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APMP Foundation: Proposal Process Management
The correct answer is a. The Pursuit Decision. After the Opportunity Assessment is completed, management makes a Pursuit Decision on whether to pursue the opportunity further based on the assessment findings. This kicks off the Capture Planning phase. The other options listed are decisions that occur later in the process flow.
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APMP Foundation: Proposal Process Management
- 1. APMP® Accreditation Programme Choosing the Right Opportunities Session 2: Proposal Process Management © APMP 2005 and Bid to Win Ltd 2010 Version: 0v9
- 2. Proposal Process Management Choosingthe right opportunities Establishing Requirements Developing Strategy Opportunity Qualification Proposal Process Management Review Management Managing Time, Cost and Planning the Proposal Phase Communicating your Plan Quality Learning from Experience Understanding the key elements of a good proposal development process Syllabus Requirement
- 3. Learning objectives forProposal Process Management: To recognise the key elements of a good proposal development process To develop an understanding of the essential reviews Proposal Guide 187 Syllabus Requirement
- 4. Key Elements ofa Good Proposal Development Process A good process should be: • Scalable – size and type • Flexible – size and type • Repeatable – size and type • Documented A good process should have • an owner • training available to inform, support and re-enforce • document based reviews - to control and add value • Milestones - with verifiable inputs and outputs
- 5. The process shouldbe documented... Opportunity Capture Proposal Proposal Post Handover Assessment Planning Planning Preparation Submittal Pursuit Decision Prelim. Bid BID Decision Submit Offer Approve Deal Close Proposal Guide 189 5
- 6. The process shouldhave an owner ...and clear process steps Opportunity Proposal Proposal Post Capture Handover Assessment Planning Preparation Submittal Pursuit Decision Prelim. Bid BID Decision Submit Offer Approve Deal Close Direct Strategic Direction and Bid Decisions Qualify Manage Deliver Proposal Guide 189 6
- 7. The process shouldhave an owner ...and clear process steps Opportunity Proposal Proposal Post Capture Handover Assessment Planning Preparation Submittal Pursuit Decision Prelim. Bid BID Decision Submit Offer Approve Deal Close Direct Strategic Direction and Bid Decisions Qualify Develop Develop Develop Present & Learn Strategy Solution Proposal Negotiate Lessons Manage Proposal Management and Reviews Deliver Proposal Guide 189 7
- 8. The process shouldhave an owner ...and clear process steps Opportunity Proposal Proposal Post Capture Handover Assessment Planning Preparation Submittal Pursuit Decision Prelim. Bid BID Decision Submit Offer Approve Deal Close Direct Strategic Direction and Bid Decisions Qualify Develop Develop Develop Present & Learn Strategy Solution Proposal Negotiate Lessons Manage Proposal Management and Reviews Deliver Create Proposal Content Proposal Guide 189 8
- 9. It should bebased on documented reviews and decisions Opportunity Proposal Proposal Post Capture Handover Assessment Planning Preparation Submittal Pursuit Decision Prelim. Bid BID Decision Submit Offer Approve Deal Close Direct Strategic Direction and Bid Decisions Qualify Develop Develop Develop Present & Learn Strategy Solution Proposal Negotiate Lessons Manage Proposal Management and Reviews Deliver Create Proposal Content Outputs/Products/Results Pursuit Program Capture Plan Proposal Plan Storyboards Closure Plan Recommendation Transition Plan Opportunity / Sales Presentation Writers Packages Red Team Draft Oral Presentation Lead Description Bid Draft Executive Business Case Final Offer Recommendation Summary Final Proposal Lessons Learned Proposal Guide 189 9
- 10. The process shouldbe scalable... Pursuit Decision Preliminary Bid. BID Decision Submit Bid Approve Deal Close Opportunity Proposal Proposal Capture Win Case Handover Assessment Planning Preparation Business Win /Loss Size Develop Submit Offer as Usual Handover & Task Proposal & Win Case Close Small Bids Typical Bids Large Bids Outputs Submitted Proposal Negotiated Contract
- 11. The process shouldbe flexible ... Pursuit Decision Preliminary Bid. BID Decision Submit Bid Approve Deal Close Opportunity Proposal Proposal Capture Win Case Handover Assessment Planning Preparation Business Win /Loss Size Develop Submit Offer as Usual Handover & Task Proposal & Win Case Close Win /Loss Initiation Develop Submit Offer Small Bids Handover & & Planning Proposal & Win Case Close Typical Bids Large Bids Outputs Outline Business Win Strategy / Submitted Lessons Learned Case Project Approach Proposal Initial Solution & Negotiated Project Brief Contract Price to Win
- 12. … repeatable bysize and type Pursuit Decision Preliminary Bid. BID Decision Submit Bid Approve Deal Close Opportunity Proposal Proposal Capture Win Case Handover Assessment Planning Preparation Business Win /Loss Size Develop Submit Offer as Usual Handover & Task Proposal & Win Case Close Win /Loss Initiation Develop Submit Offer Small Bids Handover & & Planning Proposal & Win Case Close Win /Loss Develop Sub- Win Typical Bids Initiation Planning mit Case Handover & Proposal Close Large Bids Outputs Outline Business Win Strategy / Proposal Detailed Business Submitted Lessons Learned Case Project Approach Strategy Case Proposal Initial Solution & Proposal Stage Proposal Final Negotiated Project Brief Plan Draft Contract Price to Win
- 13. ... adjustable totime available Pursuit Decision Preliminary Bid. BID Decision Submit Bid Approve Deal Close Opportunity Proposal Proposal Capture Win Case Handover Assessment Planning Preparation Business Win /Loss Size Develop Submit Offer as Usual Handover & Task Proposal & Win Case Close Win /Loss Initiation Develop Submit Offer Small Bids Handover & & Planning Proposal & Win Case Close Win /Loss Initiation & Develop Develop Sub- Win Typical Bids mit Case Handover & Planning Solution Proposal Close Large Win /Loss Develop Develop BAFO Sub- sent Pre- mit Bids Initiation Planning Handover & Solution Proposal Close Outputs Outline Business Win Strategy / Proposal Detailed Business Submitted Lessons Learned Case Project Approach Strategy Case Proposal Initial Solution & Proposal Stage Proposal Final Negotiated Benefits Project Brief Plan Draft Contract Realisation Plan Price to Win
- 14. So Remember: KeyElements of a Good Proposal Development Process A good process should be: • Scalable – size and type • Flexible – size and type • Repeatable – size and type • Documented A good process should have • an owner • training available to inform, support and re-enforce • document based reviews - to control and add value • Milestones - with verifiable inputs and outputs
- 15. Learning objectives forthe Review Management topic understand common proposal reviews assemble appropriate information for reviews manage time to allow reviews and proposal amendment Choosing the right opportunities Syllabus Requirement
- 16. Proposal Process Reviews BlueTeam Win Strategy Black Team Competitive Review Pink Team Storyboard Review Red Team Final Proposal Review Gold Team Business Review / Approval White Team Lessons Learned 16
- 17. Common Proposal Reviews Opportunity Proposal Proposal Post Capture Handover Assessment Planning Preparation Submittal Pursuit Decision Prelim. Bid BID Decision Submit Offer Approve Deal Close Proposal Timeline Proposal Guide 222
- 18. Common Proposal Reviews Opportunity Proposal Proposal Post Capture Handover Assessment Planning Preparation Submittal Pursuit Decision Prelim. Bid BID Decision Submit Offer Approve Deal Close Proposal Timeline Win Strategy Blue Team Proposal Guide 222
- 19. Common Proposal Reviews Opportunity Proposal Proposal Post Capture Handover Assessment Planning Preparation Submittal Pursuit Decision Prelim. Bid BID Decision Submit Offer Approve Deal Close Proposal Timeline Win Strategy Blue Team Competitor Strategy Black Hat Proposal Guide 222
- 20. Common Proposal Reviews Opportunity Proposal Proposal Post Capture Handover Assessment Planning Preparation Submittal Pursuit Decision Prelim. Bid BID Decision Submit Offer Approve Deal Close Proposal Timeline Win Proposal Strategy Strategy or Storyboard Blue Team Pink Team Competitor Strategy Black Hat Proposal Guide 222
- 21. Common Proposal Reviews Opportunity Proposal Proposal Post Capture Handover Assessment Planning Preparation Submittal Pursuit Decision Prelim. Bid BID Decision Submit Offer Approve Deal Close Proposal Timeline Win Proposal Strategy Final Strategy or Storyboard Document Blue Team Pink Team Red Team Competitor Strategy Black Hat Proposal Guide 222
- 22. Common Proposal Reviews Opportunity Proposal Proposal Post Capture Handover Assessment Planning Preparation Submittal Pursuit Decision Prelim. Bid BID Decision Submit Offer Approve Deal Close Proposal Timeline Win Proposal Strategy Final Strategy or Storyboard Document Blue Team Pink Team Red Team Competitor Business Strategy Case Black Hat Gold Team Proposal Guide 222
- 23. Common Proposal Reviews Opportunity Proposal Proposal Post Capture Handover Assessment Planning Preparation Submittal Pursuit Decision Prelim. Bid BID Decision Submit Offer Approve Deal Close Proposal Timeline Win Proposal Strategy Final Lessons Strategy or Storyboard Document Learnt Blue Team Pink Team Red Team White Team Competitor Business Strategy Case Black Hat Gold Team Proposal Guide 222
- 24. Information Required forReviews • Win Strategy (Blue Team) • Final Document (Red Team) – Completed Sales, Opportunity – Copy of customer request for and Capture Plans proposal – Draft Proposal Delivery Plan – Working papers • Competitor Strategy – Win strategy papers – Final draft of complete (Black Hat Thinking) proposal – Opportunity information • Business Case (Gold Team) – Competitor information – Internal approval forms • Proposal Strategy or • Lessons Learned Storyboard (Pink Team) (White Team) – Proposal Outline and/or – Internal feedback Storyboards – Customer feedback Pursuit Decision
- 25. Information Required forReviews • Win Strategy (Blue Team) • Final Document (Red Team) – Completed Sales, Opportunity – Copy of customer request for and Capture Plans proposal – Draft Proposal Delivery Plan – Working papers • Competitor Strategy – Win strategy papers – Final draft of complete (Black Hat Thinking) proposal – Opportunity information • Business Case (Gold Team) – Competitor information – Internal approval forms • Proposal Strategy or • Lessons Learned Storyboard (Pink Team) (White Team) – Proposal Outline and/or – Internal feedback Storyboards – Customer feedback Pursuit Decision Prelim. Bid
- 26. Information Required forReviews • Win Strategy (Blue Team) • Final Document (Red Team) – Completed Sales, Opportunity – Copy of customer request for and Capture Plans proposal – Draft Proposal Delivery Plan – Working papers • Competitor Strategy – Win strategy papers – Final draft of complete (Black Hat Thinking) proposal – Opportunity information • Business Case (Gold Team) – Competitor information – Internal approval forms • Proposal Strategy or • Lessons Learned Storyboard (Pink Team) (White Team) – Proposal Outline and/or – Internal feedback Storyboards – Customer feedback Pursuit Decision Prelim. Bid BID Decision
- 27. Information Required forReviews • Win Strategy (Blue Team) • Final Document (Red Team) – Completed Sales, – Copy of customer request for Opportunity and Capture proposal Plans – Working papers – Draft Proposal Delivery Plan – Win strategy papers – Final draft of complete • Competitor Strategy proposal (Black Hat Thinking) • Business Case (Gold Team) – Opportunity information – Internal approval forms – Competitor information • Lessons Learned • Proposal Strategy or (White Team) Storyboard (Pink Team) – Internal feedback – Proposal Outline and/or – Customer feedback Storyboards Pursuit Decision Prelim. Bid BID Decision Submit Offer
- 28. Information Required forReviews • Win Strategy (Blue Team) • Final Document (Red Team) – Completed Sales, Opportunity – Copy of customer request for and Capture Plans proposal – Draft Proposal Delivery Plan – Working papers • Competitor Strategy – Win strategy papers – Final draft of complete (Black Hat Thinking) proposal – Opportunity information • Business Case (Gold Team) – Competitor information – Internal approval forms • Proposal Strategy or • Lessons Learned Storyboard (Pink Team) (White Team) – Proposal Outline and/or – Internal feedback Storyboards – Customer feedback Pursuit Decision Prelim. Bid BID Decision Submit Offer Approve Deal
- 29. Information Required forReviews • Win Strategy (Blue Team) • Final Document (Red Team) – Completed Sales, Opportunity – Copy of customer request for and Capture Plans proposal – Draft Proposal Delivery Plan – Working papers • Competitor Strategy – Win strategy papers – Final draft of complete (Black Hat Thinking) proposal – Opportunity information • Business Case (Gold Team) – Competitor information – Internal approval forms • Proposal Strategy or • Lessons Learned Storyboard (Pink Team) (White Team) – Proposal Outline and/or – Internal feedback Storyboards – Customer feedback Pursuit Decision Prelim. Bid BID Decision Submit Offer Approve Deal Close
- 30. Guidance for ManagingReviews Proposal Guide 222
- 31. Quick Quiz Question: Whichis NOT an attribute of a good process? a. Aligns with the prospect’s buying cycle b. Having different processes for different prospects c. Scalable d. Uses document reviews at each milestone Please select your answer in the Polling panel.
- 32. How did youdo? A good process should be: What would NOT be a good attribute of a good process, is • scalable – size and type something that means EVERY • flexible – size and type different type of bid should handled • repeatable – size and type differently. • documented A good process should have: • an owner • training available to inform, support and re-enforce • document based reviews - to control and add value • Milestones - with verifiable inputs and outputs
- 33. Quick Quiz Question:What is the decision made after Opportunity Assessment a. The Pursuit Decision b. Decision to Submit the Proposal c. Validated Bid Decision d. Acquire Vendor Please select your answer in the Polling panel.
- 34. Let’s see howwe answered a. The Pursuit Decision is made after reviewing the opportunity assessment. b. The Decision to Submit the Proposal is made as a result of the business approval or Gold Team review. c. The Validated Bid Decision is made at the end of the Proposal Planning process. d. The decision to Acquire a Vendor is not part of the Proposal Process. Syllabus Requirement
- 35. Preparing for theeTorial Instructions for Process Management Exercise: • Review the Process topic in the Proposal Guide, P187-193 • Refer to the ManCo case study and Figure 2 on Page 189 of the Proposal Guide. Where are ManCo in their buying process? • If you were bidding products to ManCo what bid activities would you be engaged in? • Place your work in the Class Space.
Editor's Notes
- #2 Welcome to the second in the series of the APMP Foundation Training webinars.My name is XXX With me is YYYAfter this webinar you should be able to:Recognise the key elements of a good proposal development processDemonstrate an understanding of the essential reviewsAfter this session there will be an e-torial where you can apply the learning points above.
- #3 Every Bid Management organisation requires a process at its core.Consider the process used in your organisation?MPM 01 Candidates should understand the key elements of a good proposal development process. MRM 01 Candidates should understand common proposal reviews MRM 02 Candidates should be able to assemble appropriate information for reviews. MRM 05 Candidates should be able to manage time to allow reviews and proposal amendment
- #4 These are the topics we’re going to cover in this module:The APMP requires that Foundation candidates can demonstrate an understanding of the key elements of a good proposal process and of the reviews that support it.This is a Syllabus Requirement that will be tested in the exam.The topic is covered in some depth in the Proposal Guide.
- #6 A good sales processes will match the customer buying processIdentifying needsEstablishing RequirementsEvaluating OptionsResolving IssuesGaining CommitmentWhat’spresented here is a process lifecycle or phase model that helps do that.We’ll make the assumption for this picture that the market segmentation and positioning has been done. If you wanted to include them in the process model they would be in an additional phase to the left of this drawingThe key decision and milestones are shown underneath the phases: Pursue, Preliminary Bid Decision, Bid Decision, Submit and Approve.
- #7 Now lets look at the activities that go with the phases. We can split the activities into Directing, Managing and Delivering. Directing is where the big decisions are made. Do we continue? Are we going to bid? Is it still good business? Do we sign the contract?Managing is organising and controlling the bid work. This is your domain as bid and proposal managers.Delivering is executing or making it happen. This is where your team members, support staff and subject matter experts come inSo in this model the first Direction activity at the Direction level , which is done jointly with the Bid Manager and Sales, is to Qualify the opportunity In or Out.If it’s IN then the continuing Direction activity is to provide strategic direction and support to the bid team, intervening only at defined points and generally “managing by exception”
- #8 At the manage level are all the activities on which you will be tested as part of the accreditation process.
- #9 And delivery level activities are about producing proposal content and the detailed materials like compliance statements, system configurations, bills of material etc that are required to complete the proposal.Of course, on a small team, a lot of these deliver activities will be done by members of the core bid team. One rarely gets just to manage in this world.
- #10 The outputs from each proposal process phase are shown in the lower part of the diagram.Defining what products are required in your process and providing templates for required information are usually part of the overall process documentation for a typical organisation.
- #11 A good process is scalable. Here’s an example of how a Business Development process could be scaled.In the picture we shall work with four types or sizes or bid.Business as usualSmall bidsTypical bidsLarge bidsThe size may be determined by factors such as timescale, monetary value, complexity and visibility or a combination of these.As we work from small to large you’ll notice increasing amounts or governance, management effort and output from the process.
- #12 A good process is scalable. Here’s an example of how a Business Development process could be scaled.In the picture we shall work with four types or sizes or bid.Business as usualSmall bidsTypical bidsLarge bidsThe size may be determined by factors such as timescale, monetary value, complexity and visibility or a combination of these.As we work from small to large you’ll notice increasing amounts or governance, management effort and output from the process.
- #13 A good process is scalable. Here’s an example of how a Business Development process could be scaled.In the picture we shall work with four types or sizes or bid.Business as usualSmall bidsTypical bidsLarge bidsThe size may be determined by factors such as timescale, monetary value, complexity and visibility or a combination of these.As we work from small to large you’ll notice increasing amounts or governance, management effort and output from the process.
- #14 A good process is scalable. Here’s an example of how a Business Development process could be scaled.In the picture we shall work with four types or sizes or bid.Business as usualSmall bidsTypical bidsLarge bidsThe size may be determined by factors such as timescale, monetary value, complexity and visibility or a combination of these.As we work from small to large you’ll notice increasing amounts or governance, management effort and output from the process.
- #17 Here are some common reviews and their conventional ‘colour team’ names that you may hear in some organisations.In APMP terminology we prefer to use the right hand column definitions rather than the proprietary colour team names.Revise the Process and Reviews topics so that you understand their purpose and sequence in a typical process.
- #31 Here’s some implementation guidance to help you implement reviews in your own organisation.Remember especially to apply the findings of Lessons Learned reviews to apply past lessons and identify necessary process improvements.
- #32 See page 197 Answer b
- #33 The answer is of course BThis is typical Negatively worded question in a style that is often used in the examination.So you should eliminate the things that ARE attributes of good processes and the answer is what’s left.Having different processes for different prospects would mean that every bid would be different and no-one would know what process they were meant to be using.Of course we will need to be COMPLIANT with the Prospect’s acquisition rules and process but we should design our internal system to be flexible and adaptable.
- #34 Another question this time about Bid DecisionsAnswer a
- #35 If you answered A then you got it RIGHTThe Pursuit Decision is the earliest in the process and is an output of Opportunity AssessmentThe Proposal Submission and Validated Bid decisions come later in the proposal lifecycle.Acquire Vendor is part of the Customer’s process.
- #36 In the eTorial we will Discuss your analysis and provide an opportunity for you to share your conclusions.We’re going to do something like prepare a checklist for the reviews. The attendees must go to the forum and decide which review they are going to prepare for. We’ll discuss what has been prepared in the eTorial.