Mobile development partner

Kort beskrivelse

Purpose

Norsk Tipping would like mobile partners who shall contribute with the necessary competence and capacity to develop attractive and responsible user journeys in a quality good way. The mobile partners shall also contribute to building the competence Norsk Tipping needs for the future.

Mobile is the company's most important customer channel. Norsk Tipping has approx. 2.4 million customers, of which nearly 90 percent use mobile, mainly via apps distributed in the App Store and Google Play. They are, thus, a central prerequisite for Norsk Tipping being able to fulfil his social mission: "... facilitating responsible gambling offers and preventing negative consequences of gambling. Efficient operations shall ensure that as much of the revenues go to good causes". Norsk Tipping's partners must therefore contribute to the company developing in a sustainable direction, through active competence transfer and by strengthening the product model from a mobile perspective.

Strengthen the ability to deliver within the product development model

Norsk Tipping works smoothly to reduce risk through early learning, continual feedback from users and operations, and the possibility to adjust courses before major investments are made. The work is organised through product development areas with a multi-disciplinary product team who are responsible for both value and risk connected to defined products and user journeys.

The product development areas shall have competence and responsibility to define systems for problems, develop them and further develop them so that they deliver value for companies and customers. In order to achieve this, Norsk Tipping has a mix of product development areas consisting of what can be defined as a "value stream team" (e.g. the product development area for sports), and areas with "platform" and "enablement-team" (for example Platform: Whole and Frontend). Multi-disciplinary skills in the areas shall be sufficient to define problems/possibilities and systems, develop and further develop them, in order to raise the value and quality of their product. In order to strengthen the disciplines, practice partnerships are used, and challenges and solutions are encouraged to share trade related questions with others within their profession. This is how Norsk Tipping creates value through cross-discipline and professional competence, and contributes to the professional environment developing over time.

In order to ensure a necessary minimum of coordination and coordination between product development areas and other environments, we have common rituals such as;

·         Joint planning for tertial. It takes place over five days, where the product development areas analysis and understanding of the effects products and services create are connected by the company ́s direction and needs.

·         Lot and leather. A monthly showcase, where different product development areas share things they've learned in the period.

·         Target demo. A tertial demo where the product development areas describe goal achievement, sharing knowledge and a selection of the things they have created.

·         Practice partnerships for different disciplines.

·         Synchronisation for product development areas. Product development managers share block to goal achievement and clarify who they need to talk to in order to move forward

·         Rituals on product development area/team level: Sprint planning, sync (stand-up), retrospective and demo/Friday wins. Different frequency in areas based on need

The model shall strengthen the areas ́ autonomy to create effects, which are made possible by clear direction, necessary frames and transparency for coordination.

Norsk Tipping currently has a strong internal professional environment for mobile development, with competence in development for iOS and Android, with an emphasis on iOS. Experience in the environment spans from one to over 15 years. The contracting authority also has a strong internal UX environment with competence on both web and mobile, of which the web is prominent. In addition the company has testers and test developers. The quality in Norsk Tipping shall be integrated in the work and applies for all phases of product development. The contracting authority must deliver in accordance with different standards.

In Platform: Hele og Frontend (P:HF) has Norsk Tipping strategic app competence through the area management, with product development manager, tech lead/team architects. Several product development areas have permanent native developers. Areas that do not have their own native developers will receive assistance from P:HF.

The contracting authority will over time develop a balanced division of responsibility between the platform and the different product development areas, in line with increased maturity and greater internal ownership. Areas with separate native user journeys will gradually be able to work more independently, but for the foreseeable future there will be common need connected to testing, release and further development of the platform. Professional development and practice partnerships shall support this across.

The following product development areas currently have native user journeys:

·         Platform: Whole and Frontend (App platform, front page, app framework)

*Accountability

* Value-added services (some joint services, e.g. Grassroots, notifications)

* Customer, ID and payment

*Lottery

*Sports

* Playing together

Beskrivelse av anskaffelsen

Purpose

Norsk Tipping would like mobile partners who shall contribute with the necessary competence and capacity to develop attractive and responsible user journeys in a quality good way. The mobile partners shall also contribute to building the competence Norsk Tipping needs for the future.

Mobile is the company's most important customer channel. Norsk Tipping has approx. 2.4 million customers, of which nearly 90 percent use mobile, mainly via apps distributed in the App Store and Google Play. They are, thus, a central prerequisite for Norsk Tipping being able to fulfil his social mission: "... facilitating responsible gambling offers and preventing negative consequences of gambling. Efficient operations shall ensure that as much of the revenues go to good causes". Norsk Tipping's partners must therefore contribute to the company developing in a sustainable direction, through active competence transfer and by strengthening the product model from a mobile perspective.

Strengthen the ability to deliver within the product development model

Norsk Tipping works smoothly to reduce risk through early learning, continual feedback from users and operations, and the possibility to adjust courses before major investments are made. The work is organised through product development areas with a multi-disciplinary product team who are responsible for both value and risk connected to defined products and user journeys.

The product development areas shall have competence and responsibility to define systems for problems, develop them and further develop them so that they deliver value for companies and customers. In order to achieve this, Norsk Tipping has a mix of product development areas consisting of what can be defined as a "value stream team" (e.g. the product development area for sports), and areas with "platform" and "enablement-team" (for example Platform: Whole and Frontend). Multi-disciplinary skills in the areas shall be sufficient to define problems/possibilities and systems, develop and further develop them, in order to raise the value and quality of their product. In order to strengthen the disciplines, practice partnerships are used, and challenges and solutions are encouraged to share trade related questions with others within their profession. This is how Norsk Tipping creates value through cross-discipline and professional competence, and contributes to the professional environment developing over time.

In order to ensure a necessary minimum of coordination and coordination between product development areas and other environments, we have common rituals such as;

·         Joint planning for tertial. It takes place over five days, where the product development areas analysis and understanding of the effects products and services create are connected by the company ́s direction and needs.

·         Lot and leather. A monthly showcase, where different product development areas share things they've learned in the period.

·         Target demo. A tertial demo where the product development areas describe goal achievement, sharing knowledge and a selection of the things they have created.

·         Practice partnerships for different disciplines.

·         Synchronisation for product development areas. Product development managers share block to goal achievement and clarify who they need to talk to in order to move forward

·         Rituals on product development area/team level: Sprint planning, sync (stand-up), retrospective and demo/Friday wins. Different frequency in areas based on need

The model shall strengthen the areas ́ autonomy to create effects, which are made possible by clear direction, necessary frames and transparency for coordination.

Norsk Tipping currently has a strong internal professional environment for mobile development, with competence in development for iOS and Android, with an emphasis on iOS. Experience in the environment spans from one to over 15 years. The contracting authority also has a strong internal UX environment with competence on both web and mobile, of which the web is prominent. In addition the company has testers and test developers. The quality in Norsk Tipping shall be integrated in the work and applies for all phases of product development. The contracting authority must deliver in accordance with different standards.

In Platform: Hele og Frontend (P:HF) has Norsk Tipping strategic app competence through the area management, with product development manager, tech lead/team architects. Several product development areas have permanent native developers. Areas that do not have their own native developers will receive assistance from P:HF.

The contracting authority will over time develop a balanced division of responsibility between the platform and the different product development areas, in line with increased maturity and greater internal ownership. Areas with separate native user journeys will gradually be able to work more independently, but for the foreseeable future there will be common need connected to testing, release and further development of the platform. Professional development and practice partnerships shall support this across.

The following product development areas currently have native user journeys:

·         Platform: Whole and Frontend (App platform, front page, app framework)

*Accountability

* Value-added services (some joint services, e.g. Grassroots, notifications)

* Customer, ID and payment

*Lottery

*Sports

* Playing together

Liste og kort beskrivelse av regler og kriterier

Registration: The tenderer shall be a legally established company.
Documentation requirements:
• Norwegian companies: Company Registration Certificate.

Foreign companies: Proof that the company is registered in a trade or business register as prescribed by the law of the country where the tenderer is established.

Liste og kort beskrivelse av regler og kriterier

Tax certificate: Tenderers shall have their tax and VAT payments in order.
Documentation requirements:
·         Norwegian companies: Tax certificate for tax and VAT.

The tax and VAT certificate is delivered by the Norwegian Tax Administration and can be ordered via Altinn.

·         Foreign companies: Must provide certificates from equivalent authorities to the Norwegian ones. If their authorities do not issue such documents, the tenderer shall enclose a declaration stating that taxes and VAT have been paid. The declaration shall be confirmed and signed by the company's financial manager and auditor.

The documents must be presented before the tender deadline and must not be older than 6 months from the tender deadline.

If a tenderer has documented a tax certificate via e-Certificate, documentation in pdf/equivalent must not be enclosed.

Liste og kort beskrivelse av regler og kriterier

The tenderer's economic and financial capacity: Tenderers shall have satisfactory finances.
Documentation requirements:
·         Income statement and balance with notes, as well as annual report and auditor's report for the last two years. In addition a cash flow statement is required for the companies that are obliged to set this up.

·         Credit evaluation/rating, not older than 6 months from the tender deadline.

·         If it is more than 6 months since the balance sheet for the last annual accounts, the sub-year accounts must be enclosed.

·         Any other information of relevance to the company's fiscal figures.

If a tenderer, for a justifiable reason, cannot present the documentation that Norsk Tipping has requested, he can prove his economic and financial style with any other document that the contracting authority can accept. If the tenderer has such a justifiable reason, he may contact Norsk Tipping in writing in order to clarify which other documentation is acceptable.

Liste og kort beskrivelse av regler og kriterier

The tenderer ́s technical and professional qualifications.: 3.4.1 THE TENDERER ́S RELEVANT ORGANISATION, IMPLEMENTATION ABILITY AND CAPACITY (3) - WILL BE ENCLOSED WITH THE TENDER.

It is recommended to read the introduction in Annex 1 (Annex 2) before answering this task.

Tenderers shall have solid and good competence, sufficient implementation ability and capacity within the requested areas.

Tenderers shall name this document as "Annex 1f - Organisation".
Documentation requirements:
Give a short description of the relevant part of the organisation (including an organisation chart and geographical locations), company form, ownership structure, vision, business idea and business areas.

Give a short account of the tenderer ́s competence and qualifications within what is described in Annexes 1 and 2 in "purpose and need". The company ́s competence.

Give an overview of the tenderer ́s total manpower as well as capacity for all types of roles that the company has at its disposal within the requested areas.

If a tenderer will use the capacity of sub-suppliers, the following shall be documented for each sub-supplier:

Use 'Annex 1b - Commitment Statement'.

Name of the sub-supplier with a description of the sub-provider's organisation, company form, ownership structure and the name of the general manager.

Description of the sub-contractor's estimated contribution (percentage of total volume) in connection with the contract.

Commitment statement signed by sub-suppliers who confirm that the tenderer really has access to the resources offered from the sub-supplier.

A description of how the co-operation relationship between the tenderer and the sub-provider is based on and organised, and whether it involves long-term co-operation relation and any indication of the time aspect of the relationship.

Liste og kort beskrivelse av regler og kriterier

The tenderer ́s technical and professional qualifications.: THE COMPANY ́S RELEVANT REFERENCES

Tenderers shall have experience from a minimum of three similar contracts during the last 3 years.

Use "Annex 1a - references at company level" to respond to this assignment, as well as "Annex 1d - Self-Declaration of Interest"

Relevance is important!
Documentation requirements:
Description of the tenderer's three most relevant contracts in the course of the last 3 years. The description must include a statement of the contract ́s value, date and recipient (name, telephone number and e-mail address).

Use 'Annex 1a - References on company level'

If a tenderer will use the capacity of sub-suppliers (supporting companies) to fulfil the requirements of the tenderer ́s technical and professional qualifications, documentation must be enclosed for each sub-supplier in accordance with the documentation requirement below. Sub-supplier(s) ought to be one or more of the references.

Use 'Annex 1b - Commitment Statement'.

The requirement applies regardless of the legal connection between the tenderer and sub-supplier(s). This also means that a group company that will use other companies in the group, for each supporting company, shall enclose documentation in accordance with the documentation requirement below.