This opportunity is closed for applications.
The deadline was Sunday 20 November 2016 at 6PM (in Canberra)
- Opportunity ID
- Deadline for asking questions
- Sunday 13 November 2016 at 6PM (in Canberra)
- Closing date for applications
- Sunday 20 November 2016 at 6PM (in Canberra)
- Monday 7 November 2016
Write a summary of your brief The Department is seeking to engage an experienced Service Provider, who can assist the Department to establish a Continuous Delivery Capability. The focus of this engagement will be a Proof of Concept for five software development/delivery teams.
What is the latest start date?
From Monday 16 January 2017, subject to personnel obtaining required security clearances.
How long is the contract? From the Commencement Date to 30 June 2017.
Where can the work take place?
Australian Capital Territory
Who will the specialist work for?
Department of Immigration and Border Protection
Budget range $1,000,000 to $2,000,000
About the work
Why is the work being done? The Department of Immigration and Border Protection (Department) has identified a requirement to substantially increase its ICT delivery capacity, specifically in the way ICT products and services are developed and delivered, in order to meet the demand for rapid business and technology change.
The Department has a number of project and delivery teams using basic Agile rituals (e.g. Scrum, Kanban), and also has undertaken a number of “digital exemplars” in conjunction with former Digital Transformation Office (DTO), now known as the Digital Transformation Agency (DTA).
What's the key problem you need to solve? To achieve an increase in software product development/delivery, the Department is seeking to establish a Continuous Delivery capability. This needs to be undertaken, recognising the Department is not yet using Lean or Agile approaches at the enterprise level.
The Department will run a Proof of Concept with five software development/delivery teams. These teams will be delivering projects with tangible deliverables, while participating as pilots in the Proof of Concept. The intent of the Proof of Concept is to enable the Department to better understand what is required to develop, implement and sustain a Continuous Delivery capability.
Milestone 1 - Initial maturity assessment plan for the Continuous Delivery Proof of Concept, to be completed within one month of the commencement date:
• Undertake an initial maturity assessment for continuous delivery and provide recommendations to achieve the Agency’s requirement for continuous delivery
• Produce a plan to run the Proof of Concept.
Milestone 2 - Initial maturity assessment plan for the Continuous Delivery Proof of Concept, upon completion of milestone 1 to 31 May 2017:
• Learn, document and confirm what is required to establish a sustainable Continuous Delivery capability.
• Develop skills and knowledge.
• Embed capabilities where feasible
• Identify future capabilities that are required to enable continuous delivery.
• Identify impediments in achieving an increase in maturity and provide recommendations for remediation
• Validate the learnings from the Proof of Concept.
• Develop and confirm artefacts (such as patterns, processes and roles) that will contribute to the creation of a Continuous Delivery capability.
Milestone 3 - Initial maturity assessment plan for the Continuous Delivery Proof of Concept, upon completion of milestone 2 to 30 June 2017:
• Document learnings and achievements from milestones 1 and 2.
• Produce a roadmap and supporting artefacts, which include executive level recommendations to implement a Continuous Delivery capability throughout the Agency.
• Present the learnings, achievements and anticipated business value with the roadmap to the Agency’s senior executive for further action.
Describe the users and their needs Senior ICT Executive – are seeking to find
ways to significantly increase the
development/delivery of software products
while lowering technical debt.
Senior Business Executive – need software
products to be developed/delivered sooner to
meet the demand for rapid business and
Agile software development/delivery teams –
need to have the skills and knowledge to
deliver software products in a way that aligns
with Agile principles.
IT Operations – need to have the services,
support and mindset to ensure the Agile teams
can operate efficiently and effectively.
Release Management – need to learn and
adopt new approaches that will support the
ICT Change Management – need to learn and
adopt new approaches that will support the
What work has already been done? 1. There are two initiatives currently being undertaken by other service providers. These initiatives are to:
a. Increase and sustain the maturity levels of the requirements management and test management processes; and
b. Establish an Agile delivery capability, primarily focusing on the delivery teams.
2. Five software development/delivery teams have been identified for the Proof of Concept.
Who will the work be done with? ICT operation teams, Release Management, Agile project and delivery teams and Five software development/delivery teams part of the proof of concept.
Any additional relevant information?
What phase is the work in?
Where will the work take place? Department of Immigration and Border Protection National Office; 5 Chan Street, Belconnen, ACT, 2617.
What are the working arrangements? 40 hours, 5 business days per week onsite at the Department's premises.
Is security clearance required? Personnel working on this engagement, are to have or be able to obtain an Australian Government BASELINE security clearance.
In addition to a BASELINE security clearance, personnel working on this engagement, are required to obtain a Departmental specific Employee Suitability Clearance.
Additional terms and conditions At sole and absolute discretion of the Department, and subject to an ongoing business requirement, the Department may have a requirement to extend the contract period
Skills and experience
Buyers will use the essential and nice-to-have skills and experience to help them evaluate sellers’ technical competence.
Essential skills and experience
- Draw on their experience in partnering with large organisations, and demonstrate they have the skills and experience to assist the Department in establishing a continuous delivery capability.
- The Department requires contact details of organisations where similar work is being undertaken or has recently been concluded (i.e. within the last 12 months).
Nice-to-have skills and experience
- Increase its ICT delivery capacity by delivering relevant, sustainable, quality software products more frequently.
- Minimise the technical debt with any new software product release.
- The Service Provider needs to demonstrate that nominated personnel have the experiences and abilities to deliver on this brief.
How sellers will be evaluated
How many shortlisted sellers will you evaluate?
- Organisational and industry experience
- Practices, approach and methodology
- Experience and availability of specified personnel / subcontractors
- Value for money
- Estimated timeframes for the work
- Working with geographically diverse teams.
Cultural fit criteria
Establish a continuous delivery capability, in an environment, which includes geographically diverse teams.
Capped time and materials
|Seller question||Buyer answer|
|1. Is this brief to provide a team to do the reviewing/reporting or also to provide personnel for the '5 teams'?||Yes. Personnel will required to support the reviewing/reporting activities as well as the 5 teams.|
|2. How many people are you looking to hire for this engagement?||We have estimated up to 7 personnel would be needed throughout the engagement. However, the supplier should make their own judgment on the number of personnel required based on the RFQ details. All responses will undergo a value for money assessment.|
|3. Are you open to interstate-based agencies applying for this opportunity and if so, would there be an allowance to cover flights & accommodation for the period of the engagement?||We are open to any supplier applying for this opportunity, wherever they are located. We would expect a considerable presence in Canberra (e.g. for at least 80% of the engagement). Flights and accommodation costs to travel to Canberra for the period of the engagement will need to be included in the response. Note, the Department’s travel policy restricts domestic flights to economy class and accommodation costs at non-SES rates. The Department will not pay for meals and incidentals.|
|4. Regarding the Nice-to-have skills and experience dot point 1 “Increase its ICT delivery capacity by delivering relevant, sustainable, quality software products more frequently” - Is this referring to increasing the delivery capacity of existing DIBP team members by improving individuals skills (i.e. coaching DIBP team members to do the work), or supplementing DIBP teams with vendor personnel to increase a team’s delivery capacity (i.e. the vendor actually doing the work)?||Yes DIBP teams will need coaching. Some teams are resource constrained and will need to be supported by vendor personnel, as part of the POCs in order to demonstrate that teams can lift their delivery capacity and Continuous Delivery maturity. The maturity assessment as part of the first milestone, will identity the number of vendor personnel required for each POC team.|
|5. Are you expecting the successful vendor to supply hands-on design, developer and testing personnel (by Scrum definition development team members) to bolster existing DIBP team numbers for the 5 teams for the proof of concept? If “Yes” how many?||No, hands on personnel are no required for the POC teams.|
|6. Are you expecting the successful vendor to supply full cross-functional teams as part of the 5 team proof of concept? If “Yes” what composition and how many teams?||Up to 2-3 resources will required for the UNIX and Wintel operations teams, Who will support the POC delivery teams. This is due to constrained resources, as a result of major IT releases. These resources will assist with the function of CD supporting tools (I.e. Automated environment provisioning and builds).|
|7. Is DIBP open to receiving two options (proposing two different sets of teams to fulfil the requirement and hence different pricing structure proposed for each option) from the one supplier?||Yes DIBP is open to more than one pricing option from the same supplier.|
|8. What project/agile management software tools do you currently use?||We use SharePoint as the Enterprise Project Management System. There are a number of tools used by software delivery/project teams (e.g. JIRA, Microsoft Team Foundation Server, HP Agile Manager) there may be more tools in use other than ones mentioned.|
|9. What technology stack do you currently use for continuous integration, deployment and delivery?||We currently don’t use any specific software products for Continuous delivery, integration or deployment. However as part of Software Development Lifecycle Project, one of the key objectives is to leverage the investment made in a recent upgrade of HP ALM for requirements management and automated testing.|
|10. For Milestone 2, are the ‘skills’ to develop technical/development or agile delivery skills?||Yes as part of milestone 2, where possible and feasible we need to develop the agile delivery skills for the POC software development/delivery teams.|
|11. Contract duration is 6 months, but each milestone is 1 month long based on timings provided which equals 3 months total for all 3 milestones. Can you please clarify duration of 1) Contract 2) Whole Project 3) Duration of each milestone 1,2 and 3.||The timeframes for the milestones are as follows: • Milestone 1 – From commencement of contract (expected to be established in January 2017), to be completed within 1 month. • Milestone 2 – Upon completion of milestone 1 (expected to start on 1 February 2017, to be completed within 4 months (31 May 2017) • Milestone 3 – Upon completion of milestone 2 (expected to start on 1 June 2017, to be completed within 1 month (30 June 2017)|
|12. Is DIBP expecting response in a particular format Ex: word, ppt? Is there any size limitation on the response?||We are not fussed on how you present the response (PPT or Word). We would like responses to be limited to no more than 10 pages.|
|13. Milestone 3 is not clear, could you please clarify?||What is not clear about milestone 3?|
|14. What is the size of the IT organization at DIBP?||There are approximately 3000 staff within the ICT organisation across DIBP.|
|15. What is the current technology and tool landscape used at DIBP?||There is a variety of vendor tool and software products used (e.g. IBM, Microsoft, UNIX, VMWARE, HP, etc)|
|16. The scope of this opportunity is to build an overarching end to end pipeline in conjunction with the other vendors working on Requirements, Testing and Agile Capabilities. Correct?||The scope of this engagement is to build a CD capability as a POC, focusing on 5 software development / delivery teams. As we are a multi-vendor environment all approaches and solutions for a CD software/tool suite capability must be product agnostic.|
|17. What is the timeline of the activities(requirements and test management) being performed by the other vendors ? Will it be completed, by the time this assignment begins ?||The two initiatives (see below) being undertaken by the two vendors have already commenced and will be completed in parallel as part of this engagement: • Increase and sustain the maturity levels of the requirements management and test management processes, being undertaken by Hewlett Packard Enterprise (HPE); and • Establish an Agile delivery capability, primarily focusing on the delivery teams, being undertaken by Software Education.|
|18. What are the tools used by the vendors for requirement management and test management ? Any automation in place?||Currently HP Quality Centre is used for test management, but not requirements management. In parallel to this engagement HPE are working with the POC software development / delivery teams to leverage and utilise the capability of the newly installed instance of HP Application Lifecycle Manager (for test management) and HP Agile Manager (for requirements management). There is no automation in use.|
|19. Are the 5 POC teams interdependent on each other?||The 5 POC teams are independent of each other, but do work jointly on the delivery of major initiatives, when required.|
|20. Milestone 1 speaks about the assessment and the recommendations. Do we need to assess the current way or working on the 5 POC projects identified, come up with the recommendations and then implement those recommendations by the time of milestone 2?||The outcome of milestone 1 will be to assess our CD capability and yes for the 5 POC teams as well, identifying recommendations and implement them as part of milestone 2. The Agile training and coaching capability is already underway, with the 5 POC teams. Agile coaching for the 5 POC teams will continue till 30 June 2017 for the POCs and a number of teams across DIBP.|
|21. Will the Agile Capability, being built by another vendor be ready by the time the POC starts? What are the Agile frameworks that are being considered?||The agile approach used by DIBP is purely based upon the Agile principles, as a way of working. Teams are free to use specific rituals (e.g. SCRUM, KANBAN, XP, etc) in order to suit the nature of work they are undertaking.|
|22. What is the scope of the 5 POC projects? Is our understanding that these POCs should be done by May 31st correct?||The 5 POC teams deliver web-based software products used by the public and DIBP staff. the timeframes for the POC work will vary, but will mostly be completed around 31 May 2017.|
|23. Do the identified 5 POC teams use the same technology and tool landscape or do they a have different tool set ?||Some of the POC teams use different tools (e.g. JIRA, HP QC, HP Agile Manager).|
|24. Is there any common team that these 5 POC teams interact with ? in other words any central teams in place for server and DB activities?||The 5 POC teams interact commonly with the Unix Midrange, Wintel Midrange, Mainframe and Database operations teams.|
|25. What is the average release timelines for these applications ? Any release charter in place for reference ?||The POC teams chosen deliver outside of major release cycles. DIBP have 3 major release cycles per year (March, 30 June and October/November)|
|26. At the org level do we have any release process/procedures/checklists defined now?||Yes at DIBP does have a release management process and delivery approach defined based upon a waterfall delivery approach, it’s been operating for many years. The major issues are delivery timeframes (i.e. requirements gathering, development, testing) which generally require a 4-6 month lead time before deployment into production also efficiencies can be gained from testing, as there is a minimal amount of automated testing in use, the majority of testing is done by test analysts.|
|27. Any particular issues at the moment that needs to addressed (Key concerns) like Defects density, service disruption, Quality, collaboration etc||Due to time constraints there is more of a focus on delivery and as a result, sometimes defects are introduced into production along with the products.|
|28. As part of capabilities assessment and recommendations is there a rationalizing of tools set and training on new tools?||DIBP is open to recommendations on rationalising tools, however the focus will be to identify ways that DIBP can leverage the investment made already purchased or implemented tools (e.g. HP, VMware, IBM, etc).|
|29. Is there an aligning of processes across project categories and train teams on new or optimized templates?||Yes the objective of the Agile training and coaching initiative (currently underway and continuing till 30 June 2017) is to train all software development / delivery teams, including the 5 POC teams on establishing an Agile delivery capability of which a CD capability is and will be a key part of Agile delivery.|
|30. Where are the 5 software development/delivery teams situated: are they all in the same location, or spread in different locations?||4 of the POC teams are located in Canberra, with one of the POC teams located in Brisbane.|
|31. When is the work with the other 2 service providers expected to be completed?||The initiatives with the other service providers will wrap up around 30 June 2017. However just like this engagement, there may be a requirement and need to extend into the 2017/18 financial year.|
|32. Do we need to train the non POCs teams on the new set of processes?||POC teams are have been undertaken basic training (i.e. Agile Fundamentals course – delivery by SoftEd), SoftEd are also providing one to one coaching for each POC team.|
|33. What is the selection criteria on the 5 POCs?||POC teams were selected based upon their ability to develop and deliver outside of major release cycles, so that we could truly demonstrate and validate as part of the POC initiative, that agile delivery can be achieved.|
|34. What are the size and structure (eg roles) of the 5 development/delivery teams?||The size of the 5 POC teams are about 10 people in size and include the core team roles (Product Owner, Developer, Tester, BA, etc)|
|35. Would it be looked on favourably if a supplier is able to deliver the Proof of Concept ahead of time eg complete all milestones before 30 June 2017?||Yes we would be very happy.|
|36. How are we bridging people capabilities in line with new the framework-provide trainings?||Can you please clarify what they mean by bridging people capabilities.|
|37. How is the infrastructure provisioning for the 5 POCs done? Is it on Cloud or on dedicated servers? If any infrastructure related issues occurs during the POC, who will address those issues?||For most of the teams the infrastructure provisioning is done manually (i.e. built in house on virtual or physical servers by the Wintel midrange or Unix midrange operations teams). One of the POC teams has successfully used the cloud to provision their server environment for the web based application. All infrastructure issues during the POCS will be addressed by the infrastructure teams (Wintel and/or UNIX), also we will assist where possible.|
|38. What technologies and DB are in use?||There are a variety of multi-vendor technologies used ranging from UNIX, WINTEL, IBM, VmWare, SIEBEL, MSSQL, DB2, Mainframe to Oracle.|
|39. Is there a DevOps tools preference?||There is no DevOps tools in use or a preference towards one.|
|40. Is cloud available for the projects? If yes, which cloud provider is selected? AWS / IBM / Google Cloud or others||Cloud for the projects would be available, however DIBP is still in its infancy in developing processes and use of cloud based services. Cloud has only been used for by one project team, as part of the DTO’s exemplar initiative.|
|41. Who are the five software development/delivery teams? Where are they in the Organisational structure? What is size, complexity, timeframe priority of each 5 software development projects? What business functionality being currently targeted?||the 5 POC teams develop software products to support the lodgement of Visas, citizenship test appointments, health assessments, and border capabilities for ABF staff. POC teams are within in the ICT division of DIBP.|
|42. Do the projects of the 5 Pilot teams have any critical dependencies outside of their remit?||The projects being delivered by POC teams are of minimal complexity and will be delivered throughout the February to June 2017.|
|43. Are any of the 5 Proof of Concept teams working with other service providers using Agile/Lean methodology?||The POC teams are working with the SoftEd coaches and trainers and are using an Agile principles/methodology for delivery.|
|44. Does DIBP have view on how the Continuous Delivery Capability will be rolled out within the Organisation?||DIBP does not have a view on how CD is to be rolled out across the agency.|
|45. What is the Governance framework that the successful tenderer will be reporting through?||the current governance framework for the programme report to a steering committee chaired by an Assistant Secretary (AS) and consisting of 5 other members also at the AS level.|
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