06
Seeing is believing
When pilot phases or a proof of concept are needed to validate proposals, government agencies need to know how to define and measure their success
06
Seeing is believing
When pilot phases or a proof of concept are needed to validate proposals, government agencies need to know how to define and measure their success
(Time to read: 1.5 mins)
The final element of a robust procurement process for identifying and partnering with the right BPO should be focused on delivering pilot phases, proofs of concepts or trials. Clearly, for a service or process that’s well defined and documented and understood within government as well as across the market, trials and testing are not a necessity. However, for a service or asset that is being outsourced for the first time and for solutions or services that leverage tools or technologies such as Generative AI as part of their value-add or cost-effectiveness, a proof of concept can be critical not just for testing the validity of a proposal and highlighting potential issues but also for achieving the requisite stakeholder buy-in to support and sponsor the endeavor.
As the client, a government department or agency has the responsibility for defining the criteria for a successful pilot or test phase and should have the right time and resources in place to ensure that the project can run its course, and its performance accurately and comprehensively assessed. But how should a project be evaluated? What are the signs that a BPO is the right delivery partner?
As the client, a government department or agency has the responsibility for defining the criteria for a successful pilot or test phase.
1. Previous experience
One of the quickest ways of judging a potential partner’s suitability is through examining how the organization has managed similar initiatives in the past. What is their track record when it comes to the effective development and implementation of projects that mirror your challenges, objectives or long-term strategic goals?
2. A methodical approach
Look for evidence of detailed, proven methodologies for conducting pilots and pay particular attention to how metrics for measuring success are defined and how closely they reflect the objectives of the pilots in question.
3. Ability to adapt
Projects don’t go to plan and those that succeed do so because of active problem solving, adaptability, and a willingness to gather and act on feedback. A good delivery partner will be able to demonstrate how it has adapted to change or refined a process or approach based on unforeseen challenges or lessons learned.
4. Stakeholder engagement
How does the BPO communicate with all parties? Does it have a clear strategy for stakeholder engagement and understanding and managing expectations? This strategy should cover the collection and dissemination of feedback and lessons learned after the project’s completion.
5. Risk management
Ensure any potential partner has a robust means of identifying, assessing, and mitigating any potential risks associated with the pilot and has contingency plans in place if the pilot or test phase has the potential to disrupt other operations.
Checklist
Assess whether the complexity or novelty of the service or process requires a pilot or testing phase.
Allocate the necessary expertise and resources within your department to establish clear criteria for the pilot phase.
Identify an agreed-upon methodology or approach for measuring performance and evaluating the success of the pilot.
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