Evaluation of proposals

This needs to be done in a methodical and planned manner. We have already mentioned the need to produce an evaluation plan, which will describe how each proposal will be checked to see if it meets each requirement. This reduces risks of requirements being missed and ensures that all proposals are treated consistently. Otherwise, there is a risk that a proposal might be unfairly favoured because of the presence of a feature that was not requested in the original requirement.

It will be recalled that an application could be either bespoke. ofT-the-shelf, or customized. In the case of off-the-shelf packages, it would be the software itself that would be evaluated and it might be possible to combine some of the evaluation with acceptance testing. With bespoke development it would be a proposal that is evaluated, while COTS may involve elements of both. Thus different planned approaches would be needed in each case. The process of evaluation may include:

• scrutiny of the proposal documents;

• interviewing suppliers' representatives;

• demonstrations;

• practical tests.

1'he proposal documents provided by the suppliers can be scrutinized to see if they contain features satisfying all the original requirements. Clarification might need to be sought over certain points. Any factual statements made by a supplier imply a legal commitment on their part if it influences the customer to offer the contract to that supplier. It is therefore important to get a written, agreed, record of these clarifications. The customer may take the initiativ e here by keeping notes of meetings and then writing afterw ards to the suppliers to get them to confirm the accuracy of the notes. A supplier might, in the final contract document, attempt to exclude any commitment to any representations that have been made in precontract negotiations - the terms of the contract need to be scrutinized in this respect.

Where the delivered product is to be based on an existing product it might be possible to see a demonstration. A danger with demonstrations is that they can be controlled by the supplier and as a passive observer it is often difficult to maintain full attention for more than. say. half-an-hour. Because of this, the customer should produce a schedule of what needs to be demonstrated, ensuring that all the important features are seen in operation.

With ofT-the-shelf software, it should be possible to have actual access to the application. For example, a demonstration version, which closes itself down after 30 days, might be available. Once again a test plan is needed to ensure that all the important features are evaluated in a complete and consistent manner. Once a particular package emerges as the most likely candidate, it needs to be carefully investigated to see if there are any previously unforeseen factors that might invalidate this choice.

A frequent problem is that while an existing application works well on one platform with a certain level of transactions, it does not work satisfactorily on the platform that the customer has or at the level of throughput that it would be subjected to in the customer's work environment. Demonstrations will not generally reveal this problem. Visits to operational sites already using the system will be more informative in this respect. In the last resort a special volume test could be conducted.

How would you evaluate the following aspects of a proposal? Exercise 10.6

i. The usability of an existing software application.

ii. The usability of a software application that is yet to he designed and constructed.

iii. The maintenance costs of hardware to be supplied.

iv. The time taken to respond to requests for software support.

v. Training.

Eventually a decision will be made to award the contract to one of the suppliers. Where substantial sums of One of the central reasons for using a structured and. as far as possible, objective money are involved, legal approach to evaluation is to be able to demonstrate that the decision has been made advice on the terms of the impartially and on merit. In most large organizations, placing a contract involves contract is essential, the participation of a second party within the organization, such as a contracts department, who can check that the correct procedures have been carried out. Also the final legal format of a contract will almost certainly require some legal expertise.

In any case, not only should the successful candidate be notified but the unsuccessful candidates should also be told of the decision. This is not simply a matter of courtesy: under GAIT or EU rules, there is a legal requirement to do this in certain circumstances. It makes dealing with unsuccessful bidders easier if they can be given clear and objective reasons why their proposals did not find favour.

Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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