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INETUM DIGITAL SERVICES UK LIMITED

Microsoft Dynamics 365 Implementation & Support Services

End-to-end Microsoft Dynamics 365 implementation and managed support: discovery, design, configuration, integrations, data migration, testing, change management, and go‑live; followed by L2/L3 application support, enhancements, and DevOps. Accelerates time‑to‑value with Power Platform, Azure, Microsoft 365 integration; governed by security/compliance, SLAs, service reviews, and knowledge transfer.

Features

  • Discovery and scoping workshops to capture requirements and define roadmap
  • Solution design and architecture; fit-gap analysis; configuration standards and patterns
  • Data migration planning, cleansing, mapping, and cutover rehearsal runbooks prepared
  • Integrations using Power Platform, Azure services, and Dynamics APIs securely
  • Testing strategy: unit, system, integration, UAT; automated pipelines and coverage
  • Change management, training, and adoption; role-based learning content and coaching
  • Security, governance, and compliance with controls, audit trails, policies enforced
  • DevOps and CI/CD; environment management; release planning and automation standards
  • Managed application support: L2/L3, enhancements, defect resolution, SLAs and reporting
  • Service reviews, KPIs, cost and performance optimisation, continuous improvement backlog

Benefits

  • Reduces deployment time through standardised templates, accelerators, and automation tooling
  • Improves data quality via cleansing, validation, governance, and master data
  • Accelerates user adoption with change management, training, and role-based learning
  • Enhances decision-making using real-time analytics, dashboards, and Copilot insights everywhere
  • Reduces support tickets through proactive monitoring, SRE automation, and fixes
  • Lowers total cost by rationalising customisations and leveraging out-of-box capabilities
  • Improves compliance with auditable controls, security baselines, and data protection
  • Speeds integrations using Power Platform, Azure services, and reusable connectors
  • Shortens release cycles with DevOps pipelines, automated testing, and governance
  • Boosts productivity by streamlining workflows, eliminating silos, and manual tasks

Pricing

Service documents

Request an accessible format
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Framework

G-Cloud 15

Service ID

8 4 5 8 7 2 0 5 3 3 9 3 5 4 7

Contact

INETUM DIGITAL SERVICES UK LIMITED Inetum Digital Services UK Ltd
Telephone: 020 3961 6001
Email: accounts.uk@inetum.com

About the service

Service categories

Cloud Support Services

Managed Cloud

Managed Private Cloud

  • Application management

Managed Public cloud

  • Application management

Managed Hybrid Cloud

  • Application management

Service scope

Service constraints
No service constraints

User support

Email or online ticketing support
Yes
Support response times
According to the signed SLAs
User can manage status and priority of support tickets
Yes
Online ticketing support accessibility
WCAG 2.2 AA
Phone support
Yes
Phone support availability
24 hours, 7 days a week
Web chat support
Yes, at an extra cost
Web chat support availability
24 hours, 7 days a week
Web chat support accessibility standard
WCAG 2.2 AA
Web chat accessibility testing
We deliver web chat through the ServiceNow Service Portal (Virtual Agent/Live Chat) and verify accessibility in two ways: (1) baseline assurance via vendor Accessibility Conformance Reports (WCAG 2.1 AA / Section 508), and (2) our own assistive‑technology (AT) testing on the buyer‑branded portal prior to go‑live. Our AT testing combines keyboard‑only navigation with screen readers (NVDA, JAWS, VoiceOver), high‑contrast/zoom (200–400%), and, where relevant, Dragon speech input. Moderated sessions follow task‑based scenarios: launching chat from the portal and via deep links; confirming predictable focus; reading bot and agent messages in order (ARIA live‑region announcements); composing/sending messages and handling errors; uploading/downloading attachments; minimising/restoring the chat window; escalating to a human agent; ending chat and exporting a transcript. We check that tab order is logical, roles/names/states are exposed programmatically, and that text reflows without loss of content or functionality. Findings are logged against WCAG 2.1 success criteria, remediated in the theme/widgets (e.g., focus management, landmark structure, contrast tokens, ARIA attributes), and retested before release. This approach has consistently cleared blocker issues and confirmed an operable, perceivable, and robust chat experience for assistive‑technology users.
Support levels
L2 — Functional/Technical Engineering
Handles complex configuration and enhancements, defect analysis and fixes, Power Platform flows/apps, data remediation, and integration troubleshooting. Owns regression testing for Microsoft “One Version” updates and prepares release notes and runbooks.
L3 — Solution Architecture & Release Management
Defines environment strategy and ALM, governs “One Version” cadence, designs/assures integrations, performance tunes at scale, sets guardrails (security, data, compliance), chairs change advisory, and maintains the product/roadmap backlog.
Service management (included)
A named Platform Manager / Technical Account Manager (TAM) provides governance, service reviews, KPI reporting, risk/issue management, and stakeholder communications. Cloud/Application Support Engineers deliver day‑to‑day execution across L2/L3.
Hours and SLAs
Standard coverage is Business Hours (UK) with optional 24×7 for P1/P2. Typical SLAs (tailored at Call‑Off): P1 response 30 minutes / engineering ≤2 hours; P2 response 30 minutes / engineering ≤4 hours; P3/P4 triaged same business day. Monthly reports cover SLA attainment, incident trends, change success rate, and improvement actions.
Ticketing and escalation
Incidents/requests via the agreed online portal (ServiceNow or Jira Service Management). Major Incidents follow an expedited workflow with bridge calls and PIRs.
Onboarding and knowledge
Structured transition, documentation handover (as‑built, runbooks, ALM), access model (RBAC), and knowledge transfer ensure continuity and self‑sufficiency.
AI chatbot
Yes

Supplier type

Supplier type
Not a reseller

Staff security

Staff security clearance
Other security clearance
Government security clearance
Baseline Personnel Security Standard (BPSS)

Pricing

Discount for educational organisations
No

Architecture roles

Business architect
Role level UK Rate Offshore Rate
Associate business architect £750.00 £180.00
Business architect £950.00 £300.00
Lead business architect £1,100.00 £400.00
Data architect
Role level UK Rate Offshore Rate
Data architect £950.00 £300.00
Senior data architect £1,100.00 £400.00
Chief data architect £1,300.00 £500.00
Enterprise architect
Role level UK Rate Offshore Rate
Enterprise architect £950.00 £300.00
Senior enterprise architect £1,100.00 £400.00
Lead enterprise architect £1,100.00 £400.00
Principal enterprise architect £1,300.00 £500.00
Security architect
Role level UK Rate Offshore Rate
Security architect £950.00 £300.00
Lead security architect £1,100.00 £400.00
Principal security architect £1,300.00 £500.00
Solution architect
Role level UK Rate Offshore Rate
Associate solution architect £750.00 £180.00
Solution architect £950.00 £300.00
Senior solution architect £1,100.00 £400.00
Lead solution architect £1,100.00 £400.00
Principal solution architect £1,300.00 £500.00
Technical architect
Role level UK Rate Offshore Rate
Associate technical architect £750.00 £180.00
Technical architect £950.00 £300.00
Senior technical architect £950.00 £300.00
Lead technical architect £1,100.00 £400.00
Principal technical architect £1,300.00 £500.00

Cyber security roles

Cyber security governance and risk management
Role level UK Rate Offshore Rate
Associate cyber security governance and risk manager £850.00 £225.00
Lead cyber security governance and risk manager £1,100.00 £400.00
Principal cyber security governance and risk manager £1,300.00 £500.00
Cyber security testing
Role level UK Rate Offshore Rate
Associate cyber security testing £850.00 £225.00
Lead cyber security penetration testing £1,100.00 £400.00
Principal cyber security testing £1,300.00 £500.00
Cyber security secure design
Role level UK Rate Offshore Rate
Associate cyber security secure systems architecture and design £850.00 £225.00
Lead cyber security secure systems architecture and design £1,100.00 £400.00
Principal cyber security secure systems architecture and design £1,300.00 £500.00

Data roles

Analytics engineer
Role level UK Rate Offshore Rate
Analytics engineer £950.00 £300.00
Senior analytics engineer £1,100.00 £400.00
Lead analytics engineer £1,300.00 £500.00
Head of analytics engineering £1,300.00 £500.00
Data analyst
Role level UK Rate Offshore Rate
Associate analyst £850.00 £225.00
Data analyst £950.00 £300.00
Senior data analyst £1,100.00 £400.00
Principal data analyst £1,300.00 £500.00
Data engineer
Role level UK Rate Offshore Rate
Data engineer £950.00 £300.00
Senior data engineer £1,100.00 £400.00
Lead data engineer £1,300.00 £500.00
Head of data engineering £1,300.00 £500.00
Machine learning engineer
Role level UK Rate Offshore Rate
Senior machine learning engineer £1,100.00 £300.00
Lead machine learning engineer £1,300.00 £480.00
Performance analyst
Role level UK Rate Offshore Rate
Associate performance analyst £750.00 £180.00
Performance analyst £950.00 £300.00
Senior performance analyst £950.00 £300.00
Lead performance analyst £1,100.00 £400.00
Head of performance analysis £1,300.00 £500.00

IT operations roles

Application operations engineer
Role level UK Rate Offshore Rate
Associate application operations engineer £750.00 £180.00
Application operations engineer £950.00 £300.00
Senior application operations engineer £1,100.00 £400.00
Lead application operations engineer £1,100.00 £400.00
Principal application operations engineer £1,300.00 £500.00
Change and release manager
Role level UK Rate Offshore Rate
Configuration analyst £850.00 £225.00
Change and release analyst £850.00 £225.00
Change and release manager £1,100.00 £400.00
End user computing engineer
Role level UK Rate Offshore Rate
Associate end user computing engineer £750.00 £180.00
End user computing engineer £850.00 £225.00
Senior end user computing engineer £950.00 £300.00
Lead end user computing engineer £1,100.00 £400.00
Principal end user computing engineer £1,300.00 £500.00
IT service manager
Role level UK Rate Offshore Rate
IT service analyst £750.00 £180.00
IT service manager £850.00 £225.00
Senior IT service manager £1,100.00 £400.00
Head of IT service management £1,300.00 £500.00
Problem manager
Role level UK Rate Offshore Rate
Problem analyst £950.00 £300.00
Problem manager £950.00 £300.00
Service desk manager
Role level UK Rate Offshore Rate
Service desk analyst £850.00 £225.00
Senior service desk analyst £950.00 £300.00
Service desk manager £850.00 £225.00
Head of service desk £1,300.00 £500.00
Service transition manager
Role level UK Rate Offshore Rate
Service acceptance analyst £750.00 £180.00
Service readiness analyst £750.00 £180.00
Service transition manager £950.00 £300.00
Lead service transition manager £1,100.00 £400.00

Product and delivery roles

Business analyst
Role level UK Rate Offshore Rate
Trainee business analyst £750.00 £180.00
Junior business analyst £750.00 £180.00
Business analyst £850.00 £225.00
Senior business analyst £950.00 £300.00
Lead business analyst £1,100.00 £400.00
Head of business analysis £1,300.00 £500.00
Delivery manager
Role level UK Rate Offshore Rate
Associate delivery manager £850.00 £225.00
Delivery manager £950.00 £300.00
Senior delivery manager £1,100.00 £400.00
Head of (Agile) delivery management £1,300.00 £500.00
Programme delivery manager
Role level UK Rate Offshore Rate
Programme delivery manager £1,100.00 £400.00
Service owner
Role level UK Rate Offshore Rate
Service owner £1,100.00 £400.00

Quality assurance testing (QAT) roles

Quality assurance testing (QAT) analyst
Role level UK Rate Offshore Rate
Tester (QAT) £950.00 £300.00
QAT analyst £850.00 £225.00
Senior QAT analyst £1,100.00 £300.00
Lead QAT analyst £1,300.00 £500.00
Test engineer
Role level UK Rate Offshore Rate
Tester (test engineer) £850.00 £225.00
Test engineer £950.00 £300.00
Senior test engineer £1,100.00 £300.00
Lead test engineer £1,300.00 £500.00
Test manager
Role level UK Rate Offshore Rate
Test manager £950.00 £300.00
Head of test £1,300.00 £500.00

Software development roles

Development operations (DevOps) engineer
Role level UK Rate Offshore Rate
Junior DevOps engineer £850.00 £225.00
DevOps engineer £950.00 £300.00
Senior DevOps engineer £1,100.00 £400.00
Senior DevOps engineer - management £1,100.00 £400.00
Lead DevOps engineer £1,100.00 £400.00
Lead DevOps engineer - management £1,100.00 £400.00
Principal DevOps engineer £1,300.00 £500.00
Principal DevOps engineer - management £1,300.00 £500.00
Frontend developer
Role level UK Rate Offshore Rate
Junior frontend developer £750.00 £180.00
Frontend developer £850.00 £225.00
Senior frontend developer £950.00 £300.00
Lead frontend developer £1,100.00 £400.00
Head of frontend development £1,300.00 £500.00
Software developer
Role level UK Rate Offshore Rate
Junior developer £750.00 £180.00
Developer £850.00 £225.00
Senior developer £950.00 £300.00
Senior developer - management £1,100.00 £300.00
Lead developer £1,100.00 £300.00
Lead developer - management £1,100.00 £300.00
Principal developer £1,300.00 £500.00
Principal developer - management £1,300.00 £500.00

Standards and certifications

ISO/IEC 27001 certification
No
ISO 28000:2022 certification
No
ISO 9001 certification
No
Quality management systems (QMS)
No
CSA STAR certification
No
PCI certification
No
Cyber essentials
Yes
Cyber Essentials Certificate Number
511e8310-880f-4412-b76c-45c03544d185
Cyber essentials plus
No
Cyber Essentials Alternative
You do not have a current and valid Cyber Essentials Plus certificate, or will not have in place within 12 months of the date of award but have an IASME certified equivalent.
Other security certifications
No

Social value

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

  • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
  • 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
  • Plans to engage the contract workforce in deciding the most important workplace issues to address
  • 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
  • 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
  • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
  • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
  • Activities to cascade good practice on fair working conditions throughout the supply chain
  • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
  • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
  • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
  • 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
  • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
  • 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
  • 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
  • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
  • 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
  • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
  • 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
  • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
  • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
  • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

  • 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
  • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

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

  • 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
  • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
  • 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
  • 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
  • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
  • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
  • Plans to respond flexibly and adapt approaches to community engagement and initiatives
  • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events
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
  • 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
  • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it
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
  • 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
  • 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
  • Introducing transparency to pay and reward processes
  • Working conditions which promote an inclusive working environment and promote retention and progression
  • 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

Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

  • Understanding of the issues affecting the development of new skills by target cohort
  • Understanding of issues relating to entering the contract workforce
  • Creation of outreach activities to create a pipeline of employees for the future contract delivery
  • Content of the outreach activity is designed to suit the target cohort
  • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
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.

  • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
  • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
  • 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
  • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

Request an accessible format
If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at accounts.uk@inetum.com. Tell them what format you need. It will help if you say what assistive technology you use.