Imagine you receive a brief communication from your Government Contracts Team informing your firm to stop work due to the shutdown. Some of you may not need to imagine this … given that we are now deep into the longest shutdown in history.
Even though you have a valid contract, and even if you have been receiving positive feedback from the contracts team about your performance, you may be instructed to stand down due to a Government shutdown. Now you must take a pause in performance. This may mean telling your employees they cannot report to work if their duty station is within a Government facility.
It is unlikely that your contract’s Terms and Conditions provide any guidance on what to do during a stop in performance during a Government shutdown.
We’ve all been here before … your firm has been tracking a planned Request for Proposal (RFP) that meets your business development objectives and growth plans. The Government recently hosted an Industry Day and then released a Draft RFP (DRFP) for industry review and comment.
As Capture / Proposal Manager, after your final analysis, you made a pitch to your leadership to make a pre-release “GO” decision and they agreed for you to convene your proposal team early and start your proposal now to get ahead. Believing that the final RFP is imminent, your team begins its prep work and is actively working against the DRFP. Then, anywhere from weeks, to immediately prior to the anticipated release date, the Government issues a delay pushing back the final RFP more than 90 days.
When preparing for an RFP, why should you be concerned about the makeup of the Source Selection (SS) Team? Simply because two key SS team members, the Source Selection Authority (SSA) and the Technical Lead (TL) will, in most cases, represent your customers or the primary user of your solution. Especially in large scale procurements.
Not just your win/loss record, but how well does your process support proposal creation and production? Proposal best practices and lessons learned are important enterprise assets that you should be capturing – and leveraging. After all, proposals offer hard and sometimes expensive lessons – and you should benefit from them every time.
Reviewing your internal proposal performance is one step to increasing your win probability. Ask yourself: how well did you handle team mobilization, task assignment, color team output, completion, and submission, etc.?
These are among the key focus areas for what did, and did not, go well.
Even if you are on the right track, you will get run over if you just sit there (Will Rogers)
By Ed Harrington
Other Transaction Agreements (OTAs) have morphed over time since their inception to create opportunities that did not once exist for Government contractors. Originally intended to access “nontraditional” contractors, foster increased technology innovation, and expand the Defense industrial base, OTAs continue to evolve in their utility and application to US Government (USG) contracting. Continue reading “Take a Fresh Look – This is Not Your Grandfather’s OTA” »
Someone’s Knockin’ At the Door. Somebody’s Ringin’ the Bell. Someone’s Knockin’ At the Door. Somebody’s Ringin’ the Bell. Do YOURSELF A Favor, Open The Door And Let ‘Em In…
Imagine this scenario, familiar to many contractors: Two years ago, you landed a large contract producing wigits for a major Government agency. Things seem to be going well, until you begin to hear from the Government’s program manager (PM) about quality issues. As you begin to address those, your key supplier has a production melt-down and misses a delivery, making your next three shipments late. Continue reading “Government Customer Wants to Visit? Gotta Let’em In.” »
The Contracting Officer has just sent you the bad news – you were not selected for award. You get your team together to give them this news and you still try to give them the feeling they have done a great job. But, they start to ask, ”what did we miss?” “what segment/section was not compelling enough?”, “we couldn’t have been vague, we went through the Red Team and recovery process exhaustively”, “how could the government have scored the competition higher than us?”, “was our price too high?” These are questions that require specific answers. You turn your mind to trying to give open, honest answers, but you know you need more information. Continue reading “The Value of Debriefings – When You Lose” »
CPARS evaluations are a critical component of government-contractor communications. When properly utilized they can provide timely feedback on contractor performance, share performance evaluations among government agencies and elevate and resolve lingering issues. Continue reading “CPARS Evaluations” »
Managing multiple and conflicting job requirements are the daily normal for a business striving to stand out above its competition and consistently win. The hunger to succeed becomes the driving force to do more and more and more. We are now in the Government’s fiscal year fourth quarter – the most intense for publishing requirements and thus the busiest for contractor’s preparing proposals. Continue reading “A Proposal Manager’s Scarcest Resource” »