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May 2009
Tender Evaluation Process Notes
Contents
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Tender Evaluation Process Notes
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Tender Evaluation Process Notes
2.1 Overview
The output from the process will be a Vendor and Solution Evaluation and
Selection (VSES) report.
The document describes the evaluation criteria that were applied to responses to
the tender.
• The selection of the evaluation factors and the relative weights assigned
• The scores assigned to each vendor
The generalised solution evaluation process can be customised to meet the exact
needs.
Part A – Overview
1. Executive Summary
Part B – Short List Selection
2. List of Vendors Contacted
3. Product Decision Model
4. RFP Findings
5. Summary of Short List Recommendation
Part C – Finalist Selection
6. Reference Checks and Site Visits
7. Functional Demonstration Findings
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Step Description
Start VSES The amount of effort involved in starting the Vendor and Solution
Process Evaluation and Selection (VSES) step depends on:
How recently you made any VSES scope and direction decisions
•
Whether the team has already been selected
•
How familiar each team member is with the functional area
•
within which the application is to be deployed, and the systems
currently in use in BoI to support Monthly Financial Performance
Reporting
• How experienced the team is with vendor and solution
evaluation and selection.
Confirm Scope Review previous decisions made about the scope of the project.
and Approach Discuss any scope changes and adjust the work plan to reflect
approved changes.
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Step Description
stakeholders and sponsors of the project.
• Include subject matter experts in Best Business practice in
Business Performance reporting as needed.
• Include experts who understand the market context within
which the vendors operate so as to ensure an understanding of:
o The capability and capacity of service providers on the
local market where resources will be required
o The extent to which the vendors solutions will need to
be customised to meet the requirements identified in
the RFP
o The market for services based activities
(consulting/training/application development etc)
• Provide for a workshop facilitator with a solid background in the
subject area if you plan to use facilitated workshops as part of
the evaluation and selection process.
• Keep the core group small but representative of the functional
areas the product most affects.
• Include as support members anyone involved in defining
procurement procedures, handling legal questions, and
negotiating the contract.
• Include management personnel responsible for approving the
selection
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Step Description
Compile Compiling criteria when selecting a solution involves:
Function
al • Developing or gathering criteria appropriate to the evaluation
Criteria method
• Avoiding excess precision
• Keeping the focus on business priorities
• Designing a score sheet that facilitates getting and analysing
vendor responses
• Incorporating the criteria into the score sheet.
• Business processes
• Data
• External system interfaces
• Business performance measurement.
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Step Description
• Initial transition, configuration and implementation services
• Custom services
• Consulting services
• Future changes
• Customer support services, such as a hot line and a user group.
With functional and technical criteria, you are usually looking for a
specific response. With general criteria questions, you are looking
for potential risks and information needed for deployment. Collect
responses to these criteria by asking the vendor directly, by asking
references who use the software, and by doing your own research.
These criteria will be taken from the tender as well as other more
specific requirements that extend the material in the tender.
Determine To narrow solutions options to a reasonable number, design an
Scoring overall package selection framework to communicate and
Approach summarise findings. Use weighting to reflect the relative
importance of criteria; use scoring to indicate how well the vendor’s
solution meets the criteria.
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Tender Evaluation Process Notes
Step Description
compared uniformly and strictly as to how well they meet the
criteria, comply with the instructions, and present their solution.
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Step Description
• Demonstration of technical facilities and elements
• Review of remaining questions on technical and general criteria
responses
• Support and operational model comparison
• Performance investigation
• Review of solution architecture
• Conceptual technical infrastructure design
• Review of services delivery and quality
• Software, support and Operations costing
• Review the software release and patching strategy the vendor
employs
Notify the losing vendors. Prepare for any vendor loss meetings.
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Step Description
Review and recognise the team performance.
The following additional collateral will be created and maintained during the
evaluation and selection process
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• Technical - this group will be responsible for evaluating the technical aspects
of the responses
• General - this group will be responsible for evaluating general factors such as
the responding companies and the finances
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• Assign weights to the evaluation factors in conjunction with the Group Leaders
• Conducting meetings of the evaluation group leaders and of the whole team
• Acting as the single point of contact between respondents and other team
members
• Reviewing the outputs from the evaluation groups and seeking clarification
The responsibilities of the members of the individual group members will be:
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• Responding to queries and requests for updates from the group leader and
team manager
The evaluation criteria will be taken from the RFP. They will be grouped. Each
criterion will be assigned a weight to reflect its relative importance in the required
solution.
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Deriving a scoring for the cost of the response could involve some formal
comparison of all the costs.
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The differences between each response and the lowest response could be
calculated. The amount of the total difference each respondent is responsible for
can be used to calculate the number of points to be assigned to the vendor.
In the following example, the cheapest response is 75 and the largest in 100. The
total of all the differences from the cheapest is 110. So a respondent who
proposed a cost of 100 is responsible for nearly 24% of the total variation. The
respondent's score is the maximum score reduced by this percentage.
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