© 2005 Baker Robbins & Company
Practical RFPsA More Effective Process in Less Time
ALA 34th Annual Educational Conference
April 18, 2005
Dave Cunningham
Baker Robbins & Company
Request for Proposal Issues
RFP documentation is often not part of the final solution Timeline is long; effort is high Working with vendor’s Marketing team, not Engineering RFP often does not effectively communicate the business issues
Request for Proposal Benefits
Fits a law firm’s consensus nature Provides discovery up-front Reflects an open, fair process Identifies timelines and expectations
Terms
Request for Information (RFI) Request for Quote (RFQ) Request for Proposal (RFP) Invitation to Tender (ITT)
An Effective Selection Process
Use RFPs sparingly
Relevance of RFPs
Duration
Standards
ProfessionalServices
IT Outsourcing
Facilities
KnowledgeManagement
RFQs
An Effective Selection Process
Use RFPs sparingly Identify new processes or business practices Make designs and selections interactive Phase the selection and implementation Get to the “proof” stage
Selection Process - Open-ended RFP
Discovery AnalysisRecommendations
and Design
RFP
Selection Process - Open-ended RFP
Discovery AnalysisRecommendations
and DesignRevisit
Requirements
RFP
Selection and Implementation Process - Firm Design
Discovery AnalysisRecommendations
and Design
RFP
Selection and Implementation Process - Firm Design and Phased Milestones
RFP
Discovery AnalysisRecommendations
and Design
Proof of Concept Pilot Implementation
Vendor Solution
RFP
Selection and Implementation Process - Firm Design and Phased Milestones
Discovery AnalysisRecommendations
and Design
Proof of Concept Pilot Implementation
Vendor Solution
RFP
Selection Process (No RFP) - Proof of Concept for well known or unstructured solutions
DiscoveryProof ofConcept
Pilot ImplementationLikely
VendorSolution
Selection Process (No RFP) - New business processes
Discovery Pilot ImplementationInteractive
SystemDesign
InteractiveProcessDesign
Practices to Improve RFPs - Framing the Issues
Incorporate business process and role changes Describe problem (not just product or service functions) Have a realistic scope – appetite vs. budget Identify unique aspects of the firm Consider identifying roles Involve subject matter experts
Practices to Improve RFPs - Establishing the RFP
Collaboration vs. structured formality Specific instructions vs. seeking best practices Phased vs. comprehensive Contract terms within vs. after RFP Part of contract Standardized pricing Supporting information
Practices to Improve RFPs - Executing the RFP
Structure the demonstrations Drop the bidder’s conference Follow-up with all vendors Be professional and timely; it reflects the quality you expect
RFP/Selection Examples
IT Storage Outsourcing Services Financial System Telephone System Firm Planning
Case Study: IT Outsourcing
Strong in filtering unqualified suppliers Specific expectations allowed quick selection Allowed supplier to specify terms
Exhaustive Shot too high Overran vendor best practices
Top Related