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September 22, 2018 Photo © Dr. R.S. Frey
INTEGRATED VIEW OF ENTIRE OPPORTUNITY LIFECYCLE
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SustainedBusiness Success
Continuous Learning
and Improvement
FEDERALCUSTOMERS BOOKINGS
Business BusinessDevelopmenteveloooooppppppme
OperationsOperations
Infrastructure Infrastruuuuucture
Knowledge KnnowledddgeManagement aaaannnnnnaaaaggggggeeeeeeeemmmmmmmmmmmmeeeeee
(KM)(((((((((((((((((((((((KKKKKKKKMMMMMMMMMMMM))
Proposal PProposalDevelopment
Capture CaptureManagementMMMMMMaaaaaannnnnnaaaaaagggggggeeeeeeeemmmmmmmmmmeeeeeeeennnnnnttt
OMERS BOOKINGS
BUSINESS DEVELOPMENT
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Business Intelligence (BI) Gathering
Knowing the customer set better than anyone else
Making sure you bid the Right Opportunity in accordance with your organization’s Strategic Plan
Understanding the Competitive Landscape
Business BusinessDevelopmentevelopme
Follow the Money
It’s all about winning:Winner is the Prime, as evaluated by the customer, whose approach (proposal) is demonstrably different and superior when evaluated against stated and unstated criteria.
Critical Questions:1. Who is the customer?2. What are the unstated criteria?3. Who are the competitors?
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Winning—10,000-Foot View
Photo © Dr. R.S. Frey
FOCUS ON BUSINESS DEVELOPMENT
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Business Developer’s job is to help the customer know what they want!
Management ApproachPerformance based?Do they like incumbent (company vs. staff)?Benefits important? Enough to pay more for better benefits?
Key PersonnelPM qualifications? Like current PM?Key personnel qualifications?Like current key personnel?Diversity important?
Staffing Plan100% incumbent capture? If not, who do they not like?Known staffing plan?Recruiting and retention important?
Technical ApproachStatus quo? Innovations?Processes?
Phase-InMost important?Special considerations?
CostBest value, Tradeoff, LPTA?#1 consideration?
Competition/Potential Teammates
Prefer large business or small business?Prefer local companies?Who do they like?Who do they not like?
Risk ManagementParticular risks? Qualification—What Does
The Customer Really Want?
FOCUS ON BUSINESS DEVELOPMENT CAPTURE MANAGEMENT
Solution Development
Resource Management in support of the opportunity
Effective teaming based on validated Gap Analysis
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Capture CaptureManagementMMMMMMMMMMMMMMMaaaaaaaannnnnnaaaaaaaaggggggggggggggeeeeeeeeemmmmmmmmmeeeeeeeeennnnnnnnntttttttt
tt
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Gap Analysis and Teaming
Current StateFuture State
EFFECTIVE CAPTURE MANAGEMENT PROPOSAL DEVELOPMENT
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Driving Solutions into
the Books
Proposal ProposalDevelopment
Data CallsTechnical SolutionsManagement SolutionsPast PerformanceRésumésGraphics
KNOWLEDGE MANAGEMENT
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Force Multiplier
Fact-based Decision Support
Rapid Proposal Prototyping
Knowledge KnowledgeManagement aaaannnnaaaaaaaggggggggeeeeeeeeemmmmmmeeeeee
(KM)((((((KKKKKKKKMMMMMMMMMM))))))
PROPOSAL DEVELOPMENTNTTTT——KNOWLEDGE MANAGEMENT DIMENSIONS
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KM = [(Processes + Tools) x Vision](People)(Culture)
• SharePoint 2016 (Microsoft)• Inforouter (Active Innovations)• Privia (Privia LLC)• DocuShare (Xerox)• Virtual Proposal Center
(Intravation)
• Best-of-breed proposal sections•Monthly Operating Reports• Off-site Managers Meetings• Annual Résumé Updates• Semi-Annual Project Citation
Updates
INFRASTRUCTURE
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Rapid Recruiting and Long-Term Retention
Timely and Accurate Invoicing
Quality Assurance (QA) Oversight
Accurate Cost Accounting
Representations and Certifications
Cost/Price Volume Development
Infrastructure IInnnnffffffrrrraaaaaassssssstttttrrrruuuuuuuccccccctttttuuuuuuurrrreeeeeee
OPERATIONS
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Aggressive Customer Satisfaction Program
Convert Bookings into Revenue
OperationsOOpppppeeeeeeerrrraaaaaatttttiiooooooonnnnnnsssssss
VIEWING THE OPPORTUNITY LIFECYCLE E JUST LIKEE A SERIES OF PROJECTS
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TUNITY LIFECYCLEE UST LIKEJU E A SERIES OF PRA FOCUS ON BUSINESS DEVELOPMENT
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INPUTSCompany ABC’s Strategic Plan and BD FunnelSponsored networking events, and interpersonal networking with colleaguesProcurement Forecast Data RepositoriesAgency Vendor Outreach SessionsDaily ExecutiveBiz HeadlinesFederalNewsRadio.comTradeshows, Conferences, WebinarsFederal Agency Industry PublicationsInsights from staff once employed by customer organizationFederal budget documents that indicate future prioritiesInsights from preferred teaming partnersCustomer Websites—Strategic Plans, Program Inventory, Organizational Structure, NewsroomCompetitor WebsitesTrade Associations and their WebsitesFederal Procurement Data Center (FPDC)—Next Generation
TOOLS & TECHNIQUESValue PropositionStorytelling/"Success Stories"Customized presentationsCall PlansOne-on-One Customer MeetingsGate Reviews/STEP ReviewsOpportunity Pipeline Tracking toolDeltek GovWin IQWhite PapersB&P Initiation Form
OUTPUTSFact-driven Business Case aligned with Company ABC’sStrategic PlanPopulated Gate or STEP Review DocumentDefined roles and responsibilities within Company ABC for the specific opportunityDocumented Call ReportsHigher Return on B&P Investment for Company ABCInputs for Capture Plan andProposal Directive
BD Process Built Upon PMBOK® 6th Edition Terminology and Concepts | Developed by: Dr. Bob Frey
EFFECECTIVEE CCCAPTUTURE E MAANNAAAGEEG MENNT
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INPUTS
Gate Decisions/STEP ReviewsCall Reports—Customer Hopes, Fears, Biases, Critical Issues, Success FactorsNotes from Site Visits and Industry DaysResults from Data Mining Customer Technical Library/PortalFreedom of Information Act (FOIA) Request Results, including Technical Progress ReportsResults of Web-Based Research
TOOLS & TECHNIQUES
Capture PlanPlan of Actions and Milestones (POA&M), Acceptability Criteria, and Achievement MetricsStrengths, Weaknesses, Opportunities, Threats (SWOT) AnalysisISO 9001:2015-defined Capture Processes
OUTPUTS
Robust Win Strategy White PaperInformed Pursuit Decision to Present to Executive LeadershipSolutions Sets for All Sections of the ProposalClearly Defined Roles and Responsibilities Across the Pursuit TeamJump-Start the Proposal Directive
Capture Management Process Built UponPMBOK® 6th Edition Terminology andConcepts | Developed by: Dr. Bob Frey
FOCUS ON PROPOSAL DEVELOPMENT
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Proposal Development Process Built Upon PMBOK® 6th Edition Terminology and Concepts Developed by: Dr. Bob Frey
INPUTSBusiness Intelligence (BI) from Business Developers (Call Reports)STEP/Gate ReviewsCapture PlansDefense Acquisition University (DAU) documentationPMBOK® 6th Edition (Management Approach)Systems Engineering Body of Knowledge (SEBoK)ISO/IEC/IEEE 15288:2015 (Systems Engineering)NIST Risk Management Framework (RMF)NIST Cyber Security FrameworkNIST Special Publications (SP)ISO 27001 (Cyber Security)Cloud Computing Adoption ModelInformation Technology Infrastructure Library (ITIL) V3 Service LifecyclePast Performance Questionnaires (PPQs)Department of Defense Information Enterprise Architecture (DoD IEA) Version 2.0Organization-specific Technical ChecklistsWeb-based Research Results (e.g., Gartner, Booz Allen white papers)
TOOLS & TECHNIQUES
Proposal Readiness Work Products©
Three-column Cross-Reference Matrix
Annotated Outline
OUTPUTS
Review-ready proposal work products
High probability of exacting compliance
PROPOSAL DEVELOPMENTNTTTT——PROPOSAL READINESS WORK PRODUCTSS©
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Photo © Dr. R.S. Frey
Photo © Dr. R.S. Frey
PROPOSAL DEVELOPMENTNTTTTTT——REMARKABLE VALUE OF F BLUE TEAM
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Present and assess
Proposal Readiness
Work Products©
Validate candidate
STRENGTHS
Build convergence of approach
Ensure executive-level
“skin in the game”
May involve corporate investments
Photo © Dr. R.S. Frey
PROPOSAL DEVELOPMENTNTTTTTT——BLUE TEAMM——IT’S A WORKING, PROPOSAL DEVELOPMEINTERACTIVE MEETING
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PROPOSAL DEVELOPMENTNTTTT——PATHWAY TO SUCCESSFUL L BLUE TEAM
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Proposal Process Built Upon PMBOK® 6th Edition Terminology and Concepts | Developed by: Dr. Bob Frey
INPUTS
RFP and Attachments, including Past Performance Questionnaire (PPQ)Your organization’s collective Business Intelligence (BI) about this program, associated technologies, stakeholders, governance, the Government’s future directions, and potential competitorsYour organization’s collective technical and programmatic successes on contracts of similar size, scope, and complexityCustomer Recognition/AwardsCPARS/PPIRS ReportsAward Fee ScoresYour organization’s collective record of past performance
TOOLS & TECHNIQUESCompliance MatrixAnnotated OutlineValidated STRENGTHS mapped to Evaluation Factors for Award in table formatSAR Model© Template for capturing and documentation Success StoriesProposal Readiness Work Products© and “Understanding, Approach, Value to Government” tablesStakeholder DiagramWin Strategy White PaperCalendar-style proposal response scheduleGap Analysis of BIPortal for Knowledge Transfer and communication
OUTPUTS for PRESENTATIONand Review at BLUE TEAM
Populated Compliance MatrixCompleted Annotated Outline2-page narrative-style “Win Strategy White Paper” with embedded table of “Evidence of STRENGTHS” mapped to Evaluation Factors for AwardFully populated SAR Model©Success StoriesCompleted Organizational ChartFully populated Proposal Readiness Work Product©
Completed Stakeholder DiagramCalendar-style Proposal Response SchedulePast Performance Citations synopsized to indicate Recency and Relevancy (size, scope, and complexity)BI gaps identified and documentedCandidate questions to Government
PROPOSAL DEVELOPMENTNTTTTTT——EMPHASIS ON N BLUE TEAM
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“SAR Model”© for Developing Proof Points/Validation
Situation: Characterize the program-, project-, or task-level situation or challenge that your Government or private-sector customer faced. Do this characterization in one (1) brief, clear, and compelling paragraph.
Action: Succinctly describe the specific actions that your organization’s staff took to solve the customer’s challenges. Be specific insofar as tools, techniques, processes, subject matter expertise, and/or staffing mix.
Results: Describe the results that your organization achieved for your customer both quantitatively and qualitatively. Describe how your organization’s actions resulted in improvements for the customer in the terms of enhanced performance quality, schedule adherence or compression, cost control or avoidance, and/or risk mitigation. A bulletized list of the results is an acceptable format.
c
Att
Rb
Think Textbox-Size
PROPOSAL DEVELOPMENTNTTTTTT——COMPLIANCE MATRIX
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“ROLLING REVIEWS”REVREEREVEVEVEEEVIEWIEWWIEWIEWIEWWWWS”
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CRITICAL PATH METHOD (CPM)M))——PMBOK® 66THH EDITION
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AdvancedBusiness
Development
SolutionDevelopment
(CaptureManagement)
Blue TeamReview
Production
OtherColor
Reviews
ProposalWriting
QualityCheck
Delivery ContractAward
Responseto ENs/FPR
Increasing Levels of Maturity
TIME
AdvancedBusiness
Development
SolutionDevelopment
(CaptureManagement)
Blue TeamReview
ProposalWriting
QualityCheck
ISO 9001:2015 5 andd PMBOK® 66THHH EDITION
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Repeatable Proposal Success
ISO 9001:2015155———PLAN
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Select the most appropriate reviewersMaintain continuity of reviewers across Color Review cyclesPrepare the reviewers in advance of the actual review session
Solicitation documents, including Appendices, CDRLs, DIDs, and AttachmentsAmendmentsQ&AsEvidence of STRENGTHS mapped to Evaluation Factors for Award
Develop checklists and templatesSchedule review outbriefings with advance notice to enable all reviewers to be physically co-located
DOING THE PROPOSAL REVIEWS PRODUCTIVELY
Facilitate Proposal ReviewsTo receive meaningful feedback, allow an adequate amount of timeBreak out the time to allow for:
Independent review of assigned sectionsSub-Team discussionsConsolidation of overarching feedback by sectionOutbriefing with all reviewers
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ELY
https://oqi.wisc.edu/resourcelibrary/uploads/resources/Facilitator%20Tool%20Kit.pdf
VERTICAL AND HORIZONTAL REVIEWS
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SEB View
Compliance + Validated Storyline + Comprehensible Presentation =High Win Probability
—Ms. Mona-Lisa Dunn, Department of Commerce PMO
Com
pliance
Structure
Answ
er the MailWin Strategies
View/STRENGTHSAssessment
Forward-Looking View
CustomerViewCompetitionView
PROPOSAL DEVELOPMENTNTTTTTT——RED TEAM M REVIEWER GUIDANCE AND PROPOSAL DCHECKLIST
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Validate that your organization proposal responds fully and comprehensively to the Government’s Proposal Evaluation Criteria.
Ensure that all of your solution’s FEATURES have corresponding well-defined and quantified BENEFITS to the Government.
Confirm that the proposal is convincing and persuasive in every section and subsection that you are assigned. Ensure that your company validated every assertion (claim) with quantitatively accurate and qualitatively rich facts.
Corroborate that your company presents clear and logical lines of argumentation (A B C D), and that the text supports the graphics, and the graphics "dovetail" with and are augmented by the text.
PROPOSAL DEVELOPMENTNTTTTTT——RED TEAM M REVIEWER GUIDANCE AND PROPOSAL DCHECKLIST
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Confirm that your company’s Past Performance is recent, relevant, supports what you say that you will do in your Technical and Management sections, provides confidence for the Government in your company’s ability to carry out your proposed approach, and describes improvements that you have made to operations or systems that benefited the projects cited as your past performance.
Assess that a “skim-reader” can quickly derive the essence of your offer. The process to ascertain this is to read only elevator speeches (introductory paragraphs) and textboxes (highlight boxes), and look at the exhibits (figures and tables)—Does your company’s overarching story come through clearly at this 10,000-foot level?
Validate that your Key Personnel write-ups display evidence that your staff have actually performed work that is directly relevant to your Technical and Management approaches, and will be of benefit to the Government during the contract lifecycle.
MOST IMPORTANT: Provide actionable guidance—need your specific “fixes,” edits, and recommendations for improvement. Use separate sheets to document these items as necessary. Put your name on every document on which you work.
e bess
to
Readiness for the CustomerAcceptability to Your Company
CHECK THROUGH THE REVIEW FEEDBACK
Collate
Deconflict
Assess the level of value
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CHECKACT
PLAN
DO
ACTIONS FOLLOWING THE REVIEWS
Contact the Subject Matter Experts referenced in the review feedback
Consider and implement the aggregated feedback using small Tiger Teams
Maintain exacting configuration control of text and graphics
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CHECKACT
PLAN
DO
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LEAN PRINCIPLES AND TOOLS
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LEAN PRINCIPLES AND TOOLS
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Current-State Value Stream Map (VSM)
FRFP
Kickoff Meeting
Writing Assignments
Distributed Content
Development of Disparate Proposal Modules
Assembly and Production
Pink Team Review of “Uneven” Content
Writing Assignments
Blue Team Review
SolutionRefinement
Initial Solution
DevelopmentKickoff Meeting
LEAN PRINCIPLES AND TOOLS
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Future-State VSM
FRFP
Pink Team Review
Interactive “Rolling Reviews”
Assembly and Production
Writing Assignments
Blue Team Review
SolutionRefinement
F
Initial Solution
Development
P
Kickoff Meeting
FOCUS ON KNOWLEDGE MANAGEMENT
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Proposal Process Built Upon PMBOK®® 6th Edition Terminology and Concepts | Developed by: Dr. Bob Frey
INPUTSCorporate Overview
Technical and Programmatic “Success
Stories”
Best-in-Class Proposal Modules with Graphics
CONUS/OCONUS Support
Results-focused Résumés
Success-driven Past Performance Citations
Awards – Government/Industry Testimonials
Contractor Performance Assessment
Reporting System (CPARS) Results
Customer Satisfaction Metrics / Award Fee
History
Technical Core Competencies
Quality Control/Quality Assurance Plan
Risk Management Process, Tools, and Results
Retention / Turnover Data
Training / Cross-Training / Technical Refresh
Programs
Recruiting Process / Record of Filling Open
Positions
TOOLS & TECHNIQUESApplication of Metadata
Content Analysis
Data Mining
Knowledge Mapping
Knowledge Audits
Intranets
Content Management Systems (CMSs) and Document Management Systems (DMSs) (COTS tools—SharePoint 2016, Privia Enterprise, Virtual Proposal Center [VPC])
OUTPUTS
Integration of Enterprise-wide Information
Structured and Queryable Data Sources
Supports Rapid Proposal Prototyping
Reduced Bid & Proposal (B&P) Costs
PMBOK® 6th Edition, Part 1-Guide, Section 4.4
FOCUS ON KNOWLEDGE MANAGEMENT
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Proposal Process Built Upon PMBOK® 6th Edition Terminology and Concepts | Developed by: Dr. Bob Frey
INPUTSAccounting System / Purchasing Mechanism
Reporting Process
Corporate Infrastructure Resources
Information Technology (IT) Assets
Management Processes and Tools
Subcontractor Management Methodology
Centers of Excellence/Innovation Labs
Incumbent Capture and Retention Rate
Safety Records
Performance-Based Contracting (PBC) / Service
Level Agreements (SLAs) / Metrics
Corporate Organization Chart
Best Practices / Lessons Learned
Total Compensation Plan (TCP)
Direct Experience with Relevant Federal
Statutes, Directives, Policies, and Standards
Relevant Acronyms
Technical and Programmatic Innovations
Cost Control Processes and Tools
TOOLS & TECHNIQUES
Data Warehousing
Communities of Practice (CoPs)
OUTPUTS
Supports Fact-Based Decision-Making
Increased Aggregate of Intellectual Capital (IC)
Breakdown of Information Silos
FOCUS ON KNOWLEDGE MANAGEMENT
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Proposal Process Built Upon PMBOK® 6th Edition Terminology and Concepts | Developed by: Dr. Bob Frey
INPUTSSchedule Control Processes and ToolsPublications in Professional Journals/Presentations at Professional ConferencesCorporate Social Responsibility (CSR) ProgramInventory Management ProcessesPhase-In / Phase-Out (Transition) PlanMedia/Web CoverageRelevant Photos / Screen Captures / GraphicsWorkforce Diversity / DemographicsEmployee Education and Skills ProfileKnowledge-Sharing ProcessesCorporate Certifications and Appraisals (e.g., ISO 20000, CMMI ML3, ISO 9001:2015)Business Alliances (e.g., Microsoft, Cisco, Oracle)Safety, Health, and Environmental (SHE) PlanContract Interim and Final Deliverables – Record of Success in terms of first-time acceptance and timelinessStandard Operation Procedures (SOPs)Cyber Security Plan / Physical Security PlanFacility Security Clearance / Individual Security Clearances (e.g., Top Secret, Q)Communications PlanAfter-Action Reviews (AARs)Interview Results from Subject Matter Experts (SMEs)
OUTPUTS
Increased efficiency and productivity—reduced instances of “reinventing the wheel”
NOW GO WIN STUFF!
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Photo © Dr. R.S. Frey
© D R© D R R© D R
Dr. Robert S. Frey, APMP Fellow, PMP®,
TOGAF V9.1 Foundation, MBA
Successful Proposal Strategies, LLC
11017 Devenish DriveOakton, VA 22124-1805
Photo © Dr. R.S. Frey
