Frontex shání pomoc s budováním a provozem svých citlivých komunikačních sítí

Tendr: Framework Contracts for ICT Products and Services for Restricted Communication Network

Zadavatel: European Border and Coast Guard Agency (FRONTEX), Warsaw

Rámcová smlouva na 5 let (1+4)

Zakázka je rozdělena na dvě zcela nezávislé/samostatné části

Celkový budget: €32.000.000 (lot1 – €17m a lot2 €15m)

Procedura bude mít 2 fáze: 1) projevení zájmu + 2) vlastní tendr pro vyzvané

Lot 1 – Infrastructure Evolution and Maintenance: shall cover the following main areas:

(a) RCN evolution: (i) extension of the Network to accommodate additional Member States, Schengen associated countries, and selected EU Agencies; (ii) enhancement and rationalisation of network’s infrastructure, including improvement of stability, reliability, and availability of the network’s infrastructure; (iii) extending accessibility to local users and systems; (iv) development of new network services; (v) interconnection and integration with external systems and applications of Member States and FRONTEX; (vi) development of disaster recovery services; (vii) development of EUROSUR training environments; (viii) support of FRONTEX’ move to the new premises.

(b) maintenance and support (24/7 support can be requested): (i) daily operation of EUROSUR network; (ii) maintenance and support of the network, including hardware maintenance; (iii) maintenance and support of the network’s applications.

(c) delivery of related products, supply of ICT hardware, related licenses, and services.

Lot 2 – Software Development and Maintenance: shall cover the following main areas:

(a) evolution: (i) enhancement of the network’s applications; (ii) development of new network services and applications; (iii) integration with external systems and applications of Member States and FRONTEX;

(b) maintenance and support (24/7 support can be requested): (i) daily operation of the network’s applications; (ii) maintenance and support of the network’s applications.

DEADLINE pro projevení zájmu: 21/3 – 23:59

Tendr na řízené síťové služby pro tři EU agentury zahájen

Tendr na: Řízené síťové služby

Zadavatelé: Evropský orgán pro bankovnictví (EBA), Paris + Evropský orgán pro pojišťovnictví a zaměstnanecké penzijní pojištění (EIOPA), Frankfurt am Main + Evropský orgán pro cenné papíry a trhy (ESMA), Paris

Rámcová smlouva na 4 roky / celkový budget  bez DPH: 11 734 560.00 EUR

Stručný popis: Veřejný zadavatel má v úmyslu podepsat rámcovou smlouvu na řízené síťové služby zahrnující:

— LAN jako služba (LaaS),

— WiFi jako služba (WaaS),

— VPN jako služba (VaaS),

— přístup k internetu,

— služby připojení ke cloudu,

— zprostředkování zabezpečeného přístupu ke cloudu (CASB),

— hosting,

— služby v režimu „ad hoc“.

Deadline 4/4

(file: EBA Managed Network Services)

Evropská centrální banka hledá poradce pro zavádění digitálního eura

Tendr: Digital Euro consultancy

Zadavatel: Evropská centrální banka (ECB), Frankfurt am Main

Kontrakt na 4 roky / celkový budget €20.000.000

Short description: ECB is seeking through this negotiated procedure suppliers for the provision of consultancy services for digital euro design, business model and realisation with regard to the investigation – and eventually realisation – phase of a digital euro. The ECB intends to award a framework contract (the ‘Framework Contract’) to the suppliers offering the best value for money. The envisaged number of framework contracts to be awarded is five.

Tendr bude mít dvě fáze: 1) projevení zájmu (deadline 25/3) a pak bude následovat 2) samotný tendr pro vyzvané (předpokládaný termín rozeslání výzvy a zadávací dokumentace: 31/5)

Evropský investiční fund (lux) potřebuje pomoc se svou digitální transformací

Provision of Consulting Services for Programme Management Support to the EIF Digital Transformation Programme

European Investment Fund, Luxembourg

Framework Contract for 4 years / budget maximum €10.000.000

Submission of Tenders 18/03/2022

Evaluation of Tenders Commencing on 21/03/2022

Interview sessions Week of 11/04/2022

Purpose of the Call for Tenders: The EIF is launching this Procurement procedure for consulting services to provide programme management support for the EIF Digital Transformation Programme (DTP). The EIF is embarking on a four-year Digital Transformation Programme, based on the new EIF Digital and Data Strategy (DDS) that aims to support the delivery of a new EIF vision – EIF 4.0. In order to implement the DTP effectively, the EIF is seeking external advice and expertise for Programme Management Support, from mobilisation to delivery, throughout the duration of the programme.

Description of Services

Relevant Background: The EIF is embarking on its own ambitious DTP as a long-term value driver, based on the newly developed EIF DDS aiming to support the delivery of a new EIF vision – EIF 4.0. This Digital Transformation journey was shaped together with the EIB, which has also embarked in a parallel but interconnected Digital Transformation journey. EIF and EIB together may be referred hereinafter as “Group” or “EIB Group”.

The DDS aims to support our mission statement by focusing on (i) serving mandators, clients and stakeholders in a digital, data-centric and user-friendly manner; (ii) operating more efficiently by leveraging data, automation and process optimisation, increasing business agility; and (iii) acting as a market-builder proposing innovative mandates and products and leading the definition of market standards. While defining the DDS and related roadmap, the EIF received external support to elaborate an appropriate Target Operating Model, a Target IT Architecture and related guiding principles, a preliminary list of projects with proposed delivery models, and effort and cost estimates for the DTP, inter alia.

The ambition of the EIF 4.0 Vision is to act as the EIB Group Digital Pathfinder and to change EIF business model by creating a “Digital Marketplace” to connect EIF to all its clients / counterparts. The omnichannel Digital Marketplace represents the cornerstone of EIF’s strategic ambition connecting and addressing the needs of our distinct client groups. This will be supported by the right Functional and IT Foundations as well as Cultural and Operational Change Management activities to deliver a new agile business model, a truly digital and data-driven culture and a modern IT platform. EIF is conscious that in order to deliver on such objectives, EIF will also need to focus, invest and foster two underpinning key enablers:

1. Strategic Data Management: develop new capabilities but also new practices embedded in the day-to-day operations, to maintain high quality data across the organisation and generate valuable insights out of it; and

2. Digital and Innovation mindset: foster the transition to a “learn-it-all” enterprise where experimentation and continuous learning, innovation and improvement are key.

To execute the DTP over a period of four years while ensuring no disruption to EIF’s business-as-usual, a Digital Transformation Office (DTO) will be set up as the driving force of the transition towards a digital and data-driven organisation. Combining a Strategic and a Technical team, the DTO will support continuous improvement, delivery and operation of EIF in future state, and will remain in place beyond the Transformation Programme to foster continuous innovation and agility within EIF. It will combine business experts, IT specialists, project and process management profiles, and will collaborate with the EIB DTO to maximize value and synergies between the EIF and EIB.

In addition, during the DTP, the DTO will act as incubator for the Digital Marketplace until go-live. A dedicated Incubator Team of Business Experts, to be housed within the DTO, will be tasked to deliver on EIF’s vision and support the overall transformation of EIF. Both the DTO and the Incubator Team will be further supported by external resources on an as-needed basis.

EIF is looking for an end-to-end support to the DTP encompassing programme management services throughout the DTP, from mobilisation to delivery. Specifically, during the first stage of the DTP, also called “Mobilisation Phase”, EIF seeks to procure external support to deliver on the objectives of this preliminary phase, including but not limited to supporting: (i) the ongoing establishment of the DTO; (ii) the ongoing elaboration of an adequate Cultural and Operational Change Management Strategy; (iii) the preparation of a detailed planning and roadmap for the DTP; (iv) the delivery of training to the DTO members and Business Experts; (v) the definition of a Strategic Data Management strategy and related procedures; as well as (vi) general programme management and procurement support, including the provision of specific business / technical expert profiles. Additionally, a parallel IT Strategy and Governance stream of activity will be launched – within this phase. In this context, EIF also seeks external expertise to define and finalise high-level requirements for the Target IT Architecture and Governance approach adapted to the organisation’s future operating model, to prioritise projects and activities (including at Group level for shared capabilities). These additional efforts will support key clarifications required in the ICT domain and related to foundational building blocks, core systems and technologies. Finally, the follow-up and delivery on open IT Governance and Strategy related audit points will be covered i.e. definition of a Framework Agreement between EIF and EIB for the cross-supply and delivery of relevant services and projects; and formalisation / definition of IT architecture, IT capabilities, IT strategy, and demand management process, both at single entity and Group level.

Following the Mobilisation Phase, the “Delivery Phase” of the DTP will start with the launch of multiple parallel Value Streams, or projects’ clusters, aiming to deliver value and drive the cultural shift.

Two clusters (functional) will focus on delivering value to EIF external and internal stakeholders:

1. The Digital Marketplace cluster will aim at implementing all the pure digital use-cases, following an approach fully stakeholders’ centric. One development stream, with a dedicated development team (also called development squad), will be initiated for each group of EIF stakeholders (e.g. Mandators, Shareholders, Final Beneficiaries, Financial Intermediaries, etc.). Each stream will focus on the implementation of high value added use-cases, following an agile methodology for the stakeholders and for the EIF (real-time dashboarding, innovative and relevant digital products, process automation and standardisation of interactions with stakeholders, data collection, etc.)

2. The core process modernisation cluster will consist in a review and redesign of the EIF core processes, in alignment with EIB for Group processes. Structured by functional domains (Mandate Management, Debt Management and Equity Management) and following on in terms of timing from the Digital Marketplace, this cluster will aim at maximising automation and standardisation of processes by leveraging on digital capabilities and directly building on the work done within the Digital Marketplace cluster as well as within the additional three clusters detailed here below.

The Digital Marketplace and core process modernisation clusters are by essence specific to the EIF business. However, for obvious reasons of economies of scale, these two clusters will be implemented by a combination of IT and Functional.

Two additional clusters (foundation) will focus on the delivery of these building blocks, implemented in strong collaboration with EIB IT as part of the Group’s parallel DTPs:

3. The IT Foundation cluster will introduce or develop in EIF and EIB IT landscape all the modern technologies required to align with the desired standards: IT security, centralised data store, real-time data integration, fast IT delivery – DEVSECOPS, multi-cloud enablement, automation, etc.

4. The Functional Foundation cluster will align the EIF core systems with digital standards and enrich them with complementary applications such as, for example, customer relationship management (CRM).

Finally, a fifth cluster Change management, in strong collaboration with the Human Resources department, will focus on the management of cultural and operational changes with respect to the change management strategies defined during the mobilisation phase. Such cluster shall include also a focus on Strategic Data Management to ensure the development of needed new capabilities but also new practices embedded in the day-to-day operations, to maintain high quality data across the organisation, improve operational efficiency and generate valuable insights out of it.

During the Delivery Phase, external programme management support will continue to be crucial in managing these work streams, and consulting services will be requested, among others, to help define detailed requirements, prioritise projects and shape capabilities, as well as contribute to IT architecture evolution towards the targeted state across its various domains. The specific scope of activities to be covered during this delivery phase of the DTP will be clarified at a subsequent stage.

Finally, it is worth mentioning that coordination and interfacing with the EIB will be a crucial component to programme management support activities throughout the duration of the EIF DTP, and in parallel to the EIB’s implementation of its own Digital Transformation Programme. Specifically, synergies with the EIB and at the Group level will need to be realised by maximising implementation of shared capabilities to mutualise costs, and also spread common and good practices across the EIBG. Therefore, continuous alignment, close coordination and significant cooperation with EIB business representatives and EIB IT will be key to the success of both of the Group’s DTPs. Alongside general programme management and coordination, the list of activities that will require such interface with the EIB include, but are not limited to, the definition of the EIF-EIB level of IT service and data collaboration, and the identification of the delivery models applicable to the various projects and initiatives forming part of the two DTPs.