Request for Proposal (RFP)
Once an organization selects a project, the customer or project manager is frequently responsible for
developing a request for proposal (RFP) for the project or sections of the project.
The responsible project manager will require input data from all stakeholders connected to the activities
covered in the RFP. The RFP will be announced to external contractors/vendors with adequate
experience to implement the project. For example, government projects frequently advertise with a
“request for proposal” to outside contractors for roads, buildings, airports, military hardware, space
vehicles. Similarly, businesses use RFPs to solicit bids for building a clean room, developing a new
manufacturing process, delivering software for insurance billing, conducting a market survey. In all of
these examples, requirements and features must be in enough detail that contractors have a clear
description of the final deliverable that will meet the customer's needs. In most cases the RFP also
specifies an expected format for the contractor's bid proposal so the responses of different contractors
can be fairly evaluated. Although we typically think of RFPs for external contractors, in some
organizations RFPs are used internally; that is, the organization sends out an RFP to different divisions or
departments.
The content of the RFP is extremely important. In practice, the most common error is to offer an RFP
that lacks sufficient detail. This lack of detail typically results in conflict issues, misunderstandings, often
legal claims between the contractor and owner, and, in addition, an unsatisfied customer. All RFPs are
different, but the outline in Figure A2.1 is a good starting point for the development of a detailed RFP.
Each step is briefly described next.
1. Summary of needs and request for action. The background and a simple description of the final
project deliverable are given first. For example, through simulated war games, the U.S. Navy has found
their giant warships of the past are too vulnerable against today's technology (an example is the
Silkworm antiship missiles). In addition, the Navy's mission has shifted to supporting ground forces and
peacekeeping missions, which require getting closer to shore. As a result, the Navy is revamping ships
for near-shore duty. The Navy will select three designs for further refinement from the responses to its
RFP. In general, it is expected that the new ship will be capable of at least 55 knots, measure between 80
and 250 feet in length, and be fitted with radar absorbing panels to thwart guided missiles.
FIGURE A2.1 Request for Proposal
Page 642. Statement of work (SOW) detailing the scope and major deliverables. For example, if the
project involves a market research survey, the major deliverables could be design, data collection, data
analysis, and providing recommendations by February 21, 2014, for a cost not to exceed $300,000.
3. Deliverable specifications/requirements, features, and tasks. This step should be very comprehensive
so bid proposals from contractors can be validated and later used for control. Typical specifications
cover physical features such as size, quantity, materials, speed, and color. For example, an IT project
might specify requirements for hardware, software, and training in great detail. Tasks required to
complete deliverables can be included if they are known.
4. Responsibilities—vendor and customer. Failing to spell out the responsibilities for both parties is
notorious for leading to serious problems when the contractor implements the project. For example,
who pays for what? (If the contractor is to be on site, will the contractor be required to pay for office
space?) What are the limits and exclusions for the contractor? (For example, who will supply test
equipment?) What communication plan will be used by the contractor and owner? If escalation of an
issue becomes necessary, what process will be used? How will progress be evaluated? Well-defined
responsibilities will avoid many unforeseen problems later.
5. Project schedule. This step is concerned with getting a “hard” schedule which can be used for control
and evaluating progress. Owners are usually very demanding in meeting the project schedule. In today's
business environment, time-to-market is a major “hot button” that influences market share, costs, and
profits. The schedule should spell out what, who, and when.
6. Costs and payment schedule. The RFP needs to set out very clearly how, when, and the process for
determining costs and conditions for progress payments.
7. Type of contract. Essentially there are two types of contracts—fixed-price and cost-plus. Fixed-price
contracts agree on a price or lump sum in advance, and it remains as long as there are no changes to the
scope provisions of the agreement. This type is preferred in projects that are well defined with
predictable costs and minimal risks. The contractor must exercise care estimating cost because any
underestimating of costs will cause the contractor's profit to be reduced. In cost-plus contracts the
contractor is reimbursed for all or some of the expenses incurred during performance of the contract.
This fee is negotiated in advance and usually involves a percent of total costs. “Time and materials” plus
a profit factor are typical of cost-plus contracts. Both types of contracts can include incentive clauses for
superior performance in time and cost, or in some cases, penalties—for example, missing the opening
date of a new sports stadium.
8. Experience and staffing. The ability of the contractor to implement the project may depend on
specific skills; this necessary experience should be specified, along with assurance such staff will be
available for this project.
9. Evaluation criteria. The criteria for evaluating and awarding the project contract should be specified.
For example, selection criteria frequently include methodology, price, schedule, and experience; in
some cases these criteria are weighted. Use of the outline in Figure A2.1 will help to ensure key items in
the proposal are not omitted. A well-prepared RFP will provide contractors with sufficient guidelines to
prepare a proposal that clearly meets the project and customer's needs.
Page 65SELECTION OF CONTRACTOR FROM BID PROPOSALS
Interested contractors respond to project RFPs with a written bid proposal. It is likely that several
contractors will submit bid proposals to the customer.
The final step in the RFP process is to select the contractor who best meets the requirements requested
in the RFP. The selection criteria given in the RFP are used to evaluate which contractor is awarded the
contract to implement the project. Losing contractors should be given an explanation of the key factors
that led to the selection of the winning contractor/vendor; appreciation for their participation and effort
should be acknowledged. See Figure A2.2, Contractor Evaluation Template, adapted from one used in
practice.
FIGURE A2.2 Contractor Evaluation Template
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3 MacIntyre, J., PM Network, vol. 20 (11) November 2006, pp. 32–35.
4 Fusco, J. C., “Better Policies Provide the Key to Implementing Project Management,” Project
Management Journal, vol. 28 (3) 1997, pp. 38–41.
5 PMI, “PMI's Pulse of the Profession,” March 2012, Project Management Institute, p. 7.
6 Smith, D. K., and R. C. Alexander, Fumbling the Future: How Xerox Invented, Then Ignored the First
Personal Computer (New York: Macmillan, 1988).
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