Parsons Brinckerhoff Business Management System

Business Development
Pursuit Management BD-203

1. Scope
This procedure applies to the pursuit management process which applies to all Expressions of Interest,
Pre-qualification, Request for Proposal and Tender and/or bid invitations received by Parsons
Brinckerhoff Middle East (PBXX) and its associated companies. It covers the work that is undertaken on
the pursuit of all opportunities up to the point of contract acceptance at which point all documentation
relating to this phase of work is transferred to the nominated Project Director/Project Manager (PD/PM).

2. Definitions
Definitions of terms used in this procedure:
Bid — The process of submitting proposals and qualifications to secure future work. Also, a bid is the
written offer of services to a client in response to an invitation to submit a bid.
Bid Director (BD) — The Market Sector Director (MSDMkt Dir), when nominated, or a senior individual
within the unit appropriately qualified to oversee the bid process.
Bid Manager (BM) — The individual responsible for managing all aspects of the Expression of Interest,
Prequalification, and Proposal related to an opportunity; from invitation to appointment for an opportunity
as nominated by the Bid Director. May also be referred to as a Proposal Manager.
Business Development Opportunity Administrators (BD OA) — The person, in each sector
responsible for maintaining opportunities in Maximzer
Brand Client — One of seven key clients identified for the Middle East (ME) region and tagged in the
Maximizer system.
Client Relationship Management (CRM) Champion — A representative from each sector/location to
ensure the dynamic progression of the CRM process/plans growth plans and utilisation of Maximizer.
Regional Director - Commercial — A designated individual responsible for commercial reviews, bonds
and guarantees, and tax issues in the Middle East (ME) region.
Decision to Bid (DTB) — A review on receipt of invitations or bid documents, by the Proposal Review
Board (PRB), to confirm whether or not to submit a bid.
Decision to Pursue (DTP) — A review by the MSDMkt Dir required to confirm approval to submit an
Expression of Interest or Pre-qualification.
Expression of Interest (EOI) — A document containing company qualifications and other marketing
material submitted to qualify for inclusion on a tender or bid list; Also known as a Pre-qualification or
Statement of Qualifications.
General Counsel — The designated legal advisor appointed to carry out legal reviews within the region.
Global Management System (GMS) — An ORACLE application comprising a number of modules
designed to record and distribute all PBXX’s marketing information in a consistent and transparent
manner throughout the world. Please refer to BD-204 MSOpportunity Tracking and Reporting-204 Global
Management System (GMS) for details on creating and managing opportunities in GMS.
Invitation to Bid (ITB) — A request from a client organisation inviting PBXX to submit a bid for
undertaking work and/or providing services. Also known as Request for Proposal (RFP) or Invitation to
Tender (ITT).

Lead Unit – The lead unit be the unit with the largest net revenue component of the bid. Where net
revenues from multiple units are within 25% of each other, the lead unit shall be the unit that is best
placed to manage a successful bid either because it has the strongest relationship with the client and/or
has the necessary skills to implement the project.

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 Parsons Brinckerhoff Business Management System
Business Development
Pursuit Management BD-203

Legal and Commercial Review Panel (LCRP) — The commercial and legal panel responsible for
carrying out commercial and legal reviews of all Requests for Proposal (RFP’s) and/or Tender requests
received by PBXXME.
Legal and Commercial Review Panel Co-ordinator (LCRPC) — The person from time to time
appointed to co-ordinate the activities of the Legal and Commercial Review Panel (LCRP).
Country Manager — A designated individual responsible for all PBXX activities in a location and
accountable for PBXX’s performance in that location.
Marketing Activity on GMS — Activities falling under marketing responsibility, full process up to linking
of agreement but not including soft-backlog.
Maximizer — PBXXME local CRM software, incorporating an opportunity tracker with planning tools.
Pre-qualification (PQ) — A request from a client to submit information to address specific issues to
qualify for inclusion on a tender or bid list (see EOI above).
Project Director/Project Manager (PD/PM) — The individual responsible for the successful execution of
a project once awarded.
Proposal — A project opportunity that is being developed into a formal, usually priced, offer to a client.
Proposal Review Board (PRB) — The bid review committee constituted at Corporate or Market Sector
level and chaired by the Managing Director (MD) or Market Sector Director (MSDMkt Dir) as appropriate.
PRB Meeting — A meeting held to review and approve proposals prior to submission. Attendees are
drawn from the PRB for Category A pursuits, senior market, location and service staff for Category B and
senior market sector staff for Category C.
Regional Director - Finance and Administration — The senior financial individual in the region.
Sector Client — Key clients for each market sector, yet to be identified.
Sector Business Development Manager (BDM) — The main person responsible for business
development in each sector.
Trigger point — The point where 24 bookable hours have been spent on a specific pursuit or a go at
Decision to Bid (DtB).

3. Responsibilities
Market Director/Bid Director
 Accountable for achieving sales targets within the respective sector, which will require leading and
supporting Client Relationship Management (CRM) activities, identifying opportunities, managing
pursuits, training and industry representation and adhering to the Business Management System
(BMS) processes.
 Appoint Bid Manager
 Direct the pursuit process, ensuring that the appropriate business units and resources are involved,
no conflicts of interest exist, a winning strategy is identified and the quality of submissions and
presentations will meet the client’s requirements
 Identify business units that should be involved or consulted and resolve any external conflicts of
interest
 Appoint reviewer(s) to check and review development of proposals to optimise bid approach and
deliverables where required
 Confirm arrangements for legal and commercial review
 Assess legal, commercial and other requirements including draft contracts, power of attorney, bonds,
foreign exchange, tax advice, Israeli boycott clauses, etc

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 Parsons Brinckerhoff Business Management System
Business Development
Pursuit Management BD-203

 Regularly review data on the Global Management System (GMS) relating to the opportunity
 Confirm approval to proceed on expressions of interest and pre-qualifications, attend BRG Meetings
and confirm arrangements for sign-off
Bid Manager
 Manage all aspects of the Expression of Interest, Prequalification, and Proposal related to an
opportunity; from invitation to appointment for an opportunity
 Co-ordinate, compile and submit the EOI, Bid, Tender or Proposal
 Ensure corporate sign off is obtained prior to submission of the Bid, Tender or Proposal.
 Establish and manage the bid team
 Confirm bid team members and their roles/ /responsibilities. As a minimum, all three dimensions of
the business shall be represented by the appropriate Market Director and Country Manager or their
nominees
 Manage all disciplines involved in the pursuit and ensuring proper communications are maintained
with all disciplines involved throughout the proposal process
 Organise the appropriate reviews and approval meetings
 Develop methodology, resources and pricing to be included in proposal, prepare documentation and
associated technical/strategic review
 Ensure resources and other requirements of all submissions including expressions of interest, pre-
qualifications, tenders, proposals and/or negotiations
 Determine the base price make-up
 Agree pricing strategy to be applied to the bid and preparing/submitting the formal offer
 Arrange a timely DTB including legal and commercial reviews, risk appraisal and associated
supporting documentation
 Include outputs from legal and commercial reviews
 Arrange timely BRG meetings and issue required documentation
 Arrange for the Opportunity Tracking module within the GMS to be populated and updated
Unless otherwise stated, all actions arising from this document shall be assumed to be the responsibility
of the appointed Bid Manager.
Regional Director - Commercial
 Chair the LCRP
 Support the pursuit process by reviewing commercial terms to insure that they are acceptable to
PBXX
 Arrange bonds and guarantees required for bids
 Provide input and oversight on the proposal process including pricing, risk assessment, key staff and
go/no-go decisions
 Ensure local licensing requirements are met
Regional Director - Finance and Administration
 Provide input and oversight to the proposal process including pricing, risk assessment, key staff and
go/no-go decisions
General Counsel
 Review commercial and legal terms and conditions as provided in the RFP

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 Parsons Brinckerhoff Business Management System
Business Development
Pursuit Management BD-203

 Ensure all proposed contracts have commercial and legal terms acceptable to PBXX
Regional Manager Information Technologies (IT) and Business Systems
 Ensure all proposals contain suitable IT review and input, including financial review
Country Manager
 Support the MSDMkt Dirs in identifying prospects and potential pursuits in the respective location(s)
and developing on-going relationships with key local decision makers with a focus on client
relationship management through delivery
Managing Director (MD)
 Provide adequate leadership and resources to meet the company’s marketing and sales objectives
 Chair the PRB meeting and approving strategic pursuits and bids in accordance to their fee and risks
classification
Regional Manager - Communications
 Support MSDMkt Dir /BM in major pursuits and proposals when required
Marketing
 Set up client in GMS and Maximizer system
 Set up of opportunities at trigger point in GMS
 Maintain GMS data up to the win/lose decision
 Enter proposal budgets in a timely manner on receipt of request
 Report generation for checking GMS accuracy at period end
 Template creation for interim max reports as required by each sector
 Helpdesk support on how to use either system
 Maintain competitor entries
 Update relevant news stories and activities
 Upload CRM plan to the Maximizer system once agreed on and finalised by sectors and marketing
Sector BDM
 Ensure all GMS OA tasks are completed and period deadlines met
 Review and confirm period end report
CRM Champions
 Ensure all client data is kept up to date
 Attach relevant documents to the system
 Develop/maintain CRM plans where appropriate
 Monitor client interaction, issues and opportunities
BD OA
 Day to day Maximizer data entry and maintenance
 End of period updates by final Tuesday in each period
 Verification of GMS data in a timely manner at period end
 All GMS activities post win/loss
 Generate adhoc reports with marketing support

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 Parsons Brinckerhoff Business Management System
Business Development
Pursuit Management BD-203

 Link agreements, manage opportunities, soft backlog and financial information in GMS after the
opportunity has be declared won
Client Relationship Manager (CRM)
 Oversee and advise on all client relations with their assigned clients
 Keep a watching brief and advise where necessary
Talent Acquisition Manager (TAM)
 Identify resources needed within PBXX and in the backlog of submitted resumes by job seekers
 Coordinate with the Bid Manager and Market Director, for establishing resources and recruitment
plans related to opportunities and upcoming projects

4. Procedure
4.1 Marketing information and resources
The Bid Director and Bid Manager shall:
 ensure they are aware of sources of marketing information and other resources available for the
efficient and effective preparation of submission documents. In particular, invitations to submit
expressions of interest, pre-qualifications and proposals or tenders should be compatible with the
PBXX Strategic Plan, Direction and International Strategic Plan.
 utilise PBXX’s training and development programs in Pursuit Management, Project Management and
Presentation Skills to assist them in achieving higher success rates when pursuing sales leads and
prospects and converting them into profitable projects.
Where Bid Managers are required to respond to specific questionnaires from clients on quality, health,
safety and/or environmental (Q/HSE) management, and if assistance is required to complete these
questionnaires, the Bid Manager shall:
 contact the appropriate Q/HSE Managers (in the ME region and then other regions as a fall back
position)
 agree a budget to cover the required time inputs, which shall be borne by the specific pursuit budget
 get an appropriate manager’s input (also applies to any other aspects of the submission).
The Bid Director shall ensure that feedback is obtained from the client on proposals or tenders and
circulated as appropriate for the benefit of improved subsequent submissions.
The Bid Manager shall also inform any other interested parties within PBXX of specific opportunities
being pursued where there is common interest due to geography, skill, market or client.

4.2 Process overview

The process to be followed for all pursuits is detailed in the process diagram in Appendix 1. The process
applies to:
 EOI and PQ submissions (including responses to public procurement notices)
 Early decision to bid
 proposals and tenders
 contract award.
It does not apply to variations awarded under accepted contractual terms for an existing project.
Variations involving changed scope and/or pricing shall follow the negotiation procedure.

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 Parsons Brinckerhoff Business Management System
Business Development
Pursuit Management BD-203

This procedure takes precedence over any other procedures and all requirements stated in this document
must be complied with in addition to any local or business requirements.
The process maps and associated text confirms the process to be followed at each stage of the pursuit
process from initial identification of lead through to contract acceptance. Unless otherwise stated, the Bid
Manager shall be responsible for ensuring that the appropriate process is followed and the necessary
actions implemented.
Note: Each proposal shall have a footer, similar to the one used on this procedure, to identify the revision
status.

4.3 Opportunity Setup and Maintenance in Maximizer/GMS

The process to be followed to setup an opportunity in Maximizer/GMS is detailed in procedure BDMS-204
Opportunity Tracking and Reporting and responsibility breakdown is summarized below:
Market Sector Representative (MSR) shall:
 ensure creation of opportunity in Maximizer completing all relevant fields. Form MSBD -204 -F01
Opportunity Setup on GMS can be used to facilitate this process within the market sectors.
 maintain the ‘opportunity’ in Maximizer, ensuring final updates are completed by close of business
(COB) on the last Tuesday of the each period.
The Marketing Administrator shall confirm:
 update GMS on a weekly basis, after the opportunity has passed the trigger point
 transfer updates by COB last Wednesday of each period end
 provide a Business Objects Report to each Sector BDM to confirm entries are correct
 advise changes by 12pm last Thursday of each period end.
The BM shall (once appointed):
 regularly communicate bid developments to MSR to facilitate timely updates in Maximizer
The Sector BDM:
 once a project is declared won, continue the process as before in GMS and PBIS. Marketing’s
responsibility for any opportunity ends once the Agreement is linked.
 record major milestones and any client issues in Maximizer.

4.4 Market sector pursuits

Where a pursuit involves or has the potential to involve, other market sectors, locations or services or
business units from other parts of PBXX, the BD shall:
 ensure the other interested parties are notified of the pursuit
 ensure requirements for input into the pursuit are clearly established by the Proposal Manager.
Work shall be undertaken in-house whenever possible, the exception being where competitive advantage
can be gained by using external resources. In such cases, the approval of the service line/business unit
not benefiting from the work shall be sought to confirm that competitive advantage will be achieved by
resorting externally. Where this advantage is cost only, the Managing Director shall make the final
decision on the basis of the most favourable gross margin (net revenue less direct costs) to PBXX
Individual business units are responsible for their marketing costs except where it is specifically agreed or
stipulated otherwise by agreement prior to work commencing.

4.5 Expressions of Interest and Pre-Qualifications

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 Parsons Brinckerhoff Business Management System
Business Development
Pursuit Management BD-203

Submission of EOI’s (including capability statements and letters of interest) and PQs for an opportunity
shall follow the process outlined in Appendix 1. In particular, the following points should be noted:
The Market Sector Director/Bid Director should:
 confirm no other part of the organisation is applying to the pre-qualification invitation
 no conflict of interest exists
 appoint a Proposal Manager to be responsible for submission.
The Sector BDM organises a Decision to Pursue (DTP) meeting in accordance with the requirements
outlined in Appendix 1
If the DTP is a yes, the Bid Manager shall:
 coordinate with Regional Manager - Communications, the appointment of a Marketing Coordinator to
the pursuit, when necessary
 manage requests to support groups for pre-qualification information on Q/HSE management,
financials and other required information. The majority of information is available on the intranet and
Hub
 provide the relevant GMS opportunity number at the time of the request where technical staff from
support groups is required to provide additional information or complete questionnaires.
 coordinate and submit the pre-qualification documentation following appropriate review and approval,
updating Maximizer on submission of the pre-qualification and on notification of the outcome.

4.6 Proposals and tenders

4.6.1 Early Decision to Bid
The process to be followed for all proposals and tenders is outlined in Appendix 1.
The MSDMkt Dir/Bid Director shall:
 confirm, on receipt of a request for proposal (RFP) or tender invitation, no conflict of interest exists
 advise whether high level review for early DTB is required.
The Proposal Manager shall:
 issue a full copy of the RFP/Tender, under cover of CLBD-2013-F05 TitleRequest for High Level
Commercial and Legal Review, to the Legal and Commercial Review Panel Co-ordinator (LCRPC)
within 3 working days of receipt
 decide whether to bid
 Maintain a detailed risk register covering commercial, financial, tax, procurement, logistics,
engineering.
 arrange for a draft technical review to be undertaken by appointed lead engineers, as appropriate
o The review shall address the following, as a minimum.
1. Is this the type of work PBXX wish to undertake?
2. Do we wish to work for this client?
3. Do PBXX have the resources to carry out the work?
4. Are the resources available in the event of award?
5. Do PBXX know all tax, registration, employment issues etc in country and a commercial risk
analysis of them ?
6. Do PBXX have a country analysis and country risk analysis ?
7. Do PBXX have a good understanding of procurement and logistics in the country?
8. Has PBXX done this type of work before and if so where and who in the company was
responsible?

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 Parsons Brinckerhoff Business Management System
Business Development
Pursuit Management BD-203

 collate draft review findings and present for an early DTB.

If early DTB is approved, the process moves to the next stage, final DTB. If early DTB is not approved the
opportunity is recorded as ‘Abandoned’ in Maximizer by the BD OA and the change is copied in GMS by
the MA. d…

4.6.2 Final Decision to Bid

The Bid Manager shall:
 advise the LCRPC that a full legal and commercial review is required, including legal Memorandum of
Comments (MOC).
 undertake a risk appraisal compatible with the size and complexity of the project
o If a risk assessment is required by the Proposal Review Board, the standard PBXX risk
assessment process is used (refer to PD-205 Project Risk and Opportunity Management).
 complete the BDCL-2013-F04 Bid Preparation and Approval
 organise a final DTB meeting.
If final DTB is approved, the process moves to the next stage. If final DTB is not approved the opportunity
is recorded as Abandoned in Maximizer by the BD OA and the change is copied in GMS by the MA.

4.6.3 Bid Preparation

The Bid Manager shall:
 if applicable, inform and involve the Client Relationship Champion/Manager
 Distribute RFP to proposal team and prepare a proposal preparation plan in coordination with other
business units and external resources contributing to the proposal. Required deliverables and the
associated timeframe shall be clearly communicated to all parties involved.
 liaise and coordinate the review of the scope with the appropriate Market Director if market specific
requirements apply e.g. power, rail or highway sectors
o inform any other parts of the business who may have an interest in the project from a
geographical, service, market or client perspective.
 arrange for the tax information requirements to be sent to the DirectorRegional Director - Financial
and Administration.
 obtain any financial statements required to be submitted as part of the bid/tender from the Regional
Director - Financial and Administration
 ensure all appropriate documentation has been either procured or reviewed by either the Regional
Director - Commercial or General Counsel and that it is available at the time of the bid/proposal being
submitted.
 ensure all requirements and processes are followed in respect of the following issues:
1. Power of Attorney (CL-205)
2. Tender Bond (ref. CL-204)
3. Parent Company Guarantees (CL-204)
4. Performance Bond requirements (CL-204)
5. Insurance Requirements (CL-206)
6. Company and Professional Registrations (CL-208)
7. Trade License (CL-207)
8. Tax, social security, employment, laws

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 Parsons Brinckerhoff Business Management System
Business Development
Pursuit Management BD-203

 ensure all of the following issues are raised for review, comment and/or preparation to the General
Council prior to the issue of the Bid/Tender:
9. Warranty Requirements (review by General Councel)
10. Affidavit (review and/or preparation by General Councel)
11. Confidentiality and/or Non Disclosure Agreements (review by General Councel)
Items 1 to 10 shall all be identified by the Legal and Commercial Review Panel as part of the early
decision to bid phase and notified to the Bid or Proposal Manager.
 Ccoordinate with the Talent Acquisition Manager (TAM) in Human Resources for the staffing needs of
the project. It is important to identify staff requirements that are not available within PBXX in order to
set a recruitment plan.
 coordinate with the Regional Manager – Communications for any Marketing and Communications
support required
 coordinate with Regional Manager – IT and Business Systems for any IT and business system
support required
 ensure the financial arrangements to operate between the various PBXX parties are agreed and
documented by the Bid or Proposal Manager before submission of the proposal
 ensure the financial arrangements and contractual arrangement between PBXX and subconsultants
shall be agreed and documented prior to submission of the proposal
 Seek assistance from the Regional Director - Commercial in respect of sub-consultancy terms and
conditions. Where possible sub-consultants are to be on a back-to-back basis with PBXX’s terms and
conditions with the client.
 If appropriate, arrange for the PRB meeting in accordance with the requirements in Appendix 2
 Record the outcome of the meeting and the appropriate signatures to confirm approval to submit.
Else, simply ensure the appropriate signatures are provided for submission of the bid documents.
Once all inputs, review and approvals are completed, the Bid Manager shall:
 put a hold on any further input to allow the document production team to do final editorial work,
graphics and layout ready for submission
 make adequate allowance in the schedule for this activity
 arrange for an editorial review to be carried out including scrutinising documents for content, style,
punctuation, grammar and physical appearance.
o Text must be in clear concise English and the use of a recognised editor shall be included unless
the technical reviewer has good written expression skills.
The following guidelines and checklists should be used by the Bid or Proposal Manager in the process of
evaluation of the RFP and preparation of the proposal:
 BDCL-2013-G01 RFP and Enquiry Guideline
 BDCL-2031-G02 Major Proposal Development Guideline
The Regional Director - Commercial or the Bid Director shall:
 ensure the appropriate PBXX legal entity is used for the bid
 ensure appropriate authorisations have been received from that entity to proceed.
If PBXX is selected, the Bid Manager, in coordination with the TAM and the assigned PM for the project, if
available, shall activate the recruitment plan for needed staff from within and outside PBXX.

4.7 Negotiations and Contract Acceptance

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Business Development
Pursuit Management BD-203

Between submission of tender/proposal documents and contract acceptance, negotiations may be

requested by the client to modify or amend elements of the submission. The process to be followed by
the Bid Manager is detailed in Appendix 3.
These requirements also apply to variations on existing contracts where the scope and/or associated
pricing is not covered by the original contract. In such cases, the relevant processes shown in Appendix 4
and 5 shall also be applied.
The following points shall also be noted.
 All negotiations shall be carried out to accord with the decisions agreed at the PRB meeting.
 If the client requires significant changes outside the boundaries established at the PRB meeting the
chair of the PRB meeting shall:
o review the proposed amendments before the authority to conclude negotiations is given
o update the pursuit files to reflect the amendments.
 On award of contract or notification of authorisation to proceed, all files relating to the pursuit shall be
formally transferred to the PD/PM and managed in accordance with the BMS project delivery
procedures including requirements for retention of documents and archiving.

4.8 Document Control

All documents, in electronic and hardcopy format, related to the pursuit process shall be controlled by the
Document Controller of the market sector conducting the pursuit in accordance with SM-201 Records
Management. The Bid Manager shall supervise the Document Controller during the bid process.
The proposal team members shall:
 maintain the original, signed versions of legal documents, in accordance with Clause 4.7 of what
document?
 keep all commercial and legal documents related to the pursuit, including the DTB and PRB process,
in the proposal files on the company server
 provide hard or electronic? copy to
o Regional Director - Commercial
o market sector file
o electronic copy to the General Counsel.
Only copies shall be held in project files.

5. Appendices
1. Process Map
2. Authorisation Levels – Proposal Review Board (PRB) Meetings
3. Negotiation and Contract Acceptance

6. References
Document no. Document type Document name
BD-203-F01 Form Proposal Review Checklist
BD-203-F02 Form Price Review Checklist
BD-203-F03 Form Prospect Summary
BD-203-F04 Form Bid Preparation and Approval

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 Parsons Brinckerhoff Business Management System
Business Development
Pursuit Management BD-203

BD-203-F05 Form Request for High Level Commercial and Legal Review
BD-203-F06 Form Make Up of Selling Price Summary (SPMU)
BD-203-G01 Guideline RFP and Inquiry Guideline
BD-203-G02 Guideline Major Proposal Development Guideline

7. Revision
Rev. Details Date Prepared Approved
00 Initial Issue TBD Karen Block Stuart Wallace

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Appendix 1 – Process Map

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Business Development
Pursuit Management BD-203

Appendix 2 – Authorisation Levels

Proposal Review Board (PRB) Meetings
PRB meetings are required to confirm Decisions to Pursue (Pre-qualifications and Expressions of
Interest), Decisions to Bid (Invitations to tender or to submit proposals) and Proposal Reviews (approval
of responses to bid invitations). Regional and market sector review panels are constituted to conduct
these reviews for Category A, B and C bids as appropriate (categories are defined in Table 1.1 below).

The PRB is constituted as decided at the weekly senior management conference call for all Category A
proposals. Market sector arrangements apply to Category B and C proposals.

Bid Managers have the responsibility of arranging PRB meetings for their pursuits by contacting the
Managing Directors Executive Assistant 24 hours in advance for the Category A meetings or contacting
the MSDMkt Dir as appropriate for Category B and C reviews.

The criteria for Categories A, B and C in PRB meeting is set out in Tables 1.1 to 1.3.

Table 1.1 - Category A, B and C - PRB meetings

Category Bid Criteria BRG meeting Attendees

> 10% of Budgeted Net Revenue of the ME region Bid Review Group:
or as required from Risk Assessment on the Bid Managing Director
Preparation Approval Form Regional Director - Commercial
PBXX ME General Counsel as
N.B. The pursuit value includes the total potential over appropriate
multiple years of a framework type of agreement. Regional Director - Finance and
Administration
A
Market Sector Director
Talent Acquisition Manager as
appropriate
Country Manager (of the location
where the client will be and where
the work will be performed)
Bid Director + Proposal Manager
Bids up to 10% of Budgeted Net Revenue of the ME Market Sector Review Group:
region Market Sector Director
B Country Manager
Regional Director - Commercial
Bid Director + Proposal Manager
All bids below 10% of Budgeted Net Revenue of the Local Review Panel:
Market Sector Unit Market Sector Director
C Bid Director + Proposal Manager
Or as otherwise delegated by the
Bid Director

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 Parsons Brinckerhoff Business Management System
Business Development
Pursuit Management BD-203

Table 1.2 - Minimum requirements for decision to bid and BRG meetings

Category Minimum Documentation Actions following Bid Review

Legal & Commercial and Prospect Summary
(MS-201-F07 Legal, Commercial and Tax
Reviews and BDMS-2013-F035 Prospect
Summary)
A Prospect Summary and the Bid Director
BDMS-2031-F048 Bid Preparation Approval
The Prospect Summary should additionally
include a memo covering strategy, background,
work-scope and key issues
MS-201-F07 Legal, Commercial and Tax
Reviews and BDMS-2031-F053 Prospect
B Summary
BDMS-2013-F084 Bid Preparation Approval
The completed Legal & Commercial (unless on
PBXX terms) and a brief summary of the
C prospect
BDMS-2013-F048 Bid Preparation Approval
Any actions arising will be recorded in the
Prospect Summary for resolution and later
review at subsequent bid reviews
Decisions not to Bid will be recorded in the
will ensure the client is advised
accordingly
Decisions to Bid will be recorded in the
Prospect Summary
Update GMS
Written record of authorisation to proceed
on file of the MSDMkt Dir and update
GMS

Table 1.3 - Notice periods and read-ahead material for bid reviews

Category Minimum Notice Actions

One working days’ notice
of meeting (date generally
defined at the Monday ME
Senior Management
A
Conference Call), Papers
to be distributed one
working day prior to
meeting
One working days’ notice
of meeting, Papers to be
distributed one working
B day prior to meeting
Notice and Papers to be
C provided in advance of
meeting
The Bid Manager shall provide the following read-ahead
documentation:
 updated copies of BDCL-2013-F035 Prospect Summary
and BDCL-2031-F064 Bid Preparation Approval Form
 methodology, BDCL-2013-F086 Make Up of Selling Price
Summary, tax, cash flow/payment schedules and sub
consultancy agreements/terms/pricing as appropriate
 updated ‘narrative’ – including risk matrix and the minutes
of the DTB
The Bid Manager shall also:
 review actions arising from the DTB
 record any decisions or further action required
 ensure that any further actions required are incorporated
in the proposal prior to completion
BDCL-2013-F053 Prospect Summary,
BDCL-2031-F036 Bid Preparation Approval Form
BDCL-2013-F086 Make Up of Selling Price Summary

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 Parsons Brinckerhoff Business Management System
Business Development
Pursuit Management BD-203

Authorised Signatory
The bid document and the covering letter shall be reviewed and authorised for issue by the authorised
approver as detailed below.

Category ‘A’
Those above US$5,000,000 – Managing Director (MD)
Others – Mkt Sector Director (MSD)/Regional Director - Commercial

Category ‘B’
MSDMkt Dir or designate (in writing)/Regional Director - Commercial

Category ‘C’
Bid Director
The bid document and the covering letter shall be signed by an authorised signatory of the bidding
company (the statutory PBXX entity in whose name the bid is being submitted)

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 Parsons Brinckerhoff Business Management System
Business Development
Pursuit Management BD-203

Appendix 3 – Negotiation and contract acceptance

Negotiation and Amendments
Any differences between the draft contract as received and the proposal as submitted shall be identified
and resolved with the client to the satisfaction of the MD/MSDMkt Dir/Country Manager/Regional Director
- Commercial/PBXX ME General Council as appropriate. The basis on which the Proposal Review
Meeting approved the proposal or subsequently accepted amendments must be considered during
negotiation.
The rules for negotiation and signing are the same for amendments as for the original contract. The
PD/PM shall:
 circulate the amendment documents and co-ordinate the required reviews if the variation is not in
accordance with the original signed contract.
 ensure that the job costing information and project documentation are updated to reflect any contract
amendments, which affect it.
 notify the value of contract amendments to the business development function to enable updating of
GMS or shall update GMS directly.
Contract Acceptance
In general, the nominated PD/PM will have been involved during the tendering and negotiation stages of
the project. The formal transfer of responsibility from Bid or Proposal Manager to PD/PM occurs on
contract acceptance and the following actions are required:
 On award of contract or notification of authorisation to proceed, all files relating to the pursuit shall be
formally transferred to the PD/PM and managed in accordance with the BMS project delivery
procedures including requirements for retention of documents and archiving.
 On receipt of the contract documents, these will be passed to the PD/PM who will arrange for the
documents to be reviewed against the original proposal to ascertain that agreed amendments have
been incorporated before the contract documents are signed. The originals shall be retained in the
PBXX country office where the contract is being carried out, in a secure location (preference being in
a fire safe) by the PBXX designated person responsible for that country office from time to time
notified by the Country Manager. A further copy shall be retained on file and an electronic copy shall
be stored on the company server and also sent to the General Counsel. The PD/PM shall also ensure
that the original documents designated for the client are sent to the client under copy of a covering
letter.
 When a client accepts a proposal without a signed contract, the company through the Bid Director
shall acknowledge this and confirm that the order is taken on the terms and conditions as submitted
in the proposal.
 If the instruction from the client is by way of a Purchase Order (PO) which contains its own terms and
conditions not included in the original request for proposal or tender, the Bid Manager shall write to
the client to confirm that the PO terms and conditions do not form part of the agreement and that the
original terms and conditions referenced in the proposal shall apply. This shall be communicated
before any contractual liability is accepted. If the client requires the PO terms and conditions to apply,
they shall be reviewed and agreed by the Regional Director - Operations before any agreement is
accepted.

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Subject to confirmation of the above, the contract shall be approved for signature by the Authorised
Approver in accordance with the tender categories as follows:
Category ‘A’
Above US$5m – MD
Others – Market Director/Regional Director - Commercial

Category ‘B’
Market Director or designee (in writing)/Regional Director - Commercial

Category ‘C’
Market Director or designee (in writing)
The contract document shall be signed by an authorised signatory of the bidding company (the statutory
PBXX entity in whose name the bid is being submitted)
Work commencing in advance of contract acceptance
In the event that a client requires the company to commence work before the contract is signed or the
order is received, the company, through the Bid Director, shall obtain a written confirmation that payment
for any work undertaken before signature shall be reimbursed to the company in full.
Where confirmation is not forthcoming then the decision to proceed in advance of a signed contract may
only be taken by the Mkt Dir or the MD. In such situations, directors responsible for the project shall
ensure the Mkt Dir/MD’s agreement is given prior to their authorisation of the launch of the project. If
there is a dispute over contract terms which is delaying signature, then the company shall seek
compensation for all work undertaken until the dispute is resolved or the company declines to be
involved. In the former case once the contract is signed then the contract arrangements for compensation
shall apply. In any instance where the client simply acknowledges receipt of and acceptance of our offer,
acknowledgement must be sent to the client. The acknowledgement shall be signed by the above
authorised signatory.
Retention of legal documents
All signed contracts or legal documents, or client POs, shall be passed over to the CDRegional Director -
Commercial for retention. Legal documents include client contracts, contract agreements, Sub-
consultancy agreements, confidentiality agreements, and memoranda of understanding, associated
schedules and specifications. Original signed versions of legal documents shall be passed on to the
CDRegional Director - Commercial and only copies shall be held in project files.
Global Management System (GMS) update
The Bid Manager shall arrange for GMS to be updated with the win information, including the funded
value and the total and PBXX ECV values. If the proposal is lost, the Proposal Manager shall arrange for
GMS to be updated accordingly, including the reason(s), where known.
The lead market sector shall enter the expected contract value (labour revenue + expenses) in GMS,
ensuring that any subcontract values are separately identified as required. When a sale involves more
than one market sector, GMS allows part of the expected contract value to be credited to a secondary
market sector where their involvement is >10% of the total PBXX fee.

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