proposal management

Informa(on Overload

The Art of Balancing Time and Distance for Proposal Readiness

1

2

Video Source: h=p://www.youtube.com/watch?v=DUr4PinInPw

When you were nine years old your (me was your own and then you grew up. Now there’s never enough (me. You’ve got to make the most of the (me you have and you can with the new IBM 224 Dicta(ng Unit. While you’re using it to clear your desk of le=ers, memos, reports or to put thoughts and ideas in order, your secretary handles other work for you. She’s free to do a be=er job and so are you. Small and compact the new IBM 224 fits a man whose job is bigger than his office. Simply because you can use it anywhere you think. Anywhere! Whatever you do the new IBM 224 can help you make the most of your (me. So that more (me is your own again. Script: 1965 Commercial – IBM 224 Dicta:ng Unit

Presenta(on Sec(ons

1.  Informa,on Overload 2.  Understanding Balance in The Art of War 3.  How Visual Displays Help Teams Focus 4.  Near Future Innova,on for Proposal Teams

3

Key Points in Sec:on 1.0

1.1 Disrup,ve technologies (how more is less) 1.2 How technology affects the mind at work Benefit: Understand what is happening and why

Presenta(on Sec(ons


4


2.1 Historical influence 2.2 Five key elements & Four skills of compe,,on 2.3 Three dimensions of compe,,on 2.4 Rela,onship to the business cycle Benefit: Increase focus on winning strategy

Presenta(on Sec(ons


5


3.1 Importance of visually displaying informa,on 3.2 Define scorecards and dashboards 3.2 Sample Proposal Readiness Dashboard Benefit: Focus on winnable bids and avoid bad deals

Presenta(on Sec(ons


6


2.1 Disrup,ve innova,on 2.2 Massive paradigm shiW currently underway 2.2 Balanced Scorecard prototype for proposals Benefit: Envision and share innova,on for proposals

INFORMATION OVERLOAD

7

Disrup(ve Technologies •  Come at unpredictable ,mes •  Come at unpredictable intervals •  Guided by Moore’s Law •  Phases of Technology (S-‐Curve)

1.  Rupture 2.  Early Development 3.  Expansion 4.  Matura,on 5.  Satura,on

Source: Use with permission of Kevin Cogan, US Army War College

Era of “Accelerated Expecta(ons”


Informa(on Overload

•  Informa,on coming from an ocean of sensors •  Everything is gebng smarter and faster

– Smartphones – Smart Devices – Smart Dust – Smart Water (not the kind you drink)

10

Does technology change the way we think and communicate at work?

11

Source: How Technology Affects the Mind at Work, The Economist Intelligence Unit Survey Presenta,on, Innova,on: Entrepreneurship for a Disrup,ve World Conference, Haas School of Business, March 23, 2011

58% “Technology is a cri(cal enabler that makes the business more produc(ve and efficient.” agree

“Helps improve business processes.” 31% agree

“Distrac(ons of technology outweigh the benefits.” 7% agree

“I frequently find myself responding to various requests that come in via email, instant message or other sources, requiring me to shi[ from the work I was focused on.”

75% agree

How o[en do you…?

12

Less than once per day

Daily Many ,mes per day

Several ,mes per day

1% 8%

24%

67%


Check e-‐mail

How much of your business day is spent using a computer or smartphone?

13


More is Less

14

“Mul(tasking may be something that society demands, but it leads to more errors and poor learning.”

-‐-‐Art Kramer, Director of the Beckman Ins(tute

Source: Your Brain on Computers Series, New York Times Online Edi,on, June 7 through November 21, 2010; and New York Times Online Series, Your Brain on Computers

11 Amount of (me the average worker gets to spend on a specific task. minutes

3 Amount of (me IT workers get to spend on a specific task. minutes

2.5% Capable of competently managing two tasks at the same (me. capable

Quality Informa(on is Key

•  Relevance •  Reliability •  Understandability

15

Source: Trends in Technology, AGA CPAG Research Series: Report No. 3, November 2005

Quality Informa:on

• Timeliness • Feedback Value

• Predic,ve Value

Understandable

• Consistency • Comparability

• Valid • Verifiable • Unbiased

Coping with Informa(on Overload

•  Take ,me to focus – Deep thinking – Rela,onships (online and offline) – Minimize mul,tasking

•  Introduce technology e,quele – Ask beler ques,ons

•  Filter – Learn to forget

16

Source: How Technology Affects the Mind at Work, The Economist Intelligence Unit Survey Presenta,on, Innova,on: Entrepreneurship for a Disrup,ve World Conference, Haas School of Business, March 23, 2011; Your Brain on Computers Series, New York Times Online Edi,on, June 7 through November 21, 2010.

Perspec(ve Helps

17

“To what corner of the world do they not fly, these swarms of new books?… the very mul,tude of them is hur,ng scholarship, because it creates a glut, and even in good things sa,ety is most harmful.”

−Desiderius Erasmus, 1466 -‐ 1536

Presenta(on Sec(ons


18


2.1 Historical influence 2.2 Five key elements & Four skills of compe,,on 2.3 Three dimensions of compe,,on 2.4 Rela,onship to today’s business cycle Benefit: Increase focus on winning strategy

Transla(ons Vary

19

Source: Science of Strategy Ins,tute, www.scienceofstrategy.com

Le[ Right Yellow Ninety Solid Half-‐back Slugo-‐Sha=ered

Distance?

Time?

The Art of War

•  More than prely prose and abstract sayings •  Guide to understanding balance within exis,ng compe,,ve systems

The Art of War in History •  1782 -‐ First introduced to Western culture •  1793 (September) -‐ Napoleon Bonaparte was

French Army Captain (age 24) and passing through Italy while on leave. –  Bonaparte’s use of The Art of War is legend, which follows Sun Tzu’s teaching that plans remain secret.

–  Consolidated his French ar,llery unit to bombard the “weakest link” in Bri,sh line of defense.

–  Tac,cs were very similar to principles outlined in The Art of War.

•  1793 (December) – Bonaparte promoted to Brigadier-‐General

22

Five Key Elements

•  Moral Law •  Heaven •  Earth •  Commander •  Methods and Discipline

23 23

Heaven

Commander Methods & Discipline

Earth

Moral Law


Heaven

Commander Methods & Discipline

Earth

Moral Law

Rela(onship to Business Cycle •  Moral Law

(Mission) •  Heaven

(Market Trends) •  Earth

(Market Sector) •  Commander

(Leader) •  Methods and Discipline

(Execu,on)

24

Market Trends

Leader Execu,on

Market Sector

Mission

24 Source: Science of Strategy Ins,tute, www.scienceofstrategy.com

Four Skills of Compe((on

1. Knowledge 2. Vision 3. Movement 4. Posi,on

25


Market Trends

Leader Execu,on

Market Sector

Mission

Knowledge and Vision

The Four Skills of Compe,,on 1.  Knowledge 2.  Vision 3. Movement 4. Posi,on

26

Market Trends

Leader Execu,on

Market Sector

Mission


27

We have much more today than the previous genera(on, yet…

28

… needs are infinite!

29

•  We don’t create new opportuni,es •  We just have to see them (vision)

Movement and Posi(on

The Four Skills of Compe,,on 1. Knowledge 2. Vision 3.  Movement 4.  Posi:on

30

Market Trends

Leader Execu,on

Market Sector

Mission


Con(nuous Compe((ve Cycle

The Four Skills of Compe,,on 1. Knowledge 2. Vision 3. Movement 4. Posi,on

31

Market Trends

Leader Execu,on

Market Sector

Mission


Length of Time

Compe::ve Ac:on

Size

Three Dimensions of Compe((on


32

Execu(on & Posi(oning

Step 0 Identification Step 1 Qualification

Step 3 RFP

Review

Step 4 Proposal

Step 5 Pricing

Step 6 Process

Up to Two Years

Up to Two Months

Capture

Process Improvement

Phases Steps Timeframe

Step 2 Pursuit

Step 3 RFP

Review

Step 4 Proposal

Step 5 Pricing

Step 6 Process

Up to Two Years

Up to Two Months

Proposal

Process Improvement


Improvement

EXAMPLE Sales Goal of

$100M

33

Sales Pipeline Dream


Step 3 RFP

Review

Step 4 Proposal

Step 5 Pricing

Step 6 Process

Up to Two Years

Up to Two Months

Capture

Process Improvement


Step 2 Pursuit

Step 3 RFP

Review

Step 4 Proposal

Step 5 Pricing

Step 6 Process

Up to Two Years

Up to Two Months

Proposal

Process Improvement


Improvement

$100M $100M $100M $100M $100M $100M $100M $100M $100M $100M


$100M Value

Projection

10%

25%

50%

90%

$1,000M

$750M

$200M

$110M

34

Highly Unlikely

Pa^ern

Sales Pipeline Reality


Step 3 RFP

Review

Step 4 Proposal

Step 5 Pricing

Step 6 Process

Up to Two Years

Up to Two Months

Capture

Process Improvement


Step 2 Pursuit

Step 3 RFP

Review

Step 4 Proposal

Step 5 Pricing

Step 6 Process

Up to Two Years

Up to Two Months

Proposal

Process Improvement


Improvement

$15M $10M $5M $10M $30M $10M $5M $5M $15M $200M $300M $100M

•  Greatest pressure point •  Highest risks

Value Projection


$100M

Assump:on: Proposal and pricing personnel are highly trained and experienced.

10%

25%

50%

90%

$1,000M

$750M

$200M

$110M

Weakest Link Undeveloped business

opportuni,es with incomplete capture

Pa^ern More Likel

y

35

Importance of Star(ng Early

Source: Campaign to Win, APMP Journal, Fall-‐Winter 2006

36

37

Source: The Capture Phase -‐ Key to Winning and Efficient Proposals, Dr. Bob Goldstein and Dana Hill, APMP Conference, May 29, 2008.

Improving Win Rate at Lower Cost

10%

25%

50%

90%

Value Projection


Step 3 RFP

Review

Step 4 Proposal

Step 5 Pricing

Step 6 Process

Up to Two Years

Up to Two Months

Capture

Process Improvement


Step 2 Pursuit

Step 3 RFP

Review

Step 4 Proposal

Step 5 Pricing Step 6

Process

Up to Two Years

Up to Two Months

Proposal

Process Improvement


Improvement

$1,000M

$750M

$200M

$110M


$100M

$15M $10M $5M $10M $30M $10M $50M $5M $15M $200M $300M $100M

To Grow Here

How to Improve Here?

38

Presenta(on Sec(ons


39


3.1 Importance of visually displaying informa,on 3.2 Define scorecards and dashboards 3.2 Sample Proposal Readiness Dashboard Benefit: Focus on winnable bids and avoid bad deals

40

“What you do not measure, you cannot control.” “What gets measured, gets done.”

– Tom Peters

Performance Metrics

•  Scorecard Displays a collec,on of Key Performance Indicators (KPIs) together with performance targets for each KPI

•  Dashboard Container for a related group of scorecards and reports compressed into a single view

•  Balanced Scorecard Aligns organiza,on to the strategy and measures execu,on

41

Proposal Readiness Dashboard

42

Microso[ Excel Solu(on

Proposal Readiness Dashboard •  Descrip:on – Part 1

–  Project Name –  Customer Name –  Contract History –  Iden,fier Number –  Last Updates

•  Database (Account Owner) •  Dashboard (Assigned Proposal Manager)

–  Team Leadership •  Proposal Manager •  Business Developer •  Capture Manager •  Principle •  Program Manager

43


Proposal Readiness Dashboard •  Descrip:on – Part 2

–  Stage –  Total Value –  Company Value –  Name of Prime Contractor –  Proposal By –  RFP Date –  Day Remaining to RFP Date –  B&P Es,mated Cost –  B&P Requested Amount –  Schedule

•  Step Reviews 1-‐3 •  Scheduled Solu,on Development Workshop

•  Award •  Project Start

–  Comments (Account Owner)

44


Proposal Readiness Dashboard •  Feedback Loop

(Proposal Manager) –  Proposal Readiness

•  Capture Plan Created •  Developed Win Strategy •  Past Performance Iden,fied •  Key Personnel Iden,fied •  Non-‐Disclosure Agreement (NDAs) & Teaming Agreements (TAs)

•  DraW Execu,ve Summary •  Solu,on

–  Ac,on Items

45


The Good News

•  Winning good bids •  Avoiding bad contracts •  Solu,on is evolving

46

Near Real Time


Remaining Challenge

•  Time & Distance

47


Cau(on – Powerful Informa(on

48


Construc(ve Conflict

49

Ford Bold Moves Campaign 2006

50

Source: New York Times Online Edi,on, September, 2006

Presenta(on Sec(ons


51


2.1 Disrup,ve innova,on 2.2 Massive paradigm shiW currently underway 2.2 Balanced Scorecard prototype for proposals Benefit: Envision and share innova,on for proposals

Perspec(ve Helps

52

Sources: Selected notes from: “Discovering Steam Power in China, 1840s-‐1860s,.” H-‐C Wang, Technology and Culture, Vol. 51, No. 1, January 2010, pp. 31-‐54; “They Made America: From the Steam Engine to the Search Engine: Two Centuries of Innovators,” by Sir Harold Evans, Lille, Brown and Company, October 2004; “They Made America Video Series,” Produced by WGBH History Unit, © 2004 WGBH

1839 First Opium War, followed by Second Opium War in 1856

1787 John Fitch builds the first steamboat in the USA

1864 China builds its first single-‐cylinder steamboat

1868 China openly adapts off-‐the-‐shelf equipment from western na(ons

1644 Qing Dynasty isola(onism takes form

The Clear and Present Danger •  2 Years

Cycle ,me for enemy to take advantage of commercial “off-‐the-‐shelf” technology

•  10 Years Cycle ,me U.S. manages technology programs of record

•  War erupts prior to fielding best technology available

•  Poten,ally, the enemy can field beler technology at any given point in ,me


What’s Happening Now

54

Source: Federal Procurement Data System, www.fpds.gov

What’s Happening Now for the Future

55

Source: US R&D Dashboard, www.rd-‐dashboard.nitrd.gov

Measuring Time & Distance

56

The Elec:on Will Be Tweeted (and Retweeted) New York Times Online Edi,on hlp://www.ny,mes.com/interac,ve/us/poli,cs/2010-‐twiler-‐candidates.html

Time & Distance

Eastern USA Western USA

Northern USA

Southern USA

Rela(onships in Context

57

NNDB MAPPER Corporate Power Nexus, June 16, 2008

Visualizing Strategic Opportuni(es

58

Stream Compu(ng

59

What’s Driving Stream Compu(ng

•  World is being instrumented •  Early use cases proven successful •  New tools are emerging •  Complementary technologies •  IBM’s exper,se

60

Source: hlp://mervadrian.wordpress.com/2009/05/22/infosphere-‐streams-‐is-‐a-‐game-‐changer/

Vision for Future Proposal So[ware

Ingredients for Innova:on •  Make lots of mistakes •  Intensive study of those mistakes •  Share knowledge gained by studying problems •  Mo,va,on and will to shiW paradigm

61

Increase Interac(on & Collabora(on •  Horizontal Management – collabora,on between individuals who have equal authority – Delibera,ve crea,ve thinking outside the box when ,me is abundant

•  Ver,cal Management – mul,ple levels of decision makers –  Extensive level of skill during compressed ,me

– Malcolm Gladwell’s “Outliers” (10,000 hours)

62

Thinking Horizontally & Ver(cally

63

A very compressed example

USAirways Flight 1549 •  First officer spent first 30-‐40 seconds (16%) of emergency on

checklists to relight engines (Horizontal Management) –  Checklist designed for use at al,tudes over 20,000 feet –  AircraW emergency occurred at 3,200 feet

•  Pilot skill and decisive ac,on overcame absence of established procedures for specific situa,on (Ver:cal Management)

64

Airbus A320 Airspeed Scale

Green Dot: Represents the speed at which the aircraW must travel to obtain the best liW over drag ra,o, allowing maximum range for glided flight

VLS: Lowest selectable speed at which the aircraW can travel while s,ll genera,ng liW

α-‐protec:on: Prevents the aircraW from stalling, but only ac,vates when the aircraW is flying under Normal Law

66

Collabora:ve Approach

Ver(cal Management

Business Development

Capture Management

Proposal Management

Pricing

Proposal Submission

Produc,on

Without feedback loop: •  Minimum innova,on •  Problems cascade •  Risks for failure increase

Time

Only Firm Deadline

67

Technical Solu:on

Horizontal Business Development

Capture Management


Program Management

Proposal Management Pricing

Teaming Agreements

Capture Plan

Staffing Model

Basis of Es:mate

Compe::ve Analysis

Proposal Management

Plan

Solu:on Graphics

Horizontal & Ver(cal Management

Capture Management


Program Management

Proposal Management Pricing

Horizontal

Proposal Produc,on

Proposal Submission

Ver:cal

69

Proposal Development

Balanced Scorecard

•  Mobilize Change through Leadership •  Aligns the Organiza,on to the Strategy •  Strategy Becomes Everyone’s Job •  Cyclical Process •  Reduces risk of failure and improves chances for success

70

Before-‐Heaven Baqua (Circa 3000 B.C.)

71

Balanced scorecards have actually been around for a very long (me.

!

73

!

74

Source: Shipley Associates Proposal Guide for Business Development and Sales Professionals, www.shipleywins.com

Informa,on Flip

Horizontal Management (Collabora(ve)

75

Ver(cal Management (Produc(on)

76

77

Task 96

Task 1

78

Principal

1

2

3

4

5

6

7

8

9

10

Execu:ve Officer

1

2

3

4

5

6

7

8

9

10

Business Developer

1

2

3

4

5

6

7

8

9

10

Capture Manager

1

2

3

4

5

6

7

8

9

10

Proposal Manager

1

2

3

4

5

6

7

8

9

10

SME

1

2

3

4

5

6

7

8

9

10

Pricing Manager

1

2

3

4

5

6

7

8

9

10

Contrac:ng Manager

1

2

3

4

5

6

7

8

9

10

Program Manager

1

2

3

4

5

6

7

8

9

10

Technical Writer

1

2

3

4

5

6

7

8

9

10

Graphic Ar:st

1

2

3

4

5

6

7

8

9

10

Produc:o

n 1

2

3

4

5

6

7

8

9

10

Government Affairs

1

2

3

4

5

6

7

8

9

10

79

“First Things First!”

Earliest Deadline First (EDF) Scheduler

Principal

1

2

3

4

5

6

7

8

9

10

Execu:ve Officer

1

2

3

4

5

6

7

8

9

10

Business Developer

1

2

3

4

5

6

7

8

9

10

Capture Manager

1

2

3

4

5

6

7

8

9

10

Proposal Manager

1

2

3

4

5

6

7

8

9

10

SME 1

2

3

4

5

6

7

8

9

10

Pricing Manager

1

2

3

4

5

6

7

8

9

10

Contrac:ng Manager

1

2

3

4

5

6

7

8

9

10

Program Manager

1

2

3

4

5

6

7

8

9

10

Technical Writer

1

2

3

4

5

6

7

8

9

10

Graphic Ar:st

1

2

3

4

5

6

7

8

9

10

Produc:o

n 1

2

3

4

5

6

7

8

9

10

Government Affairs

1

2

3

4

5

6

7

8

9

10

Produc:o

n 1

2

3

4

5

6

7

8

9

10

Graphic Ar:st

1

2

3

4

5

6

7

8

9

10

Technical Writer

1

2

3

4

5

6

7

8

9

10

Technical Writer

1

2

3

4

5

6

7

8

9

10

SME 1

2

3

4

5

6

7

8

9

10

SME 1

2

3

4

5

6

7

8

9

10

SME 1

2

3

4

5

6

7

8

9

10

Contrac:ng Manager

1

2

3

4

5

6

7

8

9

10

Pricing Manager

1

2

3

4

5

6

7

8

9

10

Proposal Manager

1

2

3

4

5

6

7

8

9

10

Proposal Manager

1

2

3

4

5

6

7

8

9

10

Program Manager

1

2

3

4

5

6

7

8

9

10

Program Manager

1

2

3

4

5

6

7

8

9

10

Program Manager

1

2

3

4

5

6

7

8

9

10

Principal

1

2

3

4

5

6

7

8

9

10

Principal

1

2

3

4

5

6

7

8

9

10

Principal

1

2

3

4

5

6

7

8

9

10

Capture Manager

1

2

3

4

5

6

7

8

9

10

Capture Manager

1

2

3

4

5

6

7

8

9

10

Capture Manager

1

2

3

4

5

6

7

8

9

10

Business Developer

1

2

3

4

5

6

7

8

9

10

Business Developer

1

2

3

4

5

6

7

8

9

10

Government Affairs

1

2

3

4

5

6

7

8

9

10

Execu:ve Officer

1

2

3

4

5

6

7

8

9

10

Execu:ve Officer

1

2

3

4

5

6

7

8

9

10

Execu:ve Officer

1

2

3

4

5

6

7

8

9

10

Proposal Manager

1

2

3

4

5

6

7

8

9

10

Proposal Manager

1

2

3

4

5

6

7

8

9

10

Source: Earliest Deadline First, www.wikipedia.org

What’s Your Decision Making Process?

•  Are data empirical? •  Are issues defined and decisions executed? •  Does your process enable contributors? •  Are resources for your proposal process balanced?

•  How does this process work across mul,ple opportuni,es?

•  How quickly does your process acknowledge, implement, and reward innova,on?

80

Dr. Richard’s “Certain to Win” •  John Boyd’s OODA Loop

•  Exponen,al increase in informa,on technology is forcing everyone into the cockpit

81

How Do You OODA?

82

Task Order Management Process

Disrup(ve Innova(on

83

Source: Wreck of a Buffalo, Rochester & Pilsburgh Railway Engine No. 263, ca.1920's, along Harpers Run, at the wye in the Iselin Mines railroad yards. hlp://patheoldminer.rootsweb.ancestry.com/indiselin3.html

Andrew Carnegie

Remember: Needs Are Infinite!

84

Wanted: Innova:ve Solu:ons

85

The Beginning

“Break a leg!”

Keith Roberts [email protected]

proposal management

Business

technology aects

ve innova

day source

future innova

informaon overload informa

proposal teams key points

technology e

distracons of technology