1. 1 SRP Multi Functional Printers RFP NO. SRP Multi Functional Printers RFP NO. FF320058FLC Kenneth T. Sullivan PhD, MBA Brian Stone MBA Performance Based Studies Research Group School of Sustainable Engineering and the Built Environment Arizona State University www.pbsrg.com

2. W W W. P B S R G. C O M 2 This presentation is for educational purposes only. Please refer to the solicitation/RFP for specific instructions

3. W W W. P B S R G. C O M 3 What If You Are Going In For Brain Surgery… Would you? Find the cheapest surgeon? After you found the surgeon you wanted to hire, then ask that surgeon if he/she could lower their price a little? Would you tell them that they should do it faster? Would you tell them how to perform the surgery / what tools they can use? Would you tell them that you have a better way of doing the surgery? Would you tell them which nurses/doctors they can use? Would you hire other individuals to tell/direct the surgeon how to do the surgery? Would you be nervous if? The surgeon asked you how you would like him/her to do the surgery? The surgeon asked how long you would like the surgery to take? If the surgeon knew you had asked for the wrong procedure, but did it any way, because hey, the customer is always right?

4. W W W. P B S R G. C O M 4 What If You Are Going In For Brain Surgery… Wouldnt you rather? Find the best surgeon available? Let the surgeon ask you the right questions so he/she can gather the right info? Let the surgeon tell you how long it should take to perform the surgery? The surgeon let you know what the potential risks are and what he/she is going to do about them, but what could happen even if he/she does everything they can…and all this before he/she starts? The surgeon pick out the best nurses/doctors to assist him/her? Let the surgeon tell you what to do after the surgery so it all works out like it is supposed to? Let the surgeon let you know of some possible alternatives that could be better in the long term? Wouldnt you feel better if? The surgeon found something different during the operation that he/she used their expertise and took the best course of action? The surgeon would just sedate you and then wake you up when it was over?

5. W W W. P B S R G. C O M What are we trying to accomplish? Scenario 1 Scenario 2 Question: If Purchasing wants to buy a green circle, in which scenario is hiring the right green circle easiest to justify?

6. W W W. P B S R G. C O M 6 What makes our research message unusual….. Simplistic Uses logic Efficiency: less decision making, less management, and better results (best value and high profits) It is more important for the vendor who does the work to know what to do than it is for client s representative to know what the vendor should do Measurement

7. W W W. P B S R G. C O M 7 Industry Structure High I. Traditional/Price-Based II. Value Based IV. Unstable Market III. Negotiated-Bid Specifications, standards and qualification based Management & Inspection Vendor reactive to Owner Best Value (Performance and price measurements) Quality control by Vendor Perceived Competition Performance Low Vendor minimizes risk Client minimizes risk

8. W W W. P B S R G. C O M 8 Vendor 1 Vendor 2 Vendor 3 Vendor 4 Performance High Low Risk High Low Performance High Low Risk High Low Impact of Minimum Requirements & Expectations Vendor 1 Vendor 2 Vendor 3 Vendor 4

9. W W W. P B S R G. C O M High Low Performance Owners The lowest possible quality that I want Vendors The highest possible value that you will get Minimum Problem with Traditional Systems High Low Performance Maximum

10. W W W. P B S R G. C O M 10 Industry Structure High I. Traditional II. Value Based IV. Unstable Market III. Negotiated-Bid Inefficient Relationship-based Allows nonperformance Maximized management Technical data Confusion Client minimizes risk Win-win Efficient/Performance-Based Quality control/preplanning Information environment Vendor minimizes risk Competition Performance Low High Qualified vendors invited Owner selects vendor Negotiates with vendor Vendor performs

11. W W W. P B S R G. C O M 11 PIPS Objectives Outsource to experts (not just transfer risk...but minimize risk) Minimize risk of non-performance Complete on time Complete with no cost change orders Customer satisfaction / No complaints No Finger pointing Minimize client management, direction, and decision making. In return, the vendors can maximize profit by being more efficient

12. W W W. P B S R G. C O M 12 The Performance Information Procurement System (PIPS)

13. W W W. P B S R G. C O M 13 PIPS is Not Just a Selection Tool…But a Program to Increase Accountability and Efficiency.

14. W W W. P B S R G. C O M 14 The Performance Information Risk Management System (PIRMS)

15. W W W. P B S R G. C O M 15 Best Value System: PIPS & PIRMS Identification of Potential Best-Value Pre Planning and Risk Management Measurement of Deviation from the Expectation PHASE 1 PHASE 2 PHASE 3 15 PIPS PIRMS Performance Information Procurement System Performance Information Risk Management System

16. W W W. P B S R G. C O M Evaluation Criteria Past Performance Information Vendor Generated Solution Technical Risk Plan Risk Assessment & Value Added Plan Transition Milestone Schedule Comparison Financial Submittal Cost Proposal for the Vendor Generated Solution Interviews

17. W W W. P B S R G. C O M 17 Filter 1 Past Performance Information Filter 2 Current Project Requirements Filter 4 Prioritization (Identify Best Value) Filter 5 Pre-Planning Phase Filter 6 Weekly Report & Post-Rating Time Quality of Vendors Filter 3 Interview Key Personnel Award High Low PIPS Process

18. W W W. P B S R G. C O M 18 Filter 1 Past Performance Information Filter 2 Current Project Information Filter 4 Identify Potential Best Value Filter 5 Pre-Award Phase Filter 6 Weekly Report & Post-Rating Time Quality of Vendors Filter 3 Interview Award High Low Filter 1 – Past Performance Information

19. W W W. P B S R G. C O M 19 Past Performance Information (PPI) PPI will be collected on all vendors and their critical team components. Once the PPI is collected, it is stored in a database. The data collection is a one-time process (the vendor can reuse the PPI on future projects).

20. W W W. P B S R G. C O M Critical Individuals Past Performance Information will be collected on all critical team components, which includes: 3 Components The Vendor (Firm) Regional or Area Representative (Individual) On-Site Operations Manger (Individual) 20

21. W W W. P B S R G. C O M 21 Reference List Vendor Vendor MS Excel Spreadsheet Each Critical Team Component will create Contains a list of the vendors past projects that will be surveyed The maximum number of surveys that Vendors will receive credit for is 10 for each firm and 5 for each individual A template is available online to download Prepare Reference List

22. W W W. P B S R G. C O M 22 Each Critical Team Component will create a Reference List (which identifies all projects being surveyed) Past Project Information

23. W W W. P B S R G. C O M 23 References The reference list must contain different projects You may submit multiple jobs for the same past client

24. W W W. P B S R G. C O M 24 Vendor / Individual Reference List All individuals and firms must have separate reference lists. Each individual will be treated as a separate entity. If the individual leaves a firm, their PPI will follow them to the next firm. Vendor must keep track of who their individuals are. ABC Company Reference List Joe Smith Reference List Sue Parker Reference List

25. W W W. P B S R G. C O M 25 PPI / Data Collection Process The vendor is responsible for sending out a survey questionnaire to each of their past clients (on the Reference List). The vendor should contact each reference to make sure that they complete and return the survey by the due date. Setup and Fax Survey Forms Vendor Past Client Vendor Vendor

26. W W W. P B S R G. C O M 26 Survey Form

27. W W W. P B S R G. C O M 27 Survey Must Match Reference List

28. W W W. P B S R G. C O M 28 Dont Forget to Add Your Fax #

29. W W W. P B S R G. C O M 29 All Surveys MUST Be Signed

30. W W W. P B S R G. C O M 30 PPI / Data Collection Process The vendor is responsible for collecting all surveys The survey must be faxed back to the vendor The vendor will submit all surveys with their submittal. Setup and Fax Survey Forms Client Evaluates and Faxes Back Vendor Past Client Vendor Vendor

31. W W W. P B S R G. C O M 31 Example Survey (Firm and Individuals) Vendor Past Client Vendor Past Client

32. W W W. P B S R G. C O M 32 Surveys Returned to Vendor Compiles Data Setup and Fax Survey Forms Client Evaluates and Faxes Back Vendor Past Client Vendor Current Client Current Client Vendor Vendor Prepare Reference List

33. W W W. P B S R G. C O M 33 What To Submit Reference List & Analysis Table SurveysFirm Project Manager Surveys Lead Program Designer Reference List & Analysis Table

34. W W W. P B S R G. C O M 34 PPI Analysis Tables Vendor / Firm Region Manager Operations Manager

35. W W W. P B S R G. C O M 35 Calculating the Overall Score

36. W W W. P B S R G. C O M 36 PPI Summary PPI is a one time step. The vendor and individual do not need to repeat on every project. Critical individuals may also be evaluated along with the vendor. The vendor and individual must create a Reference List and prepare and send out survey forms. The vendor should pick their own references The vendor should collect all surveys The PPI database can be updated at any time by submitting additional projects and surveys.

37. W W W. P B S R G. C O M 37 Filter 1 Past Performance Information Filter 2 Current Project Information Filter 4 Identify Potential Best Value Filter 5 Pre-Award Phase Filter 6 Weekly Report & Post-Rating Time Quality of Vendors Filter 3 Interview Award High Low Filter 2 – Current Information

38. W W W. P B S R G. C O M 38 The Vendor Generated Solution (Scope Plan) The objective of the Vendor Generated Solution is to explain the vendors proposed optimal solution based upon what they know about the clients expectations and constraints What is the solution/program and what does it look like? # of devices, breakout of types of devices, locations, sustainable, cost effectiveness, etc. Why is it the best solution? Any assumptions? Describe what would be the optimal financial arrangement Describe what would be the best length of a contract in terms of years. Describe the optimal transition strategy for changing from SRP current environment into your new proposed environment or model.

39. W W W. P B S R G. C O M 39 The Vendor Generated Solution (Scope Plan) The Plan must: Do not exceed 2 page limit Contains no names (be anonymous) Contain no marketing (be kept succinct and objective) Be created using an unaltered version of the template provided

40. W W W. P B S R G. C O M 40 Vendor Generated Solution: (Scope Plan Template)

41. W W W. P B S R G. C O M Transition Milestone Schedule (For the Vendor Generated Solution) 1-page Milestone schedule for all phases needed Anonymous No template – follow your own preference 41

42. W W W. P B S R G. C O M 42 Technical Risk Plan Outlined in section 1.15.2.2 & Attachment C The Technical Risk Plan must prioritize the major technical risks that exist within the service, its delivery, and the client expectation and how those risk are minimized through the vendors expertise. Identify major Technical risks Explain why the risk is a risk How it is minimized with the vendors expertise Should be a risk that is specific to the current project An as example, a technical risks to consider may include integration with SRPs IT platform and IT Network. No names, two pages, no marketing, part of final contract

43. W W W. P B S R G. C O M 43 Technical Risk Plan Outlined in section 1.15.2.2 & Attachment C (2-Page Limit)

44. W W W. P B S R G. C O M 44 RAVA Plan Risk Assessment & Value Added Plan (RAVA) 1. The Risk Assessment Plan (RA) is to identify risks, plans to minimize risk 2. The Value Added (VA) options (changes in scope). The RAVA Plan provides the vendor with an opportunity to prove their level of expertise differentiate themselves from their competitors. Experienced Vendor Time Inexperienced Vendor Time

45. W W W. P B S R G. C O M 45 Risk Assessment & Value Added (RAVA) 1. Risk Assessment Section (RA) Identify major Non-Technical risks Explain why the risk is a risk May cause cost increases, transition delays, change orders, or cause dissatisfaction to SRP Should be non-techinical Should be a unique risk to the current project Identify solution to avoid / minimize the risk Non-technical explanation Must explain how risk is avoided or minimized from occuring

46. W W W. P B S R G. C O M 46 Risk Assessment & Value Added (RAVA) 2. Value Added Section (VA) Propose any options that could increase the value (expectation, cost, delivery, satisfaction) of the work.

47. W W W. P B S R G. C O M RAVA Plan Template 47

48. W W W. P B S R G. C O M 48 Format of the Plans In order to minimize any bias, the Plans must NOT contain any names that can be used to identify who the vendor is (such as vendor name, personnel names, project names, etc). A template is provided and must be used. Vendors are NOT allowed to re-create, re-format, or modify the template. The plans should not contain marketing material. The Vendor Generated Solution must NOT exceed 2 pages. The Technical Risk Plan must NOT exceed 2 pages. The RAVA Plan must NOT exceed 2 pages.

49. W W W. P B S R G. C O M 49 Things to Avoid Marketing data: Our company is known worldwide as a leader in online education. We will use our long history to make sure the project is a success. We will use state-of-the-art process to make it a success. Overly Technical data: The system we propose has 200% increase in PRX bandwidth modularity. Transferring risk back to client: We will work with the owner to resolve issues We will have team meetings / partnering meeting with the owner General risks and/or general solutions: We will plan ahead to coordinate activities We will plan ahead to get classes scheduled and created

50. W W W. P B S R G. C O M 50 Example of Solutions Risk: Concrete Escalation Type: Non-Technical (RAVA) Plan 1 The owner can be assured all risks associated with material escalations will be eliminated because we offer the benefit of an experienced project team that includes the most detailed, prequalified and extensive list of subcontractors and suppliers, from around the world. Plan 2 The cost of concrete has been rising drastically. Since this project requires a substantial amount of concrete, cost is a risk. To minimize this risk, we have secured and signed a contract with a local concrete manufacturer to prevent any increase in cost during the duration of this project. MARKETING INFORMATION

51. W W W. P B S R G. C O M 51 Example of Solutions Risk: Loss of Radio Flagship in Major Market Type: Non-Technical (RAVA) Plan 1 We will work very hard to maintain excellent affiliate relationships. If we lose a radio station (e.g. it changes its format) we will move quickly to replace the lost station. If we cannot quickly replace a flagship station, we can be very creative and could even consider purchasing all local inventory from a new flagship station. Plan 2 We own and will maintain two radio contracts covering the Phoenix area with were signals can be switched if required. The flagship station will be the station with the stronger signal and greater coverage. If a station is lost we will have a equal replacement within 2 months. If within two months a replacement is not contracted we will purchase inventory from another station or discount the cost of an inventory purchase and add it to our payments to ASU.

52. W W W. P B S R G. C O M 52 Plan 1 We will work with the user to minimize the impact of noise from demolition. Plan 2 We have planned to demolition during off hours and weekends. This will have a slight impact on our cost (less than 1%), but the impact to customer satisfaction justifies this. We will also install rubber sheets on the floors to diminish noise and vibrations. Both solutions can be performed within your budget. Example of Solutions Risk: Noise from Demolition Type: Technical Risk

53. W W W. P B S R G. C O M 53 Plan 1 Our internal food safety standards are recognized as being far more stringent than government regulatory requirements. In the unlikely event of a food-borne illness, our strong relationships with local, state, and national health agencies will ensure and 24-hour response. Plan 2 If a food safety issue arises, vendor will effectively minimize the clients risk of exposure by: 1) Vendors system will issue a safety alert and related directives to 10,000+ units and all ASU email accounts in less than 15 minutes. 2) The vendor will place a lock within in its foodservices purchasing system on any food with risk so it cannot be purchased, 3) The vendor will remove all potentially harmful products within the first hour of notice. 4) The vendor will identify as many purchasers as possible through credit receipt names and the client system to notify them individually. Warnings will be placed around campus within two hours of discovery. Example of Solutions Risk: Safe Food Supply/Food Born Illness Type: Non-Technical (RAVA)

54. W W W. P B S R G. C O M 54 Plan 1 Coordination with [water company] is critical. We will coordinate and plan with [water company] as soon as the award is made to make sure that we get water to the site to irrigate the fields. Plan 2 We will coordinate and schedule the water with [water company]. However, based on past experience there is a high risk they will not meet the schedule. We will have temporary waterlines setup and ready to connect to the nearby fire hydrant to irrigate until [water company] is ready. We will also have water trucks on-site if there is problems with connecting the lines. Example of Solutions Risk: Getting water to the site Type: Technical Risk

55. W W W. P B S R G. C O M Example of Value Added

56. W W W. P B S R G. C O M 56 Example: Value Added Items Reroofing this building will not stop all water leaks. The majority of the leaks are caused by cracks in the parapet walls, broken/missing glass, and poor caulking. For an additional $20K and 3 weeks in schedule we can replace and repair all of these items.

57. W W W. P B S R G. C O M 57 We are Looking for Vendors Who Can Think Ahead… …And Act In Our Best Interest

58. W W W. P B S R G. C O M 58 How Many Risks & Value Added Options Can You Submit? …As many as you can fit within the 2-page limit!

59. W W W. P B S R G. C O M 59 Vendor Generated Solution & Plans Summary The All Plans are 2 pages maximum each The Plans must NOT contain any names. No marketing / No technical information Avoid general risks / solutions Identify value added options (and explain why) The Plans becomes part of the final contract. The Plans provide a high performing vendor an opportunity to prove their expertise & prove they are not a commodity. If nobody can clearly differentiate themselves in the Plans, the prioritization will be based on other factors.

60. W W W. P B S R G. C O M Comparisons Financials 60

61. W W W. P B S R G. C O M Cost Proposal for Vendor Generated Solution 61

62. W W W. P B S R G. C O M Summary of Submittal Summary Past Performance Information Sent in by past clients to the vendor Vendor collects and submits with proposal Submit 3 separate Excel files Firm, Region Rep, Ops Mgr. 3 worksheet per file Profile Reference List Analysis Table Vendor Generated Solution (Up to 2 Pages) Technical Risk Plan (Up to 2 Pages) Risk Assessment & Value Added Plan (RAVA) (Up to 2 pages) Schedule (1 page) Comparison Financial Proposal Cost for Vendor Generated Solution Proposal Form Any additional required forms

63. W W W. P B S R G. C O M Proposal Form 63

64. W W W. P B S R G. C O M Proposal Form Proposal Form is stapled (or fastened) to the Proposal Documents:

65. W W W. P B S R G. C O M 65 How The Submittal Process Works Submittal Evaluation Members Proposal Form (1 page) Proposal Form, $, & Other Documentation Proposal Form (1 page) Plans & Schedule Average Score Contracting Officer Contracting Officer

66. W W W. P B S R G. C O M Shortlisting If necessary, depending on the number of proposers, shortlisting will be conducted We may shortlist to 3-5 teams

67. W W W. P B S R G. C O M 67 Filter 1 Past Performance Information Filter 2 Current Project Information Filter 4 Identify Potential Best Value Filter 5 Pre-Award Phase Filter 6 Weekly Report & Post-Rating Time Quality of Vendors Filter 3 Interview Award High Low Filter 3 – Interviews

68. W W W. P B S R G. C O M 68 Interview Format The client will actually interview each critical individual. This is not a presentation All vendor individuals will be interviewed separately. The client will not allow group interviews with the vendors team. The client will not allow any other individuals to be present during interviews Generally, interview times will last about 15-25 minutes per individual A standard set of questions will be generated and asked to each individual. The client has the option to clarify any answers (or ask additional questions to clarify an answer). No substitutions will be allowed. Individuals listed on Proposal Form must be present. If a team member is not present for the interview, they will jeopardize the teams competitiveness.

69. W W W. P B S R G. C O M Primary Questions 1. Why were you selected for this project? 2. How many similar projects have you worked on? Individually and as a Team? 3. Describe a similar project you have developed/worked on to the current project. 4. What is different about this project from other projects that you have worked for? 5. Draw out the process for this project by major milestone activities. 1.Identify, prioritize, and how you will minimize the risks of this project. 2.What risks dont you control? How will you minimize those risks? 3.What do you need from the client and when do you need it? 6. How are you going to measure your performance during the project? 7. What value do you bring to the project in terms of differences based on dollars, quality, expertise, or time?

70. W W W. P B S R G. C O M 70 Filter 1 Past Performance Information Filter 2 Current Project Information Filter 4 Identify Potential Best Value Filter 5 Pre-Award Phase Filter 6 Weekly Report & Post-Rating Time Quality of Vendors Filter 3 Interview Award High Low Filter 4 – Identify the Potential Best Value

71. W W W. P B S R G. C O M Assessment: based on actuals

72. W W W. P B S R G. C O M 72 Identifying the Potential Best-Value Best-Value is the lowest price Best-Value is within 10% of next highest ranked firm Best-Value can be justified based on other factors Best-Value is within budget Yes No Yes Best Value Prioritization Best Value Prioritization Yes No Go with Alternate Proposal or Cancel Proceed to Pre-Award Yes No Yes No Proceed to highest ranked proposal within budget

73. W W W. P B S R G. C O M 73 Filter 1 Past Performance Information Filter 2 Current Project Information Filter 4 Identify Potential Best Value Filter 5 Pre-Award Phase Filter 6 Weekly Report & Post-Rating Time Quality of Vendors Filter 3 Interview Award High Low Filter 5 – Pre-Award

74. W W W. P B S R G. C O M 74 PIPS Best Value System Identification of Potential Best-Value Pre Planning and Risk Management Measurement of Deviation from the Expectation PHASE 1 PHASE 2 PHASE 3

75. W W W. P B S R G. C O M 75 Pre Award Period What is it / Why is it important Period of time allotted to potential best value Why is it important: Allows the vendor to preplan the entire project in detail Allows the vendor to minimize surprises to the client Allows the vendor to clarify if their proposal is accurate Allows the vendor to place client at risk for risks outside of their control Risk

76. W W W. P B S R G. C O M 76 Pre Award (PA) Phase Components PA Kickoff Meeting PA Period PA Final Meeting PA Document

77. W W W. P B S R G. C O M 77 PA Kick-Off Meeting Vendor is notified that they are potential best value The client will coordinate a meeting with all critical parties Purpose of the meeting is to educate all parties of the PA requirements Vendor will be given: All other proposers risks from RAVA plans, no solutions, no VA, no scope Any technical concerns, issues, or risks, identified by client Contact list of critical individuals All parties will review online PA Tutorial

78. W W W. P B S R G. C O M 78 Filter 1 Past Performance Information Filter 2 Proposal & RAVA Plan Filter 4 Prioritize (Identify Best Value) Filter 5 Pre-Award Phase (Pre-Plan) Filter 6 Weekly Report & Post-Rating Time Quality of Vendors Filter 3 Interview Award High Low Non-Detailed vs. Detailed Non-Detailed Detailed

79. W W W. P B S R G. C O M 79 Filter 1 Past Performance Information Filter 2 Proposal & RAVA Plan Filter 4 Prioritize (Identify Best Value) Filter 5 Pre-Award Phase (Pre-Plan) Filter 6 Weekly Report & Post-Rating Time Quality of Vendors Filter 3 Interview Award High Low No Negotiation Yes for Clarification & Adjustment Negotiation Clarification Adjustment

80. W W W. P B S R G. C O M 80 Pre Award Document (RM Plan) The PA Document should contain the following: 1.Scope Clear and Detailed Project Scope (what is and what is not included) – Set Baseline Expectation 2.Uncontrolled Risks List A list of Risks Proposer does not control with plans to minimize 3.Identified Risks List A list of all client/user risks with plans to minimize & all proposers risks 4.Milestone schedule 5.Client Action Item List 6.Weekly Risk Report 7.Performance Metrics 8.Fee 9.Other: Agreed to Value Adding Options, Original RAVA Plan, Interview Minutes, etc…

81. W W W. P B S R G. C O M 81 Pre Award Summary Meeting Is not a Q&A meeting All issues resolved All coordination complete All risks that are not in vendors control have been identified All value added options have been addressed PA Meeting is to summarize all of the coordination that has been complete and walk through the PA Document Upon successful completion of the PA Meeting, the client will make the award

82. W W W. P B S R G. C O M 82 Filter 1 Past Performance Information Filter 2 Current Project Information Filter 4 Identify Potential Best Value Filter 5 Pre-Award Phase Filter 6 Weekly Report & Post-Rating Time Quality of Vendors Filter 3 Interview Award High Low Award

83. W W W. P B S R G. C O M 83 Filter 1 Past Performance Information Filter 2 Current Project Information Filter 4 Identify Potential Best Value Filter 5 Pre-Award Phase Filter 6 Weekly Report & Post-Rating Time Quality of Vendors Filter 3 Interview Award High Low Filter 6 – Weekly Risk Report

84. W W W. P B S R G. C O M 84 Weekly Reporting System Excel Spreadsheet that tracks only unforeseen risks on a project Client will setup and send to vendor once Award/NTP issued Vendor must submit the report every week (Friday). The final project rating will be impacted by the accuracy and timely submittal of the WRS

85. W W W. P B S R G. C O M 85 Unforeseen Risks PERFORMANCE SUMMARY Vendor Performance Client Performance Individual Performance Project Performance PREPLANNING/QC Risk Risk Minimization Schedule Performance Metrics WEEKLY REPORT Risk Unforeseen Risks Measurement of Deviation from the Expectation Management by Risk Minimization

86. W W W. P B S R G. C O M 86 Filter 1 Past Performance Information Filter 2 Current Project Information Filter 4 Identify Potential Best Value Filter 5 Pre-Award Phase Filter 6 Weekly Report & Post-Rating Time Quality of Vendors Filter 3 Interview Award High Low Post Project Rating

87. W W W. P B S R G. C O M 87 Final Rating After the project is complete, the client will evaluate the project. The Final Rating will be heavily impacted by: Change in Cost Project delays Poor service Owner surprises Complaints Ability to submit accurate and timely weekly reports In Best-Value Procurement, the vendors goal is to get a high rating in order to stay competitive.

88. W W W. P B S R G. C O M 88 50% Modification

89. W W W. P B S R G. C O M Schedule

90. Website – www.pbsrg.com

91. W W W. P B S R G. C O M

92. All Proposal Questions Must Be Emailed Using the Proposer Inquiry Form to: Lonnie Cunico at Lonnie.Cunico@srpnet.com Cc: Brian stone at bhstone2@mainex1.asu.edu Lonnie.Cunico@srpnet.com

93. W W W. P B S R G. C O M 93 Comments / Questions W W W. P B S R G. C O M