PPT - PMI Baltimore Chapter

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Overview of Capture & Proposal
Management
for
PMI-Baltimore Chapter
Michael Hackett
July 2012
Purpose
• To provide an overview of:
• Capture Management
• Contracting processes with Dept of Defense
• Proposal Management
• To have PMI-Baltimore Chapter personnel better
prepared to support their company with growth
• Promote Project Management skills in Business
Development
Hope you learn something that can be
immediately applied!
Agenda
• Business Development Process
• Capture Management
Code of Conduct:
• Your Company’s Growth?
• BD-CMM Model
• Capture Plans –Build a Story!
• Proposal Process Overview
• Proposal Writing
• Closing Thoughts…..
Feel free to ask
questions that will
help overall
understanding of
material.
Honeywell Technology Solutions Inc.
OVER 50 YEARS PROVIDING QUALITY GOVERNMENT SERVICES
Space, Networks &
Communications
Logistics
Services
PROFILE
• Wholly-owned subsidiary headquartered in
Columbia, MD
• ~ 6,000 employees
• Over 100 locations: 21 countries, 33 states, the
District of Columbia
• More than 100 active contracts
Technical
Services
HERITAGE
• Bendix Radio (1950)
• Bendix Field Engineering Corporation (1961)
• AlliedSignal Technical Services Corporation
(1993)
• Honeywell Technology Solutions Inc. (2000)
-Dimensions International Acquired (2007)
Premier Provider of Solutions and Services!
Business Development Process
Strategize
Position
Pursue
Propose
Marketing
Team
Sales/
Opportunity
Team
 Includes traditional
Proposal
Team
sales and marketing
 Acknowledges different
benchmarks applicable based on
process goals
 Seeks common best practices
Delivery
Team
Negotiate
Transition
Business Acquisition Process - COMPLEX
Identify
Phase
Identify specific
targets of
opportunity
within approved
markets as
defined in the
Strategic Plan.
Qualified
Phase
Assess the
position of the
customer, the
competitors, and
your company,
and develop a
preliminary win
strategy.
Capture
Phase
Proposal
Phase
Refine the win
strategy and
develop a plan
to capture the
bid.
Write proposal,
Q&A, Past
Performance,
BAFO, and
Orals.
Post-Award
Phase
Assess the
effectiveness of the
process and the
product following
proposal delivery and
notification of award,
and communicate
results for lessons
learned.
RFP Released
-24 months
-12 months
-10 months
The Capture Manager is responsible for winning the opportunity!
Typical Government
Contracting Process
1
Develop
Acquisition
Strategy and Plan
2
3
Approval and
Funding
5
Establish Source
Selection
Authority
6
Conduct Market
Research
9
Send Draft
Documents
Contract Start-Up
8
Conduct Bidders
Conference
11
Receive Proposals
and Evaluate
13
Develop SOW
7
10
Answer Company
Questions
4
14
Release RFP
12
Announce Award
Debrief with
Companies
15
Contract
Performance
Contract
Shutdown
How does your company
plan for growth?
• What processes does your company have to
provide guidance on how to conduct BD?
• Who is responsible for growth?
• Do they have the authority to implement and
obtain necessary resources for support?
• Does the company have the infrastructure to
support growth?
• What incentive is there to support BD efforts?
Top-Level View of the BD-CMM
Key Process
Categories
Customer
Focus
People
Capabilities
Themes
Increasing
Customer Value
Improving Performance
and Synergy
Building Competencies
and Teams
Enhancing Systems
and Processes
Levels
5
4
3
2
1
Optimizing
Optimizing
Managed
Managed
Defined
Defined
Key Process Areas (KPAs)
 Innovation
and Transformation
 Relationship
Management
 Solution
Development
 Enterprise
Influence
 Quantitative Process
Management
 Organizational
Tactics
 Quality Management
 Business
Repeatable
Repeatable
Initial
Initial
 Response
 Ad
Generation
Hoc
Source: BD-Institute International www.bd-institute.org
Development
Administration
 Quality Control
 Business
 High-Performance
Teams
 Organizational
Competencies
Development
 Individual
Skills
Development
Develop
Systems Integration
 Infrastructure
Management
 Business
Development Processes
 Support Systems
 Sales/Capture
Procedures
 Work Environment
Components of the Model
1.
2.
3.
4.
5.
Maturity Levels
Maturity Levels
Indicate
Process
Capability
Contain
Initial
Repeatable
Defined
Managed
Optimising
Key
Key
Process
Process
Areas
Areas
(KPAs)
KPAs)
(
Key Process AreasKPAs)
(
Achieve
Areas where an
organization should focus
to improve its process.
Organised by
Goals
Common Features
Common Features
Address
Contain
Implementation/
institutionalization
Key
KeyPractices
Practices
Key Practices
Describe
Activities or
Infrastructure
Source: BD-Institute International www.bd-institute.org
•
•
•
•
•
Commitment to Perform
Ability to Perform
Activities Performed
Measurement
Verification
• Essential process
elements
• Communicate widely
applicable principles
What is Capture Management?
Capture Management is the process of winning an
opportunity from identification through award and
execution by:
1. Understanding the client’s requirements and expectations
2. Understanding the environmental and political conditions
3. Developing management, technical, pricing and teaming
strategies
4. Positioning your company for winning
5. Sharing lessons learned for future bids
Capture Management
Can we win? How will we win?
Strategic Thinking
Tactical Thinking
(Planning & Positioning)
(Project and Proposal Mgmt)
Customer
•Organization
•Key Decision Makers
•Politics
•Hot Buttons
•Problems
•Buying History
•Influence RFP
Competitive
Landscape
•Competition
•Teammates
•Customer Intimacy
•Past Performance
•Technical Capability
•Global Environment
Your Company
Process, Metrics,
Deliverables,
Innovations
•Take all the
information gathered
and weave into Win
Strategy
Win Strategy
Capture
Plan
Tollgate
Reviews
Actions
Budget
Proposal
Elements of a Capture Plan
External and Internal Analysis
1.
2.
Executive Summary
Opportunity Information and
Assessment
3. Customer Intelligence and
Communication
4. Teaming Analysis and Status
5. Competitor intelligence and Analysis
6. Your Company’s Competitive
Strategy
7. Value Proposition and Solution
8. Key Personnel and Staffing
9. Pricing Strategy
10. Past Performance
11. Risk Management
1. Elevator Speech
2. Customer, schedule, deliverables
3. Org., decision makers, reqts, and
hot buttons
4. Products/Services, past
performance, relationship with
customers, rates
5. SWOT Analysis
6. How does this position us?
7. What do we offer that is unique?
8. What expertise can we propose?
9. Price to Win?
10. PP to site and/or survey to CO?
11. What are the risks and what are
we doing about it?
Win Strategies, Discriminators, Themes
Win Strategy – a strategic assessment of what it will take to win a
procurement and a plan for how we can get there. Should address all key
evaluation criteria. The strategy should provide an attractive solution for
the customer that stands apart from the competition, neutralize strengths
the competition may have, and come in at a very competitive price.
Discriminators – something unique that only we can offer; no one else
can make the same claim. Government evaluators look for discriminators in
proposals to help them justify their decision. Tests for a winning
discriminator:
• Is it important in the eyes of the customer?
• Is it unique to your approach?
• Is it credible and defensible for you and not for the competitor?
Ghosting – a way to sell ourselves and “unsell” the competition by
alluding to competitors’ weaknesses and our strengths. By ghosting,
we try to influence the customer’s opinion by countering the messages of
competitors and highlighting our strengths.
Themes… Why Should the Customer Select Us?
• Themes are specific messages that are communicated
throughout the proposal. They are intended to
substantially influence the customer to choose us over the
competition.
• Themes present a rationale for why we should WIN
• Themes answer the question: “WHY SHOULD THE
CUSTOMER PICK US?” “What makes us special?” “Why
not the competition?”
• Themes should represent a BENEFIT TO THE CUSTOMER
Example: The Right People, Right Time at the Right Price
Build a Story!
Customer /Evaluators
1. What is the customer
concerned about?
2. How are you going to
resolve their problem
or issues?
3. Why should they
select your solution?
4. What are the risks of
not selecting your
solution?
Company Management Plan linked to
customers’ needs to include:
-Corporate reachback for support
-Team and Organization (Roles,
Responsibilities, Authority, Lines of
communication, etc..)
-HR: Recruiting, Staffing and Retaining
-Contracts and Subcontracts
-Financial Business Mgmt
-Procurement
-Quality and Safety
-Information Technology
-Risk Mgmt
-Technical Solution – Tech Volume
-Past Performance and For Examples
-Pricing Volume
Know your Competition!
Pursuit Team Organization: (Sample of Complex Proposal)
BD/Ops Executives
BD/Ops Directors
VPs/Directors
Capture Manager
(BD CM, SD, or Ops)
Teammate (TM)
Leads
(Key POCs/Interfaces)
Program Manager
(maybe other keys)
Proposal Manager
Proposal Coordinator
Editing, desktop
publications, graphics
Management Volume
Mgr/Lead
Technical Volume
Mgr/Lead
Past Performance
Volume Mgr/Lead
Contracts/Cost/Price
Volume Mgr/Lead
Technical Writers,
TM, Ops/SMEs &
ESUs
Technical Writers,
TM, Ops/SMEs &
ESUs
Technical Writers,
TM, Ops/SMEs &
ESUs
Contracts, SC, HR, IT,
Pricing, PBM, Fac, SB,
Procurement . . .
Sources of Capture and Proposal
Management Training
•
•
•
•
•
•
Association of Proposal Management Professionals www.apmp.org
Shipley Associates www.shipleywins.com
Hy Silver and Associates www.hsilver.com
Capture Planning www.captureplanning.com
Business Development Institute International www.bd-institute.org
Lohfeld Consulting Group Inc. www.Lohfeldconsulting.com
There are many others in the MD/DC/VA area!!
RFP / Proposal Phase
Request for Proposal
Analyzing the RFP
The typical RFP sections contain the following
information:
Schedule
Sections A-H
Contract
Section I
List of Documents, Exhibits, Attachments
Section J
Representatives and Instructions
Sections K-M
Analyzing the RFP
The typical RFP sections contain the following
information:
Section A: Solicitation/Contract Form (e.g., SF33).
Customer, date of issue, date and location of delivery,
solicitation number, and point of contact.
Section B: Supplies or Services and Prices/Cost. Contract
Line Items (CLINS) to be priced.
Section C: Description/Specification/ Work Statement.
Scope of work to be performed, standards of workmanship,
and position qualifications.
Section D: Packaging and Marking. Point of delivery.
Analyzing the RFP (Continued)
Section E: Inspection and Acceptance. Quality Program
requirements.
Section F: Deliveries of Performance. Period and place of
performance.
Section G: Contract Administration Data.
Section H: Special Contract Requirements. Organization
conflict of interest, list of key personnel, cost reporting
requirements (e.g., Cost/Schedule Status Report [C/SSR]),
Notice of Service Contract Act (SCA) applicability,
subcontracting plan, and transition data.
Analyzing the RFP (Continued)
Section I: Contract Clauses.
Section J: List of Attachments. Attachments can include SOW, Wage
Determination, position descriptions, and Government-Furnished Equipment
(GFE) lists.
Section K: Representations and Certifications. Representations,
certifications, and other information.
Section L: Instructions, Conditions, and Notices to Offerors. Proposal
preparation instructions, pre-proposal conference, bidders’ library
information, security clearance requirements, and alternate proposal
requirements.
•Section M: Evaluation Factors for Award. Evaluation criteria.
Authors should be familiar with entire RFP, especially Sections L, M, and
the SOW.
You have to read the RFP carefully because some
requirements may need to be addressed in both the Technical and
Management volumes and as a separate plan.
Process Overview and Schedules – Complex Proposal
•
•
•
After Solicitation (RFP) Release / Leadership Go Decision
Includes Proposal Development & Submittal
(not Post-proposal work: Q&A, Orals, FPR)
30 or 45 Day Schedules
Sample 30-Day
Sample 45-Day
RFP
Issu e d
& C o p ie d
RFP
Issu e d
K icko ff
& C o p ie d
M e e tin g
A n a lysis/
P re p a ra to ry
W o rk
D e ve lo p /R e vie w
W o rksh e e ts
W rite F irst
D ra ft
A n a lysis/
P re p a ra to ry
W o rk
Red Team
R e vie w
1
1
2
3
4
Red Team
R e vie w
16
17 18
C P 792003b.ppt
5
6
7
8
9
10
11
12 13
14 15
19
20 21
22 23
F in a l P ro d u ctio n
24
25 26
27 28 29
D e live ry
30
3
4
D e ve lo p /R e vie w
W o rksh e e ts
5
P in k T e a m R e vie w
16
W rite F in a l D ra ft
2
K icko ff
M e e tin g
17 18
19
20 21
W rite F in a l D ra ft
31
34
cp792003a.ppt
7
8
9
10
W rite S e co n d D ra ft
Red Team
R e vie w
32 33
6
W rite F irst D ra ft
35 36
22 23
24
11
12 13
14 15
R e d T e a m R e vie w
25 26
27 28 29
F in a l P ro d u ctio n
37 38
39 40
41 42
30
D e live ry
43 44
45
Proposal Process – Post RFP Release
RFP
Release
Preliminary
Activities
• Distribute and Analyze RFP
• Develop Structure and Outline
• Determine Schedule and Activities
• Refine Org Chart
• Develop Proposal Plan
Tech/Mgmt/Past Performance Proposal Process
Develop/
Review
Storyboards
Kick-off
Meeting
Cost
Strategy
Review
Write First
Draft
Pink Team
Review
Write
Second
Draft
Red Team
Review
Final
Production
Resources
& Training
Gather
Cost Data
Write Final
Draft
Develop
Rates
Bid
Review
Cost Proposal Process
Generate
Cost
Proposal
Red Team
Review
Proposal
Delivery
Storyboards!
• Help the proposal team identify, evaluate, and agree upon
proposal approach early in the development cycle.
• Formally provide authors with their assignments and initial
guidance.
• Have authors think through and summarize their approach
in outline form before starting to write!
• Provide a quick-look at overall approach to fine tune it early:
–
–
–
–
–
–
–
Outline of Approach
Features and Benefits of Approach
Theme Statement
Draft graphics
Innovations
Risks
Past Performance or examples of proven approaches
Proposal Writing – “101”
Reqt’s
L&M
Compliant
Compelling
Hot
Buttons
SOW
What
Past Performance
How
For Example
Features , Benefits and Substantiation
Innovations
Win Themes
&
Discriminators
Graphics
Risks & Mitigation
Writers should focus on each of these elements to Hit the Target!
Grab Their Attention Without Reading!
Think Like A Kid!
Who?
What?
Where?
When?
Why?
Key Proposal Terms - REVIEWS
• Black Hat and Blue Team Reviews: A countermeasure
tactic used to strengthen our win strategy. Key individuals
simulate our competitor’s perception of our company’s
strengths, weaknesses, and strategies. This input is then
used to anticipate our competitors’ probable approach
to beating us. The results are strategies, themes,
discriminators, and solutions developed to respond to
these specific threats.
• Pink Team: An internal review, conducted early in the
proposal process to ensure that the authors are on the
right track and storyboards match Capture Plan
Key Proposal Terms - REVIEWS
•Red Team: Conducted when a complete draft of
the proposal has been prepared. Made up of
people who are independent in developing the
proposal. A review for compliance and
messaging.
•Gold Team: A final high-level review of the
proposal to ensure that Red Team changes have
been made and that the proposal is ready to be
submitted.
•Book Check: The complete check of every page
in each copy to ensure printing/production was
completed correctly.
Ex: Human Resources (HR): Roles/Responsibilities
•
•
•
•
•
•
•
•
•
•
•
•
•
•
HR Proposal Strategy
Coordination of Job Fairs
Initial resume & candidate assessment
Recruiting & Hiring (including key personnel)
Labor Mapping
Total Compensation Plan
Staffing Strategy Plan
Job Descriptions
Union Strategy & Approach
Collective Bargaining Agreements
Talent Management Plan
Learning/Training programs
Proposal Content as required
Contract Start-up Activities (Post Award)
Key Deliverables:
1. Labor mapping & salary ranges
2. Job Descriptions
3. Benefits & Total Compensation Plans
4. Proposal input for learning & training programs
Key
Activities
Capture Mgmt Aligns with PMP
•
•
•
•
•
•
•
•
•
Integration Mgmt
Scope Mgmt
Time Mgmt
Cost Mgmt
Quality Mgmt
HR Mgmt
Communication Mgmt
Risk Mgmt
Procurement Mgmt
Cuts across Organization
Bid to the RFP!
Meet customer deadlines
Price to Win /B&P budgets
Ensure accuracy
Recruit, Staff, Comp Plans
Throughout all phases/levels
Identify and Mitigate/Accept
Include BOMs, Suppliers
Why should Project Managers be concerned
about Capture Management?
• A growing discipline/approach that can be developed
within your company
• Increase your Project Mgmt skills across disciplines
for a multitude of stakeholders
• You can assist your company to increase revenue,
customer base, and hopefully be rewarded for
efforts!
• Promote the proper use of Project Mgmt techniques
and demonstrate application of the tools
Everyone is responsible for Business Development!
Michael Hackett
Program Manager
Honeywell
Work: 410-964-7766
Cell: 410-585-4595
[email protected]
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