deltek insight 2011: capture management best practices

BD – 106Capture Management Best PracticesBest Practices

Insight 2011

Presented by Jennifer McKinney, Director, Capture360, INPUTMark Wohlgemuth, Strategic Business Development Director, INPUT

April 18, 20232 ©2011 Deltek, Inc. All Rights Reserved

Project Manufacturing

Human Resources

Project Management

Financial Management

Enabling Success

Winning More Business

Reducing the Cost of Compliance

Increasing Project Visibility

Improving Cash Flow

CRM and Capture Management

Teaming Solutions

Market Intelligence

Business Performance Management

Know More

Win More

Do More


Project Manufacturing

Human Resources

Project Management

Financial Management

Win More

CRM and Capture Management

Teaming Solutions

Market IntelligenceWin More

Do More

Opportunity Identification

Customer & Pipeline Mgmt

TeamingProposal

Development

Business Performance Management

Know More


Agenda Introductions Overview Positioning to Win Competitive and Self Assessment Case Scenario Capture 360 Questions

Capture ManagementAn Overview



Stages of Capture and Proposal Process

BD and/or Capture Capture and/or Proposal

Capture and Proposal Timeline


Overlapping Roles

•Early Phases

•Customer-Facing

Business Development

Manager

•Middle Phases

•Outside-Facing

Capture Manager

•Later Phases

•Inside-Facing

Proposal Manager

One key to effective capture management is a smooth transfer

of the baton.

Different companies use different titles.

©2011 Deltek, Inc. All Rights Reserved

Capture Manager Charter

Orchestrate Competitive Assessment Conduct Black Hat Organize Strategy Session Enter into Teaming Agreements Select Key Personnel Prepare Capture Strategy Develop Themes and Discriminators Conduct Bid/No-Bid Develop Budget Plan Orchestrate Color Teams Hand Proposal Manager a Workable

Roadmap

CaptureManagerCharter

April 18, 20238


Strategy Decision Conference Meeting of corporate officials, business

developers, technical specialists, capture team members and subject matter experts to frame strategies, issues, decisions, actions, plans and approaches to pursue the opportunity

Drives strategic options that form the basis for your Win Strategy.


Getting to know your key players Source Selection Outside Influencers Division Directors Deputies Contracts Project Personnel

Business Development needs to identify these key players & make calls on these clients.

Remember…the client you don’t visit probably won’t select you!


Value Proposition Offer Design to Win Themes and Discriminators Major Selling Points Selection Rationale Promises and Commitments Elevator Speech


Capture ManagementPositioning to Win


Positioning for the Win Establish yourself as the “Perceived Winner”

Demonstrate technical insight Get the PM & technical experts the client wants Establish strong relationships Form the right team of subcontractors (grab the “liked” incumbents) Advertise Develop a creative, workable solution to the client’s problems Have a local office Offer the right price


Selecting the Best Teammates Develop the winning criteria for team or prime contractor selection BEFORE

selecting the teammates or prime Avoid teaming just because it’s someone you already know…team to win! Develop effective SOWs Consider their:

Client relationships, incumbency & location Key personnel Technical insight & capabilities in relation to ours Relevant contracts Past performance Pricing capability Proposal capability History of honoring their agreements w/integrity


Teaming Agreements Structure agreements early Make responsibilities clear

SOW areas Marketing resources Proposal resources Marketing after win

Do not make commitments before obtaining necessary approvals.

The Business Development and/or Capture Manager along with Contracts implements nondisclosures & negotiates teaming agreements while coordinating w/senior management.

Bid/No Bid Decision Criteria Value to company Program viability Background experience Overall technical capability Responsiveness Program execution risk Most likely profit Most likely revenue Cost to complete Key client contact

Client rapport Knowledge of competitors Subcontracting or teaming Client’s price strategy Cost competitiveness Overall competitiveness Location & presence Staffing difficulty Key personnel availability Proposal development risk

A Gate Review PPT should be prepared and presented by the Business Development & Capture Manager.



Importance of a Capture Plan Focuses Thinking Provides Discipline Surfaces Action Items Raises win probability

“Thinking is the hardest work there is, which is probably the reason so few engage in it.”

Henry Ford


Capture ManagementCompetitive and Self Assessment

19 ©2011 Deltek, Inc. All Rights Reserved

Notional Winner Profile (NWP) This benchmark contains features of

the “ideal” winning team from the vantage point of your customer Core competencies Experience Past Performance Size and resources Products and services Technical approach Other

The closer you come

to meeting the NWP, the better your

chances of winning.April 18, 2023


White Hat Exercise: Your Strengths White Hat Your Strengths Where are you strong? What have been your successes? Awards, commendations Measures of success Obstacles overcome First of a kind achievements

Wear a “White Hat”


Black Hat Exercise: Your Vulnerabilities Black Hat Your Vulnerabilities

What are your vulnerabilities?

How will a competitor use them?

What lessons were learned?

Wear a “Black Hat”

Play the role of a determined competitor

Be honest

Forecast how competitors might win

Then develop countermeasures


Competitive Assessment Match your company and your

competitors to the NWP, L and M Insist on maximum participation Assign importance factors or

weightings Assign scores Document rationale Avoid the tendency to underrate the

competitors Revisit competitive assessment

throughout lifecycle

One key to performing a

valid and reliable Competitive

Assessment is to cast a wide net of participants


Competitive Analysis Brainstorming

Identify potential bidders & teaming arrangements Delineate strengths and weaknesses - ours & theirs Incorporate into capture strategy and w/client and in technical, management &

pricing proposal Simulation

Assemble group of people who know competition and procurement and have them develop a strategy to beat us

Out-think and Out-work the Competition!


Case ScenarioArmy Communication and Transmission Systems (CTS)


Army Communications and Transmission Systems (CTS)

Timeline/ Key Developments Opportunity Description Value Indicator

Industry Day: May 2010One-on-One Sessions: Sep 2010Draft RFP: Dec 17, 2010Comments Due: Jan 18, 2011RFP Date: Sep 2011Proposals Due: Nov 2011Award: Aug 2012

• A multiple-award, task order, ID/IQ contract vehicle for “system-of-systems”, end-to-end communication, and transmission solutions for all of Program Executive Office – Enterprise Information Systems (PEO EIS) and other Defense customers

• The primary vehicle for Program Manager – Defense Communications and Army Transmission Systems (PM DCATS) to acquire communications-related hardware and ancillary services

• It will provide PEO EIS & PM DCATS with turn-key solutions supporting full lifecycle communications systems and technologies, and corresponding management and administrative responsibilities to ensure voice, data and video services worldwide

Total Contract Value: $10.5 BillionBase Period: 1 yearOptions: 4 option yearsNAICS: 334220Contract Type: Multiple award IDIQNumber of awards: 10 (3 SBSA)Corporate Contract Value: Probability of Win:Weighted Contract Value:

Incumbents Tasks Points of Contact

Although this is a "new" vehicle, the work has been conducted under previous vehicles and task orders by the following companies:

DataPath, Inc. (Acquired by Rockwell Collins), TeleCommunciations Systems, Inc. (TCS), Boeing Company, D&SCI (DSCI), General Dynamics, GlobeComm Systems, Inc. (GSI), Lockheed Martin, Eyak Technology, Harris Corporation, Northrop Grumman, Raytheon, ITT Corp, CACI, Apptis

70% Hardware:Fixed Station Satellite Systems (FS3)Deployed Satellite SystemsBaseband, TCF, MCF, and Ancillary EquipmentLong-Haul Transmission SystemsRadio SystemsWireless SystemsAudio/Visual SystemsCritical AC/DC Power Environmental Systems (CADPES)Component and SparesWideband Planning, Management, and ControlLocal Area Networks

30% Services:Transmission Systems Support Operation and MaintenanceMobile Maintenance Team Technicians (MMTT) and Help Desk ServicesEngineering System and Equipment Prototyping Studies, Analysis, and ReportingConstruction ServicesIntegrated Logistics Support Leasing of Systems, Facilities, and Equipment

Contracting Officer: Sharla M. StalderOffice: [email protected]

Contracting Specialist: Benjamin SiltmanOffice: [email protected]

Latest News Likely Bidders

12/28/2010 - The Contracting Office confirmed again that the ceiling value of the CTS Program is $10.5 B. Comments regarding the Draft RFP remain due by January 18, 2011 and shall be submitted electronically to Sharla Stalder, Benjamin Siltman and Joseph Bruggeman. Additional information regarding instructions for submitting Comments are available on page 2 of the Draft RFP.

High probability primes: Harris, GD, L-3, Segovia, TCS, GSI, Serco, AT&T, Cobham, Raytheon, ITT, CACI, Northrop Grumman, Lockheed Martin, Rockwell Collins, ViaSat, SAIC, Hughes, BAH, DRS, MicroTech, SGIS, TKC Integration

Moderate probability prime: Apptis, CSC, BAE Systems, SRA, DasNet, Boeing, MTN, Trace Systems, JBM, Global SATCOM Technologies

mailto:[email protected]

mailto:[email protected]


Customer OverviewCustomer Mission:

To provide PEO EIS & PM DCATS with turn-key solutions supporting full lifecycle communications systems and technologies, and corresponding management and administrative responsibilities to ensure voice, data and video services worldwide

Program Description

CTS vendors will provide integrated solutions that cover the life cycle of any given system and its relationship with other systemsThis “System of Systems” approach will integrate functional and particularly operational activities in the most technically proficient and cost-effective mannerSystems will include commercial, modified commercial, and MIL-SPEC systemsThe objective of this acquisition is to obtain hardware and related support services in the following proportions:Hardware – 70%Services – 30%Incidental services may not be purchased on the CTS contracts as a stand alone procurement; they must be done in conjunction with a hardware purchase

Program Manager:LTC James Craig will be program manager for CTS. Col. Jeff Mockenstrum, current PM DCATS, will be leaving in June 2011 and will be replaced by Clyde Richards.

SSO/SSEB Membership:

LTC James Craig, PM CTS. Craig Powderly, former deputy program manager of PM DCATS

Relationship: Director, Business Management Division, PM DCATS

Competitive Posture:

Contractors must provide an integrated solution. Providing reliable communications is first and foremost, not infrastructure. Also, it is important to team with a firm already established at PM-DCATS, for example, DRS Technologies. They’ve performed on a number of task orders (20+ projects). Engineered Systems Incorporated also has a presence at the PM-DCATs office through land mobile radio systems.


Qualifications and Approach: Hardware

Support Area Self P1 P2 P3 P4Fixed Station Satellite Systems (FS3)

Deployed Satellite Systems

Baseband, TCF, MCF, and Ancillary Equipment

Long-Haul Transmission Systems

Radio Systems

Wireless Systems

Audio/Visual Systems

Critical AC/DC Power Environmental Systems (CADPES)

Component and Spares

Wideband Planning, Management, and Control

Local Area Networks


Qualifications and Approach: Services

Support Area Self P1 P2 P3 P4Transmission Systems Support

Operation and Maintenance

Mobile Maintenance Team Technicians (MMTT) and Help Desk Services

Engineering System and Equipment Prototyping

Studies, Analysis, and Reporting

Construction Services

Integrated Logistics Support

Leasing of Systems, Facilities, and Equipment


Discriminators Demonstrated processes

ISO9001 certified CMMI Level 5 Four process centric contracts completed with 100% award fee. Guided a client’s process improvements resulting in a 10% cost reduction over

the life of the contract.


Past Performance: HardwareSupport Area Self P1 P2 P3 P4

Fixed Station Satellite Systems (FS3)

Deployed Satellite Systems

Baseband, TCF, MCF, and Ancillary Equipment

Long-Haul Transmission Systems

Radio Systems

Wireless Systems

Audio/Visual Systems

Critical AC/DC Power Environmental Systems (CADPES)

Component and Spares

Wideband Planning, Management, and Control

Local Area Networks


Past Performance: ServicesSupport Area Self P1 P2 P3 P4

Transmission Systems Support

Operation and Maintenance

Mobile Maintenance Team Technicians (MMTT) and Help Desk Services

Engineering System and Equipment Prototyping

Studies, Analysis, and Reporting

Construction Services

Integrated Logistics Support

Leasing of Systems, Facilities, and Equipment


Past Performance: Management

Support Area Self P1 P2 P3 P4

Strategic and Operational Planning

Process Improvement

Cost Management

Technical Assistance (program plans, organizational capacity, establishing programmatic and administrative data systems, analysis of data and training


Pricing Considerations

Support Area Self P1 P2 P3 P4

CLIENT and its teammates offer the highest technical quality, surpassing requirements and a reasonable cost.


Evaluation of Proposals

Technical Proposals will be evaluated on the basis of the following criteria: Technical Sub-Factors = 56%

Sample Task = 19% Performance Capability &

Resources = 19% Technical Management = 18%

Performance Risk = 19% Small Business Utilization = 15% Price = 10%

Evaluation of Task Order Proposals

Task Order Proposals will be evaluated in accordance with the criteria set forth in each request for task order proposal (RFTP).

Task Order Proposals will weight price more heavily as all offerors are deemed to be technically qualified.

Evaluation Criteria

Source: CTS Draft RFP – December 17, 2010


Potential Bidders Positioning Matrix


Competitive EnvironmentCompetitor Comments

Rockwell Collins Awarded 36 DOs under WWSS contract for $1.6B

Lockheed Martin MILSTAR DSCS III - $451M

Northrop Grumman VIS Engineering Services contract - $764M

Boeing WGS Contract - $195M

TCS, Inc Awarded 53 DOs under WWSS for $1.0B

General Dynamics Awarded 18 DOs under WWSS for $1.2B

DSCI Awarded 11 DOs under WWSS for $134M

GlobeComm Awarded 5 DOs under WWSS for $309M

Harris Corporation AN/GSC-52 Sat. Modernization - $338M + $49M

ITT Corporation Ka-Band Satellite Earth Terminal - $260M


Competitive Matrix

Evaluation Factors

Weight Self C1 C2 C3 C4

Technical (three parts) Rank Score Rank Score Rank Score Rank Score Rank Score

- Sample Tasks 0.19 3.0 0.6 4.0 0.8 4.0 0.8 3.0 0.6 3.0 0.6

- Performance Capability and

Resources0.19 4.0 0.8 4.0 0.8 5.0 1.0 4.0 0.8 4.0 0.8

- Technical Management

0.18 3.0 0.5 3.0 0.5 4.0 0.7 3.0 0.5 4.0 0.7

Performance Risk 0.19 3.0 0.6 5.0 1.0 5.0 1.0 3.0 0.6 3.0 0.6

Small Business Utilization

0.15 5.0 0.8 3.0 0.5 2.0 0.3 5.0 0.8 3.0 0.5

Price 0.10 4.0 0.4 2.0 0.2 2.0 0.2 4.0 0.4 5.0 0.5

Total Score 1.00 3.6 3.7 3.9 3.6 3.6

Rate on a scale of 1 – 5 with 5 being the strongest


Customer Call PlanStakeholder Hot Buttons CLIENT

MessageDate of

VisitResults

Terry WatsonDeputy Program Executive Officer, PEO [email protected]

Acting PEO capacity She will be involved in the source selection for CTS, possibly as SSA.

CLIENT is a highly qualified contractor with solid Army

experience and a team that knows PEO EIS

Late April

Hari BezwadaChief Information Officer & Portfolio Integration Officer, PEO [email protected]

Will likely influence the proposal evaluation process and possibly act as SSA for CTS.

CLIENT has the capacity to provide services on a short-notice basis and has a team

with knowledge of PM DCATS to anticipate requirements

Early May

COL Jeffrey MockensturmProject Manager, [email protected]

Scheduled to leave PM position July 20, 2011. Clyde Richards will be his replacement. – Passionate about this acquisition.

CLIENT understands the criticality of this contract in

integrating the disparate task order work under one vehicle and managing that vehicle for

PM DCATS.

Late May

LTC James CraigProgram Manager for CTS, PM [email protected]

Technically savvy PM driving the CTS acquisition.

CLIENT has the skills to integrate the task order work

under one vehicle and to manage that vehicle for PM

DCATS.

Early June

Dean C. BrabantContracting Officer, PEO EIS Contracting Division, CCRC-DC, [email protected]

New KO for the CTS effort. Directed a review of earlier Q&A for the CTS procurement, which is why release of the Q&A has been delayed.

CLIENT understands the criticality of this contract in

integrating the disparate task order work under one vehicle and managing that vehicle for

PM DCATS.

Early June


Risk AssessmentCritical Success Factor Status Reason and Mitigation Steps

Customer Relationship P1 and P2 have work on existing vehicles; currently a sub on WWSS; Call plan developed to build additional customer relationship

Customer Calls Call plan developed and plans for execution in February and March

Technical and Management Solution Needs to be defined

Competition Highly competitive solicitation with numerous incumbents

Teaming NDA in place with P1 and P2 but still need Teaming Agreement

Past Performance CLIENT has enough past performance to be credible as prime and with the right team

Program Funding Funding appears to exist, however there is still some question about impact of GTACS

Pricing Haven’t begun strategizing yet.

Political Climate Changing leadership at PEO EIS. Difficulty differentiating work between CTS vehicle and GTACS vehicle (PEO EIS and PEO C3T)


Next StepsActivity Who Results

Meeting with P3 to confirm work share – April 30

Finalize teaming agreements – May 15

Schedule black hat with teaming partners – June 30

Schedule meeting with Clyde Richards after he’s on-board – Late July


INPUT’s Capture360 ProgramKnow more.Do more.Win more.


INPUT’s Capture360 Program

Provides in-depth intelligence on and analysis of major forthcoming U.S. Federal Government business opportunities

Library

Pursuit Advisors

Onsite Debrief

Alerts & Updates

CI Reports


Capture360 Program Capture360 starts where INPUT’s opportunity reports leave off.

An independent, non-bidding capture team Delivers detailed, in-depth, actionable intelligence on large-scale federal

programs Focuses on DoD and Civilian programs greater than $100 million

CI ReportPursuit AdvisorOpportunity Reports

Capture360

Identification Qualification Pursuit Capture Bid

Questions


www.twitter.com/deltek

www.facebook.com/deltekinc

www.linkedin.com/company/163414

www.youtube.com/user/deltekinc

http://www.twitter.com/deltek

http://www.facebook.com/deltekinc

http://www.linkedin.com/company/163414

http://www.youtube.com/user/deltekinc

http://www.facebook.com/deltekinc

http://www.linkedin.com/company/163414

http://www.twitter.com/deltek






deltek insight 2011: capture management best practices

Business

capture teammembers

capture strategymanager

stages of capture

capture managementpositioning

capture manager charter

win strategy

capture managementan

key personnel