TulsaTechFest 2013 - RFP & Communications

FAIRLIGHT CONSULTING


Managing RFPs - Communication
MELANIE NELSON, FAIRLIGHT CONSULTING


Please Be Courteous!


Agenda
1. Introduction
2. Business Case Study

3. Communication
4. Close and Thank You

13 January 2014

© 2013 Fairlight Consulting

2


1

Introduction

13 January 2014


3


Please take a moment to
appreciate the sponsors
that enable the TechFest
Community to gather, share
knowledge, and enjoy lunch
and networking together.

13 January 2014


4


Speaking from two positions
or viewpoints?
As a consultant:

@FairlightConslt
214.507.0053
Melanie@FairlightConsulting.com
www.LinkedIn.com/in/MelanieFNelson

As an employee:

Tait Environmental Services
Business Development & Technology
Solutions Manager
214.531.9377 MNelson@Tait.com

13 January 2014


6


Managing RFPs - Communication
Tulsa TechFest| Oct-11-2013 | Tulsa, OK
Welcome!
The SharePoint & TechFest Community has given me so much – I want to
give back.
Today I‟ll share the RFP Process I am currently engaged in, and what I have
learned regarding communicating with the different parties involved.
Reason for Presentation
 Sharing my experience – business case study
 Saving you time
Audience
 Business user Level
 Business of SharePoint, not technical
Created for
 Consultants
 SharePoint users
 Business Decision Makers

What‟s it worth? A month‟s time in this case…
13 January 2014


7


We learn wisdom from
failure much more than
success. We often
discover what we will
do, by finding out what
we will not do.
– Samuel Smiles
13 January 2014


8


2

Business Case
Study

13 January 2014


9


Scenario: SP2010  Enhanced SP2013
Environmental Compliance Database
Current

RFP to

Using Internally

Enhance Performance
Structure to allow External Users

Filling forms
Approval work flows
Collecting metadata

Same functionality and purpose as
earlier versions, adding external user
functionality

Reporting Functions

Process Flows well established


System was working as designed

Needs
 Architecture for scalability
 Speed
 Better Search

Low User Adoption




Speed slowed as data increased
No personalization
Dependent on consultant to update
system

Considering
 Alternative form solutions

Additional
 Alternative devices for capture

13 January 2014


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Definition from Wikipedia for RFP

13 January 2014


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Other RFP Key Stakeholders
CFO

Execs on Same Page

Frustrated Influencer

Ready to Pay

Understand the
Need

Cost Conscious

ROI Driven
Has bigger picture
plans for future
development

13 January 2014

Process
Driven, needs for
every day
scenarios
Know the business
Built previous
versions
Understand needs
of external and
internal users

Understands
need, does not
see value of
investing more
money into
SharePoint
Experience with
versions 1 & 2 not
quite meeting
expectations


12


Three distinct voices communicating
Executive
Management





Ticket Price
Big picture
Rate sheet

“We just need the db
and form capabilities”

13 January 2014

Intermediary





Expectations
Detailed Pricing

Consultants




Award
Need details

All Parties

“I’ll do as much work as
possible so you don’t
have to.”

“We really need to go
through a Discovery
Process ”

13


Timeframe
Simple email trail shows the month I could have saved


9/3 - Sent RFP to selected consultants



8/30 – Created Requested Attachments



8/29 - Shorter Version submitted



8/27 - Meeting to get feedback on RFP



8/23 - Emailed RFP for individual review



8/21 - Formal request for feedback on RFPs
submitted




13 January 2014

8/10 - Submitted 1st Draft of RFP
8/09 - RFP Requested


14


Active Listening & Problem Solving
Important in Business as well as Personal Life
Moving forward during the RFP process and
throughout development and implementation I must
Practice what I preach
CLARIFY, CLARIFY, CLARIFY
Incorporate these techniques in the workplace
 What I‟ve learned
 Making Assumptions
 Level of work not needed
 Stop to ask if there is more than one way to interpret the message, then clarify
 “your place” example

13 January 2014


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Communication
Speak / Write for your Audience
Executive Management
The management does not have time to do all of the work that you are doing to manage this
RFP. They are decision makers and purse string holders and are trusting you to do the
heavy lifting. You don‟t have to explain everything – even if you want to, they don‟t have
time to hear it.
Limited time to listen / review / read
 Know your objective
 Keep messages precise and focused
 Know what it is the Execs want to know
Consider the Format
 What is most important?
 Three key points
 Mine were Mandatory/Preferred/Optional – too big!
 Additional detail can be put in an appendix
 Put focus on anything requiring a decision
 Make it simple – yes/no, dollar amount, etc.
 Make it clear – that decision is needed, timeline for decision, options to choose
from (if so, give pro/cons)

Pay attention to their attention span, and adjust if you start „losing‟ anyone

13 January 2014


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Exec Management Communication Summary
You can tell the details of the
RFP in an appendix or
attachments to the RFP.

56%

SIMPLIFY
GIVE THEM
THE GIST

Make sure to have the details
accessible so if there are any
questions, you will be able to
draw from that information, or
provide it, but do not inundate
the audience with details. On
this slide, you really notice
the numbers, not the text.
13 January 2014

And you can continue the
conversation after the
meeting/presentation/call,
responding with lots of detail if
they require it.
 Think big picture
 Big concepts
 Decisions, not details

2013
THEY DON‟T
WANT OR NEED
ALL THE DETAILS


17


Communication
Speak / Write for your Audience
Consultants
Technical consultants need as much information as possible to accurately price this RFP.
They are attempting to determine what level of expertise will be required, and the time to
complete the project. A full discovery period would be required to gather all the information
needed to fully line-item price the project..
Limited time to review and respond
 Clearly state the goals and objectives required to be met
 Define the scope as precisely as possible
 Know what it is the consultants need to know requires understanding the system they
are working with (SharePoint)
Help them format their response
 Prioritize what is most important to the key decision makers
 Specify mandatory, preferred and optional
 Mandatory defines whether contractor can meet requirements
 Preferred and Optional give the opportunity for consultants to incorporate valueadded benefits, further opportunity to win the business
 Additional detail can be sent after the fact

Solicit and respond to questions from each consultant, but evenly distribute the
information to all
13 January 2014


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Communication
Speak / Write to gather information for yourself
Intermediaries
Our role is to ensure that we collect the proper information to suggest a solution, and for
management to be able to make that decision.
Collecting the required information
 Clarify the needs to be met by the RFP
 Clarify the timing, structure and expectations for RFP approval
 Clarify what additional information the consultants need in order to bid the proposal as
well as they can without a full discovery
Help consultants format their response
 Clarify questions if more information is needed, so you can respond quickly
 Distribute answers evenly
 Request clarification if there is a part you don‟t understand in their response, giving
them an opportunity to provide more information
Help management make the selection
 Research solutions offered by each and weigh suggestions based on management
 Be prepared to explain suggestions, terms, concepts, suggested architecture, overall
solution to management both for suggested consultant and other offerors
 Clarify that the suggested consultant meets the requirements
 Clarify any additional requests management may have

Do the work first, so the others do not have to wait on you

13 January 2014


19


Setting Expectations
More Work Up Front, but No Surprises
My thoughts/reasoning
In the long run, it will be laid out, and we (me & consultant) can do phases. I learned how to
do the detailing up front, by going through and working through other contractors and
developers with software. Not SharePoint, but software in general, building websites and
applications, and through those experiences, I found it best to lay all the details out up front
so there‟s no hidden surprises. Then had to research and know my product to ask the right
questions.
Other Experiences
 Submit RFP
 Responses aren‟t detailed enough
 Send additional information
 2nd round of responses still don‟t convince me they‟re pricing the project accurately
 Decision to fully detail requirements for pricing
Difference between posting for any responses or specific respondents
 Already selected consultants
 Pleased to work with any of them
 Interested to hear suggestions of each
 Pricing will influence the final decision
 RFP process provides opportunity to test communication with Offerors, which is
crucial to this project

13 January 2014


20


Setting Expectations
My thoughts/reasoning
More Work Up Front, but not Surprises
In the long run, the project will be laid out, and we (me & consultant) can do phases. I
learned how to do the detailing up front, by going through and working through other
contractors and developers with software. Not SharePoint, but software in general, building
websites and applications, and through those experiences, I found it best to lay all the
details out up front so there‟s no hidden surprises. Then had to research and know my
product to ask the right questions.
Other Experiences
 Submit RFP
 Responses aren‟t detailed enough
 Send additional information
 2nd round of responses still don‟t convince me they‟re pricing the project accurately
 Decision to fully detail requirements for pricing
Difference between posting for any responses or specific respondents
 Already selected consultants
 Pleased to work with any of them
 Interested to hear suggestions of each
 Pricing will influence the final decision
 RFP process provides opportunity to test communication with Offerors, which is
crucial to this project

13 January 2014


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3

Communication

13 January 2014


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Active Listening & Problem Solving
Important in Business as well as Personal Life

Coaching on Communications in my Personal Life
I’ll discuss things I teach to couples at Merge and apply them to this business
scenario
Speaker Listener Technique
 So what I‟m hearing you say is…
 Expectations
 Constructive Griping
 Problem Solving

13 January 2014


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The Speaker Listener Technique
Personal Coaching
Rules for the SPEAKER
1. Speak for yourself.
Don‟t mind read!
2. Don‟t go on and on.

Rules for LISTENER
1. Paraphrase what you
hear

Stop and let the listener
paraphrase.

Don’t rebut. Focus on what the
speaker is saying.

Rules for BOTH
1. The speaker has the floor.
2. Speaker keeps the floor while the listener
paraphrases
3. Share the floor.

13 January 2014


24


The Speaker Listener Technique
Business Application
Rules for the SPEAKER
1. Be prepared. Speak
clearly. Don‟t assume.
2. Be concice.
Stop and let the audience
paraphrase.

Rules for LISTENER
1. Reply with clarifying
questions,
paraphrase what you
heard

Don’t rebut. Focus on what the
forspeaker is saying.
BOTH

Rules
1. One speaker at a time, no interruptions.
2. Speaker keeps the floor while the listener
paraphrases
3. Only one speaker, listener paraphrases until the
speaker is finished saying everything they have to
say..
13 January 2014


25


Expectations
Personal Coaching
EXPECTATIONS:
– are beliefs about the way things will be or should be-- including
about behaviors, roles, life and death, relationships, and so forth
– that are not met lead to feelings of sadness, disappointment,
frustration, and anger.

Three Key Problems
1. You can be UNAWARE of your expectations
2. Your partner‟s expectations.
3. Your expectations may be UNREASONABLE.
4. Your expectations may be UNSPOKEN.

What to do about Expectations
 Identify them
 Consider if they are realistic
 Discuss together -> Aware, Reasonable & Spoken

13 January 2014


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Expectations
EXPECTATIONS:
– are beliefs about the way things will be or should be– based on
past experiences and personal preferences
– that are not met lead to – lack of efficiency, frustration, and
possibly even missed deadlines or underperformance

Three Key Problems
1.
2.
3.
4.

You can be UNAWARE of your expectations or
Expectations of other parties
Your expectations may be UNREASONABLE – each business scenario is different and
what works at a F100 company may not work at a family owned business, the level of
detail one company may provide for an RFP may not be known by another company
Your expectations may be UNSPOKEN – you must be clear and document as needed

What to do about Expectations




Identify them – talk to all parties
Consider if they are realistic - how much detail for consultants
Discuss together. Ensure expectations are properly set for both parties
 formally - Annual Review,
 informally – conversation.

13 January 2014


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Constructive Griping
Personal Coaching

When you did X
Specific Behavior

In situation Y
Specific Situation

I felt Z
Owning feelings

Be Respectful and Be Specific
13 January 2014


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Constructive Griping

When you did X
Requested this RFP /
Wrote a 60 page RFP

In situation Y
For the next version of the Environmental Compliance Database

The result was Z
I thought the goal was getting pricing so wrote as much as I could to get
line-item detail for your final selection
Additional work needed to be done to adjust for

Be Clear and Concise to avoid confusion
13 January 2014


29


Problem Solving Model
Personal Coaching & Business Application
Problem Solution
 Agenda setting
 Decide on what to work on right now
 Plan to work the other pieces of the problem at another time
 Focus in and narrow down the concerns
 Brainstorming
 Agreement and compromise

 Work toward what you can both agree to do
 Discuss pros and cons of different potential solutions
 Follow-up
 Agree on solution to be tried now

 Agree on a time frame to try solution and agree to assess and
revise as needed

13 January 2014


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This SP2010 -> SP2013 RFP
Both reinforces and teaches me new ways to work
I have learned and am learning…
SharePoint is amazing…
 But is not the solution to everything, and „selling‟ that doesn‟t come
across as genuine
 Can be overwhelming to anyone that doesn‟t know the capabilities
on a more detailed level
The SharePoint RFP
 Does not need to be a full governance plan and map for future
growth
 Was meant by management to be a tool to select a consultant
 Ballpark pricing pending discovery and a rate sheet
 Timeline was not cut and dry end of the year for full roll out
 Extra effort on my part caused undue extra effort to others - to
review, respond, and discuss (opens a can of worms)

13 January 2014


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Recap Lessons Learned
Overall Communication
Consider your Audience
Consider type of communication
 Emails
 Short -> Execs
 Detailed -> Devs/Conslts

Don’t Wait - Ask
Check Ahead of Time
This is bullet level two or Paragraph
style
This is bullet level three
 This is bullet level four
 This is bullet level five
 Which is actually bullet level six

13 January 2014

Active Listening
Always, and particularly for
RFPs/Projects
This is bullet level two or Paragraph style

Be Prepared
This is Heading Style
This is bullet level two or Paragraph
style


32


4

Adaptive Solution
The Win!

13 January 2014


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This SP2010 -> SP2013 RFP
Status Update
Management approved RFP is out & I am sending the
detailed information to consultants in a Q&A email formant
Great Communication with management
 Annual Review and genuine conversations
 Extra time and listening actively over a multi-day period resulted in a
communication breakthrough with the frustrated influencer – Clarification
of his needs = understood
On-going communication with consultants
 Some dropped out of process due to needing full discovery or more time
 Relationships being developed with some consultants through the
process
 Better outlines of functionalities needed are being created through Q&A
emails
Very pleased with the progress once expectations were clarified, and
am excited to move into the selection process when proposals are
received
13 January 2014


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6

Close
Thank you
@FairlightConslt
214.507.0053
214.531.9377
mnelson@tait.com
@taitenvupdates

13 January 2014


35


Please Complete An Evaluation
Form
Your input is important!
You can access Evaluation Forms at:

http://TulsaTechFest.com


5

Question &
Answer Time
@FairlightConslt
214.507.0053
214.531.9377
mnelson@tait.com
@taitenvupdates

13 January 2014


38

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