Happy New Year…And A Look Back on 2017

SparklerAs we kick-off the New Year, I’d like to take a moment to celebrate everything that we achieved together in 2017. To sum it up, it was a year of astonishing growth. Which is perfect, actually, because it’s why we exist: to promote professional development, to advance the profession, and to help our members win more business. To grow.

In that light, last year was incredible for APMP. Among our many accomplishments, here are some of the “greatest hits” from 2017:

APMP Certification

Certifications continue to grow, with the highest gains coming from our Foundation Level certification. The Foundation Level, which serves folks who are newer to the career field, jumped by 17% over the prior year. Since we started offering it in 2004, more than 8,435 people worldwide have earned this credential. It’s recognized as the global standard for bid and proposal professionals, and has become a “must-have” certification within the industry. In 2017, APMP so far issued a total of 1,201 certifications between Foundation, Practitioner and Professional.

International Expansion

We changed the geographic footprint of APMP this year, which was a major milestone in our efforts to serve a global audience. Guided by APMP’s International Board of Directors and the three-year plan that they set forth, we opened a new, independent company in Europe called the APMP United Kingdom Development CIC. This extension of APMP will help us better serve our UK members. Specifically, it will ensure that money raised in the U.K. – through memberships and other purchases – stays locally to serve our members in the U.K.

We also added a full-time staff member in London, Tony Round, to help increase our corporate memberships and sponsorships throughout Europe. In 2018, we will add a similar position to support our growth in India.

And, we launched the European Reporter, a weekly newsletter to help members stay apprised of industry news for our European members

APMP Bid & Proposal Con

In June 2017, we held our biggest APMP Bid & Proposal Con yet, maintaining our position as the world’s largest event dedicated to proposal, bid, capture and business development professionals. Nearly 950 colleagues from around the globe met us in New Orleans, LA USA to network and sharpen their skillsets, and 90 people took a certification exam during the three-day event. (The Mardi Gras King Cake popcorn was interesting, too.)

If you haven’t done so, save the date for our 2018 event: May 15-18 in San Diego.) We’re piloting a new, more member-focused approach to delivering content that should yield new and interesting educational opportunities.

Corporate Memberships

In 2011, we had 19 corporate members. Today, we have 99. That’s fantastic news for members who want to share the resources and benefits of APMP with a larger team. Because every corporate membership is unique, our Board, members and business development staff have worked very hard to create corporate packages that promote professional advancement and are good investments for their employers. When more people have access to education, tools and best practices, everybody wins.

In keeping with our commitment to openness, additional details about these achievements – figures, financials, and more – will be included in our Annual Report. It will be emailed to members in February and posted on our website.

I must close by saying “Thank you.” These wins are largely attributable to our members, particularly those who serve on the Board. They dedicated their time and talents to create an inspired long-range plan for APMP. It’s been a pleasure to carry out your vision, and we look forward to what’s ahead.

Happy New Year.

New Approach to Finding Speakers for APMP’s Bid & Proposal Con: Our members are setting the agenda for 2018

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It’s time to shake things up a little.

For nearly 30 years, we’ve planned and scheduled speakers for our annual APMP Bid & Proposal Con the same way. Earlier this year, we started talking to other associations about how they make their conferences great—and decided to turn our process on its head.

Rather than prepare a schedule full of speakers and topics that we deemed interesting, we asked members in our APMP committees what they wanted to learn. In response, we created a list of session topics for 2018. Descriptions of the most-requested topics are posted online, and now we need members to step up and self-nominate to lead these sessions.  The deadline is Friday December 15, 2017.

We’re very excited about this new, more member-focused approach. We’ve already noticed a request for more panel sessions and interactive opportunities than we’ve offered in the past. The members we polled are also looking for input from a wider range of professional levels, so there will be valuable information—and presentation opportunities—for everyone, from new proposal coordinators to seasoned VPs.

To self-nominate, check out the list of available sessions. Select up to three sessions that you’d like to lead or participate in as a panelist, and include a brief write-up (950 characters or less) about your qualifications and experience.  Please note that when you select a session, you can only do one at a time.  For example, If you want to submit two sessions, you need to send the form in for the two different sessions.

If you have an idea for a lecture, panel or workshop that isn’t listed on the site, don’t worry. We’re accepting wildcard suggestions, too. The selection committee will consider member input when choosing wildcard panels. We’re working hard to provide content that members have asked for in 2018.

There are only two simple rules: Self-nominate by Friday, Dec. 15. And, members may self-nominate for a maximum of three sessions.

Every member has something to share. We look forward to learning from all of you in 2018 and beyond. Our members make Bid & Proposal Con a great event, and APMP a great association.

Seven Steps to Using Your APMP 2017–2018 Compensation Report as Your Personal Professional Development Tool

If you are a U.S based  member of The Association of Proposal Management Professionals (APMP®), you should know that the 2017/2018 APMP U.S. Compensation Report is included in the cost of your membership. What you may not be aware of is how you can use this report as a professional development tool.

A special note to all of our APMP U.K. Members — you’ll be getting your own free APMP Salary Survey and Compensation Report in spring 2018.

The 2017/2018 APMP U.S. Compensation Report is a vendor-free and industry-endorsed guide for professionals and management alike. It provides an unbiased benchmark on members’ salaries and allows you to interpret the data to chart your own professional development arc within your company. Seeing what others make in comparable positions and in your geographic area helps you understand where you are among your peers—and can possibly assist you in negotiating a higher salary at your current position.

STEP ONE: Get started with the APMP 2017 Compensation Report

Once you’ve located the report online, (free to members) research the salary for those in your region with the same/similar title as yours. (If you have misplaced yours, just request another from membership@apmp.org and we’ll get it right out to you, provided you are an APMP member in good standing.)

  • If your salary is comparable to or higher than those posted in the report, close it and know that you are fortunate enough to be working for a company that compensates its professionals at the higher end of the spectrum.
  • If your salary is lower than average, roll up your sleeves and start planning how to introduce this fact to management in a positive way.

First, research your company to better understand what salary ranges have been and how your current salary fits into them. For example, if your company already has their own salary survey/compensation report, compare this data with what you find in the APMP report. If not, consider asking human resources for salary comps. By consulting both sources, you’ll have a better idea of where you stand in your company and your field.

Remember that the 2017/2018 APMP U.S. Compensation Report is a great benchmark, but it should be used positively and not as a brick bat. The compensation report provides a wealth of data, but it can’t give us insight into all the nuances that go into determining salaries at a particular firm.

 

STEP TWO: Determine your worth within the company

Before starting a discussion about your salary, it’s important to know your worth to the company. Here are a few ways to start.

  • Use the 2017/2018 APMP U.S. Compensation Report to determine the appropriate salary level for someone with your experience, in your region.
  • Combine that with any data you’ve learned from your own company regarding salary levels.
  • Prepare a list of special projects you’ve worked on, wins you’ve contributed to, examples of how well you’ve integrated into the company culture, and the number of years’ service to your company.

Be sure to back up your discussion with stats, facts, and charts from the APMP Report and elsewhere. Hard data speaks louder than emotion in these types of discussions.

 

STEP THREE: Think of your position, not just the salary

When asking for a raise, people tend to focus on money. That’s important, but it’s only part of the picture. Highlight your past accomplishments and describe your intentions for the future. Connect yourself to the company, your history with it, and how you want to be an important part of its future. This allows your supervisor to see that you want to build a future with the company that transcends money.

 

STEP FOUR: Be positive in your negotiations

While you should have a number in mind before beginning salary negotiations, don’t let a lower offer sidetrack you. Be positive, and use your APMP data to show that you’re asking to be paid what your peers are making—not a random, pie-in-the-sky number. Avoid ultimatums like “If I don’t get the raise I think I deserve, I’m out of here.” Instead,

  • Explain why you think you deserve more money.
  • Show how peers in your geographic area with similar titles are making the same salary that you are asking for. Show the industry data and source it to APMP, your industry’s association.
  • Stress that you hope to be brought up to their level.
  • If this can’t happen immediately, offer to work with your manager on a stepped plan to get you to that level.
  • Lastly, let them know how much you value your job and the opportunity.

 

STEP FIVE: Be prepared for pushback

If your supervisor comes back with a competing compensation report that shows a lower pay scale, be prepared with an answer.

  • Underscore that the 2017/2018 APMP U.S. Compensation Report is independently produced and created by the governing body for your industry.

Talk about how this is the fourth APMP U.S. Compensation Report and how it is the default salary setting tool for the industry.  Talk about how nearly 1,000 industry professionals contribute to the data and it is regularly used by industry HR Departments and senior level supervising managers as an industry benchmark. Your employer may not be prepared to give you the raise you feel you deserve right now, but you can move the conversation into the direction that you want long-term—and start establishing the APMP Report as a trusted, industry-standard resource.

 

STEP SIX: Stick to your guns

One you have your figure and your list of achievements, you have a solid base for negotiations. If you present the salary information to your supervisor and they still offer you a lower raise than what you’re hoping for, reiterate your achievements. While many companies set aside a certain pool of money for raises, there’s often room to compensate special employees who have gone above and beyond.

 

STEP SEVEN: Thank your supervisor

No matter the outcome, thank your supervisor for the time and consideration they have given to the process. Hopefully, this is just one of many salary reviews. You want to set a tone that’s professional and personal, and develop a process that you and your employer will value and can use time after time.

 

Will the 2017/2018 APMP U.S. Compensation Report guarantee you a salary increase? No, of not, but it will surely help. APMP presents you the information laid out in a logical way and when you use that information in a similarly logical way, good things can happen. Many APMP members have shared that they were able to increase their salary simply by asking for a raise—and using the APMP Compensation Report to back up their request. We sincerely hope that happens for you as well.

Want to discuss this further? APMP is standing by and happy to counsel you on the best ways to use the 2017/2018 APMP U.S. Compensation Report in your next review. Just call APMP Membership at +1 (866) 466-APMP (2767), then dial 0 or e-mail them at membership@apmp.org. Tell our APMP Membership team that you would like guidance on using the 2017 APMP U.S. Compensation Report for your next review, and someone will get right back to you.

Helping to Prevent the Next Multi-Million Dollar Overrun

As the rough outlines of a $1 trillion infrastructure revitalization package begin to emerge, an essential element that will ensure its success has less to do with paving and construction than it does with effectively matching a company’s capabilities with the needs of a government agency bidding out a new project.

The downside of a poor match can be costly, leading to budget overruns and schedule delays. Sometimes they are the fault of the contractor, other times they are the fault of the agency. But one certainty is that with careful planning at the front end on both the part of the government agency and the companies bidding on projects, the largest public works program in generations will be a major success and taxpayers will be the beneficiaries.

As part of any infrastructure package or program to rebuild bridges and roads destroyed by recent hurricanes and subsequent flooding, Congress should direct government agencies to improve the quality and the consistency of their request for proposals, or RFPs.

This issue is far from an arcane contracting matter. It could literally save millions of dollars, depending on the program. Poorly written RFPs can cause delays because they generate an excessive number of questions by the bidding companies. They may even discourage the most qualified companies from participating. They may spark protests from contractors who lose the procurement, resulting in costly delays. They can lead to cost overruns and reputational risks for the government agency and contractors.

The most current survey of government and industry proposal professionals found plenty of room for improvement in the proposal process. Some 80 percent of proposal experts who took part in the study said that draft RFPs issued by government agencies are too schematic and could be more specific in laying out the needs of the agency.

What’s more, government proposal experts who issue RFPs and those proposal experts in industry who respond to them overwhelmingly agreed that improving the quality of RFPs and their consistency would reduce costs and result in a better value for taxpayers.

For companies bidding on government RFPs, improving the process rests squarely on whether the government can change its approach and communicate better from the outset of a procurement, according to the 2014 survey by the Association of Proposal Management Professionals.

But federal officials and industry experts diverge on how much communication is enough. Industry experts want more communication from the agency. They are reluctant to commit extensive resources to bidding on a contract unless they have as much clarity as possible about the requirements the government seeks to fulfill. At the same time, it’s a delicate balance for the government agency issuing the RFP, which must follow a raft of regulations and be careful not to be perceived as showing favoritism for one bidder over another.

This tension is why more than 90 percent of industry respondents surveyed wanted communications open from the issuance of the first draft RFP to the final draft of the RFP, a process that could top months or years depending on the breadth of the program. But only 60 percent of government respondents saw this as a necessary change.

The survey and report, titled “Closing the Procurement Gap,” noted “a gulf of understanding between industry and government that can be reconciled through dialogue. … The basis for understanding and improvement exists.”

The problem is not intractable. Both agencies and contractors want the highest value for the taxpayers and both agree that better communications can help. With so much treasure at stake in the infrastructure package and post-hurricane rebuilding, procurement professionals have a vital, if unsung, role to play in ensuring that taxpayers are well served and that the nation receives the best possible roads, bridges and highways.

This OpEd piece appeared on InsideSources.com on October 31, 2017.  It was written by Rick Harris, executive director of APMP.  Any APMP member is encouraged to reprint or repost this piece.  It is intended to promote bid, proposal, captures and presentation professionals who make up our industry.  The orginial text can be found at http://www.insidesources.com/helping-prevent-next-multi-million-dollar-overrun/

APMP’s People Power: Turning the Mirror On Ourselves

There is no question that APMP has enjoyed great membership growth these last few years.  We are up 70 percent since 2011 and our nearly 8,000 members have helped to define this tremendous industry.

Over the past few years we have spent a lot of the time focusing on APMP as an association.  This includes everything from making sure that the business runs correctly, the educational content is solid, the staff is in place, our accounting and business practices are transparent and that we are returning value for your $150 annual investment.

We have spent the last few years focusing on APMP as an association because we want our current and prospective members to understand what the association is, how we are all better when we work together and what we can be in the future.

Now that APMP is a fiscally sound, high performing association for its members where do we go from here.  APMP’s Board of Directors has decided to look at the association from the inside out.  Our first step was to look at what profession stands for and how we define it.  We want to understand who we are, how we work, how we work better and for whom.  We are looking at you!

We wanted to understand the individual professionals that make up APMP and the bid, proposal and capture industry.   One of our first initiatives from a visibility perspective is to shine the light on who we are and what we do.  You will continue to see the personal stories about how our members are making a difference in their companies their economy.

Other things to come include understanding how others see us (you) and how we want them to see you.  We want them to know that we are a profession dedicated to winning business and we want to get that word out with messages about professionals like you who want to become APMP members.

We already have a trusted certification program as a best practice measuring tool, APMP Compensation Reports, APMP’s Writing Professional Bids & Proposal for Dummies and other benchmarking tools as reference points to show others how we make a difference in the business winning part of our industry.  We’ve come together through chapters, to learn, share, help and network and help each other in ways professionally and personally.

You will hear a lot about APMP members and the power of the people who make up this great association.  You’ll hear less about the theory of how to win, and more about the people who do win.  You will see a lot of names and faces, many of whom you’ve never seen before.

Our members are the economic engines in their own companies.  A contract isn’t won without APMP member’s fingerprints all over it. APMP members lead the way to keep businesses thriving by pursing and winning the right deals, with the right strategies at the best cost.

You are going to be hearing a lot more about what you do and how you generate the Power in your association and how it works for you.  We thank you for your support, your commitment to our industry and for building this “people power” driven APMP.

APMP Announces Call for Board of Directors Nominations

The Association of Proposal Management Professionals (APMP) announced recently a call for nominations for their Board of Directors for the 2018-2019 term. They will be electing up to 3 new board members to serve for the next term and want you to submit your self-nomination before Wednesday October 11, 2017 at 5pm EDT. APMP is looking for motivated leaders to join their Board of Directors and help build the future of the organization.

There are certain requirements that must be met in order to serve on the Board of Directors for APMP. You must be a current APMP member and prior leadership experience (maybe in your local APMP chapter) is preferable. Applicants must also have their APMP foundation level certification or be willing to attain it within the first year in office. The biggest commitment of this position however, is being able to attend various meetings over the course of the year.

You must be available to attend up to two face-to-face Board of Directors meetings during the year at your own expense (though sometimes employers may be able to assist with these costs). The 2018 meeting is in San Diego, CA in mid-May and the other meetings in the last quarter of 2018 and 2019 have locations to be determined. There are also bi-monthly APMP Board conference call meetings on the 3rd Thursday of alternating months. While this may seem like a lot of meetings, they are necessary in continuing to make APMP the great organization that it is and this Board membership will reflect wonderfully on your resume. It takes a lot of skill and leadership experience to make APMP work so effectively and we look forward to electing new members to join us in this endeavor.

Aside from filling out the Board of Directors form available here there is also a small writing assignment required for prospective board members. At the request of past nominees, this year’s candidates are encouraged to include an essay of 500 words or less on “If Elected I Will Help APMP and the Industry in the Following Way.” Which will then be reviewed by APMP’s selection committee before the voting occurs on new membership. The current board is most interested in learning just how you think you could assist APMP and the industry, as opposed to just reading a full biography.

If you’re interested in this amazing opportunity, email rick.harris@apmp.org for more information, or fill out the 2018-2019 APMP Board of Directors form linked above. APMP will declare the results of the election by Friday November 3, 2017. We look forward to welcoming our new board members and continuing to build an excellent future for APMP in the coming years.

If you would like to self-nominate click here!

The Top Five Networking Tools to Promote Yourself in Your Company

Every day we clock in and clock out – running that race – working hard to earn a living so we can provide for ourselves or family and save for the future. We spend time saving and investing money for our retirement, but often times we don’t think about investing in our careers in the same way while we’re working. If you’re investing in your career, you’re also investing in your future and there’s no better way to accomplish your long-term goals of saving more money for retirement than to network your way into new opportunities at work and the possibilities of promotion.

Most people work hard and hope that their work gets noticed by their bosses. We call this the “Did You See What I Did?” or “Hey, Look at Me” affect. You can stop waiting to be noticed and take control of your inter-office trajectory by following these sure-fire ways to ensure that your superiors always see you on their radars. Here are the top five things you should consider when investing in you through in-house networking.

  1. Volunteer for Internal Project Activities

Nothing will catch the eye of a superior more than a staff member who always puts their hand in the air to volunteer for company projects. When you throw your hat in the ring for a new opportunity, it gets your name out there and in front of people higher up than you in the company. If you do this frequently enough, they will see you as a dependable and reliable team player who’s always ready to help out. For instance, you could help organize the company picnic or stay late to wrap up a project. If you regularly step forward and volunteer your time, you will get noticed.

  1. Suggest and Execute a Charitable Campaign

Most companies are altruistic and want to be seen as champions of causes, especially in the current era of corporate social responsibility we live in. Look for ways that your company can support causes in your community – thinking global but acting local is very trendy and there’s no better embodiment of that than contributing to the community. For instance, if you work in an IT based company, organize a program with your local Microsoft store to provide computer training for underprivileged children. Lead the ideas by suggesting topics like “Learning Excel for Business” or “Resume Writing 101”. Keep in mind when deciding on a charity campaign that it shouldn’t benefit you, your family, or friends. It’s only charity when you help others outside of your immediate circle. Another great idea is raising money through GoFundMe for food for those less fortunate during the holidays.

  1. New Employee Orientation

It can be a trying experience for people when they first start in a new company, and volunteering to assist these new coworkers is a great way to help them and yourself. Ask your boss if you can volunteer for new member orientation. This will reinforce to your employer that you not only love your job, but you also want to help new people love their job as well. For example, create a first day plan for the new employee where you volunteer to walk them around and introduce them to others, show them where the copiers are, how to mail something, and take them to lunch. Follow-up by letting them know you’re there for them as a resource for questions. This will help you be seen as an advocate for your company and a leader in shaping the future talent in your organization, simply by being a positive influence first.

  1. Take the Accountants/Bookkeepers to Lunch

This is some of the best advice I ever received from anyone. Accountants/bookkeepers have a very tough job – toiling over the numbers day in and day out. They have to tell you that your bill coding is wrong, that you need to correct your expense reports, or keep up with the more mundane parts of the job while you project manage or create. Invite the accounting team to lunch and let them know how much you appreciate their efforts and thank them for keeping you on task. Ask them personal questions – about their families and their interests over lunch – because other co-workers rarely take the time to get to know them. Do this and you’ll win friends in the office and you’ll also see benefits in the business – your expense reports will likely get processed first. I do this twice a year, just because it’s the right thing to do.

  1. Look for Work!

When things are winding down with a project, go into your boss or team leader and ask them if there’s anything you can do to help them out. This includes taking routine or menial tasks off their plate such as filing, printing, folding, etc. They will see this as a personal favor and may return the favor when it comes time to put someone up for a promotion or future opportunity.

If you do these things mentioned above, your boss will see you as a true resource, a major contributor, a future leader, an employee on the move, and someone who cares about colleagues, the community, and the company. Sometimes caring is enough to separate you from the rest of the crowd within your company and to help you invest in your career and your retirement goals now. I did all of the things I’ve mentioned and was promoted to a VP in my organization by 35 – the youngest by 15 years. These are my keys to success and they can help you too!