The proposal usually prepared following a call for tenders. An important step for many companies must be done with great care.
Many companies will already have a pre-analysis process, a Go / NoGo. In this process, we will determine if we want to move forward. Different criteria specific to the company will be used to decide.
It is in this part of the process, an evaluation of the alignment of the proposed project with the strategy of the company will be evaluated. This preliminary analysis will make a choice. Remember that it is expensive to bid and that the human resources of the company are not unlimited.
The elements to be evaluated are numerous, many criteria can be specific to the company. They will be influenced by the area of business, the size of the company, growth objectives, risk tolerance for example.
A number of reviews analyzes are often performed. I provide you with some ideas that could align you.
• In the case of a project in a foreign country, one will want to evaluate the political and economic stability, especially for a first project in the country.
• The call for tenders is made by a current customer or a new customer for the company. The risks are different, as well as the potential benefits.
• What will be the language of the communications, if not ours, do we have people internally or will we have to hire new people.
• The scope of the project, do we have the experience.
• What are the benefits of doing this project for the company, developing a new market segment in line with the strategic plan?
We will probably want to have a preliminary assessment of the chances of winning the call for tenders. The other main bidders, who are they?
Following this analysis, we will decide on a Go / NoGo to bid.
La proposition, généralement préparée suite à un appel d’offres. Une démarche importante pour beaucoup d’entreprises doit être faite avec beaucoup de soins.
De nombreuses entreprises auront déjà en place un processus de préanalyse, un Go/NoGo. Dans cette démarche, on établira si l’on souhaite aller de l’avant. Différents critères propres à l’entreprise serviront à décider.
C’est dans cette portion de la démarche, une évaluation de l’enlignement du projet proposé avec la stratégie de l’entreprise sera réalisée. Cette analyse préliminaire permettra de faire un choix. Rappelons qu’il est couteux de soumissionner, et que les ressources humaines de l’entreprise ne sont pas illimitées.
Les éléments à évaluer sont nombreux, beaucoup de critères peuvent être spécifiques à l’entreprise. Ils seront influencés par le domaine d’affaires, la taille de l’entreprise, les objectifs de croissances, la tolérance au risque par exemple.
Un certain nombre d’analyses sommaires sont souvent effectuées. Je vous fournis quelques idées qui pourraient vous aligner.
· Dans le cas d’un projet dans un pays étranger, on voudra évaluer la stabilité politique et économique, surtout pour un premier projet dans le pays.
· L’appel d’offres est fait par un client actuel ou un nouveau client pour l’entreprise. Les risques sont différents, ainsi que les bénéfices potentiels.
· Quelle sera la langue des communications, si ce n’est pas la nôtre, avons-nous des personnes à l’interne ou devrons-nous engager de nouvelles personnes.
· L’envergure du projet, en avons-nous l’expérience.
· Quels sont les bénéfices de faire ce projet pour l’entreprise, développer un nouveau segment de marché en lien avec le plan stratégique ?
On voudra surement avoir une évaluation préliminaire des chances de gagner l’appel d’offres. Les principaux autres soumissionnaires, qui sont-ils ?
Suite à cette analyse, on décidera d’un Go/NoGo pour soumissionner.
Continuous education comes in many shapes, forms and flavours. We now have so many ways to learn. We all share one goal, increases our value by additional knowledge.
Since childhood, we have been learning. First by listening and looking at others and doing the same, our first step, our first word. We have increased our way of learning since that age. What are the other forms of learning?
The first that comes to mind is formal classroom education. The education format most of us experience since 1st grade. Where one teacher would talk to a group of students. Those classrooms could be from a few people to a few hundred in higher degrees. You may have experienced it also for specialized training, seminars or conferences.
Then there is a series of ways we learned, by coaching, mentoring, e-learning, communities of practice. Just to name some of those we all have been exposed to.
So I was exposed to a different format call, “Professional Co-development”. Developed in the 1990s by Adrien Payette and Claude Champagne from Montréal, Québec. It seems to be taking more and more places. The approach was to valorize experience and use the multiplying strength of a small group.
I don’t plan to fully explain the extent of this training approach here. But here are a few key parts.
How is the group form?
A small group of people is formed, less than 8 is suggested, with an animator/facilitator. They will have meetings at a regular frequency, once or twice a month or other agree on frequency. The meeting duration is a few hours, long enough to have a complete discussion on the subject chosen by the “client”, typically 3–4 hours. Those meetings need to place each participant as the “client” at one time, so it could take close to a year.
All is governed by some rules. The first is trust, so that can influence the group creation. The content of the meeting needs to be confidential. Participants need to be willing to share an experience.
So, the group can be formed by Project Manager involved in different projects. It could also be a mix of various managing people in a single project.
How is it done?
In turn, each participant takes the demanding role (client) explaining what it is they want to improve/solve for the meeting. The other members of the group would then act as “consultants” to help solve the problem presented or in improving the aspect of the practice that was identified by the “Client”. Not to forget, there is a facilitator to ensure positive group dynamics.
The meeting agenda is composed of 7 steps clearly defined. That is the role and responsibility of the facilitator, to follow the steps and respect the time-space.
Like any other form of training, there are multiple. Some that I found the most interesting are the team building, for the organization. Learn how to better ask questions and listen to the answer. Since the problems presented are real, the solution finding principle is very valuable.
No, not really, many books were written first by the coauthor of the approach and then a few others. It is a well-organized type of training that includes many rules and steps all well documented.
That was just to get you exposed to this training concept, “Professional Co-development”. This is far from a complete explanation. Hope you discover the basis of this innovating approach to learning.
Have a look at this article “Technology has unveiled a troubling economic truth” from the World Economic Forum.
Some projects reveal the gap that is increasing some may contribute!
In the video, look at the gap between productivity and wage over time.