Awarded to Evoco Digital Services

Start date: Monday 4 January 2021
Value: £123,300
Company size: SME
Ministry of Housing, Communities and Local Government (MHCLG)

MHCLG Agile Coaching/Product Management for operational teams

9 Incomplete applications

8 SME, 1 large

36 Completed applications

32 SME, 4 large

Important dates

Thursday 19 November 2020
Deadline for asking questions
Thursday 26 November 2020 at 11:59pm GMT
Closing date for applications
Thursday 3 December 2020 at 11:59pm GMT


Summary of the work
Agile coaching/product management for HR and Change teams supporting Local Growth and responding to COVID and EU Exit.
Latest start date
Monday 11 January 2021
Expected contract length
12 weeks
Organisation the work is for
Ministry of Housing, Communities and Local Government (MHCLG)
Budget range
Up to £140,000 (excluding VAT)

About the work

Why the work is being done
MHCLG needs to be able to work in a different, more responsive way in order to cope with changing demands due to COVID and EU Exit. New staff may be seconded into the department and we want to be able to prioritise the work they do and help them work according to agile principles to increase effectiveness. There may be up to ten teams whose work needs to be prioritised in this way.
Problem to be solved
MHCLG needs to be able to break down and strictly prioritise a lot of tasks it considers to be highest priority.
People need to be working on activity matched to their skills and experience.
Moving individuals around the department is difficult to manage and confusing.
Ensuring that teams are able to stay together and continue to learn and improve.
Who the users are and what they need to do
Primary users are individuals affected by MHCLG policy, and Local Resilience Forums dealing with disasters who need support from MHCLG in order to respond to the impacts of COVID and EU Transition.

More immediately, users are internal operational and policy teams with limited to no knowledge of agile but are being asked to adopt agile ways of working to increase agility and stay focused on the top priority work.

AS A resourcing manager
I NEED teams to be ready to change project
SO THAT I can reassign them based on departmental priorities.

AS A team leader
I NEED help/advice to shape and organise my team's work
SO THAT if our project is reprioritised, we will have delivered something of value and it's easy for us to pivot to the new priority.
Early market engagement
Any work that’s already been done
Two agile coaches are already embedded full time in our resilience team (which has strong links to this work) and our Funding Service Design team (building a Government Service Standard compliant service to deliver funding) has started coaching the Change programme.
The successful supplier would be expected to work closely with these teams, who will still be in post.
Existing team
Not applicable, beyond those described above. Proposed supplier team is likely to be 2-3 agile coaches/delivery managers and/or a product manager.
Current phase

Work setup

Address where the work will take place
We expect most of the work to be done remotely, however the successful supplier should be able to work with MHCLG in 2 Marsham Street, London SW1P 4DF, including a weekly face to face update meeting in this location, if needed.
Working arrangements
As above. Travel expenses to the primary site in 2 Marsham Street, London SW1 cannot be reimbursed by MHCLG.
Security clearance

Additional information

Additional terms and conditions
1. All materials/outputs derived from the contract shall be the property of MHCLG.

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
  • Have extensive experience in coaching teams new to agile methodology to adopt and deliver using frameworks that suit organisation and team culture.
  • Have experience in facilitating non-tech teams to self organise.
  • Have experience of Product Management, particularly in supporting teams new-to-agile in breaking down requirements and prioritising them.
  • Have experience in working in a highly regulated environment.
Nice-to-have skills and experience
Have experience of delivering within/alongside an organisational change programme.

How suppliers will be evaluated

All suppliers will be asked to provide a written proposal.

How many suppliers to evaluate
Proposal criteria
  • Approach and methodology
  • Team structure
  • Value for money
  • Timescales to deliver the project
  • Technical solution
  • Flexible approach from supplier
  • NOTE:Standard price calculation for evaluation purposes assuming a 60 day assignment for 3 roles
  • EXAMPLE - Role 1: £600p.d x 60 = £36k and Role 2: £600p.d x60 = £36k and Role 3: £900p.dx60=£54k- total price to evaluate £126k
  • If shortlisted, suppliers should provide the following:-
  • Written proposal to include work history and CVs
  • Proposed team including day rates and duration for each candidate
  • Presentation
  • Scoring Criteria for the Written proposal -Technical Competence and Cultural Fit will be scored individually using the following Criteria:
  • Score 0 = Failed to provide confidence that the proposal will meet the requirements. An unacceptable response with serious reservations.
  • Score 25 = A Poor response with reservations. The response lacks convincing detail with risk that the proposal will not be successful in meeting all the requirements.
  • Score 50 = Meets the requirements – the response generally meets the requirements, but lacks sufficient detail to warrant a higher mark.
  • Score 75= A Good response that meets the requirements with good supporting evidence. Demonstrates good understanding.
  • Score 100=An Excellent comprehensive response that meets the requirements. Indicates an excellent response with detailed supporting evidence and no weaknesses resulting in a high level of confidence
  • In the event of a tie the highest score in the Technical Competence section will be used to award
Cultural fit criteria
  • Provide details (with specific examples) of where you have:
  • - worked with highly regulated organisations
  • - managed internal and external stakeholders including difficult stakeholders
  • - taken responsibility for delivering to clients' requirements
  • - been transparent and collaborative when making decisions
  • - challenged the status quo
  • - put user needs first
  • - shared knowledge and experience with other teams and organisations
Payment approach
Capped time and materials
Additional assessment methods
  • Work history
  • Presentation
Evaluation weighting

Technical competence


Cultural fit




Questions asked by suppliers

1. Q1. When will presentations take place?
A1. It is hoped that presentations will be held (virtually via Teams) on 16th or 17th December 2020.
2. Q2. What are the plans following the 'Discovery' phase and timeframes around that. Is there an opportunity to extend this contract across to those phases following discovery?
A2. Currently funding is only available for this work and there will be no extension. It is likely there may be further work next FY but only if funds are available, if so MHCLG would undertake another competitive exercise.
3. Q3. How many specialists do you need?
A3. As stated “Proposed supplier team is likely to be 2-3 agile coaches/delivery managers and/or a product manager”.
4. Q4. You have mentioned Agile Coach and Poduct Manager. How many of each do you need?
A4. See previous answer - As stated “Proposed supplier team is likely to be 2-3 agile coaches/delivery managers and/or a product manager”.
5. Q5. ''Have experience in working in a highly regulated environment.'' Please can you clarify what you mean by ''highly regulated environment''?
A5. An environment which is required to follow multiple standards, regulations and practices, as an example, within central government.
6. Q6a. Who’s in the incumbent and how long they have been the incumbent?
Q6b. Who's on the panel?
A6a. There is no incumbent.
A6b. We do not provide this information. However we can confirm it will be undertaken by permanent civil servants with relevant knowledge of the requirement plus commercial expertise to oversee the process.
7. Q7. It is stated, "Two agile coaches are already embedded full time in our resilience team (which has strong links to this work) ".

Are these two agile coaches permanent members of staff or from a supplier?

If a supplier:

Are both agile coaches from the same supplier?

Who is/are the supplier(s)?

Is it permitted for the supplier(s) to also bid for this opportunity?
A7. See Q6
8. Q8. Is there any existing software tooling in place?
A8. The teams we’re working with will probably use MS Planner (for Kanban boards), Project (for roadmapping) and Mural (for workshops). Digital teams also use Jira but we’re trying to use tools that are familiar to the teams.
9. Q9. We assume that knowledge transfer to your colleagues is important to make this an enduring change? Do you envision a longer term function to be in place, to support new entrants in learning Agile & adding to this culture?
In addition to common areas of Agile coaching, are there specific interests in particular frameworks or techniques? e.g. User Story, Lean, running retrospectives, collaborative online tools, backlog management etc
A9. See question 2 regarding ongoing function. In terms of specific areas, we’re particularly interested in prioritisation and breaking down tasks. We need coaches/product managers who can work with teams who are very new to agile and will never work on software. We don’t want jargon or agile perfectionism.
10. Q10a Are there any sensitives with the work and we assume uncleared colleagues can contribute?

10bAre there existing corporate goals and objectives that would be relevant to this work?

10c Is there an expectation on how the interaction with coaches in resilience team would proceed? What areas have been coached on already.

10d What is the organisations definition of Product Management? What roles and functions does it perform?
A10a. Everyone should be BPSS cleared or above.

10b. As described above. In addition, MHCLG has the aim of becoming an agile, user centred policy-making organisation.

10c. The coaches in residence are coaching some specific teams that are separate to the teams these coaches are working with – we'd expect sharing of knowledge and strategy. The change team has a wider remit than the Funding service and so need a dedicated coach, but will have been influenced by that team’s work.

10d. Our Product Managers are digital professionals who specialise in evidence-based decision making, stakeholder management, and agile working.
11. Q11. Can you please confirm if this opportunity is inside or outside of IR35?
A11. Outside.
12. Q12. Please can you advise when the full application /tender documents will be issued. Will this be post demonstrations?
A12. Suppliers will be invited to submit a written proposal after shortlisting, as detailed in the published opportunity. See Q1 regarding presentations, this will take place after receipt of written proposals.
13. Q13. The DOS Advert states that the supplier team is likely to be 2-3 agile coaches or DMs, AND/or a product manager. So, in theory that could be up to four resources. However, for stage 2 pricing, your proposal criteria says you will evaluate on 3 roles at a fixed 60 days each and your example shows differing day rates. Will you be clarifying for shortlisted suppliers exactly which role types (i.e. Coach, DM or Prod Mgr) they should use to calculate their evaluation price?
A13. This is an EXAMPLE only and seeks to explain that the roles offered will be multiplied by the same 60 day maximum for the price scoring.
14. Q14. Agendashift Outcome Orientated Change and Continuous Transformation coaching has been used by a number of government departments to coach departments in Organisational as well as Digital/Project Change. Is the department considering such coaching? Project change without organisational change usually leads to Project failures as senior departmental heads tend to have a misconception of what Agile actually is. Will this type of coaching be supported and will senior executives undertake the training/coaching as well?
A14. This work is high profile and many senior leaders are involved, so this will form part of the work, but we’re not planning on specifically coaching the organisation as we want to focus on small areas of improvement. There is top-down support to work in agile and UCD ways. We don’t think formal training is the best way to achieve our outcome.
15. Q15. Whilst Broadlight coaches have used Mural and Miro nearly all the top coaching companies have a preference for Miro as there are so many functions in Miro that Mural does not include (including Bullet points which every coaching session uses), It allows overlays, bulk adding of post-it-notes, easier duplication for multiple group sessions etc. Would it be a possibility for Miro to be used instead of Mural?
A15. We have a preference for Mural after comparing it with Miro, although both are good. We have licences for Mural, so we’ll primarily use this.
16. Q16. 1) Given the number of teams who need support do you have a preference between suppliers providing a larger less senior bit more hands on team (e.g. three delivery managers) or a smaller more senior team to provide coaching.

2) You mention a product manager. Are you looking for a hands on product manager or someone to coach your product managers.

3) Are you open to some of the roles being part time to reduce costs. If so how will this be taken into account during evaluation?
A16. 1.As the teams are very new to agile (and possibly sceptical), we’d prefer someone senior/with experience to work with them and give them confident.

2.A mixture of being hands-on and coaching the resourcing team to pick up the approach after the engagement finishes – whether those people will ever become/think of themselves product managers is currently unknown. (We have digital product managers who don’t need coaching, but who can possibly support you.)

3.The services are required on a full-time basis.