12. Optimizing Business Development

Every organization that survives in today’s economy practices Business Development. Many don’t call it that; some excel at it, and others fragment it throughout their Enterprise, with inconsistent processes, too-little cross-functional coordination, and unclear roles and responsibilities. For the Project Oriented Enterprise that seeks contract engagements, competent Business Development is a key differentiator that helps win more business, follow-through with more successful projects resulting in higher profits and more repeat business, all while spending less money in bid efforts.

Learning Objectives

	Explain the role of Business Development in today’s Project Oriented Enterprise.
	Identify the most-important roles and their responsibilities in a Business Development team.
	Describe the Business Development Capability Maturity Model, and identify the use of it to improve BD responsibilities, processes, and successes.
	Discuss the importance of the many BD actions “to the left of the Proposal” that precede a bid opportunity, and the range of benefits for both Buyer and Seller from perfecting them.
	Evaluate bid opportunities to determine the possibility of success, and the potential consequences of failing to bid.
	Identify the metrics and measures of success for a Business Development program.

Audience
Project or Program Managers, their Managers, Business Development Managers, Proposal Managers, Enterprise Executives; internal consultants in Project or Program Management Offices that are involved with pre-bid or post-bid PM activities. Functional Managers whose areas are affected by contract Projects or Programs will benefit, as will those in their Enterprise who are involved with Enterprise Portfolio Management and Strategic Planning.