avoiding ugly surprises ronald c. vandermyde, cpm, finstib ceo, premiere management associates, inc....
TRANSCRIPT
Avoiding Ugly Surprises
Ronald C. Vandermyde, CPM, FInstIBCEO, Premiere Management
Associates, Inc.
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Options for avoiding ugly surprises
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• Get burned enough times that you naturally know what to do
• Wing it long enough that you learn you shouldn’t do that
Options for avoiding ugly surprises
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Or…• Develop and hone your key skills proactively
• Learn to think strategically
• Learn the value of effective preparation
First, a little about…
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Key things that impact the purchasing process – looking
through the management lens
Purchasing is often a mixture of:
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• Routine supplies
• Special orders
• Custom orders
• Project-related purchases
Detail Scope / Outcomes
Define and sequence
Create Action Plan
Estimate Costs
Execute Pilot
Refine Full rollout
Tracking / Metrics
Stabilize
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Scope and Outcomes
• First, start with outcomes. Outcome-related questions are:
• What results do we want when finished?• What will success look like?• When the project is finished, what should be
different?
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Stakeholders• Identify all direct stakeholders in the project• Identify indirect stakeholders in the project• Determine foreseeable consequences to each
stakeholder• Determine possible unintended consequences• Develop ideas for inclusion of key stakeholders
at the beginning of the project (DISCUSS WHY)
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Change Management
• Change management is the “people side” of projects (this is critical, but usually ignored)
• What plans do you have to:– involve the people who will be victimized by your
planning or project?– help them to fully succeed with the project– make changes/needed adaptations
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Strategic Thinking
• Two levels of strategy must be considered by every person in the agency. They are:
–Agency Level–Customer Level
–And in your case, a third: Vendor Level
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Management 20 years ago• The core values are still the same:
HonestyIntegrity
Organizational SkillsTime ManagementFiscal Responsibility
Effective Communication SkillsTime ManagementProfessional Skills
Interpersonal Skills
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Management today• In addition to the core skills of 20 years ago, managers today must have:
Computer skillsInternet skills
Social networking awareness and skillEnvironmental responsibility
Emotional intelligenceCultural intelligence
Understanding of real leadership dynamicsOrganizational development skills
Team skillsKeen awareness of risk management
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Discussion – the world is changing
• In light of the core skills just presented, how does this impact you?
• What skills do you most need to focus on in the next 5 years to be current and effective as a purchasing agent?
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Discussion
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• Where are you on the spectrum from poor to great communication ability?
• What signs point to your need to improve?
• What do you most need to do to improve your ability to communicate effectively?
Mistakes I most often see in the RFP process:
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• Failure to consider the perspective of the bidder
• Discuss this: What elements of a bidder or vendor’s perspective are important to consider? What is the impact?
Mistakes I most often see in the RFP process:
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• Failure to understand the use and importance of the goods and services involved
• It’s a matter of ripples… (Trona Plant)
Mistakes I most often see in the RFP process:
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• Failure to create an effective Q&A process for the vendors/bidders.
• What is the consequence if questions can’t be easily satisfied?
Mistakes I most often see in the RFP process:
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• Failure to understand the full consequence of grammar and syntax in the language of the RFP
• My experience: U.S. Corps of Engineers
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Reactive negotiating vs. Proactive Negotiation
– Reactive: take full advantage of my opponent• Posturing and manipulation is primary• Often is short-term in focus
– Proactive: seeks win/win• Tactics are less important than outcomes• Seeks to preserve long-term relationships• People-building, not people-manipulating skills
Discussion
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• If I understand that it is not just about getting a signed contract, but gaining excellent performance on the contract, how does that change our approach to RFP’s, contracts and negotiation?
How do you know?
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• Should you care about the level of service you provide?
• If so, how do you know what level of service you provide?
The only measurement that matters:
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Your service as seen through the eyes of your CUSTOMERS
Discuss customers; value in measuring your performance periodically
Measuring Performance
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• Do you have a method in place for doing this?
• If so, please share how, and what impact it has