Right-Sizing Your Capture and Proposal Process<br />A practical approach to properly scaling capture and proposal process ...
Agenda<br />Objective & overview <br />The five key elements<br />Practical application<br />Small firm<br />Mid-sized fir...
Objective & Overview<br />
Objective & overview<br />Size, nature, and culture are critical components to consider when developing  and implementing ...
Use the right tool for the job<br />Different vehicles serve different purposes<br />The key is to use the right vehicle f...
Without return in
Efficiency
Effectiveness
increased Pwin</li></ul>Large Corporation without detailed structure  = Inefficiency & Waste<br /><ul><li>Duplicative work...
Conflicting strategy & vision
Un-executable Ks</li></li></ul><li>Sustainability means success<br />“[S]ustainability means conducting activities smartly...
Five phases of business development<br /><ul><li>Organize capture team
Understand customer requirements and objectives
Develop preliminary solution
Position solution with customer
Assess competition
Develop win strategy
Build/execute teaming strategy
Establish price to win
Assess risk
Conduct pursuit progress and preliminary bid decisiongate reviews
Identify opportunity
Meet with customer
Qualify opportunity
Start capture plan
Prepare opportunity assessment package and conduct review
Assign proposal resources
Develop strawman RFP
Review solution against RFP
 Review/approve storyboards
Identify and develop early-stage proposal products
Draft oral presentation
Finalize proposal development plan
Plan kickoff meeting
Conduct pre-proposal gate review
Conduct closure strategy
Clean up proposal files and archive
Receive award notice
Attend debrief
Assist with protests
Conduct lessons-learned review
Conduct continual improvement gate review
Hold win party!
Transition to operations
Confirm bid decision
Finalize and validate proposal outline, design, and resources
Conduct kickoff meeting
Finalize solution
Finalize storyboards and conduct Blue Team
Begin writing proposal
Review/approve price proposal approach
Conduct Pink/Red reviews and edit
Conduct Gold review
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Scaling Your Capture and Proposal Management Processes to Fit Your Company

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By examining implementations of capture and proposal management processes in large, mid-tier, and small businesses highlights how the right processes can increase efficiency. Learn the factors needed to assess your processes and receive a road map to scale these processes to your needs.

Published in: Business

Transcript of "Scaling Your Capture and Proposal Management Processes to Fit Your Company"

  1. 1. Right-Sizing Your Capture and Proposal Process<br />A practical approach to properly scaling capture and proposal process and infrastructure<br />June 2, 2010<br />Hélène J. Courard, J.D., AM.APMP<br />
  2. 2. Agenda<br />Objective & overview <br />The five key elements<br />Practical application<br />Small firm<br />Mid-sized firm<br />Large firm<br />Conclusion<br />Summary chart<br />
  3. 3. Objective & Overview<br />
  4. 4. Objective & overview<br />Size, nature, and culture are critical components to consider when developing and implementing a capture and proposal process<br />
  5. 5. Use the right tool for the job<br />Different vehicles serve different purposes<br />The key is to use the right vehicle for the size of the job<br />Small Business PCOE?<br /><ul><li>drain resources (money, time, and human capital)
  6. 6. Without return in
  7. 7. Efficiency
  8. 8. Effectiveness
  9. 9. increased Pwin</li></ul>Large Corporation without detailed structure = Inefficiency & Waste<br /><ul><li>Duplicative workload
  10. 10. Conflicting strategy & vision
  11. 11. Un-executable Ks</li></li></ul><li>Sustainability means success<br />“[S]ustainability means conducting activities smartly and efficiently in ways that are economic, renewable and repeatable. More and more companies are realizing that integrating sustainability into their core processes can help them survive or even thrive during the downturn.”<br />Don’t Give Up Sustainability Now or You’ll Pay Later<br />by Bruno Berthon and Eric Lowitt<br />04.20.09 Forbes.com<br />
  12. 12. Five phases of business development<br /><ul><li>Organize capture team
  13. 13. Understand customer requirements and objectives
  14. 14. Develop preliminary solution
  15. 15. Position solution with customer
  16. 16. Assess competition
  17. 17. Develop win strategy
  18. 18. Build/execute teaming strategy
  19. 19. Establish price to win
  20. 20. Assess risk
  21. 21. Conduct pursuit progress and preliminary bid decisiongate reviews
  22. 22. Identify opportunity
  23. 23. Meet with customer
  24. 24. Qualify opportunity
  25. 25. Start capture plan
  26. 26. Prepare opportunity assessment package and conduct review
  27. 27. Assign proposal resources
  28. 28. Develop strawman RFP
  29. 29. Review solution against RFP
  30. 30. Review/approve storyboards
  31. 31. Identify and develop early-stage proposal products
  32. 32. Draft oral presentation
  33. 33. Finalize proposal development plan
  34. 34. Plan kickoff meeting
  35. 35. Conduct pre-proposal gate review
  36. 36. Conduct closure strategy
  37. 37. Clean up proposal files and archive
  38. 38. Receive award notice
  39. 39. Attend debrief
  40. 40. Assist with protests
  41. 41. Conduct lessons-learned review
  42. 42. Conduct continual improvement gate review
  43. 43. Hold win party!
  44. 44. Transition to operations
  45. 45. Confirm bid decision
  46. 46. Finalize and validate proposal outline, design, and resources
  47. 47. Conduct kickoff meeting
  48. 48. Finalize solution
  49. 49. Finalize storyboards and conduct Blue Team
  50. 50. Begin writing proposal
  51. 51. Review/approve price proposal approach
  52. 52. Conduct Pink/Red reviews and edit
  53. 53. Conduct Gold review
  54. 54. Produce and quality check proposal
  55. 55. Conduct proposal submission gate review</li></ul>What’s important?<br />EVERYTHING!!!<br />7<br />
  56. 56. So, how do you prioritize?<br />
  57. 57. The Five Key Elements<br />
  58. 58. What are the key elements?<br />Establish budgets<br />Develop a strategic plan: prioritize efforts, engagements, and pursuits<br />Define and engage non-funding resources <br />Define and implement reviews<br />Dynamic workspace with reusable content<br />
  59. 59. Practical ApplicationA Small Company<br />
  60. 60. Establish budgets<br />Develop a strategic plan: prioritize efforts, engagements, and pursuits<br />Define and engage non-funding resources <br />Define and implement reviews<br />Dynamic workspace with reusable content<br />
  61. 61. Consider both overall infrastructure and per opportunity costs<br />Infrastructure<br />staff, tools, equipment<br />Pursuits <br />Include overhead and B&P funding<br />Internal staff support to business development lifecycle<br />Think about staff augmentation for surge<br />Interview and identify firms for support based on your projected annual pipeline needs – before you hit panic mode<br />
  62. 62. Establish budgets<br />Develop a strategic plan: prioritize efforts, engagements, and pursuits<br />Define and engage non-funding resources <br />Define and implement reviews<br />Dynamic workspace with reusable content<br />
  63. 63. Define and prioritize core capabilities <br />“Core” means central functions<br />Top 3 to 5 maximum in highest to lowest priority order<br />If potential opportunity falls in that space prime, otherwise, lower priority<br />
  64. 64. Establish budgets<br />Develop a strategic plan: prioritize efforts, engagements, and pursuits<br />Define and engage non-funding resources <br />Define and implement reviews<br />Dynamic workspace with reusable content<br />
  65. 65. The bare minimum<br />
  66. 66. Establish budgets<br />Develop a strategic plan: prioritize efforts, engagements, and pursuits<br />Define and engage non-funding resources <br />Define and implement reviews<br />Dynamic workspace with reusable content<br />
  67. 67. Routine pipeline reviews<br />Number of opportunities in each category<br />Identified / Qualifying / Bidding / Awards<br />Budget status (B&P)<br />Resource status <br />Next 90-day calendar<br />Brief overview of each opportunity and pursuit status<br />
  68. 68. Quick look analysis for individual opportunity reviews<br />
  69. 69. Establish budgets<br />Develop a strategic plan: prioritize efforts, engagements, and pursuits<br />Define and engage non-funding resources <br />Define and implement reviews<br />Dynamic workspace with reusable content<br />
  70. 70. Establish a virtual workspace<br />Common drive with defined folder and parameters for<br />Reusable content<br />Style guide<br />Checklists, workflows, Point of Contact lists, etc.<br />Populate with key data <br />Project abstract write ups<br />Resumes<br />
  71. 71. Summary: small company culture<br />
  72. 72. Practical ApplicationMid-Sized Firm<br />
  73. 73. Establish budgets<br />Develop a strategic plan: prioritize efforts, engagements, and pursuits<br />Define and engage non-funding resources <br />Define and implement reviews<br />Dynamic workspace with reusable content<br />
  74. 74. Invest in infrastructure and plan for pipeline<br />Infrastructure <br />Staff, tools, equipment<br />Look at the pipeline, plan for pursuits <br />Overhead and B&P<br />Consider both cost of internal staff support to BD lifecycle as well as engaging consultants for surge<br />
  75. 75. Establish budgets<br />Develop a strategic plan: prioritize efforts, engagements, and pursuits<br />Define and engage non-funding resources <br />Define and implement reviews<br />Dynamic workspace with reusable content<br />
  76. 76. Define and prioritize core capabilities <br />Can be more than the 3-5, but need prioritized list of target areas for growth <br />Evaluate opportunities in line with priorities and allocate funds and resources accordingly<br />
  77. 77. Establish budgets<br />Develop a strategic plan: prioritize efforts, engagements, and pursuits<br />Define and engage non-funding resources <br />Define and implement reviews<br />Dynamic workspace with reusable content<br />
  78. 78. Staff a robust, dedicated team<br />
  79. 79. Establish budgets<br />Develop a strategic plan: prioritize efforts, engagements, and pursuits<br />Define and engage non-funding resources <br />Define and implement reviews<br />Dynamic workspace with reusable content<br />
  80. 80. Routine monthly pipeline reviews<br />
  81. 81. Comprehensive gate reviews<br />Varying degree of specificity for each of the following topics:<br />Forming capture team (people)<br />Understanding the requirements<br />Solution development<br />Positioning<br />Competitive analysis<br />Teaming<br />Price Strategy<br />Risks and mitigation<br />Business case<br />
  82. 82. Establish budgets<br />Develop a strategic plan: prioritize efforts, engagements, and pursuits<br />Define and engage non-funding resources <br />Define and implement reviews<br />Dynamic workspace with reusable content<br />
  83. 83. Documentation and repositories<br />Capture and Proposal Tool Kit<br /><ul><li>Document and define processes in formal handbook, wiki, web page, etc.
  84. 84. Boilerplate
  85. 85. Pre-Written Content
  86. 86. Graphics
  87. 87. Searchable Resume Database
  88. 88. Searchable Past Performance / Project Abstract Databases
  89. 89. Past Proposal Library
  90. 90. Establish more formal repositories for reusable content
  91. 91. Assign resource to manage and keep databases current (or outsource management and administration)</li></li></ul><li>Practical ApplicationLarge Firm<br />
  92. 92. Establish budgets<br />Develop a strategic plan: prioritize efforts, engagements, and pursuits<br />Define and engage non-funding resources <br />Define and implement reviews<br />Dynamic workspace with reusable content<br />
  93. 93. Invest in infrastructure | plan for pursuits<br />Infrastructure includes Proposal Center of Excellence (PCOE)<br />Detailed budgets for opportunities including overhead and B&P<br />Establish contracts with various consultants <br />Ensure sufficient talent in subject matter areas<br />Conflict avoidance<br />
  94. 94. Establish budgets<br />Develop a strategic plan: prioritize efforts, engagements, and pursuits<br />Define and engage non-funding resources <br />Define and implement reviews<br />Dynamic workspace with reusable content<br />
  95. 95. Detailed plans for each unit<br />Define and prioritize core capabilities for each business unit/sub-organization <br />Establish lines of authority and lead business unit for each scope/area <br />Evaluate opportunities in line with organizational priorities and allocate funds and resources accordingly<br />
  96. 96. Establish budgets<br />Develop a strategic plan: prioritize efforts, engagements, and pursuits<br />Define and engage non-funding resources <br />Define and implement reviews<br />Dynamic workspace with reusable content<br />
  97. 97. Sophisticated, mature organization<br />
  98. 98. Establish budgets<br />Develop a strategic plan: prioritize efforts, engagements, and pursuits<br />Define and engage non-funding resources <br />Define and implement reviews<br />Dynamic workspace with reusable content<br />
  99. 99. Monthly pipeline reviews<br />Thresholds for each level involvement (Corp, Division, Unit) based on scope and nature of deals<br />Define escalation path for larger deals<br />
  100. 100. Individual capture reviews<br />At each stratified corporate level <br />Thresholds for each level involvement (Corp, Division, Unit) based on scope and nature of deals<br />Define escalation path for larger deals<br />
  101. 101. Establish budgets<br />Develop a strategic plan: prioritize efforts, engagements, and pursuits<br />Define and engage non-funding resources <br />Define and implement reviews<br />Dynamic workspace with reusable content<br />
  102. 102. Establish full scale PCOE<br />
  103. 103. Characteristics of a PCOE<br />
  104. 104. Conclusion<br />
  105. 105. Conclusion<br />A process without an understanding of the effect it has on the overall operation of the company result is worthless<br />Focus on scaling your process and infrastructure as a tool to move the company forward toward more efficient and effective growth<br />Keep the organization on target to grow business with the appropriate level of energy and resources so that the end goal is a natural consequence of the planning and process implemented to get there<br />
  106. 106. Contact Information<br />Hélène J. Courard, J.D., AM.APMP<br />Managing Director, Process & Infrastructure <br />Lohfeld Consulting Group, Inc.<br />Creating Winning Proposals for Government Contractors<br />1964 N. Vermont Street<br />Arlington, VA 22207<br />tel.: 703-424-3917 (m)<br />hcourard@LohfeldConsulting.com<br />www.LohfeldConsulting.com<br />http://www.linkedin.com/in/helenecourard<br />
  107. 107. Summary Chart<br />
  108. 108. Summary Chart<br />

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