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Using a Measurable-Results Orientation 61
Measurable-Results Orientation: The Implementation Project
In an Implementation Project, I want to change—I know what to do, but I need
additional resources or expertise to implement the change. That change will alter
my organization, and that result can be measured. Therefore, you should propose
achieving an objective that will increase or decrease certain factors by defin-
able parameters. In an Implementation Project, then, measurable results can be
expressed by the objective itself (see Figure 4.3). The benefits slot can focus on the
benefits of achieving measurable results not only to my organization but to me.
In Figures 4.1–4.3, your project’s objectives are the expression of S2, of my
organization’s desired results, whether those results are new insight, a well-devel-
oped plan, and/or implemented actions. The achievement of these objectives will
produce the results I am paying you for, and these results will be beneficial to me
and my organization.
Implementation Project Objective
Project The objective of our project is to implement for
The project objective Graybeard an optimum manufacturing process
itself expresses that will:
measurable results. • decrease rework from 30% to 5%
• reduce scrap rate from 20% to 5%
• decrease cycle time from 30 days to 10 days
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FIGURE 4.3 An Implementation Project’s objective that expresses measurable resultss
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CHAPTER 4 REVIEW
Using a Measurable-Results Orientation
◉ Measurable results are tangible, quantifiable improvements in my business processes.
◉ Measurable results can occur only in projects that involve implementation.
◉ Therefore, Insight and Planning Projects cannot provide measurable results, but the
objectives slot in insight and planning proposals can express a measurable-results
orientation (i.e., a range of what might be likely to result after a plan eventually is
implemented).