Project Proposals

as well as the general benefits that are expected to accrue to its implementation. All proposals should be accompanied by a "cover letter." Roman [52, pp. 67-681 emphasizes that the cover letter is a key marketing document and is worthy of careful attention. In addition to the Executive Summary and the cover letter, every proposal should deal with four distinct issues: (1) the nature of the technical problem and how it is to be approached; (2) the plan for implementing the project once it has been accepted; (3) the plan for logistic support and administration of the project; and (4) a description of the group proposing to do the work, plus its past experience in similar work.

The precise way in which the contents of a proposal are organized usually follows the directions found in the TPR or RFP, the stated requirements of a specific potential funder, the traditional form used by the organization issuing the proposal, or, occasionally, the whim of the writer. As is the case with most products, the highest probability of acceptance will occur when the proposal meets the expectations of the "buyer," as to form and contents.

At times there is a tendency to feel that so-called "nontechnical" projects (by which is usually meant projects that are not concerned with the physical sciences or a physical product) are somehow exempt from the need to describe how the problem will be approached and how the project will be implemented—including such details as milestones, schedules, and budgets. To deal with nontechnical projects so casually is folly and casts considerable doubt on the proposer's ability to deliver on promises. (It is all too common for projects concerned with the development of art, music, drama, and computer software, among other "nontechnical" areas, to be quite vague as to what will be delivered, when, and at what cost.) On the other hand, when the proposal is aimed at another division or department of the same parent organization, the technical requirements of the proposal may be greatly relaxed, but the technical approach and implementation plan are still required—even if their form is quite informal.

The Technical Approach

The proposal begins with a general description of the problem to be attacked or project to be undertaken. If the problem is complex, the major subsystems of the problem or project are noted, together with the organization's approach to each. The presentation is in sufficient detail that a knowledgeable reader can understand what the proposer intends to do. The general method of resolving critical problems is outlined. If there are several subsystems, the proposed methods for interfacing them are covered.

In addition, any special client requirements are listed along with proposed ways of meeting them. All test and inspection procedures to assure performance, quality, reliability, and compliance with specifications are noted.

The Implementation Plan

The implementation plan for the project contains estimates of the time required, the cost, and the materials used. Each major subsystem of the project is listed along with estimates of its cost. These costs are aggregated for the whole project.

and totals are shown for each cost category. Hours of work and quantities of material used are shown (along with the wage rates and unit material costs). A list of all equipment costs is added, as is a list of all overhead and administrative costs.

Depending on the wishes of the parent organization and the needs of the project, time charts, PERT/CPM, or Gantt charts are given for each subsystem and for the system as a whole. Personnel, equipment, and resource usages are estimated on a period-by-period basis in order to ensure that resource constraints are not violated. Major milestones are indicated on the time charts. Contingency plans are specifically noted. For any facility that might be critical, load charts are prepared to make sure that the facility will be available when needed.

The Plan for Logistic Support and Administration

The proposal includes a description of the ability of the proposer to supply the routine facilities, equipment, and skills needed now and then during any project. Having the means to furnish artist's renderings, special signs, meeting rooms, stenographic assistance, reproduction of oversized documents, computer graphics, word processing, conference telephone calls, and many other occasionally required capabilities provides a "touch of class." Indeed, their unavailability can be irritating. Attention to detail in all aspects of project planning increases the probability of success for the project—and impresses the potential funder.

It is important that the proposal contain a section explaining how the project will be administered. Of particular interest will be an explanation of how control over subcontractors will be administered, including an explanation of how proper subcontractor performance is to be insured and evaluated. The nature and timing of all progress reports, budgetary reports, audits, and evaluations are covered, together with a description of the final documentation to be prepared for users. Termination procedures are described, clearly indicating the disposition of project personnel, materials, and equipment at project end.

A critical issue, often overlooked, that should be addressed in the administrative section of the proposal is a reasonably detailed description of how change orders will be handled and how their costs will be estimated. Change orders are a significant source of friction (and lawsuits) between the organization doing the project and the client. The client rarely understands the chaos that can be created in a project by the introduction of a seemingly simple change. To make matters worse, the group proposing the project seems to have a penchant for misleading the potential client about the ease with which "minor" changes can be adopted during the process of implementing the project. Control of change orders is covered in Chapter 11.

Past Experience

All proposals are strengthened by including a section that describes the past experience of the proposing group. It contains a list of key project personnel together with their titles and qualifications. For outside clients, a full résumé for each principal should be attached to the proposal. When preparing this and the other sections of a proposal, the proposing group should remember that the basic purpose of the document is to convince a potential funder that the group and the project are worthy of support. The proposal should be written accordingly.

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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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