| 2012 Sheraton Dallas Hotel, Dallas, Texas | May 22-25, 2012 Are Good Proposal Managers Two Faced? Yes, and they have to be! Kristin Pennypacker, AM.APMP Lohfeld Consulting Group

Agenda Which scenario are you in? When should you bring in the Proposal Manager? The Strategic Proposal Manager and activities to engage early in the capture/ strategy phase Transition to proposal development and switching to a tactical focus as a Proposal Manager Conclusion

Which scenario are you most familiar with as a Proposal Manager? Scenario 1 “We expect the RFP to hit sometime soon, maybe in the next two weeks, and we need to identify a proposal manager and get them up to speed quickly” Scenario 2 “We are building a core team to pursue this opportunity and would like to bring you on as the proposal manager”

When should you bring in the Proposal Manager?

The Strategic Proposal Manager Help identify information gaps and plan to obtain the information needed to write the proposal Identify and develop the pre-proposal products Resumes Past Performance Executive Summary Win Themes Establish relationships early Core team Executive leaders Teammates Program Management Plan Draft Proposal Outline Teammate Data Calls Graphics

Setting the Boundaries Clearly define roles between the capture manager and the proposal manager Candid conversation on swim lanes Document roles – leave no ambiguity Agreed upon leadership structure Chance to build the working relationship to develop a good working cadence with the capture manager before the RFP drops

Knowing the Core Team Have you worked with these folks before? Do they have any proposal experience? What was their previous proposal experience? Does the team need training in advance? Developing win themes? Writing a resume? Developing a technical approach? Preparing for orals?

Be Engaged with the Teammates Become familiar with teammates and their capabilities Set expectations for proposal development Given the short turn around do you need a 24 hours response time? Available on the weekends? Brief the leadership structure and lines of authority Explain your companies proposal process Gate reviews can be different from company to company

Understanding Leadership Involvement Take the time to understand the expectations and participation level of the Partner, Vice President, Account Executive How involved will they be? Will a set core of reviewers be present for the gate reviews? Have the leadership at key meetings where critical decisions are needed

Develop Pre-Proposal Products During Capture Help develop materials and concepts to move the proposal forward before the RFP drops Win Themes Past Performance Management Approach Staffing Approach and Resumes Teammate Data Calls Proposal Management Plan

Developing Win Themes You will need a solid grasp of the information to write the proposal Understand the clients perceptions, issues, preferences, objectives and goals. Why Us? Capabilities Resources Value proposition Evidence Why Not the Competition? Their capabilities and past performance Resources and likely approach Cost

Selecting the Past Performance Work with the Past Performance lead to Identify a list of potential quals early Build a matrix that shows coverage across the SOW Where are the gaps? Have we included our teammates? Perform an internal due diligence What do the CPARs look like? Do we know that the customer will provide with a positive questionnaire response?

Understanding the Program Management Approach Start making decisions based on anticipated client, procurement and execution issues Organizational structure Recruit, Maintain, Train and Retain Task Order Process Staffing approach Managing Cost, Schedule and Performance Quality Control Program Management Tools Infrastructure and Facilities

Developing Resumes, Cameos and Personnel Qualification Matrix Build resume template to show how staff experience maps to the SOW and labor categories Highlight relevant knowledge Experience Education and Certification Skills Develop a matrix to show how our proposed staff meet or exceed the requirements

Elements of Teammate Data Calls Corporate history Capabilities including certifications Staffing matrix to include clearances, education, certifications Resume format Past Performance template Company logos Pricing Awards and Bravo Zulus

Creating the Proposal Management Plan Documents all the elements for developing the proposal Budget Communication Plan Resources/staffing Information gathered during capture Potential reviewers Draft Schedule Logistics

What the Strategic PM has focused on during Capture Phase Identifies and prepares proposal products that will be used during the proposal Understands the customer territory – objectives, history and relationships Established key working relationships with core team, teammates and leadership

Transition to Proposal Development Time for the Proposal Manager to Switch from Strategic to Tactical

Once the RFP is released the PM Switches to a Tactical Focus Analyze RFP Confirm bid decision Conduct Kick-off meeting Refine the schedule Establish daily operations Standup Develop the compliance matrix Refine or construct proposal outline Validate/finalize solution Construct or refine storyboards Begin writing Execute Gate/milestone reviews Manage production Submit proposal

Conclusion Having a strategic facing Proposal Manager during the capture phase helps to ensure that the Capture Manager is attuned to what is needed to enable the Proposal Manager to write a compelling winning proposal. So yes, good proposal managers are two faced!

Contact Information Kristin Pennypacker Lohfeld Consulting Group Phone:

PO Box Washington, DC Phone: (202)