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29-552: There are four main benefits of using ISPL. These benefits are elaborated in the paragraphs below. The customer can take advantage of the competitive market ISPL helps the customer organisation to construct the Request for Proposal ( RFP ). It even provides the customer organisation with a table of contents. A very important part of the ISPL request for proposal is the elaboration on the supplier evaluation approach. The complete transparency of

58-429: A bidding process. Unlike invitations to tender , which award contracts based upon the price and quality of the tender, RFPs allow suppliers more flexibility in proposing an original service or product in alignment with a company's needs. Similar requests include a request for quotation (RFQ) and a request for information (RFI), where a customer needs more information from vendors before submitting an RFP. An RFI

87-534: A clear understanding of systems and services requirements defining the acquisition goal. The acquisition initiation process is illustrated in Figure 5. A more detailed description of the Acquisition Initiation phase can be found here . The result of this step is a sufficiently clear understanding of the requirements to the systems and services that are the goal of the acquisition and the costs and benefits for

116-407: A contract is the planning of the decision points. The tendering process consists of four different steps: This process aims to monitor the services defined in the contract. It has to ensure that the deliverable and services conform to the requirements in the contract. The most important activity of the contract monitoring process is the execution of the decision points. In the decision point execution

145-538: A final selection decision is based. Federal government requests for final proposal revisions must advise offerors that the final proposal revisions shall be in writing and that the Government intends to make award without obtaining further revisions. The term "request for proposals" is sometimes used in relation to government procurement in the United Kingdom , for example a request for proposals to raise and manage

174-418: A high-level description of the ISPL acquisition process from a customer-supplier-interaction point-of-view. Figure 3 illustrates the sequence of customer and supplier processes during the acquisition. The following paragraphs link the processes in Figure 3 to the theoretical information that is present in this entry and thus provide a link from practise to theory. Make RFP To construct a request for proposal

203-400: A situation analysis to be able to identify critical risks and mitigate them using an appropriate delivery strategy. More information can be found in the chapter ' #Managing Risks and Planning Deliveries '. Make decisions During the execution of the delivery plan the customer and supplier make decisions at each decision point. This is the #Contract Monitoring phase. This chapter provides

232-433: A suboptimal strategy obviously brings along higher costs. The chapter #Service Planning describes the situation and risk analysis and the design of a service delivery strategy. Contract as a control instrument ISPL helps the customer and supplier organisations to set up a contract that specifies all critical aspects of the procurement. For example, the list of requirements, the budget and the delivery plan are all fixed in

261-449: Is a #Tendering deliverable . Make proposal The supplier company writes a proposal in which it clarifies how it can fulfil the acquisition goal. More information on proposals can be found in the paragraph #Tendering deliverable . Select The customer selects a supplier. The selection activity is an important step in the #Tendering process, part of the #Procurement process . Negotiate contract Customer and supplier negotiate

290-458: Is a summary of [2]. Figure 4 displays a model of the ISPL acquisition process. The acquisition process consists of three sequential process steps. These individual process steps are discussed in more detail in the paragraphs below. In ISPL the terms target domain and service domain are used quite frequently. Target domain The target domain is the part of the customer organization that is affected by

319-408: Is reached. The deliverables used in this phase are of the #Decision point deliverable type. The final decision of the complete acquisition process is the #Acquisition completion . The ISPL Acquisition Process is the actual process of obtaining a system or service to achieve a goal contributing to business objectives and/or needs. It is one of the most important parts of the ISPL method. This chapter

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348-465: Is the customer company's contract authority) has to verify the successful conclusion of all contracts and the achievement of the acquisition goal. The acquisition completion process consists of four activities: The following paragraphs elaborate on the different activities of acquisition completion. The acquisition manager has to check the completion of the different contracts by checking if each individual contract's completion phase has been achieved and

377-1060: Is typically followed by an RFP or RFQ. When an RFP is made after negotiations with prospective contractors, the submitted tender is known as a BAFO (best and final offer). A request for proposal requires the bidder to produce an original business proposal based on the buyer's needs. Depending on the RFP document's specification, a bidder may be required to decide upon project expectations, timetable, product design, and vendors. Other requested information may include basic corporate information and history, technical capability, product information. In United States government procurement , Federal Acquisition Regulation 15.203 covers requests for proposals, stating Requests for proposals (RFPs) are used in negotiated acquisitions to communicate Government requirements to prospective contractors and to solicit proposals. The FAR allows for evaluation of proposals, further discussions with bidders and invitation for submission of written final proposal revisions (FPRs), upon which

406-509: The IS Procurement Management Essentials. Additionally, a specific book addresses public procurement. Plug-ins to the IS Procurement Management Essentials are provided for specific needs and situations. Currently, three plug-ins are available for which there is a large market potential. A fourth plug-in on the acquisition of product software is currently under construction. Follow the links below to get more information on

435-454: The acquisition itself can contain multiple procurements. Such a contract consists of one or more projects or ongoing services. The procurement step consists of three sequencing processes: The aim of the tendering process is to select a supplier and a proposal for the considered services and systems and to agree with the chosen supplier on a contract in which both parties’ deliveries and responsibilities are defined. A very important aspect of such

464-404: The business and its various stakeholders. This process step consists of four activities: The input of business needs is ideally provided by Requirements management processes . The goal of this phase is to define an acquisition strategy adapted to the situation, plan the main decision points of the acquisition, and establish the acquisition organisation. The acquisition planning phase consists of

493-420: The contract. This provides both customer and supplier organisation with a very powerful control instrument. One of the benefits for the customer organisation is that the supplier organisation will be highly motivated to meet all the deadlines because otherwise the supplier commits contract breach. One of the benefits for the supplier organisation is that it becomes much harder for the customer organisation to change

522-416: The contract. Usually this means that the delivery plan is refined to a more detailed level. The information in the chapter #Managing Risks and Planning Deliveries can be used to update the delivery plan. Make decisions For each contract the delivery plan is executed. Customer and supplier make decisions at each decision point. For an individual contract the final decision is whether #Contract Completion

551-420: The customer first needs to describe the acquisition goal and other requirements, and perform a situation and risk analysis. Using the risk analysis a delivery plan has to be constructed. More information on all of these activities can be found in the chapter #Managing Risks and Planning Deliveries and the paragraph #Acquisition initiation in the chapter #Managing Acquisition Processes . The request for proposal

580-416: The customer organization makes judgments and decisions based on the status of the procurement at any given time. The aim of this process is to ensure that all outstanding technical and commercial requirements in the procurement contract (that was written and signed in the tendering phase) have been met. This is the formal completion of all the contracts of the acquisition. The acquisition manager (often this

609-412: The different parts of ISPL. Figure 2 illustrates the meta-process model of ISPL. This model can be used to easily link and compare ISPL to other Information Technology methods and frameworks. I will provide each process with a link to more information. Define requirements The definition of requirements is out of the scope of ISPL. For more information on defining requirements I would like to refer to

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638-416: The entry on Requirements management processes . Specify deliverables Both customer and supplier organisation have to specify the information and services they want to receive from the other party. More information on the specification of deliverables can be found in the chapter on #Specifying Deliverables . Situation Analysis, Identify Risks, Select Strategy The customer organisation has to conduct

667-421: The following activities: Steps two to four are discussed in detail in the chapter #Managing Risks and Planning Deliveries . Both the acquisition goal definition and acquisition planning are activities within the phase of Acquisition Initiation . A more thorough entry of this phase can be found here . The procurement step of the ISPL acquisition process embodies the obtaining of one single contract. Note that

696-443: The proposals of the candidate suppliers very easy to compare. The use of a strategy that really fits the situation ISPL provides the user with a really extensive risk management process. Based on best practices, it helps the management to design a delivery strategy that really fits the situation of both the customer and the supplier organizations. This is a benefit for both the customer and the supplier organizations because selecting

725-429: The required reports are written. If necessary the acquisition manager has to trigger the contract completion process for contracts that need it. RFP A request for proposal ( RFP ) is a form of reverse auction that solicits a business proposal by an organisation interested in the procurement of a service or product from potential suppliers. It is usually part of a complex sales process, and made through

754-505: The requirements which would slow down the development process. In short, with ISPL there is a better control of costs and time-scales. ISPL is developed and published in 1999 by a consortium of five European companies: EXIN and ID Research (ORDINA) from the Netherlands, FAST from Germany, SEMA from France and TIEKE from Finland. The development of ISPL was part of the SPRITE-S2 programme that

783-456: The service. Service domain The service domain is the service organization that delivers the service, i.e. the supplier. The first process to be executed by the customer contract authority within an acquisition is the acquisition initiation process. It consists of two sequential process steps: acquisition goal definition and acquisition planning. The final result of the process is an acquisition plan reflecting an acquisition strategy, along with

812-434: The supplier evaluation approach triggers the candidate supplier organisations to issue a really competitive proposal. As a result, the customer can take full advantage of the competitive market. Proposals of suppliers become comparable ISPL specifies the table of contents of the candidate supplier organisation's proposal. It also supplies the customer and candidate supplier organisations with one clear terminology. This makes

841-479: Was launched in 1998 by the European Commission . ISPL is derived from Euromethod and based on the research of about 200 real-life acquisitions. Although ISPL is a best practice library it does not only consist of books. The structure of ISPL is displayed in Figure 1. In this figure the books are represented by squares and the other tools are represented by circles. The basis is formed by four practical books,

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