Consulting arrangements come in different shapes and sizes, from the simplest one-person engagement to the multi-year enterprise-wide assignment. The former is not likely to be formalised other than through a letter of engagement. More substantial consulting projects for significant amounts of money are usually reflected in formal contracts, although it is not uncommon to see engagements almost to completion before the comprehensive contract is finalized and executed.
The RFP process is a widely employed tool in technology procurement. When properly used by purchasers, it is a highly efficient means of reducing time and effort in coming to contract. Why is it, then, that so many negotiations fail to benefit from the RFP