Entec Si Limited
Cloud Set Up and Migration
Entec Si applies a structured, end-to-end approach to cloud migration, from vision and strategy definition to requirements gathering, options appraisal and implementation. We assess organisational and technical readiness, clarify drivers and benefits, shape required outcomes, engage suppliers, and guide clients through solution selection and delivery to achieve their cloud objectives.
Features
- Delivery using both traditional waterfall and agile methodologies
- Expertise in failing project recovery and delivery.
- Focus on change management and people impact in all delivery
- Business analysis and systems reviews supporting delivery of change
- Development of strategic business cases, including options appraisal/cost modelling
- ICT and digital strategy development, including planning and execution
- Management of cloud hosting and cloud-based software solution delivery
- Extensive experience overseeing delivery of ERP, CRM and SaaS systems
- ICT Transformation management including data-centre migrations and infrastructure modernisation
- Blended approach working with client staff ensuring sustainable delivery
Benefits
- Robust, evidence-based business cases delivering strong return on investment
- Achievement of successful outcomes through well-managed projects and programmes
- Cost reduction enabled by application consolidation and cloud migration
- Process reengineering initiatives enhancing productivity, quality and overall business efficiency
- Establishment of comprehensive benefits-realisation plans for all transformation programmes
- Improved staff engagement through strengthened communication and collaboration practices
- Rigorous options appraisals to support solution selection and decision-making
- Provision of market insight and knowledge sharing on relevant solutions
- Enhanced collaboration and cross-team working, reducing organisational silos
- Cultural change initiatives to drive and sustain business objectives
Architecture roles
Business architect
| £811.00 |
|
| £1,017.00 |
|
| £1,153.00 |
|
| £1,694.00 |
|
Data architect
| £1,533.00 |
|
| £1,893.00 |
|
| £2,698.00 |
|
Enterprise architect
| £1,533.00 |
|
| £1,893.00 |
|
| £2,253.00 |
|
| £2,698.00 |
|
Network architect
| £1,353.00 |
|
| £1,533.00 |
|
| £2,253.00 |
|
Security architect
| £1,533.00 |
|
| £2,253.00 |
|
| £2,698.00 |
|
Solution architect
| £1,353.00 |
|
| £1,533.00 |
|
| £1,893.00 |
|
| £2,253.00 |
|
| £2,698.00 |
|
Technical architect
| £1,353.00 |
|
| £1,533.00 |
|
| £1,893.00 |
|
| £2,253.00 |
|
| £2,698.00 |
|
Chief digital and data roles
Chief data officer
| £2,698.00 |
|
Chief information security officer
| £2,698.00 |
|
Chief technology officer
| £2,698.00 |
|
Cyber security roles
Cyber security audit and assurance
| £2,253.00 |
|
| £2,698.00 |
|
Data roles
Analytics engineer
| £1,017.00 |
|
| £1,153.00 |
|
| £1,893.00 |
|
| £2,253.00 |
|
| £2,698.00 |
|
Data analyst
| £1,017.00 |
|
| £1,153.00 |
|
| £1,893.00 |
|
| £2,253.00 |
|
Data engineer
| £1,153.00 |
|
| £1,893.00 |
|
| £2,253.00 |
|
| £2,698.00 |
|
Data ethicist
| £2,253.00 |
|
| £2,698.00 |
|
Data governance manager
| £1,533.00 |
|
| £1,893.00 |
|
| £2,698.00 |
|
Data scientist
| £1,017.00 |
|
| £1,153.00 |
|
| £1,893.00 |
|
| £2,253.00 |
|
| £2,698.00 |
|
| £2,698.00 |
|
Performance analyst
| £1,017.00 |
|
| £1,153.00 |
|
| £1,423.00 |
|
| £1,694.00 |
|
| £2,029.00 |
|
IT operations roles
Business relationship manager
| £1,153.00 |
|
| £1,423.00 |
|
| £1,694.00 |
|
Change and release manager
| £1,017.00 |
|
| £1,017.00 |
|
| £1,153.00 |
|
IT service manager
| £1,017.00 |
|
| £1,153.00 |
|
| £1,423.00 |
|
| £1,694.00 |
|
Incident manager
| £1,153.00 |
|
| £1,423.00 |
|
Problem manager
| £1,017.00 |
|
| £1,153.00 |
|
Service transition manager
| £1,017.00 |
|
| £1,017.00 |
|
| £1,153.00 |
|
| £1,694.00 |
|
Product and delivery roles
Business analyst
| £811.00 |
|
| £1,017.00 |
|
| £1,153.00 |
|
| £1,423.00 |
|
| £1,694.00 |
|
| £2,029.00 |
|
Delivery manager
| £1,017.00 |
|
| £1,153.00 |
|
| £1,423.00 |
|
| £2,029.00 |
|
Digital portfolio manager
| £1,017.00 |
|
| £1,153.00 |
|
| £1,423.00 |
|
| £2,029.00 |
|
Product manager
| £1,017.00 |
|
| £1,153.00 |
|
| £1,423.00 |
|
| £1,694.00 |
|
| £2,029.00 |
|
Programme delivery manager
| £2,029.00 |
|
User-centred design roles
Content designer
| £811.00 |
|
| £1,017.00 |
|
| £1,153.00 |
|
| £1,423.00 |
|
| £1,694.00 |
|
| £2,029.00 |
|
Content strategist
| £1,423.00 |
|
Graphic designer
| £811.00 |
|
| £1,017.00 |
|
| £1,153.00 |
|
| £1,423.00 |
|
| £1,694.00 |
|
| £2,029.00 |
|
Service designer
| £811.00 |
|
| £1,017.00 |
|
| £1,153.00 |
|
| £1,423.00 |
|
| £1,694.00 |
|
| £2,029.00 |
|
Non-mandatory Standards and certifications
-
ISO/IEC 27001 certification
-
No
-
ISO 28000:2022 certification
-
No
-
ISO 9001 certification
-
No
-
Quality management systems (QMS)
-
Yes
-
CSA STAR certification
-
No
-
PCI certification
-
No
-
Cyber essentials
-
Yes
-
Please provide your Cyber Essentials Certificate Number
-
0d281477-9aca-4c4b-8177-51cf5b3538cb
-
Cyber essentials plus
-
No
-
Cyber Essentials Alternative
-
None of the criteria
-
Other security certifications
-
No
Social value
-
Section B - Commitment for Future: Delivery
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Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority
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New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
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New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
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Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
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Plans to engage the contract workforce in deciding the most important workplace issues to address
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Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
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Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
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Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
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Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
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Activities to cascade good practice on fair working conditions throughout the supply chain
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Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
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Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
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Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
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Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
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Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
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Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
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Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
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Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
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Volunteering opportunities for staff
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Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
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Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
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Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
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How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
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How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
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How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
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Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract
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Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.
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Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
-
Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
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Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
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Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract
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Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises
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Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
-
Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
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Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
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Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
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Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
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Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
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Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
-
Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
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Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
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Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
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Plans for positive actions with community groups.
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Measures for making facilities used in the delivery of the contract available for community groups, education or training
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Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
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Plans to respond flexibly and adapt approaches to community engagement and initiatives
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Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
-
Collaborating with anchor institutions and community groups to make facilities available for education, training or community events
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Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero
Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.
-
Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
-
Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
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Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
-
Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
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Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it
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Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain
Policy Outcome 6: Employment and training: For those who face barriers to employment
-
Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
-
Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
-
Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
-
Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
-
Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
-
Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
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Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
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Introducing transparency to pay and reward processes
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Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
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Working conditions which promote an inclusive working environment and promote retention and progression
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Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
-
Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
-
Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition
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Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain
Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.
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Understanding of the issues affecting the development of new skills by target cohort
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Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
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Other measures to offer development opportunities for the target cohort(s) in the contract workforce
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Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
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Understanding of issues relating to entering the contract workforce
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Creation of outreach activities to create a pipeline of employees for the future contract delivery
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Content of the outreach activity is designed to suit the target cohort
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Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
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Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.
Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.
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Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
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Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
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Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
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Actions to invest in the physical and mental health and wellbeing of the contract workforce
Service documents
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