Enterpise Programme and Project Management Office Support

Tender description

Summary of the work The purpose of this requirement is to: - implement a central and embedded Programme & Project Management Office (PPMO) service to govern, manage, control and support a portfolio of change programmes and projects to ensure successful delivery. - support the transition, recruitment and training of civil servants into PPMO roles. Expected Contract Length 24 months Latest start date Wednesday 31 January 2018 Budget Range Up to £4.9m Why the Work is Being Done There is a need to set up and implement a central and embedded Programme & Project Management service to govern, manage, control and support a portfolio of large, multifaceted, complex and major change programmes and projects to ensure delivery to time, cost, quality and strategic expectations. There is a need for the service to be cost effective and move over time from a mainly supplier managed to civil service led/managed service. Problem to Be Solved HO DDaT has a diverse portfolio of programmes and projects including a number of large, multifaceted and complex major change public and private cloud programmes that are transitioning and transforming the nature and state of the services consumed by some 30,000 users across the Home Office community of multiple business operational functions in multiple locations including central locations and geographically distributed sites. This programme of work needs to be holistically managed from demand through to operations. There is a clear need for consistent processes, practice and data to enable informed decisions to be made and effective services to be delivered. Who Are the Users As a Programme Director I need consistent and reliable data to enable me to have a holistic view across the programmes, so that I can make informed decisions. As Programme Manager I need scalable controls and processes to enable me to effectively manage my programme and deliver the agreed outcomes. As Project Manager I need the appropriate tools, controls and support to enable me to effectively manage the project and deliver to time, cost and quality. Early Market Engagement None Work Already Done Initial design and set up. Existing Team The supplier will be working with multiple Home Office teams (a mixture of civil servants & contractors) and suppliers who are delivering projects and programmes on behalf of the Home Office. Current Phase Not applicable Skills & Experience • Experience of establishing and integrating a PMO function across a large IT organisation. • Experience of integrating with the client organisation to establish processes, procedures and governance. • Experience of managing the transition of the established PMO function into the client’s own organisation. • Experience of managing projects and programmes utilising both Agile and Waterfall methodologies • Expertise in the implementation and use of project management tools including MS Project. • Depth and availability of experienced resources able to operate quickly and effectively as an integrated team. • Experience of advising and assisting in the recruitment and development of an in house PMO team, ideally in the public sector. • Experience and expertise in established project and programme management methodologies. Nice to Haves The supplier will bring resource skills and capability from UK Governmental sector and experience from one or more significant design and implementations within UK Central Government departments. Work Location Home Office locations in London and Croydon. It is envisaged that travel to other Departmental locations in the UK may be required. Working Arrangments On site 5 days a week or as required. Security Clearance All staff must hold or be prepared to undergo SC Security Clearance to operate on this project. No. of Suppliers to Evaluate 5 Proposal Criteria • Approach and Implementation Planning • Development of processes and governance • Analytics and Management Information • Team structure and organisation • Client Team Development and Transition • Maturity Roadmap and Continual Improvement Plan • Quality of Resources. Cultural Fit Criteria • Commitment to excellence • Open and collaborative team approach in a multi-supplier environment • Flexible working • Shares skills and knowledge Payment Approach Time and materials Evaluation Weighting Technical competence 50% Cultural fit 20% Price 30% Questions from Suppliers 1. Are you already using Project On-line, Project Server or single client based installs of MS Project? Which version are you currently using? From 1st November 2017, MS Project Online will be for timesheet purposes. It is envisages that this tool may also be used to manage projects and programmes . 2. Would you require the successful bidder to host Project On-line or Server or will they be expected to take over the admin of the existing install? The expectation that this will be provided by Office 365 Project Online and administration will be by the PMO . 3. What automation tools are already in place and what PMO areas are they being used in? There are currently no automation tools in place. Current processes for reporting are manual . 4. You describe in your documentation that there has been some initial design and set-up of the PMPO function. Do you envisage sharing this work with potential suppliers during this procurement - if so at what stage would this occur? The PMO is currently formed of three areas: centre of excellence/improvements, core PMO functions (demand management, planning, finance, risk & issues, benefits, change etc) and Project Support/control (embedded staff who provide project management office support to project teams ). 5. Please provide us with at least a rough idea of the current range and configuration of PMO toolsets. From 1st November 2017, MS Project Online will be for timesheet purposes. It is envisages that this tool may also be used to manage projects and programmes . 6. You state that the initial design and set up has been completed. Can you please provide us with at least an overview of this initial design, and an indication of what has already been achieved with the set up? The PMO is currently formed of three areas: centre of excellence/improvements, core PMO functions (demand management, planning, finance, risk & issues, benefits, change etc) and Project Support/control (embedded staff who provide project management office support to project teams ). 7. 'Initial design and setup’ has already been completed; have any specific PMO toolsets been selected / implemented already? From 1st November 2017, MS Project Online will be for timesheet purposes. It is envisages that this tool may also be used to manage projects and programmes . 8. Will the function need to establish Programme and Project governance processes or is there already a governance schedule in place? The PMO will need to lead on governance across the programme, iterating accordingly to ensure that it is always relevant . 9. Are there any standard planning tools and processes already in use by project managers – is use of MS Project mandated for example? From 1st November 2017, MS Project Online will be for timesheet purposes. It is envisages that this tool may also be used to manage projects and programmes . 10. How is the central PPMO service connected to the HO DDaT Centre of Excellence? The service works closely with the central HO DDAT Portfolio Office to ensure where possible we re-use standard tools and processes across the programme 11. What is the maturity of the Agile methodology across the in-flight projects & programmes – and how much guidance & coaching will be required from the PPMO? Maturity levels are varied across the programme. The PPMO is essential to making improvements across the programme through the use of a variety of methods such as training, guidance etc . 12. What is the current structure for managing the in-flight projects & programmes and how will this be managed until the PPMO is in place? The PMO is currently formed of three areas: centre of excellence/improvements, core PMO functions (demand management, planning, finance, risk & issues, benefits, change etc) and Project Support/control (embedded staff who provide project management office support to project teams ). 13. What other systems / tools are in place other than MS Project? There are currently no other systems in use. 14. As mentioned in your documentation you have a diverse ICT estate that is supported by a wide variety of incumbent suppliers. As such do you have a view on whether potential suppliers of the central Programme & Project Management Office (PMPO) should be completely independent or will proposals from incumbent suppliers be considered? All suppliers are eligible to express interest in the requirement. Suppliers shortlisted to provide a proposal may be required to sign an NDA in order to receive the RfP. 15. Please can you provide us with the size and scale of the current and planned programme activity. The PMO will provide services across all of Home Office Digital Data and Technology, Infrastructure & Platforms services . HO DDaT has a diverse portfolio of programmes and projects including a number of large, multifaceted and complex major change programmes that are transitioning and transforming the nature and state of the services consumed by some 30,000 users across the Home Office community of multiple business operational functions in multiple locations including central locations and geographically distributed sites. 16. Please provide us with a rough estimate of the number of people are in the current HO DDaT, I&P PMO, or are you forming this from scratch? Also can you please provide us with a rough estimate of how many other people are currently engaged in. The PMO is currently formed of three areas: centre of excellence/improvements, core PMO functions (demand management, planning, finance, risk & issues, benefits, change etc) and Project Support/control (embedded staff who provide project management office support to project teams ). 17. Can you please confirm if the PMO that will be set up will have access to HO financial, commercial and procurement activities. We assume that these activities are outside the direct remit of the PMO, but nevertheless the interaction is key to success. Yes it will. However the PMO will be expected to have a finance functions which works closely with HO finance. 18. The requirements state the work has already been done on ‘initial design and set up’ – could we have details of what is already in place? The PMO is currently formed of three areas: centre of excellence/improvements, core PMO functions (demand management, planning, finance, risk & issues, benefits, change etc) and Project Support/control (embedded staff who provide project management office support to project teams ). 19. How has the 24 months & up to £4.9m budget range been arrived at? This is an initial internal estimate for governance and budgetary purposes. 20. Can we gain an understanding on how many projects & programmes the PPMO will need to support and any information on scale? 5 large programmes and a number of projects . 21. Is there any information available on the number of civil servants proposed to accept the transition and over what period within the 24 month contract? It is expected that transition will take place progressively during the contract in accordance with the progress of the PMO development and permanent staff recruitment initiatives. At this stage it is not possible to give a reliable of estimate of the eventual permanent team size. 22. Please can you provide us with an outline of the range of current contractors being managed under infrastructure and Programmes, DDaT roughly by scale e.g. number of large SI's, versus mid tier SI's, versus SME contractors, plus rough number of individual contractors. At this stage the programmes, Technology Platforms for Tomorrow, Data Centres, Cyber Security, Unified Comms, are at early stages of development and the resource and contractual landscape is not yet settled. 23. Is any organisation working with Home Office DDaT to establish the PMO requirements or on the early stages of this work? If so who is that supplier? There are no suppliers or other organizations involved in the development of the PMO requirements . Some work in the existing PMO has been undertaken by Atkins and includes some process improvement activity.