1. Metrics That Work for You
An interactive discussion of metrics used by APMP members intended to highlight and share metrics that are practical and relevant.
Presented By:
Charlie Divine

2. Agenda Definition The need for metrics Issues with metrics
Context of metrics
Metrics used by members - initial view
Discussion of additional metrics
Collection of additional data
Future steps

3. Operational Definition
Metric - Data and/or actions that measure the performance of a process
A standard of measurement
An evaluation or a basis of comparison
An action taken as a means to an end.

4. Why Do We Measure?
Discussion of motivations for collecting and using metrics

5. Typical Reasons We Use Metrics
Improve operations
Measure performance
Provide key measures for a critical business process
Reward and punish
Make the right decisions
Test alternatives
Understand our business
Assess and predict future performance
Create industry standards
Identify areas for improvement efforts
Support performance based contracts
Create and/or increase accountability
Create the proper environment
Identify cost drivers
Manage outsourcing and contractors
Increase efficiency
Lower cost

6. Issues with Metrics Can be misleading Lack of role definition
Often requires change
Workers may find them threatening
Over extend to individual performance
What is the baseline?
Independence

7. Context of Metrics Business Development Continuum
Market Identification and Segmentation
Account Planning
Opportunity Identification
Capture Planning
Proposal Development
Negotiation
Closing
Customer Relationship Management

8. Context of Metrics Key Process Categories*
Customer - Increasing customer value
Focus - Improving performance and synergy
People - Building competencies and teams
Capabilities - Enhancing systems and processes
* Key Process Categories (KPC) from the Business Development Capability Maturity Model used by permission of the Business Development Institute International.
(Capability Maturity Model and CMM are registered trademarks of the Carnegie Mellon Software Engineering Institute)

9. Context of Metrics Common Features* Commitment to Perform
Ability to Perform
Key Process Activities
Measurement
Verification
* Common Features from the Business Development Capability Maturity Model used by permission of the Business Development Institute International.
(Capability Maturity Model and CMM are registered trademarks of the Carnegie Mellon Software Engineering Institute)

10. Context of Metrics Types of Metrics
Key Metrics - Measure progress towards key organizational service and financial goals.
Operational metrics - Measure results of supporting processes.

11. Metrics Used by Members
Results of poll conducted at 2005 Phoenix APMP Conference

12. Most Often Used Metrics

13. Frequently Used Metrics

14. Least Used Metrics

15. How Metrics Are Used

16. Collection of Additional Data
Study to be continued with international members in 3Q/2005
Complete handout with the metrics you actually use.
Results available on APMP website
Additional data shared in 4Q
Solicit interest in building a metrics body of knowledge

17. Key Success Factors Executive commitment and involvement
Documented processes
Quality/Process teams
Your thoughts …

18. Contact Information
Charlie Divine

19. Additional Suggestions for Metrics (2005 Conference Attendees Survey)
Capture themes reflected in proposal documents
% B&P spent up to key milestone dates
Process steps performed vs. Steps not performed
Sales to business development resources ratio
Graphics started vs. Graphics used
% Of pursuits that are stopped at gate review points
Strategic plan projections vs. Actual funnel opportunities
Contract Metrics
Risk Management metrics
Metrics on subcontractors
Funnel distribution (scatter plot):
New customer vs. Old
Existing offering vs. New offering
Contract ceiling capacity ($’s of ID/IQ contract capacity added yearly)
Estimated vs. Actual proposal costs
Impact of formal proposal training on win rate
# Of employees/proposal managers with formal proposal training
Win rate with proposal center involvement vs. Non-participation
Reuse of materials
Protested bids/results
Automated tool use
Soft metrics:
Frustration of team members
Last minute crunches
Quality of proposal content
Breakout Win rate into categories
$ Range
International vs. National ……
Sales to proposal ratio
Survey of what Sr. Mgmt. Wants
Collect demographics to go along with metrics (size, industry, country ,coml/gov)
Metrics used in proposals (contract types CID/IQ, PPP, T7M, Cost Reimbursement), $ value plus percentage, past performance
Staff productivity
Proposal teams satisfaction with bid (how well do we think we did)
Sales time saved
Use of FAQ and reusable materials
Probability of winning % vs. Resource allocations
Ratio of proposal team hours to sales team hours
Latent opportunities vs. Active opportunities
% Short listed