From Zero to SAFe
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The document outlines the ongoing transformation of the Danish Ministry of Taxation into a more agile organization, referred to as UFO, expected to grow to 1600-2000 employees by the end of 2019. It discusses the challenges of moving away from a legacy system with over 70 mainframes and the implementation of new agile practices amid bureaucratic hurdles and past failures. Despite the complexities, the ministry is making strides towards integrating the SAFe (Scaled Agile Framework) methodology across its IT development programs.
From Zero to SAFe
- 1. From Zero to SAFe The journey of agility in the Danish Ministry of Taxation Jan Martin Smith VP – IT Development (CTO) IT and Development Agency of the Danish Ministry of Taxation jms@ufst.dk Osvald Helmuths Vej 4 2000 Frederiksberg
- 2. UFST - Udviklings- og Forenklingsstyrelsen IT and Development Agency of the Danish Ministry of Taxation Some call the organization ”UFO” - Everybody knows what it is, but no one seen it, yet. • Official formed January 2018 and moving in to 55.000m2 at Flintholmen. • End 2019 we expect to be 1600–2000 employees – the by far biggest IT development public organization UFO is a merger between: • Skat IT operations, data and development • Implementation centers in the Ministry of Taxation • Staff functions for HR, Security and Strategy
- 3. Situation in Danish Tax IT view IT in Tax started in the 1960’s and these systems still work Major TAX reform in 1962 – still visionary and first in word with “withholding tax”. Supporting systems introduced in 1972 Huge legacy portfolio – more than 70 mainframes There is also newer systems and not all legacy is that old, but all in all the picture is that most systems and infrastructure has to be redeveloped. Tuesday December 11. a political agreement (all parties in Parliament) giving Tax more than 10 billion DKr, was announced.
- 4. ICI - Implemententioncenter for Debth Collection This is a dead ”EFI – Et Fælles Inddrivelsessystem” It died in Q4-2015 when a rapport declared data was corrupt and unlawful case processing took place. EFI was a “Mission Impossible Project” Urgent need for a new plan!
- 5. ICI - The Journey Pre Q 3 vendors: IBM, Visma and Netcompany November. February May July Using a standard system dedikated for Tax collection possible ICI’s life Start development Phase 2 ”SAFe Implemented” EFI/DMI closed due to A KA/ACN investigation New simplified legislation Dialog based tender proces 10 weeks 1.Jan 2016 2017 Netcompany selected for Phase 1 March 3 vender standard contract: Netcompany, CGI and Visma April May 2018 2015 Phase 3 ends middle of 2018 Start development Phase 1 ”Basic SCRUM” September First Production Phase 1 1. May1.Jan 1.Jan Start development Phase 3 ”Full SAFe 4.5 in UFO”
- 6. ICI - The Journey Pre Q 3 vendors: IBM, Visma and Netcompany November. February May July Using a standard system dedikated for Tax collection possible ICI’s life Start development Phase 2 ”SAFe Implemented” EFI/DMI closed due to A KA/ACN investigation New simplified legislation Dialog based tender proces 10 weeks 1.Jan 2016 2017 Netcompany selected for Phase 1 March 3 vender standard contract: Netcompany, CGI and Visma April May 2018 2015 Phase 3 ends middle of 2018 Start development Phase 1 ”Basic SCRUM” September First Production Phase 1 1. May1.Jan 1.Jan Start development Phase 3 ”Full SAFe 4.5 in UFO” SCRUM SAFe
- 7. Management Focus – Stolen from CEO presentation Capabilities in the new organization - UFST
- 8. Agile Organization Commitment from top Management However not all true agile – Maturity unequal Under way to become an Agile Culture in UFST Next PI for Property Evaluation (ICE) is PI20 For Depth Collection next PI is PI12 BIGGEST SAFe organisation in Denmark >1.000 working SAFe
- 10. The Government has Unique Challenges Along the Path to Lean-Agile Adoption Even with the increased momentum toward Lean-Agile and using SAFe, several barriers delay widespread adoption. The most frequently cited challenges include: • Poor implementations of Agile in the past, creating a reluctance to try again • Waterfall-centric governance and lifecycle policies that are not easily changed • An acquisition workforce that lacks experience with Agile contracts and Lean contracting practices • Project orientation, versus continuous-flow-of-value mindset, is deeply engrained in government culture • Long acquisition lifecycles create tremendous waste and delays in delivering value • Lack of a common enterprise Lean-Agile framework leads to a limited synergy between programs Although these problems look similar to those faced by commercial companies, the organizational context, culture, and governance authorities in the public-sector environment are truly unique. Government acquisition processes and laws are intended to create a fair playing field among potential providers, but they can also create bureaucracy and delay unlike anything the private sector experiences. In addition, government agencies do not have the competitive market dynamic and profit motive that drives rapid change and innovation in a commercial environment. Instead, funding is typically provided by legislative bodies in politically-charged annual appropriations processes that move slowly. Even the concept of ‘value’ in a government technology program is often difficult to conceptualize and measure. © Scaled Agile, Inc. Include this copyright notice with the copied content. Read the FAQs on how to use SAFe content and trademarks here: https://www.scaledagile.com/about/about-us/permissions-faq/ Explore Training at: https://www.scaledagile.com/training/calendar/
- 12. SAFe in UFST now and tomorrow ICI and ICE are SAFe now. SAFe selected for all Skat IT dev. projects Right now we are working on: Large Solutions 1. ICI (3 ARTs) 2. ICE (3 ART) 3. ICT (>3 ARTs) – start dev. 2H2019 4. Next Program 5. Present Skat projects (prox. 3 ARTs) ICI and ICE have more than 40 SCRUM teams My guess is that by end. 2019 we will have > 80 teams Portfolio level has been adapted by management and will be implemented 2019
- 13. PI Planning – Debth Collection (ICI) Confidence vote
- 14. Building an Infrastructure Ongoing in Tax, but lot of work still.
- 15. Establishing a Real Choice Standardization on DevOps System support and processes will enable us To have a real choice Between
- 16. More than one Organization The Ministry is a traditional hierarchical organization Responsibility is placed in this organization Managers relate to this organization SAFe is also an organizational construction Here managers have a different role And managing an Agile Release Train is radical different for a Ministry Office Manager (Kontorchef) And we also report in a Program Modem (Prince 2), but this is not an organizational construction So we have more than three abstraction levels THIS IS HARD – AND TAKES TIME TO MASTER !
- 17. 17 Agile Nirvana is not of This World and There is no such thing as an End State Enjoy the Never Ending Journey
- 18. Backup