Archive for CorasWorks

New Solutions and Case Studies for Federal Contractors

We continue to enhance our support for Federal Government Contractors.  We just updated the Federal Contractor microsite section of our web site.  Assuming that you have been there before, press CNTRL-F5 to refresh the content.

We now highlight 5 solutions for Federal Contractors.  We have 6 new Case Studies for a total of 10.  The solutions are:

  • IDIQ Task Order Management
  • Capture and Proposal Management
  • Program, Project and Portfolio Management
  • Idea and Innovation Management (new)
  • Shared Services Work Management Environments

For an overview of our Federal Contractor vertical in 2012 and solution plans in 2013 see the following article:

CorasWorks’ Federal Contractor Business Grows 75% in 2012 Fueled by Accelerating Industry Competition–Review and 2013 Plans

Do More With Less and Do More for Less

The new solutions and case studies are evidence of our core message to Federal Contractors which is how we enable them to Do More With Less (the competitive business value) and Do More For Less (our cost improvement value proposition).  As we invest in this area and “standardize” the solutions, our value proposition just gets stronger.

The key is that CorasWorks on SharePoint is a platform approach that is enabling Federal Contractors to get great leverage through a Shared Services model.  Once you have the platform in place, any and all of the solutions we offer or that you build can be dropped in, natively integrated, re-purposed, enhanced and extended.  It just works.

Make sure to look at the 2 case studies under “Shared Services Work Management Environments”.  These given a sense of how this approach has worked for a 1,000 person and a 20,000 person organization.

william

CorasWorks’ Federal Contractor Business Grows 75% in 2012 Fueled by Accelerating Industry Competition–Review and 2013 Plans

In 2012, we started our Federal Government Contractor practice.  Federal Contractors (including Aerospace & Defense providers) have been a significant part of CorasWorks’ business since we began in 2003.  In 2012, we created a dedicated team to focus on this industry and build and deliver industry specific solutions.  With the increased competition in this industry in recent years and the threat of the Fiscal Cliff and Sequestration in 2013 – we figured it was the perfect time to engage deeply and help our customers Do More for Less and drive their competitive position.  We focused on solutions for the internal operations of Federal Contractors.  In this article, I do a review of our work in this industry in 2012 and provide you with a heads up of our plans for 2013.

2012 in Review

  • Our business with Federal Government contractors for internal use grew 75%, making it our fastest growing industry segment last year
  • We served a broad group of Top 100 Federal Contractors such as Lockheed Martin, General Dynamics, Rockwell-Collins, HP Enterprise Services, Booz Allen Hamilton, BAE Systems, Serco, Chenega and Salient.
  • We focused our industry-specific solution investment in solutions for Business Development (BD) Operations, particularly IDIQ-based activities for Prime and Sub-contractors – a major area of intense competition in 2012 and going forward.
  • We expanded our BD solution set to integrate with existing Proposal Development applications and introduced solutions for Capture & Proposal Management providing comprehensive visibility and process management for BD operations
  • We began the process of cross-industry pollination, by bringing solutions from other industry customers into Federal Contractors such as Idea Challenge Management and Work Management for Engineering and Resource Planning and Program Management/Delivery based upon the CorasWorks Project Portfolio Management solution
  • We continued to expand our footprint in the Federal Government (Military and Civilian) with large deployments in the Navy, Army, Air Force and Marines that enables Federal Contractors to leverage CorasWorks on SharePoint to deliver more competitive services and systems to their customers.

We learned a great deal more about the industry, the solutions, and the way of working within Federal Contractors over the year.  It is pretty clear that the internal operations of Federal Contractors have a lot of room to benefit by increased efficiency and effectiveness.  The BD area of IDIQ work was a real winner where most customers have a) older, legacy systems or b) nothing but email (NBE).  We’ve taken this segment to a new level in terms of lower cost and higher efficiency and effectiveness.  The best testament of our success with BD solutions and in other Federal Contractor business functions are our Customer Successes.  You can read about these by looking at articles of this blog (See Category of Federal Government Contractors, with 9 articles, or by a specific solution Category) or reading about our Solutions and Case Studies at our Federal Contractor micro-site of the CorasWorks web site.

What’s Ahead in 2013

Sequestration still looms. Continued increase in competition is a fact.  To help you compete, we are pushing our Collaborative Work Management solutions for Federal Contractors forward in 2013 in the following areas:

  • We will continue our focus on solutions for BD Operations.  Here you simply have to be at your best.  We will continue to move our IDIQ oriented solutions forward to make our customers the top in internal efficiency and effectiveness and the robustness of partner engagement.  We are also deepening our integration and support for Capture & Proposal Management activities and integration with third-party legacy applications for CRM (notably Deltek GovWin’s CRM), ERP, HR, and Contract Administration.
  • We are “verticalizing” the CorasWorks Project Portfolio Management solution to more specifically support work for Program Management, Delivery and Operations in Federal Contractors (what you do after you win the business – the downstream activities).
  • We are deepening our presence in the Engineering business function by bringing Engineering solutions from other industries into the Federal Contractor space, such as Engineering Work Management, Configuration Management, Idea and Innovation Management, Resource Planning and Demand Management.  This need is being accelerated as our customers start separating their services business from their systems businesses and are looking to set new benchmarks in the management of globally distributed engineering resources.
  • We will continue to expand our set of solutions for cross-functional activities with corporate functions such as HR, IT, Finance, and Legal and cross-pollinate these solutions into our customer base.
  • We are putting new programs in place to help our Federal Contractor customers build CorasWorks competencies internally that help them be more competitive when delivering solutions to Federal customers that leverage SharePoint – a growing segment of the services sector.

CorasWorks – At Your Service

In 2013, it is not going to get any easier to win business or deliver it profitably.  The way to succeed is by getting better and being more innovative.  As part of this we feel that you truly do need to a) eliminate the noise of redundant, ad hoc, wasted activity, b) break the silos, and c) provide the visibility and embedded collaboration to focus resources when and where you need it.

As innovative leaders in Collaborative Work Management solutions on SharePoint and with our focus on Federal Government Contractors we can help you get you where you want and need to be – more quickly, at less cost and with less risk.  We look forward to serving you in 2013.

william

$250M Federal Contractor Leverages CorasWorks to Bring Together Integrated Business Development System

This story gets to the heart of how CorasWorks can be leveraged to bring together distributed enterprise systems and integrate them to create a new corporate capability.  In the article, we’ll go through the steps of how a fast-growing $250 Million revenue Federal Contractor used CorasWorks to put in place an integrated work management system for Business Development.

The Situation

Over the last year, our customer started investing in, winning and acquiring a number of new IDIQs as a Prime Contractor. They see the IDIQ Prime vehicle as a key strategic revenue driver.  They wanted to put in place a way of working that would provide Program Managers with an efficient and effective way of managing Task Orders from these IDIQs to win business.  The ideal solution would allow them to support multiple different IDIQs that were managed in the business groups, yet, leverage a central Proposal Management center and other corporate systems.  They wanted the best of both worlds: centralized and distributed.

Like most Federal Government Contractors, they had a stable of the standard, siloed, departmentally managed systems.  The diagram below lays them out: CRM, Proposal Development, HR Recruiting/Resumes, and Contract Management.  The question was how could they implement a new capability for managing the IDIQs and Task Orders that would bring these different systems together into an integrated system.

 

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The Solution

The solution was to leverage CorasWorks on SharePoint.  CorasWorks v11 software and solutions were used to create the new core IDIQ Task Order Management system and to integrate, enhance and extend the other systems.  Microsoft SharePoint provides the foundation for data, security and administration.

How They Did It

The following goes through the sequence of steps of how they brought it all together.

Upgraded Proposal Development System

Their existing system was focused on the proposal development process based upon native SharePoint and the Lohfeld Consulting Group’s Capture & Proposal Management methodology.  They upgraded their existing system system to become a CorasWorks-based system while maintaining the Lohfeld methodology.  This new sub-system became more efficient and more easily opened up to integrate with the other elements of the overall system (see this article for the Top 7 Enhancements of Capture & Proposal Management Systems using CorasWorks).

Implement Core IDIQ Task Order Management System

They then implemented the standard CorasWorks IDIQ Task Order Management system on SharePoint.  This includes IDIQ Program Management sites for the Program Managers to manage the overall process and the integration working sites for each task order.  They also implemented a standard design for the Teaming Partner Portal and Engagement of Partners, and, set the standard for customer portals for reporting.

Integrating with GovWin CRM and Proposal Management

Next was the integration of the core systems that are part of the primary work stream.  In this case, they wanted to insure that their GovWin CRM was the source for all opportunities including new Task Orders. Leveraging CorasWorks the CRM opportunities were integrated into the IDIQ TOM system.  Then, instead of using separate Task Order working sites, they used the CorasWorks-based IDIQ TOM system to auto-provisioning working sites within the Proposal Management Center.  These working sites now became a mix between Task order working sites and Proposal Development sites so that they would have a single site that would support the life cycle of a Task Order.

Tying In Supporting Systems

The HR and Contract Management systems are supporting systems that are commonly leveraged during the process.  During the process of working on Task Orders and Proposals, they need to interact with the HR recruiting staff who leverages their custom HR resume system.  In addition, they integrated with their Contract Management system to access information and store completed contracts.

The Resulting System of Systems for BD

With the approach above, they successfully deployed this system of systems for Business Development and are off and running.  The Proposal Center manages more than 400 proposals/task orders per year.

The result is that the Program Manager is able to get a 360 degree view of an IDIQ and each Task Order from a single CorasWorks Console.  They can manage the process and access the relevant information in supporting systems.  In addition, a key element of the overall design is that they are able to rapidly create new IDIQ sub-systems that are tweaked to the needs of each Program Manager.  Thus, they do get the best of both worlds: a localized solution for each IDIQ and the centralized management of separate departmental systems.

William

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See additional articles for IDIQ Task Order Management in this blog.

Visit CorasWorks IDIQ Task Order Management for product information.

10 Fundamentals to Know When Delivering Apps in a CorasWorks-powered Environment

I’ve spent a lot of time with customers over the last year working with the internal people who are delivering apps to business users.  You are out there busily building apps, setting standards, listening, supporting and connecting things. Your technical skills range from beginning builders to workplace wizards.  Along the way it has become clear that core fundamentals of CorasWorks have gotten lost or are at least lumpy.  I am not talking about technical items, but, about how to think about what you are doing when delivering collaborative work management apps using CorasWorks.  I guess with the time, new folks coming in and churn it makes sense.  In this article, I’ll go over my list of Top 10 fundamentals of CorasWorks that every app builder and every application service delivery manager should know.

You can templatize an App and Reuse it for another Purpose/Group

A key value proposition of CorasWorks is the reusability.  Yet, a surprising number of people don’t even know that you can templatize and re-use an existing SharePoint site.  So, if you build a CorasWorks app, why not re-use/re-purpose it for another use.  Better yet, how about maintaining a central catalog of cleaned, re-usable application templates, and, giving it visibility across business groups.

Context vs. Content

I often hear business users say that the UI of a CorasWorks PS delivered app is simpler to use, easier to understand and much better than native SharePoint.  The reason is context vs. content.  An average native SharePoint user is used to working in a team site.  By design SharePoint is a content driven experience – really collaboration by proximity.  You go to some place (a site) and hit a page to access content.  CorasWorks changes this.  Effectively, what you do with CorasWorks is overlay a business context.  When our Professional Services does the work we use our in-house standardized application templates that strip away all of the ancillary content baggage like announcements and quick links and provide business users with an experience that is relevant to the business context.  This seems much “easier” to business users.  I recommend that you take a look at our PS standard and do the same.

Three Main Tiers of CorasWorks App Value

When using CorasWorks, you can add value in three main tiers.  Always triage your work into one these tiers as follows:

  • Self-service – this is where you expose native SharePoint and CorasWorks capabilities to a broad group of users that use them to enhance their team collaboration sites.
  • Standardized solution types – CorasWorks has defined, trains on, and supports about 15 types of standardized solutions for collaborative work management.  The idea is for your organization to understand these, buy or build your first one, catalog them, and reuse, reuse, reuse.
  • Custom solutions – These are solutions that are so unique that you need to do requirements and then build them out.  The box for doing this with CorasWorks is very, very big, particularly when leveraging the Advanced Framework of v11 (see next item).

NOTE: Most people are binary; either self-service or custom.  What is really lacking is the middle tier – this is probably the area of greatest opportunity to add value to your organization.

CorasWorks v11 and our Advanced Framework

The Advanced what???  The current shipping version of CorasWorks is v11.2. This is the 11th major release of our core platform since 2003. With CorasWorks all of the software (.dll’s) are in this platform product. Your solutions are created on top by configuration. v11 includes an Advanced Framework. This is a multi-tier app framework that allows you to build very custom extensions or new apps without doing custom compiled code. You can even go as far as to build a custom database app with a separate SQL server database and a CorasWorks front-end surfaced in SharePoint – again without custom compiled code. This means that your IT Governance model can be centrally managed, but, the business groups can get lots of value.  The box of what you can do with CorasWorks is probably a lot bigger than you think.

Basic Apps are Built Up – Like Layering

When you use our basic framework/components we call that a basic app.  A standard, single-site CorasWorks basic app is built up.  It is like an assembly line.  The standard steps are:

  • Create a new site using a standard base solution template
  • Add navigation
  • Modify the data – lists and libraries, custom “workplace” fields, and data relationships
  • Add basic displays (usually grids for apps)
  • Add forms (action forms for new items and in process action forms)
  • Add user task automation actions
  • Add email notification actions, activations and workflow
  • Add reporting
  • Add Advanced Framework extensions (after business user feedback, see last point)

CorasWorks Actions Control What Users Can Do

CorasWorks comes with its Actions Framework.  Using a wizard you can create actions for users to perform.  This is your control point.  It allows you to separate the user from the data (If you think about it with native SharePoint you are pretty much giving users direct access to the data).  So with your apps, think actions for users.  They need not know what magic the action does behind the scenes or what gets kicked off (emails, workflow, other actions, etc.).

CorasWorks Cuts Across Structural Barriers of SharePoint

Native SharePoint has a number of structural “barriers” that constrain your canvas for designing and building apps.  CorasWorks separates the user context from the content meaning that people can basically do anything from anywhere.  We make all of SharePoint your design canvas.  The main barriers we cut across are data types, lists, sites, site collections, web applications, and, even farms.  The impact is that for advanced designers they think in terms of the actual user experience wherever and in whatever context vs. the app user interface.

Apps: Single Sites vs. Distributed Systems

Most people are site bound.  They think of SharePoint site by site – because they have learned to live within the barriers.  In reality, SharePoint is a distributed system or even more correctly a “system of systems”.  Sometimes you will build a single site app, like a Help Desk.  Other times you are really designing and building systems – a collection of sites.  An example is a Portfolio of project sites where you might have a PMO, a couple of Portfolio Management sites, and a mere 50 or 100 project sites spread across departments working in different site collections.  The key is to design at the system level first, thinking about the user role and experience, with the local sites coming next.  Back to the Help Desk and that single site.  Where do the users enter in their Help Desk requests? Where do they see the status and activity?  Can they first search a knowledge base or access a self-service community?  Should it really be designed as just a single Help Desk site for 10 help desk engineers or is it really a system to help users be more productive with a user population of say 3,000?

Think Collaborative Application Design Patterns

Most users think that an IT Help Desk, a Chemical Materials Storage Request system for a Pharmaceutical, and, an IDIQ HR Staffing app are very different applications.  To a CorasWorks builder they are basically the same with a bit of work to customize the “language” of the app.  In effect, they are what we would call a “Request” collaborative application design pattern.  In this world of collaborative work management apps you begin to see that most apps fit into common, re-usable patterns.  This is what drives the repeatability of our Standardized Solution Types mentioned above.  Thus, a catalog of 10 standard base app templates representing each of the solution types can serve your needs to create 100’s of business function specific applications.

Think about the Work-Stream(s)

We are very focused on the app.  In practice, this allows us to focus and meet a need.  However, in reality often work in one activity kicks off work in the next.  Or, in order to get the work done of one app you need to tap into another set of teams/apps/processes. When you step back and see how these activities tie together, you are thinking about what we call the work-stream.  For instance, in the big picture, an Idea Management app, would hand off to a Project Approval App, that hands off to a Development Project app that feeds your Change Management app.  The project approval app may have a process to request a capital expenditure (from finance) or a market study (from marketing).  Each of these apps can live on their own and usually have completely different users and contexts and make up multiple work-streams.  But, they connect.  They are loosely coupled.  And, you can have them all inter-operating within a CorasWorks-SharePoint environment.

william

Full Service Proposal Center of Federal Contractor Driving $250 Million a Year in New Business

Many SharePoint users make use of team sites to manage individual proposals – primarily leveraging basic document management.  Most don’t get much further.  This leaves a vast untapped potential for driving Business Development results and efficiency waiting to be exploited.  Using CorasWorks, leading companies are making it happen…

One of our customers is a billion dollar plus Federal Government Contractor.  A few years ago they acquired a company that came with a proposal management system built with CorasWorks on SharePoint.  They adopted it and have since enhanced and extended the system to serve as a full service Proposal Center supporting 400 proposal projects per year, in a 24/7 operation, that drives $250m/year in new business.  In this article, I’ll provide an overview of their Proposal Center system, the business impact, and, how they are taking it even further.

 

The Proposal Center System

The original system was built using CorasWorks on SharePoint 2003.  It went live in 2005.  When our customer bought the company that built it – they got it.  It was decided that this system would become the core for a new Proposal Management Center that would offer their service to all business units of the company and that would provide a flexible set of services to meet varying business needs.

NOTE: This decision was surprising.  At the time our customer was a complete SAP shop – even for their Intranet/My SAP portal.  The company they acquired used CorasWorks/SharePoint for their Intranet and many other operations.  Our customer killed everything SharePoint from the acquired company, except for this proposal system. This one app has kept the SharePoint flame burning in the organization which over the years is now starting to more broadly adopt SharePoint.

At the core of the Proposal Center is a good solid proposal development system based upon SharePoint.  Each proposal or proposal project is a SharePoint site (at least one) managed as part of an ongoing portfolio of work.  The native SharePoint capabilities have been enhanced with CorasWorks to automate many aspects of the proposal life-cycle and flesh out the system to support a range of different levels of business development capture and proposal projects and information resources as follows:

- Standard RFP Responses – The standard proposal project is a full response to a government RFP using internal resources.  For this, they use a standardized color review process.  The system structures the work, manages the content, and, keeps everyone up to date via email notifications and workflow.

- Smaller BD Projects – It also supports smaller projects.  Sometimes a business group may only require input on the Executive Summary, a short response to an RFI, Past Performance information, or work on a Pricing matrix.

- Managed Knowledge Resources – In addition to managing the projects, the Proposal Center has become a central source for standardized information such as Past Performance, forms, policies, proposal snippets, pricing information, etc.  People working on proposals can “fetch” relevant information from various managed KM repositories and pull it into the working site.  Over time, the Proposal Center has built up an extensive set of knowledge that is reusable as well as knowledge about the process and results of all Business Development operations activity.

- Large Teamed Responses – Further, the system is designed to also support large proposals involving a broad number of teaming partners.  Leveraging CorasWorks and its “secure separation” design each teaming partner is able to interactively participate within the system but only sees the information that they are supposed to see.  Yet, the core company proposal team gets a holistic view of all of the activity.

- IDIQ Task Order Responses – Last year, a new module was added to the system to support IDIQ Task Order Management where they serve as the Prime contractor.  The Task Order responses are managed through the system.  As IDIQ Task Orders, these have unusually short deadlines, such as 10 days, and require an expedited process.

All of the different types of projects are managed via overall portfolio dashboards and work consoles that allow the business development managers to see, act, and contribute as needed.  It provides extensive real-time reporting across the system for business development executives, program managers, and, overall executives.

There are also many unique features to the system that were created to drive productivity within the specific operating environment of our customer.  One of these is the integration with the customers’ SAP HR system.  Our customer responds to a large number of service-oriented RFPs that are dependent on people. Thus, easy access to resumes and integration of vetted individuals into the proposal is a big productivity boost.  Using CorasWorks, the customer integrated with their SAP HR system which allows them to locate people/resumes, which when selected are dynamically formatted based upon pre-defined templates to be incorporated into their proposals.

NOTE: CorasWorks v11, our latest platform release, contains an advanced toolset enabling customers to integrate with Deltek Costpoint, Deltek GovWin CRM, SAP, Oracle Siebel, MS CRM/Dynamics, Taleo HR, Peoplesoft and most other enterprise CRM, ERP, and HR systems used by Federal Government Contractors.  It supports read/write integration, business logic, and is done without custom development leveraging CorasWorks adapters.

 

Impact on Business

When they first began, they were running fewer than 100 projects through their nascent proposal center using very manual processes.  The Proposal Center’s impact and scope of services has grown considerably over the last two years.  They are now running at 400 proposals/projects per year.  The output is currently driving $250M of new business for the organization each year.  The range of services continues to expand and help drive up the quality and consistency of organizational BD output as well as mitigate the risk of ad hoc activities. Using CorasWorks, non-developer business people in the BD operations groups (vs. IT) are able to maintain the system and enhance and extend it to meet evolving requirements.  This drives down costs and makes continuous innovation practical and efficient.

 

Next Steps

The customer is currently in the process of migrating the system to SharePoint 2010 and expanding its capacity.  In addition, they are enhancing the system to be a broader Business Development system that manages the full life-cycle with proposals as a core process.  To support this breadth, they are moving the overall design to a broad stage-activity-gate approach to give them 360 degree visibility across the life-cycle.  They will be building up and out their IDIQ/GWAC capabilities to create a full service Center of Excellence.    In addition, the system is going deeper to provide additional supporting processes working across other staff functions such as Organizational Conflicts of Interest, At Risk Authorizations, Finance requests and approvals, and Risk Management that are specific to Federal Government Contractors.

And, there is even more on the roadmap.  But, it is a competitive world so I’ll save that for later.  The key takeaway is that many organizations are leaving a lot of value on the table by using just native SharePoint or legacy rigid proposal systems.  There is a better way

 

William

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See additional articles for Capture and Proposal Management in this blog.

Visit CorasWorks Capture and Proposal Management for product information.

Large Federal Contractor Drives Customer Intimacy and Value with Dedicated Program Workplaces on SharePoint

Our customer is one of the top 10 largest Federal Government Contractors.  Being so big you’d think that they would act it.  But, when it comes to contracts, performance, and customer value they have found a way to act small, local and drive very tangible customer value.  They are accomplishing this by creating dedicated Program Workplaces using CorasWorks on SharePoint.  In this article, I’ll tell the story of one $150M contract/program and how this has become a successful model that is spreading. By the end of 2012 this approach will cover 5 contracts/programs worth more than $1 Billion dollars.  And, as you’ll see, it is a story of organic innovation at the edge of the business, where the customer value is created.

 

The Challenge

Our customer won a contract worth $150 million over 5 years.  The contract is for services for a program for a Civilian Agency that involves delivering on a schedule of similar yet differing “projects”.  The user base is about 500 people with 200 of them being employees from our customer and the rest being customer and partner employees.  Our customer believed that the best results could be achieved by enabling their employees, partners, and Agency customer participants to work together in a dedicated, seamless, program work environment.

 

The Solution

A year ago the contract started.  Our customers’ Program Manager decided to invest in their Program Workplace out of their own pocket.  They deployed an extranet infrastructure based upon “vanilla” SharePoint.  They then used CorasWorks to build out their Program Workplace.  It took just a month to get the environment up, built and being actively used.

Now, this is not some passive intranet or a skinny extranet portal.  It is a dynamic, integrated, seamless, interactive, role-based workplace for everyone involved with the mission of the program.  Here is what this means:

- it is a dedicated environment for employees, partners, and customers working on the program

- it is role based – the Agency customer people have their work consoles, the functional managers have their work consoles, and the contributors have their consoles and places to go to get the work done.  They are enabled to see, act and contribute from wherever they work.  They see only the information and activities that they have rights to see.

- everything is there – it is a self-contained environment.  All of the information, reporting, processes, collaboration that relates to the program are there.

- it is about the mission and the work – it is a workplace dedicated to delivering the projects on schedule.  Effectively, the projects are managed through a structured set of stages with a final result.  All of the users have their roles and participate in the work.  Any supporting processes are part of the environment

- it evolves – effectively, the workplace gets better every month.  They learn with each project, they make changes in their work processes and the workplace, they get better.

Each project of this program is mission critical.  A project either succeeds or fails.  Everyone is accountable.  By having this workplace, the users share accountability.  And, in the last year they have succeeded with each project.

 

What makes this Workplace Different from an Extranet

Most SharePoint extranets are designed and built as appendages of an Intranet.  They are skinny – a place customers can go to maybe see reports and access information.  What happens is that the extranet is separate from the intranet where the internal people work.  Thus, the work and information environment have lots of seams (holes, gaps, barriers, cracks).  Lots of information, productivity and accountability thus gets lost – it is a seamy way to work with others.

With their dedicated Program Workplace, our customer has changed the game.  They designed it top down from the perspective of the whole team to accomplish the mission of the program.  Thus, everyone works equally together.  The result is that the work and information flow from person to person and task to task instantly and seamlessly.

Technically, the environment has more than 200 SharePoint sites.  But, unlike most SharePoint environments this fact is transparent and irrelevant to the users.  They do not have to navigate to the sites to see what is going on, contribute or act.  The majority of the sites just store information and establish security barriers.  Instead, the users see, contribute and act from their role-based consoles.  The information, work to be done, and results come to them.  You don’t prepare reports, you just do your work – the system takes care of the rest.  It is role-based and seamless. Imagine, a workplace that makes it easy and convenient to be productive.

What is truly unique here is that this customer invested from their own budget to bring up a dedicated environment, that they own, and that has become part of their service offering for this contract.  Plain and simply, it is a better solution for driving customer value and achieving contract success – breakthrough stuff.

 

A Cost Neutral Solution

Federal Contractors, particularly with service driven contracts, have to worry about costs – margins are tight.  Initially, this contractor made the investment up front – a minor miracle.  They were clear in their objective and how to get there.  They had planned that they would get change requests from their users.  They did.  So, in addition to the normal contract task orders, the Agency customer has been issuing change requests as task orders to enhance and extend the workplace.  In this first year they received more revenue in change request task orders then they had projected for the 5 year period.  This revenue has enabled the original team to stay on the project to maintain and enhance the environment and has made the environment a cost neutral part of their offering.

 

The Solution Becomes a Business Model – Organically

This Program Workplace has been very successful.  The approach is being adopted for other contracts/programs across our customer…

For instance, our customer has another contract with the same agency.  They are also a user of CorasWorks but have been supporting the customer via their internal Division Intranet.  The agency has now “guided” the Program Manager to move out of the Intranet and into an extranet workplace – to provide them the benefits that their other agency comrades have on the other contract.  In fact, they are consolidating the workplace of that program into the infrastructure of the first program.

In a new contract with a different Agency to be awarded this year, our customer is including a CorasWorks-based Program Workplace as part of their bid.  This contract will be about 3 times larger than the other two mentioned above.  They intend to leverage the same Program Workplace overall design with the primary difference being the workstreams and processes.

And there is more…  There are two other contracts/programs within the same customer, with different Federal Agencies, that are also following a customer-intimate, dedicated, Program Workplace model based upon CorasWorks on SharePoint. They have been running for years. The fascinating part is that until a couple of months ago these different programs and their managers did not know what the other groups were doing. CorasWorks has now connected them up.

 

Innovation Happening at the Edge of the Company

The miracle of it all…

This approach was not explicitly driven by Corporate or even the Divisions.  It emerged at the edge of the company.  This very large Federal Contractor has somehow magically created a culture that has enabled the drive towards customer intimacy on these contracts.  It empowered the local program managers to truly do what is best for the customer and the mission of their contract.  It delegated accountability.  Now that they know about each other, they are starting to share their designs, approaches, practices, even application templates.  So, without explicit corporate guidance, funds, or systems, there is an evolving common approach, to drive their customers’ success, that is driving the delivery of more than $1 Billion of business.  This is pure goodness.

In our increasingly hyper-competitive world, customer intimacy that delivers exceptional results, is a (if not the) key differentiator – particularly in services based sectors. The fact that this is happening organically in a very big company, sets a new bar for competition in Federal Contracting – one that other organizations large and small should take notice of.

 

william

$0 to $250 Million in 3 Years–Federal Contractor leverages CorasWorks on SharePoint to Support Growth, Productivity and Integration

Planning began in 2009.  Through a series of acquisitions and aggressive organic growth this Federal Contractor has gone from startup to a $250 Million/year business with 1,100 employees in 3 years. Their story is a testament to solid planning and knowing how you will execute before the tornado comes.  It has been very cool to be part of this ride from the initial planning stages.  Here is their story…

 

The Planning

In 2009, the CEO set very aggressive goals to build a big business quickly. They began planning.  A key part of the plan was the infrastructure, systems, and processes to enable very rapid growth, keep costs down, and drive productivity.  They would have no time for experimentation – this was about execution on a business strategy.  The target was to establish an agile infrastructure that could grow to support a $500m business.

Building this infrastructure fell on their seasoned CIO and a few key IT experts who had done it before.  In particular, they had helped build a Federal Government Contractor business before and leveraged a model of CorasWorks on SharePoint to deliver what they needed.  But, this time, the IT team could do it better and leverage new tools, methods, and capabilities.  To succeed, they had to be better.

They planned to rent hosted services online and build out their initial production environment to be operational after the first acquisition  Their objective was to create a unified, seamless, virtual work environment where employees, customers, and partners could all work together.   The key is that they understood how to manage the security of the environment while also eliminating the seams of the workplace (organizationally and technically).

The plan was that as they acquired companies and contracts these would be integrated into the environment – kind of like a workplace vortex.  As an example of the detail of planning, early on they decided that the environment would fully support the use of tablets (iPads primarily) for users to be able to see, contribute, and access information when working on premise or outside.

 

The Beginning of Execution

After the acquisitions started they migrated the initial hosted environment into a Private Cloud environment that they had custom designed.  This environment uses VMware with massive storage and fantastic connectivity.

At the core is a new Intranet running on SharePoint.  But, theirs goes far beyond the norm.  In effect, it is a virtual, unified, seamless work environment – their Federal Contractor workplace.  It is powered by CorasWorks that provides the user experience and the glue to enable people to see, contribute, and act from wherever they work.  This environment is a blend of information and all of the various work processes that are required by a Federal Contractor.  Powered by CorasWorks and some other secret sauce their workplace is integrated with their external ERP and CRM (from Deltek) and additional enterprise systems.

 

Growth and Integration

There are two types of growth: acquisition and internal growth.

Each new company acquired gets merged into the work environment.  This contractor does not leave them as separate operating units.   Instead it merges the people, information, and processes into their organization.  It acquires companies that will be a fit for their integrated model and expand their competencies as they grow.  There is one company, with one culture, and one system.  No redundancies, no loss of productivity to organization or system seams – a focus on win and deliver business and driving customer value.

They are also aggressive with contract acquisition.  For instance, in the last 2 years, they have added four new IDIQs as a Prime Contractor.  These new vehicles are managed using CorasWorks as part of their work environment.  They manage the task orders, proposal responses, teaming partners, all the way through to delivery and overall program management.

 

Evolution

They started with 1-2 Terabytes of active SharePoint data.  In 2012, they completed the upgrade from SharePoint 2007 to SharePoint 2010 in a month without major issues.   Again, this was possible because of comprehensive planning back in 2009 that included the design of an architecture and inclusion of vendors that support this type of evolution.  (CW Technote: When they started they built their workplace using CorasWorks v11 running on SP2007.  When they migrated to SP2010 they did not even have to install a new version of CorasWorks, since the same v11 runs on both SP2007 and SP2010).

Their work environment evolves every month.  They continue to not just get bigger, but, better.  For instance, they are building a new data-smart system leveraging InfoPath forms and workflow to streamline and simplify operations.    Most information now becomes PDFs, including forms in processes.  This drives a level of consistency that is unusual which supports productivity.

 

My Take

This customer has done an exceptional job at building their business and providing an optimized environment to support growth, execution and evolution.  The fact that they had done the job before is critical.  Mind you, while they used CorasWorks on SharePoint before, it was in the days of SharePoint 2003, circa 2005.  Their current approach is much more holistic, integrated, current (using the latest and greatest) and just plan cooler (imagine their exec meetings where everyone is on an iPad with instant access to shared information).

As to the overall business model and workplace approach – they’ve set another new bar for competition.  For a mid-size federal contractor with a consistent set of service-based contracts, this is an optimal approach.  Instead of lots of separate siloes of work and organizations, they’ve shown how you can do it all in an integrated workplace run within your dynamic private cloud.  The way that they mapped their agile infrastructure, systems, and policies to their business strategy is just plain stellar.  And, they are setup to continually innovate – which they do.  The result is accelerated revenue growth, lower costs, and increased productivity.  It is a model that is working and that appears will take them to their objective of $500m in revenue within 5 years.

william

Customer Examples of Work Request Management apps for SharePoint

Over the last month, I’ve worked with a number of customers that are deploying applications for various scenarios of work request management.  This category of application is very common for all organizations and works great with CorasWorks on SharePoint.  It leverages the collaborative nature of a SharePoint environment and the work management feature set of CorasWorks.  The key design principal is to recognize that they are fundamentally cross-functional processes.  In this article, I’ll look at 4 different customer scenarios.  I’ll talk about what is common amongst them and how they differ.  I believe that any SharePoint Service Delivery Management team should make this category of app a staple of their offerings.  Once you get the core design pattern, you’ll find lots of applications for it.

Basic Work Request Management app

There are six core elements that are common to work request apps as follows:

  • They are an app, meaning there is a core site dedicated to this purpose vs. it being a feature added to a team site.
  • A requestor fills in a form to kick off a request.
  • The requestor can see, track, and engage with assigned “workers” on their requests.
  • Workers and Managers do various things (automated CorasWorks actions and forms) to respond to and complete the request.
  • Requestors and others are notified of activities and/or collaborated with.
  • You have reporting on the activity.

Customers Scenarios

Here are the 4 customer scenarios:.

Materials Storage for Pharmaceutical Manufacturing

This application is for requests to store chemicals (materials) within a manufacturing group.  People make their requests and others work the requests noting how long items are stored and where. Requestors are notified of the work and they get pinged when their storage expiration date is approaching.

IT Requests for SharePoint Work and Help Desk Tickets for Health Agency

This customer uses a couple of different WRM apps for IT to support the organization.  One allows users to log the requests for the SharePoint team for new sites, changes to sites, or new apps.  The SharePoint team then manages these requests.  The other is a WRM-based “Help Desk” app where users enter tickets and Help Desk folks work them.

Employee Requests of HR for Pharmaceutical

This customer is using WRM to enable employee across the enterprise to make requests of HR.  In this case, they created three request workstreams.  Each has a slightly different set of work management activities.  From the user perspective they are able to see the different requests in a single display from wherever they work.

HR Staffing Requests for Federal Contractor

An important process for many Federal Contractors is making requests of HR to find or recruit people to work on contracts.  In this case, a business development (BD) person working on a new proposal/task order makes requests of HR to staff specific positions.  The requests are related to specific Proposals/Task Orders.  However, HR manages all of the requests centrally.

Commonalities

All of the above follow the same basic design as described above.  People make requests.  People work on the requests.  There is back and forth.  The requests are closed out.  There is reporting.

The interesting part is that these are four very different “applications”.  In many organizations, they would presume that they would be looking to go out and buy or build completely different applications.  However, with CorasWorks on SharePoint each of these uses the same basic framework.  Thus, armed with one basic design you can now fill many different needs and save lots of time an money in the process.

Further, when you build them, the things that you will primarily change are also common:

  • The core data (fields) of the “work request” list are different.
  • The request form is different.
  • The worker roles are specific to the process.
  • The app navigation is different.
  • The displays and most importantly the worker/manager actions, work forms, and notifications are different.
  • Reports are different.

With CorasWorks, each of the above is easily modified using our wizards.  So, you have a common app design and you know the common things that you will be changing to accommodate the specific needs of the app.  If you look at it like an assembly line, you are all set to deliver.

Key Deployment Differences of the Apps

While the four apps have many core commonalities, there are differences in the overall deployment approach across the SharePoint environment.  This is important because work request management is fundamentally a cross-functional collaborative process.  Thus, where people go to engage, whether requestor, worker, or manager, can be different based upon the scenario.

All-in-one

In the Materials Storage app, all of the different users work in a single app site.  Requestors go there to make their requests.  Workers go there to do their work.  Managers go there to manage.  This makes it easier to create the app and is the way you would typically start.  However, it is not really a best practice given the ability to distribute functionality using CorasWorks.

Distributed

In the IT Request app, the Requestors don’t go into the app app site to make requests.  They are able to be elsewhere across the SharePoint environment and enter their requests from their and see their requests and interact.  This makes it more convenient for the users.  Generally, you start by building the app as an All-in-one and then just distribute the displays.

Many Projects to Work Management Team (Hub and Spoke)

The HR Staffing app is a bit different.  In this specific scenario, you have many Proposal/Task Order sites (or could be project sites).  A team is working on these projects.  They enter their requests from the site.  However, the HR Work Request site is central – all of the requests feed into the one app.  HR is then able to manage it all in one place and interact with the requestors via their project sites.  This ends up as a Hub and Spoke deployment.

Self-Service

The Employee request design is different also.  In this case, there is a self-service page in the enterprise portal.  Users go to this one place and enter and see their requests across the three types.  The requests are funneled into the three different workstreams managed by HR.  HR is also able to work on them via a single display.

Getting You Spun Up for Work Request Management

The work request management category of app is a staple of SharePoint environments that have gone past basic site centric content sharing.  We often work with customers to train up their SDM teams to deliver this category of app.  We have a standard set of templatized apps and training to help get you going quickly.  Email support@corasworks.net for more information.

william

International Health Agency Gets More for Less through App Consolidation on SharePoint 2010

The potential is there.  SharePoint provides organizations with a platform that can be used to consolidate applications (existing and new) and add value through the native integration of the work of the users.  In this article we’ll look at the experience of a customer who drove this home over the last year with benefits in cost savings and organizational improvements.

Our customer is a 3,000 person non-governmental Health Agency.  Their mission is to improve health and standards of living for 35 member countries across the Americas.  Headquartered in Washington, DC they serve a broad and diverse community with 31 in-country offices in the member states.

 

Getting to the New Model

They have been a CorasWorks customer since 2004.  They have used CorasWorks on both SharePoint 2003 and SharePoint 2007.  On these environments, CorasWorks was used to enhance their Intranet with content services, collaboration, and work management.  In planning for 2011, they were preparing to move to SharePoint 2010 and to use CorasWorks v11.  They decided to expand their perspective of SharePoint from a collaborative environment to become an application platform.  To accomplish this they planned a shared services, Service Delivery model heavily leveraging CorasWorks that they would use to consolidate applications and build new apps.

 

App Consolidation during 2011

Armed with SP 2010, CorasWorks v11, and, a new App Service Delivery mandate, during 2011, they began building and consolidating applications on SharePoint.  Below is a list of the top 10 applications that they delivered based upon CorasWorks.

paho2 apps 2

The applications had a broad range of Types. “Typing” and understanding the design patterns behind the types is an important part of the standardization of their Service Delivery model.  In addition, in the table we list how the application was delivered.  While all of them are CorasWorks-based, their service team used a different set of resources to deliver the apps to their business customers.  Note that more than half of the apps were delivered using just internal resources.

 

Cost Impact of CorasWorks-based App Consolidation

We worked with the customer to do an analysis of the delivery cost impact for these applications.  We looked at each application and alternatives evaluated.  Many of the alternatives were apps delivered as separate Application Services.  Some were only possible as a custom project.  The comparison applications were the middle range of applications with a comparable feature set.

The result of the analysis is that using CorasWorks they saved $321,000 or 64% of the cost of using alternative 3rd party off-the-shelf apps and services.  Some of the details are as follows:

- The total cost to deliver the 10 apps above was $184,000 ($18k/app).

- This cost includes software license costs to CorasWorks, CorasWorks Professional Services, services from CorasWorks partners, and, the man-days used internally to deliver the apps. The organization used 75 man-days internally.

- The cost of the applications if delivered using 3rd party software/services was estimated to be $505,000 ($50k/app).

Further, it is estimated that over the next 3 years with the CorasWorks/SharePoint licensing model, the organization will save another $250,000 in additional licensing and services costs over the costs of CorasWorks for these 10 applications.  In addition, they are able to leverage their Corasworks/SharePoint investment and Service Delivery capabilities to build and consolidate additional applications over the three years with even greater savings per app.

 

Overall Success of Service Delivery Model

The cost savings noted above are significant.  But, in their annual review of the model, they highlighted additional benefits as follows:

- The projects were delivered, and, within time, budget, and feature set. By delivered we mean, made it to production.  A 100% success result was significant.  There were few surprises because they knew in advance where they could get to and what it would take.

- The business users got what they wanted.  Unlike the alternative apps that were initially reviewed before they decided on a CorasWorks solution, the business groups were able to get what they really wanted and needed.  Thus, in their opinion what they got was superior to the alternative.

- They did this with little impact on the operating environment.  Only one feature required custom compiled code.  Thus, the apps were delivered on top of the standardized CorasWorks/SharePoint environment which enhances the ongoing maintainability of the entire shared services environment.

- The cost of applications is declining as they gain on the learning curve.

- The user experience is improving as the apps become inter-connected across the environment.  Thus, instead of a user having to go to many separate apps and learn new interfaces they are able to access all relevant apps from wherever they work and use a common interface.

 

My Comments

Here are some of my general comments about this organization and their success with their App Consolidation and Service Delivery model.

- They have very good people managing Service Delivery.  They know SharePoint.  They know and have invested to learn CorasWorks.  They are exceptional at understanding the design patterns for collaborative applications and how to apply them and reuse the designs, frameworks, and components.  They are confident enough to deliver complete applications internally and know when to outsource.

- The Service Delivery group has the trust of the business groups and the support of IT and general senior management.  It helps that a number of the applications were specifically for the senior management of the organization.

- During 2011, they invested in the CorasWorks Solution Frameworks, Cim for Collaboration, and PPM for Project work, which they have leveraged for multiple applications and which had a significant impact on the reduced costs.  The Solutions were on top of the CorasWorks v11 platform.  (These costs are included in the costs analysis above).

- Their organization is really just learning to collaborate.  Six months ago I was speaking with the Service Delivery Manager and he told me “people in our organization don’t collaborate; they work and they share information when they have to”. This may seem odd for an organization that has had SharePoint for 8 years, and, has a globally distributed operating structure.  But, real collaboration is a lot more than sharing documents in a team site.  Over the last 6 months with SP2010, CorasWorks Collaboration and the collaborative applications they’ve delivered and on their roadmap this has started to change.

 

william

Federal Contractor Driving $800 Million Business with CorasWorks-based IDIQ Task Order Management System

The Federal Contracting business is very competitive and is getting more so.  A key mission critical business function is the winning of contracts, and, the winning of the right contracts that can be profitably delivered.  Over the last 5 years the use of IDIQ (Indefinite Delivery – Indefinite Quantity) contracts has dramatically grown – particularly for the procurement of information technology and services.   One of the top 20 Federal Contractors has been using a CorasWorks-based system running on Microsoft SharePoint for 6 years to manage their IDIQ-based business.  They started with one IDIQ vehicle and are now managing 14 IDIQ vehicles, 5,000 task order opportunities, and, have driven $800 million in business.  This article will drill down into this customers’ system and their business.

The Challenge

IDIQs are a primary vehicle for the Federal Government to contract for work in IT and related services. In 2011, 30% of all contracts in this space were based upon IDIQ vehicles, representing about $40 Billion.  The 5 year projection is an increase in the use of IDIQs to over 70%.  With IDIQs, the contractor bids to become an authorized vendor for a specific IDIQ vehicle.  This gets them no business, but, it gives them the right to bid for business among the select vendors for that IDIQ. Then, they need to manage and compete on each Task Order that the government releases and win the business.  Task Orders are usually many millions of dollars and span years.  Accordingly, the challenge for these systems is that they are both high volume and they require very detailed management throughout the life cycle of Task Orders.

Our customer wanted a system that would allow them to drive revenue, at high efficiencies, and that was effective at winning the right business (that which is profitable for them).  In addition, they wanted a system that was customizable to their needs so that they could continuously innovate to maintain a competitive advantage.  In addition, in this solution space there are a number of distinct challenges as follows:

  • each IDIQ has different requirements which need to be supported by the system
  • there is a high volume of Task Orders that need to be sorted, prioritized and managed closely – miss a date or a requirements and you are out>
  • each Task Order is different and needs to be managed separately with a process to determine whether to bid on it or not
  • the turnaround time to bid over the years has gotten shorter
  • many Federal agencies or specific Task Orders require teaming partners (small business, women owned, etc.) that are part of the bid, thus, the teaming partners need to have access to information and participate in the process and the delivery – thus security must be tightly managed

 

The Story, the Solution and the Business

Back in 2006, the customer won a single IDIQ (along with 10+ other vendors) that projected $10 Billion of Task Orders over 10 years.  They wanted a solution to manage the work.  They looked at various Project Management systems such as Primavera.  However, they believed that the IDIQ vehicle approach was going to grow in popularity and they wanted a system that would allow them to continuously innovate to competitively differentiate themselves.  Thus, they looked for a COTS product that was very flexible to build their own unique solution.  They selected CorasWorks running on Microsoft SharePoint 2003.

According to the customer, they built the initial system in a fraction of the cost and time of buying the COTS solution and trying to customize it to their needs.  They did this relying on their internal subject matter expertise and leveraging the CorasWorks product and CorasWorks training.  The key is that the customer a) was the subject matter expert, and b) the “builders” of the system.  Using CorasWorks, they were able to “build” the system and innovate without requiring custom compiled code.

Over the last 6 years, that single IDIQ has generated $250+ Million in business in 80+ won Task Orders.  They used the system to purposely bid less than 10% of the 2,000+ Task Orders that were released under this IDIQ to maintain high win rates and make sure that they were doing the business in their profitable “sweet spot”.

Over the years, they continued to innovate and improve the core system. They also migrated the system to SharePoint 2007 and multiple releases of the CorasWorks solution platform to continue to drive innovation. About 3 years ago, their was an enterprise reorganization.  Given the success of their IDIQ TOM system for the initial IDIQ it was decided to consolidate IDIQ operations across programs/practices within this team.  They have since grown to manage 14 different IDIQ vehicles and all of the Task Orders through this CorasWorks-based system on SharePoint.

The current state of the business is as follows:

  • The team/system manages 14 different IDIQ vehicles (including some GWAC contracts) and all of the task orders
  • They have processed and managed 5,000 task orders since 2006
  • They bid about 10% of the task orders received and have 300 active orders 
  • They have driven $800 Million of business
  • They have 250 teaming partners
  • Teaming partners have access to the Task Orders that they have teamed on through the proposal process and forward if the Task Order is won
  • Each Task Order ever issued is tracked for historical reasons
  • The system supports Opportunity Management so that the customer and their Teaming Partners can work on customer opportunities and then drive the process of getting Task Orders issued

The core modules of this system are as follows:

  • IDIQ Portal and Portfolio Management – looking across all 14 IDIQs and reporting on operations
  • IDIQ Task Order Management – process to manage capture, Bid/No Bid decision and full life cycle of Task Orders for each IDIQ
  • Task Order sites – one for each Task Order where information is stored, proposals are managed, status is updated and participants (including Teaming Partners) collaborate – throughout the life cycle of the Task Order
  • Teaming Partner Extranet and Partner Sites – where Teaming Partner go to access partner specific information, submit interest in participating on a Task Order, submit opportunities, access Task Order sites.

Here are some details on the overall scope of the system and some key features:

  • Every task order has a site that is automatically provisioned.  There are 1,000 active sites and a few thousand archived sites in the system.
  • There are 250 different Partner sites providing them with their place through which to work with the customer across IDIQs and Task Orders
  • Security is a key part of the system.  By separating each Task Order into a SharePoint site, the customer has a simpler way to manage security vs. attempting to use a role based approach with complex security.
  • The historical data, particularly the No Bid decision and explanation, is important to determine which Task Orders they bid on and also enabling them to return to rebid when the opportunity arises.
  • The opportunity management sub-system enables teaming partners to bring the opportunities to them, which they jointly pursue, and then, push through the appropriate IDIQ vehicle
  • The system is managed by two Technical people and the there are three Task Order Managers that do the functional work
  • The separate business groups that the team/system serve manage three elements using their own tools: large Proposal Development, Project Delivery, and Customer Portal(s).
  • The customer is planning to migrate the system to SharePoint 2010 this year and to take advantage of the CorasWorks “advanced” capabilities of version 11 to continue their innovation.  When done, over 7 years, they will have evolved the system across three cycles of the SharePoint platform (2003, 2007, 2010) and more than 7 versions of the CorasWorks solution platform.

 

My Comments on this Solution

This is a very valuable mission critical system – arguably the key type of system for Federal Contractors in the IT/Services space given the growing use of the IDIQ vehicle.  Note that while the use of the IDIQ vehicle is growing dramatically, the overall IT/Services spending is barely growing.  Thus, the Federal Contractors are fighting it out within a pie that isn’t growing – if you win, your competitor loses.  Having a system that gives you a competitive advantage for the type of business you want to win is simply core to winning this game.  With CorasWorks, this customer got what they needed.

It is a big system, based upon the vast number of sites.  However, in many key ways its design is simple.  This simplicity is important to drive efficiencies and to be able to effectively maintain the system – most importantly the security framework.  Complex security designs are subject to human error.  This design makes it far easier to get right.

The managers of this system/business function, two key people, have continuously driven this system forward over the last 6 years.  Their experiences and lessons learned are continuously built back into the system.  They just keep getting better and the results of the system get better.  The CorasWorks product and support services are ideally suited to this type of situation where the customer wants a competitive advantage and has the will and skill to build it out with our support. 

This particular customer could also use CorasWorks for some other core IDIQ system elements, in particular, large Proposal Development, Project Delivery, and Customer Portal(s).  However, since this is a very big organization with this operation spanning multiple organizational groups, at this time, each group uses its own tools to do these three things.  They are looking into providing CorasWorks solutions for these as opt-in additional services to the business groups.

The overall design of this IDIQ Task Order Management system is what I refer to as a Broad, Distributed Work System (see my intro article Putting SharePoint to Work).  This type of system is incredibly well suited to a SharePoint environment.  In fact, it is hard to imagine designing and building such a distributed system on an alternative platform.  The features and benefits of this system in terms of flexibility, maintenance, efficiency and business effectiveness would be tough to match.

It is interesting to note that this system is effectively a single app.  It is really large and its impact is critical.  Many SharePoint customers talk about the challenge of managing lots and lots of sites that aren’t used -  a feeling of chaos.  However, in this case all of those sites are part of a single, inter-connected, system.  The overhead of many sites actually increases the efficiency, effectiveness, and security of the business and every site has its purpose.

Regards,

William

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See additional articles for IDIQ Task Order Management in this blog.

Visit CorasWorks IDIQ Task Order Management for product information.