It is true that all journeys begin with a single step and in the case of a telecommunications infrastructure and/or hardware project that first step is the creation of the Request for Proposal (RFP).

The RFP is a document that sets the tone for the entire project. A well thought out and well-written RFP goes a very long way to insure the success of the project. On the other hand a poorly thought out and badly written RFP will most certainly gaurantee that the project becomes a nightmare.

The best way to think of an RFP is as a combination of a guide book, a map and a rule book. It is a document that defines the goals, defines the project and defines the terms of engagement between the parties. As such it should be a document that clearly articulates all of the above. It should also be a document that is designed to be fair to all parties involved in the project.

Having been on both sides of the fence on this issue I have seen the affect that the RFP has on both parties and upon the overall success of the effort. One of the mistakes that I have seen made is that often times the “buyer” and the “vendor” see the RFP as a tool to take advantage of the other party.

This is most unfortunate because it sets the stage for an adversarial relationship right from the beginning.

The best way to avoid such a scenario from occurring is by making sure that the RFP is used as a tool to clearly describe the scope of the project; the buyer’s requirements and expectations of the vendor; the responsibilities of all parties involved. Since it is to be used a “rule book” it must be designed to promote fairness, thereby establishing the tone of the “spirit” of the upcoming working relationship.

In order to create such a document there is a lot of preplanning that must take place on many levels often times involving many people in order to insure that as many of the issues associated with the effort are identified, defined, addressed and properly articulated in the document.

It is important to remember that although the project involves the installation of technology the actual act of conducting that business involves many departments of the organization outside of the technology group. This could include finance, facilities and legal departments as well as the departments that are getting the new network.

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The following is a list of guidelines to follow when writing an RFP and some implementation suggestions. By following these steps you will be able to avoid many mistakes that could become very costly throughout the duration of the project and/or the relationship.

Afterall, regardless of how much ink is used to contractually try to tie someone up, it is the “spirit” of the agreement under which everyone operates that really works to make a project successful.

What Makes a good Bid Specification?

· Is it Fair?

· Does it Work to Insure Only Competent Bidders Will Meet the Contractor Qualifications?

· Is it Non-Discriminatory?

· Does It Communicate the Objectives and the Wishes of the Client Clearly and Accurately?

· Does it Provide for Protection of Both the Client and the Service Provider?

· Does it Provide for Opportunities for Dialog Between the Parties? i.e. Mandatory Site Walkthroughs, Regular Progress Meetings?

· Does it Define Payment Terms?

· Does it Define the Relationship of the Parties?

· Does it Address Change Order Procedures?

Key Components of an Effective Bid Specification and/or Request for Proposal (RFP)--Summary

· Preplanning: Internal Analysis

· Initial Concepts: Internal (No Vendors)

· Vendor Selection: Contract Negotiations

· Project Administration

· Cutover

Implementation of the Specification--Detail

Preplanning: Internal Analysis

· Educate yourself as to the components of the system to be specified and some of the options available to you.

· Evaluate specific desired features and functionality of the proposed system, required peripherals, interfaces and expectations for life cycle and warranty period.

· Solicit departmental/organizational input for desired features requirements, financial considerations.

· Determine most cost efficient solution for one year, three year and, perhaps, five year projections.

· Evaluate unique applications/transmission requirements, departmental or operational requirements/restraints, wireless, voice messaging, fiber, etc.

· Other site specific concerns.

Initial Concepts: Internal (No Vendor Invovlvement)

· Analyze perceived vs. actual needs/requirements of features and functionality, future applications, system upgradeability, etc.

· Discuss language that is geared towards defining contractor qualifications. Strongly consider requirements that call for vendors to be certified by the infrastructure component manufacturer whose products they are proposing to install. The same holds true for hardware bids. It is important that any vendor selling hardware be an authorized reseller a hardware component manufacturer. Call for proof demonstrating each certification as part of the initial bid submittal.

· Prepare draft outline of selected requirements and acceptable timelines. (Subject to minor changes by mutual agreement)

· Prepare a detailed RFP, including scope of work; testing acceptance; proposed payment schedules; liquidated damages; restoration; licensing; permits; fees; milestone dates (to include, bid conference dates; walk through dates; date to submit bid clarification questions; bid due date) etc.

· Call for all pricing to be in an itemized format, listing components to be installed, quantities to be installed, unit and extended price.

· Request that costs to add or delete circuits-on a per circuit basis-be included in the response to the RFP.

· Include detail language addressing the “Intent” of the bid. Such language should articulate that the intent is to have a system installed that contains all of the components necessary to create a fully functional system. Language should be included calling for the contractors to address any omissions in the bid that would prohibit the system from being fully functional at time of contract completion.

· Insure that you allow for adequate time for detailed site survey/estimating.

· Upon receipt of bids narrow field to three finalists.

· Correlate information and prioritize or rank three remaining bids on cost vs. performance.

· Schedule meetings and/or additional surveys for best-and-final bids from remaining vendors.

Vendor Selection: Contract Negotiations

· Select vendor based upon criteria that includes, but is not limited to: balance between cost/performance, engineering design and innovative solutions, proven expertise in projects of similar scope, size and complexity and quality craftsmanship/conformance with all appropriate codes, ordinances, articles and regulations.

· Insist on detailed warranty of system life cycle. Consider ability to perform and any other requirements deemed necessary to execute the intent of contract.

· Present a detailed description of work to be performed, payment agreements, and compliance with items contained in the RFP. Include in contract.

· Identify key project personnel, from both sides of the agreement and the staff associated with accountability/responsibility for making decisions.

Project Administration

· Schedule regular progress meetings. Progress reports should be submitted and compared to milestones. Accountability to be assigned with scheduled follow-up and scheduled resolution dates.

· Contractor supervision to perform 100% quality inspections of work performed and maintain records to be submitted at progress meetings.

· Contractor should maintain and provide As-Built documentation. The documentation may include: outlet locations, circuit numbers, telecommunication closet locations, trunk and distribution routing.

Cutover:

· Cutover preparation should begin 5 to 15 days prior to scheduled date, unless otherwise mutually agreed upon.

· Cutover personnel and backups should be designated and scheduled well in advance.

· Cutover personnel should have access to all records, diagrams, drawings or other documentation prepared during the course of the project.

· Acceptance should begin at the completion of the cutover and could continue for a period of 5 to 10 working days prior to signing. Warranty should begin immediately upon signing of acceptance.

· Acceptance criteria should include 100% of all circuits installed. All circuits should pass specified performance tests, and be duly documented and recorded in the project history file and cable management systems.

By following these guidelines, or at least the ones that apply to your particular situation, you can greatly reduce the chances of any aspect of your project from spiraling out of control.