Awarded to Capgemini UK plc

Start date: Friday 1 October 2021
Value: £4,000,000
Company size: large
HMCTS Reform Programme

HMCTS Reform Programme Digital Product Management & Business Architecture Service

8 Incomplete applications

6 SME, 2 large

7 Completed applications

3 SME, 4 large

Important dates

Tuesday 13 July 2021
Deadline for asking questions
Tuesday 20 July 2021 at 11:59pm GMT
Closing date for applications
Tuesday 27 July 2021 at 11:59pm GMT


Off-payroll (IR35) determination
Contracted out service: the off-payroll rules do not apply
Summary of the work
A flexible outcome-based Managed-Service delivering Digital Product Management&Business Architecture Services including:-
• Work with HMCTSArchitecture to enable end-to-end consistent design digital delivery throughout all transition stages&aligning across external&internal dependencies
• Drive Change control from business impact&service requirements perspective to assist development-delivery-to-schedule
• Support consistent high-quality delivery of outputs&artefacts to timescales.
Latest start date
Monday 6 September 2021
Expected contract length
24 months plus 6 month optional extension
Organisation the work is for
HMCTS Reform Programme
Budget range
The budget of the contract is circa £3.1m for the 24 month term of the contract. HMCTS does not guarantee volume or duration of work for the winning bidder.
Pricing will be evaluated out of 35% and pricing submission documents will be issued to suppliers who are shortlisted for Round 2. Suppliers will be evaluated as per DOS framework criteria.

About the work

Why the work is being done
The HMCTS Reform Programme is responsible for delivering the future HMCTS operating model through a portfolio of programmes aimed at delivering judicial services that better serve the public. HMCTS Reform Programme is designed to develop efficient, proportionate and accessible digital services to enable access to justice via appropriate modern channels. The Crime Programme and CFT Programmes within Reform deliver increment based software development programme using a blend of Agile and Waterfall.
Problem to be solved
Reform Programme is looking for the provision of a service to deliver technology which is aligned to the HMCTS and CPS business and user needs. In order to fulfil these functions, various technical outcomes are required to support the Buyer to be able to deliver these solutions. All technical outcomes must pass quality assurance tests, both from a functional and performance and non-functional perspective.
As part of delivering this programme the Buyer needs to have coherent and consistent DPM and Business Architecture, and delivery standards, capabilities and methodologies that underpin the system to be delivered.
Who the users are and what they need to do
1) As a citizen, view/track my case and plea online, be alerted to changes and for the case to proceed efficiently. 2) As a prosecutor, prepare and manage my case to enable an efficient and effective prosecution. 3) As a defence practitioner, understand the evidence of a case to best advise my client. 4) As a HMCTS administrator, manage the delivery of justice services so the process is delivered efficiently. 5) As a member of judiciary, access all relevant information so that I can make a judgement 6) Other Government Departments
Early market engagement
Any work that’s already been done
The Crime Programme has successfully rolled out the Common Platform Programme to all Early Adopters. We are currently in National Rollout and have 41 Magistrates Courts and 17 Crown Courts on board. We have successfully resulted and shared over 7000 cases.

The CFT Programme has been running for several years and has delivered improvements to the legal process for all users. Digital services are being developed with a common capability approach; building common features and components for all services, using consistent design system, sharing understanding of users and their needs, maximising reuse of design patterns&reducing duplication of design effort.
Existing team
The existing service works alongside Architecture, UX, QA, Business Analysis services from multiple suppliers, working to agreed programme standards and governance, and coordinated within the Design Team.

The team currently consists of management functions and Business Architects but the exact make up and numbers will be decided by the bidders.
Current phase
Not applicable

Work setup

Address where the work will take place
United Kingdom only – London/Croydon base. The Supplier will work remotely whilst the Covid lockdown conditions are in place.
Working arrangements
The team will work to SAFe Agile principles. Work will be tracked and monitored on Atlassian Jira and quality documentation using Atlassian Confluence. Adherence to Programme and MOJ security governance and standards is mandatory.
Participation in stand-ups, planning sessions, show & tells and retrospectives will be required.
SoWs will define the development outcomes of each project phase&typically span 3-6 months.
For work performed at a non-base location, outside of the M25 reasonable travel and expenses costs may be met in accordance with rates in the MoJ travel and subsistence policy. All expenses will require prior approval from HMCTS.
Security clearance
All supplier resources must have a Baseline Personnel Security Check (BPSS) which must be dated within three months of the start date. Any work that requires access to production areas within HMCTS IT systems will require SC clearance which the supplier should provide.
For further guidance see:

Additional information

Additional terms and conditions
The initial Statement-of-Work (SOW) will be Capped Time & Materials but the Buyer reserves the right to use alternative payment mechanisms such as Fixed Price or Time & Materials for future SOWs.

Suppliers shall provide transparency on the rates paid to third-parties in the supply-chain on request enabling full visibility of charges and costs including overheads and profit-margin in an auditable form.
There will be a 4-week transition period working in conjunction with existing service providers.
HMCTS Reform use a monthly project performance dashboard to measure Supplier performance and to agree rectification plans where appropriate.

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
  • Social-Value: Describe how you will support in-work progression to help people, including those from disadvantaged groups, move into higher paid work by developing skills relevant to the contract.
  • Demonstrate experience of creation and maintenance of enterprise-focused architectural artefacts and designs and effective use of digital delivery tools and technologies
  • Demonstrate effective stakeholder management including working transparently and collaboratively with governance and decision-making stakeholders
  • Demonstrate experience of producing and contributing to high quality documentation, including, but not limited to business process models, governance stage papers, architectural designs, integration/capability roadmaps and presentations + briefings
  • Demonstrate the building of a culture of continuous delivery and improvement, ensuring that data is regularly analysed, maintained and improved
  • Demonstrate experience of architectural (business aligned to technology) skills including the planning and delivering application releases in terms of defined benefits
  • Demonstrate experience of data analysis including effective communication of conclusions and recommendations and effective communication of technical concepts to non-technical audiences
  • Demonstrate experience of providing a Business Architecture service working in close collaboration with other workstreams and how you communicate requirements to ensure consistency and commonality in delivery.
  • Demonstrate experience of working with and successfully delivering digital services, ideally within an enterprise level organisation.
  • Demonstrable experience of DPM Services delivering complex transformation programmes, working in multi-supplier teams, managing cross stream/team dependencies and risks&planning with agile teams to analyse business requirements to produce detailed deliveryplans
Nice-to-have skills and experience
  • Demonstrate your organisations ability to scale service to meet fluctuating requirements.
  • Demonstrate the ability to deliver within fast-paced multidisciplinary agile environment
  • Demonstrate experience of knowledge transfer to the buyer’s organisation to build permanent capability including user guides and training.
  • Demonstrate experience of working as a team to pass GDS assessments or similar for external services including preparing and presenting work for assessment panels.

How suppliers will be evaluated

All suppliers will be asked to provide a written proposal.

How many suppliers to evaluate
Proposal criteria
  • Explain your overall solution/approach including your delivery methodology and key-artefacts. Explain how these will complement the requirement and how you’ll apply lessons-learnt from similar projects to this programme(13%)
  • Explain how you will provide the capability and capacity to deliver the services for the duration of the contract(18%)
  • Please provide up to three case examples of where you have provided a similar service in an enterprise level organisation, demonstrating technical leadership, timely delivery&adoption of best practice standards(12%)
  • Explain how you will implement the first SOW; including how you will manage the transition-period to ensure you deliver the outputs and cite any risks you have identified(12%)
  • Explain how you will measure and manage a quality service including speed of delivery and ensuring continuous improvements(5%)
Cultural fit criteria
  • Explain your proposed approach for working with co-located, multi-vendor HMCTS teams(2%)
  • Demonstrate how you would ensure transparency and collaboration at all levels of project delivery; users, developers and management(2%)
  • Explain how you would maintain a no-blame culture and encourage people to learn from their mistakes; provide examples(1%)
Payment approach
Capped time and materials
Additional assessment methods
  • Case study
  • Work history
  • Reference
  • Presentation
Evaluation weighting

Technical competence


Cultural fit




Questions asked by suppliers

1. Who is the incumbent and how long they have been the incumbent?
Capgemini UK PLC is the incumbent. They have held a contract since December 2018.
2. Can you please advise the timelines of this procurement (e.g. shortlisted companies notified, anticipated contract award)? Also, can you confirm if shortlisted suppliers will have the opportunity to present?
Shortlisted companies will be notified on 5th August 2021. Contract Award is expected to be made in the week commencing 30th August. Shortlisted companies will be expected to present on or around 25th or 26th August. These are indicative timelines and are subject to change.
3. Who from your team will be scoring applications for this opportunity and what positions do they hold?
The Evaluation Panel will comprise a Programme Manager, a Delivery Manager and a Service Manager from HMCTS Reform Programme. All are Civil Servants.
4. Can you please confirm the technology stack used in the Common Platform Programme. Are there any changes and upgrades planned. Can you please provide the details of the incumbent for build and maintenance of the platform
The Crime Programme runs many technology components, examples of the major ones: Azure (upgrades undertaken by Microsoft), following require upgrades: Camunda, Alfresco, PDF Box, Libra Office, Oracle Java JDK, Wildfly, Artemis MQ, Postgre SQL, following with no upgrade planned: Angular Universal, NGINX, Red Hat Enterprise, Barracuda WFF, Docmosis, HA Proxy, Kibana Elastic Search. The incumbent supplier is Methods Business and Digital Technology Ltd.
5. Can HMCTS please clarify as to what the intended scope of Digital Product Management is, in respect to the HMCTS Reform Programme and more specifically this role? We assume that there are HMCTS business units sponsoring delivery of specific Digital Products; who will take on the steady state management of these products? Can HMCTS please clarify the relationship between these business units and Business Architecture function, through the various stages of the programme, or of any specific Digital Product delivery lifecycle?
In CFT DPMs support each of the service projects across the three jurisdictions and across the 14 'Common Components' (shared digital products consumed by CFT services). This procurement covering DPM is principally covering Common Components, working with Service Managers to develop business design&document requirements. DPMs own the vision of the technical capabilities of the product and play a key role within multi-diciplinary teams including working with Solutions-Architects who develop HLDs for products and Business Analysts embedded within deliveryteams who develop LLDs&user stories. As the development of Common-Components concludes, they are transitioned to BAU which includes civil servant digital product managers.
6. Change Control: Confirm whether this role is the business lead (Driver – i.e. Responsible) for Change Control, and if so what contractual ability (i.e. Authority) will be available to manage change of the delivery content / sequence / timing / quality of third party deliverables, if and when required?
No they are not, the procured service for Digital Product Management and Business Architecture principally focuses on developing business design and requirements to support development of detailed technical design. This will support change control processes within HMCTS but not as the business lead.
7. Change Control: Confirm whether this role is the business lead (Driver – i.e. Responsible) for Change Control, and if so what contractual ability (i.e. Authority) will be available to manage change of the delivery content / sequence / timing / quality of third party deliverables, if and when required?
No they are not, the procured service for Digital Product Management and Business Architecture principally focuses on developing business design and requirements to support development of detailed technical design. This will support change control processes within HMCTS but not as the business lead.
8. The incumbent has been delivering this role since 2018, therefore can HMCTS confirm that the following have been delivered (fully documented); have been agreed by HMCTS; and that HMCTS are satisfied with them:Standards and methodologies for DPM and Business Architecture; Programme governance model and change control process; Business Capability Model; Current and Future State Business Operating Model; Business requirements; Business process models; Internal and External dependencies; Portfolio of Projects/Programmes; Delivery Roadmap / Transition Plan
The central business architecture team sits at portfiolio level, and has clear and established standards and ways-of-working supporting the development&maintenance of the Target Operating Model, the business capability model, and business process modelling in alignment to those things. These standards have been embedded in the ways-of-working in the CFT business architecture function, and crystalised in the "approach to planning" method which outlines the entire design to delivery approach for the programme. The incumbent have documented standards &methodologies for Digital Product Management which have been agreed by HMCTS. This aligns with the wider project delivery methodologies used across the Reform programme.
9. 3rd Party Engagement: Can HMCTS provide clarity around who is responsible for cross supplier engagement and delivery across all 3rd party delivery teams (e.g. a systems integrator)? We assume there are multiple 3rd party suppliers delivering point solutions within the overall scope of the programme, and we assume that the agreed DPM and Business Architecture standards and methodologies, as per previous question, will need to be enforced across all 3rd party suppliers. Can HMCTS confirm the correctness of these assumptions and provide clarity on what contractual ability will be provided to enable this?
HMCTS own the contractual relationships with all suppliers and working collaboratively across suppliers is a core responsibilitiy of all suppliers we work with. Leadership for the multi-disciplinary teams across the programme is provided by a Centre of Excellence, which the CFT Business Architecture lead (civil servant) and the DPM lead (from this contracted service) are part of.
10. Programme Operating Model: What is the reporting line of this role within HMCTS and the HMCTS Reform Programme? Can an operating model/organisation structure/RACI of the programme be provided for clarity? Can confirmation be provided as to who this role would be supporting (e.g. business units, third parties, HMCTS Architecture)?
This service will be working across multiple business units with multi-disciplinary teams across both the Crime Programme and CFT programme. The operating model across HMCTS Reform is confidential and cannot be provided.
11. For question 9, please could you clarify if ‘delivering digital services’ mean designing and developing Digital Services in line with GDS gov.​uk, or, the provision of digital skills, such as Product Managers, as a service?
Yes, we work in line with service standards to develop digital services
12. Can the authority please provide the number of in-flight projects or products within the programme, and within the scope of this opportunity
Within the Civil, Family and Tribunals Programme the features and products required are based around 14 'Common Components' which are at different stages of development. These are due to transition to our Digital & Technology Services Directorate in a phased manner, after which they will no longer be the responsibility of this contract. Within the Crime Programme there are circa 40 increments in various design stages that would be within scope of the programme.
13. Can the authority please clarify what is meant by “DPM”
Digital Product Manager and Digital Product Management
14. Can the authority please provide further information about key programme activities planned or outcomes expected during the first 6 months from contract commencement
As the Crime Programme is in different design stages for the remaining increments this service should provide an end-to-end consistent design, ensuring the Overall Design Plan is effectively planned to enable multiple increments to be delivered into live taking into account programme timelines. Scope changes and or issues arise should be managed and docmented. Provide business architecture deliverables capable of attaining necessary Buyer approvals and align with the HMCTS Target Operating model. See also answer to previous questions.
15. Could the authority please provide the approximate size and role make up of the existing team from the incumbent supplier in the last 3 months
In Crime Programme the existing team in July 2021 consists of 8 Business architects. In CFT the existing team comprises of 11 Digital Product Managers (including a lead DPM) and four Business Architects.
16. Could the authority please provide details of any other suppliers the existing incumbent works alongside in this space, and their roles.
Contributing suppliers In the Crime Programme design team space are Fimatix UK Ltd (UX Services), Triad Group PLC (Business Analysis Services) and Capgemini UK Plc (Technical Architecture). In CFT the suppliers are Atos IT Services, Cognizant Technology Solutions and CGI IT UK
17. Regarding essential skills and experience criteria 1, could the authority please clarify which people they are referring to, ie. civil servants, within the suppliers organisation or wider public?
We wish you to describe how you will support in-work progression of people within your own organisation primarily.
18. Regarding essential skills and experience criteria 1, could the authority please clarify if there are any disadvantaged groups of specific focus for support?
We are not focusing on specific disadvantaged groups and have left the wording deliberately broad to give bidders flexibility.