RTE vs Project Manager — Are We Getting It Wrong?

In the rush to “go Agile,” many organisations have replaced Project Managers with Release Train Engineers (RTEs) — or worse, given one person both titles. It seems like a minor adjustment, but the consequences are often significant.

I’ve seen it firsthand across major digital transformation programs in government and enterprise — from ERP rollouts to data platforms and AI initiatives. The confusion between these two roles often leads to missed expectations, poor governance, and teams stuck somewhere between traditional project control and real agility.

So what’s really going on here?

The Overlap That Isn’t

At first glance, RTEs and Project Managers both “run delivery.” They both plan, report, and unblock teams. But their purpose, mindset, and sphere of influence couldn’t be more different.

A Project Manager is accountable for delivery within defined constraints — scope, schedule, budget, and risk. They drive governance, align stakeholders, and ensure executive visibility. Their role sits within an organisation's traditional control systems.

An RTE, on the other hand, is the servant leader of the Agile Release Train — the heartbeat of SAFe (Scaled Agile Framework). Their goal is to enable flow, remove systemic impediments, and coach teams to deliver value continuously. They don’t command; they orchestrate. They don’t control; they connect.

The RTE: Conductor of the Agile Symphony

Think of an Agile Release Train (ART) as a 100-person orchestra — 10 or more Agile teams, each playing their part in a larger composition. The RTE is the conductor: ensuring rhythm, harmony, and synchronisation across the performance.

Their responsibilities go far beyond facilitation:

• Driving PI Planning and iteration cadence

• Ensuring cross-team alignment and dependency management

• Coaching leaders, Scrum Masters, and Product Managers

• Tracking value flow and predictability, not just milestones

• Fostering relentless improvement and psychological safety

A strong RTE is the invisible hand that keeps complex delivery moving — not through authority, but through influence and trust.

The Project Manager: Guardian of Governance

By contrast, a Project Manager is the guardian of structure. Their world is budgets, baselines, and benefits. They ensure alignment with portfolio strategy, risk management, and executive reporting.

They are essential in contexts where:

• There’s a defined start and end point

• Delivery must meet contractual or financial obligations

• Governance requires formal accountability and documentation

• Dependencies stretch across vendors, contracts, or departments

In government or regulated sectors, this layer of control is often non-negotiable. The Project Manager provides the assurance executives need to sleep at night.

The Real Mistake: When We Confuse the Two

Here’s where organisations stumble: they appoint a Project Manager to “run the Agile Release Train.”

The intent is good — “someone needs to keep things on track.” But the result is often counterproductive:

• Teams revert to status reporting instead of continuous delivery

• Value flow gets replaced by milestone obsession

• The PM feels frustrated that Agile ceremonies don’t produce Gantt-friendly predictability

• The RTE (if they exist) becomes a glorified coordinator with no empowerment

I’ve seen Agile trains grind to a halt because the organisation never truly empowered an RTE — instead, it rebranded a Project Manager and called it transformation.

So, When Do You Need Each?

You need a Release Train Engineer when:

• You’re running multiple Agile teams delivering a shared product or capability

• The environment follows SAFe or a scaled Agile model

• The goal is continuous value delivery and system flow

You need a Project Manager when:

• The work is finite and deliverable-based

• You have a fixed budget, timeline, or compliance constraints

• The program requires formal project governance and executive assurance

And in many cases — especially in hybrid environments like large government agencies — you need both. The RTE drives flow and agility; the PM provides oversight and governance.

How to Decide: A Simple Litmus Test

Ask yourself:

1. Is this initiative iterative or finite?

2. Are there multiple Agile teams, or is there a single delivery unit?

3. Is the success measure value flow or scope delivery?

4. Is governance lean or traditional PMO?

If your answers lean towards “iterative, multiple teams, flow” — hire an RTE. If they lean towards “finite, fixed scope, governance”, hire a Project Manager. If it’s both — make sure they partner, not compete.

RTE and PM: Partners, Not Rivals

In mature organisations, RTEs and Project Managers complement each other beautifully.

The RTE nurtures flow, culture, and continuous improvement across teams. The Project Manager translates that flow into outcomes executives can see and measure.

One speaks the language of teams and iteration; the other says the language of governance and results. Together, they form the bridge between Agile delivery and strategic accountability — and that’s where fundamental transformation lives.

Closing Thought

The mistake isn’t hiring the wrong title — it’s misunderstanding the mindset you actually need.

If you’re trying to make your organisation more Agile, don’t just rebrand your Project Managers. Empower your RTEs, redefine your governance, and align leadership to value flow. Because agility isn’t about renaming roles — it’s about reshaping responsibility.