Professional Documents
Culture Documents
Rules of Engagement
No Knives No Guns No Hand Grenades No Attitudes No Slimy Contractor Jokes Panel will be blunt, passionate, and respectful in their discussion to convey key points.
Q1
Q3
Q4
Revenue
Line Forecast
Forecast
Identifying Future Business Opportunities 2-5 years in Future FY Planning Guidance (Corporate)
Plan
Allocating resources, budgets, and schedules for next years work Line Execution
- Quarterly Revenue Goals - Quarterly Award Goals - IR&D Progression
Revenue Drives
- Staffing Levels - Indirect Generation - Bid & Proposal Funding - IR&D Funding
QUARTERLY REPORTS
- To Corporate - Corporate to Wall Street
Changes to anticipated RFP releases, award delays, protests all equal delays in revenue and additional costs to maintain staff - Over time these costs are added back into rates more cost to the USG assuming the industry member survives - Resource planning becomes chaotic - Impacts organizational credibility - Ultimate concern becomes reduction of industry base less technology and less competition
Track (opportunity not yet qualified; no RFI, no defined requirements, no funding) Pursue (only after approval at BSC with B&P requirements and anticipated ROI presented and approved) Capture (after RFP authorized expenditure of B&P) Proposal Costs Vary
- Fixed Price Reviews must go to higher for above $30 million (Delta BARS required if the proposal varies by 5%) - Cost reimbursable not as stringent
Industry:
- is strategically focused with deliberate business planning cycles
- has a disciplined business development processes
Benefit
Customer Focus
Feature Strategy
Industry needs open, honest, consistent, predictable, and frequent communications to identify gaps in solution space that drives teaming decisions to make effective decisions on resources, people, investments and teaming
9 PM TRADE Acquisition Transformation: Process / Product / Organization
Initial Capture Plan Activities That Support Teaming & Bid Decisions
Initial Assessments
Opportunity Opportunity Assessment Assessment Customer Customer Interaction Interaction Assessment Assessment
Competitive Teaming Analysis Competitive Differentiation Competitive Differentiation Competitive Differentiation Assessment Assessment
- Industrys business development processes provide a disciplined methodology for qualifying the opportunity - Prior to building a team, Industry must understand the customer needs
Customers Funding
Overall Overall Political Political Assessment Assessment IR&D IR&D Requirements Requirements CR&D CR&D Potential Potential COTS/GOTS COTS/GOTS Requirements Requirements
Price to Win Price to Win and EBIT and EBIT Identification Identification Potential Potential Team Feedback Team Feedback Specific Hot Specific Hot Button Issues Button Issues Acquisition Problems Acquisition Problems And OCI Issues And OCI Issues
Factors and Factors and Objectives Objectives DMP DMP Chart Chart KDM Personal KDM Personal Profiles Profiles
- Must haves and hot buttons provide Industry the insight they need to develop Document Capture technical, management, cost and support baselines Plan
Industry conducts a gap analysis from understanding the problem and their potential baseline solutions to identify pursue / no-pursue, bid / no-bid make / buy, IRAD, and teaming strategies
10
Teaming Considerations
What is teaming? Why you want to team
Domain knowledge Experience (at least good!) with customer Cost-effective Niche/unique expertise Fill holes or offset weaknesses Successful past performance Future relationships
Makes things more complicated Restricts flexibility and eliminates options Discloses company propriety data and processes Organizational conflicts of interest Cost driver
11 PM TRADE Acquisition Transformation: Process / Product / Organization
Teammates/Subs
Support in accordance to work share Furthering teams capabilities
Teaming Window
Government releases Draft RFP
Proposal Team
Government releases RFP
Capture Manager
Review Team Lead
Contracts Lead
Subcontract Manager Subcontract Administrator
Program Manager
Technical Manager Manufacturing Lead Admin Assistant Program Scheduler
Proposal Manager
Proposal Coordinator Production Team Admin Assistant Pricing Lead
Defines Solution
Prepares Proposal
Critical to provide Industry with stable and predictable milestone dates to avoid false starts, wastes resources, and provide ability to assemble and sustain quality team Predictable Draft to Final RFP Content and Timelines are Paramount!
Interest
Pursue
Prelim-B/L Review
Bid
Submit
Proposal Production Post Submittal
Award
Extending Process
Target Qualification
Opportunity Assessment
Strategy Development
Opportunity Positioning
Industry day
Draft RFP
Black hat
gold
RFP storyboard
pink
red
Target Qualification
Opportunity Positioning
Black Hat
Gold Team
Blue Team
into Value Prop Workshop and Technology Workshop, leading to Gold Milestone
Color Reviews
PM TRADE Acquisition Transformation: Process / Product / Organization
15
Bid / No-Bid
Day 15
Day 16
Day 17
Day 18
Day 19
Day 20
Day 22
Day 23
Day 24
Day 25
Day 26
Day 27
Day 28
Day 29
Day 30/45
Author Cutoff
16
Day 3
Day 5
Day 7
Day 8
Day 9
Day 10
Kick Off
Full Strip Rqmts Prep for Kickoff Proposal - Outlines Team - Assignments On Site
- Proposal Sch - Program Sch
Day 11
Day 12
Day 13
Day 14
Day 15
Day 16
Author Cutoff
Q-Print
ITA
Layout
Print
Day 21
Day 22
Day 23
Day 24
Bus Area
Day 25
Day 26
Day 27
Day 28
Day 29
Day 30
Prop Due
Final Print
Book Check & Pack
Deliver Proposal
Print
Core Team Review
17
Innovation Dilemma
How to insert innovation when there are limited Army RDTE $s available in TRADE programs DoD increasingly searches out COTS based solutions using mature, proven technology to meet the needs of the end-users, thus driving decreases in research & development for training and simulation IRAD funding is often hard to secure for training simulation IRAD resources are limited within companies Discussions and forums on solution gaps are limited
Defense contractors spend in excess of $3 billion annually conducting independent research and development. How can you leverage and influence this innovation?
18 PM TRADE Acquisition Transformation: Process / Product / Organization
7. Strategic IRAD
Decisions IRAD Selection Team
9. Product Line
IRAD Decisions
5. Strategic IRAD
2. Business Growth Driver Tech Roadmaps with Tech Gaps Requests
8. Product Line
IRAD Requests
11. IRAD
Charge numbers available 23 24 5 4 15 10 13 16 2
{ {
Jan
Feb
Mar
Apr
19-21
16
Aug Sept
Oct
Nov
Dec
Jan
20
Improved communications between industry and government is the heart of successful leveraging of IRAD
21 PM TRADE Acquisition Transformation: Process / Product / Organization