Chapter 3 recap

Tender and appointment

The key takeaways from this chapter’s 3 lessons.

Capability and capacity

A tender response shows three things: the team can manage information, can produce it, and has the IT to do both, in the quantities this project needs.
Capability is knowing how (standards, methods, tools); capacity is having enough of it at the right time.
Each task team assesses itself; the lead appointed party adds them up into one summary for the client.
A gap found in tender is a plan; a gap found in production is a delay.

A tender response has four parts: the pre-appointment BEP, a capability and capacity summary, a mobilisation plan and a risk register.
The pre-appointment BEP shows who will run information management, how each requirement will be met, how the work is split, and what the team will add to the project’s rules.
It is a first version: after appointment the same BEP is confirmed with real names, software and a detailed responsibility matrix.
If the client gives a template or headings, use them; it is how responses are compared.

There are two matrices: one for information management activities (who sets up the CDE, who checks) and one for information deliverables (who produces what).
The deliverables matrix starts high-level at tender and becomes detailed at appointment.
The detailed matrix says what information is produced, when and with whom it is exchanged, and which task team produces it.
Every line traces back to a requirement; the TIDPs and MIDP then plan the individual containers within its rules.