Agile transformations require more than just adopting a framework—they demand a shift in mindset. The Scaled Agile Framework (SAFe) defines ten Lean-Agile principles that guide organizations in scaling Agile across multiple teams. Release Train Engineers (RTEs) play a critical role in ensuring that these principles are effectively implemented within Agile Release Trains (ARTs). One of the most important events RTEs facilitate is Program Increment (PI) Planning, a cornerstone of SAFe. This blog explores how RTEs prepare for and execute PI Planning, ensuring alignment, collaboration, and value delivery across teams.
What is PI Planning?
PI Planning is a two-day event where all teams within an ART come together to plan the work for the next Program Increment (typically 8-12 weeks). It is a critical event for aligning teams, identifying dependencies, and fostering collaboration.
The Role of RTEs in PI Planning
RTEs are the facilitators and orchestrators of PI Planning. They ensure that the event runs smoothly, teams are aligned, and the ART delivers value. Here’s how RTEs apply SAFe Lean-Agile principles to make PI Planning a success:
Prepare for PI Planning
Quote: “By failing to prepare, you are preparing to fail.” – Benjamin Franklin
Research Fact: According to the Project Management Institute (PMI), organizations that invest in thorough planning are 40% more likely to meet their project goals.
Example: A healthcare organization struggled with misaligned priorities and missed deadlines due to inconsistent planning cycles. By implementing PI Planning and preparing thoroughly, the RTE created a predictable rhythm, improving delivery timelines and stakeholder satisfaction.
As an RTE, you should:
Organize Readiness: Ensure planning scope, context, and business alignment are agreed upon.
Content Readiness: Prepare executive briefings, product briefings, and architecture briefings.
Logistics Readiness: Arrange the location, technology, and communication channels for the event.
Benefit: Proper preparation ensures that PI Planning is productive and aligned with organizational goals.
Facilitate Alignment and Collaboration
Quote: “Alignment is the keyword. It’s about aligning development with business goals and context.”
Research Fact: A study by McKinsey found that organizations with strong alignment between teams and business goals are 1.5 times more likely to outperform their peers.
Example: During a PI Planning event, an RTE identified cross-team dependencies that were causing delays. By facilitating collaboration and resolving dependencies in real-time, the RTE helped the ART deliver on time.
Here’s a breakdown of each activity during PI Planning and how a successful RTE facilitates it, with tips on what to do—and what not to do.
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Day 1: Setting the Stage
1. Preparation and Context Setting
What a Successful RTE Does: A successful RTE knows that preparation is key to a smooth PI Planning. Before the event even begins, they have already ensured that the teams and stakeholders are aligned on the goals and expectations. The RTE has worked closely with business owners, product managers, and executives to curate a compelling executive briefing that connects the business strategy with the upcoming PI objectives. The RTE ensures that the teams understand the business context and have all the necessary information to plan effectively.
For Example:
Imagine an RTE who, in the run-up to PI Planning, notices that one of the key stakeholders isn’t able to attend the meeting due to a scheduling conflict. Rather than let the gap go unnoticed, the RTE arranges a quick pre-PI Planning call to make sure the stakeholder’s input is included. As the session kicks off, they guide the teams through the business context, framing the vision in a way that excites everyone. When the stakeholders present, there’s no confusion—everyone is aligned.
What the RTE Should Avoid: A common pitfall is neglecting to ensure that the right people are present or not aligning business goals with the teams’ plans. The RTE should avoid running into the trap of assuming that “the plan will figure itself out.” Without proper context, teams might head in the wrong direction.
Quote:
“A well-prepared team is a successful team.”
Research Fact:
According to the Project Management Institute, organizations that invest in thorough planning are 40% more likely to meet their project goals.
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2. Team Breakouts #1
What a Successful RTE Does: Once the context is set, the RTE facilitates the team breakouts, where each team gets to dig deeper into their plans. The RTE’s role is not to dictate the work, but to help the teams identify inter-team dependencies, spot risks early, and refine their planning process. A skilled RTE walks around the room, listens to discussions, and provides guidance to unblock any issues as they arise. They keep the energy high and ensure that everyone stays on track.
For Example:
During a breakout session, one team realizes they’re relying on another team’s deliverables, but the second team has conflicting priorities. The RTE, walking through the room, overhears the conversation and immediately steps in to mediate a discussion between the two teams. They help them adjust their timelines, identify risks, and build a collaborative solution that both teams can commit to. The RTE doesn’t force a decision, but creates the space for teams to problem-solve together, avoiding delays down the road.
What the RTE Should Avoid:
A successful RTE doesn’t micromanage or dictate exactly how teams should do their work. Instead of stepping in too early, they allow the teams the space to figure things out on their own. Over-involvement can stifle creativity and autonomy.
Quote:
“Collaboration is the key to successful planning.”
Research Fact:
McKinsey found that organizations with strong alignment between teams and business goals are 1.5 times more likely to outperform their peers.
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3. Management Review and Problem Solving
What a Successful RTE Does: As the day progresses, the RTE facilitates the management review session. This is when the plans from the teams are shared with senior management, and critical dependencies and risks are discussed. The RTE makes sure that all concerns are aired out and helps the leadership team work through blockers. The RTE is the bridge between the teams and management, ensuring that feedback loops are quick, clear, and actionable.
For Example:
At one management review, a team reveals a dependency on a service that may not be ready in time. The RTE facilitates a calm, productive discussion where both the management team and the affected team collaborate to find a solution. Rather than just delivering the bad news, the RTE provides a path forward, adjusting the schedule and helping prioritize critical work. At the end of the session, everyone feels heard, and the project is back on track.
What the RTE Should Avoid:
An ineffective RTE might simply relay management’s directives to the teams without facilitating any real problem-solving. This approach can lead to disengagement and missed opportunities for collaboration.
Quote:
“Effective problem-solving requires collective intelligence.”
Research Fact:
Research by the Standish Group shows that projects that proactively manage risks are 60% more likely to succeed.
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Day 2: Finalizing the Plan
4. Planning Adjustments
What a Successful RTE Does: After the management review, the teams go back to make adjustments. The RTE ensures that teams understand the feedback and incorporate it into their final plans. The RTE makes sure that changes don’t throw off timelines, risks are mitigated, and the necessary adjustments are made with minimal disruption. They guide the teams in assessing the impact of the changes, recalibrating their goals, and recalculating their capacity.
For Example:
After the review, one team finds that they’ve underestimated the scope of their work due to the changes. The RTE helps the team break down their tasks, reassign resources, and adjust their plans, ensuring they stay aligned with the overall goals. Rather than seeing it as a failure, the RTE treats it as an opportunity to learn and improve. The team finishes the session with a solid plan and a renewed sense of purpose.
What the RTE Should Avoid:
An ineffective RTE might rush the teams into making quick changes without allowing time for proper reflection. The RTE should avoid forcing teams to make changes that don’t make sense in the context of the broader goals.
Quote:
“Adaptability is the hallmark of a resilient team.”
Research Fact:
A McKinsey report states that organizations that embrace continuous improvement reduce product development time by 20-30%.
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5. Team Breakouts #2
What a Successful RTE Does: The second breakout is where the teams finalize their plans. The RTE ensures that the teams have the right level of detail and that the dependencies between them are clear. They focus on refining the objectives, prioritizing tasks, and securing commitment from all stakeholders. The RTE ensures that everyone is on the same page and that the final plan is realistic.
For Example:
In one breakout session, a team realizes they’ve missed an important task in their initial plan. The RTE doesn’t jump in to “save” them but instead guides them through the process of identifying the gap, discussing the implications, and determining how to get back on track. The team, now fully aligned, commits to a refined plan that is both realistic and achievable.
What the RTE Should Avoid:
A poor RTE might allow teams to leave the breakout session without sufficient clarity on their objectives or without committing to realistic deliverables. This can lead to confusion and misaligned expectations down the road.
Quote:
“Clarity in objectives leads to clarity in execution.”
Research Fact:
A study by the Project Management Institute found that clear objectives are a key factor in project success.
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6. Confidence Vote
What a Successful RTE Does: Before wrapping up, the RTE facilitates the confidence vote. This is where the teams vote on their level of confidence in the plan. The RTE ensures that any concerns raised during the vote are addressed promptly, whether through team discussions or escalation to management. The RTE uses this feedback to gauge whether additional support is needed and ensures that teams are fully committed to delivering their objectives.
For Example:
In one PI Planning session, the RTE notices that several teams have low confidence in their ability to deliver. Rather than glossing over the issue, the RTE creates a safe space for teams to voice their concerns. They facilitate a discussion that addresses key obstacles, and by the end of the vote, confidence has significantly improved.
What the RTE Should Avoid:
The RTE should never ignore the confidence vote. Dismissing it or failing to address concerns can lead to disengagement and ultimately jeopardize the success of the PI.
Quote:
“Commitment is the glue that binds teams to their goals.”
Research Fact:
A Gallup study found that teams with high levels of commitment and engagement are 21% more productive.
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7. Retrospective and Closing
What a Successful RTE Does: Finally, the RTE leads a retrospective to gather feedback on the PI Planning process itself. They facilitate an open, honest discussion about what worked, what didn’t, and how to improve for the next PI Planning session. The RTE ensures that feedback is captured, prioritized, and actionable, fostering a culture of continuous improvement.
For Example:
At the end of the event, the RTE facilitates a retrospective. One team shares that they struggled with time management during their breakout sessions. The RTE doesn’t simply take note—they work with the team to implement time management strategies for the next PI Planning session. The result? A more efficient and effective planning process in future increments.
What the RTE Should Avoid:
A poor RTE might skip the retrospective or rush through it. Without it, valuable insights for improvement are lost, and the next PI Planning cycle may repeat the same mistakes.
Quote:
“Continuous improvement is better than delayed perfection.”
Research Fact:
A study by the American Society for Quality found that organizations that embrace continuous improvement have a 50% higher success rate in achieving their goals.
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Conclusion
As an RTE, your role during PI Planning is pivotal. By ensuring thorough preparation, fostering collaboration, managing risks, and promoting continuous improvement, you help your ART deliver meaningful, business-aligned results. As the SAFe framework emphasizes, PI Planning is not just about the plan—it’s about alignment. And when done well, it’s a transformative process that sets your organization up for success, one increment at a time.
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