electronic portfolio · electronic portfolio final evaluation the first time increases. 6. scope...

Wentworth Institute of Technology

Fall 2009

Electronic Portfolio Research & Acquisition

Kyle Richardson, Phil Cyr, Brian Moughty & Steve Ganung

2

TABLE OF CONTENTS

COMPANY PROFILE.………………………………………………………………………………………..3

PROJECT STAKEHOLDERS………………………………………………………………………………….4

PROJECT CHARTER……………...………………………………………………………………………….5

PROJECT PLAN…………………………..………………………………………………………………….7

GROUP EVALUATION TOOL……………..……………………………………………………………….8

SCORING MATRIX………….……………………………………………………………………………...9

LINKEDIN REQUEST FOR PROPOSAL………………………………………….……………………...10

PLAXO REQUEST FOR PROPOSAL………….….……………………………………………………...17

IWEB REQUEST FOR PROPOSAL……….…………………………..………………………………...24

NEGOTIATION STRATEGY……………………………..………………………………………..………31

DEAL SHEET…………………………………………………………………………………………….…33

IMPLEMENTATION GAME PLAN………………………………………………………………………34

CLOSURE DOCUMENT…………………………………………………………………………….…….35

3

COMPANY PROFILE


Opened in 1904

Size: 3,636 students

Locations: 35 acre campus in Boston, MA

Majors: 15 Bachelor Programs

Faculty: 134 full-time faculty

Management Program

Concentrations: Technology Management, Communications, Project Leadership

Electronic Portfolio Implementation: 2006

Why Electronic Portfolio: EP’s were introduced to the program to provide the students’ with a virtual

edge over competition when applying to jobs upon graduation.

Job Rate: 80% of students get a job

Graduation Rate: 40%

4

PROJECT STAKEHOLDERS

Cindy Stevens

[email protected]

(617) 989-4388

Beatty 306

Cristy Maldonado

[email protected]

(617) 989-4645

Annex 205

Lisa Maness

[email protected]

(617) 989-4370

Beatty 403

Michael Dunlop

[email protected]

(617) 989-4685

Beatty 305

Patrick Hafford

[email protected]

(617) 989-4870

Beatty 404

mailto:[email protected]





5

PROJECT CHARTER

1. Executive Summary

Wentworth Institute of Technology Bachelor of Science and Management (BSM) students

currently create electronic portfolios in an HTML editing format on FrontPage or Dreamweaver

software. There is an opportunity to acquire new technology that will assist the Wentworth

students in creating professionally designed and respected electronic portfolios. The results of

this project may be demonstrated to other departments at Wentworth in order to assist those

departments with their electronic portfolios.

2. Business Need

Need to easily develop and upload content onto the electronic portfolio.

Need to have professional designed layouts for all the electronic portfolios.

Need to easily edit and update the electronic portfolios.

3. Project Objectives

Apply a new technology for Wentworth management students to use when creating their

electronic portfolios.

4. Impact Assessment

Improve the electronic portfolios of Wentworth management students.

5. Measures of Success

This will be considered successful if the job rates of Wentworth management graduates

increases from the 80% job rate that currently exists.

This will also be considered successful if the percentage of management seniors that pass their

electronic portfolio final evaluation the first time increases.

6. Scope

This project will address the design of electronic portfolios for all Wentworth management

students.

7. Risks

Electronic Portfolios will become more complicated and/or confusing.

Wentworth management students will stop creating and using electronic portfolios.

8. Time Constraints

This project needs to be completed by the end of Wentworth’s Fall 2009 semester.

6

9. Project Stakeholders and Sponsors Approval

Professor Stevens

Cristy Maldonado

Pat Hafford

Bill Farrick

7

PROJECT PLAN

Project Management Plan:

The following diagram represents the project life cycle that will be used to manage this project:

Initiation

Planning

Research

Evaluation

Negotiation

Implementation

Operation

Risk Management Plan:

Risks will be managed by weekly team meetings where the project will be assessed and evaluated. Edits or

additions will be made to the project each week as the team sees appropriate.

Issue Management Plan:

Issues will be managed according to the project schedule and team evaluation tool. These issues and tools will be

reviewed during the weekly team meetings.

Change Management Plan:

Changes will be managed by the team in the weekly meetings and added to the project schedule or updated in a

document for the final report. The team will assess and evaluate where and how change is needed if necessary.

Quality Management Plan:

Quality will be managed by the team and head stakeholder in the project weekly during the assigned meeting

times.

Product Management Plan:

The product will be an in-depth assessment of various vendors and those vendors will be evaluated in the project

scoring matrix. The product will be a report and the team will review each piece of the report during the weekly

meetings.

8

GROUP EVALUATION TOOL

Group Objectives:

Each group member will be evaluated with the following scale at the conclusion of this project. The group

members will grade each other on participation, motivation, clarity and professionalism of assignments,

promptness, and attendance. Each member should be motivated and participate during group meetings,

contributing to group ideas and showing a willingness to complete work. The documents each member completes

must be written in a professional manner as determined by each team member. The documents must also have

correct grammar and written in an easy to understand format. Each group member is expected to show up to

meetings and turn in documents and work on time throughout the duration of the project. Group members are

expected to attend each assigned group meeting unless a valid excuse is accepted by everyone on the project team

Score Definition

Given

Score

90-100

Student participation and accomplishment far exceeds the group

objectives for the project assignments and student work is consistently

at a high level of competency and innovation.

80-89

Student participation and accomplishment goes beyond what is expected

in the group objectives for the project assignments and student work is

characterized by its depth of understanding, development and

innovation.

70-79

Student participation and accomplishment meets all group objectives for

the project assignments and student work demonstrates the expected

level of understanding and requirements.

60-69 Student participation and accomplishment based on the group objectives

for the project assignments met the group’s minimum requirements.

Below

60

Student participation and accomplishment based on the group objectives

for the project assignments were not sufficiently met.

9

ELECTRONIC PORTFOLIO SCORING MATRIX

Category Category

Points Group Points LinkedIn Plaxo iWeb NVU Wiki

Spaces Facebook

Functionality 55

Development 10 10 10 8 8 7 8

Design Aspects/Layout 10 7 5 10 9 8 2

Facilitation 10 10 8 7 7 6 8

Content 15 10 8 15 15 15 2

Search Jobs 5 5 3 0 0 0 1

User Updates 5 5 5 0 0 0 5

Technology 15

Apple OS 5 5 5 5 5 5 5

All Windows OS 10 10 10 6 10 10 10

Strategic Partnership 10

Location 1 1 1 1 1 1 1

Downloadable Online 2 2 2 2 2 2 2

Technical Support 4 4 4 4 3 2 3

Product Training 3 3 3 3 3 2 2

Costs 20

Software 10 10 10 5 7 7 10

Training 5 5 5 4 4 4 5

Support 5 5 5 4 3 4 5

Total Score 100 100 92 84 74 77 73 69

10

REQUEST FOR PROPOSAL November 17, 2009

LETTER OF TRANSMITTAL

Dear LinkedIn,

Wentworth Institute of Technology’s Management Department is in the process of selecting a strategic vendor to

partner with our management students in providing the optimal student experience in creation of an electronic

portfolio or business networking profile. We feel the opportunities exist to increase the job rate of Wentworth

Management students through the student’s profiles by adopting strategic vendor’s services. The overall solution

is the need for professional electronic portfolios or business networking profiles effectively.

Wentworth Institute of Technology was founded in 1904 and currently enrolls 3,597 students in Boston, MA.

Wentworth is a member of the College of Fenway, which consists of 11,400 students among six different colleges

in Boston’s Fenway area. In 2008, Wentworth had a 40% student graduation rate with 80% of those graduates

receiving jobs right out of college. Wentworth has seven academic departments that combine to offer a total of

thirteen degree programs for their students. One of those degree programs is Management, which is what this

electronic portfolio research will be focusing on.

Our goal for this project is to help Wentworth Management students with their electronic portfolios that were

established in 2006. These electronic portfolios have recently declined in functionality and overall appearance.

With this project, we will fulfill our business need by researching vendors to find a vendor who is best suited to

make the process of creating and using the electronic portfolios easier and more valuable in the business world.

This RFP is meant to define and document our functional needs and also establish a consistent basis on which

electronic portfolio/profile vendor proposals can be judged. Wentworth Management Department will evaluate

all proposals.

This RFP and all materials submitted by Wentworth are to be treated as strictly confidential. As a prospective

vendor, you must not forward any such materials or otherwise disclose their content to any third party for

evaluation or for any other purpose without Wentworth’s written consent.

We appreciate your consideration and assistance in this matter and look forward to receiving your proposal.

Sincerely,

Kyle Richardson, Phil Cyr, Steve Ganung, and Brian Moughty


11

1. General Information

1.1 Purpose of the RFP

The purpose of the RFP is to establish the functional, operational, and technical requirements for the procurement

of an electronic portfolio/profile that best meets Wentworth’s requirements.

1.2 RFP Communications

Please direct all communications/correspondence regarding this RFP to:

Professor Stevens


Boston, MA 02115

1.3 Timeline

Vendor demo, review, and site visit November

RFP submission date November 17

Proposal due date November 30

Vendor selection and contracts November 30-December

1.4 RFP Preparation

The prospective vendors will absorb all costs incurred in the preparation and presentation of an RFP. In the event

that modifications or additions to the RFP become necessary, prospective vendors will be notified in writing. All

supporting materials submitted with the proposal will become property of Wentworth unless otherwise requested

by the prospective vendors at time of submission.

1.5 Vendor Responses

Prospective vendors are required to submit six copies of their proposals. Send all copies to Professor Stevens no

later than November 30, 2009. All supporting materials and documentation must be included with the proposal.

1.6 Vendor Site Visits

Wentworth reserves the right to inspect any and all vendor facilities, which will be used to support the proposed

electronic portfolio/profile solution. This includes the facilities of any contractor or outside support organization

that will be used.

1.7 Evaluation Criteria

Perspective vendor proposals will be evaluated using the following general criteria:

Ability to satisfy functional business requirements

12

Ability to satisfy technical and integration requirements

Strategic partnering potential

Cost

1.8 Right to Reject

Wentworth reserves the right to accept or reject any and/or all submitted proposals and request additional

information from all prospective vendors. Wentworth specifically reserves the right to negotiate a contract with

the selected vendor. The vendor’s response to this RFP will be included in whole by reference in the final contract.

Any contract that is eventually awarded will be made to the organization who, based on the evaluation of all

responses and applying all criteria, is determined to be the best qualified to provide the requested solution and

support.

1.9 Marketing References

Prospective vendors may not make any reference to the project in any literature, promotional material, brochures

or sales presentations, or make any other commercial use of Wentworth’s name and this RFP without the express

written consent of Wentworth.

2. Vendor Guidelines

2.1 RFP Response Format

Prospective vendors should make every attempt to use terminology in their proposal that is consistent with that of

Wentworth and this RFP. Comparable terminology may be substituted if the prospective vendor provides clear

and concise definitions. Prospective vendor proposals should address the requirements outlined in this RFP as

directly and concisely as possible.

The information furnished should be in specific response to this RFP. Specific answers are required to specific

questions where asked.

Vendor responses to this RFP will become a part of the final contract between Wentworth and the vendor.

Prospective vendors are required to provide their proposal in the following format:

Letter of Transmittal

The letter of transmittal should be no longer that two pages and should include the following:

A brief statement of the vendor’s understanding of the mission-critical nature of the electronic

portfolio/profiles to Wentworth’s business and market position.

A brief statement of the services to be provided.

A statement of commitment to provide the services requested within the time and manner specified.

The names of personnel authorized to represent the vendor, including titles, addresses, phone and FAX

numbers.

13

Table of Contents

The table of contents should include a clear and complete identification of the materials submitted by section and

page number.

Product Overview

Prospective vendors should follow the instructions in the Product Overview section of this RFP.

Functional Requirements

Prospective vendors should follow the instructions in the Functional Product Information section of this RFP.

Technical Requirements

Prospective vendors should respond to all technical information requests in the Technical Product Information

section of this RFP.

Strategic Partnership Potential

Prospective vendors should provide the information requested in the Strategic Partnership Potential section of this

RFP.

2.2 Exceptions to the RFP

Prospective vendors may fine instances where their operations do not function in a manner consistent with the

specifications in the RFP. In such cases, it is permissible to take exception to portions of the RFP. The exceptions

should be clearly identified.

2.3 Confidentiality

This RFP and all materials submitted by Wentworth must be considered confidential. Wentworth requests that

this RFP not be copied and not be forwarded to any third party for evaluation or for any other purpose without

Wentworth’s express written consent. All perspective vendor personnel should note that they are under a signed,

mutual confidentiality agreement.

When submitting confidential material to Wentworth, prospective vendors must clearly mark it as such.

3. Product Information

Prospective vendors should include an overview of their total electronic portfolio/profile solution. Define each

product offered by your organization and provide a brief description of its role in your total solution. Vendors may

include screen examples or diagrams in this section.

4. Functionality Requirements

4.1 Instructions

Wentworth will be aggressive and comprehensive in its product/service demands. It is incumbent upon the

vendor to provide measurable, accurate, and reliable answers based upon the vendor’s proposed product solution

14

specific to the dependencies of release level and features of both the vendor’s and the other vendor’s products.

For each requirement, the solutions capability should be identified as follows:

NA=Not Available

MJ=Major Modification

MN=Minor Modification

FR=Future Release

CR=Current Release

TP=Third Party Solution

Requirements that are given a capability rating of MJ, MN, FR, or TP must have a brief description regarding how

the requirement will be met. Vendors may add additional items or sections if there is functionality provided by

their product that isn’t represented in the sections.

4.2 Functionality Requirements

# Requirement Rating Response

1 Development

2 Design Aspects/Layout

3 Facilitation

4 Content

5 Job Search

6 User Updates/Uploads

5. Technology Requirements

# Requirements Rating Response

1 Apple Operating System

2 All Windows Operating Systems

15

6. Strategic Partnership Potential

6.1 Vendor Profile

Prospective vendors must provide the following information:

Describe your company’s background and relationship to the electronic portfolio/profile software project.

What are your future plans in the electronic portfolio/profile software arena?

Provide annual reports and/or financial statements for the years 2008 and 2009.

List any special relationships with other companies that improve your ability to be a leader in the

electronic portfolio/profile software market.

List any pertinent association memberships.

Describe any legal issues or constraints that could conceivably affect a relationship with Wentworth.

6.2 Training


Describe in detail you standard training program as well as installation assistance provided with your

software.

What system documentation is available and included in the price of the system?

What additional training does your company offer?

6.3 Support

Prospective vendors must provide the following instructions:

Describe your system warranties.

Describe any maintenance plans available if any.

What are your response times?

Describe the assistance that is available through your help desk, and during which hours it is available.

Do you have a disaster recovery plan in place? Please describe.

Describe your company’s policy and capabilities regarding system upgrades, new releases, and

enhancements.

Describe in detail your available support options.

16

6.4 Implementation Plan


Describe your system implementation planning process.

Describe your installation/implementation procedures.

What is a typical implementation time frame?

What role would you play in the implementation?

6.5 References

Please provide a minimum of three customer references. The following characteristics are desired:

Functionality (Similar to above requirements)

Customization

Integration with other technologies

Self-sufficient organization

7. Costs

7.1 Initial Costs

Prospective vendors should state initial costs that would need to be paid up front for the software and any

installation that would be required.

7.2 Long-Term Costs

Prospective vendors should state any costs that would be reoccurring either monthly or yearly for use of the

software.

17



Dear Plaxo,


















all proposals.





Sincerely,



18







Professor Stevens


Boston, MA 02115

1.3 Timeline





1.4 RFP Preparation











that will be used.




19



Cost

1.8 Right to Reject






support.






















numbers.

20

Table of Contents


page number.

Product Overview









RFP.





2.3 Confidentiality











4.1 Instructions



21



NA=Not Available



FR=Future Release

CR=Current Release







1 Development


3 Facilitation

4 Content

5 Job Search






22


6.1 Vendor Profile









6.2 Training



software.



6.3 Support








enhancements.


23







6.5 References



Customization



7. Costs

7.1 Initial Costs



7.2 Long-Term Costs


software.

24



Dear iWeb,


















all proposals.





Sincerely,



25







Professor Stevens


Boston, MA 02115

1.3 Timeline





1.4 RFP Preparation











that will be used.




26



Cost

1.8 Right to Reject






support.






















numbers.

27

Table of Contents


page number.

Product Overview









RFP.





2.3 Confidentiality











4.1 Instructions



28



NA=Not Available



FR=Future Release

CR=Current Release







1 Development


3 Facilitation

4 Content

5 Job Search






29


6.1 Vendor Profile









6.2 Training



software.



6.3 Support








enhancements.


30







6.5 References



Customization



7. Costs

7.1 Initial Costs



7.2 Long-Term Costs


software.

31

NEGOTIATION STRATEGY

1. Summary

Our team has selected LinkedIn as the vendor of choice. Plaxo was a close second, and the project team feels

confident that both companies would be able to achieve the objectives of this project. For this reason, the

negotiation team has full authority to negotiate the best financial package with either of the two vendors.

2. Initial Terms

The initial terms of the offerings from the vendors are listed below:

LinkedIn Plaxo

Initial Scoring

Software $2000 $2500

Teaching $1000 $900

Consulting $500 $500

Total: $3500 $3900

Ongoing Support Costs

Annual Support $2000 $1000

3. Agendas

Wentworth Agenda:

Negotiate the best financial package.

Vendor Agenda:

Maximize revenue

Spread Software

Help Students and future business

32

4. Leverage

Wentworth Leverage:

Software Implementation

Name Recognition

Vendor Leverage:

Exclusive Software Design

5. Objectives

Negotiate the best financial package with either of the two remaining vendors

6. Strategy

Leverage the fact that both vendors are capable of meeting our project objectives and that the financial package

will be the determining factor in who gets the deal.

7. Potential Tactics

Give both vendors a last chance to improve their financial package. Then select one vendor and work on improving

the package. The vendor who wasn’t selected will respond with a price reduction to try and gain our business. Use

the information as leverage to improve the deal with the select vendor.

Create a time-based bidding war

8. Negotiation Team and Roles

Purchasing Lead: Act as the bad cop and strive for the most aggressive deal

Project Manager: Act as the good cop and facilitate continued communications

Business Lead: Communicate the potential future business to the vendor

Legal: Negotiate with vendor legal staff and advise negotiation team

33

DEAL SHEET

# Term Initial Minimum Goal

_____________________________________________________________________________________

iWeb 3,000 2,900 2,900

NVU 3,600 3,300 3,300

Wiki Spaces 3,700 3,400 3,400

LinkedIn 3,500 3,250 3,250

Plaxo 3,900 3,450 3,450

Annual Support Costs 2,000 1,000 1,000

Implementation Date 09-December 10-January 30-November

34

IMPLEMENTATION GAME PLAN

Electronic Portfolio

Task Responsible Approx. Start End Date

1. Documents, research,

and results are

finalized.

2. Implementation date is

set with stakeholders

3. Approved by BSM

department

4. Introduce LinkedIn to

remaining faculty

5. Coordinator of

implementing LinkedIn

6. Introduce LinkedIn with

the Help Desk

7. Any necessary training

is completed for faculty

8. Introduce LinkedIn and

its requirements to the

students of the BSM

program

35

CLOSURE DOCUMENT

Operation Success

This implementation and acquisition of new electronic portfolio/profile software will be considered a

success if Wentworth is able to adopt new software by the end of spring semester 2010. That would

require all current Wentworth Management students to switch over to the new software and every

new freshman in the management program would learn about how to use the new adopted software.

There is more than enough information in this report to assist Wentworth faculty in making a decision

in the amount of time stated above. This change is n eeded immediately because Wentworth seniors

currently have to recreate their current electronic portfolios while they are focusing on their senior

project and graduation.

Measure of Success

The electronic portfolio/profile software chosen will be considere d a success if more Wentworth

management students obtain quality jobs immediately after graduating from Wentworth. Currently a

job rate of 80% for graduated Wentworth management students exists. We would like to see that job

rate increase for recent graduates to 90%. If the job rate increases to 90% for management students,

that would result directly or indirectly to the electronic portfolio/profiles.