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Submitting a Winning Bid
To maximise the chance of winning work, the tenders you submit need to meet the client’s requirements for a ‘conforming’ bid. With more than 15 years’ experience in developing and evaluating bids on megaprojects, Lawbrook helps maximise your success rate in converting bids to work.
You may need support if these statements reflect your organisation:
“We keep bidding for work but hardly ever win.”“We find it hard to interpret the bid documents and understand what the client wants.”“We see a better way to do the work, but we don’t want to submit a non-confirming bid.”
“We keep bidding for work but hardly ever win.”“We find it hard to interpret the bid documents and understand what the client wants.”“We see a better way to do the work, but we don’t want to submit a non-confirming bid.”
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Understand the Contract You Are Signing
Thousands of pages of specifications, general terms of conditions, special conditions and appendices can be very confusing. Lawbrook are experienced in interpreting and communicating contract requirements into a language that is easy to understand, so that you can deliver what the client wants and get paid on time.
You may need support if these statements reflect your organisation:
“We can’t work out how all of these contract documents are supposed to be read.”
“I’m worried that we don’t have the right insurance in place in case something goes wrong.”
“How can we limit our liability for something going wrong but still stand behind the quality of our work.”
“We can’t work out how all of these contract documents are supposed to be read.”
“I’m worried that we don’t have the right insurance in place in case something goes wrong.”
“How can we limit our liability for something going wrong but still stand behind the quality of our work.”
Scope and Variation Management
After the contract has been signed, the old adage of “throw it in the bottom drawer” shouldn’t apply. If you want to be paid, on time, for all work completed, you need to ensure you notify the client of specific events, in line with the requirements of the contract. Then, your claims need to be well supported to meet client and legislated requirements.
This is made more important if the client requires additional scope to be completed. Lawbrook trains teams in good claim and variation management (including site staff) to maximise the change of getting paid for 100% of the work completed.
This is made more important if the client requires additional scope to be completed. Lawbrook trains teams in good claim and variation management (including site staff) to maximise the change of getting paid for 100% of the work completed.
You may need support if these statements reflect your organisation:
“Is this a variation or included in the scope.”
“Do we need to quote this extra work before doing it?”
“We have a pile of dayworks sheets but don’t know how to claim in order to maximise how much we will be paid.”
“Our foreman doesn’t keep good records and we keep getting claims rejected.” complex claim and I don’t knowdsds w to woout what the contractor is
“Is this a variation or included in the scope.”
“Do we need to quote this extra work before doing it?”
“We have a pile of dayworks sheets but don’t know how to claim in order to maximise how much we will be paid.”
“Our foreman doesn’t keep good records and we keep getting claims rejected.” complex claim and I don’t knowdsds w to woout what the contractor is
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Project Managing the Scope
Is everyone in the project team working together to deliver the scope? Often, staff are focussed on delivering ‘their portion’ of the scope and aren’t making decisions that are best for your business.
Lawbrook helps you develop a complete project management ‘system’ which include numerous tools to ensure the team are prioritising the most important work at all times. Staff will be coming to only the most important meetings, opportunities for improvement will be quickly reviewed and implemented and visual boards will clearly show how progress is being gained (and where bottlenecks are).
Lawbrook helps you develop a complete project management ‘system’ which include numerous tools to ensure the team are prioritising the most important work at all times. Staff will be coming to only the most important meetings, opportunities for improvement will be quickly reviewed and implemented and visual boards will clearly show how progress is being gained (and where bottlenecks are).
You may need support if these statements reflect your organisation:
“I get the sense that our project is off track but our reports say otherwise.”
“Our teams are not really working well together.”
“I get the sense that our project is off track but our reports say otherwise.”
“Our teams are not really working well together.”