The business case supporting the $128 million rebuild of Landonline also contains LINZ' project shopping list and procurement strategy.
LINZ freely admits it has to rebuild its own capabilities to manage and deliver a mega project such as rebuilding Landonline, its property data and transaction engine. It also plans to procure skills and technologies from the market.
Most of the program procurement is for people and professional services. The need for Agile expertise and capability in particular will require a combination of LINZ staff, contractor and partner expertise.
All procurement will be consistent with the Government rules of sourcing, and LINZ will source from All of Government and new Government marketplace where possible.
"While contractual commitments to vendors are intended to be tranche by tranche to avoid vendor lock-in and allow for broad ICT market involvement, the procurement strategy will facilitate program continuity and retention of knowledge and IP," the business case stated.
"Supplier and contract management is key for success, and frameworks will be established consistent with MBIE’s significant service contract framework."
LINZ may procure some aspects of the solution from third party suppliers, where market capability and capacity provide good choice and innovation.
tender for an Amazon Web Services partnerHowever, it does not intend to outsource the overall integration responsibilities.
LINZ proposes to procure and manage a partner or partners with depth in required Agile skills and program delivery such as release train engineer and scrum masters.
In addition it will be seeking consulting and advisory services including assurance, legal, communications and technical advice.
Software, tools and cloud infrastructure are also on LINZ shopping list (a tender for an Amazon Web Services partner closed earlier this week) including the delivery and management of support tools and APIs.
Sought after contractors or consultants engaged directly by LINZ will include developers, testers, Agile experienced project managers and stream leads.
Meanwhile, LINZ staff roles will include product owners, a security analyst, product manager, finance business partner, a procurement manager, subject matter experts, trainers, and a system architect lead.
Datacom will also be well in the frame as the current provider of ITMS and hosting, while the transition to AWS and other service models will need to be managed.
"During program implementation, LINZ remains highly reliant on Datacom as its IT enterprise services provider and outsource provider for Landonline operations and maintenance services," it stated.
"The program will work closely with the LINZ information strategy and delivery team (IS&D) for effective relationship and contract management of Datacom during this transition."
There will be significant effort required for LINZ to successfully establish an Agile delivery model and business operating model, the business case added.
"New ways of governing, reporting, making decisions and capabilities will be required," it stated. "LINZ recognises that success of an Agile delivery program will be heavily dependent on appropriately skilled team members."
In addition, LINZ plans to progressively establish its Agile capability starting with a small core of key LINZ staff, and relying on contractor and capability partners for resource augmentation, while it builds in-house capability over the five-year program.
The program has commissioned a market scan from market participants experienced in partnering in Agile delivery and has also engaged with Customs and Ministry of Social Development (MSD) about their experience and findings from moving to Agile.
LINZ expects stand-up and mobilisation to take five months from October 2018 to February 2019 before being ready for implement the first tranche of the project.