Proposal Time Management...Challenges 10 \爀䰀攀瘀攀氀 漀昀...
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The Path Out of Chaos Proposal Time Management APMP Florida Chapter September 3, 2020
Transcript of Proposal Time Management...Challenges 10 \爀䰀攀瘀攀氀 漀昀...
The Path Out of Chaos
Proposal Time Management
APMP Florida ChapterSeptember 3, 2020
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What is the highest number of proposals you’ve had to coordinate at one time? On average? It’s challenging isn’t it? How many of you work an average of 40 hours a week? 50? 60? More than 60? Several years ago, I worked for a mid-size engineering firm. And I averaged 12 hours a day, 6 days a week or more for months on end. One early morning after not enough sleep, I pulled out of a gas station and saw this.
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I was lucky. I was able to veer over the meridian and get into the correct lane. Sleep deprivation is safety issue in our profession we don’t talk about. Did you know that it can be as dangerous as drinking and driving? Forbes published an article where they stated “The negative effects of sleep deprivation are so great that people who are drunk outperform those lacking sleep.” .
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That incident was my wake up call you can say. I decided there had to be a better way of managing quick turnaround proposals and reduce my stress. Today I’m going to share with you some of what I’ve learned and successfully bring order to the chaos without massive overtime – providing you with a balanced approach. These techniques work equally well if you are working virtually or in an office.
• Challenges
• Creating a road map
• Working smart
• Making your team allies
• Questions & answers
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Some of the tips and techniques I’m going to include may seem basic, but I’ve learned the hard way that skipping steps in your process can actually increase the effort and reduce the quality of the proposal.
CHALLENGES
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First, let’s talk about the challenges that proposal professionals face.
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Team lacks the understanding of what goes into a proposal. Often, we deal with project managers and technical staff who don’t understand the proposal process. As a result processes are not followed. No one is on the same page and the amount of rework greatly increases OR everything is done at the last minute. You have no time to make the proposal client focused and ensure compliancy.
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Lack of technology skills. Especially right now, with teams thrown into the virtual office environment, your teams (or clients) have different levels of skills related to the ability to access files online, edit them, etc.
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Short time frame The bid cycle has gotten shorter, both in the commercial market and the federal market. On top of that, we have management wanting to go after an RFP that they only found out about, even though it had been posted weeks earlier.
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Level of effort There are times, when I’ve received an RFP and the sales or technical lead has gone “this is a simple one.” They didn’t read it and realized there was a full-blown technical approach required. Or they missed a required attachment which included over 100 technical questions. Or, they tell you during the KOC that they are out on PTO for the major of the schedule! Or even worse, you have a technical lead who thinks they understand proposals better than you. As a result, your team makes assumptions on who is doing what. That can happen even when processes are followed.
CREATING A ROAD MAP
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Creating a framework or process and making it transparent to your team, as well as effective work practices are key to effective proposal management. Here are some techniques I’ve learned and applied over the years to create a roadmap for my team to follow. Puts everyone one the same page Provides accountability Helps you plan the work Work smarter, not harder
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apProposal NameProject ManagerProprosal CoordinatorProject NumberProposal Due Date
Number Name
Page # Alloted
Existing Data?
Source/Subject Matter Expert Owner Due Date
Level of Completion Notes
Transmittal Letter 1 John Peter 3/31/2014Transmittal letters (not counted as one of the ten pages), if desired, shall not exceed one page.The title for Cover Letter should read as: "RE: REQUEST FOR PROPOSALS& QUALIFICATIONS - RFP GROUP 2014A"
Statement of Qualifications 10Introduction 0.5 Jeannette John
Specific technical capabilities of the firm related to the specific project; 1 John Peter
Firm's prior experience on similar projects 5EXPERIENCEThe minimum required design and construction management experience is:1. Repainting/repair work on 5 Elevated Tanks in State of Texas in last 5 years2. Structural Repairs on 5 Elevated Tanks in State of TexasExperience in the following additional areas is preferred:1. Experience in lead paint removal procedures and requirements in the State of Texas2. Experience in structural repairs and OHSA/TECQ/general safety modificationsQualifications of Key Personnel 2 Use bios and include resumes as attachmentEXPERIENCEThe minimum required design and construction management experience is:1. Repainting/repair work on 5 Elevated Tanks in State of Texas in last 5 years2. Structural Repairs on 5 Elevated Tanks in State of TexasExperience in the following additional areas is preferred:1. Experience in lead paint removal procedures and requirements in the State of Texas2. Experience in structural repairs and OHSA/TECQ/general safety modificationsQualifications of sub-contractors 1
Plan to meet M/SBE Goals 0.5Minority Business and Small Business Enterprise (MBE)(SBE) Participation In accord with the City of Fort Worth Business Diversity Ordinance No. 20020-12-2011, as amended, the City has goals for the participation of minority business enterprises and/or small business enterprises in City contracts. Engineer acknowledges the MBE and SBE goals established for this contract and its accepted written commitment to MBE and SBE participation. Any misrepresentation of facts (other than a negligent misrepresentation) and/or the commission of fraud by the Engineer may result in the termination of this Agreement and debarment from participating in City contracts for a period of time of not less than three (3) years. Each RFP/RFQ will be provided with a separate MBE/SBE goal. For additional information contact the M/WBE Office at 817-212-2674.
M/SBE Compliance Efforts:In accordance with the City of Fort Worth Ordinance 20020-12-2011 (Business Diversity Enterprise Ordinance), the City of Fort Worth has goals for the participation of minority business enterprises and small business enterprises in City contracts. The SBE goalfor both the Meadowbrook Elevated Storage Tank Repair & Re-painting Project and the Timberline Elevated Storage Tank Repair & Re-painting Project is twelve percent (12%). Subcontracting opportunities will be evaluated upon receipt of proposals, and agoal established thereafter. You may obtain a copy of the Business Diversity Enterprise Ordinance from the Office of the City Secretary or the M/WBE Office.
Technical Compliance MatrixBidder Technical Requirements
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At the beginning, I’ll send out a master assignment table (often called a proposal matrix) like this. This has an advantage because everything is in one place – requirements, who does what, due date, and most importantly, it gives an instant status of where you are. And, it uses peer pressure to get your slow pokes moving.
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In planning the schedule, I will work with an actual calendar and work backwards to determine due dates. It helps me keep the schedule real. Also, I can see how and when to plan parallel tasks. By the way, if it will help your team, make this one of your handouts at the Kick-off meeting. I include it as a worksheet in my Matrix. When folks just see a date on a piece of paper they think of the date itself, not that the date is one week away. This helps make the due dates real for them. It is just as critical to keep your schedule whenever possible. Otherwise, they will not take your proposal plan and you seriously.
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Connect during kick-off Take the time during your kick-off meeting to connect to your team. Introduce yourself, have a team building game, use humor to build rapport. Also take the time to clearly communicate what your goals are for the meeting and for the proposal as a whole. Make the meeting fun! This is even more important now we are all working as a virtual team.
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Create an agreement with your team. Just as you write a proposal explaining the benefits to the client of your solution, you need to explain the benefits to your team for following the processes and schedule. In other words, communicate what is in it for them. Be up front what the impact of missed deadlines means to the proposal’s success. Get their buy-in to the whole process.
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Use regular status updates to keep your team on track, remind your team before a deadline and after if they have missed it. If your team is very small – 1 or 2 people – a status reminder can be as simple as making a phone call saying “Hey, Joe!” No matter the size of your team, use the phone, Skype, or zoom to have brief one-on-one sessions with your team members whenever possible! Don’t just rely on email. Remember, there may be folks on your team who hate e-mail. The day before items are do, reach out to that team member.
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There are now many different tools available to help manage team tasks – whether it is Basecamp, Tello, etc. But sometimes simple is best. I like to send out a daily status email reminding my team of what is complete, what is due or overdue, and what deadlines are coming up.
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How many of you here are visual learners? You learn best from seeing it? You’ll have team members who are the same way too! One of the bests ways I learned to get your whole team on board and thinking about a solution, not just a work plan, is to have the team at your kick-off meeting draw a process diagram – have them outline the steps of the project! What you can have them draw can be simpler than this example. But it has several benefits: It gets everyone agreeing at the beginning on the technical approach. It gives you a graphic. It will give your technical approach author something to write to!
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Your best technical person may be brilliant at building a bridge or managing a project, but it doesn’t mean they are comfortable with writing –or you’ll have a writer who “knows” what the client wants without reading the RFP or your requirements matrix. So I like to give them a storyboard. Why? Use the skeleton draft to help your team write The draft provides you with a multi-facet tool. It gives you and your team a guide to write to (which can be particularly helpful for those who hate white pages or are uncomfortable writing.) It also helps you ensure compliancy. The key is to give your team the tools where they can easily see everything in one place. Don’t expect them to look at the RFP or the compliance matrix for requirements.
WORK SMART
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I mentioned my own experience with sleep deprivation at the beginning of today’s session. According to the American Academy of Sleep Medicine, healthy adults should get a minimum of seven hours of sleep each night, with a recommended range of between seven to eight hours. However, Hult’s research revealed that the professionals surveyed averaged only six hours and 28 minutes. While an extra 30 minutes of shut-eye might not seem like much, the effects of this sleep deficit were notable. Many survey respondents reported poorer workplace performance due to tiredness, with over half admitting to struggling to stay focused in meetings, taking longer to complete tasks, and finding it challenging to generate new ideas. Along with a lack of focus and diminished creative capacities, participants also indicated a reduced motivation to learn and be less able to manage competing demands. Sleep deprivation can take a toll on your cognitive abilities including perception, judgment, reaction time, and decision making. But there are a wide range of techniques, I’m going to cover in this section that will help you manage your time better so you can leave the office at a reasonable time, be less stressed and be able to
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How many of you feel this way? I was at the APMP International conference a few years ago, and in one session the moderator asked “how many of you feel you are not respected?” More than ½ the room raised their hands.
Change that perception▪ Act as a professional▪ Be pro-active▪ Set boundaries▪ Get training ▪ Treat your technical team as your internal clients▪ Do not take things personally.W
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You can change that perception by changing how you approach your position and behaving in a way that expresses who you are: a proposal professional! the ability to manage your emotions and remain calm under pressure has a direct link to your performance. TalentSmart has conducted research with more than a million people, and they found that 90% of top performers are high in emotional intelligence (EQ).
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We all have that point in a proposal where we’ve sent off all the assignments and we are waiting for information or content to come back – what I call the “thumb twiddling” stage! So I take care of all the admin stuff during this stage --I develop the Cover, the dividers, arrange for printing and needed supplies. I’ll even create the shipping label! If I have time, I’ll start developing what resumes and project write-ups I have. Doing as much up front as possible helps you in the back end and allows you to focus on quality control, etc.
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In the best of all worlds, doing the Executive Summary first is a great way to plan a proposal. But that is usually just not practical. So I’ll write the Executive Summary (or Transmittal Letter or Intro as equivalent) last. Why? I found most SMEs think what they do is just their job. They don’t understand the gold in what they write. So when I do my final edit, I’ll start taking notes of features, proofs, etc., that I found scattered throughout the proposal. Then I’ll take those, rewrite them to an overall theme, and use them to draft the document. I’ll use the Red Team as a way to get feedback, if I haven’t had time to review it with the Project/Program Manager.
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Keep your schedule. Just because someone doesn’t have a section to you is no reason to not have the review. If you find yourself still without sections when you are ready to go to review, don’t panic. Simply show in that blank section the SME’s name in large red caps. Remember, they were responsible to get it to you. It is not your job is not to rescue them or protect them from consequences. Once I do this, I seldom have had problems again with that team member.
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Take 10 minutes every morning to review where you are on each of your proposals. Use that review to refresh your “to do” list. Then add a block of time on your calendar to perform that task. Break up your work and treat each section as a building block. Use how your brain works for you. Work in 2 hour chunks and take a break in between. Take a break between – this helps you focus better.
Other quick tips• Use project photos with captions describing solution or experience
throughout your technical approach as proofs• For fresh eyes, pick your favorite writer/Administrative Assistant• Don’t edit moving targets.• Keep abreast of technical tools that can help you do things faster, such
as Grammerly, PerfectIt, or personal time management tools.
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Other wellbeing tips• Take regular breaks• Reduce the caffeine • Keep the same routine• Create an “at work” playlist that keeps you energized• Unplug• Learn the art of mindfulnessW
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MAKING YOUR TEAM ALLIES
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Because we are dealing with people, we deal with emotions – ours and theirs. Often, we will take someone’s response personally. Or they will take what we say personally. Your emotional or internal reaction can take two forms. They’re wrong and I’m Wrong. They’re Wrong “They should act like professionals. I shouldn’t have to follow-up and remind them.” They don’t treat me like a professional. I’m Wrong I was too unreasonable with my deadlines. I don’t have the right/authority to tell them to do this. I don’t have the right to set boundaries.
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don Miguel Ruiz
When you take things personally, you do things you don't want to do, say things you don't want to say, because emotions are controlling you. When you have clarity it is easier to make choices.
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There is power in our words. We have over 65K thoughts a day – and are influenced by our attitude. Often we are already projecting the outcome. When you learn to not take things emotionally, you have clarity and are able to be proactive AND a lot less stressed!
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Ever wondered what is going on in your team’s head on a proposal? Remember, they are good at what they do, which requires different thought processes, work processes and methodologies. Don’t expect them to work or think like you do. Don’t expect them to know what you know, just as you don’t know what they know. Here are some things to consider . . Are they expected to be 100% billable and putting in a lot of hours? Are they dealing with a difficult project or client? Are they juggling a lot of priorities? Are they the “go to” person by executives to solve problems? Are they dealing with family issues? Are they on a heavy travel schedule? Did you wake up on the wrong side of the bed?
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You are there to help your team create a winning proposal; so become solution-based in managing your team. When you start treating your team members as your internal client, it provides opportunities to persuade folks to be responsive to you. It also changes the attitude of “us vs. them” to solution-based. There are things you can say or do to turn a No into a yes Reach out and talk with them. “I know how busy you are, but I wanted to find out if you will be able to get me that section by tomorrow? It would really help me create a proposal that will win this job for you.” If they can’t meet your deadline, ask how you can help. What is the solution? What else is on your plate? Is there anything I can help out with Assign to someone else? Can I start the narrative and have you fill in the holes Brainstorming Session Interview Exercise & record it Can I give you an extension until ? Is there a new junior staff member who is looking for something to do? Be the solution Remember, they have other considerations, other priorities. Their no is not directed at you but at how their world is occurring to them and whether they are being reactive or proactive.
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Communication, especially with a virtual team is critical. Ask questions of your team, send as many reminders as it takes, pick up the phone and talk with them. Don’t expect them to remember. Also, clearly communicate when things change. Lastly, don’t always assume your communication has been clearly understood! Follow up allows you to catch misunderstandings quickly so they don’t develop into issues.
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Especially now, it is important to build rapport with your team. Be patient, understand about interruptions due to two legged and four legged children! Many of your team members may not be as skilled at working virtually as you. Crack jokes. One of my client sends out an email every Thursday to the virtual proposal team asking random questions, like what is your favorite dessert, what music do you listen to while working, what is your favorite hobby? Or have a “send photos of your dogs” day!
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Just as you write a proposal to your audience, your client, have you ever thought of planning your proposal with your internal audience in mind? Plan a formal, team schedule. But plan a separate workflow schedule for yourself to work with your team’s personalities. What do I mean by that? Your team will consist of members who have different learning styles, different methods to get the job done and different issues that may keep them focused on other things. For example, almost every team I’ve been on has a slow poke who always misses the deadline and an early bird who you always can rely on to get things in on time. I find every team has one or two. And other folks in between. So consider your team in planning your schedule. First, build slippage in your schedule. Plan around the slow pokes. Schedule the slow poke with due dates well before but plan to do them last. And remind your slow pokes regularly about the due date.
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How do you make your team feel as heroes? As major contributors to a creating a winning proposal? Recognize the people who have hit their deadlines and thank them Always thank them for their time Listen Feed them! Make it fun! Open up for discussion
• Challenges
• Creating a road map
• Working smart
• Making your team allies
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• Your extra pair of hands on your next proposal for° Expert proposal management° A “must bid” when no one’s free° Fresh and independent eyes
• Customized training that fits you and your budget
• Executive and corporate wordsmithing
JEANNETTE K. WALDIE, CPP APMP Fellow
[email protected] (cell)www.jkwaldie.com
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