Command & Control Legacy Documentation

Tender description

Summary of the work To create a mid-level architectural view of the Met’s legacy Command and Control landscape, including the applications, systems and interfaces. *Please note the 0 - 3 scoring matrix described on the Digital Marketplace website will be used for the shortlisting stage. Latest start date Monday 16 October 2017 Budget Range £275,000 - £375,000 Why the Work is Being Done The Met is undertaking a business change programme of its end-to-end response process. Part of this involves the re-design of its Command and Control function and is enabled by new IT. The Met expects to replace its ageing Command and Control IT and in order to develop an accurately costed business case with the right options, it needs to understand its legacy IT estate and how to transition from old to new. Problem to Be Solved The core problem is that documentation for the complex Command and Control IT landscape is incomplete and is often at a granular level. Documentation covers specific applications but not all of the interfaces and dependencies. A mid-level architectural view, supported by legacy catalogues, is required to enable the change programme team to develop a business case without being ‘bogged down’ on legacy. Who Are the Users The Met IT department, Digital Policing, and the Command & Control change programme team. Next year, when the programme has moved to the next phase, prospective suppliers will also use the outputs. Existing Team The supplier should expect to work with a range of colleagues from across the Met, but primarily colleagues from Digital Policing and the Command and Control project team. Current Phase Not applicable Skills & Experience • Experience of working in a multivendor environment for a public sector client • Experience of complex legacy solutions and multiple interfaces • Experience of documenting legacy solutions Nice to Haves • Experience of transition and data migration from legacy solutions to new • Experience of large scale change programmes in the public sector Work Location Empress State Building, Empress Approach, Lillie Road, Earl's Court, London. SW6 1TR Working Arrangments The team are based at Empress State Building. A typical day is office hours between 7am and 7pm. Flexi working is acceptable and access to Met systems can be arranged. Security Clearance A minimum of CTC clearance is needed. No. of Suppliers to Evaluate 3 Proposal Criteria • Please describe the approach you would take to documenting the legacy systems including how you would sequence the deliverables and how you'll ensure quality within the time limit. (40 points) • Complementing the implementation plan, please submit a resource plan which details key resource allocated throughout the life of the contract. Please provide the CVs of the team. (40 points) Cultural Fit Criteria • Please describe the approach you would take to managing and communicating with key stakeholders. (20 points) • Please describe the approach you would take to sharing knowledge during the project so that stakeholders are able to benefit from it in the future. (20 points) Payment Approach Time and materials Evaluation Weighting Technical competence 45% Cultural fit 20% Price 35% Questions from Suppliers 1. Can you confirm the timescales for completing this work? The work should be completed by 31st March 2018 2. Please could the customer confirm that delivering this would not exclude any successful supplier from bidding for the replacement C&C programme, nor prevent them from using the same people? The successful supplier will not be excluded from bidding for the replacement C&C programme or using the same people. 3. Please, can you advise if SC or DV clearance is acceptable? You need to be aware that clearances from other public sector organisations cannot be transferred. Due to the unique and sensitive nature of the Met Police, you will need to go through its vetting process regardless of what level of clearance you hold at other organisations. If you already have a security clearance from having worked at the Met Police previously, then that is sufficient. 4. Can you provide more detail about the accuracy / quality / completeness of the existing documentation? There is detailed design documentation that has been created and maintained over the lifetime of the core system. The documentation is focussed on the data model and interfaces. It is well-maintained.There is very high-level architectural documentation. It is of variable quality and accuracy. 5. How deep into the tech stack does the documentation need to go? The core system is based on legacy technologies. There is no requirement to define low-level hardware and software components. 6. What level are the current processes at? (mention of granular) and what is the intended level for the future? The focus of this activity is application components, services and interfaces. The MPS is conducting a major Business Design activity and a major Solution Design activity: this activity is focussed on documenting the current application components, services and interfaces as input to the Solution Design activity. The Solution Design activity is the subject of a separate procurement. The Business Design activity is being sourced internally. 7. Could you provide details of the number and types of users? There is a fixed group of users who use the full-functionality user interfaces to the core contact handling system and the core incident response management system on a dedicated shift-basis. There is a much wider group of users who use reduced-functionality user interfaces on an ad-hoc basis. There is a group of users who access the reporting system and dash-boarding system. Aside: There are a number of application-to-application interfaces that support data exchange, information lookup and resource status/activity updates. 8. Could you provide an indication of the number of critical processes to run the command and control function? There are ten (10) use cases such as “Capture Incident”, “Manage Incident” and “Manage GeoLocation”.There are forty (40) business processes such as “Officer/Unit Despatch”, “Support Incident” and “Maintain Geodata”. Some of the business cases such as “Configure Geodata” involve technical support team activities. 9. Could you provide an estimate of how many vendors are operating in the environment ? And if there is a current integrator in play? There are four main system integrators / support providers providing support and maintenance.There are approximately twenty core technologies from a range of product vendors. Some of these were sourced directly, some through the system integrators / support providers. 10. Could you provide an estimate of how many IT systems that require migration of data to the command and control platform? There are ten (10) core systems, five (5) transactional, three (3) geo-location registries/repositories, one (1) reporting and one(1) dash-boarding. 11. Will there be a subsequent response stage to this procurement? Assuming there is an acceptable response to this shortlisting stage, we plan to give those suppliers we take through one week to respond with a proposal, with a contract start date of 16th October. 12. To what level of detail does the output need to be? Mid-level architectural artefacts along the lines of:• A TOGAF-style application catalogue including high-level information objects mastered within application components• A TOGAF-style application service catalogue including mapping application services to applications.• A TOGAF-style interface catalogue including information objects exchanged.• A TOGAF-style architecture definition document, including summary views and lists.• A Volumetrics spreadsheet, including audit and history data as well as live data. 13. Does the output need to be just technically focussed – or is there a business purpose/functionality level of documentation required too? The documentation is mainly technical (see above) 14. Will prospective suppliers be required to rely upon our work exclusively or will they also be required to conduct further due diligence? The expectation is that the Solution Design provider will use the material as a key input into their solution design and transition design but we would not prevent them from drilling-down where required. 15. If successful, will we be required to support MPS in publishing our products and responding to questions during the procurement phase? The intention is that the document and spreadsheet deliverables will be published as a set and given to the Solution Design team to use as input to their activities. There is no expectation that any handover/support activities are required. 16. How many applications are within the scope of work? Ten (10) core applications.Interfaces to Thirty (30) surrounding applications/systems. 17. Does the output need to consider adherence (or otherwise) to standards (e.g. MPS architectural standards)? There is an architecture definition document template.There are no templates for the catalogues and the volumetrics spreadsheet. 18. Does the review cover in-house systems, hosted systems, and nationally provided systems? The scope is: • Ten (10) core applications.• Interfaces to thirty (30) surrounding applications/systems, some of which are national. 19. How many vendors supply the systems / applications that are within the scope of work? There are four main system integrators / support providers providing support and maintenance.There are approximately twenty core technologies from a range of product vendors. Some of these were sourced directly, some through the system integrators / support providers. 20. Will the customer be supplying any resource to complete this work? No – only reasonable cooperation to enable and assist you to complete the work. 21. Do vendors have an obligation to provide documentation to the Metropolitan Police? The support providers have an obligation to maintain application/system documentation that is required to support business-as-usual support and maintenance. Their obligations end there.If you mean documentation that is a direct output of this engagement, then we would expect to be the owners of this. 22. Does the work include reduction of risk to current operational systems? No 23. Does the existing documentation cover all systems / applications within the scope of work? The ten (10) core applications / systems are reasonably well documented.The interfaces to the thirty (30) surrounding applications are reasonably well-documented. 24. Is transition planning included within the scope of work? No 25. Is there an obligation on vendors to engage with the supplier? Yes, to the extent that is reasonable. The expectation is that the existing system integrators / support providers will be collaborative. 26. Does the output need to include version / license situation, contract / commercial support for product support? No 27. Who is responsible for management of interfaces between systems / applications? The four (4) main support providers / system integrators are typically responsible for “their end” of an interface and are expected to work with others to resolve problems. Some of the internal surrounding applications / systems are supported by other support providers / system integrators. The external applications / systems are supported externally.