HMCTS Change Programme - Technical Discovery and Agile Delivery Management Capabilities

Description

Summary of the work HMCTS is undergoing an extensive Digital transformation for which Agile Programme Specialists are required. The Change Portfolio's technology objective is to develop efficient, proportionate and accessible digital services delivering access to justice via appropriate modern channels. The services are being developed using microservices in accordance with the GDS Agile methodology. Expected Contract Length Up to 2 years. 1st SOW for 3 months, subsequent SOWs dependent on Agile phase duration Latest start date Monday 3 July 2017 Budget Range The maximum rate MOJ are prepared to pay is: - Delivery Manager £750 - Business Analyst £700 - Performance Analyst £600 - Transition Manager £600 - Agile Coach £750 - PMO £300 The total Supplier charge will be evaluated as per evaluation criteria %. Why the Work is Being Done HMCTS is undergoing an extensive reform transformation enabled by a technology work stream. The Technology work stream spans several programmes within the change portfolio - delivering the service transformation, the supporting platform and the enabling new services, all needed to deliver the benefits. Current HMCTS services are typically supported by high-volume, paper based processes. The Change Portfolio's main technology objective is to develop efficient, proportionate and accessible digital services delivering access to justice via appropriate modern channels. These digital services are being developed within a coherent architecture which maximises reuse across the services. Problem to Be Solved HMCTS services are typically supported by high-volume, paper based processes, subject to frequent delay and often baffling to persons without legal training. Current issues include slow processes, high administrative burden, inefficient court building usage, inflexible underlying technology that is expensive to support and enhance. The Change Portfolio aims to deliver a digital justice system that is coherent, flexible, in-house supported, efficient, proportionate and accessible. The 2 year forecast requires 5 Delivery Managers, 8 Business Analysts, 2 performance analysts, 2 transition analysts, 2 agile coaches, 2 PMO resources, however an additional 3 DMs, 3 BAs maybe required and should be costed Who Are the Users As a User of the Courts system I require the ability to have a digital justice system that is coherent, flexible, efficient, proportionate and accessible. I require the system to be in plain English and I do not wish to be confused by legal jargon. As an employee of the Courts system I require the digital justice system to be efficient, easily managed and to assist me in my daily duties As a member of the legal judiciary I require the digital justice system to reflect the legal requirements and all elements of the Statute to remain in extant Work Already Done The wider programme has undertaken extensive planning and mobilisation as part of the 6 year transformation roadmap. We are now in the second year of the six year programme and projects have been initiated and discoveries completed across the Change programme, Property, Infrastructure & Operations and Technology Programmes. The projects are staggered across the length of the programme so all are currently at different stages of their life-cycle. Existing Team The current projects all have teams in place. Each existing team includes, but is not limited to; a Delivery Manager, a Technical Lead, a Business Analyst, a User Researcher, a UX Designer, one or more developers a QA specialist and a share of an Agile Coach. It is expected that the successful provider will augment some of these teams  as well as providing discovery and delivery management capabilities for new teams yet to be formed, either to extend the capacity on existing projects, or provide the  capability for the other projects due to start during 2017 and 2018. Current Phase Not applicable Skills & Experience • Capable of deploying the following capabilities, minimum 3 years experience, within the first week of July 2017: 2 DMs, 3 BAs, 1 Performance Analyst, 1 Agile Coach, 2 PMO analysts(5%) • Evidence of successfully delivering multiple Agile technology projects synchronously, within an environment that necessitates Waterfall reporting and "prince 2" risk management(3%) • Experience of successfully delivering high transaction (above 100k/yr) digital services collecting and managing personal and/or sensitive data and working in complex and highly regulatory environments(3%) • Evidence of communicating effectively with technical architecture to solve complex technical problems and communicating the problems and solutions to a non technical audience(2%) • Experience of delivering multiple complex technical applications/digital services using microservices, within multi-vendor teams, using the GDS Agile methodology to demanding Public Sector clients(2%) • Evidence of how you successfully build a culture of continuous delivery and improvement, ensuring that systems and data are regularly analysed, maintained and improved(2%) • Evidence of successful stakeholder management, conflict management, end client engagement and communication, within a high profile National programme, across a range of different Public Sector bodies(2%) • Evidence of successful collaborative working, coaching and sharing knowledge with Public sector client teams, particularly those with limited agile development experience(2%) • Evidence of how you have ben successful in identifying, locating and working with multiple business stakeholders, and supplier Business Architect teams to generate requirements and process design(2%) • Demonstrable experience of creating lasting change towards agile and lean ways of working for the better in an organisation in a wide range of industries across public and private sector(2%) • Evidence of embedding the most relevant agile tools and techniques to ensure user centric design, personal data, security and privacy are captured as core elements of the digital deliver(2%) • Experience of handing over working/live services to buyer teams and/or other supplier teams – e.g. supporting in developing buyer capability and capacity and maintaining an exit strategy/handover(2%) Nice to Haves • Have demonstrable experience of Transformation programmes and replacing legacy systems including developing hybrid transition plans for a consolidated service of legacy and digital platforms(1%) • Have proficiency with Google Analytics and other digital analytics platforms: instrumenting, administration and analysis(1%) • Experience of defining appropriate portfolio, programme and project structures in the context of digital services delivery, and providing reporting, planning, risk, dependency, financial and change management aspects of the Programme(1%) • Experience of creating lasting change towards agile and lean ways of working for the better in an organisation in a wide range of industries across public and private sector(1%) • Experience of handing over to and supporting operational services and managing the work of the integrated Performance Enhancement Team (sustaining team) following release into Public Beta(1%) Work Location 102 Petty France, London, SW1H 9AJ (the 'Base location', although some UK Travel may be expected) The authority may consider suppliers hosting project teams at their own premises. Any benefits offered by suppliers in this scenario should be reflected in the value for money section of the written proposal. Working Arrangments The suppliers team will initially be required to work onsite at the base location working a five (5) day week. The Service is being delivered against the GDS Service Manual (e.g. agile delivery aligned to scrum methodology). For any work performed at a location different to that of the Base location (or the supplier's own premises) and London (outside of the M25), all reasonable travel and expenses costs shall be met in accordance with the rates set out in the MoJ travel and subsistence policy. All expenses will require prior approval from HMCTS before being reimbursed. Security Clearance Baseline Personnel Security Check (BPSS) which must be dated within three months of the start date. See https://www.gov.uk/government/publications/government-baseline-personnel-security-standard for further guidance. Additional T&Cs All expenses shall adhere to the Ministry of Justice standard Travel and Subsistence policy. Expenses to Base Location of works will not be paid, nor expenses within London M25 location No. of Suppliers to Evaluate 5 Proposal Criteria • Proposed Team members Minimum of 3+ years experience in multidiscipline teams, on large-scale projects Describe the teams who’ll be doing the work and how they’ll work together in each team(5%) • Provide named individuals and cv's for initial team 01-July; 2-DMs, 3B-As, 1-Performance-Analyst, 1-Agile-Coach, 2-PMO, demonstrating experience of working in agile multi-vendor teams(5%) • Describe how will you ensure that HMCTS is supplied with high quality and appropriately skilled team specialists, whilst minimising HMCTS's effort in screening th eproposed team members(4%) • Describe your approach to adding, replacing and rotating new team members, within a 2 week notice period, to the existing team without reducing the teams velocity(3%) • Provide three referenceable client focussed case studies where your company have provided the desired service capability; please identify the proposed team member(s) that were part of the delivery team(7%) • Describe how you intend to measure and manage quality and speed of delivery within the team to ensure continuous improvement(2%) • Propose your approach for enabling digital teams, delivering capability and ensuring that knowledge transfer is conducted during handover of project outputs to the HMCTS BAU maintenance team(4%) • Give examples of KPIs and SLAs that you would be prepared to commit to for this contract, including ability to provide high calibre substitutes/replacements within 2 weeks(2%) • Explain the Value Proposition; value for Money, how the proposal will optimise costs, and generate savings. Demonstrate how discounts will be linked to volume and duration(5%) Cultural Fit Criteria • Explain the approach for working with multi-vendor teams across multiple projects at different locations(3%) • Explain how you will ensure collaboration at all levels of the project and programme delivery between users, team members, and management. Give examples of where you have taken this approach(2%) Payment Approach Time and materials Evaluation Weighting Technical competence 70% Cultural fit 5% Price 25% Questions from Suppliers 1. Do HMCTS have existing resource that they would like the successful bidder to supply through this contract? If so, can you provide details of the existing resource you would be about to retain at the rates indicated in the published opportunity? This will assist us in assessing what additional resource you are likely to require. The existing contracts have reached a natural end, and the MOJ have a need to replace the contracts to meet the demands of the programme. Unfortunately, the MoJ are unable to provide details of the incumbant suppliers consultants as it would be a breach of confidentiality. 2. Does this requirement fall inside or outside IR35? Thank you for your question regards IR35 status pertaining to the required roles. These roles have been assessed as outside IR35 3. Your scoring appears to add up to 101%, is this an error? Thank you for requesting clarity regards the weighting %. Having reviewed the criteria weightings, it would appear Essential skills and experience criteria 12, "Experience of handing over working/live services to buyer teams and/or other supplier teams – e.g. supporting in developing buyer capability and capacity and maintaining an exit strategy/handover", should be a weighting of 1%. Please ensure your submission reflects this amendment. 4. The final Essential and Nice-to-Have criteria are very similar, asking for details of experience in the handover of services. Could you elaborate on what is expected in each question? Is the Essential question about handover strategy and the Nice-to-Have question, is this about the support available? Thank you for requesting clarity regards the two criteria. The final "Essential" criteria question relates to the commercial exit arrangements of the supplier at the end of either the project or the two-year contract. The "nice-to-have" question relates to the operational services handover between the "Projects" team and the BAU "Live" support team 5. What is the outcome expected from this project? Thank you for your question regards the project outcomes. The capabilities being sought are to assist in the delivery of the programme outcomes; delivering a comprehensive change in the HMCTS ICT capability. The complex programme consists of several projects for which the capabilities are required to provide critical leadership roles. They are to ensure the Change Portfolio's technology objectives are achieved; develop efficient, proportionate and accessible digital services delivering access to justice via appropriate modern channels. 6. You mention micro-services but the roles mentioned do not include a developer. Could you explain the relevance/relationship to the roles in this opportunity (Delivery Manager, Business Analyst, Performance Analyst, Transition Manager, Agile Coach, PMO)? Thank you for your question regards the relevance of technology. The programme leadership team believe it is essential for the Agile project members have a thorough knowledge of the GDS processes and the technical development approach; e.g. use of containerisation and microservices. 7. Are you accepting consortium applications or do they have to be from one supplier? Thank you for your question regards consortiums. The MOJ are happy to accept such proposals provided there is a clear and accountable Prime supplier that is accountable for all commercial aspects of the contract 8. Please could you clarify the role of Transition Manager / Analyst and what they will do as part of this project. Thanks. The purpose of the role is to ensure the projects deliver Services that are fit for "Operational" service. Whilst providing assurance evidence that the newly developed services adhere to HMCTS policy, they are responsible for guiding the project/service teams through the processes necessary to deliver the new services; NFRs, metrics, KPIs, supporting capability (ITIL Service Management). They are accountable for ensuring a smooth and effective transition to live service. They must engage with the business to ensure the business are ready to receive the on-going live operational services. It is essential they are technically competent to challenge the development teams.