Tag Archive for Task Order

Managing CDRL deliverables for Post-Award IDIQ Contracts and Task Orders

Best9

I just posted an article about the use of CorasWorks to enhance a large Contract/Program Management system to support the CDRL deliverable process.  This was a custom enhancement to their post-award Program Management system.  It is a broad and big system.  However, many of our customers using the CorasWorks IDIQ Task Order Management solution also require this capability within a more specific scope.

The capability to programmatically interact with Customers for CDRLs and other purposes could be part of a corporate system.  However, usually this concern rests with Program Managers that are managing a specific IDIQ program.  They are fully responsible for the whole life cycle of the IDIQ and Task Orders from winning the task order through delivery and task order completion.  So, they often want this capability for just their IDIQ.

As part of the Task Order post-award work, the Program Manager or designee often has to provide CDRL deliverables or other information for a customer of the Task Order.  In addition, the Program Manager needs to provide CDRLs or other information to the Contracting Officer for the IDIQ.

This CDRL deliverable capability is just an extension to the basic IDIQ Task Order Management system.  It is usually implemented in a similar way to which we implement the Partner Portal and Partner Work Consoles.   The main work process is very similar to that described in the article above.

A good way to think of how you are working is the metaphor of an airplane.  Your CorasWorks IDIQ Vehicle Management site is the middle of the airplane (the fuselage).  On one side you have your Teaming Partners (a wing).  On the other side, you are now adding a wing for your Customers to interact with you.  Working in this way you are able to manage the work in one place and interact with your Teaming Partners and Customers.  They have there place to go to See, Contribute, and Act with information that you determine.  You have the ability to control the flow from one place.

It is a better way to fly…

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

+++++

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