Pembuatan Proposal Proyek
Project procurement
management processes
• Project procurement management: Acquiring goods and services
for a project from outside the performing organization.
• Processes include:
– Planning purchases and acquisitions: Determining what to procure,
when, and how.
– Planning contracting: Describing requirements for the products or
services desired from the procurement and identifying potential sources
or sellers (contractors, suppliers, or providers who provide goods and
services to other organizations).
– Requesting seller responses: Obtaining information, quotes, bids,
offers, or proposals from sellers, as appropriate.
– Selecting sellers: Choosing from among potential suppliers through a
process of evaluating potential sellers and negotiating the contract.
– Administering the contract: Managing the relationship with the
selected seller.
– Closing the contract: Completing and settling each contract, including
resolving any open items.
Project Procurement
Management
2
SWE 417 (061)
What is a proposal?
• A proposal is a plan of action
for fulfilling a need.
• Basically, it is a sales
document that responds to the
needs of someone else.
• It is a written document
describing in detail the work to
be performed and provides
the reader/evaluator adequate
information to make an
informed purchasing decision.
The Seven Deadly Sins of
Proposal Writing
• Failure to focus on the client's business problems and
payoffs—the content sounds generic.
• No persuasive structure—the proposal is an "information
dump."
• No clear differentiation of this vendor compared to
others.
• Failure to offer a compelling value proposition.
• Key points are buried—no impact, no highlighting.
• Difficult to read because they're full of jargon, too long, or
too technical.
• Credibility killers—misspellings, grammar and
punctuation errors, use of the wrong client's name,
inconsistent formats, and similar mistakes
So before we define what a
proposal is, let's make sure we
know what it's not:
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It's not a price quote. If all you tell the decision maker is the amount he or
she has to pay, you've reduced what you're selling down to the level of a
commodity. You've said, in effect, "All products or services of this type are
basically the same. We have nothing unique to offer. Choose based on
cost." Unless you are always the lowest-priced vendor, that's not a strong
position to take.
It's not a bill of materials, project plan, or scope of work. In technical
and engineering environments, people sometimes take the attitude that if
they just explain all the details of the proposed solution very clearly and
accurately, the customer will buy. Actually, giving customers a detailed bill
of materials or project plan may have exactly the opposite effect. You've just
given them a shopping list so detailed they may decide to do the job without
your help. Ouch!
It's not the company history, either. Oddly enough, a sizable number of
the proposals we see start out that way. Why? From reading dozens and
dozens of these things, I can assure you most company histories are not
very interesting.
Here's the bottom line: What is a proposal? It's a sales document.
The Value of Your Proposals to
Your Clients
• Compare vendors, offers, or prices so he
or she can make an informed decision
• Clarify complex information
• Make the buying process more "objective"
• Slow down the sales process
• Solicit creative ideas, become educated,
or get free consulting
The Value of Your Proposals to You
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The obvious: helping you sell. The proposal's most important job is to help you sell something. (In the
nonprofit realm, it should help you obtain funding in support of your mission and objectives.) To go a
little further, though, a high-quality, carefully constructed proposal can help you:
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Sell on value instead of price: Use your proposal to move the decision maker's focus away from price and toward
such measures of value as lower total cost of ownership, higher reliability, direct customer support, documented
technical superiority, or some other message that separates you from your competitors.
Compete successfully without having personal contact with every member of the decision team: You may
never have the opportunity to meet every member of the team in person. A good proposal can speak to each
member of the team, helping make your case.
Demonstrate your competence and professionalism: It's probably not fair and it's definitely not logical, but
almost everybody does it: We judge a vendor's ability to deliver goods or services from the quality of the proposal
they submit. Our conscious, rational mind tells us that spelling and grammar have nothing to do with the ability to
provide help desk support for our PC users, yet we find those misspellings and grammar mistakes raising doubt
and uncertainty in our mind.
Offer a bundled solution: The customer may ask you for a proposal for basic bookkeeping services. In your
proposal, though, you can add a brief description of your ability to provide tax preparation, too, as part of a total
solution. That will increase the size of the deal, it may differentiate you from other bookkeepers who submit a
proposal, or it may just make the customer aware that you also do taxes. All of these are good things.
Sell the "smarter" buyer: Smart buyers want to gain as much as possible while spending as little as possible. If
you don't show them what they gain by choosing your recommendations, they will inevitably focus on the other half
of the equation: spending very little.
Sell a complex, technical product to nontechnical buyers: Speaking the buyer's language is an important part
of winning his or her trust. A flexible proposal process can help you communicate effectively even if the customer
lacks in-depth knowledge of what you're offering.
The proposal as a marketing tool. Think about your company's image. What do your clients think of
you? What do prospects who have never worked with you assume about you?
Influencing clients. Good account management requires you to think about the future of your business
relationships, not merely the immediate opportunity. Reacting to a customer's problems or needs when
the customer brings them up is all right, but it's not nearly as effective as working with the customer
collaboratively to develop a business direction.
Why use a Proposal?
• A good RFP will help the evaluator
collect critical data to streamline the
evaluation process and compare
only the qualified bidders.
• The RFP outline format is design to
help the evaluator quickly compare
proposal.
• Most proposal writers spend a huge
amount of time writing the RFP.
They expect you to read it and
follow it carefully.
Skenario Perolehan Proyek
PL:
• “Penunjukan Langsung” oleh Client
(pemberi kerja).
• Melalui Tender.
Penunjukan Langsung (di
Indonesia), biasa dgn Cara:
• Konsultan (tim pengembang) melakukan
survei di perusahaan Client (wawancara,
mengumpulkan dokumen, observasi
sistem dan prosedur kerja).
• Konsultan menyusun proposal (bisa
dengan berkonsultasi dengan Client).
• Negosiasi antara Konsultan dan Client.
• Penanda-tanganan dokumen kontrak oleh
Konsultan dan Client.
Proposal pada Penunjukan
Langsung:
• Singkat tapi jelas (minimal).
• Kisi-kisi materi disusun atas kesepakatan
Client – Konsultan.
• Bisa hanya terdiri dari satu dokumen, isi
utama: spesifikasi teknis sistem / PL yang
akan dibangun, rencana kerja, anggaran
yang diusulkan (atau hanya nilai total
proyek yang diminta).
Mekanisme Melalui Tender
Proyek:
• Client menyusun TOR (KAK).
• Pengumuman lelang / tender proyek melalui
media publikasi atau pengiriman undangan
tender kpd Konsultan2 yang dipilih.
• Pendaftaran peserta tender (= Konsultan).
• Pemasukan proposal tender oleh peserta.
• Penilaian dan seleksi proposal pemenang.
• Pengumuman pemenang.
• Penanda-tanganan dok kontrak dan penerbitan
SPK (Surat Perintah Kerja) oleh Client.
Dilema Konsultan:
Setelah membaca TOR/KAK:
To BID or NOT bid (ikut tender
/ tidak)?
Isu Utama to BID or NOT bid:
• Biaya yang dikeluarkan untuk penyusunan
proposal (untuk gaji tim penyusun, survei
awal, peralatan): ~ 10% dari nilai proyek.
• Waktu penyusunan proposal: dapat
dipenuhi?
• Mampu melaksanakan TOR atau tidak?
(Pertimbangan: keahlian personil yang
ada, peralatan yang dimiliki Konsultan,
waktu yang ditetapkan pada TOR.)
Request for proposals (RFP)
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Negotiated bid, such as a request for
proposals (RFP) or request for quote
(RFQ).
Request for Proposals (RFP) is the type
of contracting commonly used when the
government is not sure what is required
and they are looking for your input on
ways you plan to meet their objectives.
First and foremost, respond to an RFP
in exact accordance with the
requirements outlined in the RFP.
Requests for Quote (RFQ) is the method
often used to solicit price or market
information. A quote submitted does not
constitute an offer and is not the
government form of a binding contract.
Proposal t.d.:
• Proposal Administrasi: Profil Perusahaan
(struktur organisasi, manajemen, “kondisi
keuangan”), pengalaman (proyek2 yg sdh
dikerjakan).
• Proposal Teknis
• Proposal Biaya
Pedoman Umum Penyusunan
Proposal Teknis:
• Penampilan menarik (perhatikan: cover,
struktur isi buku, font, gambar berwarna).
• Jelas (disertai dg visualisasi – gambar,
tabel, grafik).
• Isi meyakinkan: konsisten, “menjawab”
semua butir-butir TOR dg baik.
• Keahlian tim pelaksana proyek
dipresentasikan dengan meyakinkan
(perhatikan: pendidikan, pengalaman).
Isi Proposal Teknis (yg
utama):
• Bab 1: Pendahuluan (biasanya isi TOR).
• Bab 2: Tanggapan thd TOR
• Bab 3: Bahasan sistem (PL) yg diusulkan
(dpt > 1 bab, jika perlu).
• Bab 4: Metodologi Pelaksanaan
Pekerjaan.
• Bab 5: Kesimpulan.
• Lampiran: CV para tenaga ahli.
Sample Proposal Outline
When a format is not provided.
• Executive Summary: a short statement of your case and summary of
the entire proposal; typically 1 to 2 pages.
• Statement of Need: why this project is necessary; 1 to 3 pages
• Project Description: nuts and bolts of how the project will be
implemented; 2 to 5 pages
• Bid Amount/Budget: financial description of the project plus
explanatory notes; 1 to 2 pages
• Organization Information: history and structure of the company; its
primary activities, clientele, and services; 1 to 2 pages
• Conclusion: summary of the proposal's main points; one-page.
The Executive Summary
The first page of the proposal is the most important
section of the entire document. Here you will provide
the reader with a snapshot of what is to follow. It
summarizes all of the key information and is a sales
document designed to convince the reader that this
proposal should be considered. Be certain to
include:
Problem: A brief statement of the problem or need your
company has recognized and is prepared to address
(one or two paragraphs);
Solution: A short description of the project, including
what will take place and the benefits, how it will
operate, how long it will take, and how it will be staffed
(one or two paragraphs);
The organization and its expertise: a brief statement of
the name, history, purpose, and activities of your
company, emphasizing its capacity to carry out this
proposal (one paragraph).
The Statement of Need
• Write your proposal like a sales documents.
• The statement of need will enable the
evaluator to learn more about the issues and
to understand the problem that the project
will remedy.
• It presents the facts and evidence that
support the need for the project and
establishes that your company understands
the problems and therefore can reasonably
address them.
• You want the need section to be logical, yet
persuasive. Like a good debater, you must
assemble all the arguments. Then present
them in a logical sequence that will readily
convince the reader of their importance. As
you marshal your arguments, consider the
following points.
The Statement of Need
• Demonstrate complete understanding of
the stated requirement or problem.
• Be specific and direct, being vague only
demonstrates that you do not understand
the requirements and will create
questions in the mind of the evaluator.
• Be sure the data you present are
accurate. There is nothing more
embarrassing than to find out your
information is out of date or incorrect.
• Decide which facts or statistics best
support the project and substantiate your
promises with facts and details.
• Information that does not relate to the
project you are presenting will cause the
reader to question the entire proposal.
The Project Description
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Objectives are the
measurable outcomes of the
project.
This section of your proposal
should have four
subsections:
Objectives,
Methods,
Staffing/administration, and
Evaluation.
Together, objectives and
methods will dictate your
staffing and administrative
requirements.
The Project Description
Methods
• This means that you demonstrate your
ability to solve or meet the challenge.
• The methods section describes the
specific activities that will take place to
achieve the objectives. It might be helpful
to divide your discussion of methods into
the following:
what, how, when, and why.
• Your proposal should clearly communicate
your ability to successfully perform the
contract.
• Documentation of successful fulfillment of
other contracts will help prove your point.
The Project Description
• How: This is the detailed
description of what will occur from
the time the project begins until it
is completed. Your methods
should match the previously
stated objectives.
• When: The methods section
should present the order and
timing for the tasks. It might make
sense to provide a timetable so
that the reader does not have to
map out the sequencing on their
own.
• The timetable tells the reader
"when" and provides another
summary of the project that
supports the rest of the methods
section.
The Project Description
• Why: You may need to defend your
chosen methods, especially if they
are a new approach. Why will the
planned work lead to the outcomes
you anticipate?
• You can answer this question in a
number of ways, including using the
valuation of an expert and examples
of another projects that worked.
• The methods section helps the
reader to visualize the
implementation of the project. It
should convince the reader that your
company knows what it is doing,
thereby again establishing credibility.
The Project Description
Staffing/Administration
• In describing the methods, you will
have mentioned staffing for the
project. You now need to devote a few
sentences to discussing the number of
staff, their qualifications, and specific
assignments.
• Details about individual staff members
involved in the project can be included
either as part of this section or in the
appendix, depending on the length
and importance of this information
• How will you free up the time of an
already fully deployed individual?
Pricing the project
• As you prepare to assemble the pricing, go
back through the proposal narrative and
make a list of all personnel and contractors
related to the operation of the project.
• Be sure that you list not only new costs to
complete the project but also any ongoing
expenses for items that will be allocated to
the project.
• Verify or get the relevant costs from the
person in your agency who is responsible for
keeping the books.
• You may need to estimate the proportions of
your company’s ongoing expenses that
should be charged to the project and any
new costs, such as salaries for project
personnel not yet hired. Put the costs you
have identified next to each item on your list.
Keeping records
• Your list of pricing items and the calculations
you have done to arrive at a dollar figure for
each item should be summarized on
worksheets.
• You should keep these to remind yourself how
the numbers were developed.
• These worksheets can be useful as you
continue to develop the proposal and discuss
it with the evaluator; they are also a valuable
tool for monitoring the project once it is under
way and for reporting after completion.
• Some proposals require you to provide
adequate management and cost information.
In this case, you need to demonstrate your
ability to account for all of the costs involved in
performing the contract.
Developing Your Conclusion
• Every proposal should have a
concluding paragraph or two.
This is a good place to call
attention to the future, after the
project is completed.
• If appropriate, you should outline
some of the follow-up activities
that might be undertaken.
• This section is also the place to
make a final appeal for your
company’s consideration.
• Briefly summarize what your
company wants to do and why it
is important.
Finishing touches
Packaging
• Cover design
• Cover letter
• Spell check
• Gather appendix
materials
• Prepare table of
contents, section
dividers, etc.
Production
• Where and by whom
will the document be
produced?
A checklist for government proposal writing
 Thoroughly reviewed the RFP
 Prepared any questions concerning the RFP
and submitted to the contracting officer
 Obtained and reviewed background
documentation for the project
 Evaluated your company’s strengths and
weaknesses
 Evaluated your company’s competition
 Developed a strategy to differentiate your
company
 Prepared document in the appropriate format
 Included commitment letters from potential
employees, suppliers and funding sources
 If appropriate, past performance references
 Purchased a sufficient number of packaging
materials? Binder rings, tabs, notebooks, etc.
Proposal delivery
• Deliver on time.
• Label the original
documents and required
number of copies.
• Seal the original and copies
in a package and label
appropriately.
• If mailing, don’t forget to
check delivery schedules.
• If hand carrying, provide a
signature receipt for the
delivery person.
Sistem Usulan (isi: ringkasan hasil
analisis / (sedikit) perancangan sistem) –
Proyek SI:
• Sistem kini (prosedur bisnis).
• Prosedur bisnis usulan (dan usulan perubahan
organisasi, jika perlu).
• Deskripsi Umum + arsitektur sistem usulan (termasuk
modul-modul).
• Diag Use case + skenario.
• Rancangan antar-muka pengguna.
• Analisis/perancangan basisdata (ER).
Metodologi Pelaksanaan
Pekerjaan:
• Penjelasan umum tentang bagaiman sistem
akan dibangun (langkah2 RPL).
• WBS + work package.
• Diagram PERT / CPM.
• Jadwal Proyek (gant-chart) (termasuk survei,
demo, penyusunan laporan).
• Penjadwalan Personil
• Penjadwalan Penggunaan Alat
• Deskripsi isi laporan2.
Pedoman Penyusunan Proposal
Biaya:
• Terapkan asas kehati-hatian yang tinggi (jangan
sampai salah estimasi lalu Konsultan rugi).
• Tidak “over-priced” (supaya berpeluang
menang).
• Konsisten dengan isi Proposal Teknis
(perhatikan isinya yang akan menjadi
“komponen biaya”).
Isi Proposal Biaya:
• Ringkasan biaya gaji personil, alat,
komunikasi, survei/perjalanan,
dokumen/penggandaan materi, pelatihan,
instalasi dan TOTAL.
• Rincian biaya untuk setiap pos
pengeluaran di atas.
Tugas Kelompok:
• Penyusunan RFP dan Proposal
untuk menjawab RFP tersebut
• Dikumpulkan pada saat UAS
dalam bentuk softcopy dalam CD
• CD dapat berisi seluruh finalisasi
tugas-tugas
Isi Proposal (tugas MPPL)
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Cover
Table of Content
Cover letter (ditujukan ke elisati h)
Executive Summary
Pendahuluan
– Our Understanding (Statement of Need): pemahaman konsultan ttng
permasalahan yang di-ceritakan di TOR
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Tanggapan (proposed solution)
– Bahasan sistem…(detil)
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Metodologi Pelaksanaan (Implementasi+Project Management)
– Tahapan pengerjaan
– Scheduling
– WBS
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Biaya
– Estimasi biaya proyek (personil: mandays)
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Kesimpulan
CV semua anggota dengan posisi: PM, …(Programmer, Analyst&Desainer,
Network Engineer, QA, dst…)
Sekian…..