Transactional Project Services 3 (TPS3)

Description

Summary of the work Project Management and Technological support to facilitate, advise and deliver Technology change projects to the business areas that have been defined in scope. Expected Contract Length 2 years Latest start date Sunday 1 August 2021 Budget Range Up to the maximum value of £4M over the term. Why the Work is Being Done The work is to ensure that organisations that are part of the Home Office are able to continue to fully integrate with the HO and make use of technology capabilities. The second reason is to be able to support local HO capability where there may be skills which are not available or require developing and meet specific to the Business Area’s operational needs. Problem to Be Solved Deliver technology change in the wider HO Businesses , in a responsive way, through the use of skilled, experienced and qualified resources. The supplier will fulfil teams and specialists within the following disciplines: 1. Programme Manager 2. Senior Project Manager 3. Project Manager 4. Assistant Project Manager 5. Technical Architect 6. Solution Architect 7. Business Architect 8. Business Analyst 9. Business Consultant/Change 10. Business Case Specialist 11. Service Architect 12. Service Transition Manager 13. User Researcher 14. Content Designer 15. Interaction Designer 16. Developer Who Are the Users • HO PPPT Arm’s Length Bodies, including, but not limited to, GLAA (Greater London Authority) ,DBS (Disclosure Barring Service ), IPCC(Independent Police Complaints commission), HMIC (HM Inspectorate of Constabulary), SIA (Security Industry Authority) • HO PPPT-related Independent Enquiries • HO PPPT-related work at the National Crime Agency • Other PPPT project and programmes as required An arm’s-length body is an organisation that delivers a public service, is not a ministerial government department, and which operates to a greater/lesser extent at a distance from Ministers. The term can include non-departmental public bodies (NDPBs), executive agencies, non-ministerial departments and public corporations. Work Already Done There are a number of projects that are currently in flight and being undertaken by the incumbent supplier. These projects are at varying stages of completion and should a new supplier be successful in bidding for this work there may be a requirement to handover and transition these projects as seamlessly as possible. Existing Team The teams with which the supplier will be working will be different across the business units, although there is a single point of contact for the overall project as well as a single commercial lead. Current Phase Not applicable Skills & Experience • Ability to provide highly qualified individuals or teams with SC clearance at short notice • Ability to articulate client requirements and turn these into SOWs with deliverables and outputs • Ability to manage, report and provide weekly flash updates with progress updates of projects to the individual project leads, TPS3 project and commercial leads • Ability to provide the right level of resources in terms of grades and provide a full justification for the individual proposed against the job descriptions and day rates • Engagement across Business areas to understand the individual projects and work packages, including budgets, plans, creation of ROMs, and approval process etc • Ability to work with stakeholders of different level of technology maturity, ability to understand complex technology solutions etc • Reporting on financial metrics on spend to date and project status across the portfolio of projects • Experience of client side delivery and ability to deliver on time and to budget • Creation of ROMs, Impact Assessments, and going through approvals processes Nice to Haves • Experience of working in central government department and delivering a similar offering to another government department • A pool of extensive in house resources and associate network,What the supplier will do to ensure availability of resource for particularly “in demand” roles • Ability to work with challenging stakeholders, working with them to articulate requirements and turn them into meaningful SOWs complete with deliverables and project outputs • Applicable case studies and lessons learnt Work Location Home Office London Sites: 2 Marsham Street, Croydon, Hendon. Potential for working on site of ALBs offices. Other locations regionally as required. Working Arrangments Statements of Work will have specific working arrangements and base locations included. Typically the project team will be expected to be on client site 4 days a week with flexible working where required. Security Clearance All staff must hold or be prepared to undergo SC Security Clearance to operate on this project. NPPV may be required but this will be addressed on a case by case basis Additional T&Cs Standard DOS5 terms and conditions however any IP generated as a result of projects commissioned by the authority, shall vest with the authority. The work may be undertaken on a fixed price or T&M basis. No. of Suppliers to Evaluate 4 Proposal Criteria • Approach to project delivery and team • Project Mobilisation, handover and transition • Project management, budgeting and governance • Applicable case studies and lessons learnt • Value for Money Cultural Fit Criteria • Ability to work collaboratively with permanent staff and suppliers. • Approach to knowledge transfer, upskilling and sharing of best practice with the client. • Flexibility in approach in order to meet changing priorities and business requirements. Payment Approach Capped time and materials Assessment Method Presentation Evaluation Weighting Technical competence 45% Cultural fit 10% Price 45% Questions from Suppliers 1. Is there an incumbent? Yes, there is an incumbent. This is a reprocurement of a contract which is ending. 2. Are the Home Office DDAT maximum rates for managed services the "Optimus" rate card? What are the Home Office DDAT maximum rates for managed services? See some examples below. Role Type:: Maximum Daily Rates (ex VAT)::SFIA 3::SFIA 4::SFIA 5Architecture::£600::£750::£950Data::£550::£650::£900Delivery::£500::£700::£850Engineering::£450::£650::£800IT Operations::£450::£650::£800Product::£540::£680::£800QAT::£460::£575::£800UCD::£425::£575::£825Note: HO DDaT does not believe that any resource above SFIA Level 5 is required in support of this delivery. 3. You state 1st August as start date is that correct? Apologies, this was an error this should be 1st September 4. Will the current incumbent be re-applying? All suppliers are entitled to apply and we have no knowledge at present to who and who will not be applying. 5. As this is a re-procurement of a contract which is ending, what would you like to see being delivered in this new contract that is nor being addressed well within the current arrangement? We expect the service that we have been obtaining to date. 6. Who is the current incumbent? Cap Gemini 7. Would the Buyer, be agreeable to use of nearshore or offshore resources? Due to the nature of the work and locations that suppliers may/will need to attend then we would expect resources to be onshore. 8. The relatively high price weighting of 45% indicates that a high value is placed on cost. Will the pricing element solely be evaluated on lowest day rates or will other pricing factors be considered? The price element is based on cost. 9. Can you advise the plans for a handover if the incumbent does not apply and / or applies and is not successful, as presumably the incumbent is quite established at this point given they have been in place for quite some time? For example, will the incumbent stay on post the end of their existing contract to complete a handover with the new supplier? Yes the incumbent will stay in place to deliver a handover if they are not successful, each project/programme will liaise with all partiesto ensure a smooth transition. 10. It is mentioned in the response to Q5 that the expectation is ‘the service that we have been obtaining to date’ with no changes required. With this in mind, can further details on the current service be provided so that bidders can better understand the specifics of the service e.g. typical time taken to staff new teams etc. Further information on this will be given at the RFP stage 11. It’s stated that the project team will typically be expected to be on client site 4 days a week. Is this correct given the current remote working guidance? Home Office is currently observing Government guidelines but if staff are required to work within office environment then this should be followed. As guidelines relax we envisage getting back to a normal working environment. 12. We note that there is an incumbent in place. Please could you confirm the name of this organisation? See question and answer 6 13. For Q13 “Applicable case studies and lessons learnt”, please could you clarify what you are looking to see as part of this question? We are looking for examples of where you have done this previously and to show your added value. 14. Can you please confirm how long Capgemini has been the incumbent? Cap Gemini won the original TPS contract in March 2017 and then won TPS2 again in June 2019 15. We note that there is a nice to have skill of working with a pool of extensive in house resources. We have successfully operated an associate-based model for several years in delivering similar services across Government (including at the Home Office). Please can you confirm that we will not be penalised in the scoring for utilising an associate-based model rather than an in house team. scoring to questions will be based on answers provided and the above will not be marked down as long as the supplier can demonstrate they have the network of associates and timescales to employ them in sufficient time 16. What’s the difference between the question on SOWs in the Essential and Nice-to-Have sections? in the nice to haves we require you to demonstrate how you have worked with difficult customers to provide this service 17. One of the nice to have skills is “Applicable case studies and lessons learnt”. The nature of the DOS framework is that all of the answers are essentially mini case studies evidencing the required skills. Please can you explain what specifically you are seeking in terms of evidence for the “Applicable case studies and lessons learnt” skill? We require you to explain what you have done, how you did the work and what you learnt in the examples provided. 18. What is a ROM? Rough Order of Magnitude 19. Which PM methodology/delivery approach do HO utilise across their business areas, there is no reference to a particular one i.e. Waterfall/agile? HO uses both approaches 20. 'Applicable case studies and lessons’ several desired/essential skills have been highlighted by HO. However, are there any particular skills that the case study needs to address? Those within the criteria for assessment. 21. Could you provide some examples of the different technologies and local capabilities used across HO? Police and Public Protection Technology develops and sustains a range of technologies used by UK police forces, law enforcement agencies, and Arm’s Length Bodies. This includes operational functions such as offender, case and event management systems, customer payment and contact functions and specialist databases, as well as a number of network and infrastructure functions. Key requirements are around ensuring the completeness, accuracy and security of the systems and data held, as well as facilitating data sharing between agencies.Key capabilities required under this contract will be business analysis, delivery management, software development and technical architecture.