Name the problem, not the solution
“We need a new tool” is a solution. “Our teams re-enter the same information several times” is a problem. Starting from the problem leaves room for more than one answer.
Specify the expected outcomes
Describe what will have changed by the end of the engagement and how you will see it. An observable outcome makes evaluation easier and avoids misunderstandings.
Set the scope and its limits
State what is part of the engagement and what is not: units involved, duration, deliverables, level of implementation support. Written limits protect both parties.
Plan how the engagement is monitored
Name an owner on your side, agree on how often you will review progress and on the acceptance criteria for deliverables. These terms are then confirmed in the proposal and contract.
These general perspectives are not legal or financial advice.