Second, while this may seem painfully obvious, at a minimum make sure you complete the work that you have proposed to your client. This could be a simple checkbox exercise of comparing what you’ve proposed to what you’re putting on the table for your client. However, in my experience, because the type of work we do has the tendency to evolve over the life of a project, it’s important that you determine, in collaboration with your client, what the minimum bar for delivery looks, tastes and smells like.
Third, if you know the minimum bar, I recommend determining how you might create a “wow” experience. One way to do this is to identify how you could add extra value for the client. You can always ask yourself if there is some small way you might overdeliver, so the client feels they’re getting more than they’re paying for. Even the smallest gestures – for instance offering to print and bind a report – can go a very long way if you’re saving your client time, money and energy. Beyond overdelivering, you might ask yourself how you can innovate with your delivery. For example, what if you were to deliver an interactive database, rather than a report? Or, what if you delivered some type of unique finishing touches on an infrastructure project? A third example might be creating a unique closing to a training that makes it an experience to remember for everyone involved? One example of this was a training a colleague of mine performed in Iraq several years ago. The simplest act: he had gathered a small stone for each of the training participants, then asked them to write a message relating to their growth from the training in their native language. Then participants traded the stones. It seems trite, but I still have the stone I was given.
Fourth, every project has a final report of some kind. (And, if it doesn’t, that really is a best practice you should implement). As either an individual or an organization, you should ask yourself how this can be used to tell the best story for your client, for the project and for you or your organization, as this will likely become the legacy document for this particular piece of work.
Finally, when closing out a project, ask yourself how you or your organization might learn from the experience of the project overall – from the time you identify the opportunity all the way through final delivery. Look at this as an individual, as a team and as an organization. You can use this activity for personal growth, to identify new ways to deliver your services or products, to identify how you might evolve your current service or product offering and, of course, you may also identify new products or services that you can develop.
Once you have completed your final deliverable and received approval from your client, you need to close the program out administratively for yourself or for your organization. This is the topic of the next section in this training. Thank you for watching this training on contract closing for RFAs, RFPs and RFQs. Remember, if you have any questions, please contact us at training@Aidpreneur.com.