Awarded to NTT DATA UK Limited

Start date: Wednesday 27 November 2019
Value: £830,141.60
Company size: large
Pensions and Money Service

Implement, manage, support and develop a new digital experience and communication platform

14 Incomplete applications

12 SME, 2 large

35 Completed applications

28 SME, 7 large

Important dates

Wednesday 24 July 2019
Deadline for asking questions
Wednesday 31 July 2019 at 11:59pm GMT
Closing date for applications
Wednesday 7 August 2019 at 11:59pm GMT


Summary of the work
MaPS wish to deliver a new personalised digital experience and communication platform. The procurement includes configuration. development, training and expert support covering:
Pre-production, production setup
Templates, components
Tagging and analytics
Campaign functionality
Security policies
Testing frameworks
Best practice guidance
Internal handover
Latest start date
Thursday 7 November 2019
Expected contract length
2 Years + Optional Extension
Organisation the work is for
Pensions and Money Service
Budget range
Indicative breakdown as follows:
Year 1: up to £750k to include software licensing and support costs, professional service for implementation
Years 2:  up to £300k to include software licensing and support costs
Also, an ongoing operational budget allowance:  up to £300k p.a. to include software licensing and on-going support (including professional services) costs, based on increased migration of traffic and content from legacy websites.

Infrastructure costs are not included above and we expect suppliers to use our existing Microsoft Azure instance. It is expected that the suppliers will be submitting an on-going adhoc professional services rate card.

About the work

Why the work is being done
MAPS currently maintains three websites from its legacy organisations - each with distinct IT infrastructure and web technologies, relying heavily on expensive development skills to maintain and develop. We want to reduce operating costs, IT infrastructure complexity and overheads.

MAPS intends to offer a rich, integrated journey for citizens across its pensions, debt and money guidance services.  Statutory duty requires us to deliver information in a timely manner (e.g. responding to regulatory changes).  To deliver on these duties, MAPS will require a feature rich and personalisable digital experience platform enabling fast and flexible delivery to market.
Problem to be solved
To replace the existing digital technologies serving our legacy websites with a new digital experience platform, which enables us to engage with consumers in a personalised manner across multiple channels.
Who the users are and what they need to do
Our visitors are primarily UK citizens, seeking guidance on money, pensions and debt. We have a particular duty of care to vulnerable visitors, who may be in debt crisis, and require urgent help.We currently have 4 monthly million visit sessions across 5 domains.
Early market engagement
We have used the Gartner Magic Quadrant for Digital Experience Platforms to identify potential solutions which could meet our needs.
Any work that’s already been done
A body of user research has been inherited from the legacy organisations, along with market segmentation. A programme of work is currently underway to review the IA, content and user journeys from the legacy sites.
Existing team
Internal Digital, Marketing and IT team. IT Infrastructure support is outsourced to a managed service provider. We aim to have a cross-section of digital skills and people available through the duration of the project. The internal team have to cover both BAU and strategic activities across our remits.
Current phase

Work setup

Address where the work will take place
Money and Pensions Service, 120 Holborn, London EC1N 2TD
Working arrangements
An agile methodology is proposed, and so potential suppliers will need to address how they will work with the internal Digital, Marketing and IT team to effectively support this approach (e.g. if the supplier resources the work 'offshore' or 'nearshore')
Security clearance

Additional information

Additional terms and conditions
The Call-Off contract will use the Standard Framework terms and conditions

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
  • Delivering large-scale websites as part of a large multidisciplinary agile team as a digital agency with a full complement of roles: IA, UX, technical, build, development, designer and support. 5%
  • Planning and managing a phased roll out of new website architecture / transition from current to future state (including migration planning). 5%
  • Delivering websites that bring multiple sites into one web presence. 2%
  • Implementing multi-site/multi-domain publishing on a single platform which, supports photographs, video clips, other rich media as well as social media integration. 2%
  • Conducting user research alongside analysing existing research to ensure good understanding of users and needs leading to improvements in user engagement and user satisfaction. 5%
  • Rapid development of prototypes created iteratively via user testing - based on discovery findings to meet user needs (including assisted digital and accessible users). 2%
  • Providing an easy-to-use, simple interface for website content contributors to upload, edit and manage content. 2%
  • Ability to work with internal IT teams to deliver hosting and integration with existing services. 2%
Nice-to-have skills and experience

How suppliers will be evaluated

How many suppliers to evaluate
Proposal criteria
  • Relevance of proposed technical solution and integration. 10%
  • Estimated time frames: proposed programme for alpha and beta phases. 3%
  • Demonstrate the use of open standards and ease of integration . 2%
  • Demonstrate how you will mitigate any project slippage. 2%
  • Demonstrate relevant skills and expertise of the team. 3%
  • Relevance of identified risks and proposals for mitigating against them. 2%
  • How the approach or solution meets internal user needs. 3%
  • Demonstrate a clear approach to training for handover. 3%
  • Demonstrate how you will preserve the clients IPR. 2%
  • Demonstrate the ability to flex service delivery if internal resources are not available 5%
Cultural fit criteria
  • Demonstrate how you will work transparently, collaboratively and share your approach with the project team and seek actionable feedback. 5%
  • Demonstrate your approach to delivering outcomes using an agile methodology. 3%
  • Demonstrate how you will work with clients with different levels of technical expertise, including senior stakeholders throughout the project. 2%"
Payment approach
Fixed price
Assessment methods
  • Written proposal
  • Case study
  • Work history
  • Reference
  • Presentation
Evaluation weighting

Technical competence


Cultural fit




Questions asked by suppliers

1. The digital marketplace guidance is "You should only provide one example for each essential or nice-to-have requirement (unless the buyer specifies otherwise)." All questions, except essential 2, start with "with examples" so could you confirm that you are looking for more than one example for the rest?
At this stage, one example is sufficient.
2. In the budget range it states that suppliers are expected to use your existing Microsoft Azure instance. If the digital experience platform we propose is offered as Platform as a Service and falls within the indicative budgets would this be a viable proposition?
Yes, this would be acceptable.
3. Can you please confirm what Gartner quadrant solutions will be considered in scope for this requirement? Is it for market leaders only, or will you consider challengers as well?
The Gartner magic quadrant was only used for guidance during the initial discovery phase of the solutions space. We will consider any solution which meets our requirements.
4. We use a distributed (all UK based) Kanban model of Agile, rather than co-locating full time with clients. We support this with regular face-to-face (and additional screen share) meetings, and other open working methods. Would this approach be equally acceptable, or is co-location at your offices (strongly) preferred?
We would prefer 60% co-located and 40% remote. This may not be appropriate during any training phase and we would prefer face-to-face.
5. Do you anticipate the need for any additional User research to be carried out by the chosen supplier, to compliment or replace the existing/legacy user research?
No additional user research will need to be carried out by the chosen supplier
6. Please could you share the average number of monthly or annual page views you have across your different domains and also any anticipated growth expectations?
Taking a 24 month period (FY 17/18 and FY 18/19 – 01/04/17-31/03/19) these are the average monthly pageviews:
Money Advice Service: 4,975,980
Pensionwise: 655,609
The Pensions Advisory Service: 511,528
Fincap: 9,237
The MaPS corp site jumped in traffic on launch of the new brand (Jan 1st 2019), so this figure is taken from Jan 1st to Jun 30th 2019– (though due to analytics tracking issues in April, April is excluded):
MaPS Corporate site: 9,620
7. Is there an incumbent supplier? For example, is the supplier that did the discovery work allowed to bid on this project?
There is no incumbent supplier. All the discovery work was undertaken inhouse by Money and Pensions Service
8. Do you have a preferred digital experience solution in mind? If so, which one?
No, we are open to any digital experience solution that meets our requirements.
9. What roles do you envisage will be required to deliver this project? Particularly from the supplier.
We are looking a complete squad to support the implementation and development of the site, ie. Scrum Masters/Developers (FE/BE), Trainers, UX, Visual Design,Architecht etc..
10. Which channels are you looking to support?
The primary channels are web and agent
11. What campaign functionality do you need to support?
As an example the ability to created audience segments to which we can direct personalised emails driving traffic to campaign specific landing pages
12. Please can you say a bit more about what is needed by way of “social media integration"
Ability to consume social media feeds as well as pushing out updates upon content publishing
13. Do the services need to pass GDS assessment?
14. The MAS and Pension Wise sites appear to have Welsh versions, are multilingual site versions required?
Yes, the vast majority of content on the site will need to be published in both english and welsh.
15. What “existing services” (e.g. a CRM?) and/or datasets do we need to integrate with? Or is this a completely new build?
There are no specific services, however the solution should support consumption of APIs as per the brief.
16. When you say “No additional user research will need to be carried out by the chosen supplier” (Q&A no. 5), this would normally be integral to sprints, and you list “UX” as one of the roles you are looking for. Please could you clarify whether user research within sprints is needed? Thanks.
We will require regular user testing as part of the agile delivery process. We see this as separate to the upfront user needs research that we are undertaking prior to the work commencing.
17. The challenge is to combine three existing sites and services into one. Are there any particular aspects of the legacy services that need to be retained?
The majority of the content and functionality from the existing sites, will need to be present in the new site. The tools on the current sites are very heavily used and widely regarded as industry leading so we would definitely want to keep those.
18. Is it possible to have access to any pre existing research and journeys work?
This has only just kicked off so is not available yet.
19. You mention your content generation and editorial process. Is it possible to get some more details on the requirements for this? For example how many editors, how are they distributed, what kinds of content are they generating, how often do you anticipate updates, and how does this need to be managed and signed off?
Our team will vary in size and Please refer to brief for process on content updates and workflow.
20. Do you have an anticipated launch date for the service? To what extent is this date driven by business events or public or political dates of importance?
We will work with the solution provider to come up with the best plan - we are not currently tied to any date.
21. Maintaining an 'always on' service will be important to your users, do you have an specific requirements regarding business readiness and switchover?
We are looking for the partner to advise on the best ways of launching the new experience in order to minimise the impact on our customers, organisational targets and other factors such as SEO.
22. We understand that MaPS intends to offer a rich, personalisable, integrated journey for citizens across its pensions, debt and money guidance services. What would be the other key features that you are looking to achieve in the new service (e.g multi-channel)
As mentioned elsewhere the journeys will include the agent based channel, and other media such as emails.
23. In addition to reducing operating costs, IT infrastructure complexity and overheads and reducing reliance on expensive development skills, are there other issues in the existing platforms that the Money and Pensions Service is looking to overcome with this procurement.
These are the main ones - although obviously putting in a modern basis on which to build our future is another benefit but less quantifiable.
24. Could you share the details of the existing digital platforms (including IT infrastructure and web technologies) serving your legacy websites.
We are located in Azure and our largest estate is based on Ruby on Rails.
25. We understand that the Gartner Magic Quadrant for Digital Experience Platforms has been used to identify potential solutions which could meet your needs. Could you share the list the potential platforms evaluated.
We are open to any platform that can satisfy the full requirements.
26. The way this project has been set up seems to be in line with a Waterfall deliver model. Are you able to show how this approach better meets user needs in line with DOS framework guidelines? Ref:
Although set up and funding and some check points or governance may appear waterfall we expect delivery to be Agile and responses should be structured based on this approach.
27. Would you consider proposals that exceed your budget if they convinced you a different approach could be more valuable?
The budget is the limit and responses should be within that budget.
28. Can we ask why the software licensing is included in this outcome listing? In the past, licensed software needs to be procured through frameworks that are set up for such procurements (e.g G Cloud)?
We assessed all options and are seeking a one stop solution
29. Given your stated ambitions, what is the reason you have chosen the outcome route on DOS as opposed to procuring individual specialist roles?
The project assumption was the digital outcomes Lot 1 would be better suited to our requirements as we are not just seeking resources.
30. In order to compare suppliers like for like, how will price be evaluated?
as part of an overall points system
31. Will the scores from the evidencing round be taken through to final evaluation? Or will they only be used for the purposes of shortlisting suppliers?
scores at shortlisting are parked, and are not re-score at the evaluation stage, these are then combined with the scores from the evaluation and the shortlisting stages to come up with the total
32. What roles are MaPS expecting to provide and will these all be full-time?
MaPS will provide full time delivery manager, journey manager, UX, and part time designer?
33. Will you be providing a full time Product Owner to this project?
34. Will you be able to organise access to stakeholders throughout the project?
35. By the answer to question 5, do you mean no additional user research is expected or just that the chosen supplier isn’t expected to carry this out? If the former, can we ask what method will be used to ensure the service is delivered in line with user needs?
We will require regular user testing as part of the agile delivery process. We see this as separate to the upfront user needs research that we are undertaking prior to the work commencing.
36. Can we ask what method has been used to calculate the budget to give MaPS the confidence this is enough to procure an external supplier to deliver the new service?
This has been based on experience with past programmes of work with similar size and magnitude.
37. Have you carried out a Proof of Concept (POC) that explored the transition and gives you confidence that the listed budget safely includes cost of transition?
No, there has been no POC, please refer to our answer to question 21.
38. Has a risk log been developed along with mitigations against each of these? If so, can this be provided to bidders?
No risk log has yet been defined.
39. As per DOS guidelines 'You should only provide one example for each essential or nice-to-have requirement', are you only requesting one example per skills and experience question?
You should provide an sufficient example to illustrate that you have the essential skills and experience.
40. What is the anticipated timeline for this procurement?
We're anticipating making an award at the beginning of November.
41. For the following components, could you provide the details of the tools in use currently and any future solutions considered as replacement: 1.Templates, components 2.Workflows 3.Personalisation 4.Tagging and analytics 5.Campaign functionality 6.Security policies 7.Testing framework Is there a solution available for all of these components currently?
This is a greenfield project with the exception of Google Analytics which we intend to keep.
42. Is there a Marketing solution (such as Adobe) in use currently?
43. Could you confirm whether the scope of work includes UX/Design and Content Services.
UX design yes, Content No.
44. Could you share the rationale that has been used to arrive at the indicative annual budgets for the scope of work
This has been based on experience with past programmes of work with similar size and magnitude.
45. Could you confirm whether it is the intention to merge the three existing websites into a single web site.
46. Can you please outline the scope of user experience and platform capabilities to be built on the new digital experience platform? Do you expect to “lift-and-shift” or perform a complete re-design of the current websites?
This is a re-design, not a lift and shift.
47. Can you please provide some more details on the roles you will be providing and how much of their time will be assigned to this project?
MaPS will provide full time journey manager, UX, part-time designer, content authors and access to relevant SMEs as required.
48. Could you please outline your expected timelines for the assessment methods, following shortlisting?
Phase 1 Shortlisting 16/8-28/8;
Phase 2 Detailed Response 6/9-23/9;
Evaluation 24/9-27/9;
Presentations 30/9-4/10
Award Early November
49. Please confirm if training is included in the scope of services required? If yes, could you please confirm the number of platform users, roles and geographic location?
Yes. Approximately 10 Developers and 20 authors/marketers will require training. All working in London.
50. In the budget range, for Year 2, you have included 2 figures – £300K for “software licensing and support costs” and then another £300K for “software licensing and on-going support (including professional services) costs”. Can you please confirm the scope of "support" and the difference in scope for the two figures?
The first £300k is software licensing and managed services (back-end services and releases) based on the sites and traffic implemented as part of Year 1. The additonal £300k is to support us with continued professional services to help us exploit the capabilities of the platform
51. What roles are you expecting suppliers to provide? In addition, are you expecting all roles to have the ability to be full time?
We are looking a complete squad to support the implementation and development of the site, ie. Scrum Masters/Developers (FE/BE), Trainers, UX, Visual Design,Architect etc..
52. For the first evaluation round (evidence), what would you expect to see from an answer for it to be deemed 'exceeding' and score 3 marks?
A Score of 3 has been interpreted as where the suppliers response has gone above and beyond meeting our criteria in their approach to the examples they provide.
53. Will a backlog and roadmap be available to suppliers in order for them to provide a Fixed Price for delivery?
54. Would you consider proposals that offer alternative commercial models? E.g Time and Materials.
55. Could you please confirm who the people on your selection panel are and their individual roles and responsibilities?
We will have a mixture with the skill and knowledge to cover Technology, Design & Architecture, UX and business needs.
56. You note that “A programme of work is currently underway to review the IA, content and user journeys from the legacy sites”, and in response to a previous question indicated that “No additional user research will need to be carried out by the chosen supplier”. To confirm, does this mean that the chosen supplier will immediately commence ideation and design work?
Yes, this is the preferred approach.