What is a “Request for Tender”? Typically a large and detailed document - often 30 + pages Describes the company’s organisational structure, historical/developmental context and current operational capabilities Lists the “tools”, human and technical, required for the implementation of the work Details the support/work required

Reasons for a RFT Prime objective is to ensure the best possible value for money Maintain ethical standards of practice - avoid allegations of nepotism(“jobs for the boys”) by justifying the selection of supplier via objective criteria Client uses the tender as a filtering process - to qualify possible contractors

Structure of the RFT Title page - include your company name (i.e. MSC), the support/work required (i.e.the implementation of an integrated information system)and the date of your request Invitation/Introduction - a brief description of the support required Background - eg a description of the company/ industry, historical context, competitors, the decision- makers and their responsibilities, current operational processes and the human and technical resources that might be available to the prospective contractor, etc

Structure of RFT (cont’d ) Goals/Objectives - might include a mission statement or a summary statement of the project, the basic goals of the project, details of schedule requirements, etc Scope of Support Requirements - specifies the services, products and support required; eg design, installation and maintenance of information system, the staff required and their level of experience, skill and expertise, response timelines to errors/failures in the system etc.

Structure of RFT (cont’d ) Evaluation Criteria - a detailed list of the particular criteria tendering companies are required to meet, the level required and the weighting (priority value) of each of the criteria Examples: - familiarity with specific hardware/software/system - ability to provide system maintenance and support - financial security and stability of the tendering company - particular communication skills eg conflict management - existing risk minimisation strategies etc.

Structure of RFT (cont’d) Contractual Conditions/Arrangements: depends on specific requirements of the tender but may include - the execution of formal agreement, - payment arrangements such as invoicing and payment, - financial information disclosure in order to demonstrate financial capability to participate in the agreement, - service level reporting to ensure all information and records are efficiently maintained, - confidentiality statements etc. Details about the lodgement of Tender: contact details, closing date, enquiries etc.

Structure of RFT (cont’d) References - the tendering organisation is requested to supply references to testify to their financial and professional standing Additional Information to be Provided - this might include details of the tendering company’s structure, disclosure of any potential conflict of interest and any current litigation proceedings against the tendering company

Example An example of a request for tender for system development and maintenance services has been placed on the subject web site, together with a description of the system They are very long and detailed documents. Don’t get lost in the detail! Skim read them to get an idea of the contents An example of an RFT for hardware will be put up later in the semester

Tender Plan Comprises two parts: - establish objective criteria which all parties must address (relates to specific skills and competencies needed) - determine the criteria against which the tenders will be evaluated (to justify your eventual choice of contractor)

Types of Conflict Internal/within the self: when our own needs, emotions and experiences are unresolved or unsatisfied. External/outside of the self: occurs between two or more people, leads to discomfort, misunderstanding, tension and perhaps crisis. Realistic: resolvable conflict because both parties are amenable/willing to resolve the difference. Unrealistic: difficult to resolve because neither party is willing to change and negotiation becomes difficult.

Why does Conflict Occur? differences in values, attitudes, traditions, prejudices different goals expectations not being fulfilled different work practices responses to incidents misunderstanding competition feelings of anger, of disappointment, of being offended

Responses to Conflict Define the issues Determine the major concerns and needs of each party using: feedback skills, listening skills, assertive behaviour, non-verbal messages, empathy Generate solutions: brainstorm options, introduce an action plan to ensure that those options are implemented

Negotiation: Styles and Strategies Negotiation is a process in which two or more people attempt to resolve differences, discuss problems and arrive at an agreement Style: personal style will affect the way in which an individual negotiates and can be classified according to ways in which the individual uses/experiences power and psychological barriers Strategies: win-win, win-lose, lose-lose - each strategy has a different outcome and relies on different styles of communication

Stages in the Negotiation Process Plan - establish clear objectives before engaging the other parties Select appropriate time and setting Set the Context- establish trust and confidence via listening skills, establish the areas of common ground, ensure all parties feel equal and safe

Stages in the Negotiation Process ctd. Define needs - establish the needs of each party by listening Discuss - deal with one issue at a time, clarify and summarise the content, feelings and ideas which are, and have been, communicated Negotiate - brainstorm possible solutions, evaluate those options, select those that everyone can agree to, implement the solutions

Options Compromise Collaboration Competition Accommodation Avoidance

Remember…... use “I” messages try to separate the people from the problem focus on interests rather than positions discuss a variety of possibilities for resolution before determining an option establish clear and concise criteria to ensure results of the process are based on an objective standard