Managing the SharePoint RFP - a Business Communication Case Study

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MELANIE NELSON, FAIRLIGHT CONSULTING

Managing RFPs - Communication

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April 8, 2023 © 2013 Fairlight Consulting 2

Agenda1. Introduction

2. Business Case Study

3. Communication

4. Close and Thank You

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Introduction


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Please take a moment to appreciate the sponsors that enable the SharePoint Community to gather, share knowledge, lunch, and enjoy a pint together in a beautiful location

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The sponsors

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Speaking from two positions or viewpoints?

As a consultant: @FairlightConslt214.507.0053Melanie@FairlightConsulting.comwww.LinkedIn.com/in/MelanieFNelson

As an employee: Environmental Firm

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Welcome!The SharePoint Community has given me so much – I want to give back.Today I’ll share the RFP Process I am currently engaged in, and what I have learned regarding communicating with the different parties involved.

Reason for Presentation Sharing my experience – business case study Saving you time

Audience Business user Level

Business of SharePoint, not technical

Created for Consultants SharePoint users Business Decision Makers

What’s it worth? A month’s time in this case…

Managing RFPs - CommunicationSharePoint Saturday | 21-SEP-2013 | Nashua, NH

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We learn wisdom from failure much more than success. We often discover what we will do, by finding out what we will not do.

– Samuel Smiles


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I failed my way to success.– Thomas Edison


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Business Case Study


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Current

Using InternallyFilling formsApproval work flowsCollecting metadataReporting Functions

Process Flows well established System was working as designed

Low User Adoption Speed slowed as data increased No personalization Dependent on consultant to update

system

RFP to

Enhance PerformanceStructure to allow External UsersSame functionality and purpose as earlier versions, adding external user functionality

Needs Architecture for scalability Speed Better Search

Considering Alternative form solutions

Additional Alternative devices for capture

Scenario: SP2010 Enhanced SP2013 Environmental Compliance Database

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Definition from Wikipedia for RFP

http://en.wikipedia.org/wiki/RFP

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Other RFP Key Stakeholders

CFO

Ready to PayROI DrivenHas bigger picture plans for future development Franchising /

Relationship development with SubContractors

Income from Forms

Execs on Same Page

Understand the NeedProcess Driven, needs for every day scenarios Know the businessBuilt previous versionsUnderstand needs of external and internal users Forms Reporting

Frustrated Influencer

Cost ConsciousUnderstands need, has already been through versions 1 & 2 not quite meeting expectations & being expensive, does not see value of investing more money into SharePointVery influential on Execs and Techs Needs

access/control & will excel

Problem solver and team player

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Three distinct voices communicating

Executive Management Intermediary Consultants

Wants the best solution at the best price.

Do not want to know all the details.

Comfortable with a rate sheet.

Wants to properly set expectations for both the management and for the consultants.

Want line item pricing for decision making.

Goal is to under promise and over-deliver. To Mgmt = on time and under budget. To Conslts = accurate work descriptions and payment for efforts, adjusting SOW as needed.

Want to properly and competitively price the proposal to be awarded the project.

Need as much information about the company, their processes, perceived needs as possible

“We just need the db and form capabilities”

“I’ll do as much work as possible so you don’t

have to.”

“We really need to go through a Discovery

Process ”

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Timeframe Simple email trail shows the month I could have saved

9/3 - Sent RFP to selected consultants

8/30 – Created Requested Attachments

8/29 - Shorter Version submitted

8/27 - Meeting to get feedback on RFP

8/23 - Emailed RFP for individual review

8/21 - Formal request for feedback on RFPs submitted

8/10 - Submitted 1st Draft of RFP

8/09 - RFP Requested

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Active Listening & Problem SolvingImportant in Business as well as Personal Life

Moving forward during the RFP process and throughout development and implementation I must

CLARIFY, CLARIFY, CLARIFY So what I’m hearing you say is… Practice in my personal life Teach to couples at MergeIncorporate these techniques in the workplace What I’ve learned

I am assuming what I hear is final, it could just be brainstorming Not every project/job needs to be completed above and beyond, exceeding

expectations Need to make sure I’m asking for enough details for me

Make sure I’ve heard the full message Stop to ask if there is more than one way to interpret the message, then clarify

“your place” example

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CommunicationSpeak / Write for your Audience

Executive ManagementThe management does not have time to do all of the work that you are doing to manage this RFP. They are decision makers and purse string holders and are trusting you to do the heavy lifting. You don’t have to explain everything – even if you want to, they don’t have time to hear it.

Limited time to listen / review / read Know your objective Keep messages precise and focused Know what it is the Execs want to know

Consider the Format What is most important?

Three key points Mine were Mandatory/Preferred/Optional – too big!

Additional detail can be put in an appendix Put focus on anything requiring a decision

Make it simple – yes/no, dollar amount, etc. Make it clear – that decision is needed, timeline for decision, options to choose

from (if so, give pro/cons)

Pay attention to their attention span, and adjust if you start ‘losing’ anyone

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Exec Management Communication Summary

You can tell the details of the RFP in an appendix or attachments to the RFP.

Make sure to have the details accessible so if there are any questions, you will be able to draw from that information, or provide it, but do not inundate the audience with details

And you can continue the conversation after the meeting/presentation/call, responding with lots of detail if they require it. Think big picture Big concepts Decisions, not details

56% SIMPLIFY GIVE THEM

THE GIST

2009THEY DON’T

WANT OR NEEDALL THE DETAILS

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CommunicationSpeak / Write for your Audience

ConsultantsTechnical consultants need as much information as possible to accurately price this RFP. They are attempting to determine what level of expertise will be required, and the time to complete the project. A full discovery period would be required to gather all the information needed to fully line-item price the project..

Limited time to review and respond Clearly state the goals and objectives required to be met Define the scope as precisely as possible Know what it is the consultants need to know requires understanding the system they

are working with (SharePoint)

Help them format their response Prioritize what is most important to the key decision makers

Specify mandatory, preferred and optional Mandatory defines whether contractor can meet requirements Preferred and Optional give the opportunity for consultants to incorporate value-

added benefits, further opportunity to win the business Additional detail can be sent after the fact

Solicit and respond to questions from each consultant, but evenly distribute the information to all

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CommunicationSpeak / Write to gather information for yourself

IntermediariesOur role is to ensure that we collect the proper information to suggest a solution, and for management to be able to make that decision.

Collecting the required information Clarify the needs to be met by the RFP Clarify the timing, structure and expectations for RFP approval Clarify what additional information the consultants need in order to bid the proposal as well as

they can without a full discovery

Help consultants format their response Clarify questions if more information is needed, so you can respond quickly Distribute answers evenly Request clarification if there is a part you don’t understand in their response, giving them an

opportunity to provide more informationHelp management make the selection Research solutions offered by each and weigh suggestions based on management Be prepared to explain suggestions, terms, concepts, suggested architecture, overall solution

to management both for suggested consultant and other offerors Clarify that the suggested consultant meets the requirements Clarify any additional requests management may have

Do the work first, so the others do not have to wait on you

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Setting ExpectationsMore Work Up Front, but No Surprises

My thoughts/reasoningIn the long run, it will be laid out, and we (me & consultant) can do phases. I learned how to do the detailing up front, by going through and working through other contractors and developers with software. Not SharePoint, but software in general, building websites and applications, and through those experiences, I found it best to lay all the details out up front so there’s no hidden surprises. Then had to research and know my product to ask the right questions.

Other Experiences Submit RFP Responses aren’t detailed enough Send additional information 2nd round of responses still don’t convince me they’re pricing the project accurately Decision to fully detail requirements for pricing

Difference between posting for any responses or specific respondents Already selected consultants

Pleased to work with any of them Interested to hear suggestions of each Pricing will influence the final decision RFP process provides opportunity to test communication with Offerors, which is crucial

to this project

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Setting ExpectationsMy thoughts/reasoning

More Work Up Front, but not SurprisesIn the long run, the project will be laid out, and we (me & consultant) can do phases. I learned how to do the detailing up front, by going through and working through other contractors and developers with software. Not SharePoint, but software in general, building websites and applications, and through those experiences, I found it best to lay all the details out up front so there’s no hidden surprises. Then had to research and know my product to ask the right questions.

Other Experiences Submit RFP Responses aren’t detailed enough Send additional information 2nd round of responses still don’t convince me they’re pricing the project accurately Decision to fully detail requirements for pricing

Difference between posting for any responses or specific respondents Already selected consultants

Pleased to work with any of them Interested to hear suggestions of each Pricing will influence the final decision RFP process provides opportunity to test communication with Offerors, which is crucial

to this project

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Communication


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Active Listening & Problem SolvingImportant in Business as well as Personal Life

Coaching on Communications in my Personal LifeI’ll discuss things I teach to couples at Merge and apply them to this business scenarioSpeaker Listener Technique So what I’m hearing you say is… Expectations Constructive Griping Problem Solving

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The Speaker Listener TechniquePersonal Coaching

Rules for the SPEAKER1. Speak for yourself.

Don’t mind read!2. Don’t go on and on.Stop and let the listener paraphrase.

Rules for LISTENER1. Paraphrase what you

hear

Don’t rebut. Focus on what the speaker is saying.

Rules for BOTH1. The speaker has the floor.2. Speaker keeps the floor while the listener

paraphrases3. Share the floor.

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The Speaker Listener TechniqueBusiness Application

Rules for the SPEAKER1. Speak for yourself.

Don’t mind read!2. Don’t go on and on.Stop and let the listener paraphrase.

Rules for LISTENER1. Paraphrase what you

hear

Don’t rebut. Focus on what the speaker is saying.

Rules for BOTH1. The speaker has the floor.2. Speaker keeps the floor while the listener

paraphrases3. Share the floor.

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ExpectationsPersonal Coaching

Three Key Problems1. You can be UNAWARE of your expectations

2. Your partner’s expectations.

3. Your expectations may be UNREASONABLE.

4. Your expectations may be UNSPOKEN.

What to do about Expectations Identify them Consider if they are realistic Discuss together -> Aware, Reasonable & Spoken

EXPECTATIONS:– are beliefs about the way things will be or should be-- including

about behaviors, roles, life and death, relationships, and so forth– that are not met lead to feelings of sadness, disappointment,

frustration, and anger.

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ExpectationsBusiness Application

Three Key Problems1. You can be UNAWARE of your expectations or those of the other parties

2. Your expectations may be UNREASONABLE – each business scenario is different and what works at a F100 company may not work at a family owned business, the level of detail one company may provide for an RFP may not be known by another company

3. Your expectations may be UNSPOKEN – you must be clear and document as needed

What to do about Expectations Identify them – talk to all parties Consider if they are realistic - how much detail for consultants Discuss together: formally - Annual Review, informally – conversation. Ensure

expectations are properly set for both parties

EXPECTATIONS:– are beliefs about the way things will be or should be– based on

past experiences and personal preferences– that are not met lead to – lack of efficiency, frustration, and

possibly even missed deadlines or underperformance

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Constructive GripingPersonal Coaching

When you did XSpecific Behavior

In situation YSpecific Situation

I felt ZOwning feelings

Be Respectful and Be Specific

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Constructive GripingBusiness Application

When you did XRequested this RFP /Wrote a 60 page RFP

In situation YFor the next version of the Environmental Compliance Database

The result was ZI thought the goal was getting pricing so wrote as much as I could to get

line-item detail for your final selectionAdditional work needed to be done to adjust for

Be Clear and Concise to avoid confusion

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Problem Solving ModelBusiness Application

Problem Solution Agenda setting

Decide on what to work on right now Plan to work the other pieces of the problem at another time Focus in and narrow down the concerns

Brainstorming Agreement and compromise

Work toward what you can both agree to do Discuss pros and cons of different potential solutions

Follow-up Agree on solution to be tried now Agree on a time frame to try solution and agree to assess and

revise as needed

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This SP2010 -> SP2013 RFP Both reinforces and teaches me new ways to work

I have learned and am learning…

SharePoint is amazing… But is not the solution to everything, and ‘selling’ that doesn’t come

across as genuine Can be overwhelming to anyone that doesn’t know the capabilities

on a more detailed level The SharePoint RFP Does not need to be a full governance plan and map for future

growth Was meant by management to be a tool to select a consultant Ballpark pricing pending discovery and a rate sheet Timeline was not cut and dry end of the year for full roll out Extra effort on my part caused undue extra effort to others - to

review, respond, and discuss (opens a can of worms)

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Overall Communication Active Listening

Don’t Wait - Ask Be PreparedConsider your Audience

Consider type of communication Emails

Short -> Execs Detailed -> Devs/Conslts

Always, and particularly for RFPs/Projects

This is bullet level two or Paragraph styleThis is bullet level three This is bullet level four

This is bullet level five Which is actually bullet level six

This is Heading StyleThis is bullet level two or Paragraph styleThis is bullet level three This is bullet level four


This is Heading StyleThis is bullet level two or Paragraph styleThis is bullet level three This is bullet level four


Recap Lessons Learned

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Adaptive Solution The Win!


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This SP2010 -> SP2013 RFP Status Update

Management approved RFP is out & I am sending the detailed information to consultants in a Q&A email formant

Great Communication with management Annual Review and genuine conversations Extra time and listening actively over a multi-day period resulted in a

communication breakthrough with the frustrated influencer – Clarification of his needs = understood

On-going communication with consultants Some dropped out of process due to needing full discovery or more time Relationships being developed with some consultants through the process Better outlines of functionalities needed are being created through Q&A

emails Very pleased with the progress once expectations were clarified, and am excited to move into the selection process when proposals are received

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Question & Answer Time


5 @FairlightConslt

[email protected]/in/MelanieFNelson

[email protected]@taitenvupdates

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Close Thank you


6 @FairlightConslt

[email protected]/in/MelanieFNelson

[email protected]@taitenvupdates

Date post:	22-Nov-2014
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