

The Release Train Engineer (RTE) plays a crucial role in facilitating team growth within the SAFe framework. Two actions that an RTE can take to support this are:

Encourage continuous learning: RTEs foster an environment of continuous learning and improvement, which is a core principle of the Lean-Agile mindset. They encourage teams to constantly enhance their skills and knowledge, which contributes to the overall growth and adaptability of the team1.

Ensure time is allocated for innovation and planning: RTEs ensure that teams have dedicated time for innovation and planning during the Innovation and Planning (IP) Iteration. This time allows teams to explore new ideas, work on innovation, and prepare for future iterations, which is essential for the team’s long-term growth and the delivery of value1.

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.

The Release Train Engineer (RTE) in SAFe® is responsible for facilitating ART events and processes, and part of this role involves understanding and improving team and employee satisfaction. One effective method for assessing employee satisfaction within an organization is through the use of an employee Net Promoter Score (eNPS) survey1. This survey measures the willingness of employees to recommend their workplace to friends and acquaintances. An eNPS survey is a tool that can provide insights into employee loyalty and satisfaction, which aligns with the RTE’s responsibility to create an environment that motivates employees and keeps them healthy2. By conducting such surveys, the RTE can gather valuable feedback, identify areas of improvement, and take action to enhance the overall work environment, thereby supporting the teams in delivering value1.

 The Inspect and Adapt (I&A) event in SAFe is a significant event held at the end of each Program Increment (PI), where the current state of the Solution is demonstrated and evaluated. The I&A event consists of three parts1:

PI System Demo: This is the first part of the I&A and is different from the regular system demos after every iteration. It shows all the Features the Agile Release Train (ART) has developed during the PI.

Quantitative and qualitative measurement: This involves the evaluation of the current state of the Solution with both quantitative metrics and qualitative assessments.

Retrospective and problem-solving workshop: This is where teams reflect on their performance and identify improvement backlog items via a structured problem-solving workshop.

Program backlog refinement is not explicitly mentioned as part of the I&A event agenda. However, the result of the I&A is a set of improvement backlog items that go into the ART Backlog for the next PI Planning event1.

The innovation pillar of the House of Lean is crucial because it emphasizes the importance of maintaining a steady flow of innovative ideas and solutions, which are vital for the delivery of valuable products. In the context of SAFe, innovation is not just about new products but also about improving processes, tools, and ways of working that lead to better outcomes. The House of Lean’s focus on innovation aligns with the SAFe principle of delivering value continuously. By fostering an innovative culture, SAFe ensures that the solutions developed are not only viable but also sustainable and valuable to customers and stakeholders123.