• Login

Strategy: What is it? HOW to develop ACTIONABLE plans – free Webinar

Please see NEW Website at www.The-Strategy-Doctor.com for latest news

 

 
The current business environment demands that all businesses review their strategy and tactics

If your organization is NOT thriving and does NOT have clear analysis of the current economic environment together with clear plans as to how to recover then you need to look at your strategic plans as well as at your analysis of the immediate situation and your associated tactical plans.  Either way our Checklist "The 7 Critical Components of a Strategic Plan " is just what you need to point you in the right direction.  If you want to get directly to the point, we are also offering our Webinar “Strategy:  What IS it?  HOW to develop Actionable Plans” usual price of $47 but as a special today at no charge.

My methods equip you to do this

The fundamental definition of Strategy is "The Essence of the Organization and HOW it Thrives" -- in order for your organization to thrive you need to understand the Strategic Essence of the organization and then formulate your plans in order to achieve a Thrive outcome.  Our methods will equip you to do this in the current economic situation.  This is absolutely relevant to the current economy, once you have a clear analysis of the competitive and economic environment in which your organization is now operating THEN you can plan effectively to recover as quickly as possible.

My promise is to assist clients to thrive

Professor Malcolm McDonald states that Strategy is "Doing the Right Things" viewed from the Customers perspective and "Tactics are doing Things Right" also viewed from the Customers perspective.  He goes on to say that "if you do the Right Things Well your organization will THRIVE".  Here at James A Robertson and Associated we are focussed on assisting clients to do the right things well and thereby THRIVE.  Our methods and Tools are eminently well suited to planning recovery in the current economy.

Over the 30 years of my career in Strategic Management Consulting, I have learned that many CEO's do themselves an injustice by omitting key issues in their Strategic and Tactical Planning and I have developed Tools and methods to assist them with this.

Use my checklist to evaluate your planning methods or watch the webinar for detailed understanding

As a result, I created a Strategic Planning Checklist to assist you to evaluate your planning methods and have also recorded a webinar. . 

Engineering, military tactics, economics and executive consulting

My approach is a synthesis of my training as a Graduate Professional Engineer schooled in rigorous solutions and plans that work, coupled with training and experience as a Military Commander to quickly assimilate key information and make quality life or death decisions.  I have substantial grounding in economics which ensures my methods are geared to producing high value outcomes.  30 years experience as a Strategic Management Consultant working at the Executive level ensures that the solution I am offering is practical and relevant in the executive suite!

Case Study – Global Crop Seed Developer “the experience was transformative”

“Dr Robertson led my team through the StratSnap critical-issues workshop, we reached consensus on a set of 7 key performance areas with weights and scores.  The KPAs became a benchmark for measuring progress and held for 5 years with minor annual adjustments.  My unit was transformed into a customer-oriented service organization.  A high value outcome.” Mr Paul Leigh, Business IT Lead.

I'm pleased to provide you with a copy of my checklist today so that you can see what is REALLY required for a successful THRIVE outcome.  Please click here to obtain a copy of "The 7 Critical Components of a Strategic Plan "  and click here to link through to the Webinar “Strategy: What IS it? HOW to develop actionable plans.”

Warm regards,

 

Dr James A Robertson

Articles by James A Robertson and Associates

Std 009 Procurement: 01 Request for Proposal for Business Systems Solution
Created by James on 9/12/2014 11:05:24 AM

This is the heart of the tender and contains a large number of tough clauses that are directed at ensuring a realistic bid with a robust platform for realistic negotiation and a tough contract that is directed at ensuring performance

There is a more detailed version of this document at the end of this page for larger projects with a more detailed procurement process


This is the heart of the tender and contains a large number of tough clauses that are directed at ensuring a realistic bid with a robust platform for realistic negotiation and a tough contract that is directed at ensuring performance

There is a more detailed version of this document at the end of this page for larger projects with a more detailed procurement process

Request for Proposal

Relating to an

Integrated Financial Solution

Comprising

A Financial Suite and Data Warehouse,

including

Data Sharing, Implementation and

Project Management Services

                                                                                                                                                                                                       


Table of Contents

1.  Request for Proposal......................................................................... 2

1.1    Introduction............................................................................ 2

1.2    Overview................................................................................ 2

1.3    Project Objectives.................................................................. 2

1.4    Headlines of Approach........................................................... 2

1.5    Submission of Proposals........................................................ 4

1.6    Terms of Engagement............................................................ 4

1.7    Pricing Approach.................................................................... 8

1.8    Scope of Work........................................................................ 12

1.9    Proposed Client Undertakings to Balance Fixed Price........... 16

1.10  General Requirements............................................................ 19

1.11  Project Governance – Project Board and Project Management Team................................................................................................ 20

1.12  Key Personnel......................................................................... 21

1.13  Track Record........................................................................... 22

1.14  Extent of Work – Project Schedule.......................................... 22

1.15  Retention.................................................................................. 23

1.16  Conditions for Proposals.......................................................... 23

1.17  Multi-Party Proposals through a Single Prime Contractor........ 25

1.18  Key Contact Person................................................................. 26

1.19  Assistance to Organizations Submitting Proposals.................. 27

1.21  Timing....................................................................................... 27

1.22  General Notice.......................................................................... 27

2.  Project Governance and Roles............................................................. 28

2.1    Overview of governance........................................................... 28

2.2    Detailed specification of roles................................................... 30

2.3    Reporting and Monitoring on the Project.................................. 35

3.  Critical Implementer Selection Criteria................................................. 36

4   Business Systems Laboratory.............................................................. 40

5   Procurement process............................................................................ 41

6   Headline Requirements and Reference Documents............................. 43

7   Conclusion............................................................................................. 44

 


1. Request for Proposal

1.1      Introduction

This document will form the basis of the evaluation process.

Bidders are required to conduct themselves as trusted professional advisors and take all necessary steps to ensure a high value, high quality, and sustainable project outcome.

The final solution should be tailored to the exact way of doing business of Client.

 

1.2      Overview

Client is a moderate size ….

Client currently operates in … and the rest of the world and is expanding rapidly.

This document is targeted at Business Information System (ERP) Software Vendors with the intention that these parties will assemble the most suitable software and implementation tea to bid on this project.  The document sets out the requirements with a view to software vendors and implementers making formal submissions.  The goal is to work towards a negotiated fixed price for the project and towards this end vendors and implementers are expected to engage with us during the Tender Process in order to be able to offer a fixed price.

 

1.3      Project Objectives

1.3.1 To specify and procure a comprehensive Financial Suite and Data warehouse and data sharing solution which is capable of serving Client for the next twenty years.

1.3.2 To implement this software and associated services by means of a tightly run, high quality, systems engineering project with maximum business engagement and optimum solution fit at optimized low cost.

 

1.4      Headlines of Approach

1.4.1 Position the new Client systems to support optimum operational effectiveness in support of strategic growth objectives;

1.4.2 Create a strategic resource that supports competitive advantage;

1.4.3 Robust engineering approach in all respects;

1.4.4 Submission of an offer constitutes an explicit guarantee that the offer fully meets the requirement stated in this RFP, unless explicitly excluded, within the specified costs.  An affidavit confirming this is required;

1.4.5 This RFP is specifically targeted at Software Vendors who are required to nominate and partner with the most appropriately qualified Implementers, Integrators and Project Managers;

1.4.6  A single legal entity as Prime Contractor, which may be either the Software Vendor or an Implementer / Integrator, is required to take full responsibility for all components of the offer and the ultimate solution.  This Prime Contractor may collate an offering comprising multiple software products and / or implementation partners;

1.4.7 The offer must be made by a single Prime Contractor who accepts full contractual responsibility for the performance of the software as well as the performance of their team including performance of sub-contractors and partners;

1.4.8 Key Implementation Personnel to be committed for the duration of the project;

1.4.9 Precision configuration -- all configuration and validation data will be designed in consultation with Client to high standards of structure and precision – to be facilitated by Dr James Robertson to the standards advocated by him; 

1.4.10 Client owns the data engineering which will be developed with the assistance of the Project Facilitator.  Includes Chart of Accounts and other taxonomies, master data and differentiating business processes;

1.4.11 Acceptance of each review cycle of specifications, testing or any other iterative refinement process will include a formal declaration by both the Client team members involved AND the Implementer team members involved that the iteration has been thoroughly and rigorously executed – both sides will face sanction if it is found that this declaration is unfounded.  Refer to the form in Section 10 of this file;

1.4.12 All master data cleaning will be undertaken by a combination of Client personnel and Implementer personnel – split to be agreed;

1.4.13 This document, as accepted during the proposal process, will become an integral part of the Contract Documentation;

1.4.14 Bill of services (allowables) costing approach with fixed price per software and implementation element (including management, configuration and customization);

1.4.15 Client will NOT pay for travelling time or kilometers within Xxx.  Travel outside of Xxx is NOT expected to be required;

1.4.16 There will be NO additional disbursements, travel time or travel costs permitted over and above what is in the Bill of Services unless claimed against the capped contingency under exceptional circumstances;

1.4.17 Proposal documentation is required to exactly follow the Table of Contents contained in Section 9 of this file;

1.4.18 High level of business engagement;

1.4.19 Optimize use of internal resources;

1.4.20 Client will provide office space and furniture for on-site work.


1.5      Submission of Proposals

Submission of Proposals will take place as follows:

Five bound proposal sets together with both a physical and electronic copy of this Request for Proposal and all Annexures signed by an officer of the proposing company to be delivered to the offices of Client at, xxx by 17h00 on Friday the 20th of June 2014.

 

1.6      Terms of Engagement

The contract is for the supply of a specific system, or combination of systems, together with support of these systems for as long as they are in use at Client or until terminated by Client for any reason.

All submissions must address all requirements for sustainability, access to source code, sustainable support and other issues specified in this document.

This document is supported by other documents of which the Bid Compliance Checklist, Bill of Services and Software Schedule must be fully completed.  The file sections are:

1.  Invitation to Bid

2.  Request for Proposal

3.  Headline Requirements Specification

4.  Procurement Timeline

5.  Schedule of Required Software

6.  Bill of Services + summary + rate schedule

7.  Bid Compliance Checklist

8.  Adjudication Schedule

9.  Table of Contents to be used for submission files

10. Certificates to be used on the project

11. Schedule of Reference Documents

12…. Collections of Reference Documents on a Department by Department basis        

1.6.1  Invitation to Bid

Covering letter.

1.6.2  Request for Proposal

This document.

1.6.3  Headline Requirements Specification

Document setting out the high level requirements.

1.6.4  Procurement Timeline

The timeline for this procurement process.  Bidders are required to diarize these dates and to arrange their affairs in order to attend all briefings.  Failure to attend any of these events may prejudice submissions or result in disqualification.

1.6.5  Schedule of Required Software

Schedule based on items identified by Client from consideration of the Business Requirement – bidders are at liberty to add, combine or strikeout items in order to accurately describe their offer.

1.6.6  Bill of Services + summary + rate schedule

Detailed schedule for cost analysis is provided.  This schedule must be fully completed in the Spreadsheet provided without any structural change and will form the basis of the cost proposal – rows and columns may be added appropriately as required.

The final offer price must be derived directly off this schedule.  This schedule will furthermore form the basis for determining payment quanta and milestones to the successful bidder and will also form the basis of the detailed project schedule.  In the event of a discrepancy between the Bill of Services and other documentation the Bill of Services will be regarded as the final authority with regard to the scope of work and the budget.

The Project Schedule (Gantt Chart) will be derived directly from the Bill of Services.

Project scheduling should take place using a Critical Chain approach (all slack accumulated to the end of the timeline for allocation by the Project Manager in consultation with Client).

The overall approach to pricing the offer is based on the “Bill of Services” which is provided electronically.

All prices and fees must be quoted EXCLUDING VAT.

The Bill of Services lists all the headline activities that we consider necessary to achieve the desired outcome.  Bidders are free to bid in more or less detail than the Bill of Services but it must be noted that the final Bill of Services will form the basis of the contract and all payment and performance milestones will be based on the Bill of Services.

The Bill of Services will give rise to a schedule of “Allowable Fees” which will determine what is paid for every activity.  Every item is required to constitute a fixed price offer and the entire summation of the Bill of Services will give rise to the offer price.

Bidders are required to complete the Spreadsheet supplied by Client electronically and to provide both a signed printed copy and an electronic version of the data that can be used by the adjudication team to evaluate and analyze the offer.

The first round offer must include a high level Gantt Chart based on the Bill of Services.

1.6.7  Bid Compliance Checklist

All the items on this checklist must be furnished and all ite that require signature of declarations must be signed or initialed, as indicated in the table.  If any of the documents listed in this checklist are missing or if any of the required declarations have not been signed the submission may prejudice of disqualify offers.

1.6.8  Bid Adjudication Schedule

This schedule sets out the basis for evaluation.  Proposers are advised to ensure that their offer fully addresses all the criteria set out in this section.  Failure to supply information in support of compliance with all these criteria may prevent the bid adjudication panel from accurately assessing your submission and may therefore prejudice your chances of being awarded the contract.

1.6.9 Table of Contents to be used for submission files

Bid submissions must be in files or bound documents that exactly follow the structure set out in this document.

1.6.10 Certificates to be used on the project

Key documents to be used during the offer process and during the operation of the project.

1.6.11 Schedule of Reference Documents

Schedule listing all reference documents in the subsequent sections with brief comments on their importance to the project.

1.6.12 Onwards -- Collections of Reference Documents on a Department by Department basis

Sample Documentation with regard to the manner in which Client currently conducts business within the ambit of this requirement.  This documentation is NOT complete NOR is it definitive in ter of the ite required in the final solution.  It is merely intended to provide contextual information.  The successful bidder is required to budget to undertake COMPREHENSIVE discovery and investigation in order to fully scope the required deliverables.  As a minimum requirement all of these documents and reports MUST be catered for in the bid.

 

1.7      Pricing Approach

The approach to pricing the contract will be as follows:

1.7.1  The final requirement is for a fixed contract price; 

1.7.2  The Vendor Selection Process will comprise three stages;

1.7.2.1 Stage 1 – Market Scan:

This stage will commence with a presentation of the requirement and the business and handing out of the documentation pack.

First offer is for an all-inclusive price with all options catered for.  Bidders will make a formal presentation of their offer to the adjudication panel.

Bids are required to be presented at a tolerance of 30% on the final price, that is, the final price may NOT exceed the Stage 1 price by more than 30% -- this is in order to discourage deliberate low bidding.

This bid will be evaluated and a short list developed.  It is envisaged that this stage will reduce the number of eligible bidders to around three;

1.7.2.2 Stage 2 – Discovery and Due Diligence:

The short list bidders will be requested to arrange a site visit to one of their clients as a reference site, this will include a private discussion between the adjudication panel and the client concerned with the bidder being absent.

Bidders will also each be granted a four hour working session with Client to gain better understanding of the business and the requirement.

The revised bids are required to be presented with a tolerance of 15% (the final price may not exceed the stage 2 offer price by more than 15%).

Bidders will then deliver a three hour presentation at which they will present their revised offer and answer questions.  Points of clarification with regard to the offer will also be dealt with in this stage.

At the end of this stage a preferred bidder will be selected. 

1.7.2.3 Stage 3 (Finalization of Offer and Contracting):

Stage 3 will take place on a fixed price basis as a separately costed item in the bid submission.

The preferred bidder after Stage 2 will engage with Client to finalize the scope of work and the price.  Final price will be a negotiated fixed price after the successful bidder has engaged in:

                                                  i.      Detailed discovery;

     ii.      Detailed exposure of their software and methods to Client;

                                                  iii.      Detailed project planning and budgeting;

                                                  iv.      Detailed contractual negotiations; 

The project price and final contract will be agreed and contracted during this stage;

1.7.2.4 Once this final price has been contracted no change of pricing will be considered unless Client fundamentally fails to perform in terms of granting due access to the business or the scale or nature of Client’ business changes materially to the extent that a Change of Scope is negotiated;

1.7.2.5 The final price may include not more than 5% contingency as set by the bidder but draw down on that contingency will require approval by Client and verification that it is related to a real change in the requirement or omission on the part of Client;

1.7.2.6 Bids must include prices for all required operating systems and databases;

1.7.2.7 Bids must specify the exact hardware requirements but should NOT include prices for hardware;

1.7.2.8 Client reserve the right NOT to take all modules or to negotiate a phased approach of agreed duration;

1.7.2.9 Client reserve the right to identify a gap in an offer and to require the bidder to provide software or services to close that gap in order to qualify for Stage 2 or Stage 3;

1.7.2.10 Client reserve the right NOT to accept any offers and to exit the Procurement Process on completion of Stage 1, Stage 2 or Stage 3;

1.7.2.11 Client reserve the right to move directly to Stage 3 on completion of Stage 1 and bypass the short list process should they decide that one offer is far more appropriate than any of the others;

1.7.2.12 Section 1.9 of this document contains a list of undertakings given by Client in order to make a fixed fee practical and equitable.

 

1.7.3          The Stage 1 offer  must include:

1.7.3.1    Files containing the submission must follow exactly the Table of Contents set out in Section 9 of this file;

1.7.3.2    Overview of the proposed implementation approach;

1.7.3.3    Motivation as to why the proposed software and implementation team is most appropriate to meeting the needs of Client;

1.7.3.4    List of assumptions made in the Cost Proposal;

1.7.3.5    List of contractual  ter that the Implementer is unable to or unwilling to comply with together with proposed alternative terms which are considered acceptable;

1.7.3.6    List of queries and points requiring clarification;

1.7.3.7    List of high level business functionality and / or scope requirements that are not met by the proposed solution and alternative solutions that may be available;

1.7.3.8    Bill of Services (Cost Proposal) fully completed;

1.7.3.9    Summary of professional fee rates for standard work, travelling and standing time per staff designation;

1.7.3.10 Travelling rate per kilometer and any other costs;

1.7.3.11 Schedule of extraordinary or non-standard requirements in the Request for Proposal  that are considered to drive costs excessively (£1,000 minimum per item) – that is drive costs above levels that they would consider necessary in order to produce a high quality outcome – unless such items are identified in the bid there will be no basis for the proposer to later contend that the requirements were unnecessarily onerous.

Bidders are requested to propose changes which could result in material savings whilst maintaining the overall intent of the RFP;

1.7.3.12 Schedule of any other costs that may not be catered for above.

1.7.3.13 A proposal that does not contain detailed pricing in the specified format may be disqualified.

 

1.8      Scope of Work

The scope of work comprises the supply of a system or combination of systems configured, customized, integrated and fully commissioned to meet the detailed requirements of Client as set out in the Requirements Specification contained in Section 3 of this file.

Deliverables must be installed and implemented at the offices of Client in Xxx.  Remote users must be able to log in to the system if required.

The successful proposer will be required to perform the following:

1.8.1 Provide comprehensive Project Management and Project Administration services;

1.8.2  Provide Change Facilitation (Change Management) services at an agreed level;

1.8.3 Actively and formally manage project risk, taking into account the “Factors causing Business Information Systems investment failure” and the “Critical Factors for Business Information Systems Success” as defined by James Robertson as well as any other identified risk elements.  A comprehensive Risk Register should be maintained for review at Monthly Project Meetings or more frequently as required;

1.8.4 Provide functional and operational software to meet all stated requirements;

1.8.5 Undertake detailed discovery to fully understand the business and scope the requirement;

1.8.6 Develop a detailed specification of the exact business requirement, by module as appropriate, including all necessary facilitation, documentation and other elements required to fully define the optimum business application of the software supplied and ensure its effective and efficient deployment and operationalization within the business;

1.8.7 Undertake a gap analysis identifying shortfalls in the offering relative to the in-depth definition of requirement evaluated in the detailed analysis undertaken in the previous point;

1.8.8 Configure software to fit the requirement.  This will be done in the Laboratory prior to deployment in the live environment (refer discussion to the Laboratory approach document).  Configuration must be designed to work across the entire business and to accommodate future reasonably foreseeable growth.

Configuration will include but NOT be limited to:

1.8.8.1 Software settings;

1.8.8.2 Business Model in the General Ledger and related modules;

1.8.8.3 Master Chart of Accounts and operational Charts of Accounts for individual Business Units – bidders are required to quote for facilitating the design of the Chart of Accounts;

1.8.8.4 Fixed Asset classification; 

1.8.8.5 Product classification– note that Client own substantial inventory of xxx devices, components, accessories, etc and that these move constantly between branches and head office as well as moving internationally.  Devices are installed on vehicles and then removed from vehicles at a later date, such as in a repair situation, these devices have serial numbers.  There are other ite that are NOT serialized;

1.8.8.6 Classification of Personnel;

1.8.8.7 Other specific classifications;

1.8.8.8 Unique attributes on Products and other classification master data;

1.8.8.9 General record level attribute settings; 

1.8.8.10 Business Process models and workflows; 

1.8.8.11 Reports, models and dashboards; 

1.8.8.12 Other configuration settings

1.8.9 Establish and operate a comprehensive Business Systems Laboratory in accordance with the laboratory approach document in order to fully test and refine the configuration and optimize as necessary.  Set up the laboratory in conjunction with Client, test reports, standardize and document policies and procedures, create training material, train personnel and refine as necessary using a statistically representative data sample in order to ensure that the software can be deployed in the business with high reliability;

Testing of the complete configuration, including testing of any customization or custom development, will take place in the Laboratory with rigorous representative sample testing by senior business personnel.  The deployment of the software will ONLY take place once these personnel certify that the installation is robust and comprehensive AND once the implementer and the software vendor certify that they are satisfied that ALL possible situations have been thoroughly tested.

Process optimization and documentation, development of reports and business intelligence models, development of training materials and training will ALL take place in the Laboratory PRIOR to commissioning of the software in the business.  Please refer to the detail in the Bill of Services in Section 6 of this file.

Commissioning is the putting into service of the system in the business.

Once the laboratory installation is certified as being fit for deployment all staff will be trained up in the laboratory and ONLY then will production operation commence.

1.8.10 Advise and guide Client with regard to selection of statistically comprehensively representative test data for the Laboratory, take-on of that data, verification of that data;

1.8.11 Customize software if necessary to fit the requirement given that zero customization is preferred.  Any customization or custom development will be required to be undertaken using a fully qualified software development team to internationally recognized software design, construct, test and deploy standards that must be agreed to before development commences.  Design of customization must be undertaken by a senior and highly experienced Solution Architect.  Only developers situated in Xxx, Xxx may be used unless the developers are part of the team that wrote the original software;

1.8.12  Train Client’s staff in all aspects of the operation of the software.  This includes training of the internal implementation team and module specialists {super users} and training of users;

1.8.13 Assist with the cleansing of Master Data.  The level of effort expected from Client personnel to be clearly spelt out in the proposal;

1.8.14 Assist with take-on of Master Data, opening balances and other data to be transferred from the existing systems.  Only essential data will be carried forward other than into the Data Warehouse.  Recommended approach to be clearly discussed in the proposal;

1.8.15 Establish a full featured Data Warehouse and Business Intelligence Environment to accommodate all future data from all modules as well as from the custom developed software in use by Client, unless otherwise agreed and to accommodate all relevant history;

1.8.16 Take-on all history, into the ERP or Data Warehouse as agreed – allow for three stages of history take-on – first take-on, increment since first take-on, final increment;

1.8.17 Assist with verification of take-on data.  Level of involvement to be clearly spelt out in the proposal;

1.8.18 Commission the software in the business until fully operational in ALL respects in terms of the functionality supplied.;

1.8.19 Manage phased acceptance (sign-off) and handover to Client as major milestones are completed, refer to the milestones in the Bill of Services.  Handover is the final acceptance of the system in full production in a component of the business;

1.8.20 Provide hands-on support as required to ensure effective and efficient operation of the software.  This includes hands-on on-site support for:

1.8.20.1 the first month after go-live;

1.8.20.2 the next 3 months;

1.8.20.3 the next 6 months;

1.8.20.4 extra provision for the first month end;

1.8.20.5 first year end;

1.8.20.6 first two months following the above year end;

1.8.20.7 This must include provision for Change Facilitation during these period IF bidders consider this necessary – note that Client is of the view that a well-designed solution should require minimum external Change Facilitation;

1.8.21 Provide hot-line support as required to ensure effective and efficient operation of the software on a long-term basis;

1.8.22 Provide for ongoing support and maintenance of the software;

1.8.23 Provide standard software maintenance, updates and enhancements in perpetuity.  Vendors are required to declare the annual license fees for the first five years and thereafter the maximum year on year license fee increases that will be requested;

1.8.24 Provide rates for custom additions and alterations to the software as required for the first two years after commissioning;

1.8.25  Other services as may be required from time to time.

1.9      Proposed Client Undertakings to Balance Fixed Price

The fixed fee required by Client places the Implementer at risk financially if the Client team does not perform as expected.

Accordingly, the following undertakings are proposed.  Bidders may suggest alternate or additional measures if they consider them appropriate.

In exchange for the fixed price required, Client undertake to: 

1.9.1 Best team

Mobilize appropriately experienced and equipped staff who are able to competently guide the configuration and implementation from a Business perspective and make inputs to the project;

1.9.2 Retain team

Within reason keep this team available for the duration of the project;

1.9.3 Executive engagement

Ensure that the agreed level of Executive Engagement is maintained at all times;

1.9.4 On time, full attendance and full engagement

Ensure that designated personnel arrive on time for all scheduled meetings, work sessions, etc and attend for the full scheduled duration;

Ensure that team members engage actively in these sessions i.e. NOT reading emails, sending s’s, or distracted in other ways;

1.9.5 Off-line work diligently and thoroughly performed

Ensure that all off-line (out of workshop) work such as review of documentation, testing, etc is conscientiously carried out with full engagement and constructive contribution by set dates;

1.9.6 Tight management of iterations

Ensure that Client personnel do all that is required in order to complete each iteration of a piece of work thoroughly and diligently such that the work is completed in the agreed number of iterations and to agreed deadlines;

1.9.7 Timeous response to unavoidable time impacts

Timeously notify the Implementer Project Manager and workshop Facilitator in the event of unexpected illness or accident that necessitates rescheduling or substitution;

1.9.8 Reasonable compensation for standing time of Implementer Team members attributable to Client

Pay for standing time when workshops commence late or are rescheduled at the last minute because of late arrival or non-arrival of key Client personnel where it can be demonstrated that the implementer staff member concerned could not be utilized in alternative productive activities;

1.9.9 Schedule delays caused by Client

Make allowance in promised delivery dates for schedule delays in Critical Path ite caused by Client or its personnel;

1.9.10 Pay for extended work or rework resulting from Client team omissions or wrong decisions

Pay for extended work or rework resulting from failure of Client personnel to conscientiously and thoroughly review documents, conduct testing, clean data, etc.  In other words, if an iteration is agreed as complete and then during commissioning it is found that reasonably foreseeable issues were NOT identified during that iteration as a consequence of omission or carelessness on the part of Client staff the implementer will be entitled to payment for the rework or extended work;

1.9.11 Claims for standing time

Where the implementer wants to claim standing time or rework notification of intention to claim must reach the Client Contract Manager within one business day of the event taking place;

1.9.12 Maintain a harmonious team atmosphere at all times

Ensure that team members conduct themselves courteously, constructively and harmoniously and take measures to discipline and, if necessary remove, staff members who become contentious, argumentative or who generate strife;

1.9.13 Notwithstanding the above, Client will NOT pay the Implementer for:

1.9.13.1 Implementer under quoting or under estimating scope

None of the above should be taken as indicating that Client will pay for under quoting or under estimating on the part of the bidder;

1.9.13.2 Implementer sloppiness

Where work has been done by implementer staff that is sub-standard or contains excessive errors indicative of a lack of precision and attention to detail Client reserve the right to “stop the clock” and postpone further work sessions until the work has been redone to an acceptable standard;

1.9.13.3 Implementer team member lack of knowledge or experience

Where Implementer team members are found to lack the knowledge or experience necessary to play their role.

1.10  General Requirements

The overall requirements for the software and solution are as follows:

1.10.1 The software solution shall either comprise a total solution using standard modules from standard packages (which is the preferred solution) or a combination of standard modules integrated with specialist third party modules.  Limited customization may be permitted but is NOT encouraged.

1.10.2 Where it is necessary to integrate with existing systems then appropriate provisions must be made in the Bill of Services and an appropriate contractual agreement with that party must be supplied as part of the Offer Pack;

1.10.3 Where the offering comprises entirely standard software the vendor must warrant at proposal stage that all requirements can be met with the standard software with proper configuration and must include a written guarantee to this effect in their proposal offer.

Configuration of the software must at all times reflect the practical reality of the business as determined by the Client Project Team.  Where there are differences of opinion within the Client Project Team the view of the Executive Sponsor, advised by the Client Project Facilitator will be final.

The lead Implementer Solution Architect responsible for designing the configuration must be highly experienced and be able to operate comfortably at the Executive level and evidence strategic thinking abilities at a level that ensures that the final solution is strategically appropriate and meets long term strategic goals.

1.10.4 Submission of an offer constitutes an implicit guarantee that in the event of it being found that the standard package does NOT fully meet the requirement, the standard package will be modified by the vendor as required or custom development undertaken around the standard software at no extra cost.  A formal certificate confirming acceptance of these ter is provided in Section 10 of this file and is a necessary pre-requisite for the offer to be considered.

1.11   Project Governance – Project Board and Project Management Team

Refer to Section 2 of this document for details of proposed governance and to section Section 2.3 for details of proposed regular project meetings relating to the overall management of the project.

The key roles on the project are:  (should Client CFO be included here)

1.11.1 Client Executive Sponsor – Client CEO -- Client CEO.

1.11.2 Client Internal Systems Executive – Client Executive

1.11.3 Client Project Facilitator – Dr James Robertson 

1.11.4 Client Contract Manager –  Client Manager Xxx

1.11.5 Software Vendor Executive Sponsor

1.11.6 Lead Implementer / Integrator Project Director

1.11.7 Lead Implementer Team Leader

1.11.8 Lead Implementer Strategic Solution Architect

1.11.9 Lead Implementer ERP and Finance Specialist

Implementers are invited to make suggestions for improvement.

1.12   Key Personnel

1.12.1 Bidders must provide a list of the key personnel who will work on the project together with CV's of each of the key personnel as part of their offer as well as other documentation supporting the knowledge and experience that qualifies them for their proposed role.

1.12.2 Senior key personnel must attend the short list proposal presentations (Stage 2) and must be contractually bound to the project;

1.12.3 Key personnel may be interviewed during the short list process (Stage 2) with regard to their knowledge and experience and availability for the project; 

1.12.4 Client reserves the right to decline any key person put forward at the proposal presentation or during subsequent negotiations;

1.12.5 Once the contract has been awarded substitution of key personnel will only be considered in the event of death or serious injury or major illness or other unavoidable circumstance;

1.12.6 Bidders and key personnel are expected to guarantee the availability of key personnel for the duration of the contract – a certificate to this effect is required with regard to each key person put forward and must be signed by the employer, the prime contractor if different to the employer and the team member themselves.  “Transfer to another project”, "received an offer of better employment" or “leaving the country” are NOT acceptable reasons for substitution;

1.12.7 If for any reason any of the key personnel has to be substituted, they may only be substituted by personnel with equivalent knowledge, experience and proven track record.  The need to substitute, plus the details of the person it is proposed to substitute with, must be presented in writing at a formal meeting with Client called to discuss the situation;

1.12.8 Client has the right to veto substitution; if necessary the vendor may have to sub-contract such a team member back in for the duration of the project.  Switching losses including rework and “getting up to speed” of a substitute will be for the account of the implementer;

1.12.9 Failure of the implementer to comply with this requirement may result in cancellation of the contract or suspension of the contract until the implementer complies.  Client will NOT be liable for any costs associated with such contract suspension or termination;

1.12.10 The project will NOT proceed in the absence of the full complement of personnel that formed part of the offer;

1.12.11 Should it be found at any time that a key person does not evidence the level of knowledge, experience and ability presented in the tender submission Client reserves the right to require the replacement of that person;

1.12.12 Key personnel must be available as required at reasonable levels of involvement for critical inputs throughout commissioning and for the first year after formal handover in order to ensure continuity of knowledge and experience of the solution.  In the event that they leave the employ of the Implementer the Implementer will be required to sub-contract them in when required failing which Client reserves the right to contract them directly.

1.13   Track Record

Proposers must furnish comprehensive evidence of their knowledge and experience of implementing the proposed software in Xxx AND in Xxx.  References with contact telephone numbers and email addresses must be furnished and site visits will be required in the case of short list (Stage 2) bidders.

References and reference sites must be logically relevant to Client.  Use of generic non-relevant references or reference sites may result in proposers being disqualified.

1.14   Extent of Work – Project Schedule

Proposers must furnish a high level project schedule based on the Bill of Services (same level of detail and same Work Breakdown Structure).

The final project schedule must be developed to a level of management detail of not more than two weeks elapsed time per work breakdown structure element such that the exact progress of the project relative to plan can be accurately reported at monthly project board meetings.  Any particular work package should be “not commenced”, “in progress” or “completed” at monthly project status meetings and may not be “in progress” for more than one monthly project status meeting – if this rule is broken an orange flag is to be raised and if an activity runs over three status meetings a red flag is to be raised.

James Robertson will give guidance as to how to quickly and effectively build a Gantt Chart to the required level of detail.

1.15   Retention

A performance retention of 10% will be withheld on all interim payments against the following major milestones:

1.15.1 Completion and signed acceptance of the Laboratory Configuration – that is, the entire configuration is accepted for deployment in the business – see certificate in Section 10 of this file.  On acceptance of this certificate 50% the of retention amount withheld to this point will be paid;

1.15.2 Formal declaration of project completion and final handover to Client – at this point the software must have been in FULL operation and fully bedded down and stable with all practical operational issues resolved for thirty days to the satisfaction of the Executive Sponsor – balance of retention will be paid.  See certificate in Section 10 of this file.

1.15.3 Software licenses will be paid as the software is deployed or users are added in the production environment.  Software licenses are not payable for the Laboratory phase.

1.16   Conditions for Proposals

All Proposers responding to this Request for Proposal must meet the following conditions in order to be considered.  See also the Bid Compliance Checklist in Section 7 of this file and the Bid Adjudication Schedule in Section 8 of this file:

1.16.1 Proposers MUST attend the Request for Proposal briefing; 

1.16.2 Proposers must complete all the bid for;

1.16.3 Proposal documentation must be structured according to the Table of Contents provided in Section 9 of this file;

1.16.4 Proposers must fully complete the Schedule of Software, the Bill of Services and the Compliance Checklist;

1.16.5 The submitted price proposal must be based on the Bill of Services;

1.16.6 The proposal must include a covering letter clearly stating the name of the firm and the name, address, and telephone number of the proposer’s representative;

1.16.7 Proposers must certify that they have received, read and understood the Request for Proposal and all accompanying documents and that their proposals take full account of the contents of these documents;

1.16.8 The proposer must address all of the requirements as stated in this document;

1.16.9 The proposer must identify all major (principal) requirement cost driver components in the specification and appendices which drive a cost contribution in excess of R25,000 over and above the standard software product that is being offered – this item relates to implementation costs and contract terms;

1.16.10 Proposers who fail to fully respond to the principal requirements in this Request for Proposal may not be considered;

1.16.11 Proposers must submit five (5) bound copies of their proposal, structured in accordance with the prescribed Table of Contents in Section 9 of this file, to Client together with a full electronic copy on CD;

1.16.12 All proposals submitted must include a section number index, and all pages of the proposal must be numbered on a per section basis;

1.16.13 Proposers must include the Bill of Services cost schedule both in hard copy and electronically -- fully completed – the hard copy must be initialled on every page;

1.16.14   Proposers must return one copy of this Request for Proposal with EVERY PAGE initialled to signify that the Proposer has read and accepts the entire document.  This copy must also be submitted electronically as a scanned pdf;

1.16.15 The organization submitting the proposal shall furnish such additional information as Client may reasonably require during the evaluation process;

1.16.16 Client shall NOT be liable for any costs incurred by bidding organizations in participating in the bidding process – stages 1 and 2;

1.16.17 Client reserves the right to visit the premises of the proposer if deemed necessary;

1.16.18 Any false declaration of information may result in the exclusion of the proposal from consideration.  If a false declaration comes to light once work is in progress all costs associated with consequential impacts of the false declaration will be for the account of the Prime Contractor.  In such event that such false declaration results in direct costs to Client, Client reserve the right to deduct these costs from the Retention or other payments;

1.17   Multi-Party Proposals through a Single Prime Contractor

Client requires a single provider, named the “Prime Contractor”, to offer a complete solution. This solution may comprise one or more standard software products or modules from one or more Software Vendors implemented by one or more Implementation Service suppliers.  Prime Contractors may assemble any mix of products and implementation, integration, project management and technology related service providers as they deem most appropriate.  The Prime Contractor may be a Software Vendor or an Implementation Firm;

1.17.1 There must be a clearly defined Prime Contractor and clearly defined contractual arrangements between the Prime Contractor and each of the other partners;

1.17.2 The Prime Contractor will be held accountable for providing all partner products and services as accepted on award of the contract;

1.17.3 The Prime Contractor should also furnish a document signed by each sub-contractor / partner confirming their agreement with all elements of the proposal relating to their services and software as well as their commitment to the project for its entire duration;

1.17.4 The Prime Contractor must accept full technical and contractual accountability and liability for the performance of all sub-contractors / partners;

1.17.5 The Prime Contractor is required to quote for all services associated with the complete deployment of the solution.

This includes:

1.17.5.1 Detailed requirements analysis 

1.17.5.2 Gap analysis

1.17.5.3 Customization if found to be necessary

1.17.5.4 Configuration

1.17.5.5 Testing – including setting up and running a laboratory to test the configuration

1.17.5.6 Commissioning (Implementation)

1.17.5.7 Post implementation support

1.17.5.8 Hot line / help desk support

1.17.5.9 Other support

1.17.5.10 Updates and upgrades

1.17.5.11 Enhancement

1.17.5.12 Other services as may be required from time to time

The full scope of work is set out in the Bill of Services

1.18   Key Contact Person

Bidders must nominate a Key Contact Person who will receive all correspondence with regard to the bid and who will be responsible for ensuring that all other members of their team are updated with such additional information.  Client ONLY accepts responsibility for making such information available to the Key Contact Person.

1.19   Assistance to Organizations Submitting Proposals

Proposers may address requests for information or clarification by email to the following people please include both of these people in all correspondence.  Replies will be made by email to ALL organizations that have been invited to bid:

xxx – Contract Manager

Dr James Robertson – Strategic Advisor to Client at James@JAR-and-A.com

Cut-off for questions is 16h00 two business days before the due date for submission of offers to Client – that is Wednesday the 23rd of May2014.( James, please confirm)

1.20    Final Approval

Offers will be adjudicated in accordance with the process and schedule set out in detail in the “Procurement Schedule” in Section 5 of this document.

Client reserves the right to accept any offer that is presented and reserves the right to reject all offers if it sees fit.

1.21   Timing

The timing of the procurement process will determine the commencement date of the project.  The successful bidder is expected to commence work within three weeks from acceptance of the final fixed cost proposal and plan and signing of the contract.

1.22   General Notice

The selection of the preferred contractor will be based on the criteria in the Bid Adjudication Schedule in Section 8 of this file.

As such, whilst cost is extremely important, the lowest cost offer will not necessarily be successful.

Client reserve the right to terminate the process at conclusion of stage 1, 2 or 3.

If proposals do not comply with the terms of this RFP, such proposal may not be considered and may be disqualified.

Should you need to know more about Client please visit our website at http://www.Client.com/

2.     Project Governance and Roles

The approach to Project Governance has been developed in order to maximize Client engagement and ownership of the solution while at the same time creating a framework that allows the successful bidder to manage deliverables and risk against a fixed price.

 

Bidders are invited to submit suggestions for improvement.

 

The overall project governance and management structure is discussed below:

 

2.1          Overview of governance

The governance proposed comprises the following major components:

2.1.1      Client Executive Sponsor – Client CEO:

The ultimate customer and customer authority -- Client CEO Client CEO;

 

2.1.2      Client Internal Systems Executive – Client Executive

 

Xxx is the General Manager of Sister Company, sister company to Client and is responsible for the in-house software systems and also the xxx devices.  Close collaboration will be required with regard to sharing data between the Financial Suite and the operational software;

 

2.1.2      Client Business Team Leader– Client CFO:

The owner of the detailed business requirement and responsible for the business team, reports directly to the Client Executive Sponsor.  Ensures that the business requirement is accurately documented and fully satisfied, ensures that the most appropriate personnel form part of the business team and that they participate to the extent necessary – Client CFO Client CFO;

 

2.1.2      Client Contract Manager –  Client Manager Xxx:

Handles contract management together with Client legal affairs manager and coordinates and directs the Client team and their input –  Client Manager Xxx;

 

2.1.3      Client Project Facilitator – Dr James Robertson PrEng:

Reports directly to executive sponsor and translates and shapes overall requirement and direction in close consultation with Contract Manager.  Facilitates input from and coordination between all high level parties as agent of and advisor to Client --  Dr James Robertson PrEng;

 

2.1.4      Implementer Executive Sponsor:

Heads up the Implementer team with mandate from the Prime Contractor team and their respective organizations to direct the project at a high level.  Preferably a director of the Prime Contractor.  Interacts closely with the Client Executive Sponsor and Client Project Facilitator and other members of the Project Management Team;

 

2.1.5      Prime Software Vendor Executive Sponsor:

(if different from the Implementer Executive Sponsor). Represents interests of the Prime Software Vendor at monthly meetings and other foru.  Assisted by the Vendor staff member who was involved in the sale.  Preferably one and the same person;

 

2.1.6      Implementer Team Leader:

Runs the project for the Prime Contractor on a day to day basis reporting directly to the Implementer Executive Sponsor and manages the Implementer Team.  This is NOT a classic IT Project Manager role it is a leader, that is giving direction and exercising initiative, role;

 

2.1.7      Implementer Strategic Solution Architect:

This is an extremely experienced solution Architect who demonstrates a robust intuitive understanding of the Client business and business generally and who guides the Implementer Project Team in ter of technical content with regard to configuration, data and all related subjects.  This person is of comparable seniority to the Implementer Team Leader or may  be more senior but has NO line authority.  This person reports directly to the Implementer Executive Sponsor and NOT the Implementer Team Leader / Project Manager.  The Implementer Strategic Solution Architect will work closely with the Client Project Facilitator in crafting a precision solution for Client.  The Implementer Strategic Solution Architect is expected to facilitate all major design workshops in consultation with the Client Project Facilitator and to conceptualize and manage the integration of the entire solution;

 

2.1.8      Business Advisory Team:

Client subject matter experts encompassing all functional areas to be supported by the system.  Ensure business and technical requirements are comprehensively documented and functionally correct and accurately implemented;

2.1.10    Implementer Finance Suite Team Leader:

This is an Implementation Consultant with considerable knowledge and experience of the application of the ERP and Finance Modules of the Core Software.  May be the overall team leader in this case;

 

2.2          Detailed specification of roles

These roles are discussed in more detail below:

 

2.2.1      CEO as Executive Sponsor – Client CEO

The role of the Executive Sponsor is as follows:

 

2.2.1.1    Ultimate business and contract executive accountability for the project

 

2.2.1.2    Contract management through Contract Manager so that Executive Sponsor role is kept as limited as possible

 

2.2.1.3    Advised and guided by Project Facilitator as trusted advisor

 

2.2.1.4    Custodian of the integrated business view of the solution

 

2.2.1.5    Does NOT require technical knowledge – owns the question “does this ACCURATELY represent the business?”

 

2.2.1.6    High level directional decisions only

 

2.2.1.7    Supported by Business Advisory Team with regard to detail

 

2.2.2          Contract Manager – Client Manager Xxx

2.2.2.1    Direct accountability to Executive Sponsor;

 

2.2.2.2    Day to day management of Implementer advised by Facilitator;

 

2.2.2.3    Day to day line responsibility for routine matters relating to non-executive members of the Client project team;

 

2.2.2.4    Peer to peer liaison with other Client managers;

 

2.2.2.5    Day to day contract management and contract administration with Project Facilitator (external advisor);

 

2.2.2.6    Works closely with Project Facilitator in putting the project together, running the procurement and running the project – this is the business manager most intimately involved with the day to day running of the project.

 

2.2.3          Project Facilitator – Dr James Robertson PrEng

2.2.3.1    Highly experienced Business System specialist – “Business System Engineer”;

 

2.2.3.2    Trusted advisor to the Executive Sponsor and the business;

 

2.2.3.3    NOT an executive position (facilitator);

 

2.2.3.4    Operates through peer influence with Client managers in Business Team;

 

2.2.3.5    Tough quality management of contractor as agent of sponsor in partnership with the Contract Manager;

 

2.2.3.6    Authority by proxy;

 

2.2.3.7    Translator between the Business and the Implementation Contractor;

 

2.2.3.8    Consolidated, integrated view of the business and required solution;

 

2.2.3.9    Intuitive strategic insight into the business;

 

2.2.3.10 Knows what works and what does not – mature OWN experience;

 

2.2.3.11 Independent thought leader – retains this relationship throughout;

 

2.2.3.12 Guides overall project communication;

 

2.2.3.13 Close liaison with Implementer Executive Sponsor.

 

2.2.4          Implementer Executive Sponsor

2.2.4.1    Director of the Implementation Contractor with Executive Mandate to run the project on behalf of the Integrated Implementation Team.

 

2.2.4.2    Reports directly to Client Executive Sponsor, highest point of relationship management between client and Implementation Team.

 

2.2.4.3    Operates on a peer level with Client Project Facilitator.

 

2.2.4.4    Gives direction to Implementer Project Manager.

 

2.2.4.5    Deep and mature experience of implementing the Financial Suite of choice – knows the product well.

 

2.2.4.6    Strategic thinker who understands the essence of Client business and how to support it to thrive.

 

2.2.4.7    Results orientated, gets things done, quick and effective decisions.

 

2.2.4.8    Able and willing to mobilize specialists from their organization as required.

 

2.2.5          Software Vendor Executive

Attend monthly Project Board meetings to hold Implementer accountable from the Software Vendors perspective.

 

2.2.6          Project Board

The project Board comprises the Executive Sponsor, Business Team Leader, Contract Manager, Project Facilitator and Implementer Project Director, Implementer Team Leader and such other personnel as may be identified during detailed project design.

 

The role of the Project Board is to provide overarching integrated governance, assurance to Client Board and shareholder as well as coordinated liaison across the entire project.

 

The Project Board will meet monthly to discuss all executive level issues that require attention, resolution or direction.

 

2.2.7          Business Advisory Team

 

2.2.7.1    Managers representing each and every significant business area impacted by the project, both support and operations;

 

2.2.7.2    Supported by other staff for day to day activities;

 

2.2.7.3    Collectively represent the entire business;

 

2.2.7.4    Ensure overall direction and decisions ACCURATELY fit the business;

 

2.2.7.5    Ensure that all key role players within the business engage fully;

 

2.2.7.6    Advise the Executive Sponsor on overall direction and policy with regard to the project and associated business change;

 

2.2.7.7    Ensure that both legs of every integration component work effectively;

 

2.2.7.8    Advise the Project Facilitator and Implementer Project Manager with regard to ensuring full business complexity is accurately taken into account;

 

2.2.7.9    Appoint, manage and take responsibility for those individual members of the Business who represent their areas of responsibility;

 

2.2.7.10 Underpin and support Executive Sponsor’s mandate and thereby Contract Manager and Project Facilitator mandates.

 

2.2.8          Implementer Team Leader

 

2.2.8.1    Day to day Project Management and running of the project.

 

2.2.8.2    Reports directly to Implementer Project Director.

 

2.2.8.3    Highly experienced with implementation of chosen system.

 

2.2.8.4    Significant Transport industry experience a major recommendation.

 

2.2.8.5    Oversees all project administration, project schedule, budget, workshop coordination and all other project management and administration tasks.

 

2.2.8.6    Oversees all project specialists and responsible for all day to day project staffing issues.

 

2.2.8.7    This is a leadership role NOT an administrative role, administrative tasks may be delegated.

 

2.3               Reporting and Monitoring on the Project

Reporting and monitoring will take place as follows:

 

2.3.1          Weekly Project Meeting for coordination of progress and to address issues relating to day to day project progress;

 

2.3.2          Monthly Project Board meeting at which formal progress will be reported in terms of work packages scheduled for completion versus actual completion and all associated issues will be addressed;

 

2.3.3          Quarterly Project Board meeting to assess overall status;

 

2.3.4          Joint Business Team meeting monthly for the purpose of overall solution design coordination;

 

2.3.5          Detailed Project Specialist and other meetings as required.


 

3.     Critical Implementer Selection Criteria

The buying decision will be a composite of the most suitable software AND a high level of certainty that the implementer team is able to deliver a high quality outcome and can be held contractually liable for damages that result to the business in the event of a failed or sub-optimal implementation.

The following Critical Success Factors will be applied in selecting the implementer:

3.1   Strategic understanding of, and insight into, the business – including what makes it thrive

Understand our business and where we are going to take the business.  Demonstrate an intuitive feel.  Communicate this in the opening sections of the submission, during the site visit and in the presentation;

 

3.2   Maturity and executive custody

Mature and experienced project team leadership (sponsor, team leader and other key team members).  Contractually named and committed senior team members approved by Client who remain on the Project for the full duration of the Contract and cannot be removed by the implementer.  These team members must provide thought leadership and be able to interface effectively with Client executives.

 

The account executive who markets the contract should remain on the project team and remain accountable for his undertakings for the duration of the contract.

 

3.3   Industry Track Record

Track record with comparable client businesses.  Demonstrated commitment to working in partnership.  Size of backup and support.  Implementation experience over a variety of relevant organizations.

 

3.4   Implementer track record in Xxx

Experience of implementations in Xxx would be a recommendation;

 

3.5   Legally accountable

Software company and Implementer accept accountability for their actions and advice including go-live certification.

 

Willing to sign a robust legal contract which addresses all points in the bid documentation and other points that may be identified during negotiations after the contract is awarded.

 

Submission of a price proposal will be taken as signifying willingness to comply with these ter:

 

3.6   Fit for purpose

The software company and implementation partner must certify in writing that the software is fit for purpose and will work effectively for all divisions of Client.

 

3.7   Team members to be contracted

The following key team members are to attend the formal short list (stage 2) bid presentations.  CV’s are to be provided and Client may interview each person privately in order to satisfy themselves that the candidate is suitable.

 

Once accepted a team member may not be removed from the project by the Implementer except in extreme circumstances such as death, serious long term illness or serious long term injury.

 

Team members to be contracted are:

 

3.7.1          Implementer Project Executive Sponsor;

 

3.7.2          Implementer Strategic Solution Architect;

 

3.7.3          Implementer Team Leader;

 

3.7.4          Implementer Financial Suite team leader;

 

3.7.5          One person may fill more than one of these roles provided they are suitably qualified.

 

3.8   Software vendor liability

The software vendor is liable for business damage or disruption that results in quantifiable financial loss consequent on software defects.  Guaranteed turnaround time for rectification of mission critical defects that impair business operation.

Guaranteed turnaround for rectification of defects that impair business operation.

 

3.9   Implementation partner liability

The implementation partner is liable for business damage or disruption that results in quantifiable financial loss that is NOT consequent on negligence by Client personnel or on project policy decisions taken by Client personnel that go against a written dissenting opinion tabled by the implementer.

 

A certificate from the insurer confirming that the Prime Contractor carries Professional Indemnity Insurance at a level commensurate with the scale of the offer price and magnitude of possible damages.

 

Force majeure is excluded from liability.

 

3.10                        Right to maintain and repair

The software company and implementation partner will be required to contractually recognize the right of Client to maintain and repair the software installation in perpetuity subject to commercially valid (market related) license fees being paid.

 

This includes but is not limited to:

 

3.10.1      Right to decline an upgrade and receive open ended support on the current version at reasonable rates;

 

3.10.2      Right to a copy of the source code and development environment if such support is declined;

 

3.10.3      Right to the source code if support is withdrawn for any reason other than breach by Client or force majeure;

 

3.10.4      Six months to reinstate support after force majeure failing which support will be deemed to have been withdrawn permanently;

 

3.10.5      Other measures necessary to ensure that Client are able to use the software forever if required.

 

3.11                        Implementer Go-Live Certificate

Implementer to certify in writing that the installation is ready to run live and accept liability for damages if live operation is unstable or unreliable at a level that causes business damage as a consequence of acts or omissions on the part of the Implementer team.

 

3.12                        Software Vendor Go-Live Certificate

Software company to certify in writing that the installation is ready to run live and accept liability for damages if software is unstable or unreliable at a level that causes business damage when in production – this clause applies even after go-live.

 

3.13                        Deliver on deadlines and budget

Bidder must evidence a history of projects where deadlines and budgets have been consistently met – document with contactable references;

 

3.14                        Methodology

Proven implementation methodology customized to the specifics of this client and project;

 

3.15                        Willingness to comply with Laboratory requirements

Willing to run laboratory to our specification and timeline – refer Section 4 of this document and the Bill of Services.

 

Do not run live until the entire configuration has been fully tested in the Laboratory and signed off by relevant parties, refer specification below and details in the Bill of Services.


 

4       Business Systems Laboratory

Refer to separate document.

 


 

5       Procurement process

The procurement process to be followed is set out below:

Overview

The overall procurement approach will comprise a three stage process directed at converging on a well-considered binding fixed price for the entire configuration, customization and commissioning of the final selection of systems (Financial Suite, Data Warehouse and associated specialist modules) for Client.

 

This process is outlined below – dates are set out in the schedule at the end of this section and in the Procurement Schedule:

 

Stage 1:

Issue of a Request for Proposal and associated documents to identified core software vendors and other invited parties.

 

The issue of the documentation will take place at a formal briefing on the 8th of May 2014. (James please confirm, as this was adjusted this morning) The vendors will take the documents for review and comment by prospective implementation partners.

 

Vendors will be required to indicate the Implementation Partner/s (Prime Contractor) of choice and their commitment to bid on the final RFP by 17h00 on the 5th of May 2014

 

This stage will take bidders through a structured process to enable them to understand the nature and scale of Client’s business together with the headline requirements directed at enabling each bid team to make a formal submission to Client accompanied by a formal written proposal containing a fixed price offer.

 

Bidders may submit requests for further information or clarification, such requests must be made in writing by email and replies may be copied to all short list bidders.

 

Offers are to be submitted by not later than the 22nd of May 2014 at Client Offices.  First round offer is for an all-inclusive price with a tolerance of 30%.  In other words, the final fixed price may NOT exceed the initial offer by more than 30%.  This is to discourage under-quoting in the first round.

 

Review and adjudication of received submissions is expected to reduce the list of bidders to be taken forward to Stage 2 to a short list of around three bidders.  Adjudication is scheduled to be complete by Close of Business on the 30th of May2014.  Client reserves the right to contact any bidder during this period for clarification of the offer;

 

Stage 2:

Stage 2:

The short list bid tea will each be required to arrange a visit to a reference site during the period from the 5th to the 13th of June.

 

Bidders will be given a four hour private session with the Client team so that both sides can clarify any issues that require attention.  These sessions will take place from the 5th to the 13th of June.

 

The short list bidders will each be allocated a three hour session at which they will formally present their offers revised to take account of the abovementioned sessions.  These offers are to be to a tolerance of 15%.  While preparing their presentations they may seek clarification or amplification from Client.

 

These sessions will include walkthroughs and presentations of their software offerings.  This presentation will be to the Client evaluation team;

 

On the basis of the above representations and submissions Client will identify a single preferred bidder to proceed to Stage 3 not later than close of business on the 27th of June 2014;

 

Client reserves the right to revisit this selection should unforeseen obstacles be encountered with the selected bidder in Stage 3;

 

Stage 3:

The final stage of the procurement process will grant the successful bidder a month to undertake full discovery, analysis and documentation of the Client business requirement in order to arrive at a fixed contract price for the balance of the project.  This work will take place against a fixed fee stipulated in the original and revised offers and subject to the same tolerances as the overall price.  During this period the project schedule will be fully developed and agreed and the contract and all other related matters will be finalized by close of business on -the 31st of July 2014.

 

Work is scheduled to commence on 04th of August 2014 subject to Board approval.

 


 

[JAR UK1] 

 

6       Headline Requirements and Reference Documents

The headline requirements are contained in Section 3 of the tender files.

 

The reference documentation is contained in Sections 11 onwards of the tender files.

 

7       Conclusion

A robust procurement process geared towards achieving a robust and cost efficient solution that will serve Client for at least the next twenty years has been set out.

Client are seeking a long term partnership with a Vendor – Implementer combination that is a close strategic and cultural fit and capable of sustaining a highly successful long term business partnership.

We look forward to receiving your offers

 

 

Client CEO

Chief Executive -- Client


 [JAR UK1]Client Manager please replace this schedule once we have finalized our plan

Download 01 Request for Proposal for Business Systems Solution in Microsoft Word docx format


print
The comment feature is locked by administrator.
Sort by:


Random Selection of Articles by Dr James Robertson

Std 023 Procurement: 01 Large Project -- Request for Proposal for Turnkey Solution

This is the RFP for larger projects referred to above, the document is too long to include on this webpage but is attached below
SNw 057 Business System Failure – HOW do you recognize it?

Many executives and managers do NOT know how to recognize business systems failure.  They have failed systems right at their finger tips, gauged by the standards advocated on this website, BUT they do NOT realize that they are at some level failures and, because they do NOT recognize failure they do NOT recognize either the need OR the opportunity to DO something about it

Subscribe to our StratNews newsletter

Click here to send us an email subscribing to our free newsletter -- all articles posted by James Robertson will be emailed to you

Dr James A Robertson PrEng The ERP Doctor

Business Systems NOT delivering?

Call the Business Systems Specialist

Dr. James Robinson

Dr James A Robertson -- has been involved in the effective application of Business Information Systems, including but NOT limited to ERP, since 1987 and in the profitable and effective use of computers in Business since 1981.

Drawing on a diversity of experience, including formal military training in Quick Attack techniques at the Regimental Commander level, Dr Robertson has developed highly effective methods of investigating any sub-optimal Business Information Systems situation -- be it an established system or a stalled project or any other source of Executive frustration -- quickly and concisely diagnosing the root cause of the problem and prescribing concise practical actions that Business Executives can effectively act on see the Pulse Measurement page and also the Sample Reports page for redacted real reports.

He has also developed highly effective methods of strategically enriching systems to unlock the full potential of existing investments, see the Precision Configuration page and couples this to architecting small pieces of clever software that harness the full potential of your investment, see the Software page.

If you are having problems with your systems, your project or your IT Department, call The Business Systems Specialist
James@James-A-Robertson-and-Associates.com

Business System Failure is RIFE -- we offer insight into why this happens AND WHAT is required to prevent it.

Failure is at epidemic levels with massive damage done to client companies -- if you are NOT aware of the extent of the problem please visit the About Failure page for a catalog of major failures running to billions of Pounds and Dollars.

All evidence indicates that the established players do NOT know how to deliver stable, reliable high value solutions that WORK.

There HAS to be a better way!

This website provides information relating to that way with a large collection of white papers, presentations, standards documents, etc that you can use to start bringing the situation under control

We also offer high level advisory services with regard to the application of the principles advocated on this website

We offer an ENGINEERING APPROACH to addressing these issues

Click here to read more about the Engineering Approach

By Engineering I mean the formal, structured, highly disciplined, highly systematic, highly practical approach that consistently delivers results in ALL areas of human endeavor where formally trained and certified engineers are the ONLY practitioners permitted to operate -- think large buildings, factories, motor vehicles, aircraft -- highly complex systems that work at a level that we take it for granted that they WILL work and where failure is all but unthinkable and, when it happens, attracts immediate public attention and rigorous investigation directed at ensuring that such failures are prevented in the future -- in fact, everything that the management consulting industry that implements complex software systems is NOT

This approach is discussed further on the Engineering Approach page.

Book -- The Critical Factors for Information Technology Investment Success

In 2003 I undertook an in-depth analysis of all the information and experience that I had gathered with regard to the factors giving rise to Business Information System failure including ERP and general IT and classified this information into a number of categories including "The Factors Causing Failure" and "The Critical Factors for Success" based on this I developed a two day Course "The Critical Factors for Information Technology Investment Success" which is still offered today.

Based on this I wrote the book of the same name, which is available in electronic form here for download:

Connect with James Robertson on LinkedIn

James has a very detailed profile on LinkedIn should you require further information about him.

You can also connect with him on LinkedIn at http://www.linkedin.com/in/DrJamesARobertsonERPDoctor

James has an open networking profile -- click on "Connect" and use email address James@LinkedIn-at-JARA.com.

Contact Us

You can contact us on

Email: James@James-A-Robertson-and-Associates.com

LinkedIn at http://www.linkedin.com/in/drjamesarobertsonerpdoctor

Facebook at https://www.facebook.com/james.a.robertson.393

Mobile: +44 (0) 776-862-2875

Landline: +44 (0) 207-059-0007

Fax: +44 (0) 844 774 4580

Articles by James A Robertson and Associates

There is a large body of white papers, articles and other content produced by Dr James Robertson available on this website

Please click here to visit the detailed listing of articles


Random Selection of Articles by Dr James Robertson

Cnf 064 Engaging the Board in Strategic Information Technology Decisions

The Governance of Information Technology is fraught with difficulties and presents real challenges to the Board of Directors and particularly non-executive Directors to determine whether the organization is running this element prudently and effectively, this presentation discusses a number of factors to be taken into account in managing the technology
Cnf 065 The REAL Issues in IT Audit

An overview of the Critical Factors for IT investment success and the factors causing failure from an Audit perspective and presentation of a Critical Issues based audit investigation framework directed at identifying the REAL health of IT from an Audit perspective
SNw 057 Business System Failure – HOW do you recognize it?

Many executives and managers do NOT know how to recognize business systems failure.  They have failed systems right at their finger tips, gauged by the standards advocated on this website, BUT they do NOT realize that they are at some level failures and, because they do NOT recognize failure they do NOT recognize either the need OR the opportunity to DO something about it
Cnf 063 Information Technology -- The Harshest Judge of Governance

Information Technology projects fail frequently and one of the key aspects of failure is a failure of governance with particular emphasis on executive custody, this presentation discusses the importance of executive custody and associated governance in achieving high value business information system project outcomes and also discusses a number of other related factors including strategic alignment
Sem 04 7 Steps to FIX your ERP

A new element recently added to a number of existing seminars and presentations outlining seven practical measures that can be taken to FIX your ERP or other business information system
Cnf 080 Why your ERP is not delivering and how to fix it

One hour conference presentation regarding the major factors that give rise to ERP investment failure and how to achieve success.

Defines some fundamental principles that are of vital importance to any organization that is implementing or operating any Business Information System

ArticleTagCloud for Articles Published by James A Robertson and Associates

7 steps to FIX your ERP      80:20 regarding software replacement      aborted projects      abstract      abstractness      accounting      actionable      adjudication      Advantage Data Transformer      advisory      agreement      all possible classifications      all reports      all software elements required      all spreadsheets      all tasks required to execute the project      Alpha Omega      analysis of data      analytics      animation      answers to the questions we have NOT yet thought to ask      Armscor      arrogant ignorance      art of strategic business information system project leadership      ASCO      attendance register      attorney      audit      audit cost reduction      bankrupt organizations      basis for achieving alignment      basis of payment      basis of pricing      better way      bid adjudication      bid adjudication score sheet      bid compliance      bid compliance checklist      bill of materials      bill of services      BIS      BIS failure      BIS success      boots in the mud      BPM      BPM dangerous      BPM distracting      BPM ineffective      brainstorming      break it until it does NOT break anymore      break it until it will NOT break any more      budget      budgeting      business engagement      business executives      business improvement      business information system      business information system failure      business information system success      business information system taxonomies      business information systems      business information systems procurement      business information systems projects      business integration      business intelligence      business intelligence models      business knowledge and experience      business participation      business process      business process mapping      business requirements focused      business requirements specification      business simulation laboratory      business systems      business systems laboratory      business understanding      by the book      care      case studies      case study      CEO      CEO -- project leader communication      CEO as custodian      CEO definite views      certificates      challenges      challenging presentations      change facilitation      change for strategic reasons      chart of accounts      classification schemes      clever software      client changing scope      client compact      clinical codes      coaching      Cobol      COBOL CAN be retained      Cobol still viable      code schemes      coding conventions and standards      cognitive span      collapse      communication      competitive advantage      competitive advantage through precision configuration      competitiveness      compiler      complexity      compliance      compliance checklist      comprehensive testing      Compuware      conference speaking      conferences      confidentiality      configuration      consultant NOT delivering what required      contract      contract certificates      contract law      contracting      contractors      corporate planning      cost      cost-quality-time      CPT 4      CPT4      critical factors      critical factors for IT investment success      critical factors for success      critical factors for technology success      critical human foundation      critical issues      critical issues analysis      critical requirements      CRM Risk Control      cubic business model      custom development      custom software      customer focused      data      data content      data engineering      data entities      data warehouse      DB2      definitions      design against failure      design and development      design for success      determination of strategic essence      determining strategy      diagnostic code      diamonds in the dust      differentiated      differentiation      diffusion of innovations      discovery      dislike of failure      dispute resolution      do NOT change systems because of alleged software redundancy      do things competitors could NOT do      document pack      Dr James A Robertson      Dr James A Robertson PrEng      dramatic benefits      dramatically improved strategic management information      driver of success      Dunning-Kruger effect      ease of use      economic collapse      economics      effective communication      effectiveness      efficiencies      efficiency      efficient filing of emails      eliminate light bidders      email      engineer against failure      engineered data      engineering      engineering approach      engineering approach to strategy      engineering failure      engineering laboratory      engineering services      engineering solution design      engineering techniques      enhance differentiators      enhance the differentiators      enhancing the value of your present investment      ensuring project success      enterprise resource planning      ERP      ERP configuration      ERP failure      ERP procurement      ERP success      ERP taxonomies      ERP value      essence IS different      essence of business      essence of the business and how it thrives      ethics      examples      exceptionally bad code design      executive briefing      executive briefings      executive custody      executive decision support      executive engagement      executive forum      executive frustration      expose hidden agendas      facilitation      factors causing failure      factors causing IT investment failure      factors causing technology failure      factors to manage for success      failure      failure to address soft issues      fashion      file table of contents      Financial Information System      financial information systems      financial management      fixing your ERP      focus for projects      folder design      foundation for delivery      full training      functional entities      future      Gantt Chart      gap analysis      general ledger      George Paton      go-live      go-live certificate      governance      governance = care      governance failure      group consolidation      Group Consolidation Chart of Accounts      growth      gut feel factors      hand holding      harshest judge of governance      hate failure      head count reduction      health management software      hierarchies      high level requirements      high road      high value      high value implementations      high value solutions      high value systems implementation      highly effective chart of accounts      holistic view of solution      how do you achieve executive custody      how the organization differentiates itself      how to      how to do it      huge opportunity      human foundation      hype      Hyperion      IBIS      ICD 10      ICD10      importance of executive custody      improved management information      in-box rules      incremental enhancement of existing systems      ineffectiveness      inefficiency      information required from third party suppliers      information technology      information technology failure      Information Technology Strategy      information technology success      Informix      in-house courses      innovative software solutions      innovator      inside head of CEO      insightful      instructions      intangible      integrated business information system      integrated view of business      integrity      intelligent data      interactive training material      interview      invitation to bid      isolated CEO = explosion      IT      IT and strategy      IT Audit      IT failure      IT governance      IT lies      IT management      IT mythology      IT non-performance      IT people who lie      IT personnel socialization      IT procurement      IT projects that fail      IT strategy      IT systems      IT systems procurement      IT the harshest judge of governance      James Robertson      Jof Nelson      key performance indicators      Kirsten Speer      knowledge management      laboratory      lack of an engineering approach      lack of precision configuration      lack of strategic alignment      lawyer      leadership      legal agreement      legislation      lies      list of required software      listen carefully      litigation      logical entities      loss information      low road      loyalty      MacDonald      maintain code schemes      maintenance      maintenance management      Malcolm McDonald      management      management information      managing contractors      manual      marketing hype      master data      master data classifications      master test data      mature facilitation      mature facilitator      measurable      measures of alignment      mentoring      Microsoft Outlook      misrepresentation      missing link      mistique      morals      Munich      mystique      mythology      new future state      New South Africa      no drill down      non-disclosure      NOT classic project management      obsolete is a fashion statement      obsolete software      old software IS viable      once software works it always works      on-line seminars      opportunities      opportunity to turn the economy around      organizing Microsoft Outlook      orientation of IT staff      own business experience      passion to enable clients to thrive      people are part of the system      personality matrix      planning      platform for a tough contract      precisio      precision      precision configuration      precision configuration advisory      precision configuration leadership      precision data      precision taxonomies      Predictive Index      preparatory steps      prescribed table of contents      presentation technique      presentations      preventing failure      preventing falure      preventing project failure      pricing      principles      problem statement      procedure code      process      processor ignorant of language      procurement      procurement timeline      professional speaker      Professional Speakers Association of Southern Africa      profitability      programming languages are for the programmer      project facilitation      project leader      project leader -- CEO communication      project leadership      project management      project management IT project management      projects      prove it works      PSASA      psychology      psychometrics      public conferences      public presentations      public speaking      Pulse Measurement      quality      REAL issues in Business Information Systems      REAL value      recognizing failure      redaction      reduced audit costs      reduced head count      reference documents      Reg Barry      regulatory body      relationship Almighty      relationship orientated      remediation of existing systems      Rennies Group      reports      reports not reliable      request for proposal      requirements specification      results orientated      RFP      right things      rigorous process      rigorous strategic planning      risk management      Robert Priebatsch      robust business information systems procurement      robust business systems procurement      robust contracts      robust procurement      robust solutions      SAICE      SAP ABAP is similar to COBOL      scheduling procurement      scientific professional      score sheet      screen design      seminars      SEPT      service orientated      Service Orientated Architecture      simple techniques to enhance business information systems value      simulation      sloppy configuration      SOA      socialization      software      software assets      software design      software does NOT wear out      software is instructions for the bricklayer      software schedule      software specification      software specification standards      solution experience      solution knowledge      South Africa      South African Institution of Civil Engineering      speaking      Spirit Led      standards      strategic      strategic advisory      strategic alignment      strategic analysis      strategic analysis and design      strategic business improvement      strategic custom development      strategic definition      strategic discovery      strategic driver      strategic driving force      strategic engineered precision configuration      strategic engineered precision taxonomies      strategic essence      strategic financial information      strategic gap analysis      strategic governance      strategic information      strategic management      strategic management information      strategic plan      strategic planning      strategic project leader      strategic snapshots      strategic software      strategic solution architect advisory      strategic solution architect leadership      strategic solution architecture      strategically designed chart of accounts      strategy      strategy defined      strategy focused planning      Strategy Snapshot Toolset      StratGap      StratSnap      strengthen differentiators      structured analysis      structured chart of accounts      substantial management information      succeed by engineering against failure      success      successful deployment      survive      system knowledge and experience      table of contents      tailored presentations      take notes      taxonomies      taxonomy      taxonomy software      technology      technology failure      technology issues      technology management      tender document pack      tender pack      tender pack table of contents      test data      testing      The Critical Factors for Information Technology Investment Success      the Critical Factors for Success      the essence of the business      the essence of the business and how it thrives      the essence of the organization and how it thrives      the factors causing failure      the first hour      The REAL Issues in Business Information System success      things right      third party suppliers      third world countries      thrive      time      tipping point      tough certificates      tough contract management      tough contracts      tough procurement      tough terms      training      training material      treatment code      understanding of data      understanding the engineering approach      Uniface      unlocking value      use different languages for new components      V3 Consulting Engineers      validation data      value      versus process      video      webinar      webinars      weighted factors      what is executive custody      what is strategy      what is the essence of this organization and how does it thrive      what to do      where is IT going      why executive custody is required      why the organization exists and how it thrives      why your business information system is NOT delivering and HOW to FIX it      why your ERP is NOT delivering and how to fix it      workflow      writer     

Search Articles

Table of Contents

Home

About Dr James A Robertson PrEng -- The Business Systems Doctor -- and Other Topics

Catalogue of Major Business Information System Failures

About the Engineering Approach

James Robertson's Value Add

Attributes of a HIGH VALUE solution

Recognizing Business System Failure

The Critical Human Foundation

Old Software IS Viable

From South Africa

Competencies of Dr James A Robertson PrEng

About Professor Malcolm McDonald

Table of Contents

About my relationship with the Almighty Creator, Yah the Eternally Self-Existing

Comments relating to the Business Systems Industry and other topics

Testimonials and other positive material regarding James Robertson

Reference Articles

List of Articles

Article Catalogue

Achieving High Value Business Information System outcomes

Executive Custody -- What is it and HOW do you get it?

The REAL Issues in Integrated Business Information System Success

Part 1: Introduction

Part 2 -- Mythology and Lack of Executive Custody

Part 3 – Strategic Alignment and Precision Configuration

Why your ERP is NOT delivering and HOW to FIX it

IT Project Management

Pulse Measurement

CEO Anthony Lee Comments on his experience of the Pulse Measurement

No Charge Guarantee on the Pulse Measurement Service

Examples of Pulse Measurement Outcomes

Critical questions regarding the Pulse Measurement™

The Pulse Measurement Workflow

The Critical Factors for Business System (ERP+) Investment Success in the Pulse Measurement

Indicative Pulse Measurement Durations

What is a JAR&A Pulse Measurement?

Survival of the fittest – why it makes sense to measure the pulse of your business

Examples of Pulse Measurement Outcomes over 24 years

Sample Pulse Measurement Reports

Strategy

Strategic Essence: The Missing Link in Business Information Systems

Strategic Essence: Overview

Strategic Essence: Part 1 -- Strategy Defined

Strategic Essence: Part 2 -- Differentiation

Strategic Essence: Part 3 -- The Essence IS Different

Strategic Essence: Part 4 -- The Essence should be the Point of Departure

Strategic Essence: Part 5 -- Discovering Strategic Essence

Strategy -- the Essence of the Business: What is it and how do you develop actionable strategic plans?

Simple Steps to Increase the Strategic Value of your ERP Investment

Free Strategic Snapshot Toolset and Manual

A strategy focused planning system beyond traditional budgeting

Tough IT and ERP Procurement and Contracting that Works

Robust Business Systems Procurement

Part 1 -- Introduction

Part 2 -- Bill of Services, Laboratory, Go-live Certificate, etc

Part 3 -- Executive Engagement, Bid Compliance, Adjudication and other matters

Procurement Documents

Guidance and Advisory Services

The Art of Project Leadership

Why Regular Communication with the CEO is Vital

The Business Simulation Laboratory

Precision Configuration and Strategic Business Information Architecture

Precision Configuration based on Strategic Engineered Precision Taxonomies

The JAR&A Cubic Business Model

Highly Structured Strategic Chart of Accounts -- a Vital Element of your Corporate Information Arsenal

The Product Catalogue -- an Essential Element of any Precision Configuration

Attributes -- answers to the questions you have NOT yet thought to ask

Case Studies of Notably Successful Projects with high value Precision Configuration

092 Doing things differently and better -- ASCO Case Study 2-- BPM Summit 2013

088 Strategic ERP Invesment -- ASCO Case Study -- Service Management Conference and Exhibition Africa

026 Information Architecture and Design of FIS for Rennies Group -- Financial Information Systems Conf

018 CRM Risk Control: Designing and Implementing an Integrated Risk Mgmt Sys -- Integrated Risk Mgmt Conf

011 V3 Consulting Eng: Benefits of MIS to Professional Practice -- SAICE 15th Ann Conf on Computers in Civil Eng

Strategically Enriching your Business Information Systems

Part 1 -- Introduction

Part 2 -- Principles of Data Engineering

Part 3 -- Steps in applying these recommendations

Simple Steps to increase the strategic information value yield from your Business Systems Investment

The Full JAR&A Taxonomy Manual

Part 1: Introduction, Problem Statement, Definitions and Examples

Part 2: Why Use JAR&A, Required Knowledge and Experience, Cubic Business Model and Chart of Accounts and Taxonomy Software

Part 3: How to do it, Case Studies and White Papers and other References

Example General Ledger Manual

Business Process -- Irrelevant, Distracting and Dangerous

The RIGHT Approach

Custom Strategic Software Design and Oversight of Construction

Standards for Custom Software Specification

What IS Software?

IT Effectiveness

Organizing Outlook

Critical Factors for I.T. Success

A Moral and Ethical Dilemma -- Systems that Fail

Case Studies examining Business Information System failures

The BBC Digital Media Initiative Debacle

The Bridgestone -- IBM Conflict

Speaking and Training

Showcase of Conference Presentations

Most Viewed Presentations

Briefings and Seminars

Why your ERP/BIS is NOT delivering and HOW to FIX it

ERP and IT Procurement that Delivers Results

The Critical Factors for IT and ERP Investment Success

Other Seminars

Conferences and Public Presentations

Conferences 80 to 99 -- 2009 to Present

Conferences 60 to 79 -- 2005 to 2009

Conferences 40 to 59 -- 1996 to 2005

Conferences 20 to 39 -- 1994 to 1996

Conferences 01 to 19 -- 1989 to 1994

On-Line Seminars (Webinars)

Webinar on Preparing and Presenting Webinars

Contacting James A Robertson and Associates Limited