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The Project Manager’s Survival
Guide to Bids, Tenders and
Proposals
APM Contracts and Procurement SIG
David Warley CPP.APM...
Agenda
Project and business development lifecycles
Project organisation and governance
Customers, competition and win stra...
Bids are Projects:
Project Definition:
“A temporary organisation established to achieve a defined objective within
a speci...
One View of the Business Development Lifecycle
Source:
APMP® Body of
Knowledge
“An Introduction to the
Business Developmen...
World of
Opportunities
Bids and Projects share similar lifecycles:
Opportunity
Assessment
Pursuit /
Capture
Proposal Negot...
Does this bid / project have a business case?
6
Your turn:
A B C
What
management
products /
exhibits would
you expect to
have at a Start
Up review?
List common
issues wit...
Integrated Project
Emerging Project
Lagging Project
Start early
Positioning Pursuit Proposal Negotiation Delivery
9
J.Herther.APMPJournal,Fall2006
1982 2006
TSTART
PWIN
(%)
$
Spend
RFI RFP Submit AwardPQQ
What to do if you start late:
Project Organisation
and Governance
• Creating a Controlled
Environment for your bid
Project Organisation and Governance
Let’s get organised:
Direct
Manage
Deliver
14
Bid
Executive
Bid
Manager
Team Leader
Senior
Supplier
Senior
User
Team Leade...
Designing a bid team organisation:
Bid Team Roles:
• Business InterestBid Executive
• User ChampionSenior User
• Provide R...
Working with partners
• Prime Contractor
• Sub-contractor
• Alliance / Joint Venture
• …
What is the
commercial
relationsh...
Create a controlled environment
Management
• Governance
• Sponsorship
• Process
Bid Managers
• Getting the ‘charter’ right...
Take a break!
Customers, competition and win strategy
Customers, competition and
win strategy
• De-mystifying sales voodoo
• Defining an...
“If you wish to persuade me,
you must think my thoughts,
feel my feelings, and speak
my words.”
- Marcus Tullius Cicero
Un...
Issues, Motivators and Hot Buttons
• Issue
• Any problem or concern that
may be affecting the
Prospect
• Motivator
• An is...
low
low
high
highCustomer Orientation
Feature Function Advantage Benefit
-ve Discriminator
+ve Discriminator
Differentiato...
Know your competition
“If you know the enemy
and know yourself,
your victory will not stand
in doubt”
Sun Tzu: “The Art of...
Our
Weaknesses
STRATEGY STRATEGY
Sweet Spot
• Mitigate Our
Weaknesses
• Highlight Our
Strengths
• Neutralize
Their
Strengt...
Customer Issue /
Buying Criteria
Your
Company
Competitor
1
Competitor
2
System Availability   
Reduced Footprint   
...
Communicate strategy in your opportunity plan
Develop strategy statements:
• WHAT you are going to do
• Mitigate, neutrali...
Develop your solution and target win price early
Solution
• That
delivers
what the
Prospect
wants
Price
• Within the
Prosp...
Your turn:
A B C
List sources of
customer and
competitive
intelligence
Suggest ways to
analyse the
quality of
intelligence...
Surviving the Proposal Phase
Surviving the Proposal Phase
• Controlled execution
• Managing time, cost and quality
When the RFP arrives:
Confirm the requirements
• Systematically strip requirements from the RFP (you need SMEs)
• Carefull...
Prepare a robust topical outline and content plans for writers
A robust outline
MECE
Uniquely
Assignable
Compliant
Sample ...
Kick off:
A well prepared and executed kick-
off is the #1 work winning practice
APMP® Benchmarking Study 2002
Winning proposals are compliant, responsive,
focused and easy to evaluate
• Compliance
• means strict adherence to the RFP...
Advice to SMEs
Answer each question directly
• Demonstrate compliance
• Don’t waffle
Provide evidence in support of your
a...
Metrohopper™ Installation ?
(Informative, but no benefit)
Man in Shorts ?
(That would be a ‘Horse Title’)
Figure 6: Instal...
Keep progress visible:
Daily Stand Up Meeting Proposal Management Plan
Proposal Responsibility Matrix Content Plans
Daily ...
Your turn:
A B C
List issues in
managing a
distributed
team. Suggest
ways to address
them.
List issues with
managing
exter...
Your turn:
A B C
Controlled Close
Controlled Close
• Lessons learned vs Lessons noted
• Protecting value and assets
Learn from experience
Seek out lessons
learned before
each stage
Include lessons
learned in
project plans
Implement
lesson...
Project closed or just abandoned?
• Even losing bids have value
• Management products
• Plans, strategies, tools
• Re-usab...
Managing improvement
Frameworks:
• IUK Routemap
• SCAMPI
• P3M3
• BD-CMM
Tools:
• DECA
• Helmsman
Use gates as readiness a...
Conclusions and Actions
Conclusions and Actions
• Applying this in the work place
• Personal Action Plans
Applying lessons in the workplace
Personal Action Plans (SKS):
Start Doing Keep Doing Stop Doing
Some useful resources:
Web resources:
• APMP BoK: http://newbok.apmp.org (APMP member subscription)
• Outperform toolkit: ...
This presentation was
delivered at an APM event
To find out more about
upcoming events please visit our
website www.apm.or...
The project manager's survival guide to bids, tenders and proposals, by david warley, 26th nov 2015
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The project manager's survival guide to bids, tenders and proposals, by david warley, 26th nov 2015

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The project manager's survival guide to bids, tenders and proposals
presented by David Warley
Thursday 26th November 2015
APM Contracts and Procurement Specific Interest Group (SIG)

Publié dans : Business
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The project manager's survival guide to bids, tenders and proposals, by david warley, 26th nov 2015

  1. 1. The Project Manager’s Survival Guide to Bids, Tenders and Proposals APM Contracts and Procurement SIG David Warley CPP.APMP Fellow
  2. 2. Agenda Project and business development lifecycles Project organisation and governance Customers, competition and win strategy Surviving the proposal phase Controlled close Conclusions and actions
  3. 3. Bids are Projects: Project Definition: “A temporary organisation established to achieve a defined objective within a specific timeframe.”
  4. 4. One View of the Business Development Lifecycle Source: APMP® Body of Knowledge “An Introduction to the Business Development Lifecycle” http://newbok.apmp.org /bok/introduction-to-the- business-development- lifecycle/
  5. 5. World of Opportunities Bids and Projects share similar lifecycles: Opportunity Assessment Pursuit / Capture Proposal Negotiation Handover to Delivery Start Up Initiation Delivery Stage(s) Final Stage Post Project Selected Opportunity
  6. 6. Does this bid / project have a business case? 6
  7. 7. Your turn: A B C What management products / exhibits would you expect to have at a Start Up review? List common issues with Start Up process Suggest checklist items to aid preparation for Start Up review
  8. 8. Integrated Project Emerging Project Lagging Project Start early Positioning Pursuit Proposal Negotiation Delivery 9
  9. 9. J.Herther.APMPJournal,Fall2006 1982 2006
  10. 10. TSTART PWIN (%) $ Spend RFI RFP Submit AwardPQQ
  11. 11. What to do if you start late:
  12. 12. Project Organisation and Governance • Creating a Controlled Environment for your bid Project Organisation and Governance
  13. 13. Let’s get organised: Direct Manage Deliver 14 Bid Executive Bid Manager Team Leader Senior Supplier Senior User Team Leader Team Leader Bid Support SMEs SMEs SMEs SMEs SMEs SMEs
  14. 14. Designing a bid team organisation: Bid Team Roles: • Business InterestBid Executive • User ChampionSenior User • Provide ResourcesSenior Supplier • Deliver the bidBid Manager • Manage Area of OfferTeam Leader • Create Response PartsTeam Member • Support the BoardBid Assurance • Support the PMBid Support Business Development Resources: 15 Services Manager Programme Director Account Director VP Business Development Account Manager Bid Manager Sales Executive Proposal Manager Services Manager Systems Architect SME Quality Manager Product Specialist Technical Expert Graphics Designer Technical Author Internal Auditor Roles define: • Accountabilities • Activities performed • Product types created • Competencies required Resources are mapped to roles according to skills and availability
  15. 15. Working with partners • Prime Contractor • Sub-contractor • Alliance / Joint Venture • … What is the commercial relationship? • Documented • Agreed split of work • Pre contract • Post contract Is there a teaming agreement? • Reporting • Communication • Location and facilities Working arrangements
  16. 16. Create a controlled environment Management • Governance • Sponsorship • Process Bid Managers • Getting the ‘charter’ right • Agreement on ‘controls’ Cost Timescales Quality Scope Risk Benefits (Business Case) Get the right charter for your bid Set clear tolerances on controls
  17. 17. Take a break!
  18. 18. Customers, competition and win strategy Customers, competition and win strategy • De-mystifying sales voodoo • Defining and communicating strategy
  19. 19. “If you wish to persuade me, you must think my thoughts, feel my feelings, and speak my words.” - Marcus Tullius Cicero Understand your Customer
  20. 20. Issues, Motivators and Hot Buttons • Issue • Any problem or concern that may be affecting the Prospect • Motivator • An issue that causes the Prospect to want to act • Hot Button • An issue that is high in the list of Prospect’s concerns Motivators Hot Buttons Issues
  21. 21. low low high highCustomer Orientation Feature Function Advantage Benefit -ve Discriminator +ve Discriminator Differentiator DegreeofDifferentiation Aspect of your offer What the feature does Feature of the offer that might provide a benefit to the buyer Feature that differs from the competitor’s offer Feature that provides more benefit to the buyer than the competitor’s offer Solution to an issue, reduction in cost or increase in value Feature that provides less benefit to the buyer than the competitor’s offer Do you Speak Sales?
  22. 22. Know your competition “If you know the enemy and know yourself, your victory will not stand in doubt” Sun Tzu: “The Art of War”
  23. 23. Our Weaknesses STRATEGY STRATEGY Sweet Spot • Mitigate Our Weaknesses • Highlight Our Strengths • Neutralize Their Strengths • Ghost Their Weaknesses Their Strengths Our Strengths Their Weaknesses Customer’s Issues STRATEGY STRATEGY Sour Spot Base Your Strategy on Discriminators
  24. 24. Customer Issue / Buying Criteria Your Company Competitor 1 Competitor 2 System Availability    Reduced Footprint    Experienced Vendor Team    50% Reduction in TCO   ++ Savings in current year  (Current Vendor)  (Current Vendor)  Bidder’s Comparison Matrix (an example)
  25. 25. Communicate strategy in your opportunity plan Develop strategy statements: • WHAT you are going to do • Mitigate, neutralise, highlight, ghost • HOW you are going to do it • Simple description of the approach Strategies can apply to: • Solution • Teaming • Price and Terms • Proposal
  26. 26. Develop your solution and target win price early Solution • That delivers what the Prospect wants Price • Within the Prospect’s budget • And your acceptable margins
  27. 27. Your turn: A B C List sources of customer and competitive intelligence Suggest ways to analyse the quality of intelligence Suggest ways to keep solution costs within target costs
  28. 28. Surviving the Proposal Phase Surviving the Proposal Phase • Controlled execution • Managing time, cost and quality
  29. 29. When the RFP arrives: Confirm the requirements • Systematically strip requirements from the RFP (you need SMEs) • Carefully extract any tendering requirements • Build a compliance matrix Generate questions for the Prospect (there may be a deadline) Identify actions for the solution team Freeze the solution Finalise your Proposal Stage plan RE QUALIFY! • Gate / Stage Review required
  30. 30. Prepare a robust topical outline and content plans for writers A robust outline MECE Uniquely Assignable Compliant Sample content plan http://newbok.apmp.org/bok/content-plans/
  31. 31. Kick off: A well prepared and executed kick- off is the #1 work winning practice APMP® Benchmarking Study 2002
  32. 32. Winning proposals are compliant, responsive, focused and easy to evaluate • Compliance • means strict adherence to the RFP • means «question is answered» • Responsiveness • means addressing the prospect’s underlying needs • means «they know what my issue is» • Focused • means «why choose us» is evident • benefits and discriminators are clear • Easy to evaluate • answers are easy to find • document is easy to navigate • key information is highlighted Requirements Underlying Needs Responsive answers Compliant answers
  33. 33. Advice to SMEs Answer each question directly • Demonstrate compliance • Don’t waffle Provide evidence in support of your answer •What •How •Who •When •Where •Why Use boilerplate if needed to support your answer ATFQ
  34. 34. Metrohopper™ Installation ? (Informative, but no benefit) Man in Shorts ? (That would be a ‘Horse Title’) Figure 6: Installation. One man can do it! Metrohopper’s light weight and packaging mean that a single engineer can safely and quickly complete on-site installation. This means that you’ll be in service faster and achieve quicker savings than with typical transmission solutions. Ah! That’s better. Metrohopper™isatrademarkofNokiaSolutionsandNetworks ©PhotographcopyrightNokiaSolutionsandNetworks Include interpretive action captions with graphics
  35. 35. Keep progress visible: Daily Stand Up Meeting Proposal Management Plan Proposal Responsibility Matrix Content Plans Daily Management Tools
  36. 36. Your turn: A B C List issues in managing a distributed team. Suggest ways to address them. List issues with managing external partners. Suggest ways to address them. Suggest ways to maintain visibility of status and progress with your team.
  37. 37. Your turn: A B C
  38. 38. Controlled Close Controlled Close • Lessons learned vs Lessons noted • Protecting value and assets
  39. 39. Learn from experience Seek out lessons learned before each stage Include lessons learned in project plans Implement lessons learned “lessons learned” but not implemented are merely “lessons noted”
  40. 40. Project closed or just abandoned? • Even losing bids have value • Management products • Plans, strategies, tools • Re-usable outputs • Relationships formed • What did we learn? • What works / what doesn’t • Customer & Market Intelligence • Effort Metrics • What will we change? • Ineffective techniques • Broken processes • Skills gaps Ahead of it’s time? Or an opportunity missed? Archive all bid products Implement lessons learned
  41. 41. Managing improvement Frameworks: • IUK Routemap • SCAMPI • P3M3 • BD-CMM Tools: • DECA • Helmsman Use gates as readiness assessments Fix issues before starting
  42. 42. Conclusions and Actions Conclusions and Actions • Applying this in the work place • Personal Action Plans
  43. 43. Applying lessons in the workplace
  44. 44. Personal Action Plans (SKS): Start Doing Keep Doing Stop Doing
  45. 45. Some useful resources: Web resources: • APMP BoK: http://newbok.apmp.org (APMP member subscription) • Outperform toolkit: http://bids.outperform.co.uk/ • Intrastructure UK Procurement Routemap: https://www.gov.uk/government/publications/infrastructure- procurement-routemap-a-guide-to-improving-delivery-capability Texts: • The Bid Managers Handbook, David Nickson (ISBN:9780566088476) • Bids, Tenders and Proposals: Winning Business Through Best Practice, Harold Lewis (ISBN: 9780749456108) • Powerful Proposals - How to Give Your Business the Winning Edge, Bacon & Pugh (ISBN: 9780814472323)
  46. 46. This presentation was delivered at an APM event To find out more about upcoming events please visit our website www.apm.org.uk/events

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