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Using CMMI, ITIL, and PMBoK to Improve Proposal Operations
Presenter:Brenda Crist Lohfeld Consulting Group
“Knowledge is Power”June 9-12, 2009, Chandler, AZ 2
Current Proposal Practices
Proposal Management Books Often Focus on Proposal Management Basics: Capture and Positioning Bid Request Bid Decision Proposal Scheduling and Development Proposal Planning Review Teams
These processes are tried and true and promote collaboration and delivery on schedule
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Does Your Job Involve Multiple Functions?
Do You Manage Multiple Projects? Staffing and Resources Budgets and Communications Cost and Quality Control
Do You Provide These Services? Proposal Systems Design Pipeline Management Knowledge Management Configuration Management Template Creation Training Services
Do You Promote Continual Improvement?
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“Knowledge is Power”June 9-12, 2009, Chandler, AZ 5
What Can We Learn from Industry to Improve Our Management of These Tasks?
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
We Can Take Best Practices From:
The Project Management Institute, Project Management Body of Knowledge (PMBoK) can help us effectively manage multiple projects
Information Technology Infrastructure Library (ITIL) can help us deliver better proposal services
Capability Maturity Model Integrated (CMMI) can help us smoothly integrate proposal functions
ISO 9001:2000 can help us improve consistency and quality
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We write about “industry best practices” daily; let’s use them to improve proposal management
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
PMBoK Highlights
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Offers a framework for project management backed by project management best practices
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
What Can We Take From PMBoK?
Specific practices for improved:– Project Planning– Schedule
Management– Quality
Management– Communications
Management– Cost Management – Risk Management
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We can also use PMBoK methods for managing two or more projects concurrently
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Project Planning and Scheduling
In advance of proposal activities: Develop a realistic pipeline to determine workload
(preferably Using a Customer Relationship Management (CRM) Tool)
Develop project plans with WBSs and schedules for 10, 15, 30, and 45 day turnarounds
Establish milestones for major capture/proposal activities Establish agreements with vendors and consultants
Manage to the schedule; reporting status daily against the milestones
Proactively monitor and record variance of planned vs. actual activities
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Pre-planning + Commitment = Success
“Knowledge is Power”June 9-12, 2009, Chandler, AZ 11
Examples
ID# Agency
Name Description Capture
Status RFP Date
Value
110 DOE ELMS Program
BPR Smith Pre-RFP 5/1/09 $25M
210 DOC IPS Program Help Desk Jones RFP 6/1/09 $50M330 Navy TACS
ProgramCall Center Turner Future 9/1/09 $40M
Create a PipelineID Task Name Duration Start Finish
1 RFP Release 0 days Wed 4/1/09 Wed 4/1/09
2 Kick-Off Meeting 0 days Fri 4/3/09 Fri 4/3/09
3 Storyboards 0 days Thu 4/9/09 Thu 4/9/09
4 Pink Team 0 days Fri 4/10/09 Fri 4/10/09
5 Red Team 0 days Mon 4/20/09 Mon 4/20/09
6 Gold Team 0 days Mon 4/27/09 Mon 4/27/09
7 Production 0 days Wed 4/29/09 Wed 4/29/09
8 Delivery 0 days Thu 4/30/09 Thu 4/30/09
4/1
4/3
4/9
4/10
4/20
4/27
4/29
4/30
M W F S T T S M W F S T T S M W F S TMar 29, '09 Apr 5, '09 Apr 12, '09 Apr 19, '09 Apr 26, '09 May 3, '09
Create a Work Breakdown Schedule
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Budget realistically
Plan ways to drive down proposal development costs
Proposal costs are often unpredictable; leave plenty of cushion in the budget
Implement cost controls and break down work into small incremental pieces
Measure performance
Maintain historic cost data for the next budgeting cycle
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Cost Management
You will be a hero if you deliver your proposal under your B&P budget
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Tips for Driving Down Costs
Buy supplies in discounts like paper, toner cartridges, and binders and tabs
Negotiate discount rates for hardware maintenance (printers, copiers)
Establish agreements with set rates for services vendors like writing or editing
Create a knowledgebase of reusable written materials (resumes, graphics)
Hold brainstorming sessions after hours w/dinner so billable hours are not lost
Limit review team membership
Control color printer use
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Re-invest savings back into the training of your staff
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Quality Management
Incorporate quality standards
ISO 9001:2000, PMBoK, CMMI
Implement a Quality Assurance Program
Define quality metrics
Define processes for accomplishing milestones
Identify artifacts resulting from reviews
Implement Quality Controls
Compliance and solution reviews
Editorial and document reviews
Book check and media reviews
Evaluate and continuously improve quality
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The quality of the proposal reflects your company’s quality
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Incremental Quality Controls
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Build time in for quality reviews throughout the proposal life cycle
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Human Resources Management
Define Staffing Plan Define roles, authority, and
responsibilities Define competencies, experience,
education, certifications Maintain a realistic staffing plan for
program and specific proposals
Develop a Training Plan Define Program-Level Plan Define Individual Development Plans Attend APMP events
Develop a Retention Plan Spot bonus pool or bonus plan Alternate work schedules for long hours Morale boosters
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Develop plans and objectives for training and retaining valued capture and proposal
management employees
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Communications Management
Five things we can learn from PMBoK: Create a communications plan and train
members in its use
Identify the most effective and secure methods for information distribution
Define the best way for communicating with stakeholders/participants
Identify how to report status
Define your risk escalation path
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Communications represent a significant part of a proposal manager’s daily activities
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Risk Management
Define a risk management plan or processes with escalation paths
Identify major risks Proposal program risks: Lack of
resources (personnel, technology, funds), Lack of training, Lack of time
Proposal risks: Solution gaps, Lack of key personnel, Missing price information, Unforeseen RFP changes/amendments
Maintain a risk mitigation log Identify the risk Person responsible for mitigating the
risk Risk mitigation timeframe and due
date Risk mitigation outcome
Discuss risk mitigation during daily standup meetings and at routine staff meetings
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Keep management aware and focused on potential capture and proposal risks to mitigate deficiencies
Date
Risk Due Assigned To
6/16 No Solution for Reports
6/26 James Smith
6/17 Missing Key Personnel
6/27 Recruiting, John Doe
6/18 Missing SW Pricing
6/28 SW Dept, Jane JonesRisk Log
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Information Technology Infrastructure Library (ITIL) Framework
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If your job requires more than just proposal management, ITIL offers a framework for the delivery of services
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
The ITIL Framework Defined
Service Strategy provides guidance on how to design, develop and implement service management
Service Design describes how to convert your service strategy objectives into service assets
Service Transition describes how to ensure service elements (applications, infrastructure knowledge, facilities) are delivered on schedule
Service Operations provides strategies for service support (incident, problem, access mgmt, and service delivery (infrastructure and security management)
Continual Service Improvement measures performance, implements improvements, and ensures expected results are achieved
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ITIL is an IT infrastructure and services framework originated by the UK Office of Government Commerce
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Service Strategy and Design
Develop Your Service Strategy What services are you offering in addition to proposal management and
production?o Knowledge managemento Data calls/information requestso Change and configuration managemento Customer relationship management (CRM)o Pipeline managemento Proposal facilities managemento Task order registration and processing
Who are your internal/external clients? What assets do you need?
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Develop a service strategy that meets the needs of your internal and external clients
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
ITIL Knowledge Management Tips
Make knowledge easy to access and intuitive to find
Create an electronic library using directory folders or a collaboration tool
Create instructions for a cheat sheet for finding information
Restrict access to the knowledgebase as appropriate for your company
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Don’t re-create the wheel – build a knowledgebase
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Items to Put in the Knowledgebase
Resumes (updated annually) Past performance summaries (updated annually) Processes for program planning, cost control, human resources,
communication, risk, quality, and monitoring Management factoids about retention, degrees, certifications Processes for transition, incident, problem, change, configuration,
release, asset, availability, capacity, and security management Technical architectures and system flows for operations Performance management success stories to demonstrate
performance at or above industry averages Problems and solutions Kudo letters and success stories Proposal templates Art library containing photos and graphics
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“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Do You Feel Like a Help Desk?
Are you always fielding questions about company characteristics? Like number of employees, certifications or revenue?
Are you always asked for past performance summaries or resumes?
Are you always asked for sample graphics or photos?
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If you feel like a help desk, implement ITIL best practices for service management to function most
efficiently
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Consider Adding a Self-Help Feature
• Work with company executives to determine what type of knowledge should be included in the self-help feature
• Determine how you will restrict access based on roles • Identify what subset of the knowledgebase can be shared • Setup policies for adding, updating, and maintaining data
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The self-help feature can benefit the company by
providing secure, accurate, consistent, and timely
information
“Knowledge is Power”June 9-12, 2009, Chandler, AZ 30
ITIL Configuration Management Tips
Keeping knowledge under configuration control increases proposal preparation efficiency
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Items to Put Under CM Control
• Capture Plans and CRM data• Solicitation, Q&As, amendments, BAFOs, debriefs• Proposal Management Plans and schedules• Kick-off meeting agendas• Compliance matrices, storyboards, outlines• Templates, graphics, photos• Background information• Input from authors• Blue, black, pink, red, and gold team versions of the
proposal/task order or oral presentations• Resumes, past performance summaries• Final proposals (hardcopy and softcopy)• Proposal budgets and metrics
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“Knowledge is Power”June 9-12, 2009, Chandler, AZ 33
Capability Maturity Model Integration (CMMI)
Level 1“Initial”
Process in unpredictable, poorly controlled, and reactive
Process is characterized but is often reactive
Process is defined, repeatable, and proactive
Process is measured and controlled
Focus on process improvement
Level 2“Managed”
Level 3“Defined”
Level 4“Quantitatively
Managed”
Level 5“Optimizing”CMMI is a
process improvement
approach
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Continual Process Improvement
• Obtain buy-in for a CPI Program
• Define SOPs for performing your job
• Establish metrics• Allocate sufficient resources to
collect metrics and analyze findings
• Use IT to facilitate CPI data capture and analysis
• Monitor performance and record lessons learned
• Identify and implement improvements
• Control improvements to verify they achieve the intended result
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Start with one or two areas you wish to improve
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Suggested Measurements
• Win ratio• Completed on schedule • Completed within budget• Free of editorial defects • No unauthorized changes
made to baselines• All proposal artifacts are
kept under CM control• Internal clients express
high satisfaction with service
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Select performance metrics and use them to measure how well you perform
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Training
• Use feedback and metrics to identify training needs • Train external clients: Proposal training classes, secure, just-
in-time training knowledgebase• Proposal team training: On-the-job training, knowledgebase,
formal proposal training, APMP events, professional certification programs
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A well-trained team improves efficiency, increases retention, and improves morale
APMP NCA Professional Day 2008
“Knowledge is Power”June 9-12, 2009, Chandler, AZ 37
Consider Using Software Development Techniques to Facilitate Proposal Management
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Software Development Methods Applied to Proposal Development
• The Software Engineering Institute (SEI) originally designed CMM/CMMI to define what processes and activities were needed to develop software
• Many best practices were developed to specify how these processes and activities should be accomplished:– Waterfall Method– Spiral Method– Iterative Development Method– Agile Method– Plug and Chug Method
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Evaluate each solicitation to determine the best process for developing a winning proposal response
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Proposal Development Methods to Consider
Traditional Development
• Storyboard• Annotated Outline• Pink Team• Red Team• Gold Team• Production • Delivery
SW Development Techniques
• Waterfall• Plug and Chug • Iterative Method• Spiral Method• Agile Method
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Consider using an iterative development technique if your solution is not established
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Burn Rate/Burn Down Chart
• When using an iterative/agile development method link accomplishments to a Burn Rate/Burn Down Chart, so executives can assess progress in comparison to the schedule
0%
20%
40%
60%
80%
100%
120%
Forecast
Actual
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A Burn Rate Chart illustrates your performance against the budgeted schedule and cost
Burn Rate/Burn Down Chart
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
ISO 9001:2000 Highlights
• ISO 9000 is a family of quality management standards maintained by the International Organization for Standardization (ISO)
• To become ISO 9001:2000 certified you need:– A set of procedures covering your business process – A plan for monitoring processes– Records demonstrating you followed your business
processes – A plan to check output for defects and a plan for
corrective action – Regular review processes – A plan for continual improvement
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“Knowledge is Power”June 9-12, 2009, Chandler, AZ
We Can Learn to Write Effective SOPs Using ISO Guidance
• Procedures should have: – Clear instructions
and a schedule– Owner(s)– Metrics– Monitoring methods– Reporting methods– Audit methods
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Set expectations and communicate how you will perform proposal management activities using SOPs
“Knowledge is Power”June 9-12, 2009, Chandler, AZ 44
Sample SOP
SOP Element SOP for a Proposal Kick-Off Meeting Agenda
Instruction Develop an Agenda for the Proposal Kick-Off Meeting. The Agenda should contain a welcome from executives, a bid review, proposal schedule, writing assignments, and meeting schedule
Owner Proposal Manager
Metric Distributed at Kick-Off Meeting
Monitoring Method
Capture Manager works with the Proposal Manager to ensure it is being created
Evaluation Method
Executive Management and the Capture Manager review the agenda prior to the meeting and Proposal Manager makes corrections
Reporting Method
Agenda distributed at the Kick-Off Meeting and stored in the Proposal Library
Audit Method Quarterly review of Proposal Library to determine if the Agenda is present
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Internal Audits
• Conduct quarterly audits to determine if artifacts are:– Present– Complete– Secure– Correctly located– Require updating
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Internal audits provide a discipline for ensuring your records are present, secure, up-to-date, and easily located
“Knowledge is Power”June 9-12, 2009, Chandler, AZ 46
To determine if industry best practices can help, make a list of your job functions
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
To determine if industry best practices can help, make a list of your job functions
• Proposal Process Management
• Proposal Project Management
• Proposal Service Management
• Proposal Performance Management
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Proposal management is a multi-dimensional process often involving project, service, and
performance management
Performance
Mgmt
Functional
Categories
Service
Mgmt
Process Mgmt
Project Mgmt
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Functional Breakdown
• Process Management– Capture Management– Proposal Management– Coordination Management– Graphics/Art Management– Production Management – Project Management
• Project Planning / Scheduling– Cost Management– Quality Management– Human Resources Management– Communications Management– Risk Management
• Service Management– Knowledge Management– Pipeline Management– CRM Management– Change Management– Configuration Management
• Performance Management– Measurement and Analysis– Training– Continual Improvement
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List and categorize your job functions to determine if you can benefit from industry best
practices
“Knowledge is Power”June 9-12, 2009, Chandler, AZ 49
Link Functions to Best Practices
Function Best Practice Area
Risk Management PMBoK Risk Management
Cost Management PMBoK Cost Management
Knowledge Management
ITIL Service Transition for Knowledge Management
Continual Improvement
CMMI Continuous Process Improvement and ITIL Continual Service Improvement
Quality Management ISO 9001:2000 and CMMI Process and Product Quality Assurance Process Area
Communications Management
PMBoK Communications Management
Configuration Management
ITIL Service Transition for Configuration Management and CMMI Configuration Management Process Area
Link your job functions to best practices and create SOPs to enhance your performance
“Knowledge is Power”June 9-12, 2009, Chandler, AZ
Summary
• As a proposal professional your job is complex and demanding
• It involves the management of multiple processes, projects, and services simultaneously
• Learn from industry and adapt best practices and lessons learned to help as needed
• Pass your lessons learned and best practices onto others
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