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Brett Adshead Business Change Project Manager West Sussex County Council

Brett Adshead Business Change Project Manager West Sussex County Council. In Control The Big Event Tuesday 16 th March 2010. Agenda A bit of background What we did right Success factors Managing the Procurement Some Hints & Tips What we could have done better. Background.

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Brett Adshead Business Change Project Manager West Sussex County Council

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  1. Brett AdsheadBusiness Change Project ManagerWest Sussex County Council In Control The Big Event Tuesday 16th March 2010

  2. Agenda • A bit of background • What we did right • Success factors • Managing the Procurement • Some Hints & Tips • What we could have done better

  3. Background • In Control & Individual Budget Pilots • Increasing numbers of Customers with Self-Directed Support Model • Obsolete Legacy Systems • In-house solution? Re-considered • Member Decision to procure Oct 2008 • “Competitive Dialogue to secure Partner and jointly develop solution” • Market Research to test assumptions • Moved to Restricted Process • “To Purchase Adults Case Management System to Support Personalisation”

  4. Prepare! Prepare! Prepare! • Define your strategy • Understand the Market • Review your strategy • Executive Sponsorship • People – right people with time committed • Money – Procurement, One-Off and Recurring costs

  5. Prepare! Prepare! Prepare! • Plan ALL your activities, timescales, venues, documents • Train the Team • Procurement Process • Evaluation Techniques • Behaviours Don’t Press ‘Start’ until you’re ready to go! • Form a Team IT SPECIALISTS TECHNOLOGY, SECURITY ADULT SOCIAL CAREPERSONALISATION FINANCE SPECIALISTS PROJECT MANAGER LEGAL, AUDIT, ADMIN SUPPORT PROCUREMENT SPECIALIST

  6. PLAN! Contact Signature Tell everyone what the plan is!

  7. Our Approach • Typical duration 10-12 months - We had 6! • SO: • Restricted Tender Process • Full evaluation limited to 3 suppliers • e-tendering system piloted (30% resource savings) ALL BIDDERS P Q Q “TELL US” 6 WRITTEN SUBMISSIONS “SHOW US” 3 DEMOS SITE VISITS PRESENTATIONS 3 ONLY 6 ONLY SUCCESSFUL BIDDER

  8. Building the Requirements HIGH LEVEL REQTS 20 pages • PQQ Questions • Does the Product meet High Level Requirements? • Does it integrate with ERP systems (SAP)? • What technologies are used (e.g. Browser)? • Can they implement in the required timescale? • Is the Product already live in comparable sites? • Where are your Reference Sites? • What has been your involvement in the Personalisation Agenda?

  9. Building the Requirements How advanced is their Personalisation Development?

  10. Building the Requirements 50% HURDLE Commercial 20% Detailed Requirements 70% HURDLE Technical 80% Vendor Fit & Partnership Working 20% Vision, 26 Questions Partnering, User Group Software & User Experience 40% Functionality Personalisation Case Management General (Audit) Reporting & Performance Finance & Budget Management Usability 11 Questions Configurability 18 Questions Technical 20% Architecture Strategy 17 Questions Existing Architecture Fit Security Implementation & Services 20% Business Continuity Implementation, Training Support 5 Questions

  11. Building the Requirements • What we want – not how to do it • Reduce the number of questions • Personalisation Requirements • Citizen/Customer Portal • Initial Contact • Self Assessment • Resource Allocation • Managing Personal Budgets • Support Planning • Start Support (Purchase) • Review

  12. Managing the Evaluation • Specialist Evaluation Teams • Pre-defined Criteria • Evaluation Sessions & Rooms booked • Moderation Panels • Ratings – not marks • Tracking Tools • Personal Workbooks to record evaluation

  13. Lessons Learned • Test your assumptions about the market • Allow time to ‘desk test’ your evaluation model • Enforce compliance with the tools you’ve developed • Consider holding a Bidders Briefing Day after publication of your ITT to allow bidders to clarify your requirements • Don’t set hurdles too high. You might lose a good bidder who has provided a weak response in one area

  14. Lessons Learned • Locate the Project Manager & Procurement Specialist in the same office for the duration of the procurement • Consider using an e-procurement tool • Form a good relationship with your legal team to ensure you can call on their time when you need it • Backfill team members positions to ensure they are able to commit to the project • Spell out the scope of your procurement to senior management in good time and obtain explicit endorsement of it

  15. Lessons Learned PLAN! PLAN! PLAN!

  16. Brett AdsheadBusiness Change Project ManagerWest Sussex County Councilbrett.adshead@westsussex.gov.uk In Control The Big Event Tuesday 16th March 2010

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