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Pre Award Phase. John Savicky Arizona State University May 2013. PHASE 1. PHASE 2. PHASE 3. Identification of Potential Best-Value. Pre Planning and Quality Control. Award | Measurement & Documentation. PIPS Best-Value Process.

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pre award phase

Pre Award Phase

John Savicky

Arizona State University

May 2013

pips best value process

PHASE 1

PHASE 2

PHASE 3

Identification

of Potential

Best-Value

Pre Planning

and

Quality Control

Award |

Measurement &

Documentation

PIPS Best-Value Process
slide3
It Is More Important For The Proposer To Know What To Do Than It Is For Client To Know What The Proposer Should Do….

3

note phase 2 is most critical
Note: Phase 2 is Most Critical

PHASE 1

PHASE 2

PHASE 3

Identification

of Potential

Best-Value

Pre Planning

and

Quality Control

Award |

Measurement &

Documentation

Proposers Are Experts

Verify EVERYTHING!!!

5

pips best value process1
PIPS Best-Value Process

PHASE 1

PHASE 2

PHASE 3

Identification

of Potential

Best-Value

Pre Planning

and

Quality Control

Award |

Measurement &

Documentation

AWARD

6

what could cause a surprise
What Could Cause a Surprise
  • Delivering something that doesn’t work
  • Delivering something that isn’t what the client needed or expected
  • Requiring the client to do something (that they did not know they had to do)
  • Requiring things from the client that they cannot provide
  • Expecting that something will happen as planned
  • Assuming that things are clear and understandable
  • Assuming that things will be done as planned
  • Changes that add more cost
  • Changes that add more time
how can we minimize surprises
How Can We Minimize Surprises
  • Carefully preplan the project in detail
    • Coordinate the project/service with all critical parties
    • Prepare a detailed project plan (work plan, staffing, implementation, etc)
    • Revisit the sites to do any additional investigating
    • Prepare a detailed project schedule identifying critical milestones
  • Cost Verification
    • Detailed cost breakdown
    • Identify why the cost proposal may be significantly different from competitors
    • Review big-ticket items
    • Value added options
how can we minimize surprises1
How Can We Minimize Surprises
  • Align expectations
    • Identify any potential deal breakers
    • Clearly identify what is included and excluded in the proposal
    • Review selected functional and technical requirements with Client
    • Review interview statements
    • Client roles and responsibilities
    • Any contract terms and conditions
  • Identify and Mitigate All Risks
    • Client concerns/risks
    • Other proposers risks
    • Previous project risks
how can we minimize surprises2
How Can We Minimize Surprises
  • Identify all assumptions
    • Prepare a list of all proposal assumptions (with associated impacts)
  • Identify all uncontrollable risks
    • Prepare a list of risks that the Proposer does not control
  • Identify how the vendor will track and document their performance
    • Performance metrics
    • Weekly risk reports
experts vs non experts

End

Start

Time

End

Start

Time

Experts vs Non-Experts
words of visdom
Words of Visdom

“If you can't explain it simply,

you don't understand it well enough!”

“Simple can be harder to achieve than complex!”

pre award document
Pre Award Document
  • Financial Summary (financial details, how funding will work, etc)
  • Complete Project Schedule (a coordinated schedule showing major milestones, risky activities, client actions, client action item list, etc)
  • Project Risks/Concerns (all controllable risks/concerns, all non-controllable risks, and solutions)
  • Assumptions (all project assumptions with associated impacts, identify what you need from the client and have a plan for obtaining it, roles and responsibilities of the client, etc)
  • Performance Metrics (how the vendor will monitor performance, document success, metrics used, frequency, baseline for comparison, how will it assist the client, etc)
  • Scope of Work (plan of action, detailed work plan, how technical requirements will be met, baseline expectations, implementation plan, transitional plan, data migration plan, staffing plan, communication plan, training plan, organization change plan, what’s included, excluded, etc)
  • Contract (language, terms and conditions, etc)
must prepare preplan before you propose
Must Prepare & Preplan Before You Propose!!!

PHASE 1

PHASE 2

PHASE 3

Identification

of Potential

Best-Value

Pre Planning

and

Quality Control

Award |

Measurement &

Documentation

17

pips best value process2

PHASE 1

PHASE 2

PHASE 3

Identification

of Potential

Best-Value

Pre Planning

and

Quality Control

Award |

Measurement &

Documentation

PIPS Best-Value Process

AWARD

first step
First Step
  • Review the data and identify if there are any issues/concerns that must be addressed ASAP
  • Review your notes (RA Plan, VA Plan, Proposal, Demo, Interview).
    • Identify any major risks/concerns.
    • Identify any significant/dominant statements that must be clarified
  • Use common sense / be logical
if there are no deal breakers
If There Are No Deal Breakers…

Start

Finish

Very High Level

Clarify Proposal

Major Client Risks/Concerns

Big Ticket Items/Deal Breakers

Verify Cost / Financial Info

Included in Proposal

Excluded from Proposal

Assumptions

Cost/Schedule Analysis

Pre Award Schedule

High Level

Client Risks/Concerns

Uncontrollable Risks

Response to All Risks/Concerns

Roles and Responsibilities

Value Added Ideas

Coordination / Pre Plan

Review Tech requirements

Align Expectations

Revisit the site

Compensation Model

Benefits Projections

Mid Level

Detailed Demos

End Client Site Visits

Technical Details

Performance Reports/Documentation

Project Documents / Deliverables

Fully Resource Loaded Work Plan

Review Interview Statements

Project Plan (staffing, communication, training, Implementation, organization change, business requirements)

Project Schedule

Contract

if there are deal breakers
If There Are Deal Breakers…

Start

Finish

Very High Level

Clarify Proposal

Major Client Risks/Concerns

Big Ticket Items/Deal Breakers

Verify Cost / Financial Info

Included in Proposal

Excluded from Proposal

Assumptions

Cost/Schedule Analysis

Pre Award Schedule

High Level

Client Risks/Concerns

Uncontrollable Risks

Response to All Risks/Concerns

Roles and Responsibilities

Value Added Ideas

Coordination / Pre Plan

Review Tech requirements

Align Expectations

Revisit the site

Compensation Model

Benefits Projections

Mid Level

Detailed Demos

End Client Site Visits

Technical Details

Performance Reports/Documentation

Project Documents / Deliverables

Fully Resource Loaded Work Plan

Review Interview Statements

Project Plan (staffing, communication, training, Implementation, organization change, business requirements)

Project Schedule

Contract

STOP

focus on the major things first
Focus On The Major Things First
  • Purchasing Uniforms for Troops
    • Durability - How long the material will last?
    • Location of where material is made?
    • How many pockets the uniform has?
    • The ability of the uniform to be warm/cold?
  • Purchasing a new SUV
    • How many full-size people can fit?
    • The MPG or capacity of the gas tank?
    • The type of safety equipment?
    • The type of headlights we getting?
    • Darkness of the tint?

23

example 2 building renovation
Example 2 Building Renovation
  • Average Bid Cost (8 firms) = $540,000
  • Average Project Duration (8 firms) = 115 days

25

must enforce bv structure
Must Enforce BV Structure
  • Proposer is accustom to traditional thinking “Customer is always right”
  • Make them realize that this is not a traditional procurement
  • Don’t tell them what to do
  • Don’t tell them what you think the best option is
  • Minimize your decisions
  • Require the proposer to tell you the best option and why
  • Provide the proposer with your needs, concerns, and risks
  • Require the proposer to be very simple and logical with their solutions and recommendations
  • Require the proposer to make all the decisions
  • Make them understand that they are responsible and accountable
  • You are the facilitators

30

what should you expect
What Should You Expect?

Do they have a plan?

Does their plan address cost, time, and deliverables

Is it logical / Does it make sense? (VA Plan example)

Is it simple and understandable?

Do they know how they will measure their success?

Are they being accountable (are you being accountable)?

31

impact of pre award general services administration
Impact of Pre-Award(General Services Administration)
  • For within BV projects, also tested “<1 week” PA vs “>1 week” PA
    • Longer PA had 33% lower change order rate (73% reduce overall)
    • Longer PA had 69% lower delay rate (73% reduce overall)
lessons learned
Lessons Learned
  • Pre Award period takes additional time during procurement (typically takes 2-4 weeks on small projects | 4-6 weeks on complex projects)
  • Most clients are in a rush to make the award ASAP
    • Don’t allow adequate time
    • Don’t get all the critical information
    • Allow proposer to provide information after award
  • Proposer sees the pre-award as just another step before they get the award (they are still focused on trying to ‘get’ the award instead of laying out their plan).
  • Pre Award Period is not easy for IT proposers to perform
  • Pre Award maybe the first time the proposer is actually looking at your project in detail
lessons learned1
Lessons Learned

Proposers are more concerned with telling you what you want to hear (customer is always right) rather than being honest.

Proposers have a difficult time describing things in a simple/dominant manner

It is very easy to revert back to the traditional thinking/relationship. The client must enforce the structure so that the proposer acts as a true expert.

Research has shown that the more time you invest during the Pre Award, cost increases and schedule delays are both reduced significantly

LL – Take your time. This will payoff in the end

34

comments questions
Comments / Questions

W WW . P B S R G . C O M