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09 September 2007


Jay Fienberg

What you are describing is also reflective of how little "strategy" is an acknowledged component and expense of (web) projects. The "why" and "what" (features) have to get worked out, and it's actually way more expensive and time consuming to work them out (backwards) from a spec.

A real, good strategy can be relevant and guiding for longer hauls, e.g., translating to many projects with their own specs, or many phases of the same project with spec-level docs adjusting with each phase.


I think what you are describing is what happens when you have an inexperienced buyer compounded by the often confusing realm of IT vendors. We don't all speak the same language. But you're entirely right, the RFP process is often a disaster mainly because of inexperience on the part of the buyer and/or vendor which soils what *could* be a fruitful experience. My company often gets asked to participate in RFPs because of our portfolio but also because we run the RFP Database; we're currently in the process of writing a white paper to explain how buyers can run a more effective RFP process, one that is fair to the bidders but also should hopefully get the buyer proposals that are more targeted towards their individual needs. Hopefully a little education can go a long way!

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Jim Benson

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Jim Benson is a collaborative management consultant. He is CEO of Modus Cooperandi, a consultancy which combines Lean, Agile Management and Social Media principles to develop sustainable teams.


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