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1 Government Consulting at Booz Allen Hamilton Kristin Reisinger Associate Booz | Allen | Hamilton 4692 Millennium Dr. #200 Belcamp, MD 21017 USA Tel:

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Presentation on theme: "1 Government Consulting at Booz Allen Hamilton Kristin Reisinger Associate Booz | Allen | Hamilton 4692 Millennium Dr. #200 Belcamp, MD 21017 USA Tel:"— Presentation transcript:

1 1 Government Consulting at Booz Allen Hamilton Kristin Reisinger Associate Booz | Allen | Hamilton 4692 Millennium Dr. #200 Belcamp, MD USA Tel:

2 2 Agenda  Introduction  Government Consulting –Industry Overview –Federal Proposal Process  Working at Booz Allen –Human Capital Consulting Practice –Example Projects –Required Skills  Q&A

3 3 Introduction

4 4 My Path Loyola College BA 2001 Manchester, Inc Consulting Intern University of Baltimore MS 2003 Grad Assistantship- Dean’s Office Human Performance Systems, Inc – 2004 Intern, Research Assistant Booz Allen Hamilton 2004-Present Consultant Senior Consultant Associate McLean, VA Philadelphia, Aberdeen /Telecommute 2010-present

5 5 Government Consulting

6 6 What is Management Consulting?  Consulting: Work done by a consulting firm, which focuses on advising organizations on the best ways to manage and operate their business  Management Consulting: The practice of creating value for organizations through improved performance, achieved by providing objective advice and implementing business solutions  Booz Allen Hamilton is a leading provider of management consulting, technology, and engineering services to the US Government in defense, intelligence, and civil markets –Trusted long-term partner to our clients –Seek our expertise and objective advice to address their most important and complex problems

7 7 Commercial vs. Government Consulting Commercial ConsultingFederal Consulting Example Organizations “Big 4” Consulting Firms Ernst & Young Deloitte Price Waterhouse Coopers KPMG McKinsey Bain Boston Consulting Group Strategy& (BAH commercial spin-off) “Beltway Bandits” Booz Allen Hamilton Bearing Point Accenture Deloitte Lockheed Martin SAIC International CSC Employee Stereotypes Top-tier MBA Graduates Focus on doing cutting edge, interesting work Ex-military and/or smart/driven functional experts Focus on serving important government missions, providing excellent client service Relationship to Clients Trusted advisorsStaff Augmentation (“Butts in Seats”) Strategy and implementation work done in direct collaboration with clients Assignment Length Short-term (3-6 months)Multi-year, long-term strategic partnerships Culture“Up or Out,” “Road Warriors”Common to stop at “Associate” level Long-term onsite work, risk of “Going Native” Environmental Impacts EconomyElections

8 8 Federal Contracting  The Federal Acquisition Regulation (FAR) guides how we work with our government clients –Complex set of rules governing the federal government’s purchasing process –Ensures consistency and fairness of purchasing procedures –www.acquisition.gov/farwww.acquisition.gov/far  Booz Allen solicits work from the federal government through a structured procurement process

9 9 The Standard Federal RFP Format has 13 Sections RFPDescriptionTypical Content A Solicitation/Contract form RFP table of contents, contact information, due date, submittal location, serves as contact when signed by offeror and government B Supplies or services and prices Contract Line Items (CLINs) listing what is to be priced and how C Statement of WorkDescribes work required, i.e., specification D Packaging and marketingProduct packaging and marketing requirements E Inspection and acceptanceProduct/service inspection and acceptance criteria F Deliveries or performanceWhen products are services are required G Contract administration dataContract requirements not on solicitation form H Special contract requirementsItems not in Section I or other sections of the contract I List of attachments Data requirements and organization, anything that did not fit elsewhere, and occasionally organizational instructions not included in L to permit using an otherwise “standard” RFP J List of Instructions K Representations, certificationsAcknowledgement forms that must be signed and submitted with the proposal L Instructions, conditions, notices Instructions for proposal preparation, format, organization, content, length M Evaluation factors for awardProcess, evaluation factors, and relative importance of the factors used to evaluate offers Sections we write to, and ensure compliance

10 10 Proposals  What is a proposal? –A response to a client’s RFP –A sales document that is intended to convince the client of our ability to successfully perform the work at the lowest risk. –If awarded, our proposal is a binding agreement to perform.  Most government proposals include: –Technical/Management Volume  Approach  Staffing  Assumptions –Cost Volume –Past Performance Volume  All Booz Allen client-facing staff support proposal development

11 11 Procurement Process Example Social Security Administration Office of Information Technology Human Capital Strategic Plan Development Requirements Definition Existing BAH client, SSA IT, needed support developing a human capital strategic plan for their IT workforce Supporting BAH IT team reached to HC leadership for support I took the marketing call to understand their need and discuss our human capital capability. Client requested a white paper outlining general approach BAH IT and HC staff collaborated on the white paper Acquisition Strategy Client turned white paper content into an RFP Request for Proposals BAH IT and HC staff collaborated on the proposal, responding to specific requirements Evaluation SSA IT evaluated two offers based on approach, cost, and qualifications. Cost was the most critical factor. Contract Award Offeror was notified of win OUTCOME: BAH lost on price

12 12 Consulting vs. Industry Consulting Work is project-based; customers,team, schedules, functionalexpertise vary Advise clients, but do not makedecisions Project scope is fixed Time is billable Project failure  loss of future business for the firm Internal Role Consistent team andcustomers More predictableworkload and schedule Decision-making rights Project scope is moreflexible Project failure  job loss

13 13 Working at Booz Allen

14 14 Our Operating Model Focus of Work in Central Maryland and Aberdeen

15 15 Booz Allen’s Human Capital Bench Strength  Approximately 1,800 human capital and learning professionals with advanced degrees and certifications in: –Professional in Human Resources (PHR) –Human Capital Strategist (HCS) –Change Management Advanced Practitioner  Professionals with functional expertise in: –Workforce planning and assessments –Competency development –Organizational development and transformation –Performance management –Human Resource (HR) process redesign –HR program support  Breadth allows us to staff projects with specialized experts and rapidly surge to meet client needs

16 16 Example Booz Allen Human Capital Capabilities

17 17 Example Projects Along My Path  Competency Model Development and Analysis –Veterans Affairs, Office of Information Technology/ Human Resources Academy –Department of Homeland Security –National Science Foundation –Joint Special Operations University  Employee Opinion Survey Programs –National Reconnaissance Office –Office of the Director of National Intelligence –NASA

18 18 Case Study: VA IT Workforce Development  Challenge Faced: –Need for data-driven process for identifying training needs –Need for common language for newly centralized IT staff performing similar roles in different ways  Actions Taken: –Identified workforce competencies for all IT and IT support occupations, with behavioral indicators for five levels of proficiency –Aligned 8000 staff against appropriate profile –Assessed individual gaps for custom training plans –Assessed aggregate gaps to drive training development and acquisition  Results Achieved: –Competency models for 22 occupations –3000 learning events mapped to the models in a Talent Management System –96% assessment completion Lessons Learned Best Practices  Active SME Working Groups  Used one occupation as an initial pilot to agree on definitions/outcomes and improve the process  Implemented competency-based learning Pitfalls  Lack of senior stakeholder engagement from the outset caused leadership commitment to wane in some organizations  Competency models are voluminous and some reflect functions not competencies

19 19 Career Progression at Booz Allen Senior Associates Lead Associates Associates Principals, Partners Senior Consultants Consultants Admins, Researchers

20 20 The Way We Work  Virtual work is accepted –Many staff on client site –Move to ‘hoteling’/staff alignment to closest office –Matrixed teams  Virtual Collaboration is expected –Most meetings include Lync/ LiveMeeting screen sharing –Outlook invites include iPhone direct access  Work/Life balance is a mantra –40-50 hour work week –Travel outside DC is minimal –Flex hours are common

21 21 Required Skills  Consulting –Listening actively and asking pertinent and relevant questions –Thinking critically to properly evaluate information –Project management –Communicating solutions effectively  PowerPoint  Executive writing  Human Capital –Job Analysis –Focus group facilitation –Analysis –“Best practice” theories and approaches –Credible sources to cite

22 22 Questions?


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