SPAC 2012 Sponsored by Georgia, Florida, and Carolinas APMP Chapters

Seeing into your datawithout X-ray Vision

Southern Proposal Accents Conference

Gillian A. Dionne, APM.APMP andCertified Knowledge Manager (CKM)

1

A league of one.A league of one.

It will be enough.It will be enough.

http://www.superherosayings.com/search/label/wonderwoman

A league of one isenough if you areempowered withthe right tools andprocesses.

SPAC 2012 Sponsored by Georgia, Florida, and Carolinas APMP Chapters 3

• Audience Assumptions• Entry level (or no) proposal management process/system in place

• Smaller organization, maybe you are a “Jack/Jill of all trades”

• Goals of this presentation• Provide basic definition of knowledge management and how it is

applicable to proposals/BD

• Show the framework for understanding where you are indata/knowledge management now and how you can improve

• Inspire you to find a project that uses X-ray vision (aka knowledgemanagement)

Welcome!

SPAC 2012 Sponsored by Georgia, Florida, and Carolinas APMP Chapters 4

• How many of you have been in thissituation:

• “…find that graphic that shows how we do thisprocess – I think it was in the Army bid Joe Smithworked on last year before he left…”

• “I know we wrote all this up on a winning bidbefore…can’t remember when or where”

Set the Stage…Proposal Superhero

Superhero or Superzero?

…you don’t…you don’tknow anythingknow anything

about whatabout whatwe’ve done (orwe’ve done (or

said we’d do) forsaid we’d do) forthis customer?this customer?

http://www.superherosayings.com/2010/05/all-this-knowledge-and-you-dont-know.html

THE (NUMBERS) CASE FORKNOWLEDGE MANAGEMENT

The Black Hole of Searching

How much timedo you spendsearching forinformation youknow exists…somewhere?

Where do you search?Where do you search?

– Your laptop

– Local network drive

– Company Intranet

– Wikipedia

– Internet

– Co-workers’ minds

– Hard copy documents

– …

Where’s the Information?

• Individual

– Average knowledgeworker spends 16-25%of their time searching(that’s 6.4 to 10 hoursper 40 hours worked)

– Failure to findinformation is ~20%

• Organizational

– Many organizationsas a whole run at40% to 70% searchsuccess rate

http://www.personalinfocloud.com/2010/05/understanding-the-cost-of-we-cant-find-anything.html

A typical KW wastes up to 2.5 work weeks/year searching and failing tofind information

SPAC 2012 Sponsored by Georgia, Florida, and Carolinas APMP Chapters 9

• 15% to 30% of average knowledge worker(YOU!) time is spent looking for information

• Searching is successful ~ 50% of the time

• 15% of a FTE is around 312 hours per year

Bluntly Speaking—Who has Time to Waste?

“We Don’t Need KM”

http://static.googleusercontent.com/external_content/untrusted_dlcp/www.google.com/en/us/enterprise/enterprise_solutions/pdf/findability-wp.pdf

RecreateExisting Content

8%

UnsuccessfulSearch

9%

ConvertFrom Other

Formats10%

Analysis ofInformation

26%

SuccessfulSearch

25%

Gather Info forDocuments

22%

http://www.superherosayings.com/2010/07/im-not-afraid-of-anything.html

The Time We Spend…

WHAT IS KNOWLEDGEMANAGEMENT!?

KM OverviewKM comprises a range of strategies andpractices used in an organization to identify,create, represent, distribute, and enableadoption of insights and experiences. Suchinsights and experiences comprise knowledge,either embodied in individuals or embedded inorganizational processes or practice.

KM efforts typically focus on organizational objectives such as improvedperformance, competitive advantage, sharing of lessons learned,integration, and continuous improvement of the organization.

KM Core Components

• People – stakeholders

• Processes – best practices

• Technology – tools

• Structure – organization

• Culture - attitude

A successful KM system requires integration of these key components.

BD-CMM Maturity Levels

DIKW StructureThe Data-Information-Knowledge-Wisdomstructure demonstratesphases of increasedcontext andunderstanding of howdata is transformedinto information, thenknowledge, and finallywisdom.

https://fort.forsythe.com/na/aboutus/news/articles/ImplementingKMPartIConceptsApproach

KM Strategies

– Communities of practice

– Expert directories

– After action reviews

– Knowledge repositories (databases)

– Best practice transfer

– Social software (wikis, blogs)

Push strategy – actively managing (repository)Pull strategy – ad hoc (communities of practice)

KM Technologies

– Early KM

• “Yellow pages”

• Document management systems

– Midpoint KM

• Semantic technologies for search/retrieval

• Communities of Practice (CoP)

– Emergent KM

• Social computing

KM tools are a collection of technologies not necessarily acquired as asingle software solution. Tools must integrate with existing ITinfrastructure for best results.

THE ROLE OF KM IN PROPOSAL(AND BUSINESS) DEVELOPMENT

The BD Lifecycle

BD and KM are made for each other – BD lifecycle creates lots of“information items” that are easily parsed into KM tools.

From opportunity identification through final submission,significant information is generated by the capture and proposalteams

1. Assessment 2. Strategy 3. Pre-proposal 4. Proposal 5. Post-submittal

Lifecycle Inputs & Outputs• CAPTURE & OPPORTUNITY

– Track emerging/ developingopportunities

– Examine corporatecapabilities/teammates

– Review existingsolicitations/proposals

– Leverage existingrelationships with customers

– Identify pastperformance/corporateexperience

– Capture SME expertise andsolutions…

• AWARD– Capture final proposal files

– Capture contract award files

– Preserve debriefs

– Identify points of contact

• PROJECT– Financials

– Points of contact

– Government report cards

– Status reports/project files

– Comments/notes

CAPTURECAPTUREWhat are we

pursuing?

OPPORTUNITYOPPORTUNITYWhat did

we submit?

AWARDAWARDWhat didwe win?

PROJECTPROJECTWhat arewe doing?

CLOSEOUTCLOSEOUTHow didwe do?

Lifecycles

1. Assessment 2. Strategy 3. Pre-proposal 4. Proposal 5. Post-submittal

“The Business Lifecycle simplifies BD into Opportunity, Award, Project—three milestones with significant metadata/information item generation

Why Change How We DoProposals?

http://www.superherosayings.com/2010/12/sometimes-different-point-of-view-is.html

JUSTIFYING KM

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Getting Started

• KM doesn’t require fancy software

• It can be as simple as facilitating the reuse andnew use of knowledge through mentoringprograms, workshops, lectures, brown bags

“Get your facts first, and then you can distort them, as much as you please.”-- Mark Twain

Excuses to Not Implement KM• We don’t have time

– To change

– To improve

– To stop what we are doingand start over

• We don’t have money– To buy software

– To train people

– To change

• We don’t have …..

“Grass Roots” KM• Bring KM into your organization via a grass

roots project1. Simple/inexpensive

2. Shows quick results

3. Quick/easy to use/implement

• Project ideas:

– Document repository

– Template library

– Employee qualifications system

What can we do?

http://www.superherosayings.com/2010/05/we-have-to-astonish-them.html

IMPLEMENTING A PILOTKM PROJECT

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Pilot – Past Performance Repository

• Mission

– Identify, capture, maintain, and make available alldata items relevant for use in locating andtailoring relevant and similar size/scope pastperformance and corporate experience

• Users/Stakeholders

– Proposal, capture, project personnel

Sources for Initial Data Items

1. Government PPIRS site

2. Internal past performance citations

3. Project files

4. Proposal files

5. Contract files

6. FOIA records

7. Capture/Opportunity files

Structured Data• Opportunity Pipeline

– Proposal submission date– Proposal award date– Contract vehicle– Capture / proposal POCs

• Contract– Vehicle, value, number– POP Dates– Status

• People– Names– Location

What is Structured Data?What is Structured Data?

Data can be designated as structured orunstructured data for classification withinan organization. The term structured datarefers to data that is identifiable becauseit is organized in a structure. The mostcommon form of structured data is adatabase where specific information isstored based on a methodology ofcolumns and rows.Structured data is also searchable by datatype within content. Structured data isunderstood by computers and is alsoefficiently organized for human readers.In contrast, unstructured data has noidentifiable structure.

Unstructured Data• INTERNAL

– Proposal Documents– Capture plans– Storyboards– Customer call plans

• Project– Project notes– Success stories– Issues/resolutions– Technologies/skills

• EXTERNAL– Press releases– FOIA

What is Unstructured Data?What is Unstructured Data?Information that either does not have apre-defined data model and/or does notfit well into relational tables.Unstructured information is typically text-heavy, but may contain data such asdates, numbers, and facts as well. Thisresults in irregularities and ambiguitiesthat make it difficult to understand usingtraditional computer programs ascompared to data stored in fielded formin databases or annotated (semanticallytagged) in documents.Unstructured information accounts formore than 70%–80% of all data inorganizations and is growing 10–50x morethan structured data.

Example Structured Data

Example Unstructured Data

Example Search

Document TypeProposal (8)Past Performance(1)

Contract VehicleMillennia (2)SEAPORT E (4)

StatusAwarded (3)Lost (3)

Bid ValuesLess than $1M (2)Less than $3M (4)

Submission Date2012 (2)2011 (3)

Company NamesAll Nukes (1)Safe IonE (5)

StatusAwarded (3)Lost (3)

Capture ManagerSteve Jones (2)Karen Ahrens (4)

Submission Date2012 (2)2011 (3)2010 (1)

YuccaYucca

Example Document

Pilot – Simplified Process

1. Determine inputs

– PPIRS

– Other internal sources

2. Determine outputs

– Search

– Reports

3. Determinearchitecture of KMsystem

– SharePoint

– File store

– Database

SPAC 2012 Sponsored by Georgia, Florida, and Carolinas APMP Chapters 39

• You don’t need a lot of $ to get started

• Start smart – find a pilot project that will show quickresults and generate interest and support

• KM requires dedicated resources and a corporatechampion to succeed

• You are not alone – leverage your league of proposalprofessionals!

Closing Thoughts…

Knowledge is power;knowledge management is

empowering.

LESSONS LEARNED

LL: Knowledge Management1. Change management is key--organization must

embrace KM initiative or it will fail.2. A repository is just one aspect of KM.3. Quick projects should show results in 3 months.4. Quick projects must be successful before taking

on large, enterprise-wide initiatives.5. KM requires adequate resources to maintain

and operate (BDI estimates 5-15% of proposalstaff should be dedicated to contentmanagement.

LL: Are You a SuperHero or SuperZero?

• Shares information

• Empowers others

• Uses collaboration tools

• Communicates

• Embraces technology

• Works smarter, notharder

http://www.google.com/imgres?imgurl=http://www.jasonnazar.com/wp-content/uploads/2008/09/team-justice-league.jpg

LL: Are You a SuperHero or SuperZero?

• Hoards information

• Tries to do everything

• Uses email

• Doesn’t have time tocommunicate

• Doesn’t have time tolearn new stuff

• Too busy working hardto work smarter…

http://www.google.com/imgres?imgurl=http://www.jasonnazar.com/wp-content/uploads/2008/09/team-justice-league.jpg

LL: Organizational Maturity

1. Organizational maturity takes time,commitment, money, and patience

2. Start small

3. Plan before you start

4. Find a corporate “champion”

5. Don’t commit to software that promises tosolve all your problems before youunderstand your needs

ADDITIONAL INFORMATIONADDITIONAL INFORMATION

BD INSTITUTECAPABILITY MATURITY MODEL

WWW.BD-INSTITUTE.ORG

BD-CMM

• Benchmark study from 2008, research area2 – Best Practices in Proposal Automation

• Success w/ automated tools:– Depends greatly on adoption across the institution of

the company

– Must embrace the proposal process guide and proposalplan

The BD-CMM (Business Development Capability Maturity Model wasdeveloped to promote excellence in BD by the Business DevelopmentInstitute International (BD-Institute).

BD-CMM

• Harvesting and Cultivating KM Systems– Factors to be considered

• How often same product/service is offered

• Past performance in specific environments

• Availability of digital storage space

• Ease of content tailoring for customer response

The BD-CMM Capabilities Key Process Category (KPC) plots a course forenhancing systems and processes that support BD operations. BD-CMMLevel 3 and higher define companies using KM systems to support BD.

BD-CMM

• Benchmark Criteria– Ease of use

– Feature fit

• Benchmark Performance– Support from KM

– “Information items” concept

– Adequate KM-focused staff

The concept of “information items” (parsing into discrete bits) is the essentialbuilding block for knowledge management

BD-CMM Maturity Levels

LEVEL 1 - INITIALFiles are usually scattered – hard drives, network foldersApplications – word processing, graphics, presentation

LEVEL 1 - INITIALFiles – scattered, decentralized on hard drives, network folders

Applications – word processing, graphics, presentationCollaboration – limited, email/phone/document exchange

BD-CMM Maturity Levels

LEVEL 2 - REPEATABLEFiles – organized, network drives/folders/access control

Applications – SharePointCollaboration -

BD-CMM Maturity Levels

LEVEL 3 - DEFINEDFiles – organized, network drives/folders/access control

Applications – COTS tools, search/indexingCollaboration -

BD-CMM Maturity Levels

LEVEL 4 - DEFINEDInfo Management – enterprise BD and proposal knowledge management

managing content, control, and collaboration

BD-CMM Maturity Levels

LEVEL 5 - OPTIMIZINGInfo Management – enterprise BD and proposal knowledge management

managing content, control, and collaborationEnterprise social networking

Personnel – dedicated KM team

Resources

• Mastering Organizational Knowledge Flow,Frank Leistner

• The Complete Guide to KM, Edna Pasher andTuvya Ronen

• The New Edge in Knowledge, Carla O’Dell andCindy Hubert

• Certified Knowledge Manager (CKM) -Knowledge Management Professional Society(www.kmpro)

Capturing Government PPIRS Records

• Contractor evaluationsposted onhttp://www.ppirs.gov

• Requires system login

• Contractors can onlyview own evaluations

• Not required for allcontracts

• PPIRS-what to capture– Everything we can…PPIRS

records do not stay onlineindefinitely

• Contractor Name/Address

• Contract & Assessment Info

• Key Subs

• Area Ratings

• Variance (contract to date)

• Assessor Official Comments (w/Contractor & Reviewer replies)

• Subcontracts

• Contractor Key Personnel

• SB Sub Plan

• SDB Goals

• Customer Satisfaction

• Assessing Official

• Contractor Representative

• Reviewing Official