just-in-time proposal core team training. l-3 communications proprietary proposal planning capture...

Just-in-Time

Proposal Core Team Training

L-3 Communications Proprietary

Proposal Planning

Capture Lead

Contracts Manager

Program Manager

Cost Volume Lead

Proposal Process MgrProposal Manager

Tech Volume Lead

Mgt Volume Writers

Mgt Volume Lead

Tech Volume Writers


Proposal Planning


Training Overview

I Proposal PlanningTeam membersProcessStrategy

II Proposal DevelopmentRFPCompliance matrixWriting assignmentsMilestones

III Risk Management


Planning – Team Members

Core Team– Capture Leader Bob Stadel– Program/Proposal Mgr Brent Marler– Executive of Interest George Hill– EPD Becky Clements– BACE John Urry– Project Engineer Steve Barker– Contracts Al Matthys– Operations Hank Misaka– Proposal Process Mgr Roger Brown– Others?


Planning - Process

DevelopStrategy

-Themes &

Discriminators UnderstandCustomer

Requirements-

Explicit & ImplicitDefine

ResponsiveSolution

DescribeSolution per

RFPRequirements Package as

SalesDocument

-PersuasiveCustomerFocused

PublishProposal

ManagementP lan


Activities that have already taken place

• Gather customer and program intelligence

• Develop Capture Plan

•Influence program requirements

Planning - Process


Activities that will take place

• Develop proposal strategy, themes & discriminators

• Receive final RFP Chief Engineer Review

• Identify our solution Gray Beard Review

• Draft Storyboards White Team Review

• Draft Text Pink Team Review

• Final Text Red Team Review

• Estimate Costs Orange & Red Border Reviews

Planning - Process


Summary of a Winning Strategy

• Matches our Offering to the Customer Needs

• Discriminates us from our Competitors

• Features our Strengths

• Mitigates our Weaknesses

• Highlights our Competitors Weaknesses

• Neutralizes our Competitors Strengths

Planning – Strategy


Planning – Strategy - Themes

Win themesCustomer Benefit Discriminators

IssuesHot Buttons

SolutionFeatures


Theme statements link a customer benefit to a

discriminating feature of our offer

• The most powerful themes contain the most unique discriminators

• Draft concise theme statements, preferably in a single complete sentence

• Answer the following questions

• Can a competitor plausibly make the same claim?

• Can an evaluator use this theme to justify giving us the highest rating?

Planning - Strategy - Themes


Discriminators are features of our solution that:

Differ from our competitor’s solution

The customer recognizes as important

• Strongest discriminators are true for us but no one else - Be specific and offer proof

• If the buyer cannot discern between the offers, low price becomes the remaining discriminator

• Understand the customer requirements - color of a vehicle may be a discriminator when you buy, but not when you rent

Planning – Strategy - Discriminators


Proposal Development


Direction first – then velocity

Obtain timely feedback

Complete the work on time

Development


Immediate Tasks

• Review final RFP, including SOW and Specs

• Prepare Bid/No-Bid Briefing

• Identify resources – budget, facilities, estimators, writers

• Solution

• WBS

• Assignments

• Schedules

Development – RFP


All competitive Government RFPs will contain the following sections:

A Solicitation/Contract Form DD1707 B Supplies/Services and Prices/Cost

C Description/Specification/Statement of WorkAttachment A - Statement of WorkAttachment B - Specification

D Packaging and Marking E Inspection and Acceptance F Deliveries or Performance G Contract Administration Data H Special Contract Requirements I Contract Clauses J List of Attachments (DD Form 1423s - CDRLs) K Representations, Certifications, and Other Statements of Offeror

L Instructions, Conditions, and Notices M Evaluation Factors for Award

Development - RFP


Key Sections of the RFP - Form the basis of the Compliance Matrix

Section L - Proposal Instructions- Format, page limits, delivery data- May prescribe outline or structure

Section M - Evaluation Criteria- Prioritizes Technical, Management, Cost or other factors

Section C - Statement of Work, Specification- Provides technical (Spec) and contractual requirements (SOW)

Sections L, M, and C are written by different groups, so disconnects may exist - ask questions!!

Development - RFP


• Provides summary to every RFP requirement

• Used as a checklist to ensure compliance

• Provides traceability from requirement to proposal response

Development – Compliance Matrix

Item Source Description Comply Response Comments

1 I.2.a Data Items Yes Vol II 3.0 Understood

2 I.2.b Software Yes Vol III See data rights assertion in Attachment 4


Core team

initiates the

Storyboards

-

Writers

complete the

Storyboards

-

White Team

reviews the

Storyboards

Development – Writing Assignments

VOLUME: WRITER: DUE DATE TO EDITOR:

OUTLINE LOCATION (NUMBER): SECTION NO.:

RFP/BAA REQUIREMENT:

EVALUATION:

THEME:

PAGES ALLOCATED: COMPLIANCE:

PROPOSED TABLE/FIGURE/DIAGRAM:

BENEFIT STATEMENT:

DISCRIMINATOR(S)

SOLUTION (SUMMARY OF SECTION) PARAGRAPH:

SUPPORTING PARAGRAPHS—RECOMMEND A SOLUTION; OFFER PROOF:

RISKS AND MITIGATION

GHOST THE COMPETITION:

Section Art

Proposed Title for Figure

________________________________________________________________________

Proposed Action Caption

________________________________________________________________________


Complete• Analyze RFP, SOW, Specification, and Terms & Conditions• Annotated Outline, Compliance Matrix, etc• Chief engineer, graybeard and white team reviews

Invite• Functional managers• Volume managers/leads• Writers, editors, and estimators

Present• Program overview• Compliance Matrix and draft Storyboards• Annotated Outline and assignments / content• Proposal Themes and “Win” strategy• Input requirements (writing and estimating)• Proposal Schedule and Program Schedule• Due dates and internal/external review schedule

Execution - Kick off Meeting


Major Milestones

1 2 3 4 5 6 7

1 2 3 4 5 6 7

1 2 3 4 5 6 7

1 2 3 4 5 6 7 8 9 10 11 12 13 14

1 2 3 4 5 6 7

1 2 3 4 5 6 7 8 9 10 11 12 13 14

8 9 10 11 12 13 14 15 16 17 18 19 20 21

8 9 10 11 12 13 14

15 16 17 18 19 20 21

15 16 17 18 19 20 21

15 16 17 18 19 20 21

15 16 17 18 19 20 21

15 16 17 18 19 20 21

15 16 17 18 19 20 21

22 23 24 25 26 27 28

22 23 24 25 26 27 28

29 30

Week 3

Review Rationale

Complete Final Pricing

Orange Border Review

Red Border Review

Complete Written Vol's

Pink Team Review

Corporate Review (ERB)

Notional 30-day Schedule

Gray Beard Review

Week 2

Week 3Receive RFP

Complete 1st Draft

Week 4

Process Step

Ship Proposal

Complete Final Draft

Prepare Cost Estimates

Week 2

Analyze Customer Doc's

Week 1

Complete Storyboards

Chief Engineer Review

Due Date

Week 4

Red Team Review

White Team Review

Develop Solution


A well-done proposal may not be the reason you won the program;

however, a poorly-done proposal may be to reason you lost it!

Conclusion

L-3 Communications ProprietaryVersion 2.2

30

Transitionto

Development?

Stop

ConceptDefinition

ConceptPlanning

Budgeting Priority

ConceptDefinition

Contracting

Activity Execution

Assessment

ExperimentPlanning

IntegrationOnly

?

Yes

Yes

No

No

No

Try Again?

Yes Plug &Play

?

Yes

MissionIntegration

EnterprisePlanning

Budgeting Priority

Contracting

Production/DeployIntegration Execution

Assessment & Certification

Shortfalls?

Operations

SoS Requirementsand Ops Architecture

VersionPlanning

InfrastructureMod

Application Mod

Stop

Operations &Support

O&SPlanning

MaintFix

Budgeting Priority

Mod Requirements Definition

Contracting

Mod Development Execution


Mod Deployment Planning

Deployment

Operations

Shortfalls?

Yes Stop

Yes

Acquisition & Development

DevelopmentPlanning

FieldingDecision

Budgeting Priority

Requirements Definition

Contracting

Development Execution


PackagePlanning

AnotherSpiral

Stop

Initial Processes Cut Across Initial Processes Cut Across The Life CycleThe Life Cycle


CSW Risk Management (RM)Policy Y-171Procedure P-269Guideline G-601

Proposal Team TrainingREBrown – Date


Policy Y-171

The purpose of risk management is to

identify potential problems before they

occur so that risk-handling activities can be

planned and invoked … to mitigate adverse

impact on program objectives.


Policy Y-171 ScopeRequirement

Program Type Definition Requirement

Key Programs •Any program over $10M•Any fixed-priced program with development (NRE) content over $1M•Any cost-type program with development (NRE) content over $5M•Any other program specifically identified by the Director or Vice President responsible for the program

Mandatory

Small Programs •Any program over $100K and less than $10M with software or hardware deliverables, not covered by key program criteria.

Tailored organization and procedures as defined by this document

All other programs •Does not meet definition for Key or Small Programs.

Not required


Policy Y-171 Responsibilities

Program Manager Buck stops here

Program Team Executions begin here

VP Finance Coordinators and tools

VP HR Training courses

Bus. Area VPs Trained program managers

VP Engineering Trained PE, LSE & leads

VP Operations Trained OPM & OPE

VP Quality Trained quality leads


Procedure P-269

Define riskmanagement

strategy

Identify andanalyze risk

Handle risk

Defined at theCS-W division

level

High risk shouldreceive financial

consideration in theproposal

High risk should bebriefed in Red Border

Develop risk plans forhigh risk issues

Establish thresholds foracceptable risk

Develop mitigation planwhen potential impact

can be reduced

Develop contingencyplan when no action

can be taken to avoid,transfer or mitigate risk

Report risk status

Identify risk issues

Assess theprobablility of

occurence

Assess the severity ofimpact

Planning ExecutionPolicy


Procedure P-269 Risk Levels

Very Likely > 90%

Likely 60 - 90%

Possible 40 - 60%

Unlikely 10 - 40%

Very Unlikely < 10%

Performance 0 - Minimal

Acceptable with some

reduction in margin

Acceptable with

significant reduction in

margin

Acceptable with no

remaining margin

Unacceptable

Schedule 0 - Minimal < 5% 5 - 7% 7 - 10% > 10%

Cost 0 - Minimal < 5% 5 - 7% 7 - 10% > 10%

Low Minor Moderate Significant High

Pro

bab

ilit

y o

f O

ccu

rren

ce

IMPACT of Occurrence

Low

Medium

High


Procedure P-269 Tracking Matrix


Procedure P-269 Process

PrepareIdentify

Risks & Hazards

Assess &Prioritize Risks

Decide OnControlOptions

EstablishHandling Plans

MonitorHandling Plans

ImplementHandling Plans

1 2

5

7

3

4

6

YES YES

YES

YES

NO

NO

NO

NO

ReviseRisk Plan

Risk PlanWorking? New Phase

or KeyStakeholder?

Key MilestoneApproaching?

"n" MonthsSince Last

Assessment?


Procedure P-269 Organization

Includes all team members:

Risk Management Board (RMB)

Program ManagerProject EngineerOperations ManagerCustomer PM

Risk Management Working Group(RMWG)

Integrated Product/Functional Team Leadership

Prime/Subs/Customer LeadershipBusiness Management Leadership

SEIT

System EngineerLead

Software Products

SoftwareLead

Integrated LogisticsSupport

Logistics EngineeringLead

Test & Evaluation

Test EngineeringLead

Risk CoordinatorRisk Coordination Group

Risk IdentificationOwnershipMitigation PlansMitigationExecutionReporting

ProcessToolsTrainingFacilitationReporting

RMB PreparationIPT/Functional TeamRisk Adjudication

Risk ManagementProcessRisk Adjudication

OPS

Operations Program Manager

Hardware Products

IPT/FunctionalLead

Operations Team Leadership

Includes all team members:

Risk Management Board (RMB)

Program ManagerProject EngineerOperations ManagerCustomer PM

Risk Management Working Group(RMWG)

Integrated Product/Functional Team Leadership

Prime/Subs/Customer LeadershipBusiness Management Leadership

SEIT

System EngineerLead

SEIT

System EngineerLead

Software Products

SoftwareLead

Integrated LogisticsSupport

Logistics EngineeringLead

Test & Evaluation

Test EngineeringLead

Risk CoordinatorRisk Coordination Group

Risk IdentificationOwnershipMitigation PlansMitigationExecutionReporting

ProcessToolsTrainingFacilitationReporting

RMB PreparationIPT/Functional TeamRisk Adjudication

Risk ManagementProcessRisk Adjudication

OPS

Operations Program Manager

Hardware Products

IPT/FunctionalLead

Operations Team Leadership


Procedure P-269 Risk Monitoring


Procedure P-269 Risk Metrics

Risk Management Metric

0

1

2

3

4

5

6

7

8

# Low Risk Items

# Medium Risk Items

# High Risk Items

AO SDSR TRCDPD Flight

Top 3 Risks1. High Risk #12. High Risk #23. High Risk #3

Mitigations1. Mitigation #12. Mitigation #23. Mitigation #3

just-in-time proposal core team training. l-3 communications proprietary proposal planning capture...

Documents

planning strategy

proposal strategy

time development slide

risk management slide

themes discriminators

winning strategy

competitors solution

customer benefit