proposal management
DESCRIPTION
Information Overload: The art of balancing time and distance in proposal management processes (APMP Conference, 2011)TRANSCRIPT
Informa(on Overload
The Art of Balancing Time and Distance for Proposal Readiness
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Video Source: h=p://www.youtube.com/watch?v=DUr4PinInPw
When you were nine years old your (me was your own and then you grew up. Now there’s never enough (me. You’ve got to make the most of the (me you have and you can with the new IBM 224 Dicta(ng Unit. While you’re using it to clear your desk of le=ers, memos, reports or to put thoughts and ideas in order, your secretary handles other work for you. She’s free to do a be=er job and so are you. Small and compact the new IBM 224 fits a man whose job is bigger than his office. Simply because you can use it anywhere you think. Anywhere! Whatever you do the new IBM 224 can help you make the most of your (me. So that more (me is your own again. Script: 1965 Commercial – IBM 224 Dicta:ng Unit
Presenta(on Sec(ons
1. Informa,on Overload 2. Understanding Balance in The Art of War 3. How Visual Displays Help Teams Focus 4. Near Future Innova,on for Proposal Teams
3
Key Points in Sec:on 1.0
1.1 Disrup,ve technologies (how more is less) 1.2 How technology affects the mind at work Benefit: Understand what is happening and why
Presenta(on Sec(ons
1. Informa,on Overload 2. Understanding Balance in The Art of War 3. How Visual Displays Help Teams Focus 4. Near Future Innova,on for Proposal Teams
4
Key Points in Sec:on 2.0
2.1 Historical influence 2.2 Five key elements & Four skills of compe,,on 2.3 Three dimensions of compe,,on 2.4 Rela,onship to the business cycle Benefit: Increase focus on winning strategy
Presenta(on Sec(ons
1. Informa,on Overload 2. Understanding Balance in The Art of War 3. How Visual Displays Help Teams Focus 4. Near Future Innova,on for Proposal Teams
5
Key Points in Sec:on 3.0
3.1 Importance of visually displaying informa,on 3.2 Define scorecards and dashboards 3.2 Sample Proposal Readiness Dashboard Benefit: Focus on winnable bids and avoid bad deals
Presenta(on Sec(ons
1. Informa,on Overload 2. Understanding Balance in The Art of War 3. How Visual Displays Help Teams Focus 4. Near Future Innova,on for Proposal Teams
6
Key Points in Sec:on 4.0
2.1 Disrup,ve innova,on 2.2 Massive paradigm shiW currently underway 2.2 Balanced Scorecard prototype for proposals Benefit: Envision and share innova,on for proposals
INFORMATION OVERLOAD
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Disrup(ve Technologies • Come at unpredictable ,mes • Come at unpredictable intervals • Guided by Moore’s Law • Phases of Technology (S-‐Curve)
1. Rupture 2. Early Development 3. Expansion 4. Matura,on 5. Satura,on
Source: Use with permission of Kevin Cogan, US Army War College
Era of “Accelerated Expecta(ons”
Source: Use with permission of Kevin Cogan, US Army War College
Informa(on Overload
• Informa,on coming from an ocean of sensors • Everything is gebng smarter and faster
– Smartphones – Smart Devices – Smart Dust – Smart Water (not the kind you drink)
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Does technology change the way we think and communicate at work?
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Source: How Technology Affects the Mind at Work, The Economist Intelligence Unit Survey Presenta,on, Innova,on: Entrepreneurship for a Disrup,ve World Conference, Haas School of Business, March 23, 2011
58% “Technology is a cri(cal enabler that makes the business more produc(ve and efficient.” agree
“Helps improve business processes.” 31% agree
“Distrac(ons of technology outweigh the benefits.” 7% agree
“I frequently find myself responding to various requests that come in via email, instant message or other sources, requiring me to shi[ from the work I was focused on.”
75% agree
How o[en do you…?
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Less than once per day
Daily Many ,mes per day
Several ,mes per day
1% 8%
24%
67%
Source: How Technology Affects the Mind at Work, The Economist Intelligence Unit Survey Presenta,on, Innova,on: Entrepreneurship for a Disrup,ve World Conference, Haas School of Business, March 23, 2011
Check e-‐mail
How much of your business day is spent using a computer or smartphone?
13
Source: How Technology Affects the Mind at Work, The Economist Intelligence Unit Survey Presenta,on, Innova,on: Entrepreneurship for a Disrup,ve World Conference, Haas School of Business, March 23, 2011
More is Less
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“Mul(tasking may be something that society demands, but it leads to more errors and poor learning.”
-‐-‐Art Kramer, Director of the Beckman Ins(tute
Source: Your Brain on Computers Series, New York Times Online Edi,on, June 7 through November 21, 2010; and New York Times Online Series, Your Brain on Computers
11 Amount of (me the average worker gets to spend on a specific task. minutes
3 Amount of (me IT workers get to spend on a specific task. minutes
2.5% Capable of competently managing two tasks at the same (me. capable
Quality Informa(on is Key
• Relevance • Reliability • Understandability
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Source: Trends in Technology, AGA CPAG Research Series: Report No. 3, November 2005
Quality Informa:on
• Timeliness • Feedback Value
• Predic,ve Value
Understandable
• Consistency • Comparability
• Valid • Verifiable • Unbiased
Coping with Informa(on Overload
• Take ,me to focus – Deep thinking – Rela,onships (online and offline) – Minimize mul,tasking
• Introduce technology e,quele – Ask beler ques,ons
• Filter – Learn to forget
16
Source: How Technology Affects the Mind at Work, The Economist Intelligence Unit Survey Presenta,on, Innova,on: Entrepreneurship for a Disrup,ve World Conference, Haas School of Business, March 23, 2011; Your Brain on Computers Series, New York Times Online Edi,on, June 7 through November 21, 2010.
Perspec(ve Helps
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“To what corner of the world do they not fly, these swarms of new books?… the very mul,tude of them is hur,ng scholarship, because it creates a glut, and even in good things sa,ety is most harmful.”
−Desiderius Erasmus, 1466 -‐ 1536
Presenta(on Sec(ons
1. Informa,on Overload 2. Understanding Balance in The Art of War 3. How Visual Displays Help Teams Focus 4. Near Future Innova,on for Proposal Teams
18
Key Points in Sec:on 2.0
2.1 Historical influence 2.2 Five key elements & Four skills of compe,,on 2.3 Three dimensions of compe,,on 2.4 Rela,onship to today’s business cycle Benefit: Increase focus on winning strategy
Transla(ons Vary
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Source: Science of Strategy Ins,tute, www.scienceofstrategy.com
Le[ Right Yellow Ninety Solid Half-‐back Slugo-‐Sha=ered
Distance?
Time?
The Art of War
• More than prely prose and abstract sayings • Guide to understanding balance within exis,ng compe,,ve systems
The Art of War in History • 1782 -‐ First introduced to Western culture • 1793 (September) -‐ Napoleon Bonaparte was
French Army Captain (age 24) and passing through Italy while on leave. – Bonaparte’s use of The Art of War is legend, which follows Sun Tzu’s teaching that plans remain secret.
– Consolidated his French ar,llery unit to bombard the “weakest link” in Bri,sh line of defense.
– Tac,cs were very similar to principles outlined in The Art of War.
• 1793 (December) – Bonaparte promoted to Brigadier-‐General
22
Five Key Elements
• Moral Law • Heaven • Earth • Commander • Methods and Discipline
23 23
Heaven
Commander Methods & Discipline
Earth
Moral Law
Source: Science of Strategy Ins,tute, www.scienceofstrategy.com
Heaven
Commander Methods & Discipline
Earth
Moral Law
Rela(onship to Business Cycle • Moral Law
(Mission) • Heaven
(Market Trends) • Earth
(Market Sector) • Commander
(Leader) • Methods and Discipline
(Execu,on)
24
Market Trends
Leader Execu,on
Market Sector
Mission
24 Source: Science of Strategy Ins,tute, www.scienceofstrategy.com
Four Skills of Compe((on
1. Knowledge 2. Vision 3. Movement 4. Posi,on
25
Source: Science of Strategy Ins,tute, www.scienceofstrategy.com
Market Trends
Leader Execu,on
Market Sector
Mission
Knowledge and Vision
The Four Skills of Compe,,on 1. Knowledge 2. Vision 3. Movement 4. Posi,on
26
Market Trends
Leader Execu,on
Market Sector
Mission
Source: Science of Strategy Ins,tute, www.scienceofstrategy.com
27
We have much more today than the previous genera(on, yet…
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… needs are infinite!
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• We don’t create new opportuni,es • We just have to see them (vision)
Movement and Posi(on
The Four Skills of Compe,,on 1. Knowledge 2. Vision 3. Movement 4. Posi:on
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Market Trends
Leader Execu,on
Market Sector
Mission
Source: Science of Strategy Ins,tute, www.scienceofstrategy.com
Con(nuous Compe((ve Cycle
The Four Skills of Compe,,on 1. Knowledge 2. Vision 3. Movement 4. Posi,on
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Market Trends
Leader Execu,on
Market Sector
Mission
Source: Science of Strategy Ins,tute, www.scienceofstrategy.com
Length of Time
Compe::ve Ac:on
Size
Three Dimensions of Compe((on
Source: Science of Strategy Ins,tute, www.scienceofstrategy.com
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Execu(on & Posi(oning
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
Process Improvement
Phases Steps Timeframe
Step 2 Pursuit
Step 3 RFP
Review
Step 4 Proposal
Step 5 Pricing
Step 6 Process
Up to Two Years
Up to Two Months
Proposal
Process Improvement
Phases Steps Timeframe
Improvement
EXAMPLE Sales Goal of
$100M
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Sales Pipeline Dream
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
Process Improvement
Phases Steps Timeframe
Step 2 Pursuit
Step 3 RFP
Review
Step 4 Proposal
Step 5 Pricing
Step 6 Process
Up to Two Years
Up to Two Months
Proposal
Process Improvement
Phases Steps Timeframe
Improvement
$100M $100M $100M $100M $100M $100M $100M $100M $100M $100M
EXAMPLE Sales Goal of
$100M Value
Projection
10%
25%
50%
90%
$1,000M
$750M
$200M
$110M
34
Highly Unlikely
Pa^ern
Sales Pipeline Reality
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
Process Improvement
Phases Steps Timeframe
Step 2 Pursuit
Step 3 RFP
Review
Step 4 Proposal
Step 5 Pricing
Step 6 Process
Up to Two Years
Up to Two Months
Proposal
Process Improvement
Phases Steps Timeframe
Improvement
$15M $10M $5M $10M $30M $10M $5M $5M $15M $200M $300M $100M
• Greatest pressure point • Highest risks
Value Projection
EXAMPLE Sales Goal of
$100M
Assump:on: Proposal and pricing personnel are highly trained and experienced.
10%
25%
50%
90%
$1,000M
$750M
$200M
$110M
Weakest Link Undeveloped business
opportuni,es with incomplete capture
Pa^ern More Likel
y
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Importance of Star(ng Early
Source: Campaign to Win, APMP Journal, Fall-‐Winter 2006
36
37
Source: The Capture Phase -‐ Key to Winning and Efficient Proposals, Dr. Bob Goldstein and Dana Hill, APMP Conference, May 29, 2008.
Improving Win Rate at Lower Cost
10%
25%
50%
90%
Value Projection
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
Process Improvement
Phases Steps Timeframe
Step 2 Pursuit
Step 3 RFP
Review
Step 4 Proposal
Step 5 Pricing Step 6
Process
Up to Two Years
Up to Two Months
Proposal
Process Improvement
Phases Steps Timeframe
Improvement
$1,000M
$750M
$200M
$110M
EXAMPLE Sales Goal of
$100M
$15M $10M $5M $10M $30M $10M $50M $5M $15M $200M $300M $100M
To Grow Here
How to Improve Here?
38
Presenta(on Sec(ons
1. Informa,on Overload 2. Understanding Balance in The Art of War 3. How Visual Displays Help Teams Focus 4. Near Future Innova,on for Proposal Teams
39
Key Points in Sec:on 3.0
3.1 Importance of visually displaying informa,on 3.2 Define scorecards and dashboards 3.2 Sample Proposal Readiness Dashboard Benefit: Focus on winnable bids and avoid bad deals
40
“What you do not measure, you cannot control.” “What gets measured, gets done.”
– Tom Peters
Performance Metrics
• Scorecard Displays a collec,on of Key Performance Indicators (KPIs) together with performance targets for each KPI
• Dashboard Container for a related group of scorecards and reports compressed into a single view
• Balanced Scorecard Aligns organiza,on to the strategy and measures execu,on
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Proposal Readiness Dashboard
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Microso[ Excel Solu(on
Proposal Readiness Dashboard • Descrip:on – Part 1
– Project Name – Customer Name – Contract History – Iden,fier Number – Last Updates
• Database (Account Owner) • Dashboard (Assigned Proposal Manager)
– Team Leadership • Proposal Manager • Business Developer • Capture Manager • Principle • Program Manager
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Microso[ Excel Solu(on
Proposal Readiness Dashboard • Descrip:on – Part 2
– Stage – Total Value – Company Value – Name of Prime Contractor – Proposal By – RFP Date – Day Remaining to RFP Date – B&P Es,mated Cost – B&P Requested Amount – Schedule
• Step Reviews 1-‐3 • Scheduled Solu,on Development Workshop
• Award • Project Start
– Comments (Account Owner)
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Microso[ Excel Solu(on
Proposal Readiness Dashboard • Feedback Loop
(Proposal Manager) – Proposal Readiness
• Capture Plan Created • Developed Win Strategy • Past Performance Iden,fied • Key Personnel Iden,fied • Non-‐Disclosure Agreement (NDAs) & Teaming Agreements (TAs)
• DraW Execu,ve Summary • Solu,on
– Ac,on Items
45
Microso[ Excel Solu(on
The Good News
• Winning good bids • Avoiding bad contracts • Solu,on is evolving
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Near Real Time
Microso[ Excel Solu(on
Remaining Challenge
• Time & Distance
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Microso[ Excel Solu(on
Cau(on – Powerful Informa(on
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Microso[ Excel Solu(on
Construc(ve Conflict
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Ford Bold Moves Campaign 2006
50
Source: New York Times Online Edi,on, September, 2006
Presenta(on Sec(ons
1. Informa,on Overload 2. Understanding Balance in The Art of War 3. How Visual Displays Help Teams Focus 4. Near Future Innova,on for Proposal Teams
51
Key Points in Sec:on 4.0
2.1 Disrup,ve innova,on 2.2 Massive paradigm shiW currently underway 2.2 Balanced Scorecard prototype for proposals Benefit: Envision and share innova,on for proposals
Perspec(ve Helps
52
Sources: Selected notes from: “Discovering Steam Power in China, 1840s-‐1860s,.” H-‐C Wang, Technology and Culture, Vol. 51, No. 1, January 2010, pp. 31-‐54; “They Made America: From the Steam Engine to the Search Engine: Two Centuries of Innovators,” by Sir Harold Evans, Lille, Brown and Company, October 2004; “They Made America Video Series,” Produced by WGBH History Unit, © 2004 WGBH
1839 First Opium War, followed by Second Opium War in 1856
1787 John Fitch builds the first steamboat in the USA
1864 China builds its first single-‐cylinder steamboat
1868 China openly adapts off-‐the-‐shelf equipment from western na(ons
1644 Qing Dynasty isola(onism takes form
The Clear and Present Danger • 2 Years
Cycle ,me for enemy to take advantage of commercial “off-‐the-‐shelf” technology
• 10 Years Cycle ,me U.S. manages technology programs of record
• War erupts prior to fielding best technology available
• Poten,ally, the enemy can field beler technology at any given point in ,me
Source: Use with permission of Kevin Cogan, US Army War College
What’s Happening Now
54
Source: Federal Procurement Data System, www.fpds.gov
What’s Happening Now for the Future
55
Source: US R&D Dashboard, www.rd-‐dashboard.nitrd.gov
Measuring Time & Distance
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The Elec:on Will Be Tweeted (and Retweeted) New York Times Online Edi,on hlp://www.ny,mes.com/interac,ve/us/poli,cs/2010-‐twiler-‐candidates.html
Time & Distance
Eastern USA Western USA
Northern USA
Southern USA
Rela(onships in Context
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NNDB MAPPER Corporate Power Nexus, June 16, 2008
Visualizing Strategic Opportuni(es
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Stream Compu(ng
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What’s Driving Stream Compu(ng
• World is being instrumented • Early use cases proven successful • New tools are emerging • Complementary technologies • IBM’s exper,se
60
Source: hlp://mervadrian.wordpress.com/2009/05/22/infosphere-‐streams-‐is-‐a-‐game-‐changer/
Vision for Future Proposal So[ware
Ingredients for Innova:on • Make lots of mistakes • Intensive study of those mistakes • Share knowledge gained by studying problems • Mo,va,on and will to shiW paradigm
61
Increase Interac(on & Collabora(on • Horizontal Management – collabora,on between individuals who have equal authority – Delibera,ve crea,ve thinking outside the box when ,me is abundant
• Ver,cal Management – mul,ple levels of decision makers – Extensive level of skill during compressed ,me
– Malcolm Gladwell’s “Outliers” (10,000 hours)
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Thinking Horizontally & Ver(cally
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A very compressed example
USAirways Flight 1549 • First officer spent first 30-‐40 seconds (16%) of emergency on
checklists to relight engines (Horizontal Management) – Checklist designed for use at al,tudes over 20,000 feet – AircraW emergency occurred at 3,200 feet
• Pilot skill and decisive ac,on overcame absence of established procedures for specific situa,on (Ver:cal Management)
64
Airbus A320 Airspeed Scale
Green Dot: Represents the speed at which the aircraW must travel to obtain the best liW over drag ra,o, allowing maximum range for glided flight
VLS: Lowest selectable speed at which the aircraW can travel while s,ll genera,ng liW
α-‐protec:on: Prevents the aircraW from stalling, but only ac,vates when the aircraW is flying under Normal Law
65
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Collabora:ve Approach
Ver(cal Management
Business Development
Capture Management
Proposal Management
Pricing
Proposal Submission
Produc,on
Without feedback loop: • Minimum innova,on • Problems cascade • Risks for failure increase
Time
Only Firm Deadline
67
Technical Solu:on
Horizontal Business Development
Capture Management
Business Development
Program Management
Proposal Management Pricing
Teaming Agreements
Capture Plan
Staffing Model
Basis of Es:mate
Compe::ve Analysis
Proposal Management
Plan
Solu:on Graphics
Horizontal & Ver(cal Management
Capture Management
Business Development
Program Management
Proposal Management Pricing
Horizontal
Proposal Produc,on
Proposal Submission
Ver:cal
69
Proposal Development
Balanced Scorecard
• Mobilize Change through Leadership • Aligns the Organiza,on to the Strategy • Strategy Becomes Everyone’s Job • Cyclical Process • Reduces risk of failure and improves chances for success
70
Before-‐Heaven Baqua (Circa 3000 B.C.)
71
Balanced scorecards have actually been around for a very long (me.
!
72
!
73
!
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Source: Shipley Associates Proposal Guide for Business Development and Sales Professionals, www.shipleywins.com
Informa,on Flip
Horizontal Management (Collabora(ve)
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Ver(cal Management (Produc(on)
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Task 96
Task 1
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Principal
1
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3
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Execu:ve Officer
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Business Developer
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Capture Manager
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Proposal Manager
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SME
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Pricing Manager
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Contrac:ng Manager
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Program Manager
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Technical Writer
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Graphic Ar:st
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Produc:o
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Government Affairs
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“First Things First!”
Earliest Deadline First (EDF) Scheduler
Principal
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Execu:ve Officer
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Business Developer
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Capture Manager
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Proposal Manager
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SME 1
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Pricing Manager
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Contrac:ng Manager
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Program Manager
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Technical Writer
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Graphic Ar:st
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Produc:o
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Government Affairs
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Produc:o
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Graphic Ar:st
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Technical Writer
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Technical Writer
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SME 1
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SME 1
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SME 1
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Contrac:ng Manager
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Pricing Manager
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Proposal Manager
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Proposal Manager
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Program Manager
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Program Manager
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Program Manager
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Principal
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Principal
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Principal
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Capture Manager
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Capture Manager
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Capture Manager
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Business Developer
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Business Developer
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Government Affairs
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Execu:ve Officer
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Execu:ve Officer
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Execu:ve Officer
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Proposal Manager
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Proposal Manager
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Source: Earliest Deadline First, www.wikipedia.org
What’s Your Decision Making Process?
• Are data empirical? • Are issues defined and decisions executed? • Does your process enable contributors? • Are resources for your proposal process balanced?
• How does this process work across mul,ple opportuni,es?
• How quickly does your process acknowledge, implement, and reward innova,on?
80
Dr. Richard’s “Certain to Win” • John Boyd’s OODA Loop
• Exponen,al increase in informa,on technology is forcing everyone into the cockpit
81
How Do You OODA?
82
Task Order Management Process
Disrup(ve Innova(on
83
Source: Wreck of a Buffalo, Rochester & Pilsburgh Railway Engine No. 263, ca.1920's, along Harpers Run, at the wye in the Iselin Mines railroad yards. hlp://patheoldminer.rootsweb.ancestry.com/indiselin3.html
Andrew Carnegie
Remember: Needs Are Infinite!
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Wanted: Innova:ve Solu:ons