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Fall 2001 Serious Times

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Fall 2001 Serious Times CEO Forum EXECUTIVE DIRECTOR What we must become David L. Winton Phone: (909) 659-0789 • Fax: (949) 240-4844 his will be my last message as CEO of APMP. For the past E-mail: [email protected] four years, I have been either CEO or COO, which affords Web site: http://www.apmp.org Tme a rather unique view of what we need to do to continue our evolution as a professional association. So bear with me while BOARD OF DIRECTORS I once again express some hard opinions based on experience, analysis, and stubbornness. CHIEF EXECUTIVE OFFICER If I leave the membership of APMP with anything of value, it is Eric Gregory, CACI, Inc. • [email protected] this: We must become the professional association of choice for new business acquisition experts. Why do I say this? CHIEF OPERATING OFFICER One of the key things we need at APMP as a part of our long- Karen Shaw, BAE Systems term strategic plan is growth. Although a nonprofit organization, we are not much different from [email protected] a business. Growth is good; stagnation and contraction are bad. There is not much to argue about there. Growth in membership provides additional revenue through dues and conference atten- SECRETARY dance and becomes a constant source of new ideas and leadership necessary to propel the organ- Nancy L. Cottle ization to a solid place among professional associations. But our source of members among those [email protected] who consider themselves exclusively proposal management professionals is a much smaller domain than that which touches the full cycle of new business acquisition activities. We must DIRECTORS AT LARGE tap into these additional sources for many reasons, not the least of which is that we as proposal management professionals are dependent upon other new business acquisition professionals for COMMERCIAL PROGRAMS significant portions of our proposal activities. Charlie Divine When you think about it, we are heavily dependent on marketing personnel, competitive [email protected] or business intelligence professionals, capture managers, program managers, and senior execu- CHAPTER OMBUDSMAN tives who must make tough, competitive decisions that affect our efforts. We sometimes like to Chuck Keller, Jr., Keller Proposal think that we are independent and we control the success or failure of our efforts as proposal Development & Training management professionals. Yet we all know and we all preach the success of the capture/pro- [email protected] posal team. Well, we are missing a large part of the winning team as representatives in APMP. If you go back and look at your most recent Perspective, you will notice that I suggested MEMBER SERVICES changes to our mission statement and recommended that we recraft our vision to be much more Kirste L. Ross, inclusive than we have ever been before. Additionally, I have suggested that we adopt a Value Foster Wheeler Environmental Corporation Proposition as part of our campaign for new members and new business acquisition representa- [email protected] tives. This proposition should focus on improved growth and competitiveness for member com- panies and organizations, including non-profit and Government agencies. That has to be our pitch, GOVERNMENT LIAISONS and there has to be value. John J. Meehan, Rockwell Collins Recently, we developed a new brochure and purchased an APMP table top display for use at [email protected] trade shows. I hope these will be useful in marketing APMP to the wider community of new busi- ness acquisition professionals and executives. The brochure was developed as part of our participa- Mary Mills, The Boeing Company tion in Acquisition and Logistics Excellence Week. It is an interim product while we work on the [email protected] final version. It does, however, emphasize the direction we need to go in to be successful, i.e., “New Business Acquisition Excellence for Sustained Growth and Profit.” But there is only so much we SPEAKERS BUREAU can do to sell the organization from the top down. This is where each member can help. John E. Barker, John Barker Associates Each of us in our roles as proposal management professionals touches the other constituents we [email protected] need to bring into the greater team if we are to really improve our individual, company, and indus- EDUCATION try success in new business acquisition. What we need is a committed sales force that will carry the David Bol, Dynegy message internally throughout our member’s organizations, and that will work hard to bring these [email protected] people we often depend on into our orbit. You can make your job easier if we begin to bring into APMP those other disciplines we PAST C.E.O. depend on for information and support. We will support you but we need your help. I need you to Bill Painter, Shipley Associates talk to your marketing personnel, capture managers, business intelligence people, and program [email protected] managers about the benefits of joining the new business acquisition team as full partners. In that way, we can truly learn from all members of the team environment we build on any winning effort. Next year, as immediate Past CEO, I will remain on the Board of Director and actively work LEGAL COUNSEL these marketing and membership growth issues as my main job. Let me know what I can do to Stephen P. Shipley, help you help APMP. Let’s get going on the business of making APMP the association of choice Shipley Associates, Inc. for the new business acquisition professional. [email protected] In parting, I would like to add one more thing. Please remember those who perished in the events of September 11, 2001 and do your best to support what will be a long campaign to STAFF-MEMBER SERVICES/ ensure the triumph of freedom. Our profession has much to give toward this effort. I am certain CHAPTER RELATIONS we will all contribute. Barry Fields [email protected] STAFF — APMP PROFESSIONAL JOURNAL R. Dennis Green [email protected] ProposalManagement 1 Cover art by Doron Krinetz Photo by R. Dennis Green Proposal A reproduction canal boat rests at its mooring on the Chesapeake & Ohio Canal. At this location, just below lock 20, the canal is cut into a Maryland Management slope, over 50 feet above the Potomac River’s Great Falls. Ranger-led canal boat rides, in addresses season, are powered by mule. 2001 fall CEO Forum what we must BY ERIC GREGORY become 1 Call For Articles invitation 5 From the Editor welcome 7 BY R. DENNIS GREEN Demise of Dinosaurs trends & views 8 BY ROGER DEAN A Business Development Virtuoso ianelli profile 12 The driving force behind the proposal industry’s third largest proposal management services firm—Michael J. Ianelli BY R. DENNIS GREEN The Electronic Procurement Revolution article 19 Gay Irby tells how NASA revolutionized federal acquisition service on the Internet BY GAY T. IRBY MS Word Power article 28 Make placing artwork in proposals easy with this Word add-in BY DICK EASSOM Telecommuting and the Proposal Manager article 37 How BellSouth uses telecommuting in the Proposal Management process BY SHERRI R. GREER 2 APMP The Journal of the Association of Proposal Management Professionals IN THIS ISSUE 43 article RFP Response Mapping and Compliance Identification How to organize and respond to all instructions and specifications BY DAVID H. HERNDON 50 article Net-working the Web How to leverage the immediacy and connectivity of the Web to find assignments and improve the way you work BY PETER J. OGNIBENE 54 article Bidding for the Best and Brightest Recruiting and Hiring Top Quality Proposal Professionals BY JON SISKIND 59 article Nineteenth Century Contracting Foibles in the Building of America’s Canals Contracting for 4,000 miles of canals in the 1800s, not so different from today’s competitive bidding BY DR. JAYME A. SOKOLOW 63 book reviews Successful Proposal Strategies for Small Businesses: Winning Government, Private Sector and International Contracts (Second Edition) By Robert S. Frey • Review by Susan Bielak Government Proposals: Cutting through the Chaos By Rebecca L. Shannon • Review by Amy Bennington 65 products & RFPMaster Product Demonstration Review A Sant Corporation product commerce BY GREG WILSON 68 guidelines Editorial Statement and Guidelines for Authors ProposalManagement 3 What’s Next for Proposal Management SPRING2002 everal interesting themes are emerging for inclusion in the SSpring 2002 edition of Proposal management. Proposal First among them is proposal security, a long-standing concern that gets reexamined in view of both known and new, unforeseen threats. We are also working with candidate authors on pieces related to proposal Security production, multilingual proposal translation, a protest case/past • proposal performance advisory, and a production dozen top rules for winning work. To this, we hope to add case studies, • multilingual a profile, book and product reviews, and proposals two or three other features. Unsolicited articles are encouraged and welcome. All • protests articles are subject to management and • rules for winning peer review. First APMP Fellows Nominated and Inducted The class of 2001 Fellows was announced at this year’s National Conference in Albuquerque. 2001 APMP Fellows Nancy L. Cottle CDI Technical Services [email protected] Eric Gregory CACI [email protected] Marianne Gouveia CDI Technical Services [email protected] Steve Myers Emergent Information Technologies [email protected] Patricia Nunn Anteon Corporation [email protected] Bill Painter Shipley Associates [email protected] David Pugh Lore International Institute [email protected] Tom Sant The Sant Corporation [email protected] Steve Shipley Shipley Associates [email protected] To be honored as an APMP Fellow these individuals have been an APMP member for at least 5 years, and have upheld the principles and ethical standards of APMP.
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