Agile and Innovative Procurement Symposium

NiluferErdebil

www.Spring2Innovation.com

Outcome

KnowhowDesignThinkingcanhelpindesignoftheprocurementprocess

Ifagileprocurementisrightforyou

Ice Breaker Activity Drawanorganizationwhereprocurementiseffective,efficientandimpactful

Why Design Thinking?

Understandendusersbetter

Understandtheproblembetter

Developsolutionsfortherealproblem

https://www.youtube.com/watch?v=RRy_73ivcms

Why Agile Procurement?

Why Design Thinking for Procurement?

Understandeachother&workincollaboration

1Understandallendusers

2Playactive&leadingroleindesign

Procurement Officer Role Shifting

Coaching,Supporting,orLeadingofDefiningtheproblem

Draftstatementofchallenge/statementofrequirements(co-drafting)

ProjectInitiation

§  TechnicalAuthority(TA)developsapprovaldocuments

§  ContractingAuthority(CA)providesinputonprocurementstrategy

Design

§  TA,withinternalandexternalexperts,designsthesolutionandpreparestheStatementofWork(SoW)andevaluationgrid(EG).

§  SoW-Describesthesolutionindetail,oftendescribeshowthesupplierwilldeliverthesolution.

§  NeithertheCAnortheprivatesectorisinvolvedinthisstage.

Procurement

§  CA–ReviewstheSoWandEG,developsthesolicitation.

§  Privatesector–Writestheproposaltodemonstratetheircapacityandexplainshowtheywilldeliverthesolution.

Traditional Procurement Process

ContractManagement

§  PrivatesectordeliversthesolutiondesignedbytheTA.

§  TAmanagesthecontract.§  CAisinvolvedifcontractamendmentsarerequiredorinthecaseofproblems(e.g.vendorperformance,pre-litigationsituations).

ProjectInitiation

§  TechnicalAuthority(TA)developsapprovaldocuments

§  CAprovidesinputonprocurementstrategy

Design

§  Cross-FunctionalTeam(CFT)arecomposedoftheTA,technicalexperts,contractingexpertspecializinginAgileprocurement,contractdrafter,riskspecialist,performancemeasurementexpert,&DesignThinkingexpert.

§  CFTcollaborativelydraftsStatementofProblem,StatementofChallenge(outcomesbased),tailoredthesolicitationprocess.

Procurement

§  Theprocurementprocessisusedtofind/refinethesolution,resultingintherapidcontractawardtothemostsuitablesolutionowner.

§  Selectionisbasedonevidence-basedevaluation(presentation,demo,proofofconcept),couldbeiterative.

§  Privatesectorpresentstheirsolutionsanddemonstrateshowtheirsolutionswillproducetheexpectedoutcomes.

Agile Procurement Process

ContractManagement

§  IncrementalDeployment:Initialstagesofthecontractincludelowdollarvalueprototypestoensurethesolutionproducestheexpectedoutcomes.

§  PrivateSectordeliversthesolutionthattheydeveloped.

§  VariousoptionsforcontractmanagementincludingtheimplementationofasteeringcommitteeandanAgilemanagementframework.

Projectinabox

Where Design Thinking could be beneficial to procurement?

Organizationalconstraints

Userbasedevaluationgrids

DesignthinkinghelpsclarifyingtheproblemtheprocurementissupposedtoresolveStatementofproblem

DesignthinkingwillhelptoincludeperspectivesoftheendusersintheSoR/SoCandclarifytheexpectedoutcomesofthesolutions.

Statementofrequirement/Statementofchallenge

Designthinkingcouldbeleveragedtobuildevolutiongridstoscoretheperspectiveoftheendusersduringthesolicitationprocess

PrototypeandPerformanceAssessment

Designthinkingcouldbeleveragetointegratetheendusersinputforthechoiceofthesolutionduringtheprototypestageandtheperformanceassessmentprocessduringtheimplementationstage

Designthinking(Journeymapping)couldhelpidentifyingconstraintsoutsidethescopeofthecontractthatmayhaveanimpactoncontractimplementation

Contracting Adding More Value Opportunitytoplayamoreactiveroleindesign

Identify the Problems and the Challenges

•  InitialProblemStatement:Initialconceptionofwhattheproblemis

•  Empathymap:(AboutPeople-foreachpersonas-endusers)

•  Journeymapping:(aboutprocessfollowedbyusers-tocharacterizeexperienceofeachenduser).Helpshapeproblemstatement&identifychallengesassociatewithproblems

ü  Betterunderstandingofobjectivesü  Whattheproblemstatementshouldbe

•  RealProblemStatement:Realproblems

•  Riskmapping:Identifyproactivelyanyproblemthatcouldbeaddressedby&duringtheprocurementprocess

•  Challenges:Descriptionofmultiplechallenges(ifneeded)Statementofchallenges

BeforedraftingStatementofWork

InitialProblemStatement

EmpathyMap

JourneyMapping

RealProblemStatement

RiskMapping

Challenges

Problem

•  Initialproblem–whyarewedoingwhatwe’redoing?Why?

•  Expectation•  Outcome–EndResult–Whatdowewanttoaccomplish(andnothow)

Agile and Innovative Procurement Symposium · • Real Problem Statement : Real problems • Risk...

Transcript of Agile and Innovative Procurement Symposium · • Real Problem Statement : Real problems • Risk...

Agile and Innovative Procurement Symposium · • Real Problem Statement : Real problems • Risk...

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