Transcript Information Measurement Theory

SRP Multi Functional Printers
RFP NO. FF320058FLC
Kenneth T. Sullivan PhD, MBA
Brian Stone MBA
Performance Based Studies Research Group
School of Sustainable Engineering and the Built Environment
Arizona State University
www.pbsrg.com
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This presentation is for
educational purposes only.
Please refer to the
solicitation/RFP for specific
instructions
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What If You Are Going In For Brain
Surgery…
Would you?
 Find the cheapest surgeon?
 After you found the surgeon you wanted to hire, then ask that surgeon if he/she
could lower their price a little?
 Would you tell them that they should do it faster?
 Would you tell them how to perform the surgery / what tools they can use?
 Would you tell them that you have a better way of doing the surgery?
 Would you tell them which nurses/doctors they can use?
 Would you hire other individuals to tell/direct the surgeon how to do the
surgery?
Would you be nervous if?
 The surgeon asked you how you would like him/her to do the surgery?
 The surgeon asked how long you would like the surgery to take?
 If the surgeon knew you had asked for the wrong procedure, but did it any way,
because hey, the customer is always right?
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What If You Are Going In For Brain
Surgery…
Wouldn’t you rather?




Find the best surgeon available?
Let the surgeon ask you the right questions so he/she can gather the right info?
Let the surgeon tell you how long it should take to perform the surgery?
The surgeon let you know what the potential risks are and what he/she is going to
do about them, but what could happen even if he/she does everything they
can…and all this before he/she starts?
 The surgeon pick out the best nurses/doctors to assist him/her?
 Let the surgeon tell you what to do after the surgery so it all works out like it is
supposed to?
 Let the surgeon let you know of some possible alternatives that could be better in
the long term?
Wouldn’t you feel better if?
 The surgeon found something different during the operation that he/she used their
expertise and took the best course of action?
 The surgeon would just sedate you and then wake you up when it was over?
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What are we trying to
accomplish?
Question:
If Purchasing wants to buy a “green
circle”, in which scenario is hiring the
right “green circle” easiest to justify?
Scenario 1
Scenario 2
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What makes our research message
unusual…..
 Simplistic
 Uses logic
 Efficiency: less decision making, less management, and better
results (best value and high profits)
 It is more important for the vendor who does the work to
know what to do than it is for client’s representative to know
what the vendor should do
 Measurement
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Industry Structure
High
III. Negotiated-Bid
II. Value Based
Performance
Best Value (Performance
and price measurements)
Quality control by Vendor
Vendor minimizes risk
IV. Unstable Market
I. Traditional/Price-Based
Specifications, standards
and qualification based
Management & Inspection
Vendor reactive to Owner
Client minimizes risk
Low
Perceived Competition
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High
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Impact of Minimum
Requirements & Expectations
High
Low
High
Low
Vendor 1
Vendor 2
Vendor 1
Vendor 2
Vendor 3
Vendor 4
Vendor 3
Vendor 4
Low
High
Low
High
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Problem with Traditional
Systems
Owners
Vendors
“The lowest possible quality
that I want”
“The highest possible value
that you will get”
High
High
Maximum
Minimum
Low
Low
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Industry Structure
Performance
High
Low
III. Negotiated-Bid
II. Value Based
Qualified vendors invited
Owner selects vendor
Negotiates with vendor
Vendor performs
IV. Unstable Market
Win-win
Efficient/Performance-Based
Quality control/preplanning
Information environment
Vendor minimizes risk
I. Traditional
Inefficient
Relationship-based
Allows nonperformance
Maximized management
Technical data
Confusion
Client minimizes risk
Competition
High
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PIPS Objectives
 Outsource to experts (not just transfer risk...but minimize risk)
 Minimize risk of non-performance




Complete on time
Complete with no cost change orders
Customer satisfaction / No complaints
No Finger pointing
 Minimize client management, direction, and decision making.
 In return, the vendors can maximize profit by being more efficient
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The Performance
Information
Procurement System
(PIPS)
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PIPS is Not Just a
Selection Tool…But a
Program to Increase
Accountability and
Efficiency.
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The Performance
Information Risk
Management System
(PIRMS)
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Best Value System:
PIPS & PIRMS
PHASE 1
Identification
of Potential
Best-Value
PIPS
Performance Information
Procurement System
PHASE 2
PHASE 3
Pre Planning
and
Risk Management
Measurement of
Deviation from the
Expectation
PIRMS
Performance Information
Risk Management System
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Evaluation Criteria
 Past Performance Information
 Vendor Generated Solution
 Technical Risk Plan
 Risk Assessment & Value Added Plan
 Transition Milestone Schedule
 Comparison Financial Submittal
 Cost Proposal for the Vendor Generated Solution
 Interviews
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PIPS Process
Filter 1
Filter 2
Filter 3
Filter 4
Current
Interview
Past
Prioritization
Project
Key Personnel
Performance
(Identify
Information Requirements
Best Value)
Filter 5
Filter 6
Pre-Planning
Phase
Weekly
Report &
Post-Rating
Award
Quality of Vendors
High
Low
Time
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Filter 1 – Past Performance
Information
Filter 1
Filter 2
Past
Current
Performance
Project
Information Information
Filter 3
Interview
Filter 4
Identify
Potential
Best Value
Filter 6
Weekly
Report &
Post-Rating
Filter 5
Pre-Award
Phase
Award
Quality of Vendors
High
Low
Time
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Past Performance
Information (PPI)
 PPI will be collected on all vendors and their
critical team components.
 Once the PPI is collected, it is stored in a
database.
 The data collection is a one-time process
(the vendor can reuse the PPI on future
projects).
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Critical Individuals
Past Performance Information will be collected on all critical team
components, which includes:
3 Components
The Vendor (Firm)
Regional or Area Representative (Individual)
“On-Site” Operations Manger (Individual)
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Reference List
Vendor
Vendor
 MS Excel Spreadsheet
 Each Critical Team Component will create
 Contains a list of the vendors past projects that
Prepare
Reference List
will be surveyed
 The maximum number of surveys that Vendors
will receive credit for is 10 for each firm and 5 for
each individual
 A template is available online to download
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Past Project Information
 Each Critical Team Component will create a “Reference List”
(which identifies all projects being surveyed)
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References
 The reference list must contain different projects
 You may submit multiple jobs for the same past client
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Vendor / Individual
Reference List
 All individuals and firms must have separate reference lists.
ABC Company Reference List
Joe Smith Reference List
Sue Parker Reference List
 Each individual will be treated as a separate entity.
 If the individual leaves a firm, their PPI will follow them to the next firm.
 Vendor must keep track of who their individuals are.
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PPI / Data Collection
Process
Past
Client
Vendor
Vendor
Vendor
Setup and Fax
Survey Forms
 The vendor is responsible for sending out a survey questionnaire to
each of their past clients (on the Reference List).
 The vendor should contact each reference to make sure that they
complete and return the survey by the due date.
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Survey Form
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Survey Must Match
Reference List
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Don’t Forget to Add Your Fax
#
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All Surveys MUST Be
Signed
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PPI / Data Collection
Process
Client Evaluates and Faxes Back
Past
Client
Vendor
Vendor
Vendor
Setup and Fax
Survey Forms
 The vendor is responsible for collecting all surveys
 The survey must be faxed back to the vendor
 The vendor will submit all surveys with their submittal.
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Example Survey
(Firm and Individuals)
Vendor
Past Client
Vendor
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Past Client
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Surveys Returned to
Vendor
Client Evaluates and Faxes Back
Past
Client
Vendor
Vendor
Vendor
Setup and Fax
Survey Forms
Prepare
Reference List
Current
Client
Vendor
Compiles Data
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What To Submit
Firm
Reference List
& Analysis
Table
Surveys
Project Manager
Reference List
& Analysis
Table
Surveys
Lead Program
Designer
Reference List
& Analysis
Table
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Surveys
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PPI Analysis Tables
Vendor / Firm
Region Manager
Operations Manager
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Calculating the Overall
Score
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PPI Summary
 PPI is a one time step. The vendor and individual do not need to
repeat on every project.
 Critical individuals may also be evaluated along with the vendor.
 The vendor and individual must create a “Reference List” and
prepare and send out survey forms.
 The vendor should pick their own references
 The vendor should collect all surveys
 The PPI database can be updated at any time by submitting
additional projects and surveys.
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Filter 2 – Current Information
Filter 1
Filter 2
Past
Current
Performance
Project
Information Information
Filter 3
Interview
Filter 4
Identify
Potential
Best Value
Filter 6
Weekly
Report &
Post-Rating
Filter 5
Pre-Award
Phase
Award
Quality of Vendors
High
Low
Time
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The Vendor Generated
Solution (Scope Plan)
 The objective of the Vendor Generated Solution is to explain the
vendor’s proposed optimal solution based upon what they know about
the client’s expectations and constraints
 What is the solution/program and what does it look like? # of
devices, breakout of types of devices, locations, sustainable,
cost effectiveness, etc.
 Why is it the best solution? Any assumptions?
 Describe what would be the optimal financial arrangement
 Describe what would be the best length of a contract in terms
of years.
 Describe the optimal transition strategy for changing from SRP
current environment into your new proposed environment or
model.
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The Vendor Generated
Solution (Scope Plan)
 The Plan must:




Do not exceed 2 page limit
Contains no names (be anonymous)
Contain no marketing (be kept succinct and objective)
Be created using an unaltered version of the template provided
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Vendor Generated Solution:
(Scope Plan Template)
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Transition Milestone Schedule
(For the Vendor Generated Solution)
 1-page Milestone schedule for all phases needed
 Anonymous
 No template – follow your own preference
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Technical Risk Plan
Outlined in section 1.15.2.2 & Attachment C

The Technical Risk Plan must prioritize the major technical risks that
exist within the service, its delivery, and the client expectation and
how those risk are minimized through the vendor’s expertise.

Identify major Technical risks
 Explain why the risk is a risk
 How it is minimized with the vendor’s expertise
 Should be a risk that is specific to the current project

An as example, a technical risks to consider may include integration
with SRP’s IT platform and IT Network.

No names, two pages, no marketing, part of final contract
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Technical Risk Plan
Outlined in section 1.15.2.2 & Attachment C (2-Page Limit)
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RAVA Plan
Risk Assessment & Value Added Plan (RAVA)
1. The Risk Assessment Plan (RA) is to identify risks, plans to
2.
minimize risk
The Value Added (VA) options (changes in scope).
The RAVA Plan provides the vendor with an opportunity to prove their
level of expertise differentiate themselves from their competitors .
Inexperienced
Vendor
Experienced
Vendor
Time
Time
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Risk Assessment & Value
Added (RAVA)
1. Risk Assessment Section (RA)


Identify major Non-Technical risks
 Explain why the risk is a risk
 May cause cost increases, transition delays, change orders, or
cause dissatisfaction to SRP
 Should be non-techinical
 Should be a unique risk to the current project
Identify solution to avoid / minimize the risk
 Non-technical explanation
 Must explain how risk is avoided or minimized from occuring
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Risk Assessment & Value
Added (RAVA)
2. Value Added Section (VA)

Propose any options that could increase the value (expectation, cost,
delivery, satisfaction) of the work.
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RAVA Plan Template
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Format of the Plans
 In order to minimize any bias, the Plans must NOT contain any
names that can be used to identify who the vendor is (such as
vendor name, personnel names, project names, etc).
 A template is provided and must be used. Vendors are NOT
allowed to re-create, re-format, or modify the template.
 The plans should not contain marketing material.
 The Vendor Generated Solution must NOT exceed 2 pages.
 The Technical Risk Plan must NOT exceed 2 pages.
 The RAVA Plan must NOT exceed 2 pages.
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Things to Avoid
 Marketing data:
 Our company is known worldwide as a leader in online education.
 We will use our long history to make sure the project is a success.
 We will use state-of-the-art process to make it a success.
 Overly Technical data:
 The system we propose has 200% increase in PRX bandwidth modularity.
 Transferring risk back to client:
 We will work with the owner to resolve issues
 We will have team meetings / partnering meeting with the owner
 General risks and/or general solutions:
 We will plan ahead to coordinate activities
 We will plan ahead to get classes scheduled and created
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Example of Solutions
Risk: Concrete Escalation
Type: Non-Technical (RAVA)
 Plan 1
 The owner can be assured all risks associated with material
escalations will be eliminated because we offer the benefit of an
experienced project team that includes the most detailed,
prequalified and extensive list of subcontractors and suppliers, from
around the world.
MARKETING INFORMATION
 Plan 2
 The cost of concrete has been rising drastically. Since this project
requires a substantial amount of concrete, cost is a risk. To minimize
this risk, we have secured and signed a contract with a local concrete
manufacturer to prevent any increase in cost during the duration of
this project.
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Example of Solutions
Risk: Loss of Radio Flagship in Major Market
Type: Non-Technical (RAVA)
 Plan 1
 We will work very hard to maintain excellent affiliate relationships. If
we lose a radio station (e.g. it changes its format) we will move quickly
to replace the lost station. If we cannot quickly replace a flagship
station, we can be very creative and could even consider purchasing
all local inventory from a new flagship station.
 Plan 2
 We own and will maintain two radio contracts covering the Phoenix
area with were signals can be switched if required. The flagship
station will be the station with the stronger signal and greater
coverage. If a station is lost we will have a equal replacement within 2
months. If within two months a replacement is not contracted we will
purchase inventory from another station or discount the cost of an
inventory purchase and add it to our payments to ASU.
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Example of Solutions
Risk: Noise from Demolition
Type: Technical Risk
 Plan 1
 We will work with the user to minimize the impact of noise from
demolition.
 Plan 2
 We have planned to demolition during off hours and weekends.
This will have a slight impact on our cost (less than 1%), but the
impact to customer satisfaction justifies this. We will also install
rubber sheets on the floors to diminish noise and vibrations. Both
solutions can be performed within your budget.
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Example of Solutions
Risk: Safe Food Supply/Food Born Illness
Type: Non-Technical (RAVA)
 Plan 1
 Our internal food safety standards are recognized as being far more
stringent than government regulatory requirements. In the unlikely
event of a food-borne illness, our strong relationships with local,
state, and national health agencies will ensure and 24-hour response.
 Plan 2
 If a food safety issue arises, vendor will effectively minimize the client’s risk
of exposure by:
 1) Vendor’s system will issue a safety alert and related directives to 10,000+
units and all ASU email accounts in less than 15 minutes.
 2) The vendor will place a lock within in its foodservices purchasing system
on any food with risk so it cannot be purchased,
 3) The vendor will remove all potentially harmful products within the first
hour of notice.
 4) The vendor will identify as many purchasers as possible through credit
receipt names and the client system to notify them individually. Warnings
will be placed around campus within two hours of discovery.
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Example of Solutions
Risk: Getting water to the site
Type: Technical Risk
 Plan 1
 Coordination with [water company] is critical. We will coordinate and
plan with [water company] as soon as the award is made to make
sure that we get water to the site to irrigate the fields.
 Plan 2
 We will coordinate and schedule the water with [water company].
However, based on past experience there is a high risk they will not
meet the schedule. We will have temporary waterlines setup and
ready to connect to the nearby fire hydrant to irrigate until [water
company] is ready. We will also have water trucks on-site if there is
problems with connecting the lines.
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Example of Value Added
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Example: Value Added
Items
 Reroofing this building will not stop all water leaks. The majority of the
leaks are caused by cracks in the parapet walls, broken/missing glass, and
poor caulking. For an additional $20K and 3 weeks in schedule we can
replace and repair all of these items.
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We are Looking for Vendors
Who Can Think Ahead…
…And Act In
Our Best Interest
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How Many Risks & Value Added
Options Can You Submit?
…As many as you can fit
within the 2-page limit!
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Vendor Generated Solution &
Plans Summary
 The All Plans are 2 pages maximum each
 The Plans must NOT contain any names.
 No marketing / No technical information
 Avoid general risks / solutions
 Identify value added options (and explain why)
 The Plans becomes part of the final contract.
 The Plans provide a high performing vendor an opportunity to prove their
expertise & prove they are not a commodity.
 If nobody can clearly differentiate themselves in the Plans, the
prioritization will be based on other factors.
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59
Comparisons Financials
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Cost Proposal for Vendor
Generated Solution
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Summary of Submittal
 Summary
 Past Performance Information
 Sent in by past clients to the
vendor
 Vendor collects and submits with
proposal
 Submit 3 separate Excel files
 Firm, Region Rep, Ops Mgr.
 3 worksheet per file
 Profile
 Reference List
 Analysis Table
 Vendor Generated Solution (Up to 2
Pages)
 Technical Risk Plan (Up to 2 Pages)
 Risk Assessment & Value Added
Plan (RAVA) (Up to 2 pages)
 Schedule (1 page)
 Comparison Financial Proposal
 Cost for Vendor Generated
Solution
 Proposal Form
 Any additional required forms
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Proposal Form
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Proposal Form
 Proposal Form is stapled (or fastened) to the Proposal Documents:
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How The Submittal
Process Works
Average
Score
Contracting
Contracting
Officer
Officer
Submittal
Proposal Form, $, &
Proposal Form
Other Documentation
(1 page)
Proposal
Form
Plans
& Schedule
(1 page)
Evaluation Members
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Shortlisting
 If necessary, depending on the number of proposers, shortlisting will be
conducted
 We may shortlist to 3-5 teams
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Filter 3 – Interviews
Filter 1
Filter 2
Past
Current
Performance
Project
Information Information
Filter 3
Interview
Filter 4
Identify
Potential
Best Value
Filter 6
Weekly
Report &
Post-Rating
Filter 5
Pre-Award
Phase
Award
Quality of Vendors
High
Low
Time
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Interview Format
 The client will actually “interview” each critical individual. This is not a
“presentation”
 All vendor individuals will be interviewed separately. The client will not
allow group interviews with the vendors team. The client will not allow
any other individuals to be present during interviews
 Generally, interview times will last about 15-25 minutes per individual
 A standard set of questions will be generated and asked to each
individual.
 The client has the option to clarify any answers (or ask additional
questions to clarify an answer).
 No substitutions will be allowed. Individuals listed on Proposal Form must
be present. If a team member is not present for the interview, they will
jeopardize the teams competitiveness.
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Primary Questions
1. Why were you selected for this project?
2. How many similar projects have you worked on? Individually and as a Team?
3. Describe a similar project you have developed/worked on to the current project.
4. What is different about this project from other projects that you have worked for?
5. Draw out the process for this project by major milestone activities.
1.
2.
3.
Identify, prioritize, and how you will minimize the risks of this project.
What risks don’t you control? How will you minimize those risks?
What do you need from the client and when do you need it?
6. How are you going to measure your performance during the project?
7. What value do you bring to the project in terms of differences based on dollars, quality,
expertise, or time?
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Filter 4 – Identify the
Potential Best Value
Filter 1
Filter 2
Past
Current
Performance
Project
Information Information
Filter 3
Interview
Filter 4
Identify
Potential
Best Value
Filter 6
Weekly
Report &
Post-Rating
Filter 5
Pre-Award
Phase
Award
Quality of Vendors
High
Low
Time
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Assessment: based on actuals
No
1
2
3
4
5
6
7
8
9
10
No
1
2
3
4
5
6
7
8
9
10
Summary Criteria
RAVA Plan
Transition Milestone Schedule
Interview
Past Performance Information - Survey
Past Performance Information - #/Clients
Past Performance Information - Financial
Financial Rating
Financial Return - Commissions
Capital Investment Plan
Equipment Replacement Reserve
Out of
10
10
25
10
Raw #
10
10
Raw $
Raw $
Raw $
Finanical Totals
Summary Criteria
Weight/Out of
RAVA Plan
28
Transition Milestone Schedule
2
Interview
25
Past Performance Information - Survey
9
Past Performance Information - #/Clients
1
Past Performance Information - Financial
15
Financial Rating
5
Financial Return - Commissions
7
Capital Investment Plan
6
Equipment Replacement Reserve
2
100
$
$
$
$
A
5.91
5.17
15.77
9.80
5.67
7.02
4.00
30,254,170
14,750,000
7,213,342
52,217,512
A
16.55
1.03
15.77
8.82
1.00
10.53
2.00
3.31
4.31
1.77
65.09
$
$
$
$
Vendor
B
7.09
6.96
16.78
9.99
3.00
8.67
8.00
60,137,588
20,525,000
4,100,001
84,762,589
$
$
$
$
Vendor
B
19.85
1.39
16.78
8.99
0.53
13.01
4.00
6.58
6.00
1.00
78.13
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C
6.31
6.33
13.53
9.82
4.42
6.90
8.00
64,000,000
12,340,000
8,171,811
84,511,811
C
17.67
1.27
13.53
8.84
0.78
10.35
4.00
7.00
3.61
2.00
69.04
Identifying the Potential
Best-Value
Best
Best Value
Value
Prioritization
Prioritization
Best-Value is within budget
Best-Value is the lowest price
Best-Value is within 10% of
next highest ranked firm
Yes
Yes
Proceed to highest ranked
proposal within budget
No
Yes
No
Yes
Yes
Yes
Yes
Yes
Best-Value can be justified
based on other factors
No
Yes
Yes
Yes
Proceed to
Pre-Award
No
Yes
Go with Alternate
Proposal or Cancel
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Filter 5 – Pre-Award
Filter 1
Filter 2
Past
Current
Performance
Project
Information Information
Filter 3
Interview
Filter 4
Identify
Potential
Best Value
Filter 6
Weekly
Report &
Post-Rating
Filter 5
Pre-Award
Phase
Award
Quality of Vendors
High
Low
Time
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PIPS Best Value System
PHASE 1
Identification
of Potential
Best-Value
PHASE 2
PHASE 3
Pre Planning
and
Risk Management
Measurement of
Deviation from the
Expectation
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Pre Award Period
What is it / Why is it important
 Period of time allotted to potential best value
 Why is it important:




Allows the vendor to preplan the entire project in detail
Allows the vendor to minimize surprises to the client
Allows the vendor to clarify if their proposal is accurate
Allows the vendor to place client at risk for risks outside of
their control
Risk
Risk
Risk
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Pre Award (PA) Phase
Components
PA Kickoff
Meeting
PA Period
PA Final
Meeting
PA
Document
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PA Kick-Off Meeting
 Vendor is notified that they are potential best value
 The client will coordinate a meeting with all critical parties
 Purpose of the meeting is to educate all parties of the PA requirements
 Vendor will be given:
 All other proposers’ risks from RAVA plans, no solutions, no VA, no scope
 Any technical concerns, issues, or risks, identified by client
 Contact list of critical individuals
 All parties will review online PA Tutorial
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Filter 1
Past
Performance
Information
Filter 2
Proposal &
RAVA Plan
Filter 3
Interview
Filter 4
Prioritize
(Identify
Best Value)
Filter 5
Pre-Award
Phase
(Pre-Plan)
Non-Detailed
Non-Detailed
Non-Detailed
Non-Detailed
Detailed
Non-Detailed vs. Detailed
Filter 6
Weekly
Report &
Post-Rating
Award
Quality of Vendors
High
Low
Time
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No Negotiation
Yes for Clarification & Adjustment
Filter 1
Past
Performance
Information
Filter 2
Proposal &
RAVA Plan
Filter 3
Interview
Filter 4
Prioritize
(Identify
Best Value)
Filter 6
Weekly
Report &
Post-Rating
Filter 5
Pre-Award
Phase
(Pre-Plan)
Award
Quality of Vendors
High
Negotiation
Clarification
Adjustment
Low
Time
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Pre Award Document
(RM Plan)
 The PA Document should contain the following:
1. Scope
 Clear and Detailed Project Scope (what is and what is not
included) – Set Baseline Expectation
2. Uncontrolled Risks List
 A list of Risks Proposer does not control with plans to minimize
3. Identified Risks List
 A list of all client/user risks with plans to minimize & all
proposer’s risks
4. Milestone schedule
5. Client Action Item List
6. Weekly Risk Report
7. Performance Metrics
8. Fee
9. Other: Agreed to Value Adding Options, Original RAVA Plan,
Interview Minutes, etc…
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Pre Award Summary
Meeting
 Is not a “Q&A” meeting




All issues resolved
All coordination complete
All risks that are not in vendors control have been identified
All value added options have been addressed
 PA Meeting is to summarize all of the coordination that has been
complete and walk through the PA Document
 Upon successful completion of the PA Meeting, the client will make
the award
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Award
Filter 1
Filter 2
Past
Current
Performance
Project
Information Information
Filter 3
Interview
Filter 4
Identify
Potential
Best Value
Filter 6
Weekly
Report &
Post-Rating
Filter 5
Pre-Award
Phase
Award
Quality of Vendors
High
Low
Time
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Filter 6 – Weekly Risk Report
Filter 1
Filter 2
Past
Current
Performance
Project
Information Information
Filter 3
Interview
Filter 4
Identify
Potential
Best Value
Filter 6
Weekly
Report &
Post-Rating
Filter 5
Pre-Award
Phase
Award
Quality of Vendors
High
Low
Time
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Weekly Reporting System
 Excel Spreadsheet that tracks only unforeseen risks on a project
 Client will setup and send to vendor once Award/NTP issued
 Vendor must submit the report every week (Friday).
 The final project rating will be impacted by the accuracy and timely
submittal of the WRS
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Measurement of Deviation from the Expectation
Management by Risk Minimization
Unforeseen Risks
PREPLANNING/QC
• Risk
• Risk Minimization
• Schedule
• Performance Metrics
WEEKLY REPORT
• Risk
• Unforeseen Risks
PERFORMANCE SUMMARY
• Vendor Performance
• Client Performance
• Individual Performance
• Project Performance
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Post Project Rating
Filter 1
Filter 2
Past
Current
Performance
Project
Information Information
Filter 3
Interview
Filter 4
Identify
Potential
Best Value
Filter 6
Weekly
Report &
Post-Rating
Filter 5
Pre-Award
Phase
Award
Quality of Vendors
High
Low
Time
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Final Rating
 After the project is complete, the client will evaluate the project.
 The Final Rating will be heavily impacted by:






Change in Cost
Project delays
Poor service
Owner surprises
Complaints
Ability to submit accurate and timely weekly reports
 In Best-Value Procurement, the vendors goal is to get a high rating in
order to stay competitive.
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50% Modification
NO
1
2
3
4
5
6
7
8
9
10
CRITERIA
Ven 2
Ability to manage the project cost
Ability to maintain project schedule
Quality of workmanship
Professionalism
Close out process
Ability to communicate
Ability to follow the users rules
Overall
customer
satisfaction
NO
CRITERIA
Ven 1
Total number of different jobs
1 Ability to manage the project cost
9.4
Total
number
of
different
customers
2 Ability to maintain project schedule
9.6
3
4
5
6
7
8
9
10
Quality of workmanship
Professionalism
Close out process
Ability to communicate
Ability to follow the users rules
Overall customer satisfaction
Total number of different jobs
Total number of different customers
10.0
9.6
9.3
9.4
9.7
9.9
19
19
9.8
9.8
9.8
9.8
9.7
9.8
9.8
9.8
Ven 2
18
7.4
9.8
179.8
7.4
7.4
9.8
7.4
9.8
7.4
9.7
7.4
9.8
7.4
9.8
7.4
9.8
18
17
Current
Ven 2
Project
5.0
7.4
5.0
7.4
5.0
7.4
5.0
7.4
5.0
7.4
5.0
7.4
5.0
7.4
5.0
7.4
Ven 3 Ven 4
18
9.4
9.5
9.7
9.8 17
9.7
9.7
9.5
9.4
9.4
9.7
18
18
9.9
9.7
9.5
9.5
9.8
9.8
20
17
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Schedule
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Website – www.pbsrg.com
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All Proposal Questions Must Be Emailed
Using the Proposer Inquiry Form
to: Lonnie Cunico at
[email protected]
Cc: Brian stone at
[email protected]
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Comments / Questions
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