Wiz Digital Services Ltd
Identity and Access Migration Planning
We plan the migration of identity and access services to cloud platforms. The service assesses current identity architectures, access models, and dependencies to define secure migration approaches, sequencing, and risks, supporting controlled transition to cloud-based identity and access management.
Features
- Current identity and access architecture assessment
- User, role and access model analysis
- Dependency and integration assessment
- Cloud identity target-state planning
- Migration approach and sequencing definition
- Security and compliance considerations
- Identity lifecycle and access governance planning
- Risk and constraint identification
- Cutover and transition planning
- Identity migration planning documentation
Benefits
- Clear plan for identity migration
- Reduced risk of access disruption
- Improved security during migration
- Better control of user access changes
- Improved compliance with identity standards
- Reduced likelihood of authentication issues
- Clear understanding of identity dependencies
- More predictable migration outcomes
- Stronger alignment with cloud security models
- Improved confidence in identity transition
Architecture roles
Business architect
| £350.00 |
£150.00 |
| £550.00 |
£250.00 |
| £700.00 |
£375.00 |
| £1,100.00 |
£550.00 |
Data architect
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
Enterprise architect
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
| £1,250.00 |
£750.00 |
Network architect
| £450.00 |
£200.00 |
| £700.00 |
£300.00 |
| £1,100.00 |
£550.00 |
Security architect
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
Solution architect
| £450.00 |
£200.00 |
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
| £1,250.00 |
£750.00 |
Technical architect
| £450.00 |
£200.00 |
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
| £1,250.00 |
£750.00 |
Chief digital and data roles
Chief data officer
| £1,250.00 |
£750.00 |
Chief information security officer
| £1,250.00 |
£750.00 |
Chief technology officer
| £1,250.00 |
£750.00 |
Cyber security roles
Cyber security audit and assurance
| £1,100.00 |
£550.00 |
Cyber security governance and risk management
| £450.00 |
£200.00 |
| £1,100.00 |
£550.00 |
Cyber security monitoring
| £450.00 |
£200.00 |
| £1,100.00 |
£550.00 |
Cyber security incident response
| £450.00 |
£200.00 |
| £1,100.00 |
£550.00 |
Cyber security vulnerability management
| £450.00 |
£200.00 |
| £1,100.00 |
£550.00 |
Cyber security testing
| £450.00 |
£200.00 |
| £1,100.00 |
£550.00 |
Cyber security secure design
| £450.00 |
£200.00 |
| £1,100.00 |
£550.00 |
| £1,250.00 |
£750.00 |
Data roles
Analytics engineer
| £350.00 |
£150.00 |
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
| £1,250.00 |
£750.00 |
Data analyst
| £450.00 |
£200.00 |
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
Data engineer
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
| £1,250.00 |
£750.00 |
Data ethicist
| £900.00 |
£375.00 |
Data governance manager
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
Data scientist
| £350.00 |
£150.00 |
| £450.00 |
£200.00 |
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
| £1,250.00 |
£750.00 |
Machine learning engineer
| £1,100.00 |
£550.00 |
| £1,250.00 |
£750.00 |
Performance analyst
| £450.00 |
£200.00 |
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
IT operations roles
Application operations engineer
| £350.00 |
£150.00 |
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
Business relationship manager
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
Change and release manager
| £450.00 |
£200.00 |
| £450.00 |
£200.00 |
| £900.00 |
£375.00 |
Command and control centre manager
| £450.00 |
£200.00 |
| £700.00 |
£300.00 |
| £700.00 |
£300.00 |
End user computing engineer
| £450.00 |
£250.00 |
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
IT service manager
| £450.00 |
£200.00 |
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
Incident manager
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
Infrastructure engineer
| £450.00 |
£200.00 |
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
Infrastructure operations engineer
| £450.00 |
£200.00 |
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
Problem manager
| £450.00 |
£200.00 |
| £700.00 |
£300.00 |
Service desk manager
| £450.00 |
£200.00 |
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
Service transition manager
| £450.00 |
£200.00 |
| £450.00 |
£200.00 |
| £700.00 |
£300.00 |
Product and delivery roles
Business analyst
| £350.00 |
£150.00 |
| £450.00 |
£200.00 |
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
Delivery manager
| £450.00 |
£200.00 |
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
Digital portfolio manager
| £450.00 |
£200.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
Product manager
| £450.00 |
£200.00 |
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
Programme delivery manager
| £900.00 |
£375.00 |
Service owner
| £900.00 |
£375.00 |
Quality assurance testing (QAT) roles
Quality assurance testing (QAT) analyst
| £350.00 |
£150.00 |
| £350.00 |
£150.00 |
| £700.00 |
£300.00 |
| £1,100.00 |
£550.00 |
Test engineer
| £350.00 |
£150.00 |
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
Test manager
| £1,100.00 |
£550.00 |
Software development roles
Development operations (DevOps) engineer
| £350.00 |
£150.00 |
| £450.00 |
£250.00 |
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
| £1,100.00 |
£550.00 |
| £1,250.00 |
£75.00 |
| £1,250.00 |
£750.00 |
Frontend developer
| £350.00 |
£150.00 |
| £450.00 |
£250.00 |
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
| £1,250.00 |
£750.00 |
Software developer
| £350.00 |
£150.00 |
| £450.00 |
£250.00 |
| £900.00 |
£375.00 |
| £1,100.00 |
£550.00 |
| £1,100.00 |
£550.00 |
| £1,250.00 |
£750.00 |
| £1,250.00 |
£750.00 |
| £1,250.00 |
£750.00 |
| £1,250.00 |
£750.00 |
User-centred design roles
Accessibility specialist
| £700.00 |
£300.00 |
Content designer
| £500.00 |
£250.00 |
Content strategist
| £1,100.00 |
£550.00 |
Graphic designer
| £450.00 |
£250.00 |
Interaction designer
| £700.00 |
£300.00 |
Service designer
| £700.00 |
£300.00 |
Technical writer
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
User researcher
| £700.00 |
£300.00 |
| £900.00 |
£375.00 |
Non-mandatory Standards and certifications
-
ISO/IEC 27001 certification
-
Yes
-
Who accredited the ISO/IEC 27001
-
SGS United Kingdom Ltd
-
ISO/IEC 27001 accreditation date
-
Friday 19 April 2024
-
What the ISO/IEC 27001 doesn’t cover
-
Our ISO 27001:2022 Certification covers our ISMS.
Information Security Management System covers information assets and processes for Software development and Data Management supported by IT, HR, Admin & Physical Security, Procurement, Legal & Compliance.
Any element not mentioned above is not covered by our ISO 27001 certification.
-
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
-
A6685a2d-4e49-4bbf-9d3b-81e999b07bb0
-
Cyber essentials plus
-
No
-
Cyber Essentials Alternative
-
In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
-
Other security certifications
-
No
Social value
-
Section B - Commitment for Future: Delivery
-
-
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
-
Ensuring new workers are informed of their right to join a trade union
-
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
-
Volunteering opportunities for staff
-
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
-
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
-
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.
-
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
-
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
-
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
-
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
-
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)
-
Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
-
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
-
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
-
Plans for positive actions with community groups.
-
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
-
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
-
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
-
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
-
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
-
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
-
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.
-
Understanding of the issues affecting the development of new skills by target cohort
-
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
-
Understanding of issues relating to entering the contract workforce
-
Creation of outreach activities to create a pipeline of employees for the future contract delivery
-
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
Service documents
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