The first stage in a project development and implementation strategy is a needs assessment (also described as an 'environmental scan'). A needs assessment often starts with an analysis of the existing process to identify any shortcomings and areas that could be improved. What are you currently doing? What do you want to improve? What do your stakeholders expect of you? How do your management and your staff feel about implementing new technology? Can new technology meet your identified needs and expectations?
This is followed by an appraisal of the available technology and, if possible, an evaluation of similar solutions implemented by other (election management bodies) EMBs and organisations elsewhere.
At this stage, it is possible to follow several different strands of inquiry simultaneously:
- Technical advisors can determine whether a proposed technological solution is suitable for the intended purpose.
- Financial advisors can estimate the cost of the proposed technological solution and determine whether it is affordable.
- Project managers can determine whether there is support within the EMB for introducing the proposed technology.
- Senior management can consult with external stakeholders on the proposed changes, if appropriate.
- Alternative solutions can be explored to determine whether there are any better or less expensive options available which may not include technological ones.
- At the end of the needs assessment stage the EMB is expected to have a sound understanding of the need for change and a firm indication of a preferred option to meet that need. This information can be used to prepare a business case, which is the next stage in the project development and implementation strategy.
Business cases
A business case is used to persuade both internal managers and external stakeholders of the usefulness of adopting the proposed new technology. A business case needs to be logical and persuasive, showing clearly all of the costs and benefits of the proposal but it should not contain too much detail as to be counterproductive. If possible, the proposal may include an estimate of all costs through the expected lifetime of the proposed solution and not just the costs for the current financial year.
Most of the work needed to prepare a business case is supposed to be undertaken at the needs assessment stage. Business cases and needs assessments are meant to be persuasive, but they are intended for different audiences. Nevertheless, if a needs assessment succeeds in persuading the authors of the appropriateness of their proposal, it can go a long way towards providing the basis for a business case to sell the proposal to others.
A typical business case may contain the following elements:
- a clear statement of the needs
- a clear statement of the proposed option
- a clear statement of any other relevant background to the proposal
- an examination of other options, and a discussion of the reasons that make the proposed option the preferred one
- a statement of the non-monetary costs and benefits of the proposed option
- an assessment of the monetary costs and savings associated with the proposal, including a full costing of the proposal for the life of the project, plus future years
- an indication of what steps are necessary for approval of the proposal, such as approval by cabinet or passage of enabling legislation by parliament
- a statement of what stakeholder consultation has taken place and/or needs to take place, and an indication of stakeholder support or opposition expressed to date
- a recommendation to proceed with the proposal
Specifications
Once a business case has been approved by the relevant authorities and funds have been secured, the next step is to select a supplier or suppliers of the necessary goods and services. Depending on the size, cost and complexity of the project, this may involve issuing a tender. Smaller projects may be progressed simply by seeking quotes from suppliers.
A key component of a request for tender or quote is the definitive set of specifications of the required technology. Specifications are generally intended for technical purposes rather than for informing non-technical managers. Consequently they tend to be technical and detailed. Good specifications will spell out clearly and without ambiguity exactly what products or services are being sought.
The content of specifications will vary widely depending on the products or services required. As a general rule of thumb, specifications may contain:
- a clear statement of the required products or services, giving all necessary detail
- a clear statement of the intended purpose of the products or services
- a clear statement of any other relevant background
- if appropriate, an indication of the expected cost of the required products or services, including a full costing of the proposal for the life of the project, including future years
- an indication of whether any steps still have to be undertaken before the project can proceed, such as approval by a government institution or passage of enabling legislation by parliament
- an indication as to whether the various specified requirements are mandatory or optional
- a statement as to whether the goods or services have to conform to any recognised standards or quality controls
- a list of any testing requirements that have to be satisfied before implementation can proceed
- a description of the required levels of security applicable to the project, if any
- a description of any documentation that may be required, such as technical manuals, users manuals or contractors' reports
- an indication of whether training is required as part of the service
- an indication of how proposals submitted by suppliers will be evaluated
- a request for a quote on how variations to the specifications may affect the cost of the project (for example, if extra work is undertaken, what extra costs will be incurred?)
The above list is by no means exhaustive, and other considerations may be applicable to a particular case.
The most important information to include in any specifications is the details of the desired product or service. If possible, it is advisable to anticipate all likely variations to a project's specifications and include them in request fro proposal (RFP) from the beginning. Cost over-runs often occur when specifications are altered after the initial specifications have been prepared and the suppliers have been chosen. Careful consideration at the specification stage may save a project from running over budget, and will maximise the chance of the project's success.
