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There is nothing more fundamental, more critically basic, to the success of a Government contractor than preparing proposals. One of the keys to preparing successful proposals is knowing how they are evaluated by the Government. Another is how the source selection process works -- especially in the new acquisition environment of performance-based contracting and oral presentations.

As the detailed Course Curriculum illustrates, this program is a step-by-step analysis of the proposal preparation and source selection processes -- from both the contractor and Government perspectives -- and is designed for executives, marketing personnel, proposal writers, program manager, attorneys, engineers, contract specialists, cost analysts, and all support personnel to a competitive proposal. The benefits attendees will receive include solid reviews of: 

  • Understanding the customer's organization and regulations
  • What you must know and do before the RFP is released
  • How and when to gather information helpful to your proposal
  • How to start writing your proposal before the RFP is issued
  • The proposal: Maximizing your that really work
  • Source Selection Evaluation Boards -- how they work, how ratings are assigned
  • The role of price in winning; what "best value" really means
  • How to turn a weak rating into a strong rating
  • Written and oral negotiation strategies
  • How final decisions are made and documented


Dates and Locations

This course will be scheduled soon. Please enter your information below to receive a notification when the class is scheduled.

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8:00 AM - 3:00 PM
Orlando Government Contracts Week
9:00 AM - 4:00 PM
All other locations

1.     Preparing for the Request for Proposal

a.     The purpose of the RFP

b.    Initial review

c.     Tie into information gathered during the market assessment process

d.    Establish team

2.     Reviewing the Request for Proposal

a.     Review each section of the RFP for critical items

b.    Part I — The Schedule
(a) Section A — Solicitation/contract form
(b) Section B — Supplies or services and prices/costs
(c) Section C — Description/specifications/statement of work
(d) Section D — Packaging and marking
(e) Section E — Inspection and acceptance
(f) Section F — Deliveries or performance
(g) Section G — Contract administration data
(h) Section H — Special contract requirements

c.     Part II — Contract Clauses
(a) Section I — Contract Clauses

d.    Part III — List of Documents, Exhibits, and Other Attachments
(a) Section J — List of attachments

e.     Part IV — Representation, and Instructions
(a) Section K — Representations, certifications, and other statements of offerors or respondents
(b) Section L — Instructions, conditions, and notices of offerors or respondents
(c) Section M — Evaluation factors for award

f.     Identify critical requirements

g.    Compliance matrix Review of evaluation criteria

h.     Deploy resources to focus on those areas the RFP identifies as critical to the customer

3.     Organizing to Prepare the Proposal

a.     Establish budget for preparing the proposal

                                          i.    Dollar amount

                                         ii.    Time line

b.    Identify proposal manager

c.     Assign a team

                                          i.    Identify skills consistent with the importance of the proposal

                                         ii.    Identify the people with the skills and assign them to the proposal

d.    Identify volume managers

                                          i.    Management

                                         ii.    Technical

                                        iii.    Cost

e.     Establish control points

4.     The Technical Approach

a.     Dissect the statement of work or statement of objectives

b.    Identify main requirements

c.     Evaluate technical trade-offs

d.    Ensure ambiguous requirements are thoroughly assessed

e.     Prepare Work Breakdown Structure (WBS)

                                          i.    Use the customers first two levels if provided

                                         ii.    Complete the WBS to appropriate level

                                        iii.    Establish appropriate work packages

                                        iv.    Prepare WBS dictionary

                                         v.    Consider the establishment of an Organization Breakdown Structure

f.     Storyboard the technical volume

                                          i.    Document assumptions

                                         ii.    Establish ground rules

                                        iii.    Establish discrete section where appropriate

                                        iv.    Create themes

                                         v.    Identify artwork and graphics

                                        vi.    Identify strengths and develop a strategy to capitalize on them

g.    Begin writing

5.     Technical risk management

a.     Identify technical issues that present cost, schedule or performance risks

b.    Develop preliminary strategies for dealing with identified risks

c.     Begin developing risk management plan

6.     The Cost Volume

a.     Estimating resource requirements

                                          i.    Document assumptions

                                         ii.    Use the WBS structure

b.    Direct labor

                                          i.    Labor Categories

                                         ii.    Labor Rates

                                        iii.    Labor Mix

                                        iv.    Learning Curves

c.     Direct material

                                          i.    Interdivisional transfers

                                         ii.    Raw material

                                        iii.    Subcontracts

d.    Other direct costs

e.     Costing estimated resources

                                          i.    Application of rates and factors

7.     Cost Accounting Standards

8.     Truth in Negotiations Act

9.     Dangers in deviating from established practices

10.  Cost realism analysis

a.     Consistency between the technical proposal and the cost proposal

b.    Ensure the technical approach described in the technical proposal is consistent with the resources estimated in the cost volume

c.     Ensure the skill sets are consistent

d.    Ensure subcontractor estimates are consistent with the technical approach

11.  The Management Volume

a.     Past Performance

b.    Earned value management systems

c.     The importance of a sound project management system

d.    Describing the management approach

e.     Integration of subcontractors into the project

f.     Special requirements

g.    Integrated project teams, and other special control teams

h.     Small business subcontracting plans

i.      Risk management plans

12.  Reviews

a.     Technical reviews

                                          i.    Review assumptions

                                         ii.    Rigorous questioning on the technical approach

                                        iii.    Look for weaknesses

                                        iv.    Importance of the right team

b.    Cost reviews

                                          i.    Review assumptions

                                         ii.    Validate rates and factors

                                        iii.    Reasonableness assessment

c.     Final approvals

                                          i.    Provide time for final reviews

                                         ii.    Ensure the proposal gets there on time

13.  Role of Policies and Procedures

a.     Importance of estimating policies and procedures

b.    Importance of following policies and procedures

14.  Characteristics of an Effective Proposal

a.     Clarity

b.    Offers what the customer ask for

c.     Responsive to the terms and conditions


d.    Properly supported with logic, rationale, and explanations


Chad Braley
Chad Braley is the Chief Executive Officer and Founder of Capital Edge Consulting, Inc.  Since its inception, Capital Edge has grown into the country’s leading consulting firm, focused solely on serving both domestic and foreign contractors who contract with the US Government.  
Chad’s areas of expertise include the Cost Accounting Standards (CAS), Federal Acquisition Regulations (FAR), agency supplement regulations, Contractor Accounting, Purchasing, Estimating, MMAS, and EVM Business Systems, Truth in Negotiations Act, government accounting requirements, Incurred Cost Submissions (ICS), DCAA Audits support and preparation, other regulatory non-compliance support, Terminations, Requests for Equitable Adjustment (REA), ERP systems and risk mitigation. 
Professional Experience: Chad serves government contractors ranging in size from small businesses to Fortune 100 companies with full contract lifecycle support in the areas of accounting, contracts, compliance and training.  His clients work in a wide range of industries, including aerospace, biotech and life sciences, defense and homeland security, education, energy, health care, information technology, intelligence and manufacturing.  Chad has successfully supported clients in developing and implementing compliance controls, policies, processes, and procedures to successfully mitigate the risk of regulatory noncompliance and has helped more than 250 companies successfully complete government audits.  He has also assisted numerous clients in resolving allegations of non-compliance and supported his clients in claiming over $50 million of additional costs to which they were entitled.  Chad has extensive experience with the Cost Accounting Standards and has helped companies develop their CAS Disclosure Statements, change cost accounting practices, develop cost impact statements and defend against allegations of noncompliance.
Certificates of Completion are provided to all seminar participants who attend Federal Publications Seminars courses following the event, upon request.
All Federal Publications Seminars courses meet the course requirements of the National Contract Management Association’s certification programs. We are a proud Education Partner of the NCMA.
Federal Publications Seminars is part of West Professional Development, which is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have the final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its website:
This Program is eligible for: 13.0 (CPE) hours of credit
Program Level: Basic
Program Prerequisite: None
Advance Preparation: None
Method: Group-Live
Defense Acquisition Workforce members must acquire 80 Continuous Learning Points (CLP) every two years from the date of entry into the acquisition workforce for as long as the member remains in an acquisition position per DoD Instruction 5000.66. We will provide you with documentation of points awarded for completing the event.
This Program is eligible for: 11.0 (CLP) hours of credit
States have widely varying regulations regarding MCLE credit. LegalEdcenter is an approved provider in AL, AK, AR, CA, GA, IL, ME, MO, MS, NC, ND, NE, NH, NJ, NM, NV, NY, OH, OK, PA, RI, SC, TN, TX, UT, VA, VI, VT, WA, WI, and WV. Credit may be applied for in other jurisdictions on request and in accordance with state MCLE rules.
** Please note that because some states are changing their policy on CLE reporting, you will need to fill out the request for credit from Federal Publications Seminars within 10 business days, or we may not be able to issue credits for the program.
This Program is eligible for: 11.0 (60 minutes), 13.0 (50 minutes)
Basic or fundamental subject matter is covered. Courses are geared to general knowledge or can be taken as a refresher.
Specific topics or issues within a topic area are covered. Students should be familiar with terms of art and general concepts concerning the course topic.
Workshops and class discussions cover specific subject matter in-depth, and participation is strongly encouraged. Attendees should have at least 2-3 years' experience in the area of study.
Courses build upon students' knowledge and experience, and cover complex issues within the subject matter. Should have 4-5 years' mastery of subject for in-depth analysis.
Masters-level programs designed for professionals with 5+ years' experience. Courses cover in-depth and technical analysis on specific subjects and updates on current issues.
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Preparing Effective Proposals
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