1120

11

Go/no-go: How to make it work Deciding whether a bid is a worthwhile venture requires answering several questions related to the project, plan, client/owner, timeline, budget, team, and proposal. O P I N I O N

T o paraphrase William Shakespeare: “To go or not to go; that is the question.” A go/no-go evaluation is neither rocket science nor an extended research project. It should take no more than 30 minutes and require no more than two or three phone calls. It should be done as soon as possible after learning about the opportunity, by the person who would manage the project when you win it.

Bernie Siben

„ „ Is the project aligned with your department’s/ group’s plan? „ „ Does the project have any strategic value to the firm? „ „ Does the project have public relations or marketing value for the firm? THE CLIENT/OWNER „ „ Do we have the client’s complete and accurate name? „ „ Is the client’s office running the project? „ „ Is this a strategic client (according to our Plan)? „ „ Does this client already know our firm and our quali- fications? „ „ Have we worked for this client before? „ „ Does the client pay its bills timely? (check with accounting; the second of your few phone calls) „ „ Do we want to work for this client? (check with pre- vious project manager; your last phone call) „ „ Does the client have a good reputation in the local business and A/E/C community? „ „ Have we spoken with the client about this project (do we know anything that nobody else knows)? „ „ Do we understand the client’s selection criteria/ process? „ „ Do we know anyone on the Selection Committee? „ „ Is the client also the owner (if not, who will make the final selection)? TIME AND MONEY „ „ Do we know the client’s desired schedule? “The go/no-go evaluation is a thought process that enables you to take the ego and wishful thinking out of the pursuit decision.”

Importantly, a go/no-go evaluation is not a committee activity; you will waste too much production time just getting the committee together and involve too many senior staff, who really have little to contribute other than “best guesses.” The go/no-go evaluation is a thought process that enables you to take the ego and wishful thinking out of the pursuit decision. The following is a sample of the questions your go/no-go evaluation should pose. THE PROJECT „ „ What is the complete name of the project, including solicitation number? „ „ What project details do you know (facility type, size, scope, budget, schedule, permits, etc.)? „ „ What services/disciplines will be required? „ „ Have we done this kind of project before? „ „ Do we provide these services/disciplines, and which must be subcontracted? „ „ Are there additional services you think should be included to get the job done? „ „ Where is the project actually located? „ „ Have we worked in this area before (experience with local politics, agencies, geology, climate, building codes, environmental requirements)? „ „ Has the client/owner done this kind of project be- fore? „ „ Is the project currently funded? „ „ Is there anything about the market sector into which the project falls that is a recommendation or a warn- ing (check with market sector leader, your first of a few phone calls) THE PLAN „ „ Is the project aligned with the firm’s strategic plan (have you identified this kind of project as some- thing you do [or do not] want to do)?

See BERNIE SIBEN, page 12

THE ZWEIG LETTER SEPTEMBER 21, 2015, ISSUE 1120

Made with FlippingBook Annual report