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PROPOSAL PLANNING
KEY ROLES IN BID PROCCESS
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wsp.com/nz
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Making a go / no-go decision
Significant time and money can be spent on large proposals, so an early GNG decision needs to be made as to whether sufficient resources (with the right skills) are available to work on the bid, and if it is in our interests to submit a proposal vs investing the time elsewhere.
A formal GNG decision needs to be made before any commitments are given including:
- Commencing preparation of a proposal
- Entering into a Memorandum of Understanding that we will bid or have a teaming agreement with another party
- Giving a verbal or written commitment to another party (including the Client) that we will bid, or
- Responding to an early shortlisting process.
A GNG decision is made by the person with Delegated Financial Authority following completion of the GNG assessment. Generally, the decision will be straightforward, but it is important to consider our likelihood of success before making a final decision. Sometimes issues will need to be explored and clarified before a final decision can be made. In these situations, swiftly gaining clarity is essential, so we do not spend too much time on a project we will not pursue or cause a delay that compromises our ability to develop a compelling proposal.
Making no-go decisions can be a mark of business maturity. When this is the outcome, but the Client expects us to submit a proposal, the Project Director (or Client Relationship Manager) should contact the Client to say why we are not proceeding. While this may be disappointing news, they will likely respect our position and appreciate that we took the time to explain.
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Completing the Project Complexitity Assessment (PCA)
The Project Complexity Assessment (PCA) and Go / No Go (GNG) are mandatory steps for all proposals, to ensure that we are bidding for the right projects to support our brand, guiding principles and acceptable risk profile, with the right people appointed to manage and govern them. For Tier 4 projects, or Tier 3 projects escalated due to their nature or complexity, a formal independent endorsement of the commercial decision must also be undertaken by the NZ Risk Committee.
A PCA, co-ordinated by the Project Director, is the critical first step in this process, and determines the complexity of the prospective project and identifies the Bid Manager. The GNG is to confirm if we will submit a proposal. The online PCA and GNG process tools can be found in the Project Hub.
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Screening third party providers
When WSP is considering responding to an EoI/RFP or undertaking a proposal in the market for a provider of goods and/or services, there may be a requirement to screen a third party. This will support decision-making e.g. whether to proceed with a bid response or to shortlist a service provider or supplier. Third Party Screening can be requested by completing the WSP Third Party Vetting and Onboarding Request Form. For more information, visit the Procurement Vendors intranet page, or contact the Procurement Team.
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Identifying the project delivery team
The Project Delivery Team is the group of specialist resources who will deliver the project should the bid succeed. Identifying this group early provides greater certainty that their capacity can be fully assessed, and expertise utilised in pulling together specialised bid content. Depending on the size of the project team, they may require showcasing in the form of an organisation chart.
The Project Delivery Team is typically selected by the Project Director. For Tier 3 or 4 complexity projects, the selection of technical personnel should be carried out in conjunction with a Technical Principal or Technical Director.
When selecting the project team, consider the specific demands of the project, as well as:
- The best people available with the skills and capabilities to add value
- People with diversity of thoughts and views and the appropriate blend of technical and non-technical skills
- Agreement from Line Managers on the availability of people for the entire project, including agreement on the budget hours for inputs
- What gaps we have in our skills and how they will be plugged, possibly by involving suppliers (including partners and subconsultants).
This process may involve a search of the Capabilities Database, consultation with an individual’s Line Manager or previous Project Directors to discuss competence and performance, review of professional registers to confirm currency and practice areas, or conversations with the individuals themselves. It is critical to the formation of a positive team culture that all resources included in a bid are contacted, to confirm their availability and provide input on how their role/experience will add value to the project.
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Key Roles
Identifying the Bid Team
Early identification of the Bid Team will deliver a better quality submission. Having the right people engaged from the outset also ensures that responsibilities and required inputs are
clearly understood, along with the messages we want to convey to the Client. This includes early engagement of reviewers, so that their time is available when it is needed.
Strategic bids (Complexity Tier 3-4) are generally led by the NZ Strategic Bid Team. Contact Nigel Adler to enquire about bid management and proposal writing support. Complexity Tier 1-2 bids are typically managed within our Sectors. The bid Complexity Tier is established by carrying out a Project Complexity Assessment (see below).
High level roles and responsibilities in the bid process are identified below. Detailed roles and responsibilities for bid tasks are defined (according to the RASCI model) in the Roles and Responsibilities section of the Bid Hub.
The first stage of assembling the Bid Team is for the opportunity “owner” to identify the person with Delegated Financial Authority (DFA), in accordance with OurWay, Section 7: Our Delegations. The DFA challenges and approves decisions throughout the proposal development. A Project Director (PD) is then appointed by the DFA, based on their competency, experience, and connection to the Client. The role of the PD is to provide overall direction and leadership of the proposal development. Further information about the role of the PD can be found here.
The Bid Manager is appointed by the Project Director and their responsibilities are indicated in the RACI contained within the Securing and Delivering Projects Manual. These include managing the creation of a timely, compelling and commercially robust proposal, and co-ordinating the efforts of any resources engaged in bid writing/support. Early contact should be made with the NZ Strategic Bid Team if their support will be required. Further information about bid team roles and responsibilities can be found here.
Other roles (such as Subject Matter Experts (SMEs) and reviewers) are identified by the Project Director, in conjunction with the Client Director or Client Relationship Manager. These client-facing roles support the Bid Team in constructing a commercially robust proposal that will meet client expectations. The responsibility of other roles is to support the Bid Manager in developing a successful proposal, which will often involve developing the methodology and estimating the hours and defining technical skills needed to deliver the work.
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Gathering Intelligence
Mapping out our bid strategy early allows WSP to gain a thorough understanding of the customer and competitive landscape. Pursuit Planning is an important stage in the bid process, where an opportunity has been identified but typically the Request for Proposal (RFP) or Expression of Interest (EoI) is yet to land. During this stage, we also assess resourcing levels, whether the opportunity fits within our strategy, and our win probability. An interim go/no go decision will then be made, ahead of the formal go/no decision process.
The Pursuit Planning stage can also present important engagement opportunities that help us better understand our client’s needs, and factors that could help our bid succeed, which may include needing to partner with other organisations. During this stage, we also identify both the Proposal and Project Delivery Teams. Each of these topics is discussed below. Further Pursuit Planning information and resources are available in the Templates, Training & Guides section of the Bid Hub.
Making a Go/No-go Decision
Completing the Project Complexity Assessment (PCA)
Screening Third Party Providers
Identifying the Project Delivery Team
Identifying the Bid Team
Gathering Intelligence
Mapping out our bid strategy early allows WSP to gain a thorough understanding of the customer and competitive landscape. Pursuit Planning is an important stage in the bid process, where an opportunity has been identified but typically the Request for Proposal (RFP) or Expression of Interest (EoI) is yet to land. During this stage, we also assess resourcing levels, whether the opportunity fits within our strategy, and our win probability. An interim go/no go decision will then be made, ahead of the formal go/no decision process.
The Pursuit Planning stage can also present important engagement opportunities that help us better understand our client’s needs, and factors that could help our bid succeed, which may include needing to partner with other organisations. During this stage, we also identify both the Proposal and Project Delivery Teams. Each of these topics is discussed below. Further Pursuit Planning information and resources are available in the Templates, Training & Guides section of the Bid Hub.
Pursuit Planning
Pursuit planning is a critical stage in the bid process, prior to a Request for Proposal (RFP) landing. Mapping out our bid strategy early gives us a better understanding of the customer and competitive landscape, whether an opportunity fits within our strategy and our win probability. Click on a link below to learn more about key pursuit planning activities.
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Developing a Proposal Template
Proposal template design can take a number of different approaches to suit your needs, from applying WSP branding to a client’s response document to building an attractive bespoke proposal design using InDesign. Creating a proposal template during the proposal planning stage will limit rework and allow lead times for graphic design to be factored into your overall bid development plan.
For small offers, a Service Proposal Letter and guidance on its use is available within Templafy. There are also a range of general and sector-specific proposal templates available on Templafy. Depending on time and budget available, graphic design resource may be secured by submitting a Creative Solutions Online Request Form. If you are not engaging the Creative Solutions Team, be sure that the proposal you create aligns with WSP brand guidelines.
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Bid Kick-Off meeting
Once resources needed to work on the proposal are confirmed, the Project Director or Bid Manager (as applicable) will arrange and lead the Kick-Off Meeting. This should ideally be scheduled early in the first week of the timeline, or once sufficient preparation has been done.
The purpose of this meeting is to mobilise the Bid Team, provide clarity around the opportunity, review and agree the Bid Manager's Proposal Plan, and discuss the timeline, client meetings etc. It also gives the Bid Team an early opportunity to provide feedback, ask questions and identify risks.
It is important to clearly assign responsibility for the different elements of the response to individuals and check their understanding of what they need to deliver. This includes any activities, such as Methodology or Future Ready workshops, that they need to organise.
The meeting should focus on the following areas:
- Proposal Plan overview -advise milestones, deadlines, decision points and discuss any pressure points
- The ‘Win Themes’ developed through the Strategy Meeting, and how the proposal can communicate the benefits we will deliver to the Client
- Track Record projects (if required) –Selecting or short-listing those that best demonstrate our performance against client requirements. You will find many of these project profiles written up in the Project Profile section of the intranet.
- Identify and record potential risks, issues and actions.
The most important outcome from the Kick-Off Meeting is a shared sense of ownership and belief that the bid can be won if everyone works together as a team.
Following the Kick-Off Meeting, the Bid Manager should confirm (through the agreed communication form/channel) the key dates and responsibilities agreed, and share any folder locations or SharePoint sites, as applicable.
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Proposal Strategy Planning
At the heart of developing a compelling proposal is a clear strategy that identifies how we can best position WSP to succeed in winning a bid. A win strategy sets us on a path to success and takes account of what has been learnt during Pursuit Planning to understand the Client, their problem and who is making or influencing the buying decision. It also considers who our competitors are likely to be and what solutions they may offer. A template for developing a bid strategy can be found in the Templates, Guides & Training section of the Bid Hub.
The Bid Strategy Meeting
The aim of the Bid Strategy Meeting is to develop a plan of how to write a persuasive, winning proposal that sets WSP apart from our competitors, and shows the Client that we are the team they want to work with.
The Project Director or Bid Manager should schedule and facilitate the meeting as early as possible –ideally prior to the release of the RFP. Attendees should include the individuals who have the best understanding of the Client e.g. Client Director/Relationship Manager, and the people who will be the major contributors to the proposal and/or project.
To support a successful meeting, the Bid Strategy Template provides a structure to collect and consolidate the most useful information to guide the approach to the bid.
The duration of a strategy meeting will vary depending on the scale and complexity of the opportunity. Key elements include:
- Opportunity overview from the attendees who “own” the client relationship, including information on the Client decision-makers’ hot button issues -the underlying reasons that may be driving their decisions for this project
- Comparing how the Client sees WSP and our competitors, and identifying strengths and weaknesses
- Identifying our value proposition and win themes
- Confirming the Bid Team
- Identifying potential risks, issues and actions
- The resulting Strategy should be provided to all members of the Bid Team prior to the Kick-Off Meeting.
- The Strategy will provide a basis for planning a proposal that gives us a competitive advantage, by enabling us to:
- Convey win themes that focus on the Client’s hot buttons, and the key benefits we bring that will enable us to deliver their desired outcomes
- Highlight WSP’s strengths, mitigate our weaknesses, and showcase our differentiators using proof points throughout the response.
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Risk & Legal Reviews
Before submitting a bid or accepting a direct engagement from a client or other project opportunity, we need to consider the risks associated with that project, including our ability to successfully deliver a great outcome.
Managing Risk
Risk management begins at pursuit stage (to inform bid development) and is then updated and continued during the proposal, contract and delivery phases of the project, should the bid be successful. The Bid Team identifies and poses how to mitigate project and commercial risks and the Project Director is accountable for approving these. A reference guide and risk register templates can be found here and further guidance is available on the Cost and Pricing page.
The initial risk assessment screen is the Project Complexity Assessment (PCA), which is undertaken as part of the initial ‘go/no go’ discussion at Pursuit Planning stage. Where the PCA indicates the project is a Tier 3 or 4 complexity level, or requires NZ Managing Director (NZ MD) or above approval, WSP has additional internal governance mechanisms designed to protect the NZ business from unacceptable risk and promote robust decision making at bid stage. More about these governance mechanisms can be found on the Risk Committees page.
Legal Review
If the contract is not a standard WSP contract or pre-agreed Panel Agreement, the Project Director or Bid Manager will need to initiate a legal review. Further information about how to assess whether your contract requires legal review can be found here.
Standard responses to questions of a legal nature and copies of company insurance certificates can be found on the Legal intranet page. If you are in any doubt about what certificate to use, or how to answer a legal question within a proposal, get in touch with a member of the Legal Team.
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Confirming Resources
Once the RFP/opportunity has been analysed and a “go” decision confirmed, both bid and project delivery resources (including sub-consultants) can be confirmed by the Project Director with their relevant Line Managers.
At this stage, the Project Director will confirm bid team resourcing and identify which team members will work on each section of the proposal. Formalising a request for resource from the NZ Strategic Bid Team or the appropriate Line Manager/s early will allow maximum time to plan and manage the effort required to compile a compelling proposal.
Developing a high quality bid requires substantial time, expertise and effort from the right team and consideration should be given to how the required bid resources will be enabled to achieve this goal. The Bid Manager and Project Director should agree the level of effort (and cost) required to develop a compelling and robust submission early on, and develop a budget accordingly.
Now is also a good time to identify any electronic submission requirements for the proposal and schedule time with an individual who can complete this task. Customisable MS Word proposal templates (both general, and sector-specific) are available in Templafy. If you require graphic design service to create a more tailored proposal template or visuals, now is a good time to submit a Creative Solutions Services Online Request Form.
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Planning the proposal
The Bid Manager is to develop a plan such that all proposal content is created with enough time to rework, review and approve well ahead of the submission date. To support this task, a Bid Programme template is available in the Templates, Guides & Training section of the Bid Hub. The Project Director or Project Manager will also need to complete the Securing Project Plan (SPP) step of the OurWayprocess.
It is essential to capture all proposal tasks and who they are assigned to, including any inputs required from external parties. This should include Bronze, Silver and Gold Reviews (see Proposal Development section). Booking these reviews in calendars early will secure the time needed with key stakeholders. Be sure to factor in sufficient time for the right people to review and respond to your draft proposal. Allow time to make any changes needed and format the proposal document before final approval is granted. This is also a good time to consider contingency plans e.g. identifying back-up resources in the event of team absences, and establishing a document back-up routine. A full list of all the tasks to consider in drawing up this plan is included in the Securing and Delivering Projects Manual.
Proposal planning
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Setting up a Project Code
During the response stage, “Promotional Projects” (.pp extension) are created to track bid-related costs and activities. These are overhead projects and are not expected to be billed to the Client. All proposal costs are transferred to the project, if awarded.
Once the pursuit starts, or the EOI/RFP is released to the market, a project will need to be created to manage the financial and administrative aspects of preparing a response. Step by step instructions to completing this process are provided below.
Stage 1 -Creating a Project Plan in DeltekVision
The first stage in the project creation process is for a Project Director, Manager or Team Administrator to create a Project Plan in the DeltekVision Planning Module (VPM). At proposal stage, the “General” and “Labour” tabs of the Project Plan are completed. You will need to provide the following information to complete these sections:
Project number. Bid Plan numbers end with .PP and have one task called “Bid” (the process for project number allocation varies by Sector. Contact either your Team Administrator or Project Financial Advisor (Accounts Team) to find out the next available project number in the sequence)
- Project name
- Project complexity (as identified by the PCA)
- Client name
- Project Director
- Project Manager (as this is a .pp, this is the Bid Manager)
- Compensation (zero for a .pp)
- Planned finish date
- Market sector.
Full instructions for setting up a project plan are available in the Setting Up and Updating Projects User Guide.
Stage 2 –Project Financial Advisor creates the project
The second stage of creating a project is completed by the PFA, using the information submitted above.
A standard set of U:drive folders is created at this stage (see structure below). Bid information is stored within the 00_Prospect Folder. INSERT FOLDER STRUCTURE IMAGE
Stage 3 –Customising the project
Once the project is created by the PFA, an email notification will be sent to the PD and PM. This email contains a link to a Sharepoint-based project portal containing the project record. The portal can also be accessed via the WSP intranet home page (select the “Our Client Hub”
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SCROLL
It is critical to both our profitability and reputation that we develop high quality proposals that address clients’ needs and add more value than our competitors, which starts with careful planning of how all the components of your proposal will come together. The Proposal Planning stage sets up the Bid Team with a clear strategy and the right support to succeed. A key focus at this stage is analysing the obligations we will be entering into, and how we can best position WSP to successfully win the bid.
In planning your proposal, first consider if the service to be delivered is a Product or a Project. Some of our work is small, routine, and repetitive. Using the Product Category removes the need for separate PCAs, GNGs, Proposals and Contracts for every appointment, saving valuable time. Refer to PM-PR-003, Product Guidance Document (in the Product Category tab on the Project Management (OurWayS8) and PMAF intranet page), for further guidance.
Alternatively, the Proposal Planning stage will commence once an Expression of Interest (EoI) or Request for Proposal (RFP) has landed.
Gathering Information
Gathering information from previous bids stored in the Bid Hub or relationship management meetings with a client can be extremely helpful in crafting an approach.
Sometimes clients require a pre-determined interaction with them, their evaluation team, and advisors. These meetings can play a big part in the final outcome and should be carefully planned. Carefully consider the right mix of attendees for this meeting e.g. those who know the Client best and are best qualified to discuss how client requirements will be met. Also consider the key messages you want the Client to receive. Build the meeting agenda and decide who will attend, and who will present to support these key messages.
- If there is no formal interaction planned, creating an opportunity to test our proposal with the Client before finalising it can be extremely helpful, if their conditions allow this. During the meeting, consider presenting and gathering feedback on:
- Our understanding of the stated and implied drivers
- Any clarifications to define the scope outcome expectations and requirements
- How our strategic initiatives (such as Future Ready, Decarbonisation and RautakiMāori), and other core functions could be used to differentiate WSP from our competition
- What innovation can we adopt that will add value to what we are offering the Client
- The proposed project team, along with their skills and experience.
Sometimes the Client will provide minimal feedback, so having more than one person in a meeting will give you a chance to discuss what you saw and heard. By testing our outline proposal, we can remove elements of surprise, crystallise our value proposition, improve our understanding of the Client's real needs as they apply to this project, and seed in the Client’s mind how we will deliver real value.
Proposal Planning
The Proposal Planning stage is key to setting up the bid team with a clear strategy and the right support to succeed. Careful planning will deliver a high quality proposal that addresses our client’s needs and adds more value than our competitors. Click on a link below to learn more about proposal planning activities.
Gathering Information.
Setting up a Project Code >
Planning the Proposal >
Confirming Resources >
Risk & Legal Reviews >
Proposal Strategy Planning >
Bid Kick-off Meeting >
Developing a Proposal Template >
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Proposal Development
The analysis and preparation that goes into a proposal will have a significant impact on our win probability, and the successful delivery of a project. Poor proposals are a reputational risk to WSP and can result in cost overruns, strained client relationships and frustrated project teams. Click on a link below for information and guidance on how to develop a compelling proposal.
General Guidelines
Writing a Cover Letter
Developing an Executive Summary
Compiling Price Information
Developing Methodology
Collating Project Resource Info
Preparing the Proposal
Reviewing the Proposal (Bronze/Silver/Gold)
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Proposal Finalisation & Submission
Your winning proposal is completed and it’s time to obtain the necessary approvals and submit to the client. Click on a link below for information and guidance about the key activities to consider once your proposal is ready for submission.
Obtaining Approvals
Submitting the Proposal
Storing Bid Documents
Uploading to the Bid Database
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Personal Outcome
The outcome has been announced. In this section, you’ll find information about how to execute the contract and post-bidding activities e.g. storing the bid for future reference and hosting a lessons learnt session to reflect on what went well and areas where we could improve.
- Capturing Lessons Learnt
- Executing the Contract
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Personal Outcome
The outcome has been announced. In this section, you’ll find information about how to execute the contract and post-bidding activities e.g. storing the bid for future reference and hosting a lessons learnt session to reflect on what went well and areas where we could improve.
- Capturing Lessons Learnt
- Executing the Contract
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Proposal Finalisation & Submission
Your winning proposal is completed and it’s time to obtain the necessary approvals and submit to the client. Click on a link below for information and guidance about the key activities to consider once your proposal is ready for submission.
Obtaining Approvals
Submitting the Proposal
Storing Bid Documents
Uploading to the Bid Database
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Proposal Development
The analysis and preparation that goes into a proposal will have a significant impact on our win probability, and the successful delivery of a project. Poor proposals are a reputational risk to WSP and can result in cost overruns, strained client relationships and frustrated project teams. Click on a link below for information and guidance on how to develop a compelling proposal.
General Guidelines
Writing a Cover Letter
Developing an Executive Summary
Compiling Price Information
Developing Methodology
Collating Project Resource Info
Preparing the Proposal
Reviewing the Proposal (Bronze/Silver/Gold)
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Pursuit Planning
Pursuit planning is a critical stage in the bid process, prior to a Request for Proposal (RFP) landing. Mapping out our bid strategy early gives us a better understanding of the customer and competitive landscape, whether an opportunity fits within our strategy and our win probability. Click on a link below to learn more about key pursuit planning activities.
- Gathering Intelligence
- Identifying the Bid Team
- Identifying the Project Delivery Team
- Screening Third Party Providers
- Completing the Project Complexity Assessment (PCA)
- Making a Go/No-go Decision
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Proposal Planning
The Proposal Planning stage is key to setting up the bid team with a clear strategy and the right support to succeed. Careful planning will deliver a high quality proposal that addresses our client’s needs and adds more value than our competitors. Click on a link below to learn more about proposal planning activities.
Gathering Information.
Setting up a Project Code >
Planning the Proposal >
Confirming Resources >
Risk & Legal Reviews >
Proposal Strategy Planning >
Bid Kick-off Meeting >
Developing a Proposal Template >