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Industry Panel - Jan 2011 Ref
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Transcript of Industry Panel - Jan 2011 Ref
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7/30/2019 Industry Panel - Jan 2011 Ref
1/21
PM TRADEAcquisition Development Seminar
Understanding Our Industrial Base
Unintended Consequences inDeveloping and Releasing RFPs
21 January 2011
PM TRADE Acquisition Transformation: Process / Product / Organization
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PM TRADE Ac uisition Trans ormation: Process / Product / Or anization
Panel Discussion Objectives
2
2. Recognize the need for PM TRADE RFPproduct and process consistency resultingin higher quality RFPs.
1. Have an appreciation for our Industry BaseProcesses, Timelines, and Constraints inresponding to our RFPs.
3. Take individual ownership in every step ofthe process to improve our products
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PM TRADE Ac uisition Trans ormation: Process / Product / Or anization
Rules of Engagement
3
No Knives No Guns No Hand Grenades No Attitudes No Slimy Contractor Jokes
Panel will be blunt, passionate, and respectfulin their discussion to convey key points.
Yes, Please Ask Questions!
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PM TRADE Ac uisition Trans ormation: Process / Product / Or anization
Industry Survey of PM TRADE Issues
4
Tiger Team Interviewed 11 Major PM TRADE contractors
9 large business and 2 small business
Not Surprisingly - Consistent message from all contractors interviewed
Level of Frustration Higher than Anticipated
Industry's Major Areas of Concern:
1. Consistency: Unpredictable timelines and process across programs
2. Information: Not enough / inconsistent Industry interface during Sources
Sought & Requirements Development3. Business Decisions: Sources Sought/Draft Requirements Docs. do not
include Business Case information
4. Industry Base: Cost of Proposals, impacts growing an Industry Base
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PM TRADE Ac uisition Trans ormation: Process / Product / Or anization
Project Teams. do these sound familiar?
5
Ever feel rushed to put a draft or final RFP on the street? Ever have to change your Acquisition Strategy?
Ever have major RFP changes from Draft to Final?
Ever postpone release of a draft or final RFP?
Ever have requirements changes mid-stream?
Ever release a draft and final RFP back to back?
Ever release a draft and final several months apart?
Ever have weeks on end before releasing answers to RFP questions?
Ever provide vague or delayed answers to industry questions?
Ever have key team members reassigned. new team = new ideas?
Ever publish your contract ceiling as the program budget?
Ever ask for CLINs or CDRLs you really didnt need?
Ever release a draft or final RFP before the holidays?
Ever provide/brief inaccurate or incomplete TSIS slides?
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Industry Business Rhythm
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Program X RFP Expected
Q2 Q3 Q4
Line Forecast- Annual Revenue- Annual Profit- IR&D Objectives
Line Execution- Quarterly Revenue Goals- Quarterly Award Goals- IR&D Progression
FY Planning Guidance(Corporate)- Revenue Targets
- Profit Targets- IR&D PrioritiesPlanAllocating resources, budgets, and schedules for next years work
ForecastIdentifying Future Business Opportunities 2-5 years in Future
Execute Current year programs
Revenue Drives- Staffing Levels- Indirect Generation
- Bid & Proposal Funding- IR&D Funding
QUARTERLY REPORTS- To Corporate- Corporate to Wall Street
Program X RFP Slips
B&P Package X B&P Package X + Y
Q1Revenue Revenue
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Schedule Planning is Paramount
Industry must meet quarterly and annual plans reductions causereduction to quarterly and annual reports or projections to Wall Street
- De-rate opportunities substantially based on percentage of win
- Qualify the customer
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 theUSG assuming the industry member survives
- Resource planning becomes chaotic
- Impacts organizational credibility
- Ultimate concern becomes reduction of industry base lesstechnology and less competition
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PM TRADE Ac uisition Trans ormation: Process / Product / Or anization
Industry Business Planning- Proposals
Timing is linked to Revenue and Award goals Value linked to pipeline growth
- De-rated by Probability of Win (pWin)
- pWin established by team, technology, customer relations, overall fit
- As RFP slides right, revenue slides right and B&P increases
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As Award slides right, award goals are adjusted right Track (opportunity not yet qualified; no RFI, no defined requirements, no
funding)
Pursue (only after approval at BSC with B&P requirements andanticipated 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 BARSrequired if the proposal varies by 5%)
- Cost reimbursable not as stringent
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PM TRADE Ac uisition Trans ormation: Process / Product / Or anization
Industry Proposal Processes
Phase 3: Pre-Proposal
Phase 6: Orders Received
Phase 2: Strategy
Phase 1: Assessment
Phase 4: Proposal
Phase 5: Post Submittal
Customer Discriminators
(Evaluation Factors)
Gap AnalysisStrategy
Feature
ThemeCustomer Issue
Benefit
Customer Requirements
Competitive Analysis
Customer
Focus
Industry:
- is strategically focused withdeliberate business planning cycles
- has a disciplined businessdevelopment processes
- uses gate controls just like ArmyAcquisition Milestones
- needs to make the right staffingdecisions to meet Customers needs
Typical Opportunity Gate Controls
Open & Consistent Communications are a Must !
Industry needs open, honest, consistent, predictable, and frequentcommunications to identify gaps in solution space that drives teaming decisions
to make effective decisions on resources, people, investments and teaming9
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Initial Capture Plan Activities That SupportTeaming & Bid Decisions
DocumentCapture
Plan
Opportunity
Assessment
Opportunity
Assessment
Customer
Interaction
Assessment
Customer
Interaction
Assessment
Initial
GDAIS SWOT
Assessment
Initial
GDAIS SWOT
Assessment
Initial AssessmentsInitial
Competitive
Assessment
Customer Absolute Musts(CAMs)
Competitive TeamingAnalysis
Potential Teaming Strategies
Customer
Capture
Themes
Customer
Capture
Themes
Teammate
Capture
Themes
Teammate
Capture
Themes
Teaming
Execution
Plan
Teaming
Execution
Plan
Competitors
Teaming
Plans
Competitors
Teaming
Plans
Initial WinStrategy
Initial WinStrategy
Refined Win Strategy Statement
Potential Past
Performance
Approach
Potential Past
Performance
Approach
Potential
Management
Approach
Potential
Management
Approach
Potential
Technical
Approach
Potential
Technical
Approach
Overall
Political
Assessment
Overall
Political
Assessment
Competitor
Ghosts/Mitigation
Plans
Competitor
Ghosts/Mitigation
Plans
Customer Call
Plans
Customer Call
Plans
Factors and
Objectives
Factors and
Objectives
DMPChartDMPChart
KDM Personal
Profiles
KDM Personal
Profiles
Competitors
Potential
Capture Plans
Competitors
Potential
Capture Plans
Potential Risk
Identification
Price to Win
and EBIT
Identification
Price to Win
and EBIT
Identification
IR&D
Requirements
IR&D
Requirements
CR&DPotentialCR&D
Potential
COTS/GOTS
Requirements
COTS/GOTS
Requirements
Potential
Team Feedback
Potential
Team Feedback
Specific HotButton IssuesSpecific Hot
Button Issues
Acquisition Problems
And OCI Issues
Acquisition Problems
And OCI Issues
Competitive DifferentiationAssessment
Competitive DifferentiationAssessment
Customers Need to Buy
Customers Funding
DocumentCapture
Plan
Opportunity
Assessment
Opportunity
Assessment
Customer
Interaction
Assessment
Customer
Interaction
Assessment
Initial
GDAIS SWOT
Assessment
Initial
SWOT
Assessment
Initial AssessmentsInitial
Competitive
Assessment
Initial
Competitive
Assessment
Customer Absolute Musts(CAMs)
Competitive TeamingAnalysis
Potential Teaming Strategies
Customer
Capture
Themes
Customer
Capture
Themes
Teammate
Capture
Themes
Teammate
Capture
Themes
Teaming
Execution
Plan
Teaming
Execution
Plan
Competitors
Teaming
Plans
Competitors
Teaming
Plans
Initial WinStrategy
Initial WinStrategy
Refined Win Strategy Statement
Potential Past
Performance
Approach
Potential Past
Performance
Approach
Potential
Management
Approach
Potential
Management
Approach
Potential
Technical
Approach
Potential
Technical
Approach
Overall
Political
Assessment
Overall
Political
Assessment
Competitor
Ghosts/Mitigation
Plans
Competitor
Ghosts/Mitigation
Plans
Customer Call
Plans
Customer Call
Plans
Factors and
Objectives
Factors and
Objectives
DMPChartDMPChart
KDM Personal
Profiles
KDM Personal
Profiles
Competitors
Potential
Capture Plans
Competitors
Potential
Capture Plans
Potential Risk
Identification
Potential Risk
Identification
Price to Win
and EBIT
Identification
Price to Win
and EBIT
Identification
IR&D
Requirements
IR&D
Requirements
CR&DPotentialCR&D
Potential
COTS/GOTS
Requirements
COTS/GOTS
Requirements
Potential
Team Feedback
Potential
Team Feedback
Specific HotButton IssuesSpecific Hot
Button Issues
Acquisition Problems
And OCI Issues
Acquisition Problems
And OCI Issues
Competitive DifferentiationAssessment
Competitive DifferentiationAssessment
Customers Need to Buy
Customers Funding
Industry conducts a gap analysis from understanding the problemand their potential baseline solutions to identify pursue / no-pursue,
bid / no-bid make / buy, IRAD, and teaming strategies
- Industrys businessdevelopment processesprovide a disciplinedmethodology for qualifying theopportunity
- Prior to building a team,
Industry must understand thecustomer needs
- Must haves and hot buttonsprovide Industry the insightthey need to developtechnical, management, cost
and support baselines
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11/21PM TRADE Ac uisition Trans ormation: Process / Product / Or anization
Teaming Considerations
What is teaming?
Why you want to team Fill void or eliminate inadequacy
Domain knowledge Experience (at least good!) with customer Cost-effective
Enhance your capability Niche/unique expertise Fill holes or offset weaknesses Successful past performance Future relationships
Why you dont want to team
Makes things more complicated Restricts flexibility and eliminates options Discloses company propriety data and
processesOrganizational conflicts of interest Cost driver
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12/21PM TRADE Ac uisition Trans ormation: Process / Product / Or anization
Teaming Window of Opportunity
12
TYPICAL PROPOSAL TEAM on $200-$250M RFP 25-30 People (Prime + Partners) Proposal Manager, PM, Engineers, SMEs, Finance, Contracts, etc FULL TIME! 2-3 Partners
Teaming Issues of Requirement Flux Proposal cost increases Teammates/Subs may be reluctant to
commit to Prime Prime reluctant to commit work share Work share changes impacting teaming
arrangements
May require changes to team structure
Prime
- Fill Gaps based onRequirements- Supplement Resources- Capture/Share/Manage
Risks
Teammates/Subs
- Support in accordanceto work share
- Furthering teamscapabilities
Proposal Team
Government releasesDraft RFP
Teaming Issues of Schedule Flux Proposal cost increases Proposal team key personnel
availability affected (Challenge to holdPersonnel, both for Prime and Subs)
Team disappointment
Government releasesRFP
Industry Stands up FullProposal Team
Advertised RFPrelease
TeamingWindow
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Typical Proposal Team Organization
IntegratedProductTeam Leads(IPT)
Technical Manager
Program Manager
Proposal Coordinator Admin Assistant
EngineeringBOELead
CostVolumeLead
Contracts Lead
ManagementVolumeLead
TechnicalVolumeLead
Cost Strategist
Admin Assistant
Pricing Lead
Review Team Lead
SubcontractAdministrator
Program Scheduler
ManufacturingBOELead
SubcontractManager
ManagementBOELead
PastPerformanceVolume Lead
Proposal Manager
CaptureManager
Manufacturing Lead
As process progresses,personnel assigned to
the Program Managermight also work for theProposal Manager
Defines Solution
Develops:Win StrategyCapture PlanPrice to Win
Prepares Proposal
On smaller efforts, oneperson might fill severalroles within theOrganizational Chart
Production Team
CaptureManagement Support
and ProposalLeadership Group
BusinessDevelopmentManager
OperationsDecisionManager
Critical to provide Industry with stable and predictable milestone dates to avoid falsestarts, wastes resources, and provide ability to assemble and sustain quality team
Predictable Draft to Final RFP Content and Timelines are Paramount!
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14/21PM TRADE Ac uisition Trans ormation: Process / Product / Or anization
Industry Opportunity Process
TargetIdentification Pursue Prelim-B/L Review Bid
PreparingProcess
Submit Award
PostSubmittal
ProposalProduction
OpportunityPositioning
StrategyDevelopment
TargetQualification
ExtendingProcess
OpportunityAssessment
Interest
Strategic Tactical Operational
Award DecisionTarget Identification
New Derivatives Follow-On Growth
CapturingIdentifiable
New Business
ExtendingCurrent
Business
Preparing forFuture NewBusiness
Industry day RFPDraft RFP Black hat gold redpinkstoryboard
Potential Programsin the Pipeline
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15/21PM TRADE Ac uisition Trans ormation: Process / Product / Or anization
Types of Reviews/Review Discipline
TargetQualification
Capture Planningand StrategyDevelopment
OpportunityPositioning
ProposalProduction
Post-SubmittalSubstantiation &
Transition
Interest Pursue Bid Submit Pre-AwardMid-Course
Decision Tracking
Black Hat Blue TeamGold TeamPinkTeam
RedTeam
Black Hat - External review ofcompetitors that helps us predict andunderstand competitor strategy, ourvulnerabilities, and appropriate actions
Blue Team - External review ofWin Strategy implementation includingKey Messages (Themes),Discriminators, and Our Solution. BlueTeam and Storyboard review are oftenidentical
Gold Team - Internal or externalvalidation of our Win Strategy includingKey Messages (Themes),Discriminators, and Our Conceptual
Solution. Recently decomposedinto Value Prop Workshop andTechnology Workshop, leadingto Gold Milestone
Pink Team - Internal review of the initialdraft of our proposal to ensure effectivecommunication of win strategies andcompliance with customer requirements
Red Team - External review of theinitial draft of our proposal (orresponse to questions) to ensureeffective communication of winstrategies and compliance withcustomer requirements
Storyboard
Storyboard Review - Internalreview of section requirements,objectives, themes, and key graphicsPredecessor to full proposaldevelopment
EN ResponseRed
Team
Color Reviews 15
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InitialCost Estimates
Pre RFP Release Preparation 2-6 Months First 10 Days after Draft RFP Release
Timeline T-30/45 Days to RFP release
Day 11 Day 12 Day 13 Day 14 Day 15 Day 16 Day 17 Day 18 Day 19 Day 20
Analyze RFP,Strip RqmtsPrep for Kickoff- Outlines- Assignments- Proposal Sch- Program Sch
Pursue /No-Pursue
Print
Core Team Review
Author Cutoff
Final RFPRelease
Day 21 Day 22 Day 23 Day 24 Day 25 Day 26 Day 27 Day 28 Day 29 Day 30/45
Line-By-LineWord-by-Word
Review ofChanges
Book Check,Pack
DraftLayout
Print
FinalPrint
Mat Review/Corrections
Final
Draft ExecSum
Technical Approach
Incorporate Any Changes
BusArea
Draft RFPReleaseInitial Assessments - Sources Sought
Business Case Analysis - ROI
Bid /No-Bid
ProposalTeam
Identified-On Notice-
CoreProposal
TeamOn Site
ProposalStrategy
16
Business Case Analysis - ROI
Solidify Team Mates
Black HatReview
Draft Win Themes - Proposal Outlines
GoldTeam
Review
Proposal Development Schedule
Draft Proposal
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Set PTWDist. DTCs
Core Team Review
DTCCommit
InitialCost Rollup
FinalCost Rollup
AuthorCutoff
Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10
Typical 30-Day Proposal Due timeline
RFP
Day 11 Day 12 Day 13 Day 14 Day 15 Day 16 Day 17 Day 18 Day 19 Day 20
Analyze RFPStrip RqmtsPrep for Kickoff- Outlines- Assignments- Proposal Sch- Program Sch
KickOff
BidDecision
Q-Print Q-Print
Print
Print
ITA
Author Cutoff
Core Team Review
AuthorCutoff
PropDue
Day 21 Day 22 Day 23 Day 24 Day 25 Day 26 Day 27 Day 28 Day 29 Day 30
DeliverProposal
BookCheck &
Pack
Layout
Print
FinalPrint
Mat Review/Corrections
Final
Pink TeamReview
Exec Sum
Red TeamReview
Incorporate Any Changes
Incorporate Any Changes
BusArea
Core Team Review
storyboard
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CoreProposal
TeamOn Site Proposal Win Themes, Technical
Approach, and Content Flow Complete
Write Proposal in 7 days
FullProposal
TeamOn Site
BlueTeam
Review
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18/21PM TRADE Ac uisition Trans ormation: Process / Product / Or anization
Independent Research & Development (IRAD)
18
IRAD What I thought about IRAD
What is IRAD? Research and development efforts are initiated, funded and conducted by defensecontractors, neither sponsored by a government grant nor required in performing a contract, and mustabide by certain Federal Acquisition Regulation and Defense Contracting Audit Agency regulations
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 theneeds 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 conductingindependent research and development.
How can you leverage and influence this innovation?
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19/21PM TRADE Ac uisition Trans ormation: Process / Product / Or anization
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Generic IRAD Selection Process
4. Project
Assumptions3. Define Strategic IRADThrusts
7. Strategic IRAD
Decisions IRADSelection Team 9. Product LineIRAD Decisions
10. IRAD KickoffGate withLeadership
Team
6. Target IRAD Budget andBudget Percentages
Aug Sept Oct Nov JanMar July
{Jan Feb Apr May June Dec
1619-21 23 224 4 15 10 16
Prepare StrategicIRAD Project
Decision Packages
IRAD ProjectDecision Packages
for approval
{
{
Selected IRADProject Kickoff Gate
BusinessGrowth Driver &Tech Innovation
Workshop
5
1. Growth Driver roadmapsfrom Tech InnovationWorkshop
2. Business Growth DriverTech Roadmaps withTech Gaps
5. Strategic IRADRequests
11. IRADChargenumbersavailable
8. Product LineIRAD Requests
13
{{
WarfighterNeeds
TechnologyAnalysis
ongoing
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20/21PM TRADE Ac uisition Trans ormation: Process / Product / Or anization
Generic IRAD Integrated Master Schedule
6-24 monthdeliverytimeline
12 monthplanning &approvalprocess
IRAD can deliver game changers andnext generation evolution which
government can leverage
but it takes time and needs
collaboration
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