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BD – 106CaptureManagement BestPracticesBest PracticesInsight 2011Presented byJennifer McKinney, Director, Capture360, INPU...
Enabling Success                          Project                     Human                Financial          Project     ...
Win More                          Project                     Human              Financial          Project               ...
Agenda Introductions Overview Positioning to Win Competitive and Self Assessment Case Scenario Capture 360 Question...
Capture ManagementAn Overview5   May 22, 2012   ©2011 Deltek, Inc. All Rights Reserved
Stages of Capture and ProposalProcess                                  Capture and Proposal Timeline           BD and/or C...
Overlapping Roles                                                    Business       • Early Phases                        ...
Capture Manager Charter                                                             Orchestrate Competitive Assessment   ...
Strategy Decision Conference Meeting of corporate officials, business  developers, technical specialists, capture team  m...
Getting to know your key players Source Selection Outside Influencers Division Directors Deputies Contracts Project ...
Value Proposition Offer Design to Win Themes and Discriminators Major Selling Points Selection Rationale Promises and...
Capture ManagementPositioning to Win12   May 22, 2012   ©2011 Deltek, Inc. All Rights Reserved
Positioning for the Win Establish yourself as the “Perceived Winner”        Demonstrate technical insight        Get th...
Selecting the Best Teammates Develop the winning criteria for team or prime contractor selection BEFORE  selecting the te...
Teaming Agreements Structure agreements early Make responsibilities clear      SOW areas      Marketing resources     ...
Bid/No Bid Decision Criteria Value to company                                             Client rapport Program viabil...
Importance of a Capture Plan Focuses Thinking Provides Discipline Surfaces Action Items Raises win probability     “Th...
Capture ManagementCompetitive and Self Assessment18   May 22, 2012   ©2011 Deltek, Inc. All Rights Reserved
Notional Winner Profile (NWP)                                                               This benchmark contains featu...
White Hat Exercise: YourStrengths  White Hat Your Strengths  Where are you strong?  What have been your successes?  Aw...
Black Hat Exercise: YourVulnerabilities Black Hat Your Vulnerabilities What are your vulnerabilities? How will a compet...
Competitive Assessment                                                              Match your company and your          ...
Competitive Analysis Brainstorming   Identify potential bidders & teaming arrangements   Delineate strengths and weakne...
Case ScenarioArmy Communication andTransmission Systems (CTS)24   May 22, 2012   ©2011 Deltek, Inc. All Rights Reserved
Army Communications andTransmission Systems (CTS)            Timeline/ Key Developments                                   ...
Customer Overview                              To provide PEO EIS & PM DCATS with turn-key solutions supporting full lifec...
Qualifications and Approach:Hardware                Support Area                                   Self   P1   P2   P3   P...
Qualifications and Approach:Services                Support Area                                   Self   P1   P2   P3   P...
Discriminators Demonstrated processes        ISO9001 certified        CMMI Level 5        Four process centric contrac...
Past Performance: Hardware                Support Area                                   Self   P1   P2   P3   P4 Fixed St...
Past Performance: Services                Support Area                                   Self   P1   P2   P3   P4 Transmis...
Past Performance: Management                 Support Area                                 Self   P1   P2   P3   P4     Str...
Pricing Considerations    CLIENT and its teammates offer the highest technical quality, surpassing     requirements and a...
Evaluation Criteria     Evaluation of Proposals                                     Evaluation of Task Order Proposals Te...
Potential Bidders PositioningMatrix35   May 22, 2012   ©2011 Deltek, Inc. All Rights Reserved
Competitive Environment Competitor                          Comments Rockwell Collins                    Awarded 36 DOs un...
Competitive Matrix Rate on a scale of 1 – 5 with 5 being the strongest         Evaluation                               W...
Customer Call Plan       Stakeholder                      Hot Buttons                       CLIENT                        ...
Risk Assessment     Critical Success Factor Status                              Reason and Mitigation Steps     Customer R...
Next Steps                    Activity                                 Who   Results     Meeting with P3 to confirm work s...
INPUT’s Capture360 ProgramKnow more.Do more.Win more.41   May 22, 2012   ©2011 Deltek, Inc. All Rights Reserved
INPUT’s Capture360 Program Provides in-depth intelligence on and analysis of major forthcoming U.S. Federal Government bus...
Capture360 Program Capture360 starts where INPUT’s opportunity reports leave off.      An independent, non-bidding captu...
Questions           www.twitter.com/deltek           www.facebook.com/deltekinc           www.linkedin.com/company/163414 ...
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Deltek Insight 2011: Capture Management Best Practices

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Transcript of "Deltek Insight 2011: Capture Management Best Practices"

  1. 1. BD – 106CaptureManagement BestPracticesBest PracticesInsight 2011Presented byJennifer McKinney, Director, Capture360, INPUTMark Wohlgemuth, Strategic Business Development Director, INPUT
  2. 2. Enabling Success Project Human Financial Project Manufacturing Resources Management Management Do More Market Teaming CRM and Capture Win More Intelligence Solutions Management Know More Business Performance Management Winning More Increasing Project Improving Cash Reducing the Cost Business Visibility Flow of Compliance2 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  3. 3. Win More Project Human Financial Project Manufacturing Resources Management Management Do More Market Teaming CRM and Capture Win More Intelligence Solutions Management Know More Business Performance Management Opportunity Proposal Customer & Teaming Identification Development Pipeline Mgmt3 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  4. 4. Agenda Introductions Overview Positioning to Win Competitive and Self Assessment Case Scenario Capture 360 Questions4 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  5. 5. Capture ManagementAn Overview5 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  6. 6. Stages of Capture and ProposalProcess Capture and Proposal Timeline BD and/or Capture Capture and/or Proposal6 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  7. 7. Overlapping Roles Business • Early Phases Development • Customer-Facing Manager • Middle Phases One key to Capture • Outside-Facing effective capture Manager management is a smooth transfer of the baton. Proposal • Later Phases Manager • Inside-Facing Different companies use different titles.7 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  8. 8. Capture Manager Charter  Orchestrate Competitive Assessment  Conduct Black Hat  Organize Strategy Session  Enter into Teaming Agreements Capture  Select Key Personnel  Prepare Capture Strategy Manager  Develop Themes and Discriminators Charter  Conduct Bid/No-Bid  Develop Budget Plan  Orchestrate Color Teams  Hand Proposal Manager a Workable Roadmap8 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  9. 9. Strategy Decision Conference Meeting of corporate officials, business developers, technical specialists, capture team members and subject matter experts to frame strategies, issues, decisions, actions, plans and approaches to pursue the opportunity Drives strategic options that form the basis for your Win Strategy.9 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  10. 10. Getting to know your key players Source Selection Outside Influencers Division Directors Deputies Contracts Project Personnel Business Development needs to identify these key players & make calls on these clients. Remember…the client you don’t visit probably won’t select you!10 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  11. 11. Value Proposition Offer Design to Win Themes and Discriminators Major Selling Points Selection Rationale Promises and Commitments Elevator Speech11 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  12. 12. Capture ManagementPositioning to Win12 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  13. 13. Positioning for the Win Establish yourself as the “Perceived Winner”  Demonstrate technical insight  Get the PM & technical experts the client wants  Establish strong relationships  Form the right team of subcontractors (grab the “liked” incumbents)  Advertise  Develop a creative, workable solution to the client’s problems  Have a local office  Offer the right price13 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  14. 14. Selecting the Best Teammates Develop the winning criteria for team or prime contractor selection BEFORE selecting the teammates or prime Avoid teaming just because it’s someone you already know…team to win! Develop effective SOWs Consider their:  Client relationships, incumbency & location  Key personnel  Technical insight & capabilities in relation to ours  Relevant contracts  Past performance  Pricing capability  Proposal capability  History of honoring their agreements w/integrity14 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  15. 15. Teaming Agreements Structure agreements early Make responsibilities clear  SOW areas  Marketing resources  Proposal resources  Marketing after win Do not make commitments before obtaining necessary approvals. The Business Development and/or Capture Manager along with Contracts implements nondisclosures & negotiates teaming agreements while coordinating w/senior management.15 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  16. 16. Bid/No Bid Decision Criteria Value to company  Client rapport Program viability  Knowledge of competitors Background experience  Subcontracting or teaming Overall technical capability  Client’s price strategy Responsiveness  Cost competitiveness Program execution risk  Overall competitiveness Most likely profit  Location & presence Most likely revenue  Staffing difficulty Cost to complete  Key personnel availability Key client contact  Proposal development risk A Gate Review PPT should be prepared and presented by the Business Development & Capture Manager.16 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  17. 17. Importance of a Capture Plan Focuses Thinking Provides Discipline Surfaces Action Items Raises win probability “Thinking is the hardest work there is, which is probably the reason so few engage in it.” Henry Ford17 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  18. 18. Capture ManagementCompetitive and Self Assessment18 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  19. 19. Notional Winner Profile (NWP)  This benchmark contains features of the “ideal” winning team from the vantage point of your customer  Core competencies  Experience  Past Performance  Size and resources  Products and services  Technical approach  Other The closer you come to meeting the NWP, the better your chances of winning.19 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  20. 20. White Hat Exercise: YourStrengths  White Hat Your Strengths  Where are you strong?  What have been your successes?  Awards, commendations  Measures of success  Obstacles overcome  First of a kind achievements Wear a “White Hat”20 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  21. 21. Black Hat Exercise: YourVulnerabilities Black Hat Your Vulnerabilities What are your vulnerabilities? How will a competitor use them? What lessons were learned? Play the role of a determined competitor Be honest Forecast how competitors might win Wear a Then develop countermeasures “Black Hat”21 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  22. 22. Competitive Assessment  Match your company and your competitors to the NWP, L and M  Insist on maximum participation  Assign importance factors or weightings  Assign scores One key to  Document rationale performing a valid and reliable  Avoid the tendency to underrate the Competitive competitors Assessment is to  Revisit competitive assessment cast a wide net throughout lifecycle of participants22 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  23. 23. Competitive Analysis Brainstorming  Identify potential bidders & teaming arrangements  Delineate strengths and weaknesses - ours & theirs  Incorporate into capture strategy and w/client and in technical, management & pricing proposal Simulation  Assemble group of people who know competition and procurement and have them develop a strategy to beat us Out-think and Out-work the Competition!23 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  24. 24. Case ScenarioArmy Communication andTransmission Systems (CTS)24 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  25. 25. Army Communications andTransmission Systems (CTS) Timeline/ Key Developments Opportunity Description Value Indicator • A multiple-award, task order, ID/IQ contract vehicle for “system-of-systems”, end-to-end communication, and transmission solutions for all of Program Total Contract Value: $10.5 BillionIndustry Day: May 2010 Executive Office – Enterprise Information Systems (PEO EIS) and other Base Period: 1 yearOne-on-One Sessions: Sep 2010 Defense customers Options: 4 option yearsDraft RFP: Dec 17, 2010 • The primary vehicle for Program Manager – Defense Communications and NAICS: 334220Comments Due: Jan 18, 2011 Army Transmission Systems (PM DCATS) to acquire communications-related Contract Type: Multiple award IDIQRFP Date: Sep 2011 hardware and ancillary services Number of awards: 10 (3 SBSA)Proposals Due: Nov 2011 • It will provide PEO EIS & PM DCATS with turn-key solutions supporting full Corporate Contract Value:Award: Aug 2012 lifecycle communications systems and technologies, and corresponding Probability of Win: management and administrative responsibilities to ensure voice, data and Weighted Contract Value: video services worldwide Incumbents Tasks Points of ContactAlthough this is a "new" vehicle, the work has been 70% Hardware: Contracting Officer:conducted under previous vehicles and task orders by the Fixed Station Satellite Systems (FS3) Sharla M. Stalderfollowing companies: Deployed Satellite Systems Office: 309-782-6556 Baseband, TCF, MCF, and Ancillary Equipment sharla.stalder@us.army.milDataPath, Inc. (Acquired by Rockwell Collins), Long-Haul Transmission SystemsTeleCommunciations Systems, Inc. (TCS), Boeing Radio Systems Contracting Specialist:Company, D&SCI (DSCI), General Dynamics, Wireless Systems Benjamin SiltmanGlobeComm Systems, Inc. (GSI), Lockheed Martin, Eyak Audio/Visual Systems Office: 309-782-3688Technology, Harris Corporation, Northrop Grumman, Critical AC/DC Power Environmental Systems (CADPES) benjamin.siltman@us.army.milRaytheon, ITT Corp, CACI, Apptis Component and Spares Latest News Wideband Planning, Management, and Control Likely Bidders Local Area Networks High probability primes: Harris, GD, L-3, 30% Services: Segovia, TCS, GSI, Serco, AT&T, Cobham,12/28/2010 - The Contracting Office confirmed again that Transmission Systems Support Raytheon, ITT, CACI, Northrop Grumman,the ceiling value of the CTS Program is $10.5 B. Operation and Maintenance Lockheed Martin, Rockwell Collins, ViaSat,Comments regarding the Draft RFP remain due by Mobile Maintenance Team Technicians (MMTT) and Help Desk Services SAIC, Hughes, BAH, DRS, MicroTech, SGIS,January 18, 2011 and shall be submitted electronically to Engineering System and Equipment Prototyping TKC IntegrationSharla Stalder, Benjamin Siltman and Joseph Bruggeman. Studies, Analysis, and ReportingAdditional information regarding instructions for submitting Construction Services Moderate probability prime: Apptis, CSC,Comments are available on page 2 of the Draft RFP. Integrated Logistics Support BAE Systems, SRA, DasNet, Boeing, MTN, Leasing of Systems, Facilities, and Equipment Trace Systems, JBM, Global SATCOM Technologies25 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  26. 26. Customer Overview To provide PEO EIS & PM DCATS with turn-key solutions supporting full lifecycle Customer Mission: communications systems and technologies, and corresponding management and administrative responsibilities to ensure voice, data and video services worldwide CTS vendors will provide integrated solutions that cover the life cycle of any given system and its relationship with other systems This “System of Systems” approach will integrate functional and particularly operational activities in the most technically proficient and cost-effective manner Systems will include commercial, modified commercial, and MIL-SPEC systems Program Description The objective of this acquisition is to obtain hardware and related support services in the following proportions: Hardware – 70% Services – 30% Incidental services may not be purchased on the CTS contracts as a stand alone procurement; they must be done in conjunction with a hardware purchase LTC James Craig will be program manager for CTS. Col. Jeff Mockenstrum, current PM Program Manager: DCATS, will be leaving in June 2011 and will be replaced by Clyde Richards. SSO/SSEB LTC James Craig, PM CTS. Craig Powderly, former deputy program manager of PM DCATS Membership: Relationship: Director, Business Management Division, PM DCATS Contractors must provide an integrated solution. Providing reliable communications is first and foremost, not infrastructure. Also, it is important to team with a firm already established at PM- Competitive Posture: DCATS, for example, DRS Technologies. They’ve performed on a number of task orders (20+ projects). Engineered Systems Incorporated also has a presence at the PM-DCATs office through land mobile radio systems.26 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  27. 27. Qualifications and Approach:Hardware Support Area Self P1 P2 P3 P4 Fixed Station Satellite Systems (FS3) Deployed Satellite Systems Baseband, TCF, MCF, and Ancillary Equipment Long-Haul Transmission Systems Radio Systems Wireless Systems Audio/Visual Systems Critical AC/DC Power Environmental Systems (CADPES) Component and Spares Wideband Planning, Management, and Control Local Area Networks27 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  28. 28. Qualifications and Approach:Services Support Area Self P1 P2 P3 P4 Transmission Systems Support Operation and Maintenance Mobile Maintenance Team Technicians (MMTT) and Help Desk Services Engineering System and Equipment Prototyping Studies, Analysis, and Reporting Construction Services Integrated Logistics Support Leasing of Systems, Facilities, and Equipment28 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  29. 29. Discriminators Demonstrated processes  ISO9001 certified  CMMI Level 5  Four process centric contracts completed with 100% award fee.  Guided a client’s process improvements resulting in a 10% cost reduction over the life of the contract.29 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  30. 30. Past Performance: Hardware Support Area Self P1 P2 P3 P4 Fixed Station Satellite Systems (FS3) Deployed Satellite Systems Baseband, TCF, MCF, and Ancillary Equipment Long-Haul Transmission Systems Radio Systems Wireless Systems Audio/Visual Systems Critical AC/DC Power Environmental Systems (CADPES) Component and Spares Wideband Planning, Management, and Control Local Area Networks30 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  31. 31. Past Performance: Services Support Area Self P1 P2 P3 P4 Transmission Systems Support Operation and Maintenance Mobile Maintenance Team Technicians (MMTT) and Help Desk Services Engineering System and Equipment Prototyping Studies, Analysis, and Reporting Construction Services Integrated Logistics Support Leasing of Systems, Facilities, and Equipment31 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  32. 32. Past Performance: Management Support Area Self P1 P2 P3 P4 Strategic and Operational Planning Process Improvement Cost Management Technical Assistance (program plans, organizational capacity, establishing programmatic and administrative data systems, analysis of data and training32 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  33. 33. Pricing Considerations CLIENT and its teammates offer the highest technical quality, surpassing requirements and a reasonable cost. Support Area Self P1 P2 P3 P433 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  34. 34. Evaluation Criteria Evaluation of Proposals Evaluation of Task Order Proposals Technical Proposals will be evaluated  Task Order Proposals will be on the basis of the following criteria: evaluated in accordance with the  Technical Sub-Factors = 56% criteria set forth in each request for task order proposal (RFTP).  Sample Task = 19%  Task Order Proposals will weight price  Performance Capability & more heavily as all offerors are Resources = 19% deemed to be technically qualified.  Technical Management = 18%  Performance Risk = 19%  Small Business Utilization = 15%  Price = 10%34 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved Source: CTS Draft RFP – December 17, 2010
  35. 35. Potential Bidders PositioningMatrix35 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  36. 36. Competitive Environment Competitor Comments Rockwell Collins Awarded 36 DOs under WWSS contract for $1.6B Lockheed Martin MILSTAR DSCS III - $451M Northrop Grumman VIS Engineering Services contract - $764M Boeing WGS Contract - $195M TCS, Inc Awarded 53 DOs under WWSS for $1.0B General Dynamics Awarded 18 DOs under WWSS for $1.2B DSCI Awarded 11 DOs under WWSS for $134M GlobeComm Awarded 5 DOs under WWSS for $309M Harris Corporation AN/GSC-52 Sat. Modernization - $338M + $49M ITT Corporation Ka-Band Satellite Earth Terminal - $260M36 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  37. 37. Competitive Matrix Rate on a scale of 1 – 5 with 5 being the strongest Evaluation Weight Self C1 C2 C3 C4 Factors Technical Rank Score Rank Score Rank Score Rank Score Rank Score (three parts) - Sample Tasks 0.19 3.0 0.6 4.0 0.8 4.0 0.8 3.0 0.6 3.0 0.6 - Performance Capability and 0.19 4.0 0.8 4.0 0.8 5.0 1.0 4.0 0.8 4.0 0.8 Resources - Technical 0.18 3.0 0.5 3.0 0.5 4.0 0.7 3.0 0.5 4.0 0.7 Management Performance Risk 0.19 3.0 0.6 5.0 1.0 5.0 1.0 3.0 0.6 3.0 0.6 Small Business 0.15 5.0 0.8 3.0 0.5 2.0 0.3 5.0 0.8 3.0 0.5 Utilization Price 0.10 4.0 0.4 2.0 0.2 2.0 0.2 4.0 0.4 5.0 0.5 Total Score 1.00 3.6 3.7 3.9 3.6 3.637 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  38. 38. Customer Call Plan Stakeholder Hot Buttons CLIENT Date of Results Message Visit Terry Watson Acting PEO capacity CLIENT is a highly qualified Late April Deputy Program Executive Officer, She will be involved in contractor with solid Army PEO EIS the source selection for experience and a team that 703-806-4235 CTS, possibly as SSA. knows PEO EIS terry.watson@us.army.mil Hari Bezwada Will likely influence the CLIENT has the capacity to Early May Chief Information Officer & proposal evaluation provide services on a short- Portfolio Integration Officer, PEO process and possibly act notice basis and has a team EIS as SSA for CTS. with knowledge of PM DCATS 703-614-9979 to anticipate requirements hari.bezwada@us.army.mil COL Jeffrey Mockensturm Scheduled to leave PM CLIENT understands the Late May Project Manager, DCATS position July 20, 2011. criticality of this contract in 732-532-7920 Clyde Richards will be integrating the disparate task jeffrey.mockensturm@us.army.mil his replacement. – order work under one vehicle Passionate about this and managing that vehicle for acquisition. PM DCATS. LTC James Craig Technically savvy PM CLIENT has the skills to Early June Program Manager for CTS, PM driving the CTS integrate the task order work DCATS acquisition. under one vehicle and to 732-532-7920 manage that vehicle for PM james.craig@us.army.mil DCATS. Dean C. Brabant New KO for the CTS CLIENT understands the Early June Contracting Officer, PEO EIS effort. Directed a review criticality of this contract in Contracting Division, CCRC-DC, of earlier Q&A for the integrating the disparate task RICC CTS procurement, which order work under one vehicle 309-782-5846 is why release of the and managing that vehicle for38 dino.brabant@us.army.mil ©2011 Deltek, Inc. All Rights Reserved May 22, 2012 Q&A has been delayed. PM DCATS.
  39. 39. Risk Assessment Critical Success Factor Status Reason and Mitigation Steps Customer Relationship P1 and P2 have work on existing vehicles; currently a sub on WWSS; Call plan developed to build additional customer relationship Customer Calls Call plan developed and plans for execution in February and March Technical and Management Solution Needs to be defined Competition Highly competitive solicitation with numerous incumbents Teaming NDA in place with P1 and P2 but still need Teaming Agreement Past Performance CLIENT has enough past performance to be credible as prime and with the right team Program Funding Funding appears to exist, however there is still some question about impact of GTACS Pricing Haven’t begun strategizing yet. Political Climate Changing leadership at PEO EIS. Difficulty differentiating work between CTS vehicle and GTACS vehicle (PEO EIS and PEO C3T)39 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  40. 40. Next Steps Activity Who Results Meeting with P3 to confirm work share – April 30 Finalize teaming agreements – May 15 Schedule black hat with teaming partners – June 30 Schedule meeting with Clyde Richards after he’s on-board – Late July40 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  41. 41. INPUT’s Capture360 ProgramKnow more.Do more.Win more.41 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  42. 42. INPUT’s Capture360 Program Provides in-depth intelligence on and analysis of major forthcoming U.S. Federal Government business opportunities Pursuit CI Reports Advisors Library Onsite Alerts & Debrief Updates42 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  43. 43. Capture360 Program Capture360 starts where INPUT’s opportunity reports leave off.  An independent, non-bidding capture team  Delivers detailed, in-depth, actionable intelligence on large-scale federal programs  Focuses on DoD and Civilian programs greater than $100 million Opportunity Reports Pursuit Advisor CI Report Capture36043 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
  44. 44. Questions www.twitter.com/deltek www.facebook.com/deltekinc www.linkedin.com/company/163414 www.youtube.com/user/deltekinc44 May 22, 2012 ©2011 Deltek, Inc. All Rights Reserved
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