How to write a request for proposal: A simple guide
The steps to a successful RFP: Write proposals that work
By Arif Mohamed | Computerworld UK | Published 15:01, 11 November 10
Project Description
In this section, you will describe how the project will be implemented and evaluated. The level of detail is up to you, but it should give a clear indication of what is involved.
This is the place to incorporate any relevant technical and infrastructure information in the case of IT projects, and detail the stakeholders who will be involved. These might be departments, partner companies or customers. Multiple business premises or specific IT systems may be involved.
Organisation Information
This part of the RFP can be used to describe the details of the organisation, and any specific location details. If there are any specific departmental or organisational details that are relevant to the project, they can be discussed here.
Key personnel, important contacts, and partners and customers that might be involved in the project can all be mentioned in this section.
You might also want to flesh out some of the company information given in the Executive Summary, to point out particular hierarchies or business units that might be relevant to the project.
Project Schedule
The project schedule, estimated project duration, including the start and end date, are listed in this section. You might like to include trial or pilot phases, implementation and evaluation periods, and proposed go live dates.
Budget
Time is important, and so is money. Consequently, it is important to include a budget in your RFP.
Put aside thoughts that disclosing your budget is a mistake, and that it will leave you open to predatory firms, price gouging, and generally being taken for a ride.
The opposite should be the case. Carefully and clearly-costed RFPs will give confidence to suppliers, and indicate that the project is at a mature stage and has been approved by the business.
Disclosing the budget will also help suppliers to prepare a more sophisticated bid, and help you weed out the ones that are not suitable.
In addition, responding to an RFP also has costs for the supplier, because they will have to put aside dedicated resources, and perhaps invest in staff and research and development, as well as equipment and technology. They may also be turning down other deals in favour of yours. These are all good reasons to get the budget right.
