Development of a Proposal Readiness Dashboard application.

1. Proposal Professional Impact Paper
Submitted and Presented by:
Keith Roberts

2. PPIP®
Information
The purpose of this presentation is to establish your firm claim for the significant impact that you have
made in the proposals profession.
Impact requires that you demonstrate that you have made a significant difference, in quantifiable terms,
to the proposal profession.
1. The significant achievement must provide a sustainable improvement in areas such as: customer
interaction, proposal and bid management, individual or organizational development, proposal
processes or infrastructure improvement.
2. The impact must be something where you were personally responsible and where your organization,
a clients organization or the proposal profession clearly had a quantifiable gain.
3. Successful completion of research projects, change management initiatives, continual improvement
quality programs are all good candidates for your professional impact.
4. Activities associated with your day to day job generally do not rise to the level to be considered for
professional impact. Impacts must be clearly above and beyond your normal activities and
assignments. Impact is not just a case of doing your job competently. Professional impacts must
demonstrate personal commitment and initiative.
5. Hard performance indicators (e.g. financial figures, win rates, staff productivity) make it easier to
quantify the effect, but you may also use qualitative measures, such as improvement in staff morale,
or beneficial culture change, especially if these can be corroborated by other individuals.
This PPIP™ is comprised of:
1. Demonstration and evidence of an example of Impact in the proposals environment. Your Impact
may, or may not be linked to your learning and development. This is a choice for you.
2. Demonstration and evidence of your Continuing Professional Development (CPD) as a Proposal
Professional. CPD includes activities must demonstrate your commitment to continue to make
contributions to increase the knowledge, understanding, or effectiveness of the proposal profession.

3. Impact Summary
• Develop a Proposal Readiness Balanced Scorecard
– Led team to identify Key Performance Indicators in Business
Development Lifecycle (BDL), which were used to monitor proposal
readiness of opportunities at beginning of Pursuit Phase
– Implemented and continually improved on Balance Scorecard
application
• Impact of the Proposal Readiness Balance Scorecard
– Assigned Proposal Managers to opportunities the begin preparation for
Proposal Phase at the start of Pursuit phase
• Allowed proposal staff to better understand challenges and commit to objectives
• Enabled proposal staff to better support Capture Managers during Pursuit Phase
– Allowed organization to focus resources on opportunities with greatest
potential for success
• Allowed organization to take corrective action prior to Final RFP/Tender release
to help improve Win Probability
• Allowed organization to identify opportunities too far outside core market
objectives before over-committing limited proposal resources

5. Step 0 Identification
Step 1 Qualification
Step 3
RFP
Review
Step 4
Proposal
Step 5
Pricing
Step 6
Process
Up to Two Years
Up to Two Months
Capture
Phases Steps Timeframe
Step 2 Pursuit
Step 3
Bid/No Bid
Step 4
Proposal
Step 5
Pricing
Step 6
Process
Proposal
Improvement
Process Improvement
The Situation
$15M $10M $5M$10M $30M $10M $5M $5M $15M$200M$300M $100M
• Greatest pressure point
• Highest risks
Probability
Win %
EXAMPLE
Sales Goal of
$100M
Assumption:
Proposal and
pricing personnel
are highly trained
and experienced.
10%
25%
50%
90%
$1,000M
$750M
$200M
$110M
Weakest Link
Undeveloped business
opportunities with incomplete
capture
Total Pipeline
$2,060M
TOTAL ESTIMATED VALUE X PROBABILITY WIN %
= PROJECTED REVENUE

7. The Situation
Step 0 Identification
Step 1 Qualification
Step 3
RFP
Review
Step 4
Proposal
Step 5
Pricing
Step 6
Process
Up to Two Years
Up to Two Months
Capture
Phases Steps Timeframe
Step 2 Pursuit
Step 3
Bid/No Bid
Step 4
Proposal
Step 5
Pricing
Step 6
Process
Proposal
Improvement
Process Improvement
Step 0 Identification
Step 1 Qualification
Step 3
RFP
Review
Step 4
Proposal
Step 5
Pricing
Step 6
Process
Step 2 Pursuit
Step 4
Proposal
Step 5
Pricing
Step 6
Process
Improvement
To Increase
Performance Here
Step 3
Bid/No Bid
Increase
Coordination
Here
Probability
Win %
EXAMPLE
Sales Goal of
$100M
10%
25%
50%
90%
$1,000M
$750M
$200M
$110M
Total Pipeline
$2,060M
TOTAL ESTIMATED VALUE X PROBABILITY WIN %
= PROJECTED REVENUE$15M $10M $5M$10M $30M $10M $5M $5M $15M$200M$300M $100M

8. Diagnose conditions
and form initial
hypothesis
Immerse with people,
observe pain points,
and find their unmet
needs
See the big picture,
recognize gaps, and
find opportunities for
improvement
Analyze data, find
patterns, and extract
insights
Explore concepts and
integrate concepts into
established processes
Build prototype and
generate progress
reports
Build roadmap to validate
prototype, solicit feedback,
and implement improvements
Expand use of application
to larger organization
The Activities

17. The Results
• Won good bids
• Avoided bad contracts
• Evolved solution for entire Federal Division
Revenue
Year 1 Year 2 Year 1 Year 2
Win/Loss Ratio
Total
Bids
Total
Bids

18. CPD Plan for the next 24 months
• Regularly attend local Chapter meetings
• Attend next APMP conference
• Take a course in Risk Management
• Further develop Proposal Readiness Dashboard solution to address task
scheduling that promotes collaboration and decision making for all Business
Development Lifecycle participants (illustration of prototype below)
• Mentor local Chapter members on APMP accreditation process