Dena Tompros, Independent Consultant

1. Dena Tompros, Independent Consultant Client Business Case– A Large, Federal Systems Integrator’s ImplementationofMicrosoft Dynamics Customer Relationship Management (CRM)

2. Agenda • Problem Statement • The Paradigm Shift • Client’s Goals • Client’s Requirements • Implementation Approach • Data Accountability, Management & Automation • Policy & Governance • Evolutionary Implementation • Best Practices & Lessons Learned

3. “The Problem” Client organization formed by multiple acquisitions Each company had their own BD process & culture Each company had their own application or “way” of pipeline tracking Need to synchronize “The Strategic Orders Plan” across a multi-$B organization No centralized view of pipeline management, reporting or accountability

4. Dena’s Moment

5. Previously = Opportunity Tracking Near term opportunities Company-level core recompetes WinAward, Excel, Joe Schmo’s desktop DB Sporadic tool usage, not mandated/enforced Limited flexibility to change or add fields Data everywhere -- Unable to generate reports easily Result: Winning through great proposals (Lower Pwin on NEW, transformational opps) Revised business approach = Customer Relationship Management Long-term, market view of pipeline opportunities Near term opportunities, if critical Group-level opportunities, requiring cross-company visibility Usage mandated for BD & Capture Staff, enforced through Performance Reviews Central repository & collaboration source for customer interactions “The source” for management reporting Result: Winning with upfront capture planning and discriminating solutions (Higher Pwin) The Paradigm Shift CRM is a management & user paradigm shift – significant culture change required

6. CRM is More Than a “System” All components must work together for an effective implementation People = Data Management, Incentives, Culture “Business Process & Policy” MS CRM “Technology,” customized to Client Process

7. Client Goals Build & manage the entire OG pipeline Automate the Client Business Development Process Capture customer intelligence Manage campaigns Contact management & call planning Enable collaboration among Communities of Interest & across teams Simplify & streamline reporting Easily update system fields & reports on the fly Enable Enterprise Information Integration Microsoft CRM (for Government Contractors)* selected

8. Client’s Enterprise ‘Big Picture’ Business Development Human Resources Financials Communications DELTEK Peoplesoft Sharepoint CRM Common Applications Layer Safelnk Exchange Mail Sharepoint Portal Business Objects Active Directory WEBEX Separate Extranet Microsoft Office IT SECURITY LAYER Safelnk Safelnk RSA VPN Intrusion Detection Separate Intranet Firewalls Integrated Anti-virus Spam Blocking PKI TRANSPORT LAYER AT&T MPLS AT&T LD CISCO IP Phone Verizon Wireless T-Mobile Wireless RIM Blackberry

9. CRM Components & Potential Interfaces CRM Mobile Deltek Financial Management & Reporting Bus Dev Workflow Lifecycle Management Opportunity Management CRM “Snap” Contract Management VOIP Integration Collaboration Pwin Standardization Microsoft CRM 3.0 (web-based) Phase Review Management System (PRMS) Office 2007 Integration (weekly batch) Competitor Intelligence & Partner Teaming Management Reporting/ Business Intelligence Enhanced Reporting Client Version SRS DB Consolidated Business Intelligence Contact & Activity Management Collaboration Management Dashboard Sharepoint Portal Delivered Functionality Potential Interfaces Phase II & Beyond Functionality Pending business case & Infrastructure Readiness Process Automated

10. Implementation Approach – Requirements Gathering • Business & System Requirements Approach • 4 requirements meetings with BD execs from across Group • Emphasis on customization to Group BD Processes & lingo • Requirements defined with 644 line items • Data Elements for Management Reports identified • Required fields defined, tied to BD process phases & management reports • Top-Down Desired Management Information • Pipeline Report (A, B, O opportunities) • B&P (Requested vs. Authorized) • B&P (Authorized vs. Spent – dependency on interface with financial system) • Phase Review Status (Planned, Conducted Management Lifecycle Reviews) • Win/Loss Status • Pipeline Health (A/A+B by a variety of business segments) • Key Opportunities (>$100M) • Orders Plan (Fs & As – dependency on interface with Financial System) Desired Management Reports drove required interface strategy & multi-phase Implementation Approach

11. Pipeline Management – Data Accountability Components of BD Pipeline are Managed outside of BD

12. Data Process Management & Automation Contracts Enters ‘non-BD pipeline’ components HERE upon Proposal Submission Contracts Enters Updates to WON contracts HERE Post-Award BD/Capture Enters Pipeline Opportunities HERE throughout BD Lifecycle PHASE IV: Sharepoint web form Contract Management (Awarded Value by contract year, NBAE/B&P Spent) Opportunity Management, Customers, BD Process Contract Mods Engineering Changes Task Orders XML push to CRM CRM push to Deltek upon award Deltek pushes ‘updates’ of to be defined fields to CRM post-award

13. Key Requirement Challenge - #1 Security • Problem: Create an application structure that limits access to “protected” opportunities in the classified customer space • Resolution: • Created hierarchical parent/child orgs for user base – assigned users based on BU/LOB; classified group in BU ‘protected’ bucket • Created security workflow for “protected” opportunities supporting: CIA, DIA, FBI, NSA, NGA, NRO This is easily configured

14. Security Workflow Workflow Steps: • Opportunity Authors are designated as protected/unprotected authors by the user group to which they are assigned. • Opportunities from User/Authors that are designated as “protected” authors  AND/OR represent one of the Agencies listed on the Security Policy as protected (NGA, NRO, CIA, DIA, NSA, FBI) , automatically are submitted to security review Using the following process: • System auto-assigns “Owner” to Security upon ‘save’ of opp meeting above criteria. • Security documents review comments in "Notes" section to create a security log.  [Need Security SLA to ensure timely completion] • Security reassigns to original user/author for assignment or correction. • If correction is called for, the user/authors will make desired changes and resubmit back to Security (repeat process Step 2). 2A requires code – all other workflow easily configured

15. Implementation Approach – Con’t • Development/Configuration • ePartners configured customized system prototypes following requirements sessions • 4 prototypes enabled & encouraged active user feedback to the end product • Configuration changes took hours, not days to weeks of a s/w dev cycle • A few requirements needed custom code • identified early on & planned in prototype delivery cycle • Included Pwin Generator, Required field mandate for LCM programs, Automatic phase change, pipeline report transformation logic (from contract year to calendar year) • Tested by client project team as first step in User Acceptance Test • Data Conversion • Project Team mapped 2 different systems to MS CRM • ePartners identified data transformation requirements • ePartners conducted multiple data conversion loads • Client manually entered spreadsheet data in • System Test – Conducted by Client (ensure you have resources & define scenarios for test execution) • Training/Deployment – ePartners & Client • Developed Help Desk Strategy & conducted training pre-deployment • Trained 100 BD/Capture users over 1 week & activated user accounts evening before training • Implement Policy & Governance Approach to drive utilization Plan Most Time HERE Key to Success Configuring the Tool is Easy – Getting Business Buy-in is the Challenge

16. Need to formalize BD policies to support CRM best practices • Data standards • Program names, company names, etc. – acronyms or not? • These standards will affect search parameters • Document & publish a formal data dictionary • Extend FABO planning guidance to entire BD workforce • IDIQ reporting standards • Requirements for documentation of customer information • Company practices and use of CRM to support business • Carrot/Stick Incentive examples: • B&P approval requires opportunity in CRM; phase/opportunity/bid approval review artifacts to be generated ONLY by CRM • Bonuses contingent on individual pipelines represented in CRM Need Carrot & Stick Incentives, Tightly Enforced

17. Recommended CRM Policy & Governance • *ALL Contract opportunities within the CSOG shall be entered once & tracked in CRM. • *IDIQ/GWAC Vehicles & their associated Task Orders shall be entered & tracked in CRM. • Opportunities shall be managed in accordance with ‘Client’ Systems Lifecycle Management. The BD Process Document serves as a reference guide. • *ALL opportunities shall have a CRM record prior to a B&P Request or the conduct of a Phase Review. • ALL opportunities shall be entered in an “Unclassified” form in CRM and may be subject to a Security Review. • *ALL opportunities in the “1-Exploratory” and “2-Qualified” BD Process stage shall be owned and updated by Business Development. The associated BD Executive is responsible and accountable for their accuracy. • *All opportunities in BD Process Stages “3-Target” through “Won/Lost/Cancelled/No-Bid” are owned by the Capture Organization. The associated Capture Executive shall be responsible and accountable for their accuracy. • *At least one contact shall be entered for each opportunity. • *ALL Opportunities shall be updated weekly by Friday Close of Business. *Reflect Business Process Changes – Who enforces & how?

18. CRM Evolutionary Implementation Reqmt TBD • Delivery in Phases with evolving capabilities: Phase III 1Q07 Phase IV TBD-07/08 Phase II 12/22/06 Phase I 6/26/06 MS 3.0 (GC) Core + Client Customizations GC Upgrade Reporting Upgrade Ease of use enhancemts Integration & add’l reports COMPLETE COMPLETE COMPLETE • Opportunity Pipeline • BD Process/LCM Mngmt • Contact Management • Partner/Competitor Intel • Pwin Generator • Train core users • DB & reporting rewrite • Automated reporting calculations • Misc Enhancements • Revise required fields • Revise 2007 LCM Threshold • Expand Automation • User Data Clean-up • Portal Integration • Expanded, custom reports • Deltek Integration Evolve business processes to support strategic goals over time

19. Best Practices & Lessons Learned • Business: • Have your BD/Capture leadership in place & stabilized before customization • Define, document & train on any business transformation prior to system implementation • Have a Stakeholder Committee agree, set, and commit to uphold CRM policy • Include Business Operations in Stakeholder Committee • Identify a series of incentives/disincentives to ensure compliance • Technical: • Have your enterprise strategy well-defined when implementing your CRM solution • Have all users on the same network for ease of authentication • Otherwise, need to establish 2-hop Kerberos authentication • Ensure your Roles & Permissions are clearly defined and testing includes role validation • Include the Help Desk in pre-deployment testing & training for application familiarity & validation of issue escalation process Management Buy-in & Enforcement = User Adoption

20. Final Thoughts…….It’s a learning process • Good judgment comes from experience, and a lot of that comes from bad judgment. • Wil Rogers • “Hopefully You’ve Learned from Mine…” • - Dena Tompros