This opportunity is closed for applications.
The deadline was Tuesday 15 August 2017 at 5PM (in Canberra)
- Opportunity ID
- Deadline for asking questions
- Tuesday 8 August 2017 at 5PM (in Canberra)
- Closing date for applications
- Tuesday 15 August 2017 at 5PM (in Canberra)
- Wednesday 2 August 2017
Write a summary of your brief Transform the Service Delivery Office (SDO) operating model to: achieve service level outcomes, reduce unit cost of service, increase service experience and augment the traditional workforce with a digital workforce through embedding a Robotics Process Automation capability.
What is the latest start date?
01 September 2017
How long is the contract? 01 September 2017 - 30 June 2018
Where can the work take place?
Australian Capital Territory
Who will the specialist work for?
The Department of Finance - Service Delivery Office (SDO)
Budget range In line with the Modernisation Fund - The SDO has budgeted $850,000 - $950,000 to complete this work in the 2017-18 Financial Year.
About the work
Why is the work being done? The SDO operates under the Whole of Australian Government Shared Services Program as a ‘Hub” provider of tranche 1 transactional corporate services to 13 commonwealth agencies.
The Shared Services Program supports the Government’s Smaller Government Agenda and the Digital Transformation Agenda by consolidating and modernising the provision of relevant corporate services across the APS into a few provider Hubs. The transition schedule aligns with funding allocated from the Public Service Modernisation Fund from FY 2017-18 to FY 2020-21.(Budget Paper 4,.
This program of work needs to deliver practical benefits across the three strategic drivers of the Fund and the strategic direction of the Digital Transformation Agency (DTA) in:
• transforming policy and data to support whole-of-government policies including the Shared Services Program;
• modernising service delivery to deliver quality improvements, reduced risk and increased compliance with relevant standards and legislation, whilst reducing the cost of delivery; and
• harnessing the digital dividend to make use of technological innovations to transform the delivery of corporate services, providing a roadmap for cost reduction across the public service.
The SDO is a stand-alone business unit in the Department of Finance and operates in a full cost recovery environment, with the unit costs and associated pricing of services designed in line with the Australian Government Charging Framework to provide transparency and consistency in the charging of SDO services and activities as well as provide traceability to expected benefits realisation in the application of specific investment activities.
There are two specific outcomes the SDO is seeking to achieve with the successful execution of this procurement by 30 June 2018:
• deliver operational efficiencies and unit price reductions across the SDO service offering (below); and
• deliver robust, standardised and auditable end to end business processes.
In achieving the above stated outcomes, the SDO sees genuine opportunity to embed a sustainable and scalable Robotic Process Automation capability to transform the way that the core transactional services are delivered in:
• accounts payable;
• accounts receivable;
• credit card management;
• travel management;
• payroll administration; and other processes requiring
• multi-system interactions with SAP (Enterprise Resource Planning (ERP) software).
The SDO has an expectation that 15% - 25% efficiency can be achieved in the financial year 2017-18 across the above-mentioned services through process standardisation, process automation and undertaking the requisite organisational changes to embed a sustainable and scalable RPA capability in the SDO operating model.
What's the key problem you need to solve? The Government announced specific initiatives in the 2017-18 Budget, to allocate the Modernisation Fund to reforms that deliver quality government services at lower cost and use leading technology and collaborative approaches to address complex problems facing society; for both the existing and potential clients of the SDO, this means investing in more efficient corporate services and strengthening the Australian Public Service (APS) workforce capability.
The Modernisation Fund is to accelerate the transition of agencies to shared corporate services arrangements, consolidating core transactional corporate services (financial and human resources) and associated back office information technology (IT) systems into one of six corporate service hubs.
There are two specific problems the SDO currently faces in delivering on the above mentioned policy intent:
1) The SDO’s unit cost per transactional service is too high and is not sustainable for the client population. The unit price is materially driven by two components:
a. The resourcing required to deliver the service in a manual, non-standardised environment; and
b. The volume of the service being consumed by clients.
2) The quality of the service experience for clients is not meeting expectations. The service experience is a result two core elements:
a. Speed of service delivery and issue resolution; and the
b. Accuracy and auditability of processing.
In the context of the performance audit undertaken by the Australian National Audit Office on the legacy Shared Service Centre in 2016 : https://www.anao.gov.au/work/performance-audit/the-shared-services-centre-2016 - the SDO is seeking appropriate expertise from the market to:
- deliver operational efficiencies and unit price reductions across the core transactional services to existing and potential clients of the SDO. The services are:
o accounts payable;
o accounts receivable;
o credit card management;
o travel management;
o payroll administration; and other processes requiring
o multi-system interactions with SAP (Enterprise Resource Planning (ERP) software).
- deliver robust, standardised and auditable end to end business processes, critical for the SDO in:
o maturing the provision of and client experience in the annual assurance process
o providing transparent, repeatable and scalable business patterns to support the onboarding of new client entities and the transition-in/ expansion of services of existing clients; and
o establishing the capabilities and supporting infrastructure required for performance reporting, benchmarking and continuous improvement activities.
The Modernisation funding available to progress these outcomes is available only for the 2017-18 Financial year; and as such it is critical that at the end of the financial year the SDO has a scalable and repeatable capability that has been tested and available to all APS agencies identified to transition to the SDO as a Hub. This capability will be leveraged and used by the SDO in the ongoing transformation, modernisation and delivery of policy outcomes.
Describe the users and their needs The users of the RPA capability are best articulated in two cohorts:
o As the Secretary, Chief Executive Officer or Agency Head of each Client agency is the Accountable Authority under the Public Governance, Performance and Accountability Act 2013 (PGPA Act). Each Accountable Authority is responsible for their agency's proper governance, reporting, establishing and maintaining systems relating to risk and control over the agency’s operations, encouraging cooperation and minimising administrative requirements on other parties, and keeping relevant Ministers informed.
o In line with the Shared Services Program and the Memorandum of Understanding (MoU) in place, the SDO is charged with the effectiveness and efficiency of operations, and the service experience across:
- accounts payable;
- accounts receivable;
- credit card management;
- travel management;
- payroll administration; and other processes requiring
- multi-system interactions with SAP (Enterprise Resource Planning (ERP) software).
o the SDO’s vision is to deliver quality and create value as a trusted corporate business partner to enable our Clients to focus on their core business. To support each staff member contribute to the success of that vision, there is a requirement for the staff to be at the centre of the change. RPA provides the opportunity for the repetitive, rules based, high volume tasks to be automated, creating the opportunity for staff and management to focus on value added tasking.
The core user needs (benefits sought) are:
- Cost reduction – through minimising the input cost to service;
- Increased quality - reducing manual data entry to optimise quality;
- Time reduction – reducing handoffs and manual processing to optimise cycle times;
- Risk reduction – reducing single points of failure and reliance on individuals to complete tasks;
- Increased client satisfaction – increased speed and transparency of service delivery; and
- Compliance – through the incorporation of automated internal controls and checks.
What work has already been done? An initial proof of concept (PoC) undertaken in 2016, where parts of 4 business processes were analysed, reengineered and automated using RPA technology.
This proof of concept demonstrated successful interaction between the RPA technology and all main operational systems, including:
• System Center Service Manager (SCSM);
• Microsoft Outlook;
• Microsoft Excel; and
• Adobe PDF.
The PoC was piloted in the production environment, with a management forecasted saving of 2.1 FTE (10%) time on task saving from the business unit.
Who will the work be done with? The successful vendor will be working with:
Internal to the SDO:
o Business Change Manger (lead)
o Head of the SDO (executive)
o Deputy Head of SDO
o Programme Manager
o Director of Technology Optimisation
o Director of HR Services
o Director of Financial Operations
o Director of Connect (SAP) services
o Director of Commercial and Client Engagement
External to the SDO
o Department of Employment ICT (3rd party - property and ICT infrastructure provider)
o SAP (3rd party – cloud platform/infrastructure provider)
o Department of finance ICT security
Any additional relevant information? The SDO requires the successful vendor to:
- Examine the efficiency and effectiveness of critical business processes across the SDO, considering:
o service catalogue and service outcomes;
o end-to-end processes and alignment with the broader Whole of Government Shared Services Program standard processes;
o cost model;
o organisation structure;
o operating procedures; and
o other relevant operational inputs.
- Prioritise optimisation of critical business processes and development based on the value of available benefit through reengineering and automation if appropriate.
- Redesign core processes, using RPA where appropriate to realise improvements and harvest benefits and embed the capability into the business teams with end-to-end responsibility for processes.
- Work with the SDO executive to establish an internal Robot development and on-going maintenance for the capability
- Supply the RPA software licences;
- Work with the 3rd part ICT infrastructure provider to configure the requisite infrastructure and install the RPA software in the identified environment (on premise or in the SAP Hana Enterprise Cloud); and
- Provide documentation and training on the configuration and use of the RPA software.
It is the SDO expectation that processes will be addressed based upon the approximate timeline outlined below in an iterative approach:
- Process review and prioritisation (2 months)
- Finance processes automation (3 months)
- HR processes automation (3 months)
- Supporting processes automation - audit, assurance and reporting (3 months).
The end state achieved by the technology solution should address, but may not be limited to, the capability listed below:
1. Automation Development;
2. Application Support;
3. Automation Management;
4. Reporting and Analytics; and
5. User Access Management.
1. The development or programming features required for the automation development, including:
o Development wizard – step by step development guidance for the developer
o Programming support - technical support for development
o Recording wizard – recording capability to record user actions on the screen
o Debugging – ability for developers to trace and debug any tasks / processes.
o Testing – ability for developers and testers to test individual processes
2. The applications to be supported should include:
o SAP and selected 3rd party additions
o Windows Desktop environment
o Office Applications
o Web Sites and Web Applications
o Java Desktop Application
o Citrix Applications
o Ability to interact with databases,
o Image Recognition
3. Automation management should cover
o Process management
o Release and version management
o Logging and auditing
4. Reporting and Analytics
o Performance analytics reporting
o Exception reporting
o Ability to provide parameters for user to define and generate customised reports
5. User Access Management
o Ability to create new users within the system with matching details to enable single sign-on with SDO applications
o Ability to provide different level of user access
o Ability to deactivate users, while still retaining a record of their access privileges
o Ability to manage passwords independently of individual processes to support updating passwords in a single place for all processes using a single credential.
What phase is the work in?
Where will the work take place? 148-180 City Walk, City ACT 2601 and One Canberra Avenue FORREST ACT 2603.
What are the working arrangements? It is the SDO’s expectation that the successful vendor will work both onsite (address above) and offsite (vendor’s premises) to ensure that a successful outcome is achieved.
At a minimum the SDO expects the vendor onsite for:
- Weekly – Meeting/stand up: (Status, Risk management , Issue resolution)
- Monthly - Management Meeting (participation in the appropriate SDO governance forum)
- As required - business engagement and change management
Is security clearance required? The SDO requires team members to hold or to be eligible to hold a Security clearance at the baseline level to work on this engagement.
Additional terms and conditions N/A
Skills and experience
Buyers will use the essential and nice-to-have skills and experience to help them evaluate sellers’ technical competence.
Essential skills and experience
- What separates you and your product from your competitors – what is your point of difference?
- How does your solution and services meet or exceed our requirements?
- How do you measure quality in meeting or exceeding our requirements.
- Outline significant risks associated with your solution and how you propose to mitigate them (prevent them from happening) and manage them (in the event that they do happen).
- Outline your experience working with public sector environment (e.g. The Protective Security Policy Framework (PSPF), Public Governance, Performance and Accountability Act 2013
- Outline your experience and capability in business process optimisation and re-engineering.
- Outline your experience leading teams in robotic process automation using tools such as: Automation Anywhere (AA) , Blue Prism (BP), and/or UiPath and the types of benefits and the quantum achieved
- Outline your approach to implementation, business change and benefits realisation.
- Outline your organisational strengths, particularly relating to relevant resources required to successfully assess, optimise and automate business processes and conduct a system installation for SDO
- Outline how people will be trained and how the solution will be supported
- Outline the number of people and type of skills available in the respondent’s organisation to support the proposed solution.
- Outline your capability in robot development
- Where you represent a consortium please describe the consortium structure and the relative responsibilities and capability areas for each of its member organisations.
Nice-to-have skills and experience
Outline your experience in business process optimisation and automation in a shared services context.
How sellers will be evaluated
How many shortlisted sellers will you evaluate?
- Technical solution
- Approach and methodology
- How the approach and solution meets SDO client and user needs
- How the approach and solution meets the SDO outcomes described
- Estimated timeframes for the work
- How risks and dependencies have been identified and the offered approaches to manage them
- Team structure
- Personnel. Please provide personal profiles (half page maximum) of key people including name, location, relevant previous experience, relevant skill sets including certifications and proposed availability on project (e.g. full time, 50%, etc)
Cultural fit criteria
- Work as a team with our organisation and other stakeholders
- Transparent and collaborative when making decisions
- Put the SDO’s Clients at the Centre of the design and approach
- Engage and take the business on the change journey
- Written proposal
- Case study
|Seller question||Buyer answer|
|1. Should software license fees be factored into the SDO budget of $850-950k?||Yes. All software licence fees should be factored into the project budget. The SDO expects to not require more than 10 bots in the initial implementation.|
|2. How many in-house configurers will the SDO supply?||The SDO plans to supply up to 4 configurers to be trained and support the supplier in the establishment and execution of the automation activity.|
|3. Should training cost of configurers be included in the SDO budget of $850-950k?||Yes. All costs involved in establishing the automation function within the SDO, including training, should be included in the budget.|
|4. Can you please provide the details of the upcoming Q&A session?||The SDO is running a Vendor Q&A session, the proposed details are below: Date: Wednesday: 09/08/2017 Time: 2:00 - 5:00 pm Location: 148 City Walk, Garema Court, Level 7 Registration: maximum 2 participants per vendor, due to seating capability. Please email SDO engagement on 'SDOEngagement@finance.gov.au' with attendee details. Sign in: Please contact Alif Rahman on (02) 6121 6952 on arrival, please arrive 15 minute ahead of time. Agenda: The proposed agenda is outlined below: - SDO organisation overview and discussion - Requirements overview and discussion - Q&A Contact & panel advisor: Stewart Munro | Business Change Manager Stewart.Munro@sdo.gov.au | Stewart.Munro@finance.gov.au|
|5. Are all the current processes mapped and how many processes is the expectation that will either be re-engineered or automated?||Process across HR and Finance and supporting business units are mapped (varying levels of accuracy and detail) reflecting the current state of operations. It is assumed that these processes are at a sufficient level of detail to inform design scoping of automation.|
|6. What are the start and end points for each of the Service Areas?||The successful vendor will be provided with process maps for each of the service activities showing triggers and end points.|
|7. Outside of the 4 configurers what other resources will SDO provide either full time or part time to assist in this program?||The SDO is committed to supporting the program of work with the vendor. The SDO team will likely consist of: - business change; - project management; - project support; - change manager; - process manager; and - business analyst. it is anticipated that internal BAU team members will also participate in the implementation.|
|8. Does the SDO currently measure client experience to be able to measure the program improvement against?||The SDO is establishing their approach to client experience measurement; it is expected that the SDO will have a baseline to provide to the successful vendor, with quarterly surveys going forward to measure client satisfaction.|
|9. Are the WoG shared service processes already designed?||Draft processes have been finalised and reviewed for tranche 1 transactional services for the WoG Shared Services program and will be shared with the successful vendor.|
|10. Why the short lead time for a response as minimal?||Project funding is available in 2017/18 financial year only, the SDO is seeking responses in order to maximise delivery time for the vendor to meet the desired objectives.|
|11. Prior Work. Is there a Report from any previous work that can be shared to understand the background to this work?||Documentation related to the pilot will be made available to the successful vendor.|
|12. Process Selection. Do you have a definitive list of processes you are looking to automate? Can this be shared to inform estimates of effort.||The SDO is seeking to assess and re-engineer and automate as appropriate those processes across its financial operations, payroll and HR services and the supporting functions that provide the greatest value. It is likely that the process landscape would include: ~ 57+ Level 2 processes - HR services ~ 18 Level 2 processes; - Finance Services ~ 39 Level 2 processes; and - Supporting functions.|
|13. Process Selection. Given the automation activities will have to be run in parallel, do you have priority functions that require automation first, or will you accept the findings of the process review identifying the highest value tasks?||SDO seeks vendor assessment to validate or identify the highest value tasks and will work collaboratively to agree the priority for the application of RPA.|
|14. Process Selection. Of the specified services, is Finance seeking automation in all service areas listed, or is it just expecting that processes from these service areas will be considered, with a smaller set of high payoff/low risk processes selected for automation?||SDO seeks vendor assessment to validate or identify the highest value tasks and will work collaboratively to agree the priority for the application of RPA.|
|15. Process. How many of processes that are in scope for the RFP are based in a Citrix environment?||A nonmaterial (less than 10%) number of processes are based in a Citrix environment. The majority are performed within the standard operating environment. Note that the SDO seeks vendor assessment to validate or identify the highest value tasks and will work collaboratively to agree the priority for the application of RPA.|
|16. Process. How optimised are the processes that are in scope for the RFP: • Do the processes have accurate and complete processes maps to Level 3, 4, 5 or 6? • Are there any data quality issues with input data for the processes? • Are the processes executed "one-way, same-way" consistently or are there significant variations in the way processes are executed?||Process across HR and Finance and supporting business units are mapped to level 3 (varying levels of accuracy and detail) reflecting the current state of operations. It is assumed that these processes are at a sufficient level of detail to inform design scoping of automation.|
|17. Task Description. Is there a broader description of what transforming policy and data actually means (as one of the strategic drivers)?||Please refer to relevant publications below: The Modernisation Fund: http://www.aph.gov.au/About_Parliament/Parliamentary_Departments/Parliamentary_Library/pubs/rp/rp1617/Quick_Guides/Publicservice The Shared Services Program: http://www.finance.gov.au/shared-services-program/|
|18. Commonwealth Staff Support. DoF/SDO are potentially providing up to four configurers, is the SDO also planning to provide dedicated business staff to assist with the process review, re-engineering and standardisation?||The SDO is forming a project team to support the program and work with the successful vendor. The team will likely consist of: - business change lead; - project management; - project support; - change manager; - process manager (internal lead for RPA establishment and development); - business analyst. Internal BAU teams will also participate to an extent as part of the implementation.|
|19. Commonwealth Staff Support. Does DoF/SDO already have team members identified to support delivery and operational management? Can the backgrounds / skillsets of these individuals be shared?||The SDO is forming a project team to support the program and work with the successful vendor with business change,project management and support; and business and process analysis. Internal BAU teams will also participate to an extent as part of the implementation. The above mentioned resources have limited to no experience in RPA technologies. The SDO expects Vendor to upskill and embed knowledge to support an ongoing capability.|
|20. Metrics. Will productivity gains be measured from a pre-existing performance monitoring system and baseline or is this required to be developed by the contractor to demonstrate performance outcomes? (The ANAO report has metrics already being tracked by the SSC such as cost to process payslips, however under the section on Operational Excellence and Improved Productivity they have ‘no measures reported’).||It is anticipated that Performance will be assessed against the SDO's current state service volume, corresponding unit costs and client satisfaction scores. These baselines will be provided to the successful vendor.|
|21. Security. Noting the requirement for baseline security clearance, is this for all team members regardless of role, or only those with requirement for onsite and Finance data access?||All team members who require access to Finance data and systems will require baseline security clearance.|
|22. Will Finance consider proposals that include uncleared RPA SME’s who will provide technical advice and direction to the deployment team or do all members of the team have to be Australian Citizens?||Yes. However, these individuals cannot be provided access to Finance data and systems, as they would require baseline security clearance.|
|23. Training. Please confirm that documentation and training is required on the contractor developed ‘bots’ rather than the RPA solution itself.||No; The training and documentation will need to cover: - training of internal process configurers to utilise the RPA software to develop the internal capability; - training of operational staff to manage / operate the 'bots'; and - any technical training required to manage and operate the technical solution going forward as an embedded and sustainable capability.|
|24. Process re-design. Does DoF expect the contractor to include all operating model impacts in the re-design and implementation of new processes? For example changing organisational decision rights, workforce allocation or structures?||The SDO expects that the vendor will lead the scoping and analysis of the required business change and impacted activities but would expect the SDO team to support the Vendor to implement the change.|
|25. Implementation. What, if any, change management services does DoF anticipate from the contractor?||The SDO expects that the vendor will lead the scoping and analysis of the required business change and impacted activities but would expect the SDO team to support the Vendor to implement the change.|
|26. Scope. Does the DoF limit the scope to RPA or is the intention to expand into broader automation including cognitive and machine learning?||The intention in this implementation is to limit the scope to RPA.|
|27. Approach. Does the DoF have a preference for the RPA successful vendor to: • Do all of the work in delivering automated processes over the 10 months? • Share the delivery work with DoF • Coach a DoF delivery team ensuring they build capability||Per the Brief, the SDO expects the successful vendor to: - Examine the efficiency and effectiveness of a SDO’s critical business processes across the SDO and prioritise based on the value of available benefit through reengineering and automation if appropriate - Work with the SDO executive to establish an internal capability for Robot development and on-going maintenance for the capability - Supply the RPA software licences; - Work with the ICT to configure the requisite infrastructure and install the RPA software in the identified environment; and - Provide documentation and training on the configuration and use of the RPA software|
|28. Timing. If feasible, will DoF consider proposals to complete the project quicker than the 10 months suggested in the RFP?||The SDO would consider such proposals; however there is a priority on achieving the requisite business change required to support the embedding of a sustainable capability in the operating model.|
|29. Technical. Which web browser(s) is used by the DoF (for the processes in scope?)||Microsoft Internet Explorer V11 is the default browser|
|30. Technical Is there a stable and robust technical environment available for development and testing?||Yes; The environments are intended to be installed and hosted on the SAP HANA Enterprise Cloud (HEC) environment. The successful vendor will be expected to install and configure this environment in collaboration with HEC support.|
|31. Approach. Is the DoF interested in automations delivered as a managed service where the successful vendor operates and manages the automations like a virtual workforce?||The SDO is seeking to establish an internal RPA capability at this time.|
|32. Business Case. Why has a 15%-25% benefit target been chosen given the PoC had a 10% result? Are you expecting bidders to under-write the savings case?||The 15%-25% target, in contrast to the 10% achieved in the PoC, due to the scope of processes in scope, The PoC was performed on a restricted number of sub-processes within a single service. The SDO does not expect bidders to under write the savings case.|
|33. Other Information. What is the total headcount of the areas in scope for the RFP?||~85|
|34. Other Information. Is much paper required to be handled in the DoF processes?||There is limited/ no requirement for paper to be utilised in a process. Noting that the SDO expects the successful vendor to review the end to end processes with the business to optimise inputs, outputs and information flow through the process.|
|35. Other Information. Does the DoF have guidelines for RPA software delivery and is it open to discussing whether these could be updated to include practices to improve efficiency and effectiveness?||The SDO and the Department of Finance more broadly has controls and policies for software delivery in its ERP and associated platforms but has not specifically developed guidelines for RPA software delivery and would seek guidance from the successful vendor to include efficient practices.|
|36. Other Information. Has any work for the DoF in scope functions been outsourced or sub-contracted to other organisations?||The process landscape would include: - HR services; Finance Services; and Supporting functions. The scope of the functions above is not currently outsourced or subcontracted. Please note that: - the infrastructure hosting of the underlying SAP ERP and related solutions is outsourced to the SAP HEC; and - the SDO currently operates within the Department of Employment (Employment) ICT environment receiving workstation, application and other ICT and some facilities services from Employment.|
|37. Other Information. Can you provide a copy of the service catalogue, and supporting contracts/agreements for delivery of the service||The SDO provides core (Tranche1) transactional services as described in the Shared Services Program Overview available on the Finance web site: http://www.finance.gov.au/shared-services-program/ The detailed service catalogue and supporting documentation will be provided to the successful vendor.|
|38. Access. Given the expectation for off-site working, will DoF provide remote access to DoF systems for the delivery of contracted services?||Yes. On a case by case basis in line with ICT policy and control environment.|
|39. Software. Does DoF/SDO have a preference for RPA solutions that are already deployed within DoF ICT environment or any other software?||No.|
|40. Software. If DoF/SDO is open to alternatives are you expecting bidders to indicate the choice in the proposal?||Yes.|
|41. Will the solution be implemented in Cloud or On-Premise, What is the preference?||The strong preference is to implement the solution in the Cloud.|
|42. Could you please clarify the expectations and skill profiles of the 4 configurers that SDO will provide?||No. The SDO is forming a project team to support the program and work with the successful vendor. The team will likely consist of: - business change lead; - project management; - project support; - change manager; - process manager (internal lead for RPA establishment and development); - business analyst. It is likely that Internal resources from the BAU teams will be identified to be trained as configurers in their domain of knowledge (Finance, HR, or supporting functions).|
|43. What is the level of training expected, we assume that the training will be focussed on managing the tool, including post go-live configuration and handover of automated process configurations?||Noting the priority on establishing an internal RPA capability - Training will need to include the items listed: managing the tool, including post go-live configuration, etc However, the training and documentation will also need to cover: - training of internal process configurers to utilise the RPA software to develop the internal capability; - training of operational staff to manage / operate the 'bots'; and - any technical training required to manage, operate and support the solution.|
|44. What is the scope of Application Support?||It is expected that the successful vendor's solution has the appropriate application support for the duration of the engagement.|
|45. What is DOF's preference on Offsite location?||The SDO is constrained by space at Garema court. Some presence can and should be maintained on site at the SDO, but the successful vendor will need to provide appropriate offsite accommodation if a large team is envisaged.|
|46. What percentage of processes involve CITRIX applications?||< 10%|
|47. What is the expected duration of the Software license costs to be included in Vendor pricing?||At a minimum to the end of the engagement, June 30 2018.|
|48. What is the anticipated usage of the 10 bots?||Noting the scope of the engagement the SDO estimates that scale and load of automation will require no more than 10 bots ahead of 30 June 2018. The SDO expects the successful vendor to scope and manage the usage of the Bots during the engagement.|
|49. Under which category will the service be delivered?||Not applicable in this open market approach|
|50. Master agreement and software licensing?||Concerns have been raised with the Digital Marketplace Master Agreement and the impact to software providers. The DTA have confirmed that the relevant work order (contract) terms and conditions can be negotiated between the SDO and the vendor.|
|51. To what extent can we change client agency processes?||There is scope to change elements of the client agency processes as they interact with SDO (e.g. digital inputs/outputs).|
|52. How many processes expected to be covered in the $850K-$950K?||The SDO is seeking to assess and re-engineer and automate as appropriate those processes across its financial operations, payroll and HR services and the supporting functions that provide the greatest value. It is likely that the process landscape would include: ~ 57+ Level 2 processes - HR services ~ 18 Level 2 processes; - Finance Services ~ 39 Level 2 processes; and - Supporting functions. The SDO is seeking to achieve the benefits in year to pay the sustainable capability in operations.|
|53. How many people currently work in each of the 'core transactional services' you are looking to automate, eg, accounts payable, accounts receivable, credit card management, travel management, payroll administration and other processes?||HR Services: ~19 Financial Services: ~22 ERP Services: ~31 Supporting functions: ~13 TOTAL: ~85|
|54. Are the processes and their current performance documented and current (eg, time taken, turn-around time, volumes)?||Process across HR and Finance and supporting business units are mapped (varying levels of accuracy and detail) reflecting the current state of operations. It is assumed that these processes are at a sufficient level of detail to inform design scoping of automation.|
|55. "Multi-system interaction with SAP" - what other key systems?||Examples include: - Service Centre Service Manager (SCSM) - used for service management (for example, incident and service request management); - OpenText Vendor Invoice Management (VIM) - used for scanning PDF and paper invoices into SAP|
|56. What RPA technology did you use for the POC?||The SDO used one of the three leading RPA products referred to in the published brief.|
|57. Have you chosen a RPA technology platform?||No.|
|58. How do you plan to choose a RPA technology platform?||The SDO is seeking recommendations from vendors based upon the current requirement to automate critical business processes and harvest benefits and the need to embed a sustainable and on-going capability to maintain, enhance and extend usage of RPA.|
|59. Do you want the service provider to include a tool selection as part of the proposition?||Yes|
|60. Available funding of $850-950k - what does it include / exclude? Eg, does it include your staff costs, RPA infrastructure, your internal IT services?||The $850-950k budget includes: - software licensing - infrastructure hosting and support - vendor services to: - install and establish a working RPA management environment (dev/test/prod) - to assess and prioritise critical business processes - re-engineer and automate prioritised business processes - train internal staff and build in-house automation capability|
|61. Would SDO consider an alternative model whereby the 4 configurer resources are brought in full-time from day one and trained to develop their own automations with full support from vendor configurers?||The SDO recognises the benefits of this alternative model but is constrained by resource availability at the early stages of implementation and the ability/timing to transition the appropriate resources into the configuration roles. The SDO is open to negotiating with the successful vendor on 2 resources of the project team to be available at the initiation of the engagement to become full time configurers.|
|62. Is the solution architecture meant to be in public or private cloud?||Private cloud. SAP Hana Enterprise Cloud.|
|63. How was the budget for RPA determined?||The budget was determined in line with the scope of assess and re-engineer and automate as appropriate those processes across its financial operations, payroll and HR services and the supporting functions that provide the greatest value across the process landscape: ~ 57+ Level 2 processes - HR services ~ 18 Level 2 processes; - Finance Services ~ 39 Level 2 processes; - Supporting functions; and - The SDO is seeking to achieve the benefits in year to pay the sustainable capability in operations. The budget was informed by market forums, thought leadership and lessons learned from PoC.|
|64. "Image recognition" - what sort of images, eg, requiring optical character recognition or other graphics for image analysis and matching?||The SDO currently utilises the OpenText Vendor Invoice Management (VIM) solution to scan PDF and paper invoices into SAP.|
|65. What is the process of proposal submission? Our assumption as follows 1) Fill the online Form 2) DOF will shortlist vendors based on form submission 3) Shortlisted vendors will submit Written Proposal, Case Study and Presentation. Please confirm||The process for proposal submission is as follows: - Submissions close - Vendors shortlisted and notified - Written proposal and case studies submitted - Vendor Presentations - Successful Vendor selected|
Interested in this opportunity?
Before you can apply for this opportunity, you need to:
- Register to join the Marketplace.
- Submit a case study and pricing and check your documents are up-to-date.
- Request an assessment of your chosen case study.