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Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
Information Technology Management Office We Make Government ...
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Information Technology Management Office We Make Government ...

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  • Failure to correctly identify the problem project failure, cost overruns, contract controversies, unhappy end users, unhappy bosses
  • Transcript

    • 1. Information Technology Management Office We Make Government Better Through Innovative Procurements
    • 2. Solutions-Based Procurement A Business Approach to Procuring Information Technology Another Innovative Procurement Technique by ITMO
    • 3. History <ul><li>2002 - Gartner & Forrester </li></ul><ul><ul><li>70% - 75% of all IT Projects Fail </li></ul></ul><ul><ul><ul><li>Success Criteria: </li></ul></ul></ul><ul><ul><ul><ul><li>On Time </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Within Budget </li></ul></ul></ul></ul><ul><ul><ul><ul><li>All originally specified functionality </li></ul></ul></ul></ul><ul><li>What causes these high failure rates? </li></ul>
    • 4. History <ul><li>Consolidated Procurement Code 1981 </li></ul><ul><ul><li>Low Bid </li></ul></ul><ul><ul><li>RFP After thought </li></ul></ul><ul><li>1994 </li></ul><ul><ul><li>Request for Qualification </li></ul></ul><ul><ul><li>Cost Not a Factor </li></ul></ul><ul><ul><li>Negotiation </li></ul></ul><ul><ul><ul><li>Matters affecting the scope so long as you don’t change the overall nature and intent of the solicitation. </li></ul></ul></ul>
    • 5. What Factors Contribute to these Failure Rates? <ul><ul><li>Detailed Specifications </li></ul></ul><ul><ul><li>Firm Fixed Price Contracts </li></ul></ul><ul><ul><li>Poor Contract Management </li></ul></ul><ul><ul><li>Poor Project Management </li></ul></ul><ul><ul><li>Scope Creep </li></ul></ul><ul><ul><li>Poor Change Management </li></ul></ul><ul><li>How Does the procurement process contribute? </li></ul>
    • 6. Traditional RFP Approach <ul><li>Identify “Problem” </li></ul><ul><li>Research as many solutions as possible in the time allowed </li></ul><ul><ul><li>Hope you don’t miss the really good one </li></ul></ul><ul><ul><li>Usually takes 4 - 6 months </li></ul></ul><ul><li>Write Specifications </li></ul><ul><ul><li>Define Existing Automated or Manual System </li></ul></ul><ul><ul><li>Specify a particular product </li></ul></ul><ul><ul><li>Specify something that does not exist </li></ul></ul><ul><ul><li>Can anyone say PROTEST ? </li></ul></ul><ul><ul><li>Establish minimum acceptable requirements </li></ul></ul><ul><li>Boss wants to know what is taking so long </li></ul><ul><li>Send to Procurement as a RUSH </li></ul><ul><li>Is There A Better Way? </li></ul>
    • 7. Solutions-Based Approach (Overview) <ul><li>Preparation </li></ul><ul><ul><li>Define Problem </li></ul></ul><ul><ul><li>Define Current Environment </li></ul></ul><ul><ul><li>Perform an Agency Risk Analysis </li></ul></ul><ul><li>The Solicitation </li></ul><ul><ul><li>Vendor contact prohibited </li></ul></ul><ul><ul><li>Service Level Agreement (SLA) </li></ul></ul><ul><ul><li>Request for Qualifications (if applicable) </li></ul></ul><ul><ul><li>The Request for Proposals </li></ul></ul><ul><ul><ul><li>Schedule and Contract Terms </li></ul></ul></ul><ul><ul><ul><li>Bidder Qualifications </li></ul></ul></ul><ul><ul><ul><li>Business Proposal </li></ul></ul></ul><ul><ul><ul><li>Evaluation Criteria </li></ul></ul></ul><ul><ul><ul><li>Offeror Guidelines for Responding to Solicitation </li></ul></ul></ul><ul><ul><li>Pre Proposal Conference </li></ul></ul><ul><ul><li>Amendments </li></ul></ul><ul><ul><ul><li>Prospective vendors have 15 days to protest contents of amendments </li></ul></ul></ul><ul><li>Proposals and the Evaluation Process (4 – 6 months) </li></ul><ul><ul><li>Oral Presentations of Proposals </li></ul></ul><ul><ul><li>Demonstrations </li></ul></ul><ul><ul><li>Scoring </li></ul></ul><ul><ul><li>Demonstration </li></ul></ul><ul><ul><li>Negotiations </li></ul></ul><ul><li>Award and Post Award Processes </li></ul>
    • 8. Define the Problem <ul><li>Define the Problem, Not the Solution </li></ul><ul><ul><li>Many protests are based on restrictive specifications, Potential vendors have 15 days from the release of the solicitation to protest specifications. </li></ul></ul><ul><li>All Problems are Business Problems or Business Process Problems </li></ul><ul><ul><ul><li>Financial Problems, Business Processes Problems (BPR), New Business Products </li></ul></ul></ul><ul><ul><ul><li>Business Output and Analysis Problems (Data & Reports) </li></ul></ul></ul><ul><ul><ul><li>What are the Business problems? </li></ul></ul></ul><ul><ul><ul><li>What are the consequences of failing to resolve the problem? </li></ul></ul></ul><ul><ul><ul><li>Any mandatory specifications should be business requirements </li></ul></ul></ul><ul><li>Define the Problem not Symptoms, Solutions, or Current Processes </li></ul><ul><ul><li>Symptoms </li></ul></ul><ul><ul><ul><li>Symptoms indicate a problem, they are not THE problem </li></ul></ul></ul><ul><ul><ul><li>It is easy to misidentify a symptom as the problem </li></ul></ul></ul><ul><ul><ul><li>A problem may have more than one symptom </li></ul></ul></ul><ul><ul><ul><li>A symptom may be the result of more than one problem </li></ul></ul></ul><ul><ul><ul><li>Fixing one symptom may magnify other symptoms </li></ul></ul></ul><ul><ul><ul><li>Fixing a symptom may be appropriate if supported by a business case </li></ul></ul></ul><ul><ul><li>Solution </li></ul></ul><ul><ul><ul><li>May not be the best solution </li></ul></ul></ul><ul><ul><ul><li>Solution may not solve problem </li></ul></ul></ul><ul><ul><ul><li>Solution may not take advantage of latest technology </li></ul></ul></ul><ul><ul><ul><li>Vendors define problems in terms of their solution </li></ul></ul></ul><ul><ul><ul><ul><li>I didn’t know I had a problem until that salesman showed me. </li></ul></ul></ul></ul><ul><ul><li>Current Processes </li></ul></ul><ul><ul><ul><li>Current Process may be the problem </li></ul></ul></ul><ul><ul><ul><li>May limit some significant efficiencies and advantages of technology </li></ul></ul></ul><ul><ul><li>(back) </li></ul></ul>
    • 9. Define the Current Environment <ul><li>Define the Current Business </li></ul><ul><ul><li>Define current business requirements </li></ul></ul><ul><ul><ul><li>Legal mandates </li></ul></ul></ul><ul><ul><ul><li>Reporting Requirements </li></ul></ul></ul><ul><ul><ul><li>Project Budget Parameters </li></ul></ul></ul><ul><ul><li>Define current business processes </li></ul></ul><ul><ul><ul><li>Define program inputs and outputs </li></ul></ul></ul><ul><li>Define Current Technical Environment </li></ul><ul><ul><li>Applicable Hardware Inventory </li></ul></ul><ul><ul><ul><li>Identify current usage and availability </li></ul></ul></ul><ul><ul><ul><li>Identify any planned changes or upgrades </li></ul></ul></ul><ul><ul><li>Applicable Software Inventory </li></ul></ul><ul><ul><ul><li>Operating system(s) </li></ul></ul></ul><ul><ul><ul><li>Applicable database and applications software </li></ul></ul></ul><ul><ul><ul><ul><li>License type and usage </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Include manufacturer and versions levels </li></ul></ul></ul></ul><ul><ul><li>Applicable Communications Inventory </li></ul></ul><ul><ul><ul><li>Telecom and data connectivity and capacity </li></ul></ul></ul><ul><ul><li>Include any current hardware and software performance data that a vendor may require to develop a solution </li></ul></ul><ul><ul><ul><li>Outputs </li></ul></ul></ul><ul><ul><ul><li>Usage </li></ul></ul></ul><ul><ul><ul><li>Peak Usage </li></ul></ul></ul><ul><ul><ul><li>Data File Sizes </li></ul></ul></ul><ul><ul><ul><li>Data Field Layouts, etc. </li></ul></ul></ul><ul><li>(back) </li></ul>
    • 10. Perform an Agency Risk Analysis <ul><li>Identify any internal or external threats that may affect the successful completion of the project (on time, within budget) </li></ul><ul><ul><ul><li>Business </li></ul></ul></ul><ul><ul><ul><li>Legal </li></ul></ul></ul><ul><ul><ul><li>Political </li></ul></ul></ul><ul><ul><ul><li>Technical </li></ul></ul></ul><ul><li>Create a mitigation plan for each identified risk </li></ul><ul><ul><ul><li>Ignore risk </li></ul></ul></ul><ul><ul><ul><li>Eliminate risk </li></ul></ul></ul><ul><ul><ul><li>Change Laws or Regulations </li></ul></ul></ul><ul><ul><ul><li>Manage expectations </li></ul></ul></ul><ul><ul><ul><li>Include Performance Incentives </li></ul></ul></ul><ul><ul><ul><li>Shift risk </li></ul></ul></ul><ul><li>(back) </li></ul>
    • 11. Service Level Agreement <ul><li>An Agreement between ITMO and the Agency </li></ul><ul><ul><ul><li>Identify evaluators and any technical or business resources that will be required </li></ul></ul></ul><ul><ul><ul><li>Schedule Request for Qualifications </li></ul></ul></ul><ul><ul><ul><li>Schedule two meetings with RFQ evaluators </li></ul></ul></ul><ul><ul><ul><li>Schedule RFP issue date and pre proposal date </li></ul></ul></ul><ul><ul><ul><li>Schedule resources necessary to respond to pre proposal questions </li></ul></ul></ul><ul><ul><ul><li>Schedule Amendment issue date </li></ul></ul></ul><ul><ul><ul><li>Schedule date for Offerors to return proposals </li></ul></ul></ul><ul><ul><ul><li>Schedule three meetings with evaluators, technical resources, and business resources </li></ul></ul></ul><ul><ul><ul><li>Schedule Award Posting Date </li></ul></ul></ul><ul><ul><li>Failure to adhere to schedule will result in procurement being removed from priority processing status </li></ul></ul><ul><li>(back) </li></ul>
    • 12. Request for Qualification <ul><li>When do you use a RFQ? </li></ul><ul><ul><ul><li>Complexity of Problem to be Solved </li></ul></ul></ul><ul><ul><ul><li>Number of potential vendors </li></ul></ul></ul><ul><li>The RFQ solicitation must: </li></ul><ul><ul><ul><li>contain at a minimum a description of the goods or services to be solicited by the request for proposals </li></ul></ul></ul><ul><ul><ul><li>the general scope of the work </li></ul></ul></ul><ul><ul><ul><li>the deadline for submission of information and how prospective offerors may apply for consideration </li></ul></ul></ul><ul><ul><li>The solicitation may only require information about their qualifications, experience, and ability to perform the requirements of the contract </li></ul></ul><ul><li>Perspective offerors shall be ranked from most qualified to least qualified on the basis of the information provided </li></ul><ul><li>Proposals shall then be solicited from at least the top two prospective offerors by means of a request for proposals </li></ul><ul><li>Failure of a prospective offeror to be selected to receive the request for proposals shall not be grounds for protest </li></ul><ul><li>Recommended for Solutions-Based RFPs </li></ul><ul><li>(back) </li></ul>
    • 13. Schedule & Contract Terms <ul><li>The previously agreed to schedule will be imbedded in the solicitation </li></ul><ul><li>The posting date will appear on cover of the solicitation </li></ul><ul><li>Standard contract terms and conditions will be added to the solicitation </li></ul><ul><ul><li>Limitation of Liability, Indemnification, and Warranty are negotiable </li></ul></ul><ul><ul><li>Any special terms or conditions will be added to the solicitation </li></ul></ul><ul><ul><ul><li>Federal Requirements, Penalties, Liquidated Damages, etc. </li></ul></ul></ul><ul><li>(back) </li></ul>
    • 14. Offeror’s Qualifications <ul><li>Include the following information for the offeror and any subcontractor that will contribute more than 10% of the performance requirements of the contract: </li></ul><ul><ul><li>Include a brief history of the offeror’s experience in providing solutions of similar size and scope </li></ul></ul><ul><ul><li>Financials </li></ul></ul><ul><ul><ul><li>Audited </li></ul></ul></ul><ul><ul><ul><li>Public Corporations, Private Corporations, Private Companies, and LLCs </li></ul></ul></ul><ul><ul><li>Corporate References </li></ul></ul><ul><ul><li>Customer Lists – A complete customer list is requested </li></ul></ul><ul><ul><li>Failed Projects, Suspensions, Debarments, Litigation (past and present) </li></ul></ul><ul><li>(back) </li></ul>
    • 15. Business Proposal <ul><li>Business Proposals </li></ul><ul><ul><li>Total Cost of Ownership – What is the anticipated cost of purchasing, owning, operating, maintaining, and supporting the proposed solution for the total potential term of the contract? Provide a detailed accounting </li></ul></ul><ul><ul><li>Risk Analysis – What internal, external, business, legal, political, or technical factors could significantly impact the probability of completing this project on time and within budget? </li></ul></ul><ul><ul><li>Risk Mitigation – What actions can be taken to mitigate the identified risks? </li></ul></ul><ul><ul><li>Risk Sharing – Are there opportunities for mutually beneficial risk sharing? </li></ul></ul><ul><ul><li>Performance Incentives – Are there opportunities for performance-based incentives? </li></ul></ul><ul><ul><li>Financial Options - Are there alternative financing options available to the State? </li></ul></ul><ul><ul><li>Implementation Schedule </li></ul></ul><ul><ul><ul><li>Milestones and Deliverables </li></ul></ul></ul><ul><ul><ul><li>Staffing Deployment Schedule </li></ul></ul></ul><ul><ul><ul><li>Payments tied to Deliverables </li></ul></ul></ul><ul><li>(back) </li></ul>
    • 16. Evaluation Criteria <ul><li>Evaluation Criteria – There are a few standard criteria: </li></ul><ul><ul><li>Functional Capabilities: How well does the proposed solution meet the needs of the State as identified herein. </li></ul></ul><ul><ul><li>Technical and Performance Capabilities: How well do the technical and performance capabilities of the proposed solution meet the needs of the State. </li></ul></ul><ul><ul><li>Business Plan: - The impact of the proposed systems on the business and financial operations of the Agency. </li></ul></ul><ul><ul><li>Installation and Support: The degree to which the proposed installation and support capabilities meet the needs of the State. </li></ul></ul><ul><ul><li>Implementation Plan: Is the plan complete, reasonable, and does it meet the objectives outlined in the offeror’s proposal? </li></ul></ul><ul><ul><li>Qualifications: References (corporate and/or personal), resumes, financial statements, and evidence of ability to conduct business in the State. </li></ul></ul><ul><ul><li>Risk: What is the level of acceptable risk associated with the proposed solution. </li></ul></ul><ul><ul><li>Demonstrations: (next page) </li></ul></ul>
    • 17. Evaluation Criteria (cont) <ul><li>Demonstrations : </li></ul><ul><ul><li>Completeness, robustness, and ease of use of the proposed system. </li></ul></ul><ul><ul><ul><li>There are three methods of including demonstrations in the evaluation process: </li></ul></ul></ul><ul><ul><ul><li>The apparent successful vendor is asked to demonstrate its product so that the State may verify the claims made in the vendor's proposal. This is a pass/fail evaluation. </li></ul></ul></ul><ul><ul><ul><li>All vendors submitting proposals are asked to demonstrate their products, and each evaluator scores each demonstration. </li></ul></ul></ul><ul><ul><ul><li>A short list of vendors are asked to demonstrate their products. This is accomplished through a two-part evaluation process. Two sets of evaluation criteria are included in the RFP. Each proposal received is evaluated against the first set of criteria which does not include the demonstration. The vendors receiving the top three scores are asked to demonstrate their products. If there are less than three vendors offering proposals, then all vendors will be asked to demonstrate their products. Each of these vendors is evaluated against the second set of evaluation criteria. The second set of criteria should include all the first-part evaluation criteria plus the demonstration. </li></ul></ul></ul><ul><li>(back) </li></ul>
    • 18. Guidelines for Responding <ul><li>Offeror’s Guidelines for Responding to a Solutions-Based Procurement </li></ul><ul><ul><ul><li>Submittal Letter </li></ul></ul></ul><ul><ul><ul><li>Executive Overview </li></ul></ul></ul><ul><ul><ul><li>Technical Overview </li></ul></ul></ul><ul><ul><ul><li>Detailed Explanation of Proposed Solution </li></ul></ul></ul><ul><ul><ul><ul><li>Management </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Implementation Schedule, Project Management, Applications Develop Methodologies, sub contracting, etc. </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>Technical Details </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Design, equipment, performance criteria, data conversion, etc. </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>Backup </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Intellectual Property </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Staffing </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Service Levels </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Change Management </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Training, Installation and Support </li></ul></ul></ul></ul><ul><ul><ul><li>Offeror’s proposal becomes basis for contract </li></ul></ul></ul><ul><ul><ul><li>Allow Extra Time for Offerors to Prepare Responses </li></ul></ul></ul><ul><li>(back) </li></ul>
    • 19. Pre Proposal Conference <ul><li>Pre Proposal Conference </li></ul><ul><ul><li>One for RFQ and One for RFP? </li></ul></ul><ul><ul><li>Vendors can seek clarification and additional information </li></ul></ul><ul><ul><li>Be careful not to answer questions in terms of a potential solution </li></ul></ul><ul><ul><ul><li>Vendors often ask questions to seek a competitive advantage over and eliminate competition </li></ul></ul></ul><ul><ul><li>Have Personnel Available to Answer Questions </li></ul></ul><ul><ul><li>Issue Amendments as Appropriate </li></ul></ul><ul><li>(back) </li></ul>
    • 20. Proposals and the Evaluation Process <ul><li>Receive Proposals </li></ul><ul><li>Evaluation Process (could take 4-6 months) </li></ul><ul><ul><li>Oral Presentations </li></ul></ul><ul><ul><ul><li>Clarification and Through Understanding of Proposal </li></ul></ul></ul><ul><ul><ul><li>Can not be evaluated </li></ul></ul></ul><ul><ul><li>Demonstrations </li></ul></ul><ul><ul><ul><li>Short List </li></ul></ul></ul><ul><ul><ul><li>Can Be Evaluated </li></ul></ul></ul><ul><ul><li>Scoring </li></ul></ul><ul><ul><li>Evaluators will provide brief justification of scoring </li></ul></ul><ul><ul><li>Demonstration of Highest Scoring Solution </li></ul></ul><ul><ul><li>Negotiation </li></ul></ul><ul><ul><ul><li>Negotiate with the highest ranking offeror on matters affecting the scope of the contract, so long as the overall nature and intent of the contract is not changed. Document Negotiations. </li></ul></ul></ul><ul><ul><li>Determinations are be final and conclusive unless they are clearly erroneous, arbitrary, capricious, or contrary to law. </li></ul></ul>
    • 21. Effective Negotiations <ul><li>The Art of Negotiation </li></ul><ul><li>SC Procurement Code & Regulations </li></ul><ul><ul><li>Source Selection Rules </li></ul></ul><ul><ul><li>Cancellation and Rejection </li></ul></ul><ul><ul><li>Protest Process </li></ul></ul><ul><ul><li>Case Law </li></ul></ul><ul><li>Intellectual Property </li></ul><ul><ul><li>Types of Licenses </li></ul></ul><ul><ul><li>Public Domain </li></ul></ul><ul><ul><li>License Agreements </li></ul></ul><ul><ul><ul><li>Creating </li></ul></ul></ul><ul><ul><ul><li>Manufacturer’s </li></ul></ul></ul><ul><ul><ul><li>Negotiating </li></ul></ul></ul><ul><ul><ul><li>Governing Law, Indemnification </li></ul></ul></ul><ul><ul><li>Escrow Agreements </li></ul></ul><ul><ul><li>§ 11-35-3840. Authorizes License of IT </li></ul></ul><ul><ul><li>License, Ownership, Marketing Rights </li></ul></ul><ul><ul><li>Fees, Royalties, Revenue Sharing </li></ul></ul><ul><ul><li>Program-for-Hire </li></ul></ul><ul><li>Common Law Employment </li></ul><ul><li>(back) </li></ul><ul><li>Outsourcing vs. Offshoring </li></ul><ul><ul><li>Service Level Agreements </li></ul></ul><ul><ul><li>Deliverables </li></ul></ul><ul><ul><li>Data Ownership and Security </li></ul></ul><ul><ul><li>Problems </li></ul></ul><ul><ul><ul><li>Time Zone Differences </li></ul></ul></ul><ul><ul><ul><li>Language Barriers </li></ul></ul></ul><ul><ul><ul><li>Cultural Differences </li></ul></ul></ul><ul><li>IT Leasing </li></ul><ul><ul><li>Solicitation vs. Standard Equipment Agreement </li></ul></ul><ul><ul><li>Lessor’s Standard Lease Form </li></ul></ul><ul><ul><li>State Treasurer's Lease Register </li></ul></ul><ul><ul><li>Lease Terms </li></ul></ul><ul><ul><li>Property Taxes </li></ul></ul><ul><ul><li>Analyzing the Leases </li></ul></ul><ul><ul><ul><li>Lease vs. Purchase </li></ul></ul></ul><ul><ul><ul><li>Capital vs. Operational </li></ul></ul></ul><ul><li>Financial Analysis </li></ul><ul><ul><li>Business Plans </li></ul></ul><ul><ul><ul><li>Risk Analysis, Risk Mitigation, Risk Sharing </li></ul></ul></ul><ul><ul><ul><li>Financing Options, Cost Analysis </li></ul></ul></ul><ul><ul><li>Income Statements, Cash Flow Statements, Balance Sheets </li></ul></ul><ul><ul><ul><li>Liquidity, Leverage, Profitability, Debt Rating </li></ul></ul></ul><ul><ul><li>Protecting Against Bankruptcy </li></ul></ul><ul><ul><li>Limited Liability Corporations (LLC) </li></ul></ul>
    • 22. Award and Post Award Processes <ul><li>Award a Contract </li></ul><ul><ul><li>Since Vendor Proposed Solution, Vendor is completely responsible for performance </li></ul></ul><ul><li>Intent to Award, FOIA, Protest </li></ul><ul><ul><li>15 Days to Protest </li></ul></ul><ul><ul><li>16 Days to Award </li></ul></ul><ul><ul><li>Release Redacted Proposals, Evaluator Notes, Justifications and Determinations </li></ul></ul><ul><li>Protests </li></ul><ul><ul><li>Protests are a measure of knowledge and inefficiency </li></ul></ul><ul><ul><li>Protest hearings cost the State upwards of $40,000 </li></ul></ul><ul><ul><li>Usually, apparent winner did not meet a mandatory specification </li></ul></ul><ul><ul><li>Procurement Review Panel will not substitute its judgment for qualified evaluators unless evaluator was clearly wrong, arbitrary, capricious, or acted contrary to law </li></ul></ul><ul><li>Post Award Contract Administration </li></ul><ul><ul><li>Change Orders and Contract Amendments approved by Purchasing Officer </li></ul></ul><ul><ul><li>Change orders may be delegated - Change Order Delegation of Authority? (attached) </li></ul></ul><ul><ul><li>Contract controversies resolved by ITMO </li></ul></ul>
    • 23. Attachments and Links <ul><li>Delegation of Authority for Contract Administration </li></ul><ul><li>Guidelines for Preparing a Solutions-Based Solicitation </li></ul><ul><li>Guidelines for Responding to a Solutions-Based Solicitation </li></ul><ul><li>State Portal Specifications www.cio.state.sc.us/itmo/solution/portal.doc </li></ul><ul><li>ARE YOU READY? </li></ul><ul><ul><li>Training and Certification of IT Procurement Officials </li></ul></ul><ul><ul><li>Starting January 2005 </li></ul></ul>
    • 24. How Can We Make It Better? <ul><li>Teamwork </li></ul><ul><ul><li>Business Specialists </li></ul></ul><ul><ul><li>Financial Specialists </li></ul></ul><ul><ul><li>Technologists </li></ul></ul><ul><ul><li>Project Manager </li></ul></ul><ul><ul><li>Procurement Officer </li></ul></ul><ul><ul><li>Legal </li></ul></ul><ul><ul><li>Everyone involved from beginning in definition, creation of contract, implementation, project completion. </li></ul></ul>
    • 25. Information Technology Management Office We Make Government Better Through Innovative Procurements

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