Mythbusters : Having a Process Creates Repeatable Results

2. Mythbusters: Having a Process Creates Repeatable Results Kristin Dufrene, CPP APMP Fellow May 26, 2016

3. Agenda and Objectives • Concept • Challenge • Plan toward results, not just progress • Cause desired outcomes • Reality • Identify needs for consistency • How do you manage success? Just a different perspective, not revolutionary!

4. MythBusters Concept Replicate the circumstances, and duplicate the results OR Expand the circumstances to the point that will cause the described result. https://youtu.be/YZRq3XxCZXo

5. “Busted” Myths • If you don’t follow all 96 Shipley steps, you won’t win. • Proposals are always long nights and weekends while eating pizza everyday. • Proposals win contracts, especially if they are “works of art”. • The Contracting Officer wants us to bid, so the competition is wide open! • More?

6. The Challenge • Create a compelling win strategy and proposal document through incremental development, instead of constant churn • Identify standardized milestones (results) • Create an outcome-based process (cause)

7. Expected Results • Increased Pwin and Approval to Proceed • Solution Validation and Early “Buy In” • Compliant and Compelling Structure that Includes Win Strategy and Ability to Score • Content Validation • High Quality Submission • WIN!

8. Process vs. Cause • Process Definition: Sequence of interdependent and linked procedures which, at every stage, consume one or more resources (employee time, energy, machines, money) to convert inputs (data, material, parts, etc.) into outputs. These outputs then serve as inputs for the next stage until a known goal or end result is reached. • Cause Definition: Action, inaction, or occurrence that brings about a change, effect, reaction, or result.

9. Causing Results: Capture Scenarios • Customer intimacy and shaping an RFP are very important during the capture phase of an opportunity. What if… • The customer won’t talk to contractors about the opportunity, and use the “cone of silence” too early in the process? • Your competition was able to shape something to their advantage? • You don’t know the current operating environment on the current contract?

10. Causing Results: Proposal Scenario • Compliance is necessary for proposal development. What if… • You know your customer well, but their hot buttons aren’t reflected in the RFP? • Management is insistent on a strategy that conflicts with the requirements? • The RFP is structured so that it’s virtually impossible to “tell a good story”?

11. Idea Exchange

12. Reality Sets in…

13. Addressing Reality Provide limited tools and templates (consistency) Review for success at critical points (adjust)

14. Standard Tools and Templates • Information at the appropriate depth to make valid decisions • Proposal team “facing” tools and templates, so retraining teams isn’t necessary • Training can be standardized • Easier transition if a resource change is necessary

15. Recommended Standardization Gate Review Decks Proposal Schedule Primary File Structure Storyboard or Annotated Outline Templates Color Team Evaluation Forms and Instructions Others?

16. Critical Reviews • Pursue Gate • Bid Gate • Solution Review • Storyboard Review • Draft Review • Evaluation Review • Quality Review

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