Awarded to Methods Business and Digital Technology Limited

Start date: Monday 22 February 2021
Value: £1,000,000
Company size: SME
HM Revenue and Customs

Transition Readiness activities for the HMRC Technology Sourcing Programme copy

15 Incomplete applications

10 SME, 5 large

18 Completed applications

14 SME, 4 large

Important dates

Monday 7 December 2020
Deadline for asking questions
Monday 14 December 2020 at 11:59pm GMT
Closing date for applications
Monday 21 December 2020 at 11:59pm GMT


Summary of the work
A requirement for a minimum of 5 and a maximum of 10 Transition resources to undertake Transition Discovery work
Latest start date
Monday 18 January 2021
Expected contract length
6 months, with provision for an extension of up to a further 3 months
No specific location, for example they can work remotely
Organisation the work is for
HM Revenue and Customs
Budget range
The value of this Contract will not exceed £1m

About the work

Why the work is being done
TSP will deliver:
• New contracts by June 2022 for all expiring contracts and support for wider technical areas in need of urgent interventions.
• Investment in CDIO enterprise process, skills, tools and standards to support all services.
• Clear definition of roles and accountabilities for HMRC and industry - re-acquire outsourced knowledge and build capability to execute and manage commercial relationships to give HMRC more control of its IT estate.
• Tools, processes and skills and procurements needed enable all major programmes including high priority technical programmes.
TSP requires some large scale end to end transitions of services, suppliers, contracts & people. Services need to be transitioned between incumbent and new contracting partners avoiding a negative impact on provision of HMRC services to customers and stakeholders. It's critical that service continuity is maintained throughout transition, up to the point of final handover and acceptance into standard day to day operations.
It's already been agreed that a three stage transition approach will be adopted to transition for TSP. The three stages address transition readiness and transition execution. They are set out in the Transition Blueprint and are summarised below:
• Pre-Planning
• Discovery and Planning
• Transition Execution
Problem to be solved
A requirement for a minimum of 5 and a maximum of 10 Transition resources to undertake Transition Discovery work as set out below.
Work is now required in respect of first two stages of the transition approach to ensure achievement of key programme milestones.
The work is expected to include:
• Exit & Transition Shaping, Scoping & Planning;
• Transition Ramp-up;
• Detailed Transition Design;
• Preparation of Transition Plan(s) in line with planned procurements;
• Work to create and maintain plans, communicating to TSP Board and
• Transition Delivery & Cutover Readiness Preparation
Who the users are and what they need to do
The Chief Digital and Information Office (CDIO) is the internal department within HMRC that is tasked with the provision of critical IT services, which enable billions of pounds of annual tax revenue, customer interfaces, and other UK tax operational systems.
The Technology Sourcing Programme (TSP) consists of expertise from HMRC CDIO, Commercial, Legal, HR and Finance. It is an essential component of CDIO’s strategic goal to modernise and transform the enterprise IT estate and the services delivered. TSP provides the programme structure under which the work required under this requirement will adhere to and it will be subject in all instances to the TSP governance.
In 2018-2020 CDIO took steps to take more effective control of the supply chain and disaggregated key components of the current IT contracts. In doing so, CDIO identified critical gaps in enterprise processes, tools and skills needed to manage services effectively and efficiently.
Early market engagement
Previous market engagement in the form of an Expression of Interest, and subsequent Further Competition via the CCS Management Consultancy Framework 2 (RM6008), Lot 3. The event was held within the HMRC SAP Ariba procurement tool.
The outcome of this competition resulted in HMRC taking the decision not to make an award, An internal review has now taken place, and the Transition requirement has been re-defined as per the content of this this opportunity.
Any work that’s already been done
Transition Blueprint
Supplier Contracts Exit Analysis
Exit Plan discussions with some suppliers
Existing team
The chosen Supplier will be working with three existing team members.
Current phase

Work setup

Address where the work will take place
It is anticipated that the majority of work will be able to be undertaken remotely.
Working arrangements
This team will report into the HMRC TSP Transition Lead.
HMRC work in an agile environment and suppliers must be able to work within an agile delivery model.
The team will need to work collaboratively with other members of the TSP team and work closely with the TSP Programme team. They will also need to work closely with the other suppliers as this is a multi-vendor environment.
Security clearance
Upon commencement, Supplier personnel involved in the delivery of these services will be cleared to BPSS level.
Subsequent additional clearance levels may be required during the term of this contract. This matter will be discussed and agreed in advance between both parties, should this need arise.

Additional information

Additional terms and conditions
HM Revenue and Customs Mandatory Terms and Conditions will apply.

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 experience as Transition or Transition Workstream Lead on buyer side on a major public sector complex programme, or on supplier side in a large (Global) System Integrator.
  • Broad, deep understanding of programme delivery controls associated with a broad, multi-faceted Service Solution delivery. Testing across multiple projects, complexities and implications associated with delivering this in multi-vendor environment
  • Good knowledge and practical experience of disaggregation and exit programmes in the public sector
  • Good knowledge of service transition methodologies, tools and templates
  • Proven service transition, programme / project management and / or procurement / commercial management leadership including planning, control, governance, and stakeholder management
  • Knowledge and understanding of relevant legislation, including Data Protection, TUPE regulations and procurement regulations
  • Proven experience of managing complex operational and technical change
  • Proven experience of information and impact analysis, with ability to model multiple options and track change
  • Excellent influencing skills and personal presence, with a strong persistent and influencing nature
  • Familiarity with legal documentation and procurement procedures.
  • Educated to at least Degree level
  • Qualified in one of the following: a PM Professional Certification; member of an ITSM Professional Institution such as ITIL; or certified through an institution such as CIPS or IACCM.
  • Experience of ITSM, processes and tooling
  • Experience of formal Technical and Enterprise Architecture methodologies along with experience of lifecycle System Test and associated method and practices
  • Evidence of evaluation and documentation skills to determine contract obligations/constraints
Nice-to-have skills and experience
  • Experience of working within HMRC
  • Experience of working in the Public Sector
  • Demonstrable experience of working in multi-team agile delivery programmes

How suppliers will be evaluated

All suppliers will be asked to provide a written proposal.

How many suppliers to evaluate
Proposal criteria
  • Named team members and experience
  • Team Structure
  • Mobilisation of the proposed team
  • Flexible resources
  • Approach and methodology
  • Value for money
Cultural fit criteria
  • Ability to function effectively and collaborate in a multi-supplier environment
  • Working successfully in complex public sector organisations
  • Approach to proactive issue management, problem resolution and improving ways of working
  • Be transparent and collaborative when making decisions
  • Adhere to HMRC's Code of Conduct
Payment approach
Capped time and materials
Additional assessment methods
Evaluation weighting

Technical competence


Cultural fit




Questions asked by suppliers

1. Would the successful bidder be precluded from bidding for the outsourcing and support contracts that will result from this programme?
HMRC will prevent, identify and remedy conflicts of interests arising in the conduct of procurement procedures so as to avoid any distortion of competition and to ensure equal treatment of all economic operators in accordance with the Public Contracts Regulations 2015. In particular, amongst the appropriate measures that HMRC may choose to utilise, the successful bidder will be required to enter into agreements to ensure that competition is not distorted and that the design of any procurement process is not made with the intention of unduly favouring or disadvantaging certain economic operators.
2. When is stage 2 of this procurement likely to start, at Christmas or in the New Year?
The Stage 2 element of the Transition procurement will start in the New Year. However, no exact date has been agreed at this stage.
3. service is being transitioned? (E.g.: IT support, business processes like accounts payable etc.)?
HMRC has one of the largest and most complex IT estates in Europe with over 600 systems, 500 terabytes of data, 5,000 servers, 1,000 IT changes a month and a 24/7 IT operation. It serves 45m citizens and >5m business taxpayers.
The services to be transitioned include Application Platform Services (Core Business Platforms, Digital, Data Analytics, Enterprise Tax Management Platform & Enterprise Operations Platform (SAP) and National Insurance and PAYE Service (NPS)); Technology Platform Services (Networks, Hosting, Contact Centre and Managed Print and Managed Desktop Services); Architecture and Innovation (Technical Services); Cyber Security Compliance and Risk and Test and Release.
4. Are the experiences of each consultant to be listed or experience of the organisation is sufficient?
The experience and capability of your team and organisation in general terms should be clearly stated within your initial submission. If you are successfully shortlisted, we will then ask you to provide individual CV’s as part of your presentation.
5. Service solution delivery: Please list the services
See response to 3 above.
6. Complex operational and technical change: Please explain the operations and technology involved in this change.
TSP is a programme that will change how HMRC works as an organisation, and its approach to procuring and utilising latest technologies. A series of procurements for some services listed in Q3's response, have commenced. HMRC intends to work with a diverse supplier base, re-competing contracts to achieve greater disaggregation; reducing risk and leading to improved supply chains.
The changes referred to are operational and technical, to services such as those detailed in the response to Q3. Changes such as these arise on major programmes, like TSP, where there is disaggregation, exit and transition from major IT contracts.
7. Experience of formal Technical and Enterprise Architecture methodologies along with experience of lifecycle System Test and associated method and practices – What technology is being covered?
We use various methodologies. Could you please specify in your response which you are familiar with, which you recommend and why.
8. Do you currently have any external parties advising you in this area of the programme? And if the answer is yes, could you share their identities?
As HMRC is a public body, details of any external parties engaged under any Contract let with a value of >10k, can be obtained via Contracts Finder notices.
9. Can you provide access to documents from the previous market engagement and halted procurement process, and the three documents referred to; Transition Blueprint, Supplier Contracts Exit Analysis and Exit Plan discussions with some suppliers?
Not at this stage.
10. How have you managed IT Transition most recently and is there an incumbent?
HMRC ended a 23 year outsourcing arrangement under a large, single contract, in Jun'17. The exit was executed under the Columbus Programme, resulting in:
• Bringing key IT services in-house, letting new contracts and extending some existing ones.
• Around 73% of IT spend with five partners: Capgemini, Fujitsu, Accenture, KCOM and BT.
• Creation of HMRC owned IT company - Revenue&Customs Digital Technology Service (RCDTS Limited) via TUPE transfer.

Columbus closed in 2018. Following this, Stage 1 of TSP focused on extensions for contracts with the above five vendors providing critical IT services. These are the largest incumbents.
11. To understand what you want from this new contract and the HMRC’s stated contract period:
• How many IT Services and Systems are to be transitioned?
• How many IT Contracts are to be transitioned?
• How many IT suppliers are to transitioned: From and To?
Please refer to responses to Question 3 and Question 10.
12. As part of the stage 1 response are you seeking CVs to be provided? If so can you advise how many and how we should provide them given DOS4 does not allow attachments to be uploaded at Stage 1?
Please refer to the response to Q4
13. Can you confirm if the answers for the Stage 1 procurement should reflect the capability of the organisation or of the individuals/team proposed?
Please refer to the response to Q4
14. Will the transition resources be responsible for the defining of to-be related ways of working to enable the effective transition of services?
Likely to have some involvement in this but only from a Transition perspective.
15. Will the transition resources be responsible for introducing any tooling or technology requirements in order to enable the effective delivery of any transitioning services?
Unlikely but please feel free to specify in your response which tooling you are familiar with, which you recommend and why.
16. Will the transition resources be responsible for mapping of resources subject to TUPE transfer to the organisation design of HRMC (and its associated arm length bodies)?
Likely to have some involvement in such mapping but only from a Transition perspective
17. Will the transition resources be expected to follow the existing transition methodology and approach defined by the TSP programme?
Yes but the resources will be able to contribute to any refinements / modifications to this. Hence the inclusion of Exit & Transition Shaping, Scoping & Planning
18. Will the transition resources handled personally identifiable data from HMRC or any third parties? If so will this be done on HMRC IT systems?
This is expected to be done on HMRC IT systems. All personal data will be handled in accordance with GDPR regulations. We expect only a very small number of selected individuals within TSP to have access to personally identifiable data from HMRC or third parties.