Beyond FTS2000: A Program for Change Appendix A -- FTS2000 Case Study (1989) / Chapter Skim
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3 The First Year of Specification Development: January 1985 to January 1986
3 The First Year of Specification Development: January 1985 to January 1986
Pages 19-25
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From page 19... ...
GSA had no Reagan political appointee in the management chain of the FTS to provide stability, to appear publicly in support of the program, and to relate to other political appointees in the user agencies and OMB. The project also had opposition internally in GSA from a group within the Network Services staff, who were used to the central power of running a network, and felt their authority, and even jobs, threatened by the services approach represented by FTS2000.
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From page 20... ...
Hence, they were wary of committing bid and proposal preparation money. Related projects undertaken by GSA, involving replacing local service in Washington, D.C., and other areas, had received much publicity several years earlier but were making little or no progress.
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From page 21... ...
In the weeks preceding the meeting, the presentations to be delivered at the public announcement were reviewed with the FTS2000 Interagency Steering Committee, internal GSA staff, and OMB. The feeling that eventual teaming would bring together the unlikeliest of partners, both inside and between corporations, was confirmed by the variety of divisions from the big companies represented at the meeting and by the overall variety of attendees.
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From page 22... ...
This information campaign become the vehicle to build visibility for the project and form a constituency of supporters. In addition, GSA met with assistant secretaries in the largest user agencies accompanied by the relevant Steering Committee member.
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From page 23... ...
The team was very aware of this and that FTS2000 had to "catch the wave." Consequently, it was a crucial time with the new administrator's decision likely to be based on a complex assessment of the importance and visibility of the project coupled with the likelihood of it succeeding. A pivotal point came at an informal meeting between Golden and the senior team members when he asked if they believed that the project would succeed.
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From page 24... ...
In selecting the consulting firm, GSA felt that an engineering company would be unsuitable because its natural proclivity would be toward hardware and toward designing a network and replacing the FTS with a look-alike system. What was needed was a company skilled in telecommunications, but from a broad business and policy perspective, who would examine all alternatives with equal weight.
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From page 25... ...
The final RFP was to be a consensus product of the potential bidders and the government, and in many ways was to represent the common set of services planned by the carriers. In effect, industry was being given the opportunity to play a major role in specification development and to air their differences and problems before the RFP release to ensure a smooth, swift award process.
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