Awarded to Ripple Rock Ltd.

Start date: Thursday 25 July 2019
Value: £1,000,000
Company size: SME
Transport for London

Agile Delivery Services

28 Incomplete applications

21 SME, 7 large

26 Completed applications

17 SME, 9 large

Important dates

Friday 15 February 2019
Deadline for asking questions
Friday 22 February 2019 at 11:59pm GMT
Closing date for applications
Friday 1 March 2019 at 11:59pm GMT


Summary of the work
TfL are looking for a team of Agile practitioners to work with the Technology Development team to support and optimise the Agile delivery for key technology programmes to deliver solutions to help the traveling public.
Latest start date
Monday 25 March 2019
Expected contract length
2 years
Organisation the work is for
Transport for London
Budget range
Budget approval is subject to TfL governance.
A pipeline of activity is foreseen over the next 24 months, with an indicative budget against the requirements for this capability being between £700k - £1m but that scope could expand or contract.
Each SOW will give a cost to enable tracking.
TfL does not commit to any minimum or maximum spend at this point.

About the work

Why the work is being done
To ensure key technology projects are delivered to meet TfL’s business goals and Mayoral commitments. To supplement TfL's Agile delivery capability by establishing Agile best practice in those projects and implementing the recording of metrics and reporting to support product and programme delivery decisions. In parallel, increase TfL’s internal capabilities in Agile methodologies and Agile coaching skills so TfL are self sufficient by the end of the contract period. TfL has a range of delivery methodologies for example Waterfall engineering projects and TfL's Agile methodologies need to be compatible with other approaches.
Problem to be solved
TfL is constantly evolving with large scale software products delivered. TfL lacks the breadth of capability to meet all of its objectives:
- Inability to scale capacity and skills
- Challenges in cross skilling individuals and teams with limited technology skills
- Inability to deliver to sufficient quality to meet demand
- Limited agility to adapt to changing data models, business services & technology
- Inability to embed industry best practice and unlock the value it creates
- Challenges in delivering strategy and roadmaps particularly for our large scale projects.
Who the users are and what they need to do
As an organisation TfL need:
- Flexibility/Responsiveness
- Best of breed
- Scalability
- Breadth
- Best Practice
- Strategy

As a matrix managed project delivery team TfL need to:
- Quickly flex our delivery capability to meet scale of change, by getting the right skills for optimum delivery of large scale multi-team Agile projects
- Bridge existing gaps in capability with resources experienced in handling large scale projects/diverse product portfolios.
- Reduce price of outcomes
- Avoid supplier lock-in, retain agility by elevating Agile maturity levels
- Develop/implement strategies to improve Agile delivery for green and brown field projects.
Early market engagement
Any work that’s already been done
Previous Agile Delivery Services engagements have delivered training on Scrum, Agile, and Certified Kanban methodologies. TfL have teams that are at various levels of Agile maturity.
Existing team
Technology & Data is a Matrix Managed department (approx. 250 people). You will be working alongside the existing Technical Delivery and Agile delivery teams. Although day-to-day work will be working with cross disciplinary teams (matrix teams) consisting of a range of roles, including, Product Ownership, Business Analyst, Software development, Quality Assurance and Solution Architecture, as well as stakeholders from our finance, HR and legal services teams.
Current phase
Not applicable

Work setup

Address where the work will take place
14 Pier Walk
North Greenwich
SE10 0ES
Working arrangements
As an Agile engagement TfL would expect the supplier to provide a significant proportion of their time onsite working along side our co-located teams. TfL are flexible regarding the make up of the supplier team. The team may change as the engagement evolves over the contract period.

A Statement of Works will be completed to outline the outcomes and deliverables expected for each engagement.
Security clearance
A building pass will be issued.

Additional information

Additional terms and conditions

Skills and experience

Buyers will use the essential and nice-to-have skills and experience to help them evaluate suppliers’ technical competence.

Essential skills and experience
  • Demonstrable experience in facilitation/coaching staff in a broad range of Agile workshops within teams and programmes of work and applying these in large agile delivery environments (0.7%)
  • Demonstrable experience in Advanced Team level Scrum practitioner coaching to evolve team ways of working incorporating Scrum principles, values and practices to improve TfL's delivery (0.7%)
  • Demonstrable experience of delivering Scaled Multi-team and programme coaching which successfully incorporates suitable scaling patterns using frameworks such as LeSS and demonstrate how risks are mitigated (0.7%)
  • Demonstrable experience in moving from waterfall to Agile ways of working, incorporating Business Analysis, in a regulatory environment, with the need to maintain traceability (0.7%)
  • Applied Agile engineering and DevOps techniques within project contexts including discovery of current practices and creating a staged plan to evolve towards better ways of working
  • Demonstrable experience indesigning and implementing metrics at organisational, programme and team levels, including baselining and measurement of progress (0.7%)
  • Demonstrable experience in helping organisations where the number of products exceed the number of teams. Implement approaches to simplify knowledge transfer, minimise task switching and track portfolio delivery (0.7%)
  • Demonstrable experience coaching and implementing large multi-team Agile programmes of with embedded third parties (0.7%)
  • Demonstrable experience with Azure Devops. Analysis of our implementation. Suggest, agree/implement enhancements to improve our Agile working practices (CI, CD and Product Backlog Management and appropriate artefacts) (0.7%)
  • Demonstrable experience of Microsoft Technology including GIT (pull requests) and work items associated build definitions, creation/maintenance; Microsoft(Azure Devops) release definitions, Azure deployment; implementing/running a gated continuous delivery pipeline (0.7%)
  • Demonstrable experience in implementing Agile testing approaches and technology within team and programme settings, including the use of automation for regression testing (0.7%)
  • Demonstrable experience applying Agile and DevOps engineering techniques within project contexts including discovery of current practices and creating a staged plan to evolve towards better ways of working (0.7%)
  • Demonstrable experience implementing probabilistic forecasting using metrics extracted from data warehouses at team, management/ portfolio levels using Azure Devops, Jira and additional tools (0.7%)
  • Demonstrable experience in improving delivery models and providing metrics to emperically evidence these. Provide examples of metrics supporting past successful engagements (0.7%)
Nice-to-have skills and experience
  • Demonstrable experience for customised Agile training and workshops for staff outside and on the periphery of Agile development teams (0.42%)
  • Demonstrable experience in Advanced team level Kanban coaching to evolve team ways of working incorporating Lean and Kanban principles and practices (0.42%)
  • Demonstrable experience in providing framework/strategy for Scrum Master coaching, building a community of Scrum Masters, how it evolved to enable self coaching. Coaches must hold a professional coaching accreditation (0.42%)
  • Demonstrable experience in coaching and supporting Senior Leadership Team and C-level to incorporate Agile and Lean concepts into organisational design, processes, policies and business value (0.42%)
  • Demonstrable experience coaching and articulating the benefits of Continuous Integration, Deployment and Delivery. Discovery of current practices to create and implement a staged plan to move towards Continuous Delivery (0.42%)
  • Demonstrable experience that is applicable to our business, a public sector, urban, public sector transport provider (0.42%)
  • Demonstrable experience of Jira to create, manage and keep up-to-date a Product Backlog including the use of boards, Sprints, time tracking and reporting (0.42%)
  • Demonstrable experience in strong collaboration and outward facing communication with the ability to work across multiple teams using mixed methodologies in different parts of a project (0.42%)
  • Demonstrable experience of utilising cloud based storage such as AWS, their setup and maintenance to enable supplier for TfL to maximise their use and minimise costs and risk (0.42%)
  • Demonstrable experience to deliver changes to our delivery model and align to other methodologies. Our software projects are delivered alongside engineering projects (0.42%)
  • Demonstrable experience in delivering projects with high data/transaction volumes including the migration of data from legacy systems (0.42%)
  • Demonstrable experience of good Disaster Recovery practices including the ability for discovery of current practices and technical coaching of it's implementation (0.42%)

How suppliers will be evaluated

How many suppliers to evaluate
Proposal criteria
  • Identify the approach and methodology to the Discovery project planning and delivery, identifying the main stages and activities proposed at each stage (2%)
  • Detailed resource plan – demonstrating how in-house, supplier and external resource will be used and at what stage and how the team will adapt accordingly to changing priorities (2%)
  • How your approach or solution will develop our TFL team to meet our coaching and technical requirements to ensure we are self- sustainable? (5%)
  • How your approach will enable your team to effectively integrate with our existing teams to deliver large scale agile products? (5%)
  • Identify risks and dependencies and offer approaches to managing them while developing services (2%)(
  • What metrics will you supply that demonstrate delivery success and value to TfL? (2%)
  • All proposed team members must provide evidence that they meet all cultural fit criteria and have the requisite skills and experience (2%)
Cultural fit criteria
  • Be accountable. Take personal responsibility for your actions and don't make excuses about why something insn't possible. Tell others what they can expect from you (1%)
  • Be active. Make things happen, make things better and find solutions (1%)
  • Be collaborative. Share your knowledge with us so we can make better decissions. Don't waste time by excluding others (1%)
  • Be direct. Get each task done as quickly as possible, by communicating clearly and not wasting time (1%)
  • Be fair and consistant. Be open and honest about your decisions, and consider other people's view points and needs (1%)
Payment approach
Capped time and materials
Assessment methods
  • Written proposal
  • Case study
  • Work history
  • Presentation
Evaluation weighting

Technical competence


Cultural fit




Questions asked by suppliers

1. Is this the outcome related purely to Agile coaching (knowledge tfr/upskilling) or will you require delivery specialists also?
We will require delivery specialists in Agile roles, for example Scrum Masters, Agile consultants/practitioners.
2. Hi, What will be the role or roles expected to be played by the suppliers here please?
Provide Agile coaching, leading by example on large scale Agile projects on day one. With an upskilling of TfL skills to achieve self-sufficiency by contract end.
3. Is there an incumbent supplier?
4. Is there an incumbent supplier currently delivering these services, or has done so recently?
No. Although, there have been suppliers providing some aspects of these services recently.
5. Would you please confirm if there are any security clearance requirements?
None required other than a building pass.
6. Would you allow suppliers to work from their offshore offices if we provide enough evidence for data privacy and data protection?
We expect the bulk of these services to be delivered on site at our Pier Walk office. Therefore we do not expect suppliers to be working from offshore offices.
7. Does the Authority expect the supplier to deliver the work using the GDS Agile method and will the GDS be providing any oversight or guidance to TFL?
No, this is not a requirement and the GDS will not be providing any oversight or guidance to TfL.
8. Does the SRO(s) for this work, have the capacity to attend/partake in agile ceremonies? e.g. show and tells, retrospectives etc.
9. Please confirm who the people on your selection panel are and their individual roles and responsibilities.
Senior management team members from Technology Development and Delivery that are responsible for the delivery of large scale projects.
10. What do you see as the identified risks around the delivery of this work?
Time constraints, scalability, and political considerations.
11. Can you provide details of how much of your teams time will be assigned to this project and whether they will be ready to start on the expected start date?
100% of team members time will be assigned to the project. Yes, they will be ready to start on date.
12. Is this seen as a whole contract or a framework where multiple suppliers can be asked to provide services? i.e. are you intending on awarding to a single or multiple suppliers? Thank you.
Single contract to a single provider.
13. You reference in an earlier answer #4 that some suppliers have been providing some aspects of these services recently. For transparency, please can you list which suppliers these are?
QA and Ripple Rock Ltd have both delivered training aspects of these services recently.
14. We note that this is similar to a previously published opportunity. For clarity, please can you explain what has changed in your requirements and expectations for these services?
The requirements have been updated following advice from CCS, therefore please focus on the current requirements.

TfL's has high expectations with regards to Service & Engagement Management - we will expect the supplier to provide metrics showing value delivered.
15. 1. Will this be contracted as a single preferred supplier, or a supplier panel?
2. Will this be contracted as a framework agreement plus individually priced contracts each based on a SoW?
3. To what extent does TfL expect the maintenance of a consistent core of people with TfL experience over the 2 years?
4. Who will provide the day to day oversight of these roles?
5. What are TfL's expectations with regards to Service & Engagement Management?
1. Single contract awarded to single supplier.
2. The services will be delivered by individual SoWs from a call-off contract.
3. We would expect a consistent core as over the duration of the contract team members will acquire TfL domain knowledge that will be required for delivery.
4. Senior Management from Technology Development and Delivery and Programmes and Projects.
5. TfL's has high expectations with regards to Service & Engagement Management - we will expect the supplier to provide metrics showing value delivered.
16. Please can you give us some further details on how the call off will work? Is this purely coaching or are suppliers also expected to provide Agile delivery specialists?
A Statement of Works will be provided and the work called off. This is not purely coaching, suppliers are expected to provide Agile Delivery specialists to help with the practical implementation and will need technical skills.
17. Will there be an expectation for Agile coaches to operate at an enterprise level as well as at the team level ?
Yes there is a high likelihood of enterprise level working.
18. 1) Please elaborate more on:
a. No of projects within the scope of agile transformation
b. Sprint duration and release frequency
c. Number of teams under the scope of Agile transformation
d. Average team size per project
e. Location(s) of operation
f. Tools and applications used for project management and test management
2) How is the QA organisation structured
3) Are there dedicated product owners and scrum masters for the applications and scrum teams identified for the scope of this engagement?
1)a.One large scale delivery project and smaller works may be required during the duration of the contract.

b)Team are moving to CD-we are in a 2 week sprint cycle.

c)We have 20 teams-the scope of this will start with 4 teams with a view to expand.

d)7-9 people


f)Microsoft Tech Stack
Azure (Cloud hosting)
Azure DevOps (VSTS)

2)We are cross disciplinary teams with developer and QA teams working with BDD and TDD the approach for integration may vary on large projects.

3)Yes, where there are vacancies there are recruitment campaigns to support filling the roles.
19. 4) Does any project, within the scope of this engagement follow CI and CD process? If yes, please list the tools chain used in DevOps pipeline?
5) Are there any regulatory compliance requirements that IT systems need to follow?
6) All the requirements under Essential, Nice to have, Proposal and Cultural Fit Criteria have percentage mentioned against them. Does the percentage represent weight-age for all these queries?
4) Yes  Tools chain - Azure DevOps (VSTS)
ARM templates / MS Azure

5) As a public sector organisation we need to ensure we meet the appropriate compliance, such as GDPR                                          

6) The percentage is the relative weighting for each requirement
20. 7) At what stage of assessment does TFL want the vendors to:
a) Submit their commercials?
b) Submit Written Proposals, Case Studies and Work History
c) Presentation need to be conducted
7) The evaluation process will be as follows:

Stage 1 - Shortlisting

All suppliers will be evaluated on both essential and nice-to-haves competencies.
If there is a tie of scores, the highest number of nice-to-have competencies met will be used to determine the ranking.

The scoring criteria is:

0 – Not met or no evidence
1 – Partially met
2 – Met
3 - Exceeded

Stage 2 – Assessment

The top three ranking bidders will be sent information to provide a written proposal, along with a submission of their work history, case studies, and a presentation of the proposal.