Post on 30-Apr-2015
description
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Effective specification writing
Dr J Gordon Murray
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Your challenge
Find a partner Find a space Sit back-to-back with your partner One partner (a) will be given a picture Describe the picture you have been given to
your partner (b) Partner (b) produces description of what the
partner (a) has told them Do not share your results
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Which one was being specified?
AB
C
G
D
E F
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What do you consider to be the purpose of a specification?
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A specification is a document describing the buyer’s needs,
which enables providers to propose an appropriately costed
solution to meet those needs.
In parallel it provides a means to tender evaluation.
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What do you consider to be the minimum requirements of an
effective specification?
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Minimum requirements of a specification
Set out the buyer’s requirements Provide a shared understanding of each party’s
responsibilities Reflect users views Link to the evaluation criteria Form the basis for future contract management Fit with T&Cs Be clear, complete, concise, consistent and in
plain English
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Why are specifications important?
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Why specifications matter
Mistakes may affect end users Mistakes may undermine strategic aims A critical contract management document A critical legal document Information omitted can lead to suppliers making
wrong assumptions Over-specifying leads to increased cost Overly prescriptive restricts innovation Media attention
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A specification …
Can encourage providers to focus on outcomes Can encourages innovation which stating
essential requirements Provide a structure for delivery
Timescale Payments and incentives Flexibility to test innovation Performance measurement Contract management activities
Can improve organisation’s profile
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EU principles
Equal treatmentNon-discriminationTransparencyProportionalityObjectivity
(Traffic Signs and Equipment Ltd and DPRD & DFI, High Court NI, WEA8075)
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What would be a good specification writing process?
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Define scope
Identify info
sources
Gatherinfo
Agree Contractmanager
DecideSpec type
Draft KPIs
DraftEvaluation
criteria
Draftspec
Reflect on
consultation
Amendspec
Consulton
draft
QA
Writing an effective specification requires good project management and time
The specification processThe
marketCurrentposition
IndustryStds.
alts
Respond to
Clarificationrequests
Despatch NB
EU rules
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Who should be involved in writing the specification?
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The buying decision making unit
Initiator who first suggests buying the product or service
Influencer whose comments affect the decision made
Decider who ultimately makes all or part of the buying decision
Buyer who physically makes the purchaseUser who consumes the product or service
(Wilson, Gilligan and Pearson, 1992)
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Stakeholder Analysis Matrix
Stakeholder Stakeholder Interests
Assessment of Impact
Potential Strategies
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Pick a contract you are familiar with and conduct a stakeholder
analysis
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Stakeholder Analysis
SUBJECTSLow power
High interest +/-Management could
encourage conditions to increase power of + ive and
encourage to become Players or neutralise - ive
Power
Level of interest
PLAYERSHigh power
High interest +/-Significant stakeholders who deserve sustained management attention
CROWDLow power Low InterestPotential rather than actual
stakeholdersInterest an/or power could be
raised, but unlikely to be worth management
time/effort
CONTEXT SETTERSHigh power Low Interest
Can influence overall future context
Management should seek to raise awareness and develop + ive interest and convert to
Players
(Ackermann & Eden, 2011)
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What could go wrong with a specification?
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Managing risk
Risk analysis Risk assessmentRisk mitigation
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Risk threat responses
Reduction (treat)RemovalTransferRetentionShare
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Risk assessment
Risk Probability Impact Proximity Mitigation
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Thinking of your spool of thread, carry out a procurement risk
assessment
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Outcomes, outputs and inputs: what’s the difference?
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Outcomes, outputs and inputs
Outcomes say what you are aiming to achieve, but the achievement may be beyond the contract term
Outputs (Functional and Performance specifications) say what measurable services or activities providers must deliver to achieve outcome
Inputs (Technical or Conformance specifications) detail how to meet an outcome.
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Using the thread example you worked on earlier:
Define: outcome, output, input
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What are the relative pros and cons of outcome, output and
input specifications?
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Advantages Possible disadvantages When to use
Outcome Easy to specify Direct link with outcomes More risk with provider Encourages innovation
Difficult bid evaluations Difficult to measure success Depends on relationships Scatter gun approach
Whenever possible. Providers define the inputs and outputs to meet the specification
Output Quite easy to specify Measurable success Easier bid evaluations
Fails to deliver outcomes Proxies may be unsuitable More risk lies with client Stifles innovation and VFM
Where outcome based is not possible
Input Easier bid evaluations Measurable success Makes providers aware of non-negotiables
Fails to deliver outcomes Requires technical skills Risk lies with client Stifles innovation and VFM
Repetitive supplies Repeat of successful project Technical requirements
Mix of above Flexible to level of skills and knowledge Address difficulties with purist approach
Delivery of outcomes possibly reduced
Where outcome based is not possible
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What’s the difference between a mandatory and desirable feature?
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Evaluation criteria
EU rules apply
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Evaluation criteria: EU position
Must be linked to the subject mater of the contract MEAT or lowest price Including:
Quality Price Technical merit Aesthetic and functional characteristics Environmental characteristics Running costs Cost effectiveness After sales service Technical assistance Delivery date and delivery period Period of completion …
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Using the thread example you worked on earlier:
Draft performance measures and evaluation criteria
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What should be in the specification?
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Specification content1. Background and context2. Current position and any anticipated changes3. Scope4. Required outcomes, and where necessary, proxy outcome
indicators and non-negotiable outputs and inputs5. Target groups6. Geographical area covered7. Volume required8. Interfaces/dependencies9. Delivery timescales and contract period10. Payment terms and incentives11. Key risks and who will be responsible for managing12. Performance measures13. Progress reporting14. Policy through procurement issues15. End of contract16. Person to contact for clarification
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Using the thread example you worked on earlier:
Draft a specification
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How can you ensuring the spec is fit for purpose?
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Market sounding
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Market sounding
Presenting draft specification to the market can: Improve likelihood of receiving bids Increase potential for competition Avoid ‘brand’ specifying Contribute to value analysis and value engineering Demonstrate good will Demonstrate transparency Reduce costs Assist with QA
Heath warning: handle with care, risk manage
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Pass your draft specification to a different team for QA
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QA for specifications1. Is it clear:
Who requires it? What is required? Why it is required? Where it is required? When it is required? How it is required?
1. Could anything have more than one interpretation?
2. Has plain English been used?3. Is the information in the specification still
current?4. Does the specification fit with evaluation
criteria?5. Is it legal?6. Does the specification conflict with T&Cs?7. Has opportunity for fraud been minimised?8. Are there suppliers who can delivery?9. Is it skewed towards a small number of
providers?10. If everything asked for was provided, would
we have what we are really looking for?11. Is risk appropriately allocated?12. Are H&S and equalities addressed?13. Has any change to the budget been signed
off?14. Have stakeholders, particularly users, been
prepared for any change the procurement may bring?
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Recommended reading: CIPS Contract Management Guide
by R.D. Elsey, 2007.
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Effective specification writingDr J Gordon Murray
drgordonmurray@googlemail.comwww.Twitter.com/DrGordy
www.slideshare.net/drgordonmurray