Creating a winning_to_proposal_process_-_beth_wingate_6-10-09
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Creating a winning_to_proposal_process_-_beth_wingate_6-10-09
- 1. Creating a Winning Task Order Proposal Process Presenter: Beth Wingate, AM.APMP Lohfeld Consulting Group, Inc.
Notes de l'éditeur
- Purpose of presentation: Share best practices learned and developed over past 22 years. Background: 22 years’ proposal development/management experience. 13 years at MSD, Inc. (acquired by Lockheed Martin 2/07) working large and task order proposals: TIPSS-1, 2, and 3 Hundreds of GSA schedule TOs and NIH TO proposals. Over last 24 months with company, managed and directed +100 large and TO proposals winning over $1.5B TOs ranges from $.5M to $100M (typically in $5-30M range) Turnaround times of 3–30 days (averaged 5–12 days) Most successful TIPSS-3 contractor in terms of number of wins.
- What is a task order (TO) proposal? Responds to Task Order Request (TOR) or Task Order Proposal Request (TOPR) from client under contract vehicle Contract vehicles can be indefinite delivery, indefinite quantity (IDIQ), Government Wide Acquisition Contract (GWAC), multiple award Way to prequalify vendors Example contract vehicles that require TO proposals: U.S. Department of Treasury TIPSS (Total Information Processing Support Services) GSA’s Information Technology Omnibus Procurement II (ITOP II) - Multiple-Award, Indefinite Delivery, Indefinite Quantity (MA/IDIQ) GWAC that provides federal agencies and DoD with IT integrated solutions to include technical services, hardware, and software Various GSA Federal Supply Schedules (FSS) like Schedule 70 GSA’s Millennia Lite National Institutes of Health’s CIO-SP2i Department of Justice’s ITSS-3 TO proposals are the “same” as other proposals and can be anything from: Pricing worksheet with 1–100 resumes emailed and/or hardcopy delivery Full-blown, multi-volume huge proposal with lots of copies and no two requests for TO proposals have the same set of contents, e.g., management plan sometimes, staffing plan sometimes Electronic submission of 5–30 pages in standard format with/without resumes and past performance questionnaires
- 9 Key factors to win: 1. Client knowledge—comprehensive and “real” - Existing environment, desired solution, hot buttons, available budget, schedule for solicitation release. Realistic pipeline of upcoming opportunities - drives TO process down the line 2. Competitive knowledge - Bidders, pricing strategies and past history, staff, experience with client, mitigation plan for each 3. Technical solution - Complete, low-risk, demonstrated understanding of client environment and needs, demonstrated experience, demonstrated results in similar environment, added-value offerings 4. Past performances - Relevant, current, similar size, similar scope, demonstrated results – include metrics and examples 5. Resumes - Current employees, weighted to prime vs. subs, all required skills/years’ experience, all required certifications/education, available, set up to be easily evaluated 6. Pricing - Client’s available budget, provide best value 7. Graphics - Reader friendly, clarify messages 8. Task Order factory - Well-oiled, co-located, responsive, capable–“soup to nuts”. Proposal capability that knows what you’ve proposed before, intimately involved with BD group. 9. Cooperative management - Briefed on TO response process, supportive of schedule/process, enabler vs. obstructionist
- Need to plan: Adequate production materials (past performances, resumes, boilerplate updates) Adequate factory workers (writers, desktop publishers, editors, graphic designers, pricing specialists) – of course for a number of years, all those positions were “me” Workspace, computers, reproduction, snacks, Diet Coke Vacation schedules
- Use Standard TO Proposal Development Process that includes: TO Process-trained proposal response staff – all BD and proposal staff Includes all processes (pre-RFP to post-submission) Templates File locations Basic graphic development using MS Visio Writing style “ Acceptable”, expected inputs for each color review – complete, well-written, “best effort,” follows style guide Standard “intake” process for TO solicitations – managed by “super” Proposal Manager who (with Ops BD Lead assigns dedicated response staff) Everyone reviews solicitation – note deviations from standard solicitation format/content Prepares Kickoff Meeting materials Follow best practice “rule of thumb” – take 15% of available time and plan Kickoff Meeting materials/writers packages
- Kickoff Meeting agenda is part of standard set of materials for kickoff meetings Completed with procurement-specific information Solicitation overview Due date/time TO title/business area Scope Page counts Evaluation criteria Situational analysis - covers Client knowledge from BD/existing project staff Existing client environment Desired solution Prepared before solicitation release based on BD info Graphical solution depiction Hot buttons Available budget Schedule for review and award Evaluators Competitive analysis Who else is responding Who needs to be on our team? Likely solutions Likely pricing Competitors’ strengths and weaknesses Our strengths and weaknesses Overview of our solution Win themes and discriminators Key personnel, other resumes Past performances Questions to Government
- Templates of response schedules already prepared and then tweaked as needed (prepared with Ops BD Lead) Multiple standard, “achievable”, detailed proposal schedules Includes all color team reviews Writers packages Outline Response template completed – template included Standard response template Fonts Margins Headers/footers Standard graphics Colors Desktop publishing style template Tweak as necessary according to solicitation requirements All outline information inserted Section headings to 4th level Reviewed solicitation and inserted boilerplate from previous responses Draft resumes and draft past performances Draft “standard” graphics from response library Draft matrices – compliance and staff skills and any others necessary Areas for writers responses indicated in “yellow”
- Schedule proposals like standard projects Develop proposal schedule backwards from submission date Develop schedule forward including time to prepare outline, schedule, templates, kickoff meeting materials, storyboarding, etc. Minimize sequential tasks – maximize parallel tasks Realistically estimate time required for specific tasks –add a little padding that you can then “cut” to look like a “team player” Assign a person to each task with start and end dates Divide major tasks into smaller, discrete tasks Avoid scheduling weekends and holidays Know and plan proposal production time Schedule time for all planned reviews – include time to implement valid recommendations Maintain continuous focus on meeting every schedule date Many ways to develop/show schedule
- Issued Standard Response Team invitations: Operations – who provided writers Pricing Contracts Proposal staff Proposal Manager/desktop publishing Resume guru Graphics Senior management from Division and BD Constant interaction with BD/Program Management Facilitates necessary limited involvement Need fast turnaround—often 5–7 business days Puts everyone on the same page Opportunity to address questions/concerns and get effort off on right foot
- Develop “Strawman” proposals pre-solicitation from BD/existing project staff knowledge – especially important for recompetes Included likely resumes, past performance, technical solution, “why us” sections, management plans, staffing plans, other boilerplate Track in pipeline report Standard (TIPSS-3) Proposal components Cover Letter Past performance section – 4 pages in TIPSS-3 Introduction Why us? 2–3 past performance write-ups with references Maintain standard-format project write-ups repository, updated frequently Searchable repository – dtSearch (www.dtSearch.com) Re-write to specific evaluation criteria: Technical response section – 11 pages in TIPSS-3 Introduction Why us? – tweaked from Past Performance section 10 pages of technical, management, and personnel info with conclusion Write to specific solicitation requirements and evaluation criteria Reproduce solicitation numbering scheme/topic headings Easy for evaluators to score response Include cross-reference to evaluation criteria Include relevance/call-out boxes Include metrics and solid examples Personnel section Develop skills matrix from solicitation requirements Resumes – Repository of all employees plus subcontractors and consultants. Updated yearly or more often (could be just your division, operating group, whatever), most frequently used resumes… Searchable Pre-formatted Tailor to solicitation requirements Include “relevance” boxes Often included representative resumes
- Thoughts on graphics in TO proposals: Plan into proposal from beginning Make graphics “work” Reference in text and use graphics to save space Use hyperlinks from captions to figure references in text Standard software – instead of complicated Adobe Illustrator – steep learning curve MS Visio - easy to use, technical staff can draft/tweak graphics Use graphics template Provides consistency and enables easy reuse Get early “buy-in” from team on styles Develop graphics library – Electronic, searchable (MS Visio/dtSearch), and hardcopy
- Dedicated teams/individuals for particular proposal sections: Pricing Team Dedicated pricing team - knowledgeable of client budget and price points “ Strawman” pricing proposal prepared before solicitation release Responses - standard pricing reviews, Red and Gold teams with management Teams for performance-based and/or EVMS response sections Increasingly important in solicitations – take a LOT of time/effort to prepare Use most knowledgeable, detailed, self-motivated staff Must show demonstrated experience in performance-based contracts Maintain separate Blue, Pink, Red, Gold Team Reviews
- *Key to success – “Rolling” Proposal Reviews Prepare formatted/edited drafts for each review as close to “submission ready” as possible Use Rolling Reviews: Use laptop Project electronic response on wall Make changes, comments, and notes in actual proposal document Whole proposal team (writers/reviewers) attend – some attend by phone/GoToMeeting Duration – 1–10 hours Requires uniquely skilled proposal manager Meeting/group management/facilitation skills Ability to type/rewrite participant input on-the-fly Ability to address conflicting input Ability to edit/change graphics on-the-fly (MS Visio) Stamina! Results in fully edited/rewritten and annotated/commented proposal document At conclusion of each review, emailed to writers for overnight/next day completion and submission for next review No “questions” about what needs to be accomplished at each stage
- Types of Rolling Reviews held: Blue – Review response outline and solution Sometimes combined Pink/Red or Red/Gold due to 2–3-day turnaround, but had solid Blue Team first (reduces rewrites/restructuring proposal) 1st day of response schedule – using Rolling Review method to add comments/notes, etc. to electronic document and distribute to writers after meeting Pink - Review 1st draft Red - Review 2nd draft Gold - Final management review/acceptance – 1–2 hours maximum No major changes “allowed” (program management involved throughout process) Final review – occurs afternoon before electronic submission on 5-day turnaround All writers’ drafts sent to Proposal Manager to create master draft on afternoon before/morning of review Rolling Virtual Reviews At all stages As necessary With remotely located staff – across country Same structure as “in-person” Rolling reviews
- Reviewed all content during our reviews – takes discipline and time 1. Proposed Solution 2. RFP Compliance 3. Score 4. Bid Strategies 5. Additions 6. Deletions 7. Changes/corrections? 8. Experience 9. Themes 10. Graphics/Illustrations
- After submission, clean up files (keep anything you didn’t use but you truly think valuable in boilerplate directory) *Another Key factor in success –developed and maintained response “libraries” As part of closeout activities, parse proposal and put pieces in repositories – resumes, past performances, boilerplate updates After proposal submission, put past performance and technical sections in separate files Easy to sort by submission dates, wins, losses, subcontractors and teammates, section title Low-tech “solution” that enables easy re-use Up-to-date repositories save lots of time and effort Maintain searchable repository of all solicitations/responses for easy comparison with new solicitations/re-use Keep TO proposal hardcopies in 3-ring notebooks arranged by client
- Capture Lessons Learned Quotes: Every time history repeats itself, the price goes up. (Attributed to numerous persons) Those who cannot remember the past are condemned to repeat it. (George Santayana) Any fool can make history, but it takes genius to write it. (Oscar Wilde) Hold internal proposal team lessons learned meetings after “suitable waiting period” Use standard set of questions For external debriefs – prepare standard form for capturing debrief comments based on evaluation criteria/major proposal sections. Prepare one for each type of task order, e.g., TIPSS-3, COMMITS NexGen, etc. Capture overall evaluator comments List technical evaluation criteria Cost proposal comments Oral presentation criteria Additional questions – standard and specific to solicitation/client Have fast typist join debrief by phone (put phone on “mute”) and type evaluator comments onto form Distribute completed debrief form to team ASAP for incorporation on next proposal efforts Retain for future use –present “lessons learned” updates to corporate and division management to remind them of importance of “best practices”
- Overall Lessons Learned over the years: Address solicitation requirements in required order and substantiate response – easier for evaluators to score Evaluators love how compliance matrices save time and demonstrate thorough response Follow solicitation instructions/criteria to make response easier to score Weave win themes throughout proposal Clearly identify differentiators and explicitly relate why they matter Develop and document solution—then create outline/storyboard Concisely link proposed technical solution and approach, personnel, pricing, etc. to clients’ objectives/benefits Say what you need to say, substantiate it, and move on Skip “techy words of the week” and “weasel words” “ Don’t become complacent—especially as an incumbent!!!”
- Staffing Section Key staff should be identified early—preferably before solicitation release SMEs Current employees Limit number of subcontractor employees vs. prime employees – especially in top-level and key positions – seen as “risky” Not committed 100% to another effort or 150% overall! Identify staff by name Proposed staff must have required certifications, training, and years of experience Support skills matrices within resumes Ensure all items from matrix appear in resume Include relevance box in each resume Management Section Include supporting examples/metrics From efforts of similar size/scope 5 “W’s” and 1 “H” Show use of industry “best practices”/benefits to current clients Delineate proposed team’s responsibilities and authorities Show how evaluation criteria are exceeded vs. “met”
- Past Performance Section Provide accurate, current, relevant past performances that are comparable in size and scope and provide metrics and examples as “proof” Show diversity of experience Provide current references with validated contact info. Engage other business units early if you need to use their past performances/references – and validate! Don’t rely on subcontractors’ past performances solely – too risky Graphics Plan meaningful graphics from the start Orals Prepare oral presentation drafts concurrently with proposal Proposal Operations Ensure contributors understand assignments/deadlines Meet all proposal schedule milestones (date and time)
- What do you need to have to win TO proposals? 9 Key factors to win: 1. Client knowledge—comprehensive and “real” - Existing environment, desired solution, hot buttons, available budget, schedule for solicitation release. Realistic pipeline of upcoming opportunities - drives TO process down the line 2. Competitive knowledge - Bidders, pricing strategies and past history, staff, experience with client, mitigation plan for each 3. Technical solution - Complete, low-risk, demonstrated understanding of client environment and needs, demonstrated experience, demonstrated results in similar environment, added-value offerings 4. Past performances - Relevant, current, similar size, similar scope, demonstrated results – include metrics and examples 5. Resumes - Current employees, weighted to prime vs. subs, all required skills/years’ experience, all required certifications/education, available, set up to be easily evaluated 6. Pricing - Client’s available budget, provide best value 7. Graphics - Reader friendly, clarify messages 8. Task Order factory - Well-oiled, co-located, responsive, capable–“soup to nuts”. Proposal capability that knows what you’ve proposed before, intimately involved with BD group. 9. Cooperative management - Briefed on TO response process, supportive of schedule/process, enabler vs. obstructionist
- Available as part of my presentation on the APMP conference web site. Bonus info – favorite books, web sites, and programs: Books: The Shortcut to Persuasive Presentations by Larry Tracy (for preparing oral presentations) How to make your communication stick by Andy Bounds The Language of Success by Tom Sant Persuasive Business Proposals by Tom Sant The Mind Map Book by Tony Buzan (for brainstorming) Do-it-yourself Billion Dollar Business Graphics by Mike Parkinson (for conceptualizing graphics) The Back of the Napkin by Dan Roam (for conceptualizing graphics) The Visual Display of Quantitative Information by Edward Tufte (for conceptualizing graphics) Envisioning Information by Edward Tufte (for conceptualizing graphics) Web sites: CapturePlanning.com APMP Body of Knowledge (www.apmp.org) NCA Chapter Members site (www.apmpnca.org) www.bizgraphicsondemand.com (searchable library of editable proposal graphics in MS PowerPoint 2007) Handy (and cheap) software programs: dtSearch (www.dtsearch.com) ~ $200/license Computer Desktop Encyclopedia (The Computer Language Company, www.computerlanguage.com) ~ $44 for a yearly subscription of 4 CDs Acrowizard (Anvil Logic, www.anvillogic.com) - $79.99/license
- Beth Wingate, AM.APMP APMP-NCA Chapter President Managing Director, Proposal Development and Corporate Communications Lohfeld Consulting Group, Inc. 12202 Fox Hunter Place Fairfax, VA 22030 [email_address] [email_address]