Programme Approvals and Synchronisation Improvement

Tender description

About adding context and requirements test Which phase the project is in Not started Existing team The team consists of: Head Programmes, Deputy Head Programmes, leads in: Approvals, Risk reporting and mitigation, finance, DE&S, Integration and Training DLoD. Address where the work will be done Army Headquarters, Blenheim Building, Monxton Road, Andover, Hampshire, SP11 8HT The base location of the Services will be carried out primarily in Army HQ, Andover, however there may be a requirement to attend other sites in the UK in the pursuit of developing P3M capability at which point T&S will be payable in line with MOD Policies for T&S. Working arrangements Army Headquarters, Blenheim Building, Monxton Road, Andover, Hampshire, SP11 8HT The base location of the Services will be carried out primarily in Army HQ, Andover, however there may be a requirement to attend other sites in the UK in the pursuit of developing P3M capability at which point T&S will be payable in line with MOD Policies for T&S. Provide more information about your security requirements: Security Check (SC) Provide more information about your security requirements (optional): "All Provider staff must be cleared to Security Checked level and certification must be provided in advance of arrival to enable access to the MOD system. The Provider’s staff may utilise their own IT, noting that this must be in line with MoD security guidelines and the security classifications for handling of material. However, the Authority will arrange access to Army IT systems and process security pass applications. It is for the potential supplier to provide details of Security Clearances in advance of appointment. The Providers staff will work on MOD systems so will need to comply with MoD security instructions (to provide on arrival). The use of supplier systems is allowed; however, security classification handling will need to be strictly adhered to in the transfer of data electronically. " Latest start date 2023-10-31 Enter the expected contract length: 6 months Special terms and conditions DEFCON 532A - Protection of Personal Data (Where Personal Data is not being processed on behalf of the Authority) Special terms and conditions DEFCON 539 (Edn 01/22) - Transparency Special terms and conditions DEFCON 671 (Edn 10/22) - Plastic Packaging Tax Special terms and conditions DEFCON 630 (Edn 02/18)- Framework Agreements Special terms and conditions DEFCON 76 (Edn 11/22) - Contractor's Personnel at Government Establishments Special terms and conditions DEFCON 602B (Edn 12/06) - Quality Assurance (without Quality Plan) Write the term or acronym: P3M Write the term or acronym: MI Explain the term or acronym: Project, Programme and Portfolio Management Explain the term or acronym: Management Information Are you prepared to show your budget details?: No Confirm if you require a contracted out service or supply of resource Contracted out service: the off-payroll rules do not apply Summary of work 4.1 The requirement is for a team to generate a picture of the synchronisation of the Modernisation Programme by consolidating a forward look of: approvals; the financial profile; equipment in-service and out of service dates, and dependent capability milestones, pan-Portfolio. This will identify dependency-related risk, capability implications and facilitate TLB workforce prioritisation. 4.2 The key areas of concern for the initial requirement are: 4.2.1 Approvals. The drumbeat of approvals is immature and the ability to synchronise approvals to support deliverability and meet the timelines and resource to the required levels cannot be accurately assured. 4.2.2 Dependencies. Programmes have identified their key cross programme dependencies however investigations have highlighted that there is an incomplete understanding across the portfolio and with some critical slippage in programmes there is a need to better understand the cross organisational impact to both modernisation and in service capabilities. 4.2.3 Portfolio Financial Planning. A greater understanding is required on our financial plan synchronised against our programme plan to provide greater certainty or risk toward deliverability, assuring the forward plan and providing more confidence in who is responsible for mitigating and what should be escalated to senior groups, or wider Army/Defence to resolve. 4.2.4 Management Information. The team will also establish the sustainable processes, information sources and MI for the newly created Hd Progs Team which will be recruited during this contract. A key aspect will be to synchronise 4.2.1 - 4.2.3 with an MI solution that is repeatable and transferral of the processes and skills to the new team. 5.1 The requirement is for a team of P3M and Analytical experts to support Hd Programmes in building organisation understanding across the areas outlined in paras 4.2.1 – 4.2.4 and delivering supporting products to monitor those areas and identify risks and issues around delivery. 1. Project Plan Within 2 weeks set out a plan detailing how the outputs will be achieved within the contract 2. Product Descriptions Establish product descriptions setting out the content, format, quality criteria and timescales for each of the required outputs. 3. Approvals Working with programmes, Army Scrutiny and Approvals and the Portfolio Office consider the approvals timeline, the ability of programmes to deliver against the timeline and the ability to commit cash to contracts. Provide analysis and recommendation on how the required approvals timeline can be met, the mechanism for monitoring and the MI required by senior boards. 4. Dependencies Review the current identified dependencies and identify any gaps, or where programmes have not identified critical dependencies Build on the current MI work and visualisations to identify how the Directorate can improve the analysis and management of dependencies and how they can present in a way to drive decision making. Map the key dependencies across programmes. 5. Capability Building Support the upskilling of the new Hd Progs Team Design and document key products and processes and hand over to the team. 6. Establish Future MI requirements Work with the Portfolio Office to establish MI requirements to support D Progs Key Outputs: It is essential that the supplier provides individual(s) with experience of the Army Operating Model Review and Army Financial structures. Where the supplied staff will work South West England Where the supplied staff will work No specific location (for example they can work remotely) Who the organisation using the products or services is Army Programmes Directorate (Army Headquarters) Why the work is being done 3.1 The Army has changed its Operating Model to better reflect the priorities placed upon it by Defence. A key element has been the establishment of the programmes Directorate to better deliver the Army’s modernisation and transformation agenda. 3.2 With over 40 Change Programmes it is essential that the Directorate identifies and manages the cross cutting critical blockers to delivery of its programmes and seeks to mitigate and resolve risks early in order to successfully deliver the required programme outcomes. 3.3 Whilst the Army Operating Model review delivered the new organisational structure and high level processes there is more to be done to establish the detailed understanding necessary to ensure successful delivery across the portfolio. 3.4 A new Army Programmes Head Programmes (Hd Progs) arrived May 22 and is responsible for oversight of programme delivery, establishing the level of risk within the portfolio and how to mitigate it and ensuring that the portfolio is sequenced correctly with Delivery Agents, DLODs, Field Army, Joint Helicopter Command and Home Command to ensure that programmes can deliver the correct outcomes at the right time to meet Army commitments. 3.5 Key to delivering the programmes portfolio is maintaining momentum and progress and it is essential that we are able to identify the key dependencies, and barriers to delivery. 2022/23 is a transitional year for the Programmes Directorate, where the new structures will be established, the cross cutting barriers to delivery and their mitigation are established and the financial model will be finalised. The first step over the next 6 months will be to quantify the barriers, ensuring mitigation is in place. 3.6 Responsibility for this will fall to the new Hd Progs who will need to establish a new team to provide this oversight and drive, but in the interim will require a group of contracted staff with the right skills to deliver the required understanding and begin to drive improvement activities between now and the end of Dec 22. 3.7 This requirement therefore focuses on those areas where understanding is more fragile but known to affect and delay programme delivery. The business problem you need to solve The purpose of this requirement is to set out the requirement for support to Hd Programmes to develop and support the successful delivery of the Programmes Portfolio of programmes. First user type: Head Programmes and Programmes Change Portfolio Office teams Enter more details about this user type: As members of the Head Programmes and PCPO teams, we need to have a picture of the synchronisation of the Modernisation Programme by consolidating a forward look of: approvals; the financial profile; equipment in-service and out of service dates, and dependent capability milestones, pan-Portfolio. This will identify dependency-related risk, capability implications and facilitate TLB workforce prioritisation, to enable timely and informed decision making. Questions and Clarifications 0. 1. Given the requirement for a Fixed Price against the SoR, please can the Authority indicate what budget is available for this work? 2. Essential Skills & Experience Q1 asks for ”Experience of the Army Operating Model (AOM) Review and Army Financial structures”. Please can the Authority clarify whether it is seeking individuals with experience of the AOM Review (i.e. the period of work that generated the current AOM), or individuals with experience and understanding of how the current AOM structures and processes that stem from the Review are set up and apply this knowledge to delivery of the SoR? 3. "Summary of the work: 4.1 states “The requirement is for a team to generate a picture of the synchronisation of the Modernisation Programme by consolidating a forward look of: approvals; the financial profile; equipment in-service and out of service dates, and dependent capability milestones, pan-Portfolio”. Later at 5.1 it states “The requirement is for a team of P3M and Analytical experts to support Hd Programmes in building organisation understanding across the areas outlined in paras 4.2.1 – 4.2.4 and delivering supporting products to monitor those areas and identify risks and issues around delivery”. Please can the Authority confirm whether it is seeking a one-off ‘picture’ of the synchronisation, based on key data, or development of an enduring ‘tool’ that will enable repeated data analysis and visualisation?" 1. A budget of £200,000 (inc. VAT) has been agreed for this contract. 2. Individuals with experience and understanding of how the current AOM structures and processes that stem from the Review are set up and apply this knowledge to delivery of the SoR. 3. Development of an efficient enduring process that will enable repeated data analysis from varying sources to bring together pan-portfolio insights. Last Updated: <strong>29 August 2023, 12:43</strong> 1. Can the Army confirm if there is an incubate, existing or recently concluded service provider that has been supporting D Progs with the activity? This is a new requirement although some process have previously been attempted in house. Last Updated: <strong>29 August 2023, 12:44</strong> 2. The Procurement outlines the need for a supporting team, supporting 4 areas, for 6 months, but provides no details on the scale or size of anticipated demand. Based on the forward schedule of outputs anticipated, what expectation does the Army have for effort/service delivery/resources needed over this 6 months. The expectation is that a process is developed to enable repeatable data analysis from varying already existing MI sources (Approvals, Financials, Dependencies, ISD/OSDs) to bring together pan-portfolio insights that will enable Hd Programmes to minimise and mitigate the exposure of risk to the portfolio through synchronisation. Last Updated: <strong>29 August 2023, 12:45</strong> 3. 1. Please clarify whether it is 750 characters per question or per section -and is it characters with or without spaces? Please also clarify if images are included word count? 2. How will you differentiate between a ‘Good and Highly Relevant’ response and an ‘Excellent and Completely Relevant’ response? 3. What is the indicative budget? 4. Please clarify the date that you would want the product operational (the SOR says Dec 22)? 5. Please clarify if it the contracting mechanism is through Digital Outcomes or G-Cloud (there is mention of G-Cloud in the SoR at paras 11.3 and 15.1). 6. Please clarify if dependencies are between capabilities or programmes? 7. Is this requirement to design, develop and implement an analysis tool, or is the tool already under development and you require a partner to implement/apply the tool in the Programmes organisation? 8. Is there an incumbent under contract actively delivering against this requirement? 9. Could you clarify the outputs that you are seeking to achieve. 10. Is attachment 3 the template mentioned in attachment 2 that you wish us to use to respond to the Essential and Nice-to-have criteria? 1. 750 characters per question. Characters without spaces. Images do not count towards word count, however we expect suppliers to use images to enrich written responses, not to replace. 2. A good and highly relevant response could largely meet the requirement with some elements missing or under-represented. However a excellent and completely relevant response would meet all aspects of the SOR. 3. A budget of £200,000 (inc. VAT) has been agreed for this contract. 4. A repeatable process 6 months from contract start. 5. Digital Outcomes 6 6. Interrelated programme / project dependencies, including in service platforms. 7. The requirement is to develop an efficient enduring process that will enable repeatable data analysis from varying already existing MI sources (Approvals, Financials, Dependencies, ISD/OSDs) to bring together pan-portfolio insights that will enable Hd Programmes to minimise and mitigate the exposure of risk to the portfolio through synchronisation. 8. No 9. The output will allow the user (Hd Programmes team) to analyse a number of data sources quickly to identify risks and opportunities within the portfolio. 10. Yes, attachment 3 details the Essential & Nice-to-have criteria questions that we would like suppliers to respond to for stage one of this procurement. Last Updated: <strong>29 August 2023, 12:50</strong> 4. 1. Why has this ITT come out through GCloud and not MCF? 2. Is a project deliverable specifically a digital tool or is it a way to represent MI? 3. To allow us to scope the work credibly, could you provide us with an indictative range of the budget for this work, or the limit of liability? 4. Is there an incumbent? 5. The SOR was written back in Sept 22 - are there any updates to the SOR as we are nearly 12 months on? 6. The SOR states that 'Buyers will use the essential and nice-to-have skills and experience to shortlist suppliers using their responses against each of the criteria. The essential and nice-to-have skills and experience form part of the overall technical competence of the supplier'. Do we need to also answer the 10 technical questions, the 10 cultural fit questions and the 4 social value questions now to be short-listed? or are we just answering the 8 essential skills and experience and 4 nice-to-have skills and experience questions at this stage to be short-listed? 1. It has been published using the CCS DOS 6 framework. 2. The requirement is to develop an efficient enduring process that will enable repeatable data analysis from varying already existing MI sources. 3. A budget of £200,000 (inc. VAT) has been agreed for this contract. 4. No 5. It is the most recent, extant version. Time through our approvals process has caused delays to get to this point. Assume forward dates commence from the contract start date. The requirement remains the same. 6. As defined by DOS 6, please only answer against the essential and nice to have skills and experience. The Authority will then use this to shortlist before inviting chosen suppliers to the further competition (where the technical, cultural and social value elements will be assessed). Last Updated: <strong>29 August 2023, 12:53</strong>