Awarded to Objectivity Ltd

Start date: Monday 23 May 2022
Value: £99,900
Company size: large
Bromford Housing Group

Delivery of PowerBI reporting suite for D365 Enterprise Asset Management solution

13 Incomplete applications

12 SME, 1 large

30 Completed applications

25 SME, 5 large

Important dates

Published
Tuesday 1 February 2022
Deadline for asking questions
Tuesday 8 February 2022 at 11:59pm GMT
Closing date for applications
Tuesday 15 February 2022 at 11:59pm GMT

Overview

Off-payroll (IR35) determination
Contracted out service: the off-payroll rules do not apply
Summary of the work
Bromford requires a team of BI developers with knowledge of D365, including back end data structures and proficiency in both Power BI and SQL to scope and deliver an asset management reporting suite.
Latest start date
Thursday 31 March 2022
Expected contract length
12 months, with an optional extension of up to 3 months
Location
No specific location, for example they can work remotely
Organisation the work is for
Bromford Housing Group
Budget range
It is estimated that the work can be delivered within the following ranges:
Phase 1 Scoping phase- £75,000 - £100,000 plus VAT
Phases 2 and 3 Implementation & test stages- £250,000- £400,000 plus VAT

About the work

Why the work is being done
Bromford is currently undertaking a Transformation programme moving from 3 legacy systems into one centralised platform developed on Microsoft D365.
Part of this Transformation programme is to improve Bromford's asset management capability by centralising Bromford's asset management data on D365, then leveraging that data to provide a self serve reporting suite in PowerBI.
This reporting suite will allow Bromford field and office based colleagues to access MI capability across a range of operational areas.
The project is to be delivered in 3 phases:
Phase 1 (time & materials) - Gather detailed requirements and technical design. Create proposal and fixed price for prioritised delivery.
Phase 2 (fixed price) -Design and build solution for testing
Phase 3 (fixed price) - Handover including technical design documentation and release including training
Testing is programmed to start in October 2022, and go-live in February 2023.
Problem to be solved
Current asset management and reporting is currently framgented across legacy systems; Orchard, Capita, Active H, Keystone plus others.
This results in an inconsistent colleague experience with regards to accessing and leveraging asset related data (assets include items such as boilers, radiators, doors etc) across Bromford's service areas.
The current migration to D365 will solve the centralisation issue, however BI/MI capability on top of the centralised system still needs to be resolved.
"Current asset management and reporting is currently framgented across legacy systems; Orchard, Capita, Active H, Keystone plus others.
This results in an inconsistent colleague experience with regards to accessing and leveraging asset related data (assets include items such as boilers, radiators, doors etc) across Bromford's service areas.
The current migration to D365 will solve the centralisation issue, however BI/MI capability on top of the centralised system still needs to be resolved.
The reporting suite will consist of circa 30-35 reports with each report containing circa 20 visuals.
Who the users are and what they need to do
As a Bromford Service delivery colleague, I need to access accurate reporting on Bromford's asset management status, so that I can ensure that Bromford's assets are in the required locations and standard to deliver an effective service to our customers

As a Bromford Governance Risk and Assurance colleague, I need access to timely reporting on Bromford's regulatory performance across the business, so that we provide evidence that Bromford is meeting our industry regulatory and auditory compliance standards.
Early market engagement
There has been no pre market engagement to this point.
Any work that’s already been done
The D365 migration work and data structure and transformation activity has already commenced and is being developed by other suppliers.
The reporting suite work that this tender covers must be completed in conjuction with these other suppliers and Bromford stakeholders.
A small amount (c 10%) of scoping activity has been completed to detail PowerBI reporting requirements.
Existing team
The current team is as follows;
Bromford- Programme Data Analyst, Programme Director, Programme Manager, Solutions Architect
Power Objects (3rd party supplier)
Inter Zetta (3rd party supplier)
Bromford SMEs and stakeholders
Current phase
Discovery

Work setup

Address where the work will take place
Predominantly remotely delivered.
Attendance occasionally may be required at one of 3 Bromford locations: Shannon Way, Ashchurch, Tewkesbury GL20 8ND;
1, Venture Court, Broadlands, Wolverhampton WV10 6TB;
Building 1, Riverside Court, Bowling Hill, Chipping Sodbury, Bristol BS37 6JX.
Working arrangements
Bromford working hours are 9am - 5pm Monday - Friday.
However there will be requirements to work extended hours / weekends at programme critical dates such as trial cuts overs etc.

Expenses: Expenses will be paid in line with Bromford's Travel & Subsistence policy which provides for mileage payments at 45 pence per mile.
Security clearance
Not required

Additional information

Additional terms and conditions
The contract will encompass a break clause prior to Phase 2 commencement to allow Bromford to terminate the contract in the event that the Phase 1 deliverables (proposal for the detailed requirements and technical design and fixed price) are not acceptable.
All expenses must be pre-agreed with Bromford and must comply with Bromford's Travel and Subsistence Policy.

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 proven discovery and delivery experience with developing PowerBI reports and dashboards (2%)
  • Be proficient in creation of SQL scripts including ETL (2%)
  • Have proven experience in providing comprehensive reporting analysis, requirements documentation and wireframing skills, including customer facing UX (1%)
Nice-to-have skills and experience
  • Work closely with the customer/ end users to really understand outcomes (1%)
  • Provide proven delivery experience with Microsoft D365 implementations (2%)

How suppliers will be evaluated

All suppliers will be asked to provide a written proposal.

How many suppliers to evaluate
5
Proposal criteria
  • Approach to the technical discovery and analysis stage for this project? (16%)
  • Technical solution for the suite of self-serve reports based on Power BI (16%)
  • Programme delivery approach and project methodology (5%)
  • Change management approach for a project where detailed requirements are yet to be defined (5%)
  • High level proposed programme plan and timescales for the project (5%)
  • Management of a range of stakeholders ranging from C-suite to operational SMEs (5%)
Cultural fit criteria
  • Be accustomed to working in a fast paced environments (2%)
  • Have the ability to communicate well to C-suite stakeholders, operational level SME's and everyone in between (2%)
  • Have the ability to liase and work alongside other 3rd parties to deliver a collective programme of work (2%)
  • Have the ability to accept and manage change and changing requirements (2%
  • Share knowledge and experience with other team members and BAU Data teams (2%)
Payment approach
Time and materials
Additional assessment methods
  • Case study
  • Work history
  • Reference
  • Presentation
Evaluation weighting

Technical competence

60%

Cultural fit

10%

Price

30%

Questions asked by suppliers

1. Are you expecting the responses relate to 1 SME or multiple SME’s for phase1?
Multiple Bromford SME’s will need to be engaged with during the Discovery process.
2. Can we confirm that the question – “Provide proven delivery experience with Microsoft D365 implementations” refers to experience of implementing reporting and analysis solutions build over D365 and not the actual implantation of the base D365 toolset?
Correct. Familiarity with delivering a reporting and analysis solution over a D365 implementation is desirable, however the implementation of the base D365 toolset is not a requirement.
3. Can you please clarify the milestones and when UAT and Production environments will be ready?
“The D365 migration work and data structure and transformation activity has already commenced and is being developed by other suppliers.”
- Reporting Discovery stage commences- March 2022
- Programme enters testing phase- October 2022
- Programme initial delivery- February 2023
4. Which versions of D365, FO or CE or both?
F&O and CE
5. A small amount (c 10%) of scoping activity has been completed to detail PowerBI reporting requirements. Do you have the outlined components, i.e. are you tending toward Datalake, Entity Store or BYOD at this stage?
The desired solution architecture has been outlined, and further detail will be provided at the 2nd tender stage, but in reference to the specific question posed the solution will be based on BYOD with a view to move towards Data Lake towards the end of the calendar year.
6. Is D365 standard, or has the solution been extended with custom entities?
The solution is extended within F&O to include a custom housing management solution (HCL Power Object’s ‘Power Property’ F&O solution), including functionality to manage the property portfolio – i.e managing housing data in a property hierarchy, occupancy agreement management, rental and service charge processing etc.. Bromford are utilising the D365 Asset Management module which, like all other standard modules in use, has been extended to meet requirements.

Both housing management and asset management F&O modules are integrated with CE, and some associated entities are synchronised into CE.

CE is extended to include additional entities to support housing management and EAM.
7. How many users will use D365?
Circa 1,800 colleagues.
8. Are you implementing any other modules such a field service?
We are utilising field service entities within CE (such as customer assets, work orders) but are not implementing the scheduling or field service mobile capability.

We are integrating with an existing service delivery legacy solution (Total Repairs, Total Mobile and DRS – Dynamic Resource Scheduling) and therefore data will also need to be pulled from those applications to support our reporting needs, as well as F&O and CE.
9. You have stated that the new reporting suite will consist of circa 30-35 reports with each report containing circa 20 visuals. Can you please break this down into functional areas?
Known areas to date are:
•Assets and Functional locations
•Fuel safety and electrical tests and servicing
•Stock condition survey
•Asbestos
•Send communication (CE)
•Warranty and claim management
•Decent homes
•Business planning and program modelling
•Project management accounting and job costing
•No access / legal proceedings (CE)
•Leasehold consultation and sinking fund withdrawal
•Customer recharge
•Void management
•Asset capitalisation
•Asbestos register module access
•Customer portal (CE)
•HHSRS
•Water safety
•Fire risk assessment
•Integration error reporting
•Work order data structure
•EAM reporting and workspaces
•Security
•Housekeeping and data management
•Cyclical maintenance
•Customer improvements (CE)
•Aids and adaptations
•Work order management
10. Do you have proposed timescales for the 3 phases and a planned go-live date:
a. Phase 1 (time & materials) – Gather detailed requirements and technical design. Create proposal and fixed price for prioritised delivery.
b. Phase 2 (fixed price) -Design and build solution for testing
c. Phase 3 (fixed price) – Handover including technical design documentation and release including training
a. Phase 1- Commence in March 2022. Desired run time 2-3 months (dependant on outcome of successful tender application plan)
b.
• Phase 2- Commence from completion of Phase 1 to Feb 2023
• Feb 2023- current go live date
• Phase 2 post Feb 2023- iterative delivery of functionality dependant on agreed programme plan from Discovery phase
c. Commence from Feb 2023 to date agreed in programme plan from Discovery phase
11. Do you have an agreed technical strategy and architecture for the proposed data platform; other than Power BI and D365. Specifically, ETL/ETL and data storage. Would this be aligned to the Microsoft reference architecture?
The data is stored in Azure SQL storage (BYODa) this is managed by the Bromford data team. You will work with the Bromford data team to ensure you have all required data in a presentable format for reporting – ETL will be carried out by the internal Bromford team.
12. Do you have any intention to include external data sources, for use in benchmarking or relative trend analysis? Do you have any other business applications or secondary systems you want to include in your reporting initiative or that might be on your future roadmap?
Further data sources not covered above are not in scope of this tender.
13. Could you confirm which D365 modules and functionality is being implemented and the timescales for this implementation. Also, which, if any, ISV solutions are being implemented.
The current D365 functionality go live date is February 2023.
key modules:
Customer Experience – Customer Services and Field service entities (the majority of customer service will go live as part of drop 2, but EAM will extend it out further)
F&O – Core finance & procurement, Fixed Assets, Project Management & Accounting, Extended Contract Management, Asset Management, Housing Management (customised solution that HCL PO have delivered and is going live as part of drop 2 – NOT an ISV). 
All modules across CE and F&O being extended to meet requirements and this includes the delivery of additional data entities.
14. Other than the new D365 system, will there be any other data sources for the new Power BI based BI/MI system. Will there be a requirement to merge data from any of these other data sources?
There may be a requirement to pull data from 3rd party systems; Total Repairs and DRS, as well as D365 CE and F&O.
15. Is D365 the only source of data, or are there others?
Yes, data is mainly from D365 CE and F&Os, but also we are integrating with Total Repairs, so data will need to extracted from the Total Repairs system.
16. Are there any APIs from Total Repairs
We do not know at this stage
17. Can you confirm that proven delivery experience of D365 is required for reporting and data and not to build the D365 implementation?
Yes
18. Are Power Objects and Intozetta invited to tender?
These partners are not specifically invited, or shortlisted.
19. Does Bromford require UK based delivery or is off-shore delivery OK?
We are open to offshore delivery.
20. For Data and management of that layer – is that to be owned and managed by Power Objects?
The internal Bromford team will be conducting the data migration.
21. Is the data migration into an Azure data warehouse or on-premise?
Is this part of the project scope?
We are bringing data into an Azure data store. Currently use BYOD. We will be looking at a move to a Data lake later in the year.
This work is outside the scope of this project and will be conducted by the internal Bromford team.
22. Is Customer satisfaction reporting part of this Phase?
No, Customer satisfaction is not included in this project phase. This reporting is on another phase of the programme.
23. Is there a need for SPC (statistical process control) charts as part of the requirements (mathematical way of reporting process variation over time)?
No, not at this time.
24. How many stakeholders are likely to be involved for the scoping sessions?
Within the EAM team we have about 7 SMEs who own the feature areas outlined in the presentation. These will be supported by key business users from the wider business.
25. Are dashboards just for internal use?
Mostly internal. One external area is asbestos, where external contractors need access to asbestos register details held on F&O, and this will be delivered via a mobile BI app.
26. Is licencing sorted for Power BI?
Bromford has Power BI premium, and developer licences.
27. Is there a hard timeline for the project?
No hard timeline, but Bromford are looking for the organisational benefits associated with the programme to be delivered asap.
28. Is there any need for any governance tools like disaster recovery plans etc as part of the project?
No, this is covered by our internal ICT team.
29. Re the delivery approach, is there to be a phased approach (e.g. according to Agile/scrum delivery), or big bang?
We are expecting a Hybrid approach, i.e. batched delivery via controlled releases.
The EAM project team using Waterfall methodology– we have exited Design (signed off), Build is nearly complete and testing (SIT) has begun.
Some reports will be operational and required for go-live. A few may be delayed potentially.
30. Is this bid for a single SME or multiple SME’s?
Ideally a single subject matter expert for ease of management and co-ordination.
31. Q & A Session from 7/2/22
We have now published above all the Q&A from the webinar that took place on 7/2/22.
In addition Bromford shared a short slide deck at this session. For any suppliers who did not attend the session and who would like a copy of the slide deck, please email andy.dyer@bromford.co.uk to request a copy.
32. Are you looking for real-time or near real-time reporting?
Near real time
33. Is there any requirement for Bromford’s reporting to integrate with HCA (Homes and Communities Agency) currently or in the future? If so, is there any format that HCA has mandated?
No, there are not any requirements at present to integrate with the HCA as part of the EAM reporting solution.
34. In our experience working with housing associations, we found data quality to be a great challenge. Where do you see Bromford’s biggest challenge – is it data quality or access to data?
Out of the two options, data quality, as the transformation programme is transforming data from several legacy systems across the three formerly separate housing associations, each with different process and data governance procedures.
35. What is your full data stack (toolkits) you use apart from PowerBI/ D365? Also are you open to vendors introducing new technology/ tools?
The scope of this tender is to utilise PowerBI/ D365 tools. New technology/ tools are not of interest currently.
36. Where are you with respect to the transformation programme? i.e., is the transformation already underway with the team identified? What are the significant milestones in your transformation plan?
The Transformation programme is currently in the UAT phase of stage/ drop 2. Current timescale for drop 2 go live date is May 2022.
Stage 3 (EAM which this tender is aligned to) is currently in the implementation stage for D365. UAT is currently planned for October 2022, with a go live date of February 2023.
37. After the data and integration aspects of Orchard/Keystone, Capita/Keystone, and Active Housing are solved, have you a defined strategy and approach rollout linking Executives dashboards to the front line in respect of reporting and dashboards? What role would you expect your partner to play in this area?
This strategy is not yet defined, and we would expect the partner to provide guidance and analysis in this area as part of the discovery stage.
38. From our basic research into Bromford, we can see some 45,000 homes over some 40 different authorities. What is the scope and strategy for the PowerBI deployment across these different authorities?
The reporting as part of Transformation phase 3, will be colleague rather than customer/ externally focused (apart from in specific exceptions such as Asbestos reporting). The vision of the Transformation programme is for Bromford colleagues to access pertinent EAM reporting via a single centralised D365 interface.
39. What is the biggest change management/operational challenge in respect to each of the below groups:-
a) For coaches and operational staff, the key metrics they need to do their job are often less dependent on legacy data (example Repairs, Complaints, Investment, Empty homes and income, Arrears, etc.)
b) For your compliance and HCA-facing colleagues, a more legacy-data dependent list (Data on Gas servicing, Electrical checks, CO2 reduction, legionella, etc.)
A) The biggest challenge for operational staff is providing a consistent, efficient method of recording information. For instance, across the 3 formerly separate HO areas, engineers record customer/ asset data inconsistently e.g. Word doc, web form, paper > Word doc
B) The biggest challenge for compliance/ office based staff is having reporting which is straightforward to access, cut into different dimensions, and is robust. Increasingly more day to day decisions rely on access to data, and current reporting lacks the required depth and breadth to provide colleagues with confident answers on a timely basis.