NLEDP 073-National Law Enforcement Data Programme - Systems Integration Team

Tender description

Why the Work is Being Done The NLED Programme will replace legacy data systems, such as the Police National Computer & Police National Database, with the Law Enforcement Data Service (LEDS). LEDS shall ensure continuity of business services, and act as a platform for innovation to transform the way the HO manages and supplies data services to Law Enforcement Communities and other authorised Agencies throughout the UK and internationally. As part of that transition, existing legacy services and integration points must be treated, either transitioned or replaced, to sustain external business interactions and access to external data. Problem to Be Solved The transition architecture and approach seeks to minimise mandated external change whilst sustaining existing legacy interactions. Each legacy interface requires an interface approach/treatment/definition and dependency roadmap that is agreed with the respective integration partner or partners. Partners typically are other government departments, law enforcement agencies, and commercial vendors of services and products. The agreements must align with our expected programme releases, whilst minimising external dependencies and costs. There is an incumbent supplier providing the current team that will transition out. There will be a handover phase during the first 1-2 months of the contract to the new supplier. Who Are the Users LEDS must support its UI and API interactions by using information flows to external systems. It shall also provide system interfaces to enable approved external organisations to initiate interactions with LEDS data. This integration uses several Enterprise Integration Patterns. The target for NLEDP is to reduce the numerous legacy integration points but, to avoid significant software and business change, NLEDP aims to support the existing information flows until external partners can modernise their interfaces alongside the necessary business change. Early Market Engagement n/a Work Already Done The existing Systems Integration team has an Interface Catalogue and proposed treatments against each. The team has outlined an Interface Treatment lifecycle to articulate the tasks and products required to transition an interface and an overall roadmap of work. The pipeline of work is related to the team size and only the priority interfaces have been progressed through the early phase of the lifecycle; none have progressed to the implementation stage. Some interface treatments have been elaborated and are being documented, others have not started elaboration. Existing Team The NLED Programme comprises of a Portfolio of Projects, workstreams and Feature teams of which the SI Team is one. Others include, • Sustainment Transition • Project Management, Support & governance • Developers • Business Design/Analysis • Compliance The SI team has a Product Owner and several established team members. New team members will be expected to work with the Product Owner in this context, sometimes dependent upon other programme teams for deliverables, content or assurance. NLEDP sits within the Crime, Policing and Fire Group (CPFG) who may require related Outcomes to be delivered within the scope of this contract. Current Phase Not applicable Work Location The team is expected to be at the Home Office in Croydon most days, but we require some travel to external stakeholders. Some remote working can be accommodated where HO IT enables it. Working Arrangments Currently, each interface is allocated to an Analyst and a Technical Architect with each person working on several interfaces at any time. This keeps the team hierarchy lean and flat. The supplier should provide team members with technical skills and a breadth of project and communication skills to plan and deliver the outcomes within the context of the team priorities. We expect the supplier to be flexible to our needs, scaling accordingly to accommodate the desired work. There are weekly team meetings, specific internal and external meetings that require face-to-face and phone interactions. Security Clearance Team members must have Security Clearance (SC) or be prepared to undergo Security Clearance. For full access to programme resources, NPPV Level 3 is also required and new members will be put through this vetting. NPPV is non-police personal vetting, performed by the police. Additional T&Cs Skills & Experience Experience of operating effectively in blended, multi-discipline, multi-vendor team environments and providing a flexible resource profile that can adapt to demands across the engagement, taking direction where required Skills to manage personal and team effectiveness to deliver outcomes and necessary interactions with the broader programme Experience of successfully delivering multiple interface agreement and transition outcomes. Experience of common integration technology, protocols and patterns and the implications that change often has Architectural diagramming skills to convey designs from various viewpoints Experience of providing Project support for projects with many complex dependencies Experience of negotiating change with internal and external stakeholders Analysis skills to understand information flows (who, why, when, how) and experience of describing data, business and service requirements Effective communication skills to run workshops, elicit detail, articulate solutions, document technical material concisely and drive out agreements Ability to flex resource (increase & decrease) within the team Demonstrate experience of on-boarding and initial integration with existing teams Experience of designing and implementing security controls used to protect confidentiality, integrity and accessibility of data Nice to Haves Experience of the Scaled Agile Framework (SAFe) method of delivery. If not, then the supplier will be expected to train their staff in the SAFe method. Skills and experience in managing financial & contractual processes where change must be negotiated with and funded by Stakeholders Skills in defining integration flows for ESB-type software or messaging software such as Apache Camel Experience of using Apache Camel to deliver various Enterprise Integration Patterns No. of Suppliers to Evaluate 3 Proposal Criteria Approach to the work, illustrating flexibility in team roles and multi-skilled personnel to meet NLEDP goals. How to be effective in a small focussed team Team structure Demonstrate Value for Money in your approach with transparent costs Ability to plan and anticipate for risks and provide potential mitigations Cultural Fit Criteria Have a no-blame culture and encourage people to learn from their mistakes Share knowledge and experience with other team members Be transparent and collaborative with colleagues and Product owners to make informed decisions Work as a team with our organisation and other suppliers Adaptable and flexible people able to deliver against changing priorities of team goals as they evolve Proactive issue management, problem resolution and improving ways of working Payment Approach Capped time and materials Assessment Method Written proposal Case study Reference Presentation Evaluation Weighting Technical competence 50% Cultural fit 20% Price 30% Questions from Suppliers Budget range £2m to £4m