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lex'•i•con: the vocabulary of a branch of knowledge. Thoughts on environment, health & safety (EHS), sustainability and information technology to support them.


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Good RFPs lead to better proposals

white arrows painted on ashpalt

Get all suppliers headed in the same direction.

Is a Request for Proposal (RFP) or Request for Quote (RFQ) in your future? To make sure that your RFP does not become a “Request for Problems,” consider the following advice:

  1. Engage the right team. Include a cross-section of stakeholders to develop the RFP and to evaluate proposals. 
  2. Send the RFP only to 2-3 qualified parties. By the time you reach the RFP stage, you should have a good idea of which suppliers can best meet your needs. Do not waste the supplier’s or your time just to get pricing information.
  3. State the evaluation criteria up front. Share the “high level” criteria such as fit with business needs, ease of use, supplier qualifications, etc. Spare the details.
  4. Provide project background information. This sets the stage and gives the supplier a reference point.
  5. Provide a proposal outline or response template. This  permits you to compare proposals on a level playing field. A clear outline will elicit better responses and a template should make responses easier to evaluate.  Limit the response length in certain areas as you see fit.
  6. Make it easy for the supplier to respond. Be specific with your request for information.  Avoid asking for superfluous information, and instruct the supplier to be brief.
  7. Provide a single point of contact. Typically, Supply Chain or Procurement is the contact. The single contact will ask the end-user of the product/service for help in answering questions in their domain. This levels the playing field and keeps politics out of the equation as much as possible.
  8. Request customer references–and check them! Assume that suppliers give only positive references. If you have contacts within other organization, then call them as well. Ask the same questions of each reference, including questions like, “Would you choose this supplier if you had to do it again?”
  9. Impose a “quiet period” from the RFP issue date through supplier selection.
  10. Provide feedback to ALL suppliers. After selecting a supplier, remember to give feedback to those who did not win the bid. Surprising, many organizations forget this common courtesy.

See the IT Insight archives for further reading on this and other topics related to software evaluation, selection and life cycle management

© 2013 Lexicon Systems, LLC.

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Increasing the probability of software implementation success

Last week I attended a Webinar that focused on the leading environment, health & safety (EHS) software companies. During the Q&A period, an attendee commented that, while the software may lead the market, the firms that implement the software may not be up to snuff. This results in problematic implementations and unhappy clients.

At a business lunch the next day, a colleague asked why some EHS consulting firms are less successful than others when it comes to implementation. I replied that implementation success is not about the software alone. No matter how feature-packed, intuitive and functional the software package, it takes more than software-savvy subject matter experts and EHS-savvy software engineers for a truly successful implementation. The implementation team requires proven methodology, good project management and social skills, and the ability to foster user acceptance.

  • proven methodology is important throughout the entire software life cycle–from concept through business needs analysis and software evaluation and selection to  design, system configuration, rollout and support. Proven methodology helps to reduce the margin of error and ultimately saves the  client time.
  • project management skills are important in planning, budgeting and tracking, and critical in managing “scope creep.” Project management skills are critical in areas such as IT risk management and identifying and recommending solutions to issues as they arise.
  • social skills are important since enterprise-scale IT projects involve different stakeholders with competing agendas. Members of the implementation team must be able to communicate with people at many levels and in various functions within the client organization. Some of the members must excel in facilitation skills, particularly when the group must reach a fact-based consensus. They must be able to work without showing bias towards certain stakeholders or software packages.
  • user acceptance often will “make or break” an implementation. Fostering user acceptance requires organizational change management expertise, something often overlooked during large IT projects. Organizational change management activities should occur throughout the software life cycle, and include much more than training. Read more about organizational change management here.

If you contemplate starting an IT initiative in the EHS arena, or to manage other subject matter, make sure that you have a professional leading the effort. Hands-on experience in the above areas can increase the probability of success in software implementations. Of course, these are a select few of all of the skills required. Read more about IT program management here.