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Scaling Your Capture and Proposal Management Processes to Fit Your Company
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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......

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.

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