CVS Health Tackles COVID Response – SAFe for Healthcare

When empowerment and urgency come together, anything is possible.

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Join four Agile leaders from CVS Health to learn how they banded together to form teams out of existing trains in order to tackle their monumental, and ever-evolving COVID response.

What does it look like when all roles across an operational value stream truly come together without the usual complexity and roadblocks that come with being in a large organization? How did they show up, lead with heart, and truly live their values? And what lessons were learned that other organizations can take away from this extraordinary experience.

Having scaled Agile in place already prior to this happening helps create a lot of clarity and transparency on where we should identify people who already had all the skill sets that we needed to really achieve this. And then it set up like a common language to talk about things like priority and how to sequence work. And honestly just really live the values of SAFe even more so than the process of SAFe which I think is just a beautiful place to be.”

Presented at the 2021 Global SAFe Summit, October 2021 by:

  • Caitlin Clifford, Senior Director of Digital Health Services /CVS Health
  • Rebecca Davis, CVS Health Digital Lean Agile Practice Leader /CVS Health
  • Matthew Huang, Senior Product Manager of Immunizations /CVS Health
  • Randy Kendel, Release Train Engineer of Immunizations /CVS Health
  • Interviewer: Michael Clarkin, CMO, Scaled Agile Inc.

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MetLife – SAFe Enterprise Agility

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MetLife is one of 12 Fortune 500 companies to thrive for over 150 years. Met has scale and a proud history … and the many challenges of incumbency including legacy systems and challenges to speed. Agile is quickly being embraced as the way to achieve speed in innovation.

In this 45-minute video, Cheryl Crupi shares the story of how a small team sold MetLife’s new CEO and his new executive group on Agility. This short, immersive session enabled this executive group to experience Agile for themselves and resulted in a third of the group to request individual follow-up on how they can embrace Agility, including HR, Legal, Marketing and regional business presidents.

Presented at 2019 Global SAFe Summit by:
Cheryl Crupi, Assistant Vice President, Global LACEMetLife

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pôle emploi – Benefits of Using SAFe in Employment Agency

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

Benefits of Using SAFe in Employment Agency

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.

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.

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