0% found this document useful (0 votes)
8 views33 pages

8 PPM WKD Developing Specifications and TOR

The document outlines the importance of specifications in procurement, detailing their role in clearly defining project needs, evaluation criteria, and contract documents. It discusses the types of specifications, including conformance and performance, and emphasizes the need for clarity, completeness, and stakeholder involvement in developing specifications and terms of reference. Additionally, it highlights challenges in specification development and provides strategies for overcoming these challenges.

Uploaded by

Namugenyi Betty
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
0% found this document useful (0 votes)
8 views33 pages

8 PPM WKD Developing Specifications and TOR

The document outlines the importance of specifications in procurement, detailing their role in clearly defining project needs, evaluation criteria, and contract documents. It discusses the types of specifications, including conformance and performance, and emphasizes the need for clarity, completeness, and stakeholder involvement in developing specifications and terms of reference. Additionally, it highlights challenges in specification development and provides strategies for overcoming these challenges.

Uploaded by

Namugenyi Betty
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 33

Presentation by

Fred Ntambi (MCIPS, CMILT)


0772552815
[email protected]
28-Apr-24 1
What is a Specification (Spec)?

 Are descriptions of the needed items

 Projects are required to specify clearly in detail what to


procure e.g. specifications for supplies, schedule of works
and terms of reference for services

 This stage is very important :


 To ensure the specific need is met satisfactorily
 It is the basis for determining the evaluation criteria in the
bidding document and evaluation of bids
 For designing contract documents among others

28-Apr-24 2
 Statement of requirements includes
Specifications(Specs), Terms of Reference(TOR), Scope
of Works(SOW)

 Purpose of developing a SOR is to;


 Provide the information that the supplier requires in order to reliably
meet the user’s expectations.
 Enable the procuring entity to compare what is actually supplied
with what is required.

 Provide evidence in case of a dispute between the supplier and the


purchaser
 To clearly define the scope, objectives, deliverables, and
expectations of a project or procurement activity

 It serves as a key document that guides the implementation of the


project or procurement and ensures that all stakeholders are aligned
on what needs to be achieved. etc
28-Apr-24 3
Sources of information when developing a
Specs
 Business contacts e.g. suppliers and other buyers
 Special events such as fairs, exhibitions
 Government institutions, Research institutions, and
international institutions
 Published sources such as directories, consumer reports,
catalogues, past budgets, internet etc

Who are the stakeholders in developing the


Specs?
 Users/management, PDU,Suppliers, Consultants…

28-Apr-24 4
 Meet with end users, clients, other stakeholders, and the
evaluation committee to understand their needs.
 Seek external assistance, when needed, to provide
expertise to clearly and correctly state what is required in
terms of capability and capacity.
 Conduct thorough research of market and trends.
 Understand the capability and capacity of the supply chain,
as well as potential influences (e.g., energy availability,
storage for contaminated material).
 Choose the type of specification based on the identified
needs.

28-Apr-24 5
 Conduct analyses (e.g. life cycle cost (LCC), value analysis,
value engineering, best value).
 Clearly identify the supplier’s obligations (e.g., risk and
responsibility) according to the type of specification chosen.
 Explain, clarify, and define all compliance obligations needed
 Include essential characteristics and a clear statement of
intended use.
 Include a clear and consistent methodology for determining if all
the requirements have been met by offerors.
 Ensure there is an internal review process by members of the
solicitation team to help identify inconsistencies and ambiguities

28-Apr-24 6
 How have you Specified your needs as
individuals and or in your organizations?

 Specifications are also referred to as “a statement of a set


of requirements to be satisfied by a product, material”

 Specifications used to describe services required are


known as terms of reference (TOR)
 Specs should indicate the procedure to be followed in
determining whether the requirements given have been
satisfied.
 Two types of specifications; Conformance and
Performance
28-Apr-24 7
 Types of specifications

 Conformance Specifications
 This type gives the specific details and designs of the
items required
 The risks are borne by the buyers and it restricts
competition in some situations
 Are input based and used when the user knows
exactly what he /she wants

 Examples include e.g. Paper A4 60gm / 80gm ,Tyres


205/70/15 PR 8, Double cabin 4WD, rice long grains
with a 20% broken etc

28-Apr-24 8
 Processor - dual core 2.4 GHz+ (i5 or i7 series Intel processor
or equivalent AMD)
 RAM - 16 GB
 Hard Drive - 256 GB or larger solid state hard drive
 Graphics Card - any with Display
 Port / HDMI or DVI support
 Wireless (for laptops) - 802.11ac (WPA2 support required)
 Monitor - 23" widescreen LCD with Display Port/HDMI or DVI
support
 Operating System - Windows 10 Home or Professional editions,
or Apple OS X 10.12.3
 Warranty - 3 year warranty
 Backup Device - External hard drive and/or USB Flash Drive
 You can work out one for the laptop

28-Apr-24 9
28-Apr-24 10
 Performance Specifications

 States what function the item is required to carry out,


achieve or perform

 The responsibility is with the supplier to supply a


product which can perform as specified

 E.g. a hungry person going to a restaurant and


requests that they give him/her food without
specifying what type of food is preferred to service
the hunger.

28-Apr-24 11
Performance Specifications
 States what function the item is required to carry out,
achieve or perform

 The responsibility is with the supplier to supply a


product which can perform as specified

 E.g. a hungry person may go to a restaurant and


request that they give him/her food without specifying
what type of food is preferred to service the hunger.

28-Apr-24 12
 Allows the offerors to use their expertise, creativity, and
innovation to provide a solution.
 The offeror chooses the method of achieving the
outcome.
 Are used when the method and means of achieving the
outcome are unknown.
 Place a higher degree of risk on the awarded supplier,
who is responsible for achievement of the outcome and
will be evaluated based on defined criteria.
 May describe a commodity that will be integrated into
existing systems and be interchangeable with parts,
services, or other basic elements.

28-Apr-24 13
 Require reliable, practical, economical tests of
performance

 Evaluations are subjective and require additional time


and effort to complete

 May result in a wide range of offers that are not


necessarily comparable

 Take more time and effort to develop and to evaluate

28-Apr-24 14
 If something is not specified, it is unlikely to be
provided

 Ensure that the requirements are clear, accurate and


complete

 There is an implied term that the goods supplied are of


satisfactory quality under the SOGA.

 Avoid unduly restrictive requirements

28-Apr-24 15
 Principles of writing Specifications

 Specification should be open and not closed: so that


requirements can be met by more than one supplier.

 Specification must not conflict with national or international


standards or health, safety or environmental laws.

 Over specifying: Restricts competition and increases costs

 Under specifying: It creates vagueness and may result in


wrong items being supplied

28-Apr-24 16
 Principles of writing Specifications

 Use open and generic specifications - and where brand


names or trademarks etc must be used in order to precisely
or intelligibly describe the procurement requirements,
words such as "or its equivalent' must be included in the
specification;

 Write for the layman, not the specialist - the specification


should be easy to read and understand;

 The specification is equally binding to both the buyer and


the vendor.

28-Apr-24 17
 Developing specifications can be challenging due to several
factors, including:
 Ambiguity: Specifications must be clear and unambiguous to
avoid misunderstandings. Ambiguous specifications can lead to
incorrect products or services being delivered. For example, if a
specification states "high-quality material," it's unclear what
specific material is required.

 Incomplete Information: Incomplete specifications can result


in gaps or oversights in the final product. For instance, if a
software specification lacks details on user interface design,
the final product may not meet user expectations
 Changing Requirements: Requirements may change
during the development process, leading to revisions of
specifications. For example, a client may decide they need a
product to be compatible with new technology after the
specifications have been finalized

28-Apr-24 18
 Technical Complexity: Developing specifications for complex
products or services requires expertise and understanding of the
technical aspects involved. For example, specifying the requirements
for a new aircraft engine involves intricate technical details.
 Cost Considerations: Balancing the desired features with cost
constraints can be challenging. For instance, specifying high-end
materials for a product may increase costs significantly.
 Stakeholder Alignment: Ensuring that all stakeholders agree on the
specifications can be challenging, especially when there are conflicting
priorities. For example, the marketing team may prioritize product
aesthetics, while the engineering team focuses on functionality.
 Regulatory Compliance: Specifications must comply with relevant
regulations and standards, which can add complexity. For example,
specifying materials for a product may require compliance with
environmental regulations.
 Time Constraints: Developing thorough specifications can be time-
consuming, especially when there are tight deadlines for product
development. For example, rushing to finalize specifications for a new
product launch can lead to oversights.
28-Apr-24 19
 A name or trademark by which one producer distinguishes
his or her product from those of similar products by other
producers in the same industry.

 However, this is discouraged because it;


 Eliminates suitable products of other brands.
 Reduces /restricts competition
 Eliminates the principle of fairness
 Specifying goods using brand names makes the
procurement more expensive.(branded items like drugs
 There are risks of “clones” (fake /grey products)….

28-Apr-24 20
Generally include a combination of the
following:
 Physical characteristics
 Design details
 Materials used (chemical composition)
 Methods involved in production
 Maintenance requirements…

28-Apr-24 21
Advantages
 Very specific and precise
 Easy to verify

Disadvantages
 Requires expertise

 May limit number of potential suppliers

 Risks borne by the entity

28-Apr-24 22
 Buyer to provide physical product
 Samples are used when it is difficult to describe the
product adequately

 Advantages
 Providers understand exactly what is required
 Buyers are able to assess whether product is suitable

 Disadvantages
 Suppliers may deliver different items
 Small deviations are difficult to assess

28-Apr-24 23
 Chemical composition; JIK 5% Hypochlorite
 Warranties- 1yr,3yrs, 5yrs…
 Payment terms
 Product characteristics
 Size; shoes- 7,8,9,12 trousers- waist, length…
 Grades; Maize flour, 1,2,3 Tiles first, second grade….
 Gauge; Iron sheets-24,26,28,30,32 or Glass-
mm,4mm,5mm, 6mm
 Garments- 100% polyester / cotton
 Rice- 5% broken, 20% broken, or short and long
grains…

28-Apr-24 24
 Services
 Generally services are more difficult to specify than
products due to their characteristics of “intangibility” ,
“inseparability,” “perishability” and “variability” nature.

 TOR for services should be stated in measurable


terms to enable both the buyer and supplier to
ascertain performance.

 TOR is normally stated in terms of:


Output/deliverables, Time frame should be indicated

 Required personal skills should also be indicated

28-Apr-24 25
 Purpose/Objective of assignment
 Proposed Methodology
 Deliverables
 Staffing Capacity
 Capacity to handle consultancy projects
 Work plan
 Ethical safeguards
 Knowledge transfer

28-Apr-24 26
 Background to the work, which briefly describes the
conditions that lead to the need for the project. This
could describe the history behind the job and its role
within a larger programme.

 The objectives of the work. What the vendor is


expected to produce by the time the work is
complete.

 The scope of the work. Sets the boundaries and


outcomes of the work that the vendor is to carry out.
It tells the vendor all about the job that is required.

28-Apr-24 27
 Definitions of responsibility of any individuals or groups
involved in the work
 Time scale and deadlines. A programme of dates for key
decisions or outputs to be delivered.
 Buyer preferences. The Buyer may specify approaches,
technologies, equipment, etc. That the vendor must
incorporate into their work.

 Resources to be provided by the Buyer.

 Reporting requirements. These are the formal stages


when the vendor presents information or results to the
buyer

28-Apr-24 28
 Developing terms of reference (TOR) can present various
challenges, including:

 Unclear Objectives: If the objectives of the project or task


are not clearly defined in the TOR, it can lead to confusion
and misalignment among stakeholders. For example, if the
TOR for a research project lacks specific goals, the research
team may struggle to focus their efforts.

 Incomplete Scope: Incomplete TOR can result in missed


deliverables or additional work that was not accounted for.
For instance, if the TOR for a construction project does not
specify all required infrastructure components, some aspects
of the project may be overlooked.

28-Apr-24 29
 Ambiguous Responsibilities: TOR should clearly define
the responsibilities of each party involved in the project or
task. Ambiguity in responsibilities can lead to conflicts and
delays
 For example, if the TOR for a collaborative project does not
clearly outline each partner's role, it may result in
duplication of efforts or gaps in execution.

 Lack of Stakeholder Involvement: Developing TOR


without input from key stakeholders can lead to unrealistic
expectations and lack of buy-in
 For example, if the TOR for a community development
project does not involve input from local residents, the
project may fail to address their needs.

28-Apr-24 30
 Inadequate Resources: TOR should specify the resources
required to complete the project or task, including budget,
time, and personnel. Inadequate resource allocation can lead
to project delays or failure
 For example, if the TOR for a marketing campaign does not
allocate enough budget for advertising, the campaign may not
reach its target audience effectively.

 Changing Requirements: As project requirements evolve,


the TOR may need to be updated to reflect these changes.
Failure to update the TOR can result in a misalignment
between project goals and deliverables
 For example, if the TOR for a software development project
does not account for changes in user requirements, the final
product may not meet user expectations.

28-Apr-24 31
 Some mitigations to these challenges, consider the
following strategies:
 Clearly Define Objectives: Ensure that the TOR clearly defines the
objectives of the project or task, including specific, measurable goals.
 Comprehensive Scope: Develop a comprehensive TOR that includes
all necessary components and deliverables, based on thorough
research and analysis.
 Clarify Responsibilities: Clearly define the responsibilities of each
party involved in the project or task to avoid confusion and conflicts.
 Stakeholder Engagement: Involve key stakeholders in the
development of the TOR to ensure their input and buy-in.
 Resource Planning: Adequately allocate resources, including budget,
time, and personnel, based on realistic assessments of project
requirements.
 Flexibility: Build flexibility into the TOR to accommodate changes in
project requirements, with clear processes for updating the TOR as
needed.

28-Apr-24 32
Practical tasks
a)Develop specifications for
procurement; four Double Cabins 4WD
for Uganda Management Institute

b)Write a TOR for a Master Plan


development plan to utilize Uganda
Management land.

c) Write a TOR for a training consultancy


for an NGO in project procurement
management that would last for four
day.
28-Apr-24 33

You might also like