Teaming For Success in the 90's (1-7)

4 Pages·1992·0.14 MB·English

August1992
Vol.I,NFoI.TM7P
APublicationfromINPUT’SFederalInformationTechnologyMarketProgram
Teaming For Success in the 1990s
Teamingisthemosteffectivepathtosuccess levelofaprimebidderallowstheSDBtoselect
forsmallcompaniesinthefederalmarket. afunctionalareathatbestleveragessuccessful
CharlesHall,PresidentofPSIInternational, experience. Itmayalsoleadtoaclient
andEdFranceski,ContractManageratIBM, recommendationthattheprimebiddersusea
detailedtheessentialstepstoteamingsuccesses designatedSDB. Thesestepsleadtobecoming
atINPUT’S1992FederalInformation avalue-addedsubcontractor.
TechnologyConference.
Nextisthematterofteamingwiththeright
Althoughteamingwithotherbiddersisonly partner. Beginwithidentificationofthe
onewayofpursuingfederalopportunities,it strengthsandstrategiesofthemostlikely
hasitsownrewards: acceptableprofit,small competitors. Thenevaluateingreaterdetailthe
startswithlessrisk,developmentofa approachofthepotentialpartnerbefore
competitiveoutlook,andtheopportunityto developingateamingagreement. The
developfunctionalskills. 8(a)set-asideawards candidateprimebiddershouldeithernothave
donotprovideopportunitiesfortrainingin theskillsorwanttoprovidethetechnical
competition;SDBcompetitionsaren’thelpful servicestheSDBcanoffer,atamore
fordevelopingnewskills;andbiddingaproject competitiveprice. Theagreementshouldbe
asaprimecontractorisriskyforasmall structuredwithlimitsthatprotecttheSDBfrom
business. unnecessaryrisks,andshouldincludetheSDB
inthebiddingprocess. Itisalsoimportantto
Mr.HalldrewonPSI’sexperiencein avoidrevealingcostingdetailsunlesstheprime
identifyingtheSDBactionsforsuccessful bidderalsoshowsitscosts. Today’spartner
teaming: positioning,teaming,strategyand maybetomorrow’scompetitor,andviceversa.
involvement. Mr.Franceskiaddedtheviewsof
thelargeprimeforteamingwithSDBs: plan Thesmallercompanymustmaintainarolein
access,meetgoals,structurealliancesand developingandimplementingthewinstrategy,
developmentor/protegerelationships. toassureacontinuedrelationshipafterawardof
thecontract. TheSDBmustknowthestrengths
Positioningiscriticaltoestablishingcredibility andweaknessesoftheteammemberstobesure
withbiddingpartnersandclients. Knowthe thatthewinstrategywillbeeffective,andbe
realclientandtheenvironmentofthe preparedtoincreaseinvolvementwhereitcan
opportunity,thenthoroughlyanalyzethe bebeneficial. Continuedinvolvementis
opportunity. Programmaticknowledgeatthe essentialthroughoutthebiddingprocess.
©1992byINPUT.Reproductionprohibited.

Foranybidlargerthan$50million,planto INPUT’SFederalInformationTechnology
incurthedelaysandcostsofprotests. Team Programsprovidefocusandassistancetosmall
bidsareusuallylessexpensive,permitting anddisadvantagedbusinesses. Anumberof
involvementinseveralbidsduringaprotest SDBand8(a)clientsmakeeffectiveuseof
period,andeasingtheimpactofthedelayed INPUT’Ssupportservices,particularlythe
award. ProcurementAnalysisReportdatabaseand
hotline.
Makesurethattheteamingagreementsaresolid
businessarrangementsthatprotectthebidding
ibneviensvtomelnvte,dtwhietnhltoheokprfoirmeotphaerrtnoeprp.orMtrun.iHtaileslto MarkyourCalendarforINPUT’S
emphasizedthatalliancesmustbestructuredto 1992Conferences!
protecttherightsofthepartners,andtopermit
emeats.ydSiusbscoolnuttiroanctifincgoamlmsoopnroobvjiedcetsivtehseaSrDeBnot • OCuotnsfoeurrecnic—neg—IGneftotrimnagtiDoonwSnysttoetmhseNuts
withmorecontroloverbiddingcosts,without andBolts willbeheldSeptember17and
aninordinateincreaseinrisk. 18,1992attheRitz-CarltonHotelin
McLean,Virginia.
nMaern.eddFmrtuaosntucneddseekfriisntpeaotinhndetherodelwoautttiootunhssahetippSsrDiuBmpsefcerofofnnettc.rtaicBvteooltryhs, • hF1ea9li9dr2mNUoo.nvSt.eHmEobxteeecrluit1n,iv2Se,anaCnoFdnrfa3en,rci1es9nc9co2e,,waitllthbee
pianratiwesaynetehdattroappliadnlyolneahdoswtotoidaecacsesosnehaocwhotthheeyr California.
canworktogether. Aproperlystructuredand FormoreinformationcontactBarbara
nurturedagreementcanleadtopartnershipsthat Fisher,ConferenceCoordinator,
lastforyears. [phone].
TheSDBsubcontractoralsomustmeetall
reasonableperformanceandcostgoalsofthe
opportunityandtheprimetobeinvitedtojoin
inperformingotherjobs. Theprimeshouldnot
loadthesubcontractorwithanunwarranted
levelofrisk,althoughrisksharingisfairly
commonbetweenlong-termbiddingpartners.
—
Ideally,theprime—contractorwilloffer andthe
SDBwillaccept amentor/protege
relationship. Theprimecanhelpthe
subcontractormeetcashflowemergencies,find
neededresourcesandidentifyadditionalareas
offunctionalgrowth. TheSDBcan,atthesame
time,enhanceitscompetitivepostureforfuture
opportunities.
ThisResearchBulletinisissuedaspartofINPUT’SFederalInformationTechnologyMarketProgram
fortheinformationservicesindustry.Ifyouhavequestionsorcommentsonthisbulletin,
1953GallowsRopalde,asSeuicatlel5y6o0u,rVlioecnanlaI,NVPAUT22o1r8g2a,niTzealtieopnhoonreJo(h70n3F)r8a4n7k-6at87I0N,PFUaTx,[phone].
2 ©1992byINPUT.Reproductionprohibited.