TArticles tagged with: resumes

Make the annual update of resumes a win-win proposition

Most companies have a policy that employees must update their resume annually; however, few companies enforce the policy. When employees do not update their resumes, the company loses valuable past performance information and proof points for proposals, and the employee loses the opportunity for recognition. For example, I was assigned to update the resume of a programmer who worked onsite with the customer far from the company’s headquarters. After talking to him, I found the Patent and Trademark Office awarded him several patents on behalf of the customer, which saved the customer millions of dollars. The customer was well aware of this contribution, but the company was not. Most employees who comply with the policy to update their resumes annually normally only add a brief sentence or two about their new responsibilities. In general, they explain the duties they perform, but not how well they performed them or if their … Continue reading Make the annual update of resumes a win-win proposition

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Working with project managers on recompetes: project manager as proposal SME (Part 3)

Lisa Pafe’s previous blogs discussed how capture and project management can work together during recompetes to influence the customer and gather competitive intelligence. This week, Lisa discusses how the project manager must work with the proposal manager to provide essential information for the recompete proposal itself. In addition to providing customer and competitive intelligence, the project manager also has a role to play in helping the proposal manager gather artifacts that can be used as proof points for discriminators. Additionally, the project manager serves as an essential subject matter expert (SME) for the recompete. Before RFP release, the proposal manager should make a list of the artifacts the project team must gather to help support and prove the win themes, features and benefits, and discriminators. Some items the project manager can continuously gather and share include: Congratulatory emails Awards and certificates of appreciation Customer quotes and kudos Award fees achieved … Continue reading Working with project managers on recompetes: project manager as proposal SME (Part 3)

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Don’t make these mistakes – 12 past performance lessons learned

Here are some of our Lohfeld Consulting Group team’s top past performance-related lessons learned from our collective experience managing and submitting thousands and thousands of proposals over our careers. In terms of populating your past performance repository (every company must have one), enforce a company-wide policy for project/program managers (PM) to develop detailed past performances for every project. Enforce the policy, update the past performances every 6 months, and provide PMs with incentives for compliance. Develop comprehensive templates for collecting past performance information in an effort to answer likely solicitation questions. For example, ask PMs to define objectives achieved, schedule compliance, cost compliance, businesslike concern for customer interests, problem resolution, tools/technologies, etc. Before asking PMs to update past performance descriptions, provide them with training and instructions. All past performance summaries must be accomplishment oriented. They should indicate what you did and how well you did with lots of factoids and … Continue reading Don’t make these mistakes – 12 past performance lessons learned

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Don’t make these mistakes – 7 proposal staffing lessons learned

Every time history repeats itself, the price goes up. (Attributed to various people) As promised, here are some of my top proposal section-specific lessons learned over the past 25 years managing and submitting thousands of proposals and task order responses. This list is not all-inclusive. These are highlights – and easily avoided problem areas where I’ve seen plenty of proposal teams fall needlessly short. Like anything else in proposal management, significant pre-RFP planning goes a long way towards improving your win probability. When developing your proposal’s staffing section: Identify key staff early—preferably long before solicitation release so you can get resumes updated when you’re not under pressure. Key staff should be subject matter experts (SME), current employees, and not committed 100% to another effort or more than 100% overall among several efforts! Limit the number of subcontractor employees versus prime contractor employees in the staffing section – especially in top-level … Continue reading Don’t make these mistakes – 7 proposal staffing lessons learned

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