Are Good Proposal Managers
Two Faced?
Yes, and they have to be!
Kristin Pennypacker, AM.APMP
Lohfeld Consulting Group
|2012
Sheraton Dallas Hotel, Dallas, Texas | May 22-25, 2012
Agenda
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Which scenario are you in?
When should you bring in the Proposal Manager?
The Strategic Proposal Manager and activities to
engage early in the capture/ strategy phase
Transition to proposal development and switching to
a tactical focus as a Proposal Manager
Conclusion
Which scenario are you most
familiar with as a Proposal Manager?
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Scenario 1
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“We expect the RFP to hit sometime soon, maybe in the
next two weeks, and we need to identify a proposal
manager and get them up to speed quickly”
Scenario 2
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“We are building a core team to pursue this opportunity
and would like to bring you on as the proposal manager”
When should you bring in the
Proposal Manager?
The Strategic Proposal Manager
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Help identify information gaps and plan to obtain the
information needed to write the proposal
Identify and develop the pre-proposal products
 Program Management Plan
 Resumes
 Draft Proposal Outline
 Past Performance
 Teammate Data Calls
 Executive Summary
 Graphics
 Win Themes
Establish relationships early
 Core team
 Executive leaders
 Teammates
Setting the Boundaries
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Clearly define roles between the capture
manager and the proposal manager
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Candid conversation on swim lanes
Document roles – leave no ambiguity
Agreed upon leadership structure
Chance to build the working relationship to
develop a good working cadence with the capture
manager before the RFP drops
Knowing the Core Team
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Have you worked with these folks before?
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Do they have any proposal experience?
What was their previous proposal experience?
Does the team need training in advance?
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Developing win themes?
Writing a resume?
Developing a technical approach?
Preparing for orals?
Be Engaged with the Teammates
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Become familiar with teammates and their
capabilities
Set expectations for proposal development
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Given the short turn around do you need a 24 hours
response time? Available on the weekends?
Brief the leadership structure and lines of authority
Explain your companies proposal process
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Gate reviews can be different from company to company
Understanding Leadership
Involvement
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Take the time to understand the expectations
and participation level of the Partner, Vice
President, Account Executive
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How involved will they be?
Will a set core of reviewers be present for the gate
reviews?
Have the leadership at key meetings where
critical decisions are needed
Develop Pre-Proposal Products
During Capture
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Help develop materials and concepts to move
the proposal forward before the RFP drops
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Win Themes
Past Performance
Management Approach
Staffing Approach and Resumes
Teammate Data Calls
Proposal Management Plan
Developing Win Themes
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You will need a solid grasp of the information to write the
proposal
 Understand the clients perceptions, issues, preferences,
objectives and goals.
 Why Us?
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Capabilities
Resources
Value proposition
Evidence
Why Not the Competition?
• Their capabilities and past performance
• Resources and likely approach
• Cost
Selecting the Past Performance
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Work with the Past Performance lead to
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Identify a list of potential quals early
Build a matrix that shows coverage across the
SOW
• Where are the gaps?
• Have we included our teammates?
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Perform an internal due diligence
• What do the CPARs look like?
• Do we know that the customer will provide with a
positive questionnaire response?
Understanding the Program
Management Approach
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Start making decisions based on anticipated
client, procurement and execution issues
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Organizational structure
Recruit, Maintain, Train and Retain
Task Order Process
Staffing approach
Managing Cost, Schedule and Performance
Quality Control
Program Management Tools
Infrastructure and Facilities
Developing Resumes, Cameos and
Personnel Qualification Matrix
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Build resume template to show how staff experience
maps to the SOW and labor categories
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Highlight relevant knowledge
Experience
Education and Certification
Skills
Develop a matrix to show how our proposed staff
meet or exceed the requirements
Elements of Teammate Data Calls
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Corporate history
Capabilities including certifications
Staffing matrix to include clearances, education,
certifications
Resume format
Past Performance template
Company logos
Pricing
Awards and Bravo Zulus
Creating the Proposal
Management Plan
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Documents all the elements for developing
the proposal
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Budget
Communication Plan
Resources/staffing
Information gathered during capture
Potential reviewers
Draft Schedule
Logistics
What the Strategic PM has focused on
during Capture Phase
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Identifies and prepares proposal products that will
be used during the proposal
Understands the customer territory – objectives,
history and relationships
Established key working relationships with core
team, teammates and leadership
Transition to Proposal
Development
Time for the Proposal Manager to
Switch from Strategic to Tactical
Once the RFP is released the PM
Switches to a Tactical Focus
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Analyze RFP
Confirm bid decision
Conduct Kick-off meeting
Refine the schedule
Establish daily operations
Standup
Develop the compliance
matrix
Refine or construct proposal
outline
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Validate/finalize solution
Construct or refine
storyboards
Begin writing
Execute Gate/milestone
reviews
Manage production
Submit proposal
Conclusion
Having a strategic facing Proposal Manager
during the capture phase helps to ensure that
the Capture Manager is attuned to what is
needed to enable the Proposal Manager to write
a compelling winning proposal.
So yes, good proposal
managers are two faced!
Contact Information
Kristin Pennypacker
Lohfeld Consulting Group
Phone: 703-282-1724
kpennypacker@lohfeldconsulting.com
www.lohfeldconsulting.com
PO Box 77272
Washington, DC 20013-7272
Phone: (202) 450-2549
www.apmp.org