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L-3 Communications Proprietary
Proposal Planning
Capture Lead
Contracts Manager
Program Manager
Cost Volume Lead
Proposal Process MgrProposal Manager
Tech Volume Lead
Mgt Volume Writers
Mgt Volume Lead
Tech Volume Writers
L-3 Communications Proprietary
Training Overview
I Proposal PlanningTeam membersProcessStrategy
II Proposal DevelopmentRFPCompliance matrixWriting assignmentsMilestones
III Risk Management
L-3 Communications Proprietary
Planning – Team Members
Core Team– Capture Leader Bob Stadel– Program/Proposal Mgr Brent Marler– Executive of Interest George Hill– EPD Becky Clements– BACE John Urry– Project Engineer Steve Barker– Contracts Al Matthys– Operations Hank Misaka– Proposal Process Mgr Roger Brown– Others?
L-3 Communications Proprietary
Planning - Process
DevelopStrategy
-Themes &
Discriminators UnderstandCustomer
Requirements-
Explicit & ImplicitDefine
ResponsiveSolution
DescribeSolution per
RFPRequirements Package as
SalesDocument
-PersuasiveCustomerFocused
PublishProposal
ManagementP lan
L-3 Communications Proprietary
Activities that have already taken place
• Gather customer and program intelligence
• Develop Capture Plan
•Influence program requirements
Planning - Process
L-3 Communications Proprietary
Activities that will take place
• Develop proposal strategy, themes & discriminators
• Receive final RFP Chief Engineer Review
• Identify our solution Gray Beard Review
• Draft Storyboards White Team Review
• Draft Text Pink Team Review
• Final Text Red Team Review
• Estimate Costs Orange & Red Border Reviews
Planning - Process
L-3 Communications Proprietary
Summary of a Winning Strategy
• Matches our Offering to the Customer Needs
• Discriminates us from our Competitors
• Features our Strengths
• Mitigates our Weaknesses
• Highlights our Competitors Weaknesses
• Neutralizes our Competitors Strengths
Planning – Strategy
L-3 Communications Proprietary
Planning – Strategy - Themes
Win themesCustomer Benefit Discriminators
IssuesHot Buttons
SolutionFeatures
L-3 Communications Proprietary
Theme statements link a customer benefit to a
discriminating feature of our offer
• The most powerful themes contain the most unique discriminators
• Draft concise theme statements, preferably in a single complete sentence
• Answer the following questions
• Can a competitor plausibly make the same claim?
• Can an evaluator use this theme to justify giving us the highest rating?
Planning - Strategy - Themes
L-3 Communications Proprietary
Discriminators are features of our solution that:
Differ from our competitor’s solution
The customer recognizes as important
• Strongest discriminators are true for us but no one else - Be specific and offer proof
• If the buyer cannot discern between the offers, low price becomes the remaining discriminator
• Understand the customer requirements - color of a vehicle may be a discriminator when you buy, but not when you rent
Planning – Strategy - Discriminators
L-3 Communications Proprietary
Direction first – then velocity
Obtain timely feedback
Complete the work on time
Development
L-3 Communications Proprietary
Immediate Tasks
• Review final RFP, including SOW and Specs
• Prepare Bid/No-Bid Briefing
• Identify resources – budget, facilities, estimators, writers
• Solution
• WBS
• Assignments
• Schedules
Development – RFP
L-3 Communications Proprietary
All competitive Government RFPs will contain the following sections:
A Solicitation/Contract Form DD1707 B Supplies/Services and Prices/Cost
C Description/Specification/Statement of WorkAttachment A - Statement of WorkAttachment B - Specification
D Packaging and Marking E Inspection and Acceptance F Deliveries or Performance G Contract Administration Data H Special Contract Requirements I Contract Clauses J List of Attachments (DD Form 1423s - CDRLs) K Representations, Certifications, and Other Statements of Offeror
L Instructions, Conditions, and Notices M Evaluation Factors for Award
Development - RFP
L-3 Communications Proprietary
Key Sections of the RFP - Form the basis of the Compliance Matrix
Section L - Proposal Instructions- Format, page limits, delivery data- May prescribe outline or structure
Section M - Evaluation Criteria- Prioritizes Technical, Management, Cost or other factors
Section C - Statement of Work, Specification- Provides technical (Spec) and contractual requirements (SOW)
Sections L, M, and C are written by different groups, so disconnects may exist - ask questions!!
Development - RFP
L-3 Communications Proprietary
• Provides summary to every RFP requirement
• Used as a checklist to ensure compliance
• Provides traceability from requirement to proposal response
Development – Compliance Matrix
Item Source Description Comply Response Comments
1 I.2.a Data Items Yes Vol II 3.0 Understood
2 I.2.b Software Yes Vol III See data rights assertion in Attachment 4
L-3 Communications Proprietary
Core team
initiates the
Storyboards
-
Writers
complete the
Storyboards
-
White Team
reviews the
Storyboards
Development – Writing Assignments
VOLUME: WRITER: DUE DATE TO EDITOR:
OUTLINE LOCATION (NUMBER): SECTION NO.:
RFP/BAA REQUIREMENT:
EVALUATION:
THEME:
PAGES ALLOCATED: COMPLIANCE:
PROPOSED TABLE/FIGURE/DIAGRAM:
BENEFIT STATEMENT:
DISCRIMINATOR(S)
SOLUTION (SUMMARY OF SECTION) PARAGRAPH:
SUPPORTING PARAGRAPHS—RECOMMEND A SOLUTION; OFFER PROOF:
RISKS AND MITIGATION
GHOST THE COMPETITION:
Section Art
Proposed Title for Figure
________________________________________________________________________
Proposed Action Caption
________________________________________________________________________
L-3 Communications Proprietary
Complete• Analyze RFP, SOW, Specification, and Terms & Conditions• Annotated Outline, Compliance Matrix, etc• Chief engineer, graybeard and white team reviews
Invite• Functional managers• Volume managers/leads• Writers, editors, and estimators
Present• Program overview• Compliance Matrix and draft Storyboards• Annotated Outline and assignments / content• Proposal Themes and “Win” strategy• Input requirements (writing and estimating)• Proposal Schedule and Program Schedule• Due dates and internal/external review schedule
Execution - Kick off Meeting
L-3 Communications Proprietary
Major Milestones
1 2 3 4 5 6 7
1 2 3 4 5 6 7
1 2 3 4 5 6 7
1 2 3 4 5 6 7 8 9 10 11 12 13 14
1 2 3 4 5 6 7
1 2 3 4 5 6 7 8 9 10 11 12 13 14
8 9 10 11 12 13 14 15 16 17 18 19 20 21
8 9 10 11 12 13 14
15 16 17 18 19 20 21
15 16 17 18 19 20 21
15 16 17 18 19 20 21
15 16 17 18 19 20 21
15 16 17 18 19 20 21
15 16 17 18 19 20 21
22 23 24 25 26 27 28
22 23 24 25 26 27 28
29 30
Week 3
Review Rationale
Complete Final Pricing
Orange Border Review
Red Border Review
Complete Written Vol's
Pink Team Review
Corporate Review (ERB)
Notional 30-day Schedule
Gray Beard Review
Week 2
Week 3Receive RFP
Complete 1st Draft
Week 4
Process Step
Ship Proposal
Complete Final Draft
Prepare Cost Estimates
Week 2
Analyze Customer Doc's
Week 1
Complete Storyboards
Chief Engineer Review
Due Date
Week 4
Red Team Review
White Team Review
Develop Solution
L-3 Communications Proprietary
A well-done proposal may not be the reason you won the program;
however, a poorly-done proposal may be to reason you lost it!
Conclusion
L-3 Communications ProprietaryVersion 2.2
30
Transitionto
Development?
Stop
ConceptDefinition
ConceptPlanning
Budgeting Priority
ConceptDefinition
Contracting
Activity Execution
Assessment
ExperimentPlanning
IntegrationOnly
?
Yes
Yes
No
No
No
Try Again?
Yes Plug &Play
?
Yes
MissionIntegration
EnterprisePlanning
Budgeting Priority
Contracting
Production/DeployIntegration Execution
Assessment & Certification
Shortfalls?
Operations
SoS Requirementsand Ops Architecture
VersionPlanning
InfrastructureMod
Application Mod
Stop
Operations &Support
O&SPlanning
MaintFix
Budgeting Priority
Mod Requirements Definition
Contracting
Mod Development Execution
Assessment & Certification
Mod Deployment Planning
Deployment
Operations
Shortfalls?
Yes Stop
Yes
Acquisition & Development
DevelopmentPlanning
FieldingDecision
Budgeting Priority
Requirements Definition
Contracting
Development Execution
Assessment & Certification
PackagePlanning
AnotherSpiral
Stop
Initial Processes Cut Across Initial Processes Cut Across The Life CycleThe Life Cycle
L-3 Communications Proprietary
CSW Risk Management (RM)Policy Y-171Procedure P-269Guideline G-601
Proposal Team TrainingREBrown – Date
L-3 Communications Proprietary
Policy Y-171
The purpose of risk management is to
identify potential problems before they
occur so that risk-handling activities can be
planned and invoked … to mitigate adverse
impact on program objectives.
L-3 Communications Proprietary
Policy Y-171 ScopeRequirement
Program Type Definition Requirement
Key Programs •Any program over $10M•Any fixed-priced program with development (NRE) content over $1M•Any cost-type program with development (NRE) content over $5M•Any other program specifically identified by the Director or Vice President responsible for the program
Mandatory
Small Programs •Any program over $100K and less than $10M with software or hardware deliverables, not covered by key program criteria.
Tailored organization and procedures as defined by this document
All other programs •Does not meet definition for Key or Small Programs.
Not required
L-3 Communications Proprietary
Policy Y-171 Responsibilities
Program Manager Buck stops here
Program Team Executions begin here
VP Finance Coordinators and tools
VP HR Training courses
Bus. Area VPs Trained program managers
VP Engineering Trained PE, LSE & leads
VP Operations Trained OPM & OPE
VP Quality Trained quality leads
L-3 Communications Proprietary
Procedure P-269
Define riskmanagement
strategy
Identify andanalyze risk
Handle risk
Defined at theCS-W division
level
High risk shouldreceive financial
consideration in theproposal
High risk should bebriefed in Red Border
Develop risk plans forhigh risk issues
Establish thresholds foracceptable risk
Develop mitigation planwhen potential impact
can be reduced
Develop contingencyplan when no action
can be taken to avoid,transfer or mitigate risk
Report risk status
Identify risk issues
Assess theprobablility of
occurence
Assess the severity ofimpact
Planning ExecutionPolicy
L-3 Communications Proprietary
Procedure P-269 Risk Levels
Very Likely > 90%
Likely 60 - 90%
Possible 40 - 60%
Unlikely 10 - 40%
Very Unlikely < 10%
Performance 0 - Minimal
Acceptable with some
reduction in margin
Acceptable with
significant reduction in
margin
Acceptable with no
remaining margin
Unacceptable
Schedule 0 - Minimal < 5% 5 - 7% 7 - 10% > 10%
Cost 0 - Minimal < 5% 5 - 7% 7 - 10% > 10%
Low Minor Moderate Significant High
Pro
bab
ilit
y o
f O
ccu
rren
ce
IMPACT of Occurrence
Low
Medium
High
L-3 Communications Proprietary
Procedure P-269 Process
PrepareIdentify
Risks & Hazards
Assess &Prioritize Risks
Decide OnControlOptions
EstablishHandling Plans
MonitorHandling Plans
ImplementHandling Plans
1 2
5
7
3
4
6
YES YES
YES
YES
NO
NO
NO
NO
ReviseRisk Plan
Risk PlanWorking? New Phase
or KeyStakeholder?
Key MilestoneApproaching?
"n" MonthsSince Last
Assessment?
L-3 Communications Proprietary
Procedure P-269 Organization
Includes all team members:
Risk Management Board (RMB)
Program ManagerProject EngineerOperations ManagerCustomer PM
Risk Management Working Group(RMWG)
Integrated Product/Functional Team Leadership
Prime/Subs/Customer LeadershipBusiness Management Leadership
SEIT
System EngineerLead
Software Products
SoftwareLead
Integrated LogisticsSupport
Logistics EngineeringLead
Test & Evaluation
Test EngineeringLead
Risk CoordinatorRisk Coordination Group
Risk IdentificationOwnershipMitigation PlansMitigationExecutionReporting
ProcessToolsTrainingFacilitationReporting
RMB PreparationIPT/Functional TeamRisk Adjudication
Risk ManagementProcessRisk Adjudication
OPS
Operations Program Manager
Hardware Products
IPT/FunctionalLead
Operations Team Leadership
Includes all team members:
Risk Management Board (RMB)
Program ManagerProject EngineerOperations ManagerCustomer PM
Risk Management Working Group(RMWG)
Integrated Product/Functional Team Leadership
Prime/Subs/Customer LeadershipBusiness Management Leadership
SEIT
System EngineerLead
SEIT
System EngineerLead
Software Products
SoftwareLead
Integrated LogisticsSupport
Logistics EngineeringLead
Test & Evaluation
Test EngineeringLead
Risk CoordinatorRisk Coordination Group
Risk IdentificationOwnershipMitigation PlansMitigationExecutionReporting
ProcessToolsTrainingFacilitationReporting
RMB PreparationIPT/Functional TeamRisk Adjudication
Risk ManagementProcessRisk Adjudication
OPS
Operations Program Manager
Hardware Products
IPT/FunctionalLead
Operations Team Leadership
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