Debriefs should provide value to the proposer and the entity. The quality of a debrief derives from policy and is impacted by the clarity of the solicitation, evaluation process and documentation, and preparedness
of the procurement professional conducting the debrief.
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Distinguishing Between Scope of Work and Statement of Work
This practice defines the phrases scope of work and statement of work, distinguishes between the two, and sets a standard for how these terms are used in the professional language of public procurement.
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Information Technology (IT) Procurement Series No. 1
This practice is the first in a series of four and refers to the procedures and processes that procurement professionals and organizations need to understand to acquire hardware and software products and services. Knowing the specific IT area for the commodity being procured, including terminology and attributes, is essential.
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Information Technology (IT) Procurement Series No. 2
This practice takes a closer look at IT software procurement and its unique considerations, such as licensing, source code, and data ownership.
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Information Technology (IT) Procurement Series No. 3
Procurement should use solicitation templates specifically developed for IT hardware procurement. The procurement professional must take the highly technical information inherent in IT procurement and communicate it clearly and effectively in solicitations, negotiations, contracts, and during implementation.
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Information Technology (IT) Procurement Series No. 4
When procuring IT services, entities should consider the focus area of the supplier, identify the required programming and data processing skills, assess implementation or migration background experience, and verify supplier qualifications.
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Invitation for Bids (IFB) AKA Invitation to Tender (ITT)
This practice differentiates between an IFB, which is the solicitation document, and the competitive sealed bid (referred to as a “bid”), which is the response to the IFB. To be eligible for the recommendation of an award, a bid must be “responsive” and the bidder must be “responsible.”
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Lease-Purchase Decision is a decision based on the results of a cost/benefit analysis of the costs to own, costs to lease, and the advantages and disadvantages of any relevant qualitative factors.
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Negotiation, whether simple or complex, requires planning. Negotiations in public procurement occur in various contexts. Negotiation is used when obtaining funding and resources, and working in an environment where competing interests are involved. Negotiation is also a fundamental function of sourcing and contract administration.
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Outsourcing refers to an informed decision made by an organization to contract outside of the organization for a product, service or business process that had previously been provided internally (in-house).
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Performance-Based Contracting is a results-oriented contracting method that focuses on the outputs, quality, or outcomes that may tie at least a portion of a contractor’s payment, contract extensions, or contract renewals to the achievement of specific, measurable performance standards and requirements. These contracts may include both monetary and non-monetary incentives and disincentives.
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A protest is a written objection by an interested party to a solicitation or an award of a contract with the intention of receiving a remedial result. Procurement must ensure that the entity has a protest policy established and documented. Understanding the context and motivation for a protest filing may be as important as the specific protest issue. A procurement professional should ensure that the legal department or legal counsel is aware of and can advise on action regarding protests.
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Public-Private Partnership (P3): Facilities and Infrastructure
P3s are procurements that combine design and build components under one contract between the public sector and the private sector. This practice provides guidance to the public procurement professional who is considering a Public-Private Partnership (P3) as an appropriate solution to a stated need or requirement. It defines P3s in the context of the construction of public facilities and infrastructure and is intended as a reference, to be shared with elected public officials, government executives, and private sector executives on the use of and procurement through P3 contracts.
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Qualifications-Based Selection for Architectural and Engineering Services
Qualifications-Based Selection (QBS) is a procurement process for the competitive selection of architectural and engineering services under which the most appropriate professional or firm is selected based on qualifications such as knowledge, skill, experience, and other project-specific factors, rather than on fees. Fair and reasonable fees are negotiated with the top-ranked firm for an agreed-upon scope of services.
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Request for Proposals (RFPs)
RFPs, evaluation criteria, and the evaluation process are all integral to the RFP process. This practice consolidates and replaces the previously published practices of Request for Proposals, Developing Evaluation Criteria, and The Evaluation Process.
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Selecting the Appropriate Construction Project Delivery Method
The selection of a construction project delivery method depends upon the delivery methods permitted by legislation and are determined through a business analysis of the project characteristics.
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Specifications define precise requirements of commodities (i.e., goods and services) that are sought through a solicitation process. Procurement professionals collaborate with end-users to translate a particular need into detailed requirements to convey the context in which the commodity will be used and articulate clear knowledge of statutes, regulations, policies, market availability, budget, and the strategic plan of the entity. Written with an intent to maximize competition, specifications should use language that is relevant to and understood by potential offerors.
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Use of Cooperative Contracts for Public Procurement
Cooperative procurement refers to the combining of requirements of two or more public procurement entities to leverage the benefits of volume purchases, delivery and supply chain advantages, best practices, and the reduction of administrative time and expenses. Cooperative procurement efforts result in contracts that other entities may “piggyback.”
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