This opportunity is closed for applications

The deadline was Wednesday 10 June 2020
Highways England Company Limited

Highways England IT Transformation Programme - Wave 2 and 3

18 Incomplete applications

14 SME, 4 large

42 Completed applications

25 SME, 17 large

Important dates

Published
Wednesday 27 May 2020
Deadline for asking questions
Wednesday 3 June 2020 at 11:59pm GMT
Closing date for applications
Wednesday 10 June 2020 at 11:59pm GMT

Overview

Summary of the work
Highways England requires IT Transformation implementation support, together with L3 organisational development to enable the successful implementation of the defined IT Operating mode. This will support the delivery of the Roads Investment Strategy 2020 to 2025 (RIS 2).
Latest start date
Wednesday 1 July 2020
Expected contract length
24 months
Location
West Midlands
Organisation the work is for
Highways England Company Limited
Budget range
Up to max £1,100,000 capped time and materials based on each transition phase

About the work

Why the work is being done
To enable the implementation of the IT Transformation Programme which will support the delivery of Highways England RIS 2 https://www.gov.uk/government/collections/road-investment-strategy
RIS 2 - https://www.gov.uk/government/collections/road-investment-strategy-post-2020
Problem to be solved
HE is a constantly evolving enterprise with RIS2 delivery imperatives managing a diverse supplier base, technology landscape, data architecture. HE ITD has evolved its IT provision through a Lines of Service model to best meet future business demand.

HE IT is seeking commercial partners to help with the implementation of the defined Operating model for Transition state 2 (1st July to 30th September), Transition state 3 (1st October to 31st December) and Transition state 4 (1st January to 31st March 2021)

At the time or writing, the Operating Model has been defined, agreed and Transition state 1 is being implemented
Who the users are and what they need to do
As an organisation HE ITD are seeking to implement the new Operating Model based on a matrix approach aligned to a Lines of Service methodology. HE service users of the new approach to delivery will help shape their specific requirements in line with their delivery expectations.The successful partner will help the internal IT Transformation team implement the new model and support the defined governance activities
Early market engagement
Any work that’s already been done
To date, full discovery of the "as is" model has been completed, a new Operating model has been defined, and the first Transition phase is currently being implemented. This work will be completed by the 30th June 2020
Existing team
The current IT Transformation Team is as follows: Programme Director, Programme Manager, 5 workstream leads and a Programme Management office
Current phase
Not applicable

Work setup

Address where the work will take place
Highways England
The Cube
199 Wharfside Street
Birmingham
B1 1RF - However there may ba requirement to work in other Highways England Office locations, specifically in Leeds and Bristol at some point. Current lockdown rules will prevent on site working, so HE fully expect remote working until the lockdown rules are relaxed
Working arrangements
Monday to Friday based in Highways England offices starting work by 9.30am, 7.5 hours per day + lunch time.

Estimated time on sites: Dependant upon current "lockdown"" requirements. As mentioned previously, all workk to be undertaken is expected to be undertaken via remote working until the current lockdon restrictions are relaxed to enable face to face working

Warranty period (as per framework is 90 days).
Security clearance
All must have BPSS as a minimum. HE may request contractors to become SC cleared during the engagement; however we would be willing to sponsor the SC clearance process at the supplier's expense.

Additional information

Additional terms and conditions
The Technical Competence weightings are as follows 65% overall ( 55% written proposal, 10% essential skills )
Expenses must be pre-agreed between the parties and must comply with Highways England Travel/Subsistence Policy.
All vendors are obliged to provide sufficient guarantees to implement appropriate technical and organisational measures so that processing meets requirements of GDPR and ensures protection of the rights of data subjects. Please see the Information Commissioner's Office website:https://ico.org.uk/for-organisations/data-protection-reform/overview-of-the-gdpr/.

The scope is for 5 Delivery Manager's and 1 Senior Delivery Manager with the option to double this during the contract period to support future delivery outcomes for this programme.

Skills and experience

Buyers will use the essential and nice-to-have skills and experience to help them evaluate suppliers’ technical competence.

Essential skills and experience
  • Demonstrable significant experience of delivering IT organisational change in an agile manner, within large and diverse organisations (including complex application environments) in accordance with Highways England standards
  • Demonstrable experience of delivering IT Transformational change programs and projects in organisations responsible for high-risk, safety / mission / business critical services.
  • Demonstrable experience in managing the delivery and performance of third party suppliers in delivering core aspects of technical projects and managing any changes to third party contracts as required.
  • Demonstrable experience in working with multi-skilled, geographically dispersed teams, including senior leaders, support and operational staff.
  • Demonstrable experience in being responsible (outcomes focused) for planning, forecasting and reporting
  • Demonstrable experience in managing the systematic interaction and business engagement with large volumes of end users.
  • Demonstrable experience in managing portfolios, programs and projects utilising traditional waterfall methodologies, including Prince2, MSP, PMO, etc.
  • Demonstrable experience in working with agile management including evolving user stories, managing feature roadmaps, creating acceptance criteria, quality assurance, helping the organisation to deliver it new IT Operating model.
  • Demonstrable experience in engaging with large number of stakeholder groups, including internal, and external (such as suppliers, vendors and other 3rd parties).
  • Demonstrable experience in delivering complex IT transformational change whilst maintaining services across a broad spectrum of delivery requirements in terms of technology capability.
Nice-to-have skills and experience
  • Demonstrable experience in skills and knowledge transfer across all elements of the IT Transformation program lifecycle.
  • Demonstrable experience in complex transformational change, ability to clearly articulate summaries and clarity over both longer term and day to day activities for wider Programme governance and support
  • Demonstrable experience of working with a matrix manged multi work stream programme team within the last 12 months.
  • Demonstrable experience of reporting directly to an internal Programme Managers, members of the Senior Leadership Team (or equivalent) and C-level as part of a wider departmental management structure.

How suppliers will be evaluated

All suppliers will be asked to provide a written proposal.

How many suppliers to evaluate
3
Proposal criteria
  • Ability to deliver structural activities required to implement end to end IT Operating Model, including all Wave 2 activities as defined (10%)
  • Team structure - covering all elements of IT Transformation delivery, program delivery, how the the team support programme implementation and further functional design based on capability framework.(10%)
  • Identify risks and dependencies and offer approaches to managing them while supporting implementation and the L3 design whilst (8%)
  • Have a detailed understanding of the IT Operating model, based on a lines of service framework that supports the evolution of a technology roadmap aligned with the HE2025 plan (10%)
  • All proposed team members must provide evidence that demonstrates they meet all the cultural fit criteria (5%)
  • Experience working with a multidisciplinary geographically dispersed tecchnology teams using agile methodology (2%)
  • Value for money of the proposed solution (10%)
Cultural fit criteria
Have a culture that aligns with HE values, based on Safety, Integrity,Passion, Ownership and Teamwork, and will be expected to demonstrate how they will work in partnership with HE
Payment approach
Capped time and materials
Additional assessment methods
Evaluation weighting

Technical competence

65%

Cultural fit

15%

Price

20%

Questions asked by suppliers

1. Is there a current or preferred incumbent for this programme of work?
This is for future delivery phases of the IT Transformation Programme. The "as is" definition has been completed
2. Is there an incumbent supplier for the delivery managers/senior delivery manager?
Reference the Programme Governance in Section 11. This refers to an Programme Director and Programme Manager who are Highways England staff
3. "The contract states 24 months, with the budget stating: Up to max £1,100,000 capped time and materials based on each transition phase.
Please can you confirm whether this is £1.1m per each of the 3 phases below (eg c£3.3m in total)?
HE IT is seeking commercial partners to help with the implementation of the defined Operating model for Transition state 2 (1st July to 30th September), Transition state 3 (1st October to 31st December) and Transition state 4 (1st January to 31st March 2021)"
The £1.1m covers all of the transition phases in total
4. Is there an incumbent? If yes, who is it?
Not for phases that are scheduled to start on 1st July
5. Does the £1.1m budget cover the whole 24 months?
The value is geared toward completion of the programme by the 31st March 2021
6. Is there an incumbent? Do you already have consultancy support in similar roles?
As per above answer
7. In the 'About the Work' section you state "the Operating Model has been defined, agreed and Transition state 1 is being implemented". Has this been delivered internally or by an incumbent supplier? If so, will this supplier be bidding for Wave 2 and 3?
The IT Transformation first phase of implementation is being delivered by an an internal IT Transformation Team supported by an external team of consultants. We are unable to answer the second part of this question as we don not know
8. Is the max budget per each 3 month transition phase or to cover the full 24 month contract?
The maximum budget is the maximum to be spent on Waves 2 and 3 of the IT transformation
9. What is the project methodology – agile or waterfall or both? We see both are mentioned in the experience section and would like to know which method is used to supply the correct supporting information for the application.
There is a mixture of both methodologies as you would expext in terms of the design and delivery of an IT Transformation Programme within a large and complex organisation
10. If you have a preferred technology stack, what are the main technologies?
There are multiple technologies depl0yed across the whole of the organisation
11. Ref Budget Range. Does the £1,100,000 capped time and materials per transition phase mean that Wave 2 and 3 are £1.1m each or £1.1m total for both?
This is the total allocation
12. "1. Is there an incumbent in place? If so how long they have been the incumbent?
2. Who is on the panel?"
See 6 above. The panel will be an internal mixture of HE IT and C & P staff
13. Are the Highways England Standards equivalent to GDS, if not, are there material differences that would preclude consideration of a supplier?
We do not foresee any at this point in time
14. 1 Organization Structure We understand existing IT Transformation team comprises of five (5) work streams. Please briefly state the scope of those work streams.
2 Organisation Structure Please can you provide any relevant context on your Lines of Service
3 Scope Please elaborate on the scope of transformation for each of the transition states (including the current transition state 1)
4 Operating Model If possible please share IT operating model, work in progress will also help
5 Transition Methodology Please share the transition methodology that is being adopted for the transition states
Op Model build, Op model delivery, Change, Communications and STP development. Each workstream has a specific focus as described by theier workstream title. The STP workstream is focussed on the evolution of a Strategy Transformation and Performance Division. The Lines of Service approach is based on groups of service under one heading. The 4 Lines of Service are Asset Management, Network Operations, Customer and Corporate, and finally ERP. Each Transition state relates to a 3 month plan of delivery.
15. "6 Transition Tools & Accelerators Please list various tools & accelerators that were leveraged as part of transformation program
7 Services, Applications & Tools Landscape Does the transformation scope include delivery/support for Infra, App, Info Sec etc.? Please list the key enterprise IT tools.
8 Technology Landscape Please provide the scope of technology stack
9 Portfolio Size & Distribution What is the size of portfolio for this transformation program?
10 Portfolio Size & Distribution Please indicate the proportional portfolio distribution between internal vs external entities (suppliers, vendors and other 3rd parties)
There are no mandatory certifications required, Evidence of skills and capabilities will be required as part of stage 2
12 IT Locations Spread Would you require delivery managers to be based out to Leeds and Bristol offices apart from Birmingham or would that be travel on need basis only? Need basis only
13 Process Maturity Is there any indicator on IT organization’s process maturity level against any industry standards / frameworks? Not at present
14 Governance & Regulatory Commitments -None at present but we may decide to benchmark against industry models
16. Is it possible to share the operating model to help inform on the exact scope of the work?
Not at this time
17. The additional information states the requirement is for 5 delivery managers and 1 senior delivery manager. The evaluation sections lists "Team structure – covering all elements of IT Transformation delivery, program delivery, how the the team support programme implementation and further functional design based on capability framework.(10%)" as one of the criteria. The former suggests this might be a staff augmentation requirement and the latter a fully managed transformation. Please could you clarify the you requirement for this opportunity?
This is an internal IT Transformation Programme supported by successful applicants
18. The expected budget range is £1,100,000, based on each transition phase.
Does this budget correspond to the timeline for achieving the different transition states (transition state 2, 3 and 4) and is therefore until 31st March 2021? Or, is this for the full expected length of the contract (up to 24 months)?
This corresponds to the timeline for the IT transformation Programme at this point in time
19. Is there an incumbent supplier providing this currently?
see above
20. Please can you share an organisation chart with roles identified as permanent, contract or consultancy staff
Not at this point in time as this is a live transformation programme
21. Have any consultants been utilised on Phase 1 and will they be retained, if so please advise who?
Consultants were used to support the development phase, which completes on 30th June. The successful bidder will be the only partner
22. Please advise the technology estate relevant to the operating model
The whole of the IT Directorate and related technologies are included in the IT Transformation
23. Is there a unified single operating model or a model by division or by specific programme
Unified single operating model aligned with divisional requirements
24. Does the phased rollout require full time engagement or will there be variable resource requirements over the two years – if so please advise of the phased plan
The phased rollout is expected to utilise full time resource over the period of the IT Transformation implementatio
25. Does the stated budget. of £1.1m cover TS2 only (and is therefore there are additional funds for TS3 and 4) or does it cover your full expectations for TS2-4
The stated budget covers all of the Transition phases
26. The opportunity title refers to Wave 2 and 3 whilst the 'Problem to be solved' mentions 4 transition states. Please can you explain if these are related and if so how many phases this opportunity is expected to cover?
See previous response above
27. £1.1m for a team of 6 for 24 months. Are these expected to be full time roles?
The stated budget is to provide external support to the IT Transformation Programme throughout the implementation and is a maximum value
28. In the 'existing team' section, you mention that there are 5 workstream leads.
Could you please clarify what the 5 workstreams of the programme are?
See previous response above.
29. Please can you confirm whether the 1.1M budget is to include the “option to double” the resource? Or will this option be funded separately?
The budget available is the maximum value
30. Please can you confirm the dates/project phases that you would expect the resource to be double?
This is not forecast in the programme plan
31. Please can you confirm the duration of this contract, the indicated budget is said to cover until March 2021, however the indicated contract length is 24 months?
The support required is to cover the period of implementation which is scheduled to complete in March 2021
32. Please can you confirm the dates/project phases that you would expect the resource to be double?
see response above
33. Please can you clarify the distinction between “Wave 2 and Wave 3” compared to “Transition Phase 2, 3 and 4”?
"Wave" is the HR activity required to enable the organisation to evolve from one Trnasition phase to another
34. Please can you provide further detail on the Operating Model that you wish to implement?
This is not available at this point in time as this is a live implementation
35. Why are you moving from the existing operating model to a new one?
To put in place appropriate capability to support the expectations of RIS2.
36. What are the most important factors that the new operating model addresses?
To put in place appropriate capability to support the expectations of RIS2.
37. How will accountability, roles and responsibilities be defined and managed between the HE IT Transformation Team, the successful supplier(s) and other parties?
A full RACI is in place
38. Has the ‘as-is model’ been published and please can we have a link to it?
This is not aavailable at this point in time as this is a live implementation
39. Will you select only 1 supplier, or will you commission multiple suppliers for this work?
1 supplier
40. Will flexible working continue after the lock-down is eased or will HE insist on all supplier staff being on-site during working hours?
Flexible working is envisaged in the first instance
41. What are the most important Highways England standards to which suppliers must adhere?
Security and confidentiality standards
42. Is this programme delivering new systems/applications or a new operating model for the IT service, or both and more? If more, what else is it delivering
A new Operating model with supporting business process changes
43. What other IT or business change programmes are running concurrently with this one and how will their potential impacts on each other be managed?
Where other programmes of IT change are either being delivered or planned, these will be coordinated with this core Transformation
44. What are the ‘Wave 2 activities as defined’?
see above
45. What operational pressures and issues are being faced by the current IT service and how are these impacting on the ability to deliver this transformational change programme?
None specific - maintaining business as usual in the cuurent lockdown is critical
46. Does the new operating model involve any services being commissioned externally? If so, what are
Unknown at this point in time
47. Is it expected that TUPE may apply when implementing the new operating model?
Unknown at this point in time
48. will there be any bias shown to a the supplier of Wave 1?
Wave 1 has not yet taken place
49. Other than GDS are there other standards to comply with for example the safety standards for Roadside Technology?
see above
50. What are the Service lines you have organised your TOM around, are they specifically aligned to Technology / platform services or are they aligned to User Services? Please provide some examples names/descriptions of the services
Aligned to user services based on Asset Management, Network Operations, Customer and Corporate, and ERP
51. To what extent do you use third party providers to provide services and what is the targeted ratio?
Highways England follow a "Make vs Buy" set of principles with no targeted ratio
52. Can you please outline the definition/expectation of each of the transition states?
See previous response above
53. Do you use visualization tools, workflow tools and / or are you looking to utilize these tools?
We do not foresee any at this point in time
54. What does an overall successful outcome look like?
Facilitate and implement changes, withh empowered staffadopting new behaviour, anchoring change and reinforcing new ways of working. Celebrate success
55. IT Transition state 1 is currently being implemented, is this being internally led or by an incumbent?
Led internally
56. We understand existing IT Transformation team comprises of five (5) work streams. Please briefly state the scope of those work streams.
see above
57. Please elaborate on the scope of transformation for each of the transition states (including the current transition state 1
see above
58. If possible please share IT operating model, work in progress will also help
This is not available at this time
59. Please share the transition methodology that is being adopted for the transition states
Transition phase 1= understanding the business,
Transition phase 2 = Building technical expertise,
Transition phase 3 = Launching new capabilities,
Transition phase 4 Delivery.
This follows the DRC methodology
60. Please list various tools & accelerators that were leveraged as part of transformation program
see answer above
61. Does the transformation scope include delivery/support for Infra, App, Info Sec etc.? Please list the key enterprise IT tools.
see answer above
62. Please indicate the proportional portfolio distribution between internal vs external entities (suppliers, vendors and other 3rd parties)
see answer above
63. Are there any pre-requisites or mandatory certifications required for on boarding Delivery Managers into this transformation program e.g., RTS (ISO39001)?
Security and confidentiality standards apply
64. What is the size of portfolio for this transformation program?
see above
65. Would you require delivery managers to be based out to Leeds and Bristol offices apart from Birmingham or would that be travel on need basis only?
Need basis
66. Is there any indicator on IT organization’s process maturity level against any industry standards / frameworks?
see above
67. Please clarify if there are any regulatory controls/ governance standards to be met via any external assessments / audits for this transformation program.
see above
68. This sentence in the evaluation criteria appears incomplete, please could you complete it?: Identify risks and dependencies and offer approaches to managing them while supporting implementation and the L3 design whilst (8%)
This should be amended as follows:
'Identify risks and dependencies and offer approaches to managing them while supporting implementation and the L3 design (8%)'
69. Could you please clarify if the 'closing date for applications' deadline is for answering the questions in the ""Skills and experience"" section, without the written proposal?
Or is it expected that the written proposal is also submitted by the 10th June?
the closing date for applications is for 'essential' and 'nice to have' skills only.
70. In Q5 ("Demonstrable experience in being responsible (outcomes focused) for planning, forecasting and reporting"), can you please elaborate what exactly are you looking for in 'planning, forecasting and reporting'?
Strong end to end programme management experience to deliver outcomes
71. You refer to a ‘Lines of Service model’ does this refer to IT being delivered into existing lines of business?
It refers to grouping and categorisation of services
72. What are the priority levers for the IT operating model (e.g. cost reduction, capability provision)?
Capability development
73. Are you able to share the major transition states for the priority roadmap?
Not at this stage
74. What were the specific projects / capabilities delivered as part of Wave 1?
Understanding the business need to change.
75. Can the as-is assessment and operating model design be shared?
Not at this stage
76. You refer to an external consultant who part-delivered wave 1, please can you clarify which supplier this was?
Not at this stage