Discover the Best Salesforce Proposal Software for Human Resources

Salesforce proposal software for Human Resources

good morning good evening good afternoon everyone base on your time John welcome in self ascetics our and today topic is pre-sales lifecycle and our speaker is root page partier my name is Amit Chaudhary and the founder of the sale facefx our and the fine material first developer glue you can follow me on the Twitter I mean underscore s FPC so let me hand over to rupesh rupees over to you to base Thank You Amit and hello everyone I am Rupesh Bhatia I mean in the ecosystem since 10 years since was MVP and a solution architect with one of the global consulting leaders you can follow me on Twitter at the retro page about eighty-five ready to see advocate I've been doing a D to C 2 across India covering the aspect of how developers or admins can adopt a consulting mindset and their journey throughout Salesforce so in today's session we are going to talk more about one module of t2c which covers the pre-sales lifecycle and when we talk about pre-sales we talk about let's talk about CRM projects first right so CRM projects are divided into two halves the way I look at them first is the pieces part where companies form their teams and they look out for projects with their prospects or existing clients and they put out their quote and they get the projects once the project is one that's when they will form a delivery team and the delivery team will basically take it to the execution of the project and maintain the project thereafter right so that's the overall journey of a CRM project looks like from a execution standpoint now any CRM project begins with a high level program definition and for any pre-sales act to begin if you are if you are involved in a pre-sales work you would all you would always notice that there are certain program objectives or definitions given by the the client stakeholders and it comes right from the the top the c-level executives define it or the business vertical heads would define it and it basically covers the corporate vision or the strategy why they want to implement or they're looking out for a project to be planned and executed within their landscape what are the object is what are they really looking for once they get this project implemented by a vendor what are the key areas that they are focusing on and what is the value that they are going to derive out of this implementation right obviously all these are business decisions so there has to be an ROI aspect to it that the fact that they're going to give a project of X dollars to anyone implement they should get something in return from their business side as well right what kind of processes and what kind of capabilities that they want to really build within their business landscape so that they can empower their sales service marketing teams or for that matter their the field operations or the people on the ground people on the forefront talking to their end users or their customers or their retailers or their partners right how we can empower their end users is what it's all about right the processes have to be aligned to those thought process and that's what is documented at a very high level whenever a pre-sales opportunity is been formulated and once we have these processes and capabilities defined that's when the the team who's working on a pre-sales activity would come out with a program plan right at times the program plan at a very high level is formulated by the client himself or herself but at times vendor who is responding to a pre-sales opportunity can come up with a large program plan as well and once we have these kind of information documented and it's handed over that's when the entire pieces journey starts right so for this discussion today we'll look at a sample problem statement let's say Universal containers wants to move away from the legacy CRM to to implement state-of-the-art CRM solution that is Salesforce and they would like to empower their sales service partners and customers with an integrated solution which is integrated with their back-end ERP right now a very general statement but it covers a lot of projects in adios I've tried to maintain it as generic as possible so that we don't step into any of the clients specific scenarios but this would be their like if you would have worked on pre-sales opportunities six out of ten pieces opportunities would cover these kind of projects in our use now what exactly pieces is all about pieces is a process or a set of activities that is normally carried out before a customer is acquired now this customer could be an existing customer or a prospect let's talk about if this process the customer if you never worked with that customer salute is a fresh new prospect for your company right then it's basically an activity where you do all the necessary steps or activities to get to acquire that customer and get a deal done with that customer sometimes pieces also extends into the period of product or service that is being delivered to the customer and this is basically referring to existing customers where you are already doing some work for that customer and you are also given the opportunity to either extend your contract or a new set of work is being planned by the customer and they want you to come in and give your proposal as well so there are two aspects to pre-sales one is a fresh new customer another one is for existing customer where there is new work or an extension of a contract that's been talked about so let's look at a previous life cycle right where it begins very tense trait so typically a pre-sales life cycle begins with with the client rolling out an RFI or an RFP and we look at what is our FN RFP in a moment but this is a request for proposal or request for information which is broadcasted as a as a message to all the known partners known vendors or it might be a powder in general well anyone who has the capability who has the right skills to implement or to support that project will come in and basically bid for that project right so it begins with RFP getting floated out it typically comes to your account managers who are working closely with these customers or who are your sales leads who go out there and try to acquire more customers so it comes out to account managers first and then it comes to the the account managers sit together and form a pre-sales team which works closely for a set duration on this pre-sales process to win that customer now how that entire process rolls out is what I'm going to define here it begins with analyzing the proposal document at times there could be requirements which are listed at a very high level in let's send one or two pages max or at times it could be a very detailed nicely drafted requirement document with explaining every aspect of what they want in their systems and their processes in a document which could span from 100 to 200 pages to 500 pages I mean the the it depends upon the level of detailing that goes into that document it so this team sits together and discovers what are the pain points that the customer is going through what are they trying to solve right and that's where the initial slide where I showed the CRM objectives processes capabilities that they're really looking out to implement it what is the high level objective what was the corporate vision behind this entire opportunity that has been given to them right so they will discover all of this and come up with the right set of questions why are we going to do this why the business needs this new solution or new system to be in place right once they have clarity around these aspects that's where they will start putting up a proposal response document which will cover product if there is a need of a certain module where they want to showcase it as a live demo some feasibility checks around certain technical aspects there could be scenarios where you get into some kind of POCs or demos with the customer so that they feel confident that yes this vendor has the right capabilities has the overall understanding that they can do this implementation for us at times also is the case that if we don't do this product demos or pocs we can just drop these response documents which covers different aspects of why me as a company or as a partner why we are best suited for you to deliver this project what's the value proposition involved right and all of this happens in a team work where the sales team and the delivery team work closely together to put up this entire proposal document and we look will deep dive into the actual process in a few moments from now but from an overall lifecycle once the proposal document is sent over to the client and let's say everything goes well the client awards us the project that's where the handover happens to the delivery team and the delivery team then takes the battle and and takes it forward in terms of implementing the project putting up a delivery team together and executing the project to the to its goal live and upon go lives there will be a minimum X weeks of hyper care followed by a a longer term support opportunity as well right so this is overall lifecycle of pre-sales how the project gets initiated in the customers mind through the corporate vision CRM objectives planning around it our proposal RFP is floated out how the team on the vendors each of the vendors together create a proposal response send it over to the onshore team to the client once everything goes well it's handed over to the delivery team delay will team takes it over and execute the project and then the ongoing maintenance of that project continues right moving on what does a people Easons professional do in all of these processes right it all depends upon what kind of role you are playing within the pre-sales team right but highlight at a very high level there are few areas which are done in a pre sense activity first is going through the proposal document itself understanding the objectives the requirements the business processes and the pain points of the customer and then articulating your solution your overall architecture your implementation methodology your overall high level estimates your assumptions that goes into prepare into documenting your solution because these requirements are still at a very high level we have not yet done the discovery we have not yet done the requirement gathering sessions we have not yet done the detailing of the design and the solution that we want to implement it so everything is Adam is that a is it a ten thousand feet level right all of these activities is done by a team and depending upon the role that you play within the team you will be either attributed to put the format of the response document or you if you are a technical person you will be in charge of coming up with the right technical solution you if you're a project manager you'll be in charge of coming up with the right kind of a resource mix and the timeline that you think would be required to implement this project and take care of the overall estimation if you are the account manager you will ensure that it's team is working together and putting all these small pieces together so that we can respond back to the client with a formulated response document if you are a developer if you would be involved in a you know doing a quick POC or a or a feasibility check on certain technical aspect if there is a complex business requirement and at times also if you are a ba you will be involved in working with the developers to put this POC in place and demoing back it back to the client stakeholders also you would be in charge to document the official response as well to the proposal so based on the roles that you play within the team that's where your responsibilities would be defined and it's important to understand what role you will play and I've been lucky enough to do a lot of free sales in my past experience and lot of delivery projects as well and there have been at least couple of projects where I've led there a pre-sales part from offshore and I went on and delivered the same project as well till it's go live and then ongoing support as well for any professional getting that end-to-end experience of having a pre sales team understanding the vision and the objectives of the program to delivering it and seeing the go-live date right where the actual end users are using the the application that you have build along with your team and the objectives for the business getting met once the users have started using the system right and that is what basically gives me a lot of satisfaction a lot of passion towards doing this work in Salesforce around implementing CRM project straight and that satisfaction is right on top of my list when it comes to working in the Salesforce space I've been talking a lot about this proposal document straight so when client decides to take up this program or have this vision of implementing a big digital transformation program for their business they would first do it they ideally do it in these three steps by floating out an RFI or by floating out an RFP or by floating out an RFQ let's look at the differences on each of these three RFI is something where they are not sure who the vendors are and they require some preliminary information about the vendors what kind of capabilities they have how big is their salesforce capability what kind of past projects that they have done right so just to wet out what's the breadth the depth and the breadth of the consulting partner or the implementation partner they will float out an RF and get their responses and then they will wait it out or filter out few chosen partners whom they will actually give out a RFP document which is a detailed request for proposal document where each of these chosen vendors would basically set out a pre sales team and work on this proposal document and give out an official response to their requirements with the proposal with a timeline with the high-level budget estimates right that's where the RFP comes into the play RFQ is not typically used within the IT services it is more for scenarios like if you're in a manufacturing domain and if we want to get direct quotes from your suppliers right that's where RFQ is normally used but within IT services RFP and RFQ go hand-in-hand where the quotation part is a subset of your proposal document itself where you basically give out the estimates and the timeline and the high-level budget code to the customer along with your detailed proposal so that's the basic difference between RFI RFP and RFQ for you to understand what this actually means and the next time if you get an opportunity to work in the pre-sales kind of a scenario ensure that you are understanding what kind of response you're documenting for it whether it's an RFI RFQ or on an RFP let's deep dive into what are the different stages within within an RFP and we are going to talk more about RFP because that's what majority of the IT services do they always get a detailed proposal document and they always respond with in very detailed way to a proposal right so what are the responses what are the stages that the entire presense life will lifecycle goes through once the RFP document is received the account manager at onshore will form this pre-sales team as I said before they will sit together the leadership team will sit together and have a go/no-go decision whether they want to really respond back to the client on this RFP or not right now imagine a large company and you might be having an account manager might be dealing let's say with 10 different clients right and they might get lot of these proposal requests from each of their clients based on the different journeys that the clients are going through right now based on the capability of the organization based on the right skill sets that they have they might decide whether they want to go or no-go for a specific proposal at times it could be very strategic decision as well whether when they have the right kind of skill set they have the right kind of capability to deliver it but they really don't want to pursue this deal because of some strategic reasons as well at times they might not even have those right skill sets or the right kind of capabilities but because the client is their esteemed existing client and it's act like a big client for them they would definitely would like to go our back and respond back to them with an option or alternatives on how can they work together to make this happen for them right and how can they build those capabilities while they are working for this customer to deliver this project in time and within the agreed timelines so a lot goes into this go/no-go decision there are various aspects to it and depending upon was the it's very situational it's very contextual for a company to decide whether to go or no-go for a given proposal let's say in our case let's consider that it's a go we are going to respond to this proposal that's where the pre-sales team sits together and prepares the initial questionnaire it involves both the functional consultants it involves technical architects it involves your project managers to go through these requirements and come up with the high-level question is if there are any areas where you're not sure about what the client is trying to explain through their documents you can list down them as queries for every section every document that they have passed and you'll have the initial at times client can have one common call for all their vendors to clarify the questions or they might have one call for for each vendor separately so that they can player clarify their questions in these calls right and these are very important calls I remember from my experience there was this one such call where I was part of it started asking the questions and the client IT manager started responding back to those questions and at the end of the call from a leadership standpoint we were very sure that we are going to get this project because it all depends on how the entire communication went how the questions were asked how the options were responded back that gives a lot of confidence that we would win this project and we won that project right again I'll be adding some snippets from my experiences as well so that you get up of how things work in real life as well if it's a it's a big complex project or a big digital transformation journey that as a program that you want to respond to obviously there will be not just one team it's not just about Salesforce there will be lot of other teams will be involved as well let's say there is a middleware team there's a back-end ERP team there's a there's an integration team involved all of these teams have their own action items with respect to responding to this proposal so what the account team typically does is they say they'll set up rfp tracker where each team will contribute to this rfp tracker where all the action items are listed out clearly with clear ownership with a clear due date on each of these action items so that the account manager who is leading this proposal from the front is aware of their exactly we are in terms of our proposal readiness and by what time we need to complete the documentation and respond back to the client now every team will start putting in their content with respect to the solution estimates assumptions implementation methodology all of these areas and start formulating into one formal representation of the response document and at times client will give their own format of responding in terms of the every vendor should follow the same format in terms of responding if there is no such template given by the client then every vendor basically chooses their own way of structuring the response and giving it back to the customer once the entire documentation is done it is up for the internal review where different leadership different leaders within the service line or within the business unit will come together and review the formal response which goes out from the which goes out from each vendors perspective once the leadership review is done it goes out for a legal review as well remember this is an official response to a client for they require so it has to go under our legal review as well legal there will be certain terms and conditions with respect to payments with respect to the actual contract rates all of those terms everything is cleared out and once everything is finalized that's when the our if we submit it back to the customer at times not every clients at times clients might invite you for an additional step in the entire process which is called as orals or demos they would like to see you in person presenting your solution are presenting your thought process on how we can deliver this and why you are the best vendor or partner to be chosen from the entire lot right and that's where we have these pieces streams some of the leaders would go out there and do an actual presentation which we call it as orals and if there is a technical demo involved you can also plug in the demo as well once the demos and the proposals are done we come to the last in the final stages about the negotiation at the end of the date everything comes down to the cost because everyone who tries to negotiate the vendor wants a higher price versus the client who wants to reduce the price right whatever is best suited for the overall program once the deal is finalized that's when the decision of the entire greece's opportunity is done whether it's deal one or DeLoss right and we all have been doing the CRM implementation rate considered as just one of the sales process that you implement for your customers right here is the sales process for an IT company right look it from looking at it from that perspective and you'll relate more of this when we designed the opportunity stages these are nothing but your opportunity stages before a deal is won or lost for a IT company here are the different stakeholders and are typically involved again it's not an actual representation but a very generic one based on my experience you have the client on the extreme left you have the engagement team which comprises of the account manager and the onshore consultants these are more functional nature or technical as well at times and then there is this offshore delivery team which basically gives a helping hand to the account team on the onshore to come up with this formal response document where there are managers involved architects involved functional consultant technical consultants involved at times there are developers in order to do a POC or a demo but largely it is the senior developers or the architects and the managers that are involved in these proposals framing the response to these proposals now let's look at the response format now this is again a very general format not specific to any company every company would have their own specific format but as I said I've worked a lot in these pieces space over the years so I kind of have a feel about what all goes into the response document it all begins with an executive summary about proposal itself what kind of what kind of program it is and who is doing it what's the client set up what what client is all about who is the vendor what what the vendor does write some history about it about us tell more about the vendor what if the company is there from let's say last 50 years 100 years give them the the flavor of the legacy that they have business objectives right what is that they want to derive from this project or from this entire proposal what is the expectation versus what is our value at how are we understanding their requirements the way we should be right what is the business value add we can bring to the table and by responding to this proposal what is the scope of work now this is a very very important section in any response document where you define clearly define the walls around the scope of your work because majority of the projects run into issues where there is no clearly defined scope where client would have certain expected we had not defined our scope initially very well and then there are always ongoing arguments discussions debates over the calls with onshore offshore when the project is in the actual delivery stage so a good pre-sales team will always ensure that the scope is well documented and all the different aspects of scope are well called out including the scope exclusions as well if you are not sure if the requirements are ambiguous always ensure that you are calling them out under scope exclusions or calling them out under assumptions right so that we are very clear from a response standpoint that this is what we have understood and scope this is what we have understood as exclusion and this is what our assumptions are based on this this is our proposal we can do it in this timeline we can do it at this cost and we can do it in this manner right that would help you safeguard in any of your future discussions when you are at a delivery stage where client might have certain different expectations then what they had initially thought of right and at times it could be a just a communication gap right so it all of this putting together on a document helps to align ourselves both from client standpoint as well as from a vendor standpoint proposed solution and delivery approach now this section gives the client an idea on how are you going to deliver the entire solution how are you going to map their requirements to the technical solution what's the future architecture going to look like how the what kind of methodology you are going to apply with this agile waterfall hybrid how you are going to what's your project plan what's your overall project plan and the timeline proposal give me a second there's some issue with the mic all right I'm back sorry for that okay so we're talking about project plan and the timeline proposal so well done is to also put in a high level project plan how many weeks how many months you'll take the entire project to be delivered what are your key assumptions as I said scope exclusions and assumptions are very important in a response document what's the proposed stream structure would look like who will be present at onshore who how many people will be the outer offshore what are the key responsibilities of each of this resource that will be working on this project so that the client has a very good idea how the team would be structure whom to call in case of any issues what's the governance model around this entire project when it's going to be delivered what's their escalation process if anything goes on whom they should call whom they should display to who are the stakeholders involved from the client side as well as from the vendor side who is the top level Authority who's a decision-making authority all of their names should be in this document how will to handle the change right and what's your definition of a change oftentimes in IT services project when we are implementing there's always a lot of ambiguity on what is a change versus what is an issue or a bug right it becomes tricky when you define your requirements and form of user stories or user stories in terms and when you apply a technical solution for a user story there might be certain processes or certain elements of that user story which might be called as outliers which the client would expect we would cover it as part of the technical solution but the development team or the delivery team thinks that this is a change right so it's better that a front we call that out what is our definition of chain how are we going to hand and watch the process around it and again like scope change management is really important to be defined and well articulated in your response document majority of the projects which I have seen go run into issues because of either scope either communication gap but in understanding the scope on either sides or understanding how the change request would be handled in future between the client and between the vendor at times there it might be a requirement if it is a global rollout where there are end-users who have never used Salesforce or who have never used who are not that X a minute they might require training end-user training or super user training we call it as train the trainers as well which they might request the partner or the vendor to come up and deliver that training as well and I've delivered a training for one of my implementation in the place for almost 150 odd super users they were going to train around another ten thousand people to use the application right so it really is important aspect of how do we train or mentor these super users so that they can do a good job on training their end-users on using the application no application is good enough unless it is well adopted by the end-users right you might have been extremely useful solution with a very high quality of the deliverable code quality is great UI is great everything is graded but if it doesn't stand true on the end-users expectation who is going to use the system on a day to day basis the entire effort of implementing a project or implementing a solution as gone for a toss that's where in most of the projects user experience and user adoption is given its due importance and it should be given from my personal point of view it's of prime importance to consider your end-users whenever you're designing and we are still providing a solution for any requirement the usability aspect should always be kept in mind and when we are moving on from craning when we are formulating this response document you also want to provide some additional case studies on how you have you as a company or as a partner have done similar kind of projects in the past right what were your success points over there on those previous case studies that you would like to highlight for this customer as well so that they feel confident that yes this partner is the right partner for us because they have done this they have gone through this and they'll be the right trusted advisors or the right guiding partners for us in this journey yes it's important to call out risks as well if you don't go by certain decisions by certain guidelines then there will be certain risk which if you have envisioned during the proposal stage itself during the pre-sales analysis itself call them out in your response document so that you're safeguarding your own self and the delivery team who's going to deliver the project and not only calling out risk but also giving them a mitigation plan and this is how you can cover this risk by going for an option B which is your mitigation plan and then which finally comes down to the commercials how much dollar value this entire engagement is going to take and the formal signatures of both the parties which is which is which is which comes under the acceptance part okay so this is overall the template which I have largely used across my previous experience is not an exact template but a very high-level covering all the major aspects of what goes into a response document having said that I would like to share one document here which is a standard Salesforce documentation around implementation approaches you can have a look by downloading this document and even if the link is not clickable because it is going to be shared over online but Google for this document called implementation approaches in Salesforce and you will get this PDF you can go through this video as a good read for anyone who is doing a presense activity we deep dive into the implementation methodology everybody knows about waterfall versus HL no project in this day and age is truly waterfall or truly agile there are very few projects which are truly agile it's normally a combination of both which where the high level requirements are defined and documented right up front in a zero and when we go through the requirement and when we go through our sprint cycles we basically fine-tune those requirements and user stories and massage our product backlog to come up with define set of user stories for a given sprint rate so it's kind of a hybrid model which goes into the actual implementation these days these are some of the I'll share some of our sample documents which I've been using when I was new to the pre-sales alright so I'm expecting someone who has never worked in pieces who have never seen how the pieces estimates are done or how things are formulated I'll share some sample draft documents which I have used when I was starting off in pieces journey this is around guess estimates what I would do initially is if there are hundred lines of requirements I would go to each line item level and put in a number against each requirement based on my experience levels that this is going to take X number of days or X number of hours to implement this particular requirement and once I have the overall summation of all the hundred requirements I will then add it into a simple Excel and say ok my build phase is going to say let's say take take 100 days data migration would take 15 percent of it integration would take 20 to 30 percent and different phases of the project you Ettie testing deployment documentation user training post go life support we used to do this projects from India so what's the project management effort required from the from a delivery standpoint what are the different phases involved in a project lifecycle that's what I used to cover and come up with a high level budgetary estimates now these estimates on budgetary estimates because based on the actual deep-dive of these requirements when we do for using discovery or requirement gathering that's when we uncover most of the complexities around or detailing around the requirements and these estimates are always plus minus twenty percent or ten percent based on how you want to position it in your response document now what are the estimation techniques available out there and I used to use the first one a lot but over a period of time as I've worked with different companies different level of maturity in the Salesforce capabilities there are different ways in which the estimations work so dynamic item level estimation as I said high medium low is classification of those requirements and then for high XR for medium wires and follows headed straight you can also put in all your user stories in tools like zero or any of the PMO tools or regional accelerator it and you can put story points against each of those user stories and each story point would refer to X number of hours and that's how you basically calculate how many number of hours you would take to deliver the entire project you can also use t-shirt sizing based estimations this is most commonly used story points and t-shirt sizing are most commonly used is this t-shirt sizing is basically defining what level of sizing fit for a given user story with a small medium large XL or double XL and for each of these sizes there are X number of hours mapped to it and every company has their own mapping right so I'm not going to call out those numbers based on what your firm uses you can apply those number of hours for each of these sizes now this from a project management standpoint it typically this is not visible to developers or consultants out there who are at just starting their careers but as you grow to senior developer or architects or the tech literate you will get an exposure to this kind of a document where you have the different phases listed out on the left-hand side and you have the week wise planning done on the right hand side let's say the project is going to take 14 weeks to implement right how much time the design is going to take how much time the build is going to take how much time the integration is going to take how much time testing is going to take and so on so forth right when we plot out and our plan in a nice excel sheet and below are the resource levels or the roles that are going to be part of the project how much time do we need architect for how much time we need developers or how much time do we need testers for and typically when we talk about the discovery of the requirements phase we typically involve a small team to begin with an expand as we get into the base stage your technical needs technical architects test lead all are required at the right from the day one and as you go into the build stage your development team basically increases your testers would increase and as you go into your goal life and post go live support your build team again decreases and you require only the bare minimum team support that is required to provide the hyper cut so that's a typical thought process when it comes to the staffing model and the project timeline and on the extreme right hand side you will see that I've just calculated the number of weeks each role would be in the project and then multiplied into five to come up with the percentage then multiplied by number of working hours now number of working nos depends for various forms it could be eight hours or nine hours on how they build to the client but that would basically extrapolate into the actual number of hours that you would require for the entire project to be delivered more from a staffing standpoint and on top of it various companies would apply contingency various companies would apply kind of a buffer so that they can take care of anomalies that comes through any project next is change management and have explained that change manner is change management is a very important step in your response document but it's also an important step on how you define the change itself and what is the process in handling those changes right and once the project is live right and when you are doing or maintain project or an ongoing support for a given implementation how would you take these changes and put it in production while the end users are actually using the system right so you define a change strategy for an organization where you can define different release strategies whether small changes or minor changes which can add business value are delivered first versus any change which requires let's say X number of arts which is a large and a complex change which requires business process deviation those kind of changes are rolled up together and delivered monthly or bimonthly based on the agreed-upon change management strategy with the customer right and here's a PDF again it's a single so standard documentation you can download it through Google as well it basically defines the different approaches to handle the change management within a project implementation next up is the as I said it and our rfp's different stages which we went through if your submission has gone through and if the client invites you for an RFP or elles or a demo right demo we are we we have given a lot right and we know that we need to build up a working prototype and get on a call with a client and show them the actual demo but orals is something where only few who are actually working closely with the client get an opportunity to go out there who are in leadership positions who are your technical architects you are your solution architects or who are your bees or functional people on the project get a chance to go out there and present a proposal to the customer I wanted you to have a glimpse of it whenever you are preparing or deck or a presentation for such kind of scenarios what all goes into similar to our RFP layout there are it's basically a subset of the entire RFP response document we cannot replicate whole of it it is a concise information that we want to put it in out in this deck what I have learned during my experience is that the flow of the entire document is important and that's listed this steps in a very chronological manner how you go about preparing that presentation for this oral scenario first is the introduction second is the business objectives our understanding of their objectives our approach how are we going to solve this solution what kind of solution we are thinking on to implement as is versus to be architecture this is very important on was the overall architecture would look like what's the change right how it is looking today versus how it will look in future and it rules and accelerators that we are going to build bring either it is an app exchange app or a date is an in-house build tools and accelerators from a partner standpoint that we are going to add into this implementation which will provide a business value to the customer our value proposition and why we try to buy us there are 10 out there who can do similar kind of work why you have to choose us resource experience and the skills here we talk more about our capabilities or practice depth and breadth overall as a partner and finally the estimates on what it's going to take to deliver this along with the timelines again it's a subset or a concise information of the entire RFP response document that we had initially submitted this typically takes one or two two hours to go out there and present in front of the stakeholders and then take live Q&A from the client stakeholders who would be present in the room if they have any questions about your proposal or about your estimations or about your solution as aspect as well and there will be different stakeholders or involved somebody some would be there from IT standpoint it could be the IT managers IT architects or it could be from a business standpoint as well who would look more would from a solution standpoint or from a business value at standpoint that we as partner going to bring to the table so with that we finally enter into the negotiation stage after that and we all know how ago she ations goes so not going to dwell much into it every firm has their own way of negotiations every client has their own way of approaching a negotiation so it's all contextual situational let's be happy and let's say the project is awarded to us and from there on we go into the delivery stage where the entire project entire priests in documentation gets formulated in a statement of work which is a legal document which is signed by both the parties and that's when the project is awarded to the client to the vendor or the partner and the partner has the responsibility to set up a team and get started with the entire project delivery now with that I conclude my session for today if you have any feedback for this session feel free to reach out to me on my Twitter handle or you can write to me on developer to consultant at little gmail.com this this is a gmail ID which I monitor for any feedback around my d2c sessions and with that I'll hand it over to Amit thanks a lot a myth for this opportunity and I'm hoping that your audience for epic sauce would benefit from this session over to you let thank you so much two things there is a really great content and I will be get those downloadable link with you and we'll try to upload those on the same blog post in the video description thank you so much I can do that thank you this is really great presentation and lots of information for me as well as for the audience thank you so much Thank You Amit have a nice day