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JUMPING BEAN TRAINING LTD

LMS Implementation Consultancy (Project Management and Integration Support)

Jumping Bean Training provides vendor-agnostic LMS implementation consultancy, including project management and integration support. We work with the contracting authority, LMS vendors and internal teams to plan delivery, oversee configuration, coordinate integrations (SSO, HR, reporting, etc), support testing and go-live readiness, and hand over into BAU operations.

Features

  • Implementation discovery workshops with L&D, IT and stakeholders.
  • Project mobilisation, plan, RAID log and governance setup.
  • Vendor coordination and client-side delivery assurance throughout implementation.
  • Configuration design support aligned to requirements and user needs.
  • Roles, permissions and access model design (RBAC).
  • Identity and access alignment including SSO and provisioning.
  • Integration coordination across HR, IdP, content and analytics.
  • Data migration planning, cutover support and readiness checks.
  • Testing support: SIT/UAT scripts, triage and defect management
  • Go-live support, hypercare, handover and continuous improvement backlog.

Benefits

  • Faster mobilisation using proven delivery methods and methodologies.
  • Reduced risk through expert client-side assurance and oversight.
  • Clear governance, reporting and decision-making across stakeholders.
  • Configuration aligned to real user needs and priorities.
  • Better integration outcomes across identity, HR, data and more.
  • Improved delivery predictability through structured planning and control.
  • Higher quality go-live readiness through robust testing support.
  • Reduced rework through early validation and dependency management.
  • Smoother transition into BAU operations and ongoing improvement.
  • Increased adoption through practical rollout and stakeholder support.

Pricing

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 hello@jumpingbean.training. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

2 4 8 5 0 1 5 8 2 7 3 7 2 9 5

Contact

JUMPING BEAN TRAINING LTD Alvaro Sotto
Telephone: 01313805137
Email: hello@jumpingbean.training

About your service

Service categories

Cloud Support Services

Ongoing Support

  • Other

Service scope

Service constraints
Client must provide timely access to stakeholders, vendor contacts and required environments. Delivery timelines depend on client governance, stakeholder availability and supplier schedules. Integration outcomes depend on third-party systems, data quality and vendor capability. On-site delivery is available by agreement; travel and expenses apply. Jumping Bean Training does not act as the contracting authority, manage the procurement portal, or make acceptance/award decisions. Custom integrations (e.g. apis) and data migration are excluded unless agreed separately.

User support

Email or online ticketing support
Yes
Support response times
Support is provided via email and/or an agreed ticketing tool during UK business hours (09:00-17:00, Monday-Friday). We respond within agreed timescales based on priority and project phase. Support covers implementation consultancy queries, delivery coordination, and issue triage relating to configuration, integrations, testing and go-live readiness. Where issues require vendor action, we coordinate with the LMS supplier and client technical teams and maintain a clear record of actions and outcomes.
User can manage status and priority of support tickets
Yes
Online ticketing support accessibility
None or don’t know
Phone support
Yes
Phone support availability
9 to 5 (UK time), Monday to Friday
Web chat support
No
Support levels
Support levels are agreed at mobilisation based on project phase and criticality. Typical levels include: Standard (email/ticketing support during UK business hours), Enhanced (extended availability during key delivery periods such as testing and go-live), and Critical (time-sensitive support for agreed go-live windows and major incidents). Response targets and escalation routes are defined in the project support plan, including coordination with the LMS vendor and client technical teams where required.

Resellers

Supplier type
Not a reseller

Staff security

Staff security clearance
Conforms to BS7858:2019
Government security clearance
Baseline Personnel Security Standard (BPSS)

Pricing

Discount for educational organisations
No

Architecture roles

Solution architect
Role level UK Rate Offshore Rate
Solution architect £1,250.00 £1,250.00
Senior solution architect £1,450.00 £1,450.00
Technical architect
Role level UK Rate Offshore Rate
Technical architect £1,250.00 £1,250.00
Senior technical architect £1,450.00 £1,450.00

IT operations roles

Change and release manager
Role level UK Rate Offshore Rate
Change and release manager £1,250.00 £1,250.00
Service transition manager
Role level UK Rate Offshore Rate
Service transition manager £1,250.00 £1,250.00

Product and delivery roles

Business analyst
Role level UK Rate Offshore Rate
Junior business analyst £850.00 £850.00
Business analyst £1,050.00 £1,050.00
Senior business analyst £1,250.00 £1,250.00
Lead business analyst £1,450.00 £1,450.00
Delivery manager
Role level UK Rate Offshore Rate
Delivery manager £1,250.00 £1,250.00
Senior delivery manager £1,450.00 £1,450.00
Programme delivery manager
Role level UK Rate Offshore Rate
Programme delivery manager £1,250.00 £1,250.00
Service owner
Role level UK Rate Offshore Rate
Service owner £1,450.00 £1,450.00

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
No
Cyber Essentials Alternative
In relation to the services you do not have a current and valid Cyber Essentials 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 certificate by one of the government approved accreditation bodies within 12 months of the date of award.
Cyber essentials plus
No
Cyber Essentials Alternative
None of the criteria
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 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
    • 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
    • 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
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • 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
    • 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
    • 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)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives

  • 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
    • 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

  • 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
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the 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

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 hello@jumpingbean.training. Tell them what format you need. It will help if you say what assistive technology you use.