Information Overload: The art of balancing time and distance in proposal management processes (APMP Conference, 2011)

1. Informa(on
Overload
The
Art
of
Balancing
Time
and
Distance
for
Proposal
Readiness
1

2. When
you
were
nine
years
old
your
(me
was
your
own
and
then
you
grew
up.
Now
there’s
never
enough
(me.
You’ve
got
to
make
the
most
of
the
(me
you
have
and
you
can
with
the
new
IBM
224
Dicta(ng
Unit.
While
you’re
using
it
to
clear
your
desk
of
le=ers,
memos,
reports
or
to
put
thoughts
and
ideas
in
order,
your
secretary
handles
other
work
for
you.
She’s
free
to
do
a
be=er
job
and
so
are
you.
Small
and
compact
the
new
IBM
224
fits
a
man
whose
job
is
bigger
than
his
office.
Simply
because
you
can
use
it
anywhere
you
think.
Anywhere!
Whatever
you
do
the
new
IBM
224
can
help
you
make
the
most
of
your
(me.
So
that
more
(me
is
your
own
again.
Script:
1965
Commercial
–
IBM
224
Dicta:ng
Unit
Video
Source:
h=p://www.youtube.com/watch?v=DUr4PinInPw
2

3. Presenta(on
Sec(ons
1. Informa,on
Overload
2. Understanding
Balance
in
The
Art
of
War
3. How
Visual
Displays
Help
Teams
Focus
4. Near
Future
Innova,on
for
Proposal
Teams
Key
Points
in
Sec:on
1.0
1.1
Disrup,ve
technologies
(how
more
is
less)
1.2
How
technology
affects
the
mind
at
work
Benefit:
Understand
what
is
happening
and
why
3

4. Presenta(on
Sec(ons
1. Informa,on
Overload
2. Understanding
Balance
in
The
Art
of
War
3. How
Visual
Displays
Help
Teams
Focus
4. Near
Future
Innova,on
for
Proposal
Teams
Key
Points
in
Sec:on
2.0
2.1
Historical
influence
2.2
Five
key
elements
&
Four
skills
of
compe,,on
2.3
Three
dimensions
of
compe,,on
2.4
Rela,onship
to
the
business
cycle
Benefit:
Increase
focus
on
winning
strategy
4

5. Presenta(on
Sec(ons
1. Informa,on
Overload
2. Understanding
Balance
in
The
Art
of
War
3. How
Visual
Displays
Help
Teams
Focus
4. Near
Future
Innova,on
for
Proposal
Teams
Key
Points
in
Sec:on
3.0
3.1
Importance
of
visually
displaying
informa,on
3.2
Define
scorecards
and
dashboards
3.2
Sample
Proposal
Readiness
Dashboard
Benefit:
Focus
on
winnable
bids
and
avoid
bad
deals
5

6. Presenta(on
Sec(ons
1. Informa,on
Overload
2. Understanding
Balance
in
The
Art
of
War
3. How
Visual
Displays
Help
Teams
Focus
4. Near
Future
Innova,on
for
Proposal
Teams
Key
Points
in
Sec:on
4.0
2.1
Disrup,ve
innova,on
2.2
Massive
paradigm
shiW
currently
underway
2.2
Balanced
Scorecard
prototype
for
proposals
Benefit:
Envision
and
share
innova,on
for
proposals
6

7. INFORMATION
OVERLOAD
7

8. Disrup(ve
Technologies
• Come
at
unpredictable
,mes
• Come
at
unpredictable
intervals
• Guided
by
Moore’s
Law
• Phases
of
Technology
(S-­‐Curve)
1. Rupture
2. Early
Development
3. Expansion
4. Matura,on
5. Satura,on
Source:
Use
with
permission
of
Kevin
Cogan,
US
Army
War
College

9. Era
of
Accelerated
Expecta(ons
Source:
Use
with
permission
of
Kevin
Cogan,
US
Army
War
College

10. Informa(on
Overload
• Informa,on
coming
from
an
ocean
of
sensors
• Everything
is
gebng
smarter
and
faster
– Smartphones
– Smart
Devices
– Smart
Dust
– Smart
Water
(not
the
kind
you
drink)
10

11. Does
technology
change
the
way
we
think
and
communicate
at
work?
58%
“Technology
is
a
cri(cal
enabler
that
makes
the
business
more
agree
produc(ve
and
efficient.”
31%
agree
“Helps
improve
business
processes.”
7%
agree
“Distrac(ons
of
technology
outweigh
the
benefits.”
“I
frequently
find
myself
responding
to
various
requests
that
come
in
75%
via
email,
instant
message
or
other
sources,
requiring
me
to
shi[
agree
from
the
work
I
was
focused
on.”
Source:
How
Technology
Affects
the
Mind
at
Work,
The
Economist
Intelligence
Unit
Survey
Presenta,on,
Innova,on:
Entrepreneurship
for
a
Disrup,ve
World
Conference,
Haas
School
of
Business,
March
23,
2011
11

12. How
o[en
do
you…?
Check
e-­‐mail
67%
24%
8%
1%
Less
than
once
Daily
Many
,mes
Several
,mes
per
day
per
day
per
day
Source:
How
Technology
Affects
the
Mind
at
Work,
The
Economist
Intelligence
Unit
Survey
Presenta,on,
Innova,on:
Entrepreneurship
for
a
Disrup,ve
World
Conference,
Haas
School
of
Business,
March
23,
2011
12

13. How
much
of
your
business
day
is
spent
using
a
computer
or
smartphone?
Source:
How
Technology
Affects
the
Mind
at
Work,
The
Economist
Intelligence
Unit
Survey
Presenta,on,
Innova,on:
Entrepreneurship
for
a
Disrup,ve
World
Conference,
Haas
School
of
Business,
March
23,
2011
13

14. More
is
Less
11
minutes
Amount
of
(me
the
average
worker
gets
to
spend
on
a
specific
task.
3
minutes
Amount
of
(me
IT
workers
get
to
spend
on
a
specific
task.
2.5%
capable
Capable
of
competently
managing
two
tasks
at
the
same
(me.
“Mul(tasking
may
be
something
that
society
demands,
but
it
leads
to
more
errors
and
poor
learning.”
-­‐-­‐Art
Kramer,
Director
of
the
Beckman
Ins(tute
Source:
Your
Brain
on
Computers
Series,
New
York
Times
Online
Edi,on,
June
7
through
November
21,
2010;
and
New
York
Times
Online
Series,
Your
Brain
on
Computers
14

15. Quality
Informa(on
is
Key
• Relevance
• Reliability
• Understandability
• Timeliness
• Feedback
• Valid
• Verifiable
Value
• Unbiased
• Predic,ve
Value
Quality
Informa:on
• Consistency
• Comparability
Understandable
Source:
Trends
in
Technology,
AGA
CPAG
Research
Series:
Report
No.
3,
November
2005
15

16. Coping
with
Informa(on
Overload
• Take
,me
to
focus
– Deep
thinking
– Rela,onships
(online
and
offline)
– Minimize
mul,tasking
• Introduce
technology
e,quele
– Ask
beler
ques,ons
• Filter
– Learn
to
forget
Source:
How
Technology
Affects
the
Mind
at
Work,
The
Economist
Intelligence
Unit
Survey
Presenta,on,
Innova,on:
Entrepreneurship
for
a
Disrup,ve
World
Conference,
Haas
School
of
Business,
March
23,
2011;
Your
Brain
on
Computers
Series,
New
York
Times
Online
Edi,on,
June
7
through
November
21,
2010.
16

17. Perspec(ve
Helps
“To
what
corner
of
the
world
do
they
not
fly,
these
swarms
of
new
books?…
the
very
mul,tude
of
them
is
hur,ng
scholarship,
because
it
creates
a
glut,
and
even
in
good
things
sa,ety
is
most
harmful.”
−Desiderius
Erasmus,
1466
-­‐
1536
17

18. Presenta(on
Sec(ons
1. Informa,on
Overload
2. Understanding
Balance
in
The
Art
of
War
3. How
Visual
Displays
Help
Teams
Focus
4. Near
Future
Innova,on
for
Proposal
Teams
Key
Points
in
Sec:on
2.0
2.1
Historical
influence
2.2
Five
key
elements
&
Four
skills
of
compe,,on
2.3
Three
dimensions
of
compe,,on
2.4
Rela,onship
to
today’s
business
cycle
Benefit:
Increase
focus
on
winning
strategy
18

19. Transla(ons
Vary
Source:
Science
of
Strategy
Ins,tute,
www.scienceofstrategy.com
19

20. Le[
Right
Yellow
Ninety
Solid
Half-­‐back
Slugo-­‐Sha=ered
Time?
Distance?

21. The
Art
of
War
• More
than
prely
prose
and
abstract
sayings
• Guide
to
understanding
balance
within
exis,ng
compe,,ve
systems

22. The
Art
of
War
in
History
• 1782
-­‐
First
introduced
to
Western
culture
• 1793
(September)
-­‐
Napoleon
Bonaparte
was
French
Army
Captain
(age
24)
and
passing
through
Italy
while
on
leave.
– Bonaparte’s
use
of
The
Art
of
War
is
legend,
which
follows
Sun
Tzu’s
teaching
that
plans
remain
secret.
– Consolidated
his
French
ar,llery
unit
to
bombard
the
“weakest
link”
in
Bri,sh
line
of
defense.
– Tac,cs
were
very
similar
to
principles
outlined
in
The
Art
of
War.
• 1793
(December)
–
Bonaparte
promoted
to
Brigadier-­‐General
22

23. Five
Key
Elements
• Moral
Law
• Heaven
Heaven
• Earth
• Commander
Methods
Moral
Commander
&
Discipline
Law
• Methods
and
Discipline
Earth
Source:
Science
of
Strategy
Ins,tute,
www.scienceofstrategy.com
23

24. Rela(onship
to
Business
Cycle
• Moral
Law
(Mission)
Market
• Heaven
Trends
Heaven
(Market
Trends)
• Earth
Methods
Execu,on
Moral
Mission
Commander
Leader
&
Discipline
Law
(Market
Sector)
• Commander
Market
Earth
(Leader)
Sector
• Methods
and
Discipline
(Execu,on)
Source:
Science
of
Strategy
Ins,tute,
www.scienceofstrategy.com
24
24

25. Four
Skills
of
Compe((on
1. Knowledge
2. Vision
Market
Trends
3. Movement
4. Posi,on
Execu,on
Mission
Leader
Market
Sector
Source:
Science
of
Strategy
Ins,tute,
www.scienceofstrategy.com
25

26. Knowledge
and
Vision
The
Four
Skills
of
Compe,,on
1. Knowledge
2. Vision
Market
Trends
3. Movement
4. Posi,on
Execu,on
Mission
Leader
Market
Sector
Source:
Science
of
Strategy
Ins,tute,
www.scienceofstrategy.com
26

27. We
have
much
more
today
than
the
previous
genera(on,
yet…
27

28. …
needs
are
infinite!
28

29. • We
don’t
create
new
opportuni,es
• We
just
have
to
see
them
(vision)
29

30. Movement
and
Posi(on
The
Four
Skills
of
Compe,,on
1. Knowledge
2. Vision
Market
Trends
3. Movement
4. Posi:on
Execu,on
Mission
Leader
Market
Sector
Source:
Science
of
Strategy
Ins,tute,
www.scienceofstrategy.com
30

31. Con(nuous
Compe((ve
Cycle
The
Four
Skills
of
Compe,,on
1. Knowledge
2. Vision
Market
Trends
3. Movement
4. Posi,on
Execu,on
Mission
Leader
Market
Sector
Source:
Science
of
Strategy
Ins,tute,
www.scienceofstrategy.com
31

32. Three
Dimensions
of
Compe((on
Size
Compe::ve
Ac:on
Length
of
Time
Source:
Science
of
Strategy
Ins,tute,
www.scienceofstrategy.com
32

33. Execu(on
&
Posi(oning
EXAMPLE
Sales Goal of
$100M
Phases Steps Timeframe
Step 0 Identification
Step 1 Qualification Up to Two Years
Capture
Step 2 Pursuit
Step 3
RFP
Review
Proposal Step 4
Proposal
Step 5
Step 5
Pricing
Pricing
Up to Two Months
Step 6
Step 6
rocess Improvement Process
Process
Improvement
33

34. Sales
Pipeline
Dream
$100M $100M $100M $100M $100M $100M $100M $100M $100M $100M nlikely
Highly
U n
Pa^er Value
EXAMPLE
Sales Goal of
Projection
$100M
Phases Steps Timeframe
Step 0 Identification
10% $1,000M
Step 1 Qualification Up to Two Years
Capture
Step 2 Pursuit
25% $750M
Step 3
RFP
Review
Step 4
Proposal
Proposal 50% $200M
Step 5
Step 5
Pricing
Pricing
Up to Two Months
Step 6
rocess Improvement
Step 6
Process 90% $110M
Process
Improvement
34

35. Sales
Pipeline
Reality
$10M $30M $10M $300M $5M $5M $200M $15M $100M $15M $10M $5M ore
Likely
Pa^ern
M
EXAMPLE
Value
Sales Goal of
Projection
$100M
Phases Steps Timeframe
Step 0 Identification
10% $1,000M
Step 1 Qualification Up to Two Years
Capture
Step 2 Pursuit
25% $750M
Weakest
Link
Undeveloped
business
•
Greatest
pressure
point
opportuni,es
with
incomplete
Step 3 •
Highest
risks
capture
RFP
Review
Assump:on:
Step 4 Proposal
and
Proposal
Proposal pricing
personnel
50% $200M
are
highly
trained
and
experienced.
Step 5
Step 5
Pricing
Pricing
Up to Two Months
Step 6
rocess Improvement
Step 6
Process 90% $110M
Process
Improvement
35

36. Importance
of
Star(ng
Early
Source:
Campaign
to
Win,
APMP
Journal,
Fall-­‐Winter
2006
36

37. Source:
The
Capture
Phase
-­‐
Key
to
Winning
and
Efficient
Proposals,
Dr.
Bob
Goldstein
and
Dana
Hill,
APMP
Conference,
May
29,
2008.
37

38. Improving
Win
Rate
at
Lower
Cost
$10M $30M $10M $300M $50M $5M $200M $15M $100M $15M $10M $5M
EXAMPLE
Value
Sales Goal of
Projection
$100M
Phases Steps Timeframe
10% $1,000M
How
to
Step 0 Identification
Improve
Step 1 Qualification Up to Two Years
Capture
Here?
Step 2 Pursuit 25% $750M
Step 3
RFP
Review
Proposal To
Grow
Step 4
Proposal
Here
50% $200M
Step 5
Step 5
Pricing
Pricing
Up to Two Months
Step 6
rocess Improvement
Step 6
Process 90% $110M
Improvement
Process
38

39. Presenta(on
Sec(ons
1. Informa,on
Overload
2. Understanding
Balance
in
The
Art
of
War
3. How
Visual
Displays
Help
Teams
Focus
4. Near
Future
Innova,on
for
Proposal
Teams
Key
Points
in
Sec:on
3.0
3.1
Importance
of
visually
displaying
informa,on
3.2
Define
scorecards
and
dashboards
3.2
Sample
Proposal
Readiness
Dashboard
Benefit:
Focus
on
winnable
bids
and
avoid
bad
deals
39

40. “What
you
do
not
measure,
you
cannot
control.”
“What
gets
measured,
gets
done.”
–
Tom
Peters
40

41. Performance
Metrics
• Scorecard
Displays
a
collec,on
of
Key
Performance
Indicators
(KPIs)
together
with
performance
targets
for
each
KPI
• Dashboard
Container
for
a
related
group
of
scorecards
and
reports
compressed
into
a
single
view
• Balanced
Scorecard
Aligns
organiza,on
to
the
strategy
and
measures
execu,on
41

42. Proposal
Readiness
Dashboard
Microso[
Excel
Solu(on
42

43. Proposal
Readiness
Dashboard
• Descrip:on
–
Part
1
– Project
Name
– Customer
Name
– Contract
History
– Iden,fier
Number
– Last
Updates
• Database
(Account
Owner)
• Dashboard
(Assigned
Proposal
Manager)
– Team
Leadership
• Proposal
Manager
• Business
Developer
• Capture
Manager
• Principle
• Program
Manager
Microso[
Excel
Solu(on
43

44. Proposal
Readiness
Dashboard
• Descrip:on
–
Part
2
– Stage
– Total
Value
– Company
Value
– Name
of
Prime
Contractor
– Proposal
By
– RFP
Date
– Day
Remaining
to
RFP
Date
– B&P
Es,mated
Cost
– B&P
Requested
Amount
– Schedule
• Step
Reviews
1-­‐3
• Scheduled
Solu,on
Development
Workshop
• Award
• Project
Start
– Comments
(Account
Owner)
Microso[
Excel
Solu(on
44

45. Proposal
Readiness
Dashboard
• Feedback
Loop
(Proposal
Manager)
– Proposal
Readiness
• Capture
Plan
Created
• Developed
Win
Strategy
• Past
Performance
Iden,fied
• Key
Personnel
Iden,fied
• Non-­‐Disclosure
Agreement
(NDAs)
&
Teaming
Agreements
(TAs)
• DraW
Execu,ve
Summary
• Solu,on
– Ac,on
Items
Microso[
Excel
Solu(on
45

46. The
Good
News
• Winning
good
bids
• Avoiding
bad
contracts
• Solu,on
is
evolving
Near
Real
Time
Microso[
Excel
Solu(on
46

47. Remaining
Challenge
• Time
&
Distance
Microso[
Excel
Solu(on
47

48. Cau(on
–
Powerful
Informa(on
Microso[
Excel
Solu(on
48

49. Construc(ve
Conflict
49

50. Ford
Bold
Moves
Campaign
2006
Source:
New
York
Times
Online
Edi,on,
September,
2006
50

51. Presenta(on
Sec(ons
1. Informa,on
Overload
2. Understanding
Balance
in
The
Art
of
War
3. How
Visual
Displays
Help
Teams
Focus
4. Near
Future
Innova,on
for
Proposal
Teams
Key
Points
in
Sec:on
4.0
2.1
Disrup,ve
innova,on
2.2
Massive
paradigm
shiW
currently
underway
2.2
Balanced
Scorecard
prototype
for
proposals
Benefit:
Envision
and
share
innova,on
for
proposals
51

52. Perspec(ve
Helps
1644
Qing
Dynasty
isola(onism
takes
form
1787
USA
John
Fitch
builds
the
first
steamboat
in
the
1839
First
Opium
iWar,
followed
by
Second
Opium
War
n
1856
1864
China
builds
its
first
single-­‐cylinder
steamboat
1868
China
woestern
andapts
off-­‐the-­‐shelf
equipment
from
penly
a(ons
Sources:
Selected
notes
from:
“Discovering
Steam
Power
in
China,
1840s-­‐1860s,.”
H-­‐C
Wang,
Technology
and
Culture,
Vol.
51,
No.
1,
January
2010,
pp.
31-­‐54;
“They
Made
America:
From
the
Steam
Engine
to
the
Search
Engine:
Two
Centuries
of
Innovators,”
by
Sir
Harold
Evans,
Lille,
Brown
and
Company,
October
2004;
“They
Made
America
Video
Series,”
Produced
by
WGBH
History
Unit,
©
2004
WGBH
52

53. The
Clear
and
Present
Danger
• 2
Years
Cycle
,me
for
enemy
to
take
advantage
of
commercial
“off-­‐
the-­‐shelf”
technology
• 10
Years
Cycle
,me
U.S.
manages
technology
programs
of
record
• War
erupts
prior
to
fielding
best
technology
available
• Poten,ally,
the
enemy
can
field
beler
technology
at
any
given
point
in
,me
Source:
Use
with
permission
of
Kevin
Cogan,
US
Army
War
College

54. What’s
Happening
Now
Source:
Federal
Procurement
Data
System,
www.fpds.gov
54

55. What’s
Happening
Now
for
the
Future
Source:
US
R&D
Dashboard,
www.rd-­‐dashboard.nitrd.gov
55

56. Measuring
Time
&
Distance
Time
&
Distance
Northern
USA
Western
USA
Eastern
USA
Southern
USA
The
Elec:on
Will
Be
Tweeted
(and
Retweeted)
New
York
Times
Online
Edi,on
hlp://www.ny,mes.com/interac,ve/us/poli,cs/2010-­‐twiler-­‐candidates.html
56

57. Rela(onships
in
Context
NNDB
MAPPER
Corporate
Power
Nexus,
June
16,
2008
57

58. Visualizing
Strategic
Opportuni(es
58

59. Stream
Compu(ng
59

60. What’s
Driving
Stream
Compu(ng
• World
is
being
instrumented
• Early
use
cases
proven
successful
• New
tools
are
emerging
• Complementary
technologies
• IBM’s
exper,se
Source:
hlp://mervadrian.wordpress.com/2009/05/22/infosphere-­‐streams-­‐is-­‐a-­‐game-­‐changer/
60

61. Vision
for
Future
Proposal
So[ware
Ingredients
for
Innova:on
• Make
lots
of
mistakes
• Intensive
study
of
those
mistakes
• Share
knowledge
gained
by
studying
problems
• Mo,va,on
and
will
to
shiW
paradigm
61

62. Increase
Interac(on
&
Collabora(on
• Horizontal
Management
–
collabora,on
between
individuals
who
have
equal
authority
– Delibera,ve
crea,ve
thinking
outside
the
box
when
,me
is
abundant
• Ver,cal
Management
–
mul,ple
levels
of
decision
makers
– Extensive
level
of
skill
during
compressed
,me
– Malcolm
Gladwell’s
“Outliers”
(10,000
hours)
62

63. Thinking
Horizontally
&
Ver(cally
A
very
compressed
example
63

64. USAirways
Flight
1549
• First
officer
spent
first
30-­‐40
seconds
(16%)
of
emergency
on
checklists
to
relight
engines
(Horizontal
Management)
– Checklist
designed
for
use
at
al,tudes
over
20,000
feet
– AircraW
emergency
occurred
at
3,200
feet
• Pilot
skill
and
decisive
ac,on
overcame
absence
of
established
procedures
for
specific
situa,on
(Ver:cal
Management)
Airbus
A320
Airspeed
Scale
Green
Dot:
Represents
the
speed
at
which
the
aircraW
must
travel
to
obtain
the
best
liW
over
drag
ra,o,
allowing
maximum
range
for
glided
flight
VLS:
Lowest
selectable
speed
at
which
the
aircraW
can
travel
while
s,ll
genera,ng
liW
α-­‐protec:on:
Prevents
the
aircraW
from
stalling,
but
only
ac,vates
when
the
aircraW
is
flying
under
Normal
Law
64

65. 65

66. Collabora:ve
Approach
66

67. Ver(cal
Management
Business
Development
Without
feedback
loop:
• Minimum
innova,on
Capture
Management
• Problems
cascade
• Risks
for
failure
increase
Proposal
Management
Pricing
Produc,on
Only
Firm
Proposal
Submission
Deadline
Time
67

68. Horizontal
Business
Development
Business
Capture
Program
Proposal
Pricing
Development
Management
Management
Management
Proposal
Compe::ve
Teaming
Capture
Technical
Staffing
Basis
of
Solu:on
Management
Analysis
Agreements
Plan
Solu:on
Model
Es:mate
Graphics
Plan

69. Horizontal
&
Ver(cal
Management
Horizontal
Business
Capture
Program
Proposal
Pricing
Development
Management
Management
Management
Ver:cal
Proposal
Development
Proposal
Produc,on
Proposal
Submission
69

70. Balanced
Scorecard
• Mobilize
Change
through
Leadership
• Aligns
the
Organiza,on
to
the
Strategy
• Strategy
Becomes
Everyone’s
Job
• Cyclical
Process
• Reduces
risk
of
failure
and
improves
chances
for
success
70

71. Before-­‐Heaven
Baqua
(Circa
3000
B.C.)
Balanced
scorecards
have
actually
been
around
for
a
very
long
(me.
71

72. !
72

73. !
!
73

74. Flip
Informa,on
Source:
Shipley
Associates
Proposal
Guide
for
Business
Development
and
Sales
Professionals,
www.shipleywins.com
74

75. Horizontal
Management
(Collabora(ve)
75

76. Ver(cal
Management
(Produc(on)
76

77. Task
1
Task
96
77

78.
Governmen
Graphic
Execu:ve
Business
Capture
Program
Proposal
Pricing
Contrac:ng
SME
Technical
Produc:o
t
Affairs
Principal
Ar:st
Officer
Developer
Manager
Manager
Manager
Manager
Manager
1
Writer
n
1
1
1
1
2
1
1
1
1
1
1
1
1
2
2
2
2
3
2
2
2
2
2
2
2
2
3
3
3
3
4
3
3
3
3
3
3
3
3
4
4
4
4
5
4
4
4
4
4
4
4
4
5
5
5
5
6
5
5
5
5
5
5
5
5
6
6
6
6
7
6
6
6
6
6
6
6
6
7
7
7
7
8
7
7
7
7
7
7
7
7
8
8
8
8
9
8
8
8
8
8
8
8
8
9
9
9
9
10
9
9
9
9
9
9
9
9
10
10
10
10
10
10
10
10
10
10
10
10
78

79. “First
Things
First!”
Earliest
Deadline
First
(EDF)
Scheduler
Source:
Earliest
Deadline
First,
www.wikipedia.org
SME
Governmen Principal
Graphic
Execu:ve
Business
Capture
Program
Proposal
Pricing
Contrac:ng
1
SME
Technical
Produc:o
t
Governmen
Affairs
Ar:st
Graphic
Officer
Execu:ve
Developer
Manager
1
Principal
Manager
Manager
Manager
Business
Capture
Program
Proposal
Pricing
Manager
Contrac:ng
1
Writer
Technical
n
Produc:o
t
Affairs
SME
Ar:st
1
Developer
Manager
1
Principal
Manager
Manager
Manager
Manager
2
Officer
1
Execu:ve
Business
Capture
Program
Proposal
Writer
1
n
SME
Technical
2
1
Officer
1
1
Developer
Manager
Principal
Manager
Manager
1
1
1
1
3
2
1
1
Writer
1
Execu:ve
2
1
Capture
3
2
1
Program
Proposal
1
2
2
1
3
2
2
1
Officer
3
2
2
1
2
1
Manager
1
2
1
4
3
2
2
1
Manager
Manager
2
1
Proposal
2
1
4
2
1
3
2
3
2
1
1
1
1
1
4
3
2
1
3
2
3
3
2
3
2
2
3
2
3
2
3
Manager
3
2
2
5
3
2
3
4
5
4
3
4
4
3
3
2
1
3
2
3
2
1
3
2
1
2
1
3
3
5
4
3
3
2
4
4
4
4
4
3
4
4
6
4
4
5
4
5
4
3
5
5
4
6
3
2
3
3
2
4
3
2
3
2
1
4
4
6
5
4
3
5
4
5
4
5
4
5
5
4
5
5
7
5
4
6
5
6
5
4
6
5
6
5
7
4
3
4
4
3
5
4
3
4
3
2
5
5
7
6
5
4
6
5
6
5
6
5
6
6
5
6
6
8
6
5
7
6
7
6
5
7
6
7
6
8
5
4
5
5
4
6
5
4
5
4
3
6
6
8
7
6
5
7
6
7
6
7
6
7
7
6
7
7
9
7
6
8
7
8
7
6
8
7
8
7
9
6
5
6
6
5
7
6
5
6
5
4
7
7
9
8
7
6
8
7
8
7
8
7
8
8
7
8
8
10
8
7
9
8
9
8
7
9
8
9
8
10
7
6
7
7
6
8
7
6
7
6
5
8
8
10
9
8
7
9
8
9
8
9
8
9
9
8
9
9
9
8
10
9
10
9
8
10
9
10
9
8
7
8
8
7
9
8
7
8
6
7
10
9
9
10
9
8
9
9
9
9
9
10
10
10
10
10
9
10
10
10
10
10
10
9
8
9
9
8
10
9
8
9
8
7
10
10
10
9
10
10
10
10
10
10
10
9
10
10
9
10
9
10
9
8
10
10
10
10
10
9
10
79

80. What’s
Your
Decision
Making
Process?
• Are
data
empirical?
• Are
issues
defined
and
decisions
executed?
• Does
your
process
enable
contributors?
• Are
resources
for
your
proposal
process
balanced?
• How
does
this
process
work
across
mul,ple
opportuni,es?
• How
quickly
does
your
process
acknowledge,
implement,
and
reward
innova,on?
80