Maturing the DD Portfolio Team

Description

Summary of the work The Defence Digital Portfolio Team(DDPT)uses Portfolio,Programme& Project Management(P3M)tooling to manage programmes & projects as well as generate quality outputs. DDPTP3M Tooling project will address core capability gaps to improve services provided to users, &manage the maintenance, upgrade, or enhancement of the existing suite of P3M tooling services across all classifications. Expected Contract Length Initial 12 month period with a 6 month extension option subject to Authority approval. Latest start date Monday 12 December 2022 Budget Range £1,150,000 (Ex VAT). Why the Work is Being Done A new programme of work to mature the DD Portfolio is proposed in order for the DDPT to oversee the Digital Portfolio for Defence, both across the function and the Defence Digital Delivery Teams. Enabling clear and consistent management of the portfolio; providing one source of truth for portfolio data, to drive standards, improve insights and support delivery. Problem to Be Solved The DD Portfolio Team are too focused on process over outcomes, and have not fully transitioned to their role in supporting the whole of Defence Digital. They do not feel empowered to drive standards in reporting and challenge unclear or inconsistent information. The tooling they use is disjointed and is not consistently used by delivery teams, which leads to it being a burden on delivery teams, and out of step with delivery progress. We need to distinguish between the work to improve business rigour in project and programme delivery and to build a portfolio team that is able to provide support, oversight and challenge to those teams. Who Are the Users (i) DD Project Delivery Teams who need the best tools available to them in order to deliver their projects to the best of their ability. (ii) the DD Portfolio Team who need increasing transparency in the overall digital portfolio and a culture of high performing digital delivery with the best tools available to provide clear and consistent management of the portfolio. (iii) The DD Portfolio Team who need the best courses available to upskill their Agile and digital capabilities . Existing Team Defence Digital Portfolio Team. Current Phase Not started Skills & Experience • Provide evidence that the ICT Project/Delivery Professionals proposed to deliver this requirement have experience of delivering change for MOD/similar multi-domain network (15%) • Provide examples that show detailed knowledge of best practice project management tools in core P3M functions and agile (20%) • Provide examples that show demonstrable experience in improving business processes (15%) • Provide examples that demonstrate experience in user research (10%) • Provide evidence of a working knowledge of the project delivery structure of Defence Digital (10%) • Provide evidence that you have a working knowledge of the governance structures of Defence Digital (10%) • Provide examples of having project management office responsibilities (10%) Nice to Haves Experience in having produced a tooling strategy previously that resulted in recoemmendations made and assurance that these recommendations are vastly improving what we currently use (10%) Work Location MOD Corsham. Working Arrangments Hybrid working with expectations of 1-2 days per week on site at base location in Corsham as required to fulfil the requirement. The team will need to integrate with the current tooling team to understand their requirements, and also work with project delivery teams to understand their needs. The contractor team will be required to manage all the deliveries they are allocated. Therefore, a Programme Manager will be expected to spend a minimum 2 days per week at MOD Corsham and report to a Senior Crown Servant who will provide strategic direction. Security Clearance Each member of the contractor team must hold valid SC-clearance at the start (and for the duration) of the contract. No. of Suppliers to Evaluate 3 Proposal Criteria • Demonstrate that you are technically competent to understand, advise and deliver a strategic tooling review based on user research (20%) • Demonstrate your knowledge of best practice project management tools (20%) • Provide examples where you have put forward recommendations which have been assured to be the best possible outcome and value for money (20%) • Provide the team structure you propose, including ability to provide the required supporting roles. (10%) • Demonstrate your approach for delivery management and how this will meet our objectives and needs. (10%) • Describe how the programme of work will be managed. (10%) • Describe your approach to management of risks, issues and dependencies. (5%) • Provide examples of interpreting complex data and production of high level reports (5%) Cultural Fit Criteria • Demonstrate how you will share your learning from experience and how you will share this with colleagues to leverage wider customer and organisational benefit. (15%) • Illustrate your approach to to delivering a quality service to customers (15%) • Demonstrate your excellent communication, presentation, collaboration and client/stakeholder engagement skills. (15%) • Demonstrate your effectiveness at problem solving, complaint handling and conflict resolution. (15%) • Demonstarte your proven desire to maximise Value for money for the taxpayer. (20%) • Demonstrate how you will share knowledge and experience with other team members as a vehicle for mentoring and growth (20%) Payment Approach Fixed price Assessment Method • Case study • Work history Evaluation Weighting Technical competence 65% Cultural fit 10% Price 25% Questions from Suppliers 1. Typically, in DOS Stage 1 there is a requirement to share 1 client example per question, however the questions included refer to ‘examples’ plural. Is it acceptable to provide more than one example per response? The Authority is content with just 1 example being provided per question. It is, however, acceptable to provide multiple examples per question, as long as the response provides sufficient detail. 2. Has this opportunity only been shared with 3 suppliers for stage 1? Or is the intention to down select to 3 suppliers for Stage 2? This opportunity has been shared with all Suppliers on the Digital Outcomes Lot of DOS5. The intention is to down-select to 3 Suppliers for Stage 2. 3. Can you clarify the IR35 position – “Supply of resource: the off-payroll rules will apply to any workers engaged through a qualifying intermediary, such as their own limited company” – essentially if our teamwork through their own limited company are you assuming they are inside or outside the IR35 rules? The IR35 determination of this requirement is that the Off-Payroll working rules apply (i.e., it is inside of IR35 legislation). In the scenario where people are working through their own limited company, they will be inside the IR35 rules. 4. It is assumed that the supplier of this service could become privvy to MOD Programme information. Will the MOD require a supplier to establish ethical wall, with individuals signing Non-Disclosure Agreement? And, if so, will these arrangements be sufficient to ensure that the same supplier can continue to bid for and supply other products and services to the MOD? In the instance that there is commercially sensitive information that will be shared with the Supplier, a Non-Disclosure Agreement (NDA) will be put in place. In order to ensure that any Supplier will be able to bid for future work with the MoD, appropriate measures will be put in place at the time of any upcoming procurements (e.g., establishing ethical wall agreements if necessary). 5. Please confirm the timeline for stage 1 and stage 2 bidding The advert will close on Thursday 3rd November 2022 for phase 1. Bidders will need to submit their proposals by 24th November 2022 for phase 2. The contract award date will be 19th December 2022. 6. What is the schedule for Proposal Submission / Evaluation? The advert will close on Thursday 3rd November 2022 for phase 1. Bidders will need to submit their proposals by 24th November 2022 for phase 2. The contract award date will be 19th December 2022. 7. The last bullet point for essential skills and experience refers to ‘…examples of having project management office responsibilities’. Please can you confirm this is the correct requirement (i.e. should this be portfolio management office responsibilities?)? Project, programme or Portfolio management office responsibilities. 8. Will the scope of the work require the successful bidder to implement change within DD’s project teams? Not in scope for initial phase 9. Please can you provide an overview of the work that has been achieved in the last year with regard to P3M in DD? Defence Digital is going through a period of transformation, with Portfolio Maturity progressing. 10. Will the successful bidder be required to purchase systems / applications or bring in additional 3rd parties to implement recommendations from the fixed fee of £1.15m? No. 11. Please can you confirm the systems you are currently using across the P3M landscape. i.e. the systems within DD that are in scope for this piece of work? The scope of the project is the corporate tools and infrastructure that underpin the core P3M functions within Defence Digital at all classifications. At a high level these are:a) Schedule Managementb) Risk & Issue Managementc) Assumption & Dependency Managementd) Resource Managemente) Governance & Reportingf) Benefits Managementg) P3M Control & Rigour 12. Please could you confirm if there is an incumbent? Many thanks There is no incumbent. 13. Who is the primary stakeholder the successful supplier will be reporting to? Head – Defence Digital Portfolio Team 14. Please can you confirm what you mean by multi-domain network? Differing security classifications. 15. Good morning. We would like to ask some questions about the current situation and about the intent of this project:1. What is the existing P3M tooling support software deployed at each classification?2. Does the scope of this work include all P3M tooling for all business objectives at all calssifications? If not, which elements are within scope? 1. Various – review activity to bring clarity2. The scope of the project is the corporate tools and infrastructure that underpin the core P3M functions within Defence Digital at all classifications. At a high level these are:a) Schedule Managementb) Risk & Issue Managementc) Assumption & Dependency Managementd) Resource Managemente) Governance & Reportingf) Benefits ManagementP3M Control & Rigour 16. Does the MoD operate different digital standards to GDS, and if so what are they? JSP604 defines the standards for Defence, which align with the Cabinet Office Code of Practice where appropriate. 17. What is the scope of the ‘Digital Portfolio?’ Is it the initiatives funded and delivered by DD or broader to include all digital delivery across TLB’s and FLC’s? The Digital Portfolio for Defence incorporates both the function across Defence and the Defence Digital Delivery Teams. 18. What is the schedule for Proposal Submission / Evaluation? The advert will close on Thursday 3rd November 2022 for phase 1. Bidders will need to submit their proposals by 24th November 2022 for phase 2. The contract award date will be 19th December 2022. 19. Who is the Sponsor for the DD Portfolio Team? Director for Functional Integration 20. Is the funding provided through the DD Transformation Programme? I am unclear how this question relates to the advertised requirement – please expand/clarify relevance. 21. How does the Technology/Digital strategy support the MoD strategy? I am unclear how this question relates to the advertised requirement – please expand/clarify relevance. 22. Was there an incumbent completing this scope of works previously and if so, will any artefacts/information/data be available to the new portfolio team? An initial internal review identified the need to address tooling capability gaps. Some information may be available however the supplier is expected to review the current tooling landscape and undertake user research 23. How is MoD Digital/Technology organised? CIO leads the Defence Digital organisation and is responsible for overall cohesion of all information technology activity across Defence 24. Within the MoD Digital/Technology units what are the development and operations teams aligned to? I am unclear how this question relates to the advertised requirement – please expand/clarify relevance. 25. How many teams are there? Multiple 26. How many people work in delivery teams? It varies on the size of the delivery 27. To what extent are 3rd parties used to develop and operate technology for MoD Digital/technology? I am unclear how this question relates to the advertised requirement – please expand/clarify relevance. 28. What is the total annual investment in Digital/technology? Defence’s Digital Portfolio is approx. £4.4bn PA 29. What is the average release frequency across the Digital/Technology units? I am unclear how this question relates to the advertised requirement – please expand/clarify relevance. 30. What is the predominant mindset in MoD Digital certainty vs discovery? Recommendations must vastly improve what we currently use, and demonstrate value for money 31. Has the target state for MoD Digital standards been achieved how? At what scale? JSP604 defines the standards for Defence, which align with the Cabinet Office Code of Practice where appropriate. 32. Is one part of MoD Digital/technology more urgent than any other? To be established during the review 33. Are certain units more important than others? I am unclear how this question relates to the advertised requirement – please expand/clarify relevance. 34. How much of the infrastructure and envisioned common processes between units are commonly used? All 35. Are there structures in place to handle demand from upstream and downstream so that things really happen with the end-to-end in mind? The overarching outcome to be achieved is a strategic tooling review which will enable us to meet the portfolio objective of increasing transparency in the digital portfolio creating a culture of high performing digital delivery with the best tools available to provide clear and consistent management of the portfolio.