Andrew Miller (21)
This will be my final blog for Project Times. It has been a great experience for me to write monthly on various topics and various experiences in project management. Over the past two years, I have been fighting the urge to call myself a project manager because I did not want to be pigeonholed as someone that can only manage projects. I wanted to be known as a consultant who also does project management.
As PMs, we are sometimes asked to lead or participate in the RFP process. For those not familiar with this process, it is a formal process used to select a particular vendor (or sometimes vendors) for the purchase of specific products or services. So what makes an effective RFP process? Well, first we need to answer the question ‘What is the impact of running an ineffective RFP process?’ It is the same as making a bad investment decision, because you have to live with the consequences of your actions. The main reason for these ineffective processes is bad evaluation criteria. Too many companies spend little to no time up front in determining the appropriate evaluation criteria and identifying the appropriate team members to evaluate RFP proposals. An effective RFP process will lead to increased value for your organization and ensures that you are selecting the best strategic partners for your organization. There are three things to focus on to run an effective process:
Why is this the first question that PMs get asked when someone is looking to bring someone in to manage a project? What happened to the days when skills and ability mattered? What about the need for someone to bring value to the project and see it through successfully? Has that all been trumped by the hourly or daily cost figure? It sure seems that way.