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  • Suggest You - Successful Tendering - Preparation is the Key

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    There is no doubt that a successful track record of implementing or involvement in similar activities will be assessed and contribu

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    In the article Getting Involved in the Global Development Market (available in full in Latest News at www.globizdev.com) I commented that while tendering skills are critical, in isolation of other key activities success is a lottery.

    Preparation must remain as a key and ongoing activity if organisations and individuals are to expect success from their tendering involvement.

    While there is no doubt that some of this preparation may require investment if site visits and the like are to occur, as they need to, not all preparation is costly.

    So often, when working with some of the smaller organisations that seek activity in sub-components of larger projects, the tendering effort is stressful, time- challenged and often without system.

    This can be managed by planning in advance.

    As discussed in Getting Involved in the Global Development Market, tender responses, even for sub-components, invariably require details of your team, approach and methodology, management, price and past experience. With the often tight timelines for the tender response, it is critical that time is spent on ensuring the best possible solution to the project’s requirements at the best possible price. Hence, time should be mostly devoted to new thinking, not administrative compilation of past information.

    There is no doubt that a successful track record of implementing or involvement in similar activities will be assessed and contribut

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    if organisations and individuals are to expect success from their tendering involvement.

    While there is no doubt that some of this preparation may require investment if site visits and the like are to occur, as they need to, not all preparation is costly.

    So often, when working with some of the smaller organisations that seek activity in sub-components of larger projects, the tendering effort is stressful, time- challenged and often without system.

    This can be managed by planning in advance.

    As discussed in Getting Involved in the Global Development Market, tender responses, even for sub-components, invariably require details of your team, approach and methodology, management, price and past experience. With the often tight timelines for the tender response, it is critical that time is spent on ensuring the best possible solution to the project’s requirements at the best possible price. Hence, time should be mostly devoted to new thinking, not administrative compilation of past information.

    There is no doubt that a successful track record of implementing or involvement in similar activities will be assessed and contribu

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    This can be managed by planning in advance.

    As discussed in Getting Involved in the Global Development Market, tender responses, even for sub-components, invariably require details of your team, approach and methodology, management, price and past experience. With the often tight timelines for the tender response, it is critical that time is spent on ensuring the best possible solution to the project’s requirements at the best possible price. Hence, time should be mostly devoted to new thinking, not administrative compilation of past information.

    There is no doubt that a successful track record of implementing or involvement in similar activities will be assessed and contribu

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    tender responses, even for sub-components, invariably require details of your team, approach and methodology, management, price and past experience. With the often tight timelines for the tender response, it is critical that time is spent on ensuring the best possible solution to the project’s requirements at the best possible price. Hence, time should be mostly devoted to new thinking, not administrative compilation of past information.

    There is no doubt that a successful track record of implementing or involvement in similar activities will be assessed and contribu

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    ect’s requirements at the best possible price. Hence, time should be mostly devoted to new thinking, not administrative compilation of past information.

    There is no doubt that a successful track record of implementing or involvement in similar activities will be assessed and contribute to your success or failure for any tender. But this does not mean taking two weeks to find and compile a list of past experiences is time well spent – this can be done now and on an ongoing basis.

    All tenders are likely to request a range of information that demonstrates your experience in past, similar activities. Information required invariably includes the activity name, location and duration, client, project value, key personnel by name and title, and a synopsis of the activity.

    Collating this activity is obviously going to be a challenge if it requires seeking out personnel and past team members for information, relying on memory etc. The solution is to encourage the habit of compiling relevant information as soon as a project or activity commences, and keeping the information current.

    This can be made even easier by capturing information from the beginning of a project consistent with how a future tender might require the information presented.

    Major agencies require a Project Data Sheet (PDS, or similar name) for each project example that you are presenting with your tender. This is usually one page per example,

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