Use a consistent go or no-go review before spending significant time on a proposal. Start by translating the request into a short list of required services, qualifications, deliverables, deadlines, and contract terms. Compare each requirement with your firm’s registrations, licenses, relevant experience, available staff, geographic reach, and willingness to take on the risks. A capability gap may be manageable with a qualified partner; a gap in required licensure or technical competence usually calls for a no-go.
Check how the buyer will select a firm. Identify mandatory qualifications, evaluation weights, interview plans, fee requirements, and any restrictions on teaming or communication. Confirm the submission route and deadline, then check for addenda. Use public award records or other reliable sources to understand past selections or incumbent relationships, but treat that information as context, not proof of the buyer’s current preference.
Estimate the proposal effort and the likely delivery effort separately. Ask the proposed project manager and technical lead to estimate staff hours, outside services, travel, schedule constraints, and review needs. Compare those assumptions with the expected fee structure, payment terms, insurance requirements, liability provisions, and any limits on changes to scope. A large contract ceiling is not expected revenue. An unclear scope, compressed schedule, missing data, or fixed fee without a workable change process may make a pursuit unattractive even when the project looks prestigious.
Consider opportunity cost. If pursuing this RFP would delay current commitments or depend on one overloaded specialist, include that constraint in the decision. Also ask whether the work fits the firm’s strategy and whether the client’s procurement path appears realistic based on the solicitation.
Assign one person to lead the decision and record the reasons, including unresolved questions and what would change a no-go into a go. Ask your lawyer, insurance adviser, or accountant to review contract, coverage, and financial questions relevant to the pursuit.
This is general education, not legal, tax, investment, or engineering advice; licensed PE judgment and local codes govern.
