Murex – SAFe Implementation for Financial Software “Using SAFe to deploy agility at scale across our product factory has been fundamental to putting in place the mindset necessary for our transition to DevOps across our value chain. We still have further to go on this journey, but the benefits we see have proven that the SAFe framework was the right choice to accelerate our transformation.” —Jonathan Coyle, Head of Agile Factory Operations Challenge: With its MX.3 platform in use across the globe, Murex sought to maintain and build upon its market-leading position while continuing to respond rapidly to support the changing needs of clients and global regulatory demands. Industry: Information Technology, Financial Services Solution: SAFe® Results: 10X faster production-like testingA full functional testing cycle in just one hour85% reduction in user story cycle timeTime to release for internal test management system dropped from 37 man-days to two95 percent of those asked would not want to return to the old way of working Best Practices: Communicate continuously – You cannot over-communicate on your vision or the ‘why.’ Constantly reinforce the mission context.Prepare for challenges – Be ready to tackle the problems that emerge quickly as teams and trains accelerate.Anticipate changes in culture and people – Don’t underestimate the cultural impacts that agility at scale brings and be ready to invest in people.Invest in collaboration infrastructure – Murex invested heavily in digital solutions to help foster collaboration between distributed teams.Provide coaching and SAFe training – Coaching and training guides teams and individuals through the huge changes that they go through during the transformation and sets the stage for success. Introduction Every day, over 50,000 people in 60 countries rely on financial software from Murex. For more than 30 years, Murex has provided financial technology solutions for capital markets, from banking and asset management to energy and commodities. The independent, Paris-based company employs more than 2,200 people across 17 countries. Murex’s flagship, award-winning platform, MX.3, supports trading, treasury, risk, and post-trade operations, enabling clients to better meet regulatory requirements, manage risk, and control IT costs. To maintain its industry-leading position, Murex continues focusing on building transformative technology, but faces numerous challenges in those efforts: Changing regulations across regionsComplex and growing customer demandsLegacy IT and processes As well, Murex wanted to improve its quality and time-to-market in getting new capabilities to customers. “The impact of technology and regulation on financial institutions means they need to find new ways to adapt faster,” explained Joe Iafigliola, Head of Americas for Murex. “To answer this challenge, Murex realized that we needed to provide a more flexible and Agile approach to project delivery. While this brings more predictability and convergence, it also allows greater flexibility to make changes that are required during a project.” Pursuing Continuous Delivery the SAFe® Way Murex chose to apply SAFe to both its product development and the infrastructure supporting product development for proper business agility, and thus created a Value Stream for each: Value Stream #1 – Development of MX.3, its flagship product Murex’s first Value Stream onboarded 700 engineers in eight ARTs for the development of its MX.3 trading, risk, and post-trade platform. This ART targets consistent Agile development practices, continuous integration, improved cycle time, and a faster feedback loop. Value Stream #2 – Infrastructure evolution for MX.3 development and delivery Murex created a second Value Stream to evolve the underlying development infrastructure, which includes development environments, versioning, build pipeline, and test management systems. Before SAFe, this portfolio released about every 10 weeks. Following the SAFe implementation, this timeframe has been reduced to two weeks. Both Value Streams run with a DevOps flow. They follow sprint-based development on a two-week cadence with a continuous delivery pipeline. And batch sizes, iterations, and feedback cycles—all hallmarks of DevOps best practices—are all reduced. Murex has also started piloting a DevOps approach for client rollouts and upgrades. They created a full development environment for customization of the MX.3 platform for clients. They now handle configuration, tests, test data, and infrastructure as code, and every piece is importable and exportable, and version-able in source control. Smaller changes flow to production more easily, reducing the challenges associated with large releases. In pilot tests, the SAFe DevOps approach has shown promising results and is fostering more collaborative relations with clients. “We found that, with a DevOps approach, validation timescales can be cut in half when compared to traditional methods,” added Hassan Kamal, Head of Software Engineering. “This unlocks huge potential in terms of delivering incremental value because we can react faster to changing market and regulatory requirements.” Impressive Productivity Gains As of today, Murex has trained more than 1,000 people in SAFe, or half the company, with teams distributed across its three development centers in Paris, Dublin, and Beirut. Its efforts have driven measurable progress across numerous benchmarks: 10X faster production-like testing – Client Delivery teams can now simulate 10 weeks of real production activity in a single weekendComplete testing in just one hour, instead of days – The full client delivery testing cycle, including environment provisioning, functional tests, and upstream/downstream interface validation dropped from five days to just one hour, making it possible to run this full suite to customize each new customer configuration85% reduction in user story cycle time – Internal user story cycle for MX.3 platform development time dropped from 90 days to 15 daysLower release cost for internal IS – The time to release for the internal test management system dropped from 37 man-days to twoPositive feedback from employees – 95 percent of those asked would not want to return to the old way of working (pre-SAFe) Just as critical as the numbers, Murex’s people have embraced the mindset required to make the transformation. “The most notable difference at Murex is a change in the way we plan and execute solution development. We do not commit to tasks—we commit to outcomes—and we let the teams decide how best to get there,” said Wissam Ghamroun, Head of EMEA Customer Delivery Services. The company credits SAFe with helping it adopt best-practice engineering standards around test-driven development and CICD. “Using SAFe to deploy agility at scale across our product factory has been fundamental to putting in place the mindset necessary for the transition to DevOps across our value chain,” Coyle said. “We still have further to go on this journey, but the benefits we see have proven that the SAFe framework was the right choice to accelerate our transformation.” Share: Facebook Instagram Twitter Reddit Mail Link Back to: All Case Studies Explore more Case Studies Suggested Case Study: Westpac Read the Case Study
Air France-KLM “We wanted to experiment and demonstrate Agile principles and practices across domains. By empowering each business domain, acknowledging specific contexts in domains, fostering sharing, and ‘try and learn,’ SAFe has helped us get on the right track to success.” —Claire Charbit, Program Management NWOW Agile Adoption, Air France-KLM Challenge: Air France – KLM sought to scale Agile practices companywide to improve time to market and efficiency, but must contend with specific contexts and regulations in the different businesses of the airlines. Industry: Transportation, Aviation Results: SAFe teams released 17 times in the live environment in seven months compared to every six months previouslyOn average, SAFe teams release 20% more effectively than waterfall teamsThe company gained 20% market share in the small and medium logistics market aloneOn one offering, the company exceeded expectation by 25%Air France – KLM is more intimate with its clients Best Practices: Focus on Transversal Topics for a sustainable adoption – “From day one, make them part of the adoption,” Moreau says. These topics affect all domains.Let domains and teams define objectives – Teams are more committed and empowered if they set their own goalsTrain continuously – The Core Team regularly holds Agile Booster workshops to help with specific adoption challenges such as how to deal with conflicting priorities from both airlines, and what does it mean to have an Agile mindset? Introduction One of Europe’s largest passenger airline groups, Air France – KLM operates up to 2,200 flights daily and carries over 93 million passengers annually. The company’s five airlines—Air France, KLM Royal Dutch Airlines, Transavia, HOP! Air France and Joon—cover 320 destinations across 114 countries. In a highly competitive industry, where information systems can be strategic competitive assets, Air France – KLM set out to reduce its time-to-market with business applications. To do so, the company decided to improve the business/IT collaboration by breaking down silos and expanding Lean-Agile practices. “Before, in moving from waterfall to Agile, we were not able to make the leap on a broader scale,” says Edwin Borst, Program Management NWOW #agile Adoption, Air France – KLM. Achieving its goals would require bringing together diverse cultures at French and Dutch offices, as well as contending with diverse contexts, operational constraints or regulations across the different business domains. An Agile Adoption Empowering Business Domains and Teams After the successful launch of three ARTs in the Commercial Digital business domain in late summer 2016, the company decided to leverage this success and create a broader-scale adoption. Pieter Bootsma, Executive Vice-President Commercial Strategy at Air France – KLM, noted: “We can all benefit from Agile in the whole group and not only at Commercial Digital.” So, in late 2016, the company chose to foster and accelerate the adoption and scaling of Agile practices. Prior to launching the broad adoption, a small group of transformation leaders spent several months defining the scope of the deployment, the way the adoption would be conducted, and preparing for adoption on a larger scale. The leaders decided to adopt Lean-Agile principles and values in the way the program would be set up and run. The goal: demonstrate the mindset and practices, and see the benefits of this approach in a Change Management context. Empower each business domain via its own self-organized, multidisciplinary, “Agile adoption team” Deliver the change in short cycles, enabling experimentation and quick adaptation Start small with minimum viable products (MVPs) Share and learn from each others’ domains Differentiate and adapt to each domain’s specifications and context In late 2016, the company chose the Scaled Agile Framework® (SAFe®) to foster and accelerate the adoption and scaling of Agile practices across the various business domains. “In order to manage our Agile adoption program across 11 business domains within Air France – KLM, we formed an Agile Release Plane (ARP, modified to fit the industry), inspired by SAFe,” says Didier Lavielle, Program Management NWOW #agile Adoption, Air France – KLM. “SAFe gives us the framework we have been missing while at the same time empowering each business domain to define their own way to reach their goals.” Each business domain (Commercial, Cargo, Flight and Ground Operations, Engineering & Maintenance, Finance, Human Resources) joined the ART with its own change team—named Agile Adoption Team—and self-organized as a product team. As a mix of IT and business, the Adoption Team defines the specific objectives, approach, and steps to take in its domain: people to train, Agile product teams to form, coaching needed, communication plan, monitoring progress, and more. The company formed “Transversal Tracks,” (groups that tie into all business domains), which joined the ART: Human Resources (e.g. role description, training, and coaching), Finance and Portfolio Management (IT investment processes), Tooling and Capabilities, Communication, and “IT Readiness.” This setup brought value to the 11 domains by not having to reinvent the wheel and ensured consistency in harmonized solutions. Air France – KLM engaged with BlinkLane Consulting for guidance and training. Around 150 team members in the Agile Adoption ART, from the various business domains and Transversal Track teams, attended Introduction to Agile training, with about 50% of them taking the Leading SAFe course. Some of the Transversal tracks went through specially designed workshops regarding Lean Budgeting, Agile KPIs & Reporting, and Agile HR, for instance. Those supporting the various adoption teams either attended the SAFe Scrum Master training or were already certified SPCs. So far, more than 300 colleagues from the Adoption ART and from the regular ARTs have followed the Leading SAFe training. Aligning the Stakeholders on a “Definition of Awesome” Prior to kickoff, all business domains and Transversal Track groups aligned on a common definition of awesome with four themes: Agile Enterprise – In the Air France – KLM enterprise, the autonomous, stable, and cross-functional teams are the cornerstones of the organization for driving innovation and continuous improvement. The Transversal processes support and stimulate an Agile way of working and mindset at all levels. This allows the company to focus on continuously maximizing quality and delivering value to the customer. Value Creation – The Agile adoption aims to create more value—for customers and employees. Quality as well as effectiveness go up. The company succeeds by driving down the time-to-market, and increasing the Net Promotor Score. Leadership – Air France – KLM develops servant leaders who empower Agile teams and value streams. They engender trust, work with a clear purpose, and provide direction to all levels of the Agile Enterprise. They are recognized for their Agile leadership, enabling others to succeed and drive the organization for continuous improvement. They focus on goals instead of tasks. Employee Engagement – The organization is recognized as a best place to work. As a result, it attracts talented people. It works closely with customers. People feel responsible and autonomous for their products and results. Employee satisfaction is high and demonstrated by EPS (active promotors). Big-Room Kickoff in Paris: PI Planning Event #1 The company officially kicked off the Air France – KLM New Ways of Working #agile ART at the first PI planning event in March 2017 in Paris. The Release Train Engineer (RTE), Odile Moreau from BlinkLane, was part of a small group of transformation leaders called The Core Team. The team, which includes three from Air France – KLM and three from BlinkLane, helps foster the adoption and structure; organize the program and its events; support the domains and the Transversal tracks; and monitor the progress and the results. The five Transversal tracks, 11 business domain adoption teams, and the Core Team formed the ART, with 150 people. The company’s group CIO, Jean-Christophe Lalanne, and Commercial Strategy EVP, Pieter Bootsma, attended as executive sponsors and set the tone for the importance of the initiative. At the first PI event, Air France – KLM introduced a logo created specifically for the program, which added strategic emphasis. Team members from France and the Netherlands came together, bringing distinctive cultures and very diverse states of Agile: some were new to Agile principles and some brought several years of experience “Although this approach and the PI Planning event was new for most people, everyone was really driven and motivated to share experiences, learn from each other, try and experiment, and work toward results,” Lavielle says. Yet despite that excitement, many were hesitant to break out of their own groups and talk with those they had never met. Thus transformation leaders requested that anyone adding yarn to the program board—indicating dependencies—discuss it directly with the individuals involved. As the first PI progressed, teams achieved about 60 percent of their stated objectives, on average. In leading up to the second PI, they applied the lessons learned and set more accurate, quantifiable objectives. At the start of the second PI, Air France – KLM began a new practice of having each business domain and Transversal Track share its business results with the entire group as a PI begins. At the same time, this served as an opportunity to Inspect and Adapt what worked and what didn’t. By the third PI, in the fall of 2017, Air France – KLM had grown to 208 product teams and eight ARTs across Commercial Digital, Cargo, Commercial, and AF Flight Ops. The KLM HR division and the AF Ground Services have both organized Value Stream workshops to either launch new trains or reorganize their current Agile teams into an ART. The same applies to Digital Commercial. Following on the continuous Inspect & Adapt, Commercial Digital will also reorganize its current ARPs to allow for more alignment on the business objectives and improve its delivery model. Lessons Learned and Best Practices Along the way, they learned a number of lessons to improve their efforts going forward: Have an approach for dealing with the diversity across domains, both in their Agile maturity and in their specific context and constraints (operational, security, and regulations) Establish strong ownership in each business domain via an individual adoption team Since most of the dependencies lie between Transversal Tracks (HR or Finance impediments) and business domains, co-create solutions for Transversal topics that facilitate exchanges and encourage learning from each other Actively address the challenge of changing the managerial mindset and leadership styles Understand that setting realistic goals for the next 15 weeks will be difficult for most, as is learning to set smaller, more realistic goals Encourage individuals to ask for help from someone in a Transversal Track or the Core Team Ensure that the team members who are not 100% dedicated and co-located commit to objectives and organize in a way to still be able to work together and produce results Ask for regular feedback to respond to uncertainties and come up with valuable results Leave personal egos at the door and achieve common objectives Investing in Role-Based Training Where it can, the company trains with the SAFe curriculum. All RTEs go through SAFe Release Train Engineer training. Scrum Masters with the PSM certification are offered the SAFe for Scrum Master training and certification when joining an ARP. The same applies for Product Owner. Team members also attend SAFe for Teams when they join an ARP. Additionally, the company developed training and workshops for Lean Budgeting, using the Weighted Shortest Job First, and other practical guidelines. A community of 40 coaches support the effort at various levels: teams, domain, adoption, and enterprise. This community is growing in maturity and results. In the third PI, the company will focus on internalization and growth of the coaches, ensuring a more sustainable and economical support for the Agile community. Results: 20% More Effective Delivery Since deploying SAFe, Air France – KLM notes greater collaboration between business domains and Transversal Tracks. Within three months, their efforts began paying off in business results in the Cargo group: Time-to-market – Each ART team delivers on its promises every three weeks. Since moving to SAFe, the company released 17 times in the live environment in seven months compared to every six months previously. Quality – Of the 17 releases, the company had to delay just one due to a major incident Productivity – SAFe teams deliver, on average, more than 20% more effectively than waterfall teams Adaptability – With a PI cycle of 12 weeks, Air France – KLM has been able to pivot its vision three times in the past year, allowing the company to tap into new business opportunities much more quickly and easily Market share – The company gained 20% market share in the small and medium logistics market alone with this flexibility Predictability – The velocity of ARTs builds in more predictability and enables teams to take ownership and show greater craftsmanship. Team stability is also an important success factor in results Business value – On one offering, the company exceeded expectation by 25% Employee satisfaction – PI Planning results in better transparency and autonomy for the teams. Seeing the vision in the Cargo group encourages team members to contribute to the business value and increases their work satisfaction, as well as collaboration between business and IT Customer satisfaction – Air France – KLM is more intimate with its clients. All Product Owners from the business side have a greater understanding of the demand. Going live with small changes and new functionality every three weeks gives them a faster feedback loop and more rapid pivoting, enabling groups to deliver greater value in its IT solutions Air France – KLM looks forward to seeing ever-greater progress as it moves toward DevOps, allowing the ARTs to deliver end-to-end with an integrated team. “We have started experimenting more with weighted shortest job first (WSJF) in our priority at the Features level,” Moreau says. “We also want to harness the work with Portfolio Management and Lean budgeting.” Share: Facebook Instagram Twitter Reddit Mail Link Back to: All Case Studies Explore more Case Studies Suggested Case Study: Deutsche Bhan Read the Case Study
Thales – Bringing Agility Across the Enterprise with SAFe “The great thing about SAFe is that we have a structure in place to deliver better quality more rapidly. We can easily share with our customers and OEMs how Lean-Agile is a part of what we do.” – Celie Navatel, VP Quality and Customer Satisfaction at Thales InFlyt Experience Challenge: Reduce cycle time, control costs, and improve quality in a highly regulated environment. Industry: Information Technology, Aviation Solution: SAFe® Results: The company is two times faster in introducing releases.The ability to spot bugs sooner raises quality and enables more frequent releases.Employees report higher engagement and satisfaction. Best Practices: Invest in training – From gaining support for SAFe to the first PI and ongoing, Thales InFlyt Experience has invested heavily in training people at all levels—contributing to buy-in and a smooth transitionEngage change agents – Thales trained seven change agents to influence the rest of the organization Introduction With 64,000 employees and over 25,000 engineers and researchers in 56 countries, Thales has a global presence no other provider can match. For inflight entertainment solutions and digital services, the leading airlines in the world have come to rely on the company’s Thales InFlyt Experience division to enhance the travel journey and create engaging and personalized experiences for their passengers. From the comfort of your airline seat, the Thales Inflight Entertainment System allows you to watch shows, play games, browse the dining menu, or find your current location on a global map. You can also connect to in-flight Wi-Fi on your own device. The Thales system is guaranteed to work at highest quality, all the time. Such in-flight entertainment and connectivity has become an essential and expected benefit on commercial airlines. Every year, more than 300,000,000 passengers across 75 partner airlines rely on Thales InFlyt Experience solutions. At Thales, success depends on innovation, competitiveness, and teamwork to meet and exceed customer expectations. The company designs and develops highly complex integrated hardware and software solutions, within a regulated environment across all regions where Thales customers operate, which adds to the challenge of frequent deliveries. In the past, individual teams at Thales began experimenting with Lean-Agile approaches. However, their efforts remained limited to software teams, and they continued to release in large batches. Something had to change. “We needed a framework to meet our goals of providing exceptional customer satisfaction with reduced cycle time, lower costs, and better quality,” says Ted Tomoyasu, Director of SAFe Transformation at Thales InFlyt Experience. SAFe: A Clear Vision for Implementing Agile Leo Alonso, Thales VP of Engineering, had used the Scaled Agile Framework® (SAFe®) successfully at a former company. To explore the option for Thales, the company sent seven people to Implementing SAFe® training with Portofino Solutions, a Scaled Agile Gold Partner. All received certification as SAFe Program Consultants (SPCs). With that knowledge, the group returned ready to explain the approach to executives and gain buy-in. “Sending a cross-functional team to SAFe training was one of the big success factors and a major step in gaining executive sponsorship,” Alonso says. “They returned with a clear vision for how to implement SAFe, which supported the decision of our senior executives to move forward.” That core of seven team members became what Thales calls the Lean-Agile Transformation Team (LATTe), which was designed to provide the vision, guidance, and support to take the organization forward with SAFe. From there, the company identified one large value stream to begin with and moved forward with training. This initial training brought together architects, project managers, and functional managers related to the value stream along with people from additional shared services such as HR, Finance, and leadership. “Thales took training very seriously,” says Armond Mehrabian, President of Portofino Solutions. “When we talk to other companies about SAFe, they ask if they can just send one person. But if you want to be successful, you need a critical mass of trained people to bring about change.” In August 2015, Thales conducted a Quickstart SAFe implementation that involved two days of training in SAFe for Teams, two days of Program Increment (PI) planning, and two days of SAFe Scrum Master training. In total, about 150 people joined the first PI. PI Planning events allowed for the diverse working groups to come together quickly and collaborate face-to-face in real time. “We were able to see how all the layers of technology fit together to deliver this complex system,” says Robert Magnusson, Continuous Improvement Project Manager at Thales. The adoption of business agility across the enterprise faced some resistance from those in traditional project manager roles. Thales kept them as the primary interface to customers and gained their buy-in by showing that they could respond more rapidly to customer requests. SAFe in a Regulated Environment Thales must comply with diverse regulations in all the regions and countries where its customers operate, as well as with the requirements from aircraft manufacturers. In addition to these requirements, there are customizable features that are unique to each airline. Thales designs its systems by focusing first on fixed solution intent (aircraft manufacturer requirements) and tackles variable factors (airline requirements) later. Through SAFe, Thales InFlyt shared its Lean-Agile path with the world’s leading aircraft OEMs as well as government regulatory agencies such as the Federal Aviation Association and other agencies around the world. “The great thing about SAFe is that we have a structure in place to deliver better quality more rapidly,” says Celie Navatel, VP Quality and Customer Satisfaction at Thales InFlyt Experience. “We can easily share with our customers and OEMs how Lean-Agile is a part of what we do.” Delivering More Often, with Higher Quality Today, Thales InFlyt Experience has been using SAFe for two years, and now runs several Agile Release Trains (ARTs) and one value stream. The company has trained over 800 people and deployed across all departments and functions. Through the SAFe agility transformation, Thales InFlyt Experience has successfully reduced software release cycle time by more than 30 percent, lowered cost per size point by 25 percent, improved quality with a 20 percent reduction in solution rework, and enhanced collaboration and transparency. DevOps also proved critical for Thales, since it cannot test its systems on actual flights. Instead, the company relies on state-of-the-art tools to simulate how in-flight systems will perform. In line with SAFe, the company matched development and production environments, which is vital for successful deliveries. Transformation leaders credit SAFe with helping to strengthen Lean-Agile practices throughout the organization. “Thales’ framework changed from waterfall to streams of agility,” says Ted Tomoyasu, Director of Program Management. “SAFe has been instrumental in bringing agility across the enterprise”. 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pôle emploi – Benefits of Using SAFe in Employment Agency Pôle emploi is the French national employment agency tasked with providing and processing benefits for the unemployed and seniors, helping the unemployed find jobs, and providing employers with recruitment resources. They employ over 54,000 civil servants through 900+ agencies, and publish more than 4 million job offers annually. Industry: Government Overview In 2014, the agency processed 8 million requests for financial aid, distributing $31.7 billion euros in benefits. In early 2015, pôle emploi was asked to develop a new process for job seekers, no small feat given that the organization was operating in a legacy environment which included a 1600-member IT Department comprised of Scrum and waterfall teams, working with new technology as well as COBOL systems, and integrating work from several external suppliers They first met with key stakeholders to create the program context and agree on realistic scope, then explored options to fulfill the commitment, and sought a solution to meet the needs of these key areas: What can we do to meet our commitments ?What can we do to stay in sync?What can we do to increase team collaboration?What can we do to reduce integration risks on such a large scope ?How can we maintain a good vision of the product?How can we track the progress of so many teams? In early 2015, they launched a SAFe pilot program to see how the Framework would work within their unique context. As part of this effort, they launched an Agile Release Train (ART) with 5 Scrum teams running on 3-week sprints, managing five cross-functional initiatives. Through Program Increment planning, they brought together all the key actors in the same room to identify key features that needed to be integrated, and dependencies between the different software components. They created a new role, Delivery Manager, to track overall progress, and used IBM’s Rational Team Concert (RTC) to track team progress. After the first few months, they were able to identify where the Framework mapped easily to their context, where it didn’t, and how to reconcile some of those differences. For instance, they opted to move from the Delivery Manager role to a Release Train Engineer (RTE) role, as defined in SAFe, and began using SAFe-recommended templates to increase visibility on the new business requirements. They also decided to align the ART with their business program. Today, the IT organization operates with both agile and non-agile teams collaborating, and is transitioning the non-agile teams to agile practices through their participation in the SAFe ART. They are working within the Framework to identify areas for continuous improvement and address questions such as: How do we manage to take the business further within Agility?Could WSJF help our prioritization process?Who should assume the Product Management role in our organization?How can we move forward with the system team?Should we organize PO sync?Who can be assigned the System Architect role?Who should deal with the enablers and stories?Will we be able to dissociate PI from our quarterly IT releases?What do we need to do to move more teams to an agile cycle? Get the rest of the story—including the update—below. Download the Full Case Study Download the Update Many thanks to the team at pôle emploi for providing the study, and sharing your experience with the SAFe Community: Cécile Auret (SPC4), Methods Engineer, Jerome Froville (SPC4), Methods Engineer, and Michel Levaslot, Manager. Share: Facebook Instagram Twitter Reddit Mail Link Back to: All Case Studies Explore more Case Studies Suggested Case Study: Centers for Medicare & Medicaid Services Read the Case Study