Index
A
acquisition process best value model, 37
evaluation criteria, 39–40
evaluation factors, 38–39
evaluation standards, 40–41
evaluation subfactors, 39
lowest price technically acceptable model, 37
market research, 35–36
overview, 35
performance-price trade-off model, 37–38
strategy and methodology, 36–37
trade-off model, 37
action captions, 240–241
action plans, 78–79
active versus passive voice, 245–248
Air Force FAR Supplements (AFFARS), 34
Air Force Materiel Command (AFMCFARS), 34
ambiguity, using as a competitive advantage, 165–166
ambiguous writing, 252–256
analogous system estimates, 285–286
annual briefing, 83–84
Anti-Kickback Procedures, contract clause, 25
assumptions, cost volume, 289–290
Audit and Records–Negotiation, contract clause, 25
author guide
ghosting competitors’ approaches, 207–208
identifying features and benefits, 201–203
importance of, 190–191
proposal themes, 198–200
reducing proposal risk, 203–206
risk mitigation examples, 206
Section L requirements, 192–193
Sheet 1, 191–192, 196
Sheet 2, 197–198
verb use, 193–196
Award Fee Plan attachment, 26
award fee rating system, 265–266
B
B&P. See bid and proposal
BAFO. See best and final offer bar charts, 239
basis of estimate, 284
best and final offer (BAFO), 87
best value model, 37
best value strategy, 140
best-value procurements, 291–293
bid and proposal (B&P), 87
competitor database, 96–97
current performance database, 95–96
graphics database, 93–94
key personnel resumes, 94–95
lessons-learned database, 96
marketing information database, 97
overview, 92–93
past performance database, 95–96
previous proposals, 93
proposal database, 94
value of, 97–98
bid area scoring criteria, 120
bid decisions
bid committee, 121
criteria, 117–119
evaluation form, 119–121
making, 116–117
practical exercise, 121–123
bid strategy. See also customer key
evaluation requirements
capture plan, 153–154
competitive assessment, 137–138
cost, 150–151
customer assessment, 132–135
customer contact plan, 152–153
developing, 138–139
general, 139–141
overview, 131
program requirements assessment, 135–137
reviewing after final RFP release, 151–152
risk/opportunity components, 154–156
service-type contracts, 156–160
specific, 141–142
when developed, 131–132
who develops, 132
bidding as incumbent, 158–159
bidding as non-incumbent, 159–160
black hat review, 297
business acquisition process, 68
C
capture manager, 102–103, 108
capture plan, 153–154, 347–352
capture team
capture manager, 102–103, 108
contracts manager, 106, 110
cost volume manager, 105–106, 110
importance of, 99–100
leader qualifications, 107–108
marketing manager, 106–107
members, 100–101
organization, 101–102
production manager, 104, 109
program manager, 104
proposal administrator, 104, 109
proposal manager, 103, 108–109
roles and responsibilities, 102, 107
technical volume manager, 105, 109–110
CDRL. See contract data requirements list
Central Contractor Registration, contract clause, 25
challenges, proposal preparation
inconsistent or confusing RFP requirements, 5
insufficient time, 5–6
lack of proposal skills and experience, 6–7
lack of tools and processes, 7
puzzling RFP structure and content, 4–5
circle charts, 239
evaluation requirements
clear and effective writing, 232–234
CLIN. See contract line item number
closeout, 343–344
co-location of proposal team, 223–224
commercial off-the-shelf (COTS), 259
common mistakes, cost volume, 258–260
comparative analysis of proposals, 61–62
competition, 118
competitive advantage, 16, 69
competitive assessment, 137–138
competitive range, 60–61
competitor analysis, 78
competitor database, 96–97
competitor information, 90–91
concise writing, 248–251
configuration management, 314–316
consultants
benefits of using, 110
needs assessment, 112
proposal, 110–111
selecting, 112–114
subject matter experts, 111
technical, 111
contract award and performance
closeout, 343–344
debriefings, 341–343
overview, 339–340
post-award briefings, 340
contract data requirements list (CDRL), 5, 20
contract line item number (CLIN), 167
contract types, 262–266
Contractor Performance
Assessment Report (CPAR), 55
contracts manager, 106, 110
cost categories, 270–271
cost estimates
initial, 278–279
preparing, 273
quick-look, 276–277
cost evaluation
cost realism analysis, 58–59
most probable cost to government, 59
overview, 58
price analysis, 58
risk rating, 58
unbalanced pricing, 59
cost performance records, 290–291
cost realism analysis, 58–59
cost reimbursement contracts, 263
cost risk, 266–267
cost strategy, 150–151
cost summaries, 282–284
cost volume
analogous system estimates, 285–286
assumptions, 289–290
basis of estimate, 284
best-value procurements, 291–293
common mistakes, 258–260
contract type, 262–266
cost categories, 270–271
cost performance records, 290–291
cost risk, 266–267
cost summaries, 282–284
costing approach, 281–282
direct costs, 269
engineering estimates, 286–289
evaluation, 261–262
executive summary, 281
ground rules, 289
importance of, 257–258
indirect costs, 269–270
initial cost estimates, 278–279
managing indirect costs, 271–272
parametric estimates, 284–285
preparing, 280
preparing cost estimates, 273
price to win, 277–278
profit, 268–270
quick-look cost estimate, 276–277
risk management, 289
scrubbing initial cost estimates, 279–280
starting point, 272
strategy, 268–269
WBS dictionary, 281
work breakdown structure, 273–275, 281
cost volume manager, 105–106, 110
costing approach, 281–282
COTS. See commercial off-the-shelf
Covenant Against Contingent Fees, contract clause, 25
CPAR. See Contractor Performance
Assessment Report
current performance database, 95–96
customer assessment
acquisition strategies, 133–134
buying patterns, 133
documents, 134
importance of, 132
names, 133
organizations, 133
past performance with customer, 134–135
customer contact plan, 152–153
customer inquiries, post-proposal
submittal phase, 332–335
customer interactions, 84
customer key evaluation requirements (CKERs)
conducting competitive assessment of, 147
developing specific strategies for each, 148–150
identifying, 143–147
identifying competitive strengths, weaknesses, and neutral areas, 148
importance of, 142–143
customer long-range needs, 85–86
customer procurement practices, 87–88
customer program needs, 86–87
customer relationships, 82–83
customer reputation, 120
customer requirements
importance of, 163–164
reading assignments, 164–165
reading the RFP, 166–167
using ambiguity as a competitive advantage, 165–166
customers versus users, 84–85
D
daily proposal progress, 217–218
debriefings, 341–343
Definitions, contract clause, 25
direct costs, 269
discussions, 61
Display of Hotline Poster(s), contract clause, 25
document configuration management, 175
draft RFP, 127–129
E
editing, 236
EN. See evaluation notice engineering estimates, 286–289
evaluation criteria, 39–40
evaluation criteria document, 170–175
evaluation factors, 38–39
evaluation notice (EN), 60
evaluation standards, 40–41
evaluation subfactors, 39
evaluation team, 45
executive summary, 281
F
facilities, 137
failing to clearly address all RFP requirements, 11
failing to clearly articulate features and benefits of proposal, 11
failing to develop bid strategy, 10
failing to review proposal adequately, 10
failing to show knowledge of customer or problem, 10
Federal Acquisition Regulation (FAR), 34–35
Federal Business Opportunities website, 3
fee, 269–270
final proposal revision, 336
first draft, 231–232
fixed fee, 263
fixed price contracts, 263–264
formal versus informal proposal reviews, 297–299
future programs, 88–89
G
gap analysis, 78
general and administrative (G&A), 118
general bid strategy, 139–141
ghosting competitors’ approaches, 207–208
go/no go scoring system, 33
gold team review, 297, 309–310
Government Furnished Property attachment, 26
graphics, 237–239, 316
graphics database, 93–94
Gratuities, contract clause, 25
ground rules, cost volume, 289
H
hard copy and electronic submittal, 317–318
I
ID/IQ. See indefinite delivery/
indefinite quantity contracts
IFB. See invitation for bid
IFC. See information for clarification
IFN. See information for negotiation illustrations, 239–240
in-process pink team review, 299–302
incentive fee, 263–264
indefinite delivery/indefinite quantity (ID/IQ) contracts, 155
independent research and development (IR&D), 86
indirect costs, 269–272
informal author guide review, 299
information for clarification (IFC), 60
information for negotiation (IFN), 60
integrated assessment
cost/price, 60
past performance, 60
technical, 59–60
internal documentation standards, 317
International Standards Organization (ISO), 136
invitation for bid (IFB), 33
Invoice Preparation Instructions attachment, 26
IR&D. See independent research and development
ISO. See International Standards Organization
K
key personnel resumes, 94–95
kickoff meeting, 222–223
L
leader qualifications, 107–108
lessons-learned database, 96
Level of Effort–Cost
Reimbursement Term Contract, Uniform Contract Format, 19–20
line charts, 240
lines of business (LOBs), 73–74
List of CDRLs attachment, 26
locations, 137
long sentences, 251–252
long-range schedule, 89–90
long-term positioning
annual briefing, 83–84
customer interactions, 84
customer relationships, 82–83
customers versus users, 84–85
importance of, 81–82
senior management visits, 83
low-risk systems integrator strategy, 140–141
lowest price technically acceptable model, 37
M
major acquisition, source selection, 41
management style, 219–220
marginally compliant, low cost bid
strategy, 139–140
market information
competitor information, 90–91
customer long-range needs, 85–86
customer procurement practices, 87–88
customer program needs, 86–87
future programs, 88–89
long-range schedule, 89–90
overview, 85
strategic marketing database, 91–92
market research, 35–36
marketing information database, 97
marketing intelligence, 118
marketing manager, 106–107
mission statement, 69–70, 72
mistakes
failing to clearly address all RFP requirements, 11
failing to clearly articulate features and benefits of proposal, 11
failing to develop bid strategy, 10
failing to review proposal adequately, 10
failing to show knowledge of customer or problem, 10
overestimating ability of proposal team, 9
starting too late, 9
submitting poorly written proposals, 11
underestimating difficulty of winning proposal preparation, 9
using past winning proposals as models, 10
most probable cost to government, 59
N
non-developmental item (NDI), 259
NTE. See not-to-exceed prices
O
opportunity background, 118
oral presentations, post-proposal submittal phase, 324–327
organizational culture, 76
organizational performance assessment, 76–77
overestimating ability of proposal team, 9
P
page-limited proposals, 44–45, 234–236
parametric estimates, 284–285
past performance, 60
past performance database, 95–96
past performance evaluation
assessment, 56–57
importance of, 55
information sources, 55–56
maximizing scores, 57–58
performance risk assessment group, 55
rating system example, 56–57
Past Performance Information Retrieval System (PPIRS), 55
Past Performance Questionnaire attachment, 26
past performance with customer, 134–135
PCO. See procuring contracting officer
penalties, 137
performance risk assessment group (PRAG), 55
performance-price trade-off model (PPT), 37–38
Personal Identity Verification of
Contractor Personnel, contract clause, 25
personnel, 136
personnel resources, 119
pictorial graphics, 240
pink team review, 296, 299–302
post-award briefings, 340
post-proposal submittal phase
customer inquiries, 332–335
final proposal revision, 336
first impressions, 336–337
importance of, 331
oral presentations, 324–327
overview, 323–324
presentation practice, 328–329
presentation team, 327–328
presentation tips, 329–330
verbal executive summary, 331–332
PPIRS. See Past Performance
Information Retrieval System
PPT. See performance-price trade-off model
PRAG. See performance risk assessment group pre-proposal conferences, 123–125
pre-proposal phase activities, 115–116
present tense, 245
presentation, post-proposal
submittal phase
practicing, 328–329
teams, 327–328
tips, 329–330
previous proposals, 93
price analysis, 58
price to win (PTW), 277–278
pricing, 118
principal contracting officer. See procuring contracting officer
Printed or Copied Double-Sided on Recycled Paper, contract clause, 25
processes, 136–137
procuring contracting officer (PCO), 42–44
Product Specification attachment, 26
production manager, 104, 109
production organization and management, 312–314
profit, 268–270
program manager, 104
program requirements assessment facilities, 137
importance of, 135
locations, 137
penalties, 137
personnel, 136
processes, 136–137
schedule, 136
special contract clauses, 137
summary, 135
systems, 136–137
technical disciplines required, 136
program requirements document, 167–168
proposal administrator, 104, 109
proposal audience, 228–230
proposal database, 94
proposal information, access to, 223
proposal management
access to proposal information, 223
basics, 219
co-location of proposal team, 223–224
daily proposal progress, 217–218
importance of, 209–210
kickoff meeting, 222–223
management style, 219–220
proposal managers, 224–225
proposal responsibility matrix, 210–212
proposal work schedule, 220–221
team communications, 221–222
tier 1 proposal schedule, 212–214
tier 2 proposal schedule, 214–215
tier 3 proposal schedule, 215–217
work environment, 220
proposal managers, 103, 108–109, 224–225
proposal outline
examples, 179–182, 179–185
instructions, 179
Section L, 178–179
proposal planning, 125–126
proposal preparation documents evaluation criteria document, 170–175
program requirements document, 167–168
proposal requirements document, 168–170
proposal preparation plan, 177–178
proposal preparation scoring chart, 345–346
proposal production
configuration management, 314–316
graphics, 316
hard copy and electronic submittal, 317–318
internal documentation standards, 317
organization and management, 312–314
overview, 311
quality assurance check, 318–319
proposal requirements document, 168–170
proposal requirements matrix
importance of, 184, 190
Other RPF Requirements, 187–188
proposal outline, 185
sample, 187, 189
Section L, 186
Section M, 185–186
proposal resources, 119
proposal responsibility matrix, 210–212
proposal reviews. See also red team review
black hat review, 297
formal versus informal, 297–299
gold team review, 297, 309–310
importance of, 295–296
in-process pink team review, 299–302
informal author guide review, 299
pink team review, 296
storyboard review, 296
proposal risk, 49–51, 203–206
proposal team, 129–130
proposal themes, 198–200
proposal work schedule, 220–221
proposals, importance of, 4–5
PTW. See price to win
Q
quality assurance check, 318–319
quick-look cost estimate, 276–277
R
rating system example, 56–57
reading assignments, 164–165
red team review conducting, 305–307
debriefing results, 307–309
deficiency tracking form, 309
document package, 304
evaluation recording form for one subfactor, 307
importance of, 296
instructions, 304–305
members, 302–303
summary evaluation form, 308
training session, 304
relationship with customer, 118
Reporting Subcontract Awards, contract clause, 25
request for proposal (RFP), 3, 127–129
request for quote (RFQ), 3, 33
revisions, 234, 236
RFP. See request for proposal
RFQ. See request for quote risk management, cost volume, 289
risk mitigation examples, 206
risk rating, 58
risk/opportunity components, bid
strategy, 154–156
S
SCA. See Service Contract Act schedule, 136
scoring systems, 46–48
scrubbing initial cost estimates, 279–280
sealed bidding, 33
Section A, Solicitation/Contract
Form, 18–19
Section B, Supplies or Services and
Prices/Costs, 19
Section C, Description/Specifications/Statement of
Work, 20–22
Section D, Packaging and Marking, 22
Section E, Inspection and
Acceptance, 22–23
Section F, Deliveries or
Performance, 23–24
Section G, Contract Administration Data, 24
Section H, Special Contract
Requirements, 24–25
Section I, Contract Clauses, 25
Section J, List of Attachments, 26
Section K, Representation, Certifications, and Other Statements of Offerors or Respondents, 26
Section L requirements, 192–193
Section L, Instructions, Conditions, and Notices to Offerors or Respondents, 27–29
Section M, Evaluation Factors for
Award, 29–32
Security Requirements, contract clause, 25
SEI. See Systems Engineering
Institute
senior management visits, 83
Service Contract Act (SCA), 156
service contracts
bidding as incumbent, 158–159
bidding as non-incumbent, 159–160
examples, 156–158
overview, 156
service-type contracts, 156–160
SME. See subject matter expert
source selection
final, 63
organization, 41–43
overview, 33–34
plan, 44
process, 44–46
source selection advisory council (SSAC), 42–43
source selection authority (SSA), 42–43
source selection evaluation board (SSEB), 42, 44
source selection organization (SSO), 44
SOW. See statement of work special contract clauses, 137
specific bid strategy, 141–142
SSA. See source selection authority
SSAC. See source selection advisory council
SSEB. See source selection evaluation board
SSO. See source selection organization statement of work (SOW), 179, 184, 186–189
Statement of Work attachment, 26
storyboard review, 296
strategic activities, 75
assessing organizational culture, 76
lines of business, 73–74
overview, 72–73
strategic activities, 75
strategic success indicators, 74–75
strategic business planning
business acquisition process, 68
competitive advantage, 69
how question, 71
mission statement, 69–70, 72
overview, 67–68
what question, 70
who question, 71
why question, 71–72
strategic marketing database, 91–92
strategic success indicators, 74–75
strategy, 36–37, 268–269
strengths, weaknesses, opportunities and threats (SWOT), 76–77
subcontractors, 118
subject matter expert (SME), 111
submitting poorly written proposals, 11
summary evaluation sheet, 62
SWOT. See strengths, weaknesses, opportunities and threats systems, 136–137
Systems Engineering Institute (SEI), 136–137
T
tables, 239
team communications, 221–222
technical capability, 118
technical disciplines required, 136
technical evaluation deficiency, 48–49
overview, 46
proposal risk, 49–51
scoring systems, 46–48
strength, 48–49
summary, 51–52
uncertainty, 48–49
weakness, 48–51
winning, 53–54
technical integrated assessment, 59–60
technical volume manager, 105, 109–110
tier 1 proposal schedule, 212–214
tier 2 proposal schedule, 214–215
tier 3 proposal schedule, 215–217
trade-off model, 37
training, 129–130
Training System Support Center (TSSC), 180
TSSC. See Training System Support Center
U
unbalanced pricing, 59
underestimating difficulty of winning proposal preparation, 9
Uniform Contract Format
Contract Data Requirements List, 20
Level of Effort–Cost Reimbursement Term Contract, 19–20
overview, 1ss7–18
Section A, Solicitation/Contract Form, 18–19
Section B, Supplies or Services and Prices/Costs, 19
Section C, Description/Specifications/Statement of Work, 20–22
Section D, Packaging and Marking, 22
Section E, Inspection and Acceptance, 22–23
Section F, Deliveries or Performance, 23–24
Section G, Contract Administration Data, 24
Section H, Special Contract Requirements, 24–25
Section I, Contract Clauses, 25
Section J, List of Attachments, 26
Section K, Representation, Certifications, and Other Statements of Offerors or Respondents, 26
Section L, Instructions, Conditions, and Notices to
Offerors or Respondents, 27–29
Section M, Evaluation Factors for Award, 29–32
using past winning proposals as models, 10
V
verb use, 193–196
verbal executive summary, 331–332
W
WBS. See work breakdown structure
WBS dictionary, 281
winning
bids, 11–12
consistently, 12–14
importance of, 7–8
value of, 14–15
work breakdown structure (WBS), 166, 273–275, 281
work environment, 220
writing
action captions, 240–241
active versus passive voice, 245–248
ambiguous, 252–256
clear and effective, 232–234
concise, 248–251
editing, 236
first draft, 231–232
graphics, 237–239
illustrations, 239–240
importance of, 227–228
long sentences, 251–252
page-limited proposals, 234–236
present tense, 245
revisions, 234, 236
to evaluators, 228–230