Western Australia Department of Finance Government Procurement



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Gateway

Tender Decision

Workbook

Government of 



Western Australia

Department of 



Finance

Government Procurement


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1

 



ABOUT THIS WORKBOOK

This workbook supports the Gateway review Tender Decision. It is the fourth in a series of six reviews a 

project may undergo. 

This review ensures that the tender selection process has been performed transparently

 

and according to 



the required procedures. It also investigates the business case, confirming that the project is still required, 

affordable and achievable. Finally, it checks that implementation plans are robust.

The checklists in this workbook provide review teams with key areas to explore and suggest evidence to 

look for. At the same time, they provide the Senior Responsible Officer (SRO) with information on the  

areas the review team will be exploring, the types of documents it will be reviewing and the evidence  

expected for a Tender Decision review. 

As each project is unique and circumstances vary, this workbook should be used as a guide for appropriate 

questions and evidence, not a full checklist of mandatory items.




2

 

TENDER DECISION

In the tender selection process, the agency invites proposals or tenders against fully developed 

requirement specifications. Potential suppliers, partners and/or other delivery organisations submit 

their proposal or tender and an evaluation panel analyses all submissions on a ‘like-for-like’ basis. The 

evaluation panel then recommends the delivery solution that meets all the needs of clients and end-users, 

while delivering the best value for money.

The Tender Decision review confirms that the supplier selection process for this particular project (not the 

supplier selection decision itself) was sound and robust. It also checks that the implementation plans that 

are in place are realistic and achievable.

It assesses:

•  Whether the supplier selection process has been well managed 

•  Whether the business needs are being met

•  That both client and supplier are in a position to implement and manage the proposed solution

•  That processes are in place to achieve a successful outcome after contract award. 

Both the project team and review team must be satisfied that all options have been considered, including 

commercial arrangements with existing suppliers that offer value for money.

The Tender Decision review confirms that the recommended investment decision is appropriate before a 

contract is placed with a supplier or partner. 



 Th

e re

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 take

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 a co

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artner.


3

KEy AREAS Of REVIEW

This review aims to answer the question:



“Does the preferred tenderer meet the requirements of the business case and organisational 

need?”

It investigates the following areas:



Outcomes and objectives:

 

Will the recommended contract decision deliver the specified outputs on time, 



within budget and provide value for money? 

Stakeholders:

 

Is there continuing support for the project?



Context:

 

Is the business ready for change, for implementation, transition and operation of new services  

or facilities?

Project management:

 

Are management controls in place to manage the project, including contract 



management aspects? Is there a clear understanding of responsibilities between all parties?

Risk:

 

Has the risk management plan been shared with suppliers/delivery partners?



Resourcing:

 

Does the project have resources with the appropriate skills and experience to achieve the 

intended outcomes of the investment?

Once the evidence for each of these areas has been considered by the review team, the project is

evaluated on its readiness for the next phase and recommendations to this effect are made.



4

 

STRUCTURE Of REVIEW

The Gateway Tender Decision review is broken up into the following sections:

•  Assessment of the proposed solution

•  Business case and stakeholders

•  Risk management

•  Review of current phase

•  Readiness for next phase.

The following checklists provide review teams with a range of appropriate questions and evidence to look 

for in each of the above sections. It also provides the SRO and project teams with a guide as to what the 

review team will be exploring.

As each project is unique and circumstances vary, these questions should be used as a guide rather than a 

full checklist of mandatory items. 



    T

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 ‘Ten

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5

1.

 

REVIEW AREA: ASSESSmENT Of THE PROPOSED SOlUTION

Areas to review

Evidence expected

1.1 Does the proposed solution 

continue to meet the  

business need?

The selected delivery solution fully complies with  

all requirements.

Consultation with stakeholders during evaluation and 

their acceptance of the proposed solution.

1.2 Have the suppliers or partners 

proposed any alternatives or  

other options in addition to a  

fully compliant bid?

Assessment of options to show whether these are 

beneficial to the project’s output/outcomes and still  

within the scope of the tender advertisement.



1.3 Will the proposed delivery  

solution deliver the business  

need described in the  

business case?

Analysis to show that: 

- The proposal is defined in business outcome terms 

- The business can achieve the necessary organisational 

   and business process changes 

- The proposed services and service levels as defined in   

   the contract will meet the agreed business  

   requirements.



1.4 Has the proposed solution  

affected the strategy for  

business change?

Updated plan for managing the business change on  

the basis of the proposed solution, agreed by the 

project’s steering committee and agreed with  

users and stakeholders.

Analysis of differences from original plan.



1.5 Has the proposed solution  

affected the expectations of 

business benefits?

Updated plan for benefit realisation and updated 

descriptions of benefits and their owners.

Analysis of differences from original plan.

Changes documented and agreed with users  

and stakeholders.



1.6 Are the client and supplier 

prepared for the development 

(where there are new systems 

and processes), implementation, 

transition and operation of any 

new services?

Proposed supplier’s development/implementation plans 

included in delivery solution and recommended to the 

project’s steering committee.

Client’s implementation plan agreed with users and 

stakeholders, e.g. staff training, changes in processes.



1.7 Are there plans and processes 

to address future issues, both 

business and technical?

Strategy for managing change agreed by all parties, 

including supplier.



6

1.8

Is there clear allocation and 

understanding of responsibilites 

between all parties, in addition  

to any contractual liabilities?

Defined client and supplier personnel and 

responsibilities.

On the client’s side, identified internal relationships and 

interfaces describing ‘who does what’ with the supplier.

On the supplier’s side, reciprocal arrangements 

including senior management roles.

Where applicable, partnering arrangements defined.

If a single supplier, how they will manage their  

supply chain.

If multiple suppliers, how the client organisation will 

manage the interfaces.

Evidence to show the client and supply team will work 

together as an integrated project team.

If the project traverses organisational boundaries 

on the client side, there are clear governance 

arrangements to ensure sustainable alignment with the 

business objectives of all organisations involved.



1.9

Are there resources available 

for the business to fulfill its

obligations within the contract?

Plan for implementing the new contract, identifying the 

quantity, type and quality of resources required.

Formal management acceptance of resource 

requirements agreed, with key roles and personnel 

identified and in place.

Adequate plans and procedures for contract 

management, including availability of requisite skills  

and experience.

1.10  Have the technical implications 

been assessed?

Demonstrates that the delivery solution is  

technically acceptable.

1.11  Does the project have resources 

with the appropriate skills and 

experience to achieve the intended 

outcomes of the investment? 

Internal and external commitment to provide the 

resources required.

Job descriptions for key project staff.

Skills appraisal undertaken and plans for addressing 

any shortfall.

Access to external sources of expertise if required.

Appropriate allocation of key project roles between 

internal staff and consultants or contractors.

1.12 Is the proposed procurement 

within financial approvals and

is there adequate budget to 

accommodate the procurement?

Confirm financial approvals are obtained and 

adequacy of the budgeted costs.



 

7

2.



 

REVIEW AREA: BUSINESS CASE AND STAKEHOlDERS

Areas to review

Evidence expected

2.1 Is the project still required?

The project still fits with strategic objectives, including 

government/organisational objectives.

External factors have not affected current priorities.



2.2 Has the business case been 

updated?

Re-assessment of updated business case, including 

strategic, economic, financial, commercial and project 

management factors.



2.3 Does the business case, when 

incorporating the delivery strategy, 

still demonstrate affordability?

Business case incorporating bid information, including: 

- Changes from budgetary figures 

- Returns and value re-calculated with new benefits plan 

- Costs compared with budget, pre-tender estimates.

2.4 Does the recommended way 

forward meet the business need?

Objectives revisited against final bid and  

proposed solution.

2.5 Has the most appropriate option 

been selected?

Cost/benefit/risk analysis against final bid information 

and results of evaluation, including sensitivity analysis.

The whole-of-life design quality, cost and time optimised 

as far as possible.

2.6 Does the commercial arrangement 

represent value for money, with an 

appropriate level of quality over 

the life of the project?

Market assessment, other organisational benchmarks 

and previous experience.

Results of evaluation.

Where appropriate, assessment of supplier’s funding 

arrangements.



2.7 Is the client realistic about their 

ability to manage the change?

Documented understanding of cultural implications, 

where appropriate, account has been taken of the current 

organisational culture.

Comparison with others.

2.8 Is there an agreed benefits

evaluation plan?

Benefits management strategy and plans, including: 

- Critical success factors 

- Individuals responsible for achieving benefits identified 

- Agreed process for measuring and assessing benefit 

- Data on baselines for benefits assessment 

- Post-implementation review plan identifies review 

  points and benefits to be assessed 

- Payment mechanisms linked to benefits realisation.

2.9 Have all stakeholders been involved 

and approved of tender evaluation 

report and draft contract?

Stakeholder involvement in quality and proposal reviews.

Views of all stakeholders have been considered.

Representation of stakeholders on the evaluation team.




8

 

3. REVIEW AREA: RISK mANAgEmENT

Areas to review

Evidence expected

3.1 Are risk and issue management 

plans up to date?

Risk register and issue log regularly reviewed, updated 

and acted upon.

3.2 Have all major risks that arose 

during this phase been resolved?

Updated risk and issue management plans and risk 

register, including risks associated with: 

- Project resourcing and funding 

- Team competencies 

- Legislation 

- Technical dependencies 

- Users and stakeholders.

Owners of risks/issues assigned or client-side risk 

transfer plans vi, where applicable.



3.3 Are there arrangements to 

minimise the impact on the 

business in the event of major 

problems during implementation 

and rollout?

A business continuity and contingency approach agreed 

with stakeholders and suppliers.

Business of client continuity and contingency plans 

under development.

Assessment of supplier’s continuity and  

contingency plans.

3.4 Does the contract reflect standard

terms and conditions and the 

appropriate allocation of risks 

between the contracting parties?

Contracts comply with standard terms and conditions.

Any changes to standard terms and conditions 

assessed for their impact, legality and acceptability.

Analysis of risk allocation proposed by supplier or partner 

versus expectations or the original rationale for project.



3.5 for longer-term service or 

partnering contracts, have  

the re-tendering issues been 

considered?

Plans for exit strategy at the end of the contract, with 

appropriate review points built in over the life of the 

contract to update these arrangements.




9

 

4. REVIEW AREA: REVIEW Of CURRENT PHASE

Areas to review

 Evidence expected

4.1 Is the project under control?

Project running to schedule and cost within budget.

Recommendations from last Gateway review actioned.

4.2 What caused any deviation, such 

as over and under-runs?

Reconciliations set against budget and time plan.



4.3 What actions are necessary to 

prevent deviations recurring in 

other phases?

Analysis and plans documented in project 

documentation that is continually updated and reviewed.

4.4 Have all the assumptions from  

the business case been  

validated?

Validation of assumptions. Any that cannot be validated 

are being examined, appear in the risk register or issue 

management log, and are assessed and discussed with 

potential suppliers and partners.

Documentation of any new assumptions.



4.5 Have all the required 

organisational procurement  

and technical checks been  

carried out?

Bid management review and approval processes.

Compliance with relevant legislation and  

policy guidelines.

The evaluation strategy, underpinning models and 

criteria have been followed.

Demonstration of compliance with statutory 

requirements (e.g. planning, building regulations).



4.6 Did the project team follow the 

planned steps in the delivery 

strategy?

Documented information confirming that the activities 

and processes in the delivery strategy and plan have 

been followed.



4.7 Were the documents subject to 

quality review?

Quality review documentation.



4.8 Has the procurement process 

adequately managed probity?

Probity documentation or report.




10

 

5. REVIEW AREA: READINESS fOR NExT PHASE:



 

READINESS fOR SERVICE

Areas to review

 Evidence expected

5.1 Is the working relationship  

likely to succeed?

Realistic assessment of management style/behaviours 

on both sides.

Reporting arrangements identified at appropriate levels 

on both sides.

Suitable procedures and responsibilities for contract 

management are defined and agreed.

Plans for integrating the project team, where applicable.

Continuity of key personnel from the contract award 

phase into the implementation phase.



5.2 Are all resources and internal 

funds (the ‘client-side budget’) 

in place?

Budget provision including following years’ expenditure.

Manpower provision agreed.

Approval process for payments to suppliers.

Process for expenditure reporting and reconciliation.

Insurances established by supplier where required.



5.3 Is there a plan for achieving  

the required outcomes?

Confirm the supplier’s or partner’s project plan meets 

timescales for achieving the outcome of the investment.

Realistic supplier’s or partner’s implementation plan and 

plans for managing risk.

5.4 Does the client-side plan  

reflect the supplier’s plan,  

and vice versa?

Updated project management plan reflecting tender 

proposals.

Defined organisation, personnel and responsibilities on 

the client’s side.

Supplier personnel cleared to meet project requirements.

Process for resolving issues agreed with supplier/

partner.


Evidence that all plans have been reviewed, agreed and 

included in the contract.



5.5 Are the long-term contract 

administration plan and benefit

measurement process complete?

Long-term plan with contract management strategy and 

a detailed service delivery plan.

Resources with identified sources.

Key measures of benefit agreed with supplier/partner (if 

supplier payments related to benefits delivery).

Analysis of project plan showing that resource 

requirements are identified, planned, budgeted for and 

available when required.

Defined roles and responsibilities.




11

5.6

Are all the mechanisms and 

processes in place for the next 

phase?

Project plan confirms arrangements for management, 

monitoring, transition and implementation.

If external consultants are used, they are accountable 

and committed to help ensure successful and  

timely delivery.



5.7

Are the service management plan, 

administration and service level 

arrangements complete?

Documented service management strategy and plan.

Defined and agreed service level managment, service 

levels, service quality and measurement.

Responsibilities defined for each party.

Defined and agreed standards for services.

Defined and agreed monitoring, reporting and  

review mechanisms.



5.8

Is the management process for 

service change complete?

Change control procedures (both technical and 

business) defined, agreed and included in contract.

Defined and agreed management process and 

responsibilities.

5.9  Is there an acceptance strategy 

or commissioning strategy, as 

applicable?

Acceptance/commissioning strategy and plan, with 

fully documented and timetabled decision paths.

Decision makers clearly identifed and informed about 

their role and what information they will be given to 

make their judgement.

Acceptance criteria agreed with supplier.

Validated acceptance testing plan, including technical 

and business components.

5.10 Is there an implementation 

strategy?

Implementation strategy and plan.

Users, stakeholders and client business management 

involved in developing strategy.

Where applicable, transition plans to new ways  

of working.

Clearly defined roles on client and supplier sides for 

monitoring and controlling handover.




12

 

PROJECT DOCUmENTS

Examples of evidence expected for each area should be available before the review starts.

The following is a range of information that would typically be required:

•  Risks and issues 

  

Strategies for managing the risks and issues, and a risk  

 

 

 



  

 

register showing that risks were identified and managed.



•  Change

 

   



 

 

The plan for implementing business change and strategies for  



 

 

    handling 



future 

change. 


•  Services 

 

 

 



 

Service management arrangements defining how services will be 

 

 

 



 

 

managed, their performance measured and responsibilities shared 



 

 

 



 

 

between the client and supplier.



•  Benefits

    


 

 

The benefit management strategy, benefit management plans and 



 

    responsibilities 

for 

delivery.



•  Delivery  

  

 

The delivery strategy, including a procurement strategy, if appropriate.



•  Operations  

  

The operational requirement and draft contract.



•  Business case

    


 

Business case for each of the bids that were

 

acceptable in  principle, 



 

 

 



 

 

to confirm the delivery strategy and that the negotiated  



 

 

 



 

 

and agreed solution remains within the original criteria.



•  Implementation 

 

 



Realistic plans from the supplier for development and implementation.

•  Evaluation 

 

  

An evaluation report containing:

 

 

 



 

 

- Recommendation for the selected supplier or partner 



 

 

 



 

 

- Justification of the selected supplier



     - 

Details 


of 

close 


contenders

 

 



 

 

 



- Plans for debrief of unsuccessful suppliers.

•  Plans  

 

 



Outline project plans through to completion and plans for the  

 

    next 



phase.

•  Timeline 

    

An updated project time plan developed with the selected suppliers. 



•  Communications  

 

An updated communications plan. 



•  funds    

 

Confirmation of the funds and authority to proceed. 




Optima Centre 16 Parkland Road, Osborne Park WA 6017

Postal Address: Locked Bag 11, Cloisters Square, Perth WA 6850

T: (08) 6551 1555

E: gateway@finance.wa.gov.au

W: www.finance.wa.gov.au

Government of 



Western Australia

Department of 



Finance

Government Procurement

Document Outline

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  • tender_decision
  • strategic_assessment_of_a_project 18

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