Proposal to Alamo Research Institute

Innovative Capabilities Audit

Innovative Capabilities Auditing Group

(iCAG)
Brooke Asemota
Luis Flores
Aaron Jarrett

Meagan Brown
Erwin Hechter
Alberto Rodriguez

November 25, 2013

November 25, 2013

Proposal Submission Division

Alamo Research Institute
1 ARI Plaza
San Antonio, TX 78254
Dear Sir or Madam:
On behalf of the Innovative Capabilities Auditing Group (iCAG), we are delighted to offer a response to the Alamo
Research Institutes Request for Proposal entitled Innovative Capabilities Audit for Alamo Research Institute (ARI).
Our proposal fulfills the desired requirements set by the Formal Request for Proposal and is effective from
November 25, 2013 thru December 16, 2013.
Following a thorough review of the Request for Proposal, we have generated an extensive analysis plan proposal.
The project proposal delineates multi-tiered, categorized capabilities assessments that will be used to determine
functional capacitance.
iCAG is a company that specializes in the development and execution of capabilities audit plans. Our company has
diverse expertise in planning capabilities audits for companies involved in the various engineering fields,
biosciences, nanotechnology, and data systems. iCAG only employs the highest skilled and best-trained
professionals to ensure the best, most efficient capabilities audits. Because of this, we are able to provide our
customers with a much greater assessment than our competitors. iCAG is known for completing audits with the
utmost precision and accuracy; and, we believe you will find that iCAG will provide ARI with the best possible
innovative capabilities audit.
The proposal includes additional data and information in two appendices. The information is summarized within
the text of the proposal and is only included to provide full disclosure and transparency on the specific details of
our proposal.
Our team here at iCAG is looking forward to meeting with you on December 2, 2013 to discuss our plan in greater
detail. If there are any questions or concerns, do not hesitate to contact us by e-mail at inquiry@icag.com. We are
excited about working with the Alamo Research Institute.
Sincerely,

The iCAG Team

Brooke Asemota
Meagan Brown
Luis Flores
Erwin Hechter
Aaron Jarrett
Alberto Rodriguez

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Table of Contents
1. Project Approach............................................................................................................3
2. Scope Statement.............................................................................................................3
3. Work Package Development...........................................................................................4
Work Breakdown Structure.....................................................................................5
Work Package Description......................................................................................6
4. Cost Estimate by Work Package.....................................................................................8
5. Project Schedule.............................................................................................................9
6. Cost Estimate................................................................................................................11
Assumptions.........................................................................................................11
7. Project Risk Assessment...............................................................................................12
Key Risks.............................................................................................................12
Risk Response Actions..........................................................................................12
8. Earned Value Plan.......................................................................................................13
Planned Value.......................................................................................................13
Performance Measurement Baseline.....................................................................14
9. Organizational Chart.....................................................................................................14
10. Proposed Draft Contract.............................................................................................15
Appendix A
Detailed Project Schedule
Appendix B
Labor Cost Detail
Appendix C
Organizational Chart

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Project Approach
Alamo Research Institute (ARI) has requested proposals to perform an Innovative Capabilities Audit on
its five (5) divisions in order to continue to provide the quality multidisciplinary, problem solving services
in engineering and the physical sciences.
Innovative Capability Audit Group (iCAG) has reviewed the proposed Statement of Work and developed
the requested scope items into distinctive Work Packages. Those Work Packages are further broken into
Activities and then the required tasks were identified. iCAG extensive experience performing Innovative
Capabilities Audits and those tasks requested in the RFQ allows us to identify any cost or schedule
efficiencies.
Each Activity was then analyzed by the personnel required and type of interaction with ARI to determine
which tasks must be performed in series with other Activities and which may be performed in parallel.
Based on this analysis, iCAG was able to determine that a phases approach to the complete all of the
Work Packages would provide the best result.
Experts in providing these types of services have reviewed the scope of work and estimated the labor
requirements for each task. Using all of this information and data, iCAG was able to build the schedule
presented. The Project will take approximately 70 working days, which is about three and a half months.
The Project Costs were calculated using the methods as defined in the RFQ. The total cost for the project
will be approximately $310,000. The two highest cost activities 1.2 and 2.2 include the tasks that are
expected to be on the critical path to meeting the project completion goals. Outside consultants will be
contracted to assist the assigned staff to complete these tasks within the required time period using the
most economical means possible. Cost savings may be realized by using the in-house personnel for these
Activities, but addition time may be required in the schedule.
iCAG has also performed a high level risk assessment to identify any obvious risks to the project. Six
risks were identified and analyzed for the probability of their occurrence, the potential severity of the
consequences, and the project elements that will be impacted. Each risk was analyzed and mitigation
plans detailed.
Finally, the iCAG as included a proposed draft contract. iCAG is extremely confident in our capabilities
to The contract is based on a Cost Plus Incentive Fee model. Each work package will be compensated at
a lump sum amount plus a consulting fee of 10%. In the event the actual cost of the work package
exceeds this amount, iCAG will share in 50% of this overage cost.

Scope Statement
The Innovative Capabilities Audit will encompass all five (5) of ARIs divisions and will focus on these
four (4) main areas: (1) Strategic Management Capacity; (2) Resource Availability and Allocation; (3)
Capacity to Understand Technological Environment; and (4) Capacity to Perform Competition Analyses.
Each category, or work package, will have several activities and associated tasks in order to provide ARI
with a holistic and complete assessment of their capabilities and capacity to adequately and efficiently
perform their work.
The first work package will focus on the Strategic Management Capacity. ARI has requested an
assessment of their capabilities in the efforts to support innovative activities. This will include evaluating

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the capacity of the current management activities and strategies, assessing cooperative efforts within the
management structure; and evaluate and coach venture managers in the execution of their duties.
The second work package will focus on the assessment of currently available resources and their
allocation to support innovation activities. iCAGs assessment will address corporate funding levels, as
well as the personnel in the research and development (R&D), engineering and market research fields.
This work package will also include an analysis performed on ARIs competencies in the areas of
technology that are relevant to the San Antonio business units. Also, iCAG will assess the distribution of
R&D resources allocated to the various disciplines.
The third work package will assess ARIs capacity to understand the technological environment in which
it operates. iCAG will assess ARIs capacity for technological forecasting and realizing the related
impacts, as well as their capacity to assess technologies and developing roadmaps.
The fourth and final work package will assess ARIs capacity in performing Competition Analyses. This
will include assessing ARIs capacity to identify, analyze and predict key competitor strategies and
relationships between allied industries and to anticipate external forces that may either facilitate or hinder
the firms ability to pursue innovative strategies.
iCAG understands the goals for this project are extremely important to the strategic planning of ARIs
operations. iCAG will work closely with ARI to fully define and develop these goals, so as to accurately
measure the success of the project.

Work Package Development

iCAG has developed the proposed work breakdown structure based on the scope of work as presented in
the RFQ. iCAGs extensive experience in performing Innovative Capabilities Audits have enabled us to
be have to identify and target in on the required tasks and the most efficient path to provide ARI with the
information and knowledge they require to, in turn, provide the best services to their customers and
clients. Figure 1 shows the six total work packages, which have been broken into two phases, and their
associated activities and tasks and the relationship between each. In the Work Package Description below,
each activity and task has been defined and detailed.

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Figure 1: Work Breakdown Structure

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Work Package Description

1.0 Phase I
1.1. Strategic Management Capacity Test
1.1.1.Evaluate managements capacity to define a substantive long term corporate development strategically
1.1.1.1.
Determine definition of strategic substantive long term corporate development
1.1.1.2.
Determine qualifying metrics by which we can measure
1.1.2.Evaluate top management's capacity to assess the strategic importance of entrepreneurial initiatives
1.1.2.1.
Determine what qualities strategic importance of entrepreneurial initiatives are
1.1.3.Assess the relatedness of entrepreneurial initiatives to the firms core capabilities
1.1.3.1.
Determine industry opportunities
1.1.4.Assess middle managements capacity to work with top mgmt. to obtain support for new initiatives, define
a corporate strategic frame work for new initiatives and to coach new venture manager
1.1.4.1.
Determine industry standard for support for new initiatives & middle managements Ability to
work with top management
1.1.5.Evaluate new venture managers capacity to build new organizational capabilities and to develop a business
strategy for new initiatives
1.1.5.1.
Determine manager qualities needed to seek and build new organizational capabilities
1.2. Resources Availability and Allocation Test
1.2.1.Assess resources available within firm& manner in which internal resources are allocated
1.2.1.1.
Categorize resources within firm
1.2.1.2.
Determine total amount of resources available in firm
1.2.1.3.
Assess resource distribution in firm
1.2.1.4.
Identify the manner in which internal resources are allocated
1.2.2.Assess corporate funding levels allocated to R&D
1.2.2.1.
Asses total funding to firm, and amount of which is allocated to R&D
1.2.2.2.
Determine appropriate level of funding needed for R&D
1.2.2.3.
Develop a detailed accounting report of funding allocated R&D
1.2.2.4.
Asses corporate funding to R&D
1.2.3.Asses the breadth& depth of skill of corporate level personnel in R&D, engineering, & market research
1.2.3.1.
Define the measurements for corporate skill levels of R&D, engineering, & market research
1.2.3.2.
Determine breadth & depth of corporate level personnel in R&D, engineering, & market research
1.2.3.3.
Determine necessary skill level of corporate personnel
1.2.4.Identify distinctive competencies in areas of technology relevant to the San Antonio business units
1.2.4.1.
Determine which business units are in San Antonio
1.2.4.2.
Identify competent areas of technology in San Antonio
1.2.4.3.
Cross reference San Antonio business units with competent areas of technology in San Antonio
1.2.5.Assess distribution of R&D allocations between current business operations exploratory research, new
business definition, & new business development
1.2.5.1.
Categorize activities into business operations, exploratory research, new business definition, &
new business development
1.2.5.2.
Determine budget and expenditures of business operations, exploratory research, new business
definition, & new business development
1.2.5.3.
Develop accounting report to assess R&D allocations
1.3. Final Submittal
1.3.1.Data Collation & Document Reproduction
1.3.2.QA/QC Review
1.3.3.Phase I Submittal Delivery

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2.0 Phase II
2.1. Capacity to Understand Technological Environment Test
2.1.1.Evaluate firms capacity for technological forecasting
2.1.1.1.
Determine what tools ARI currently uses
2.1.1.2.
Determine tool's current standards
2.1.1.3.
Review previous tech purchases
2.1.1.4.
Determine what other related fields were evaluated when making a decision
2.1.2.Assess firms capacity to forecast impacts between related technological areas
2.1.2.1.
Determine how the company determined relation between tech areas
2.1.2.2.
Identify tools were used to determine related tech areas
2.1.2.3.
Identify published literature during the life of the technology
2.1.2.4.
Cross reference the literature for linkages in the technologies
2.1.3.Assess firms capacity to assess technologies & identify technological opportunities across business units
2.1.3.1.
Verify consistency between business units
2.1.3.2.
Identify BU communications & efficiency when determining technological opportunities
Determine BU information sharing & tool usage efficiency
2.1.4.Assess firms Capacity to develop technology roadmaps
2.1.4.1.
Review previous roadmaps to determine whether company reached goals
2.1.4.2.
Identify and determine efficiency of the usage of SOP
2.1.4.3.
Provide recommendations to improvements to process
2.2. Capacity to perform competition analysis test
2.2.1.Assess the firms capacity to perform timely& meaningful analyses of the competitive environment in
which current & future business operations are conducted
2.2.1.1.
Define competitive environment, analysis parameters, and time frame for analysis completion
2.2.1.2.
Determine if the appropriate personnel exists within the firm to complete this task
2.2.1.3.
Assess the validity of the firms method of analyses compared to standard practices
2.2.2.Evaluate the efficacy of current intelligence gathering systems as well as accuracy & completeness of data
available to support the assessment of competitor capabilities
2.2.2.1.
Determine how information is gathered and where it is gathered from
2.2.2.2.
Determine how the firm defines current information
2.2.2.3.
Determine if the appropriate personnel exists within the firm to monitor the data and information
2.2.3.Assess the firms capacity to identify, analyze and predict key competitor strategies
2.2.3.1.
Determine if the firm has strategic analysts available to complete this task
2.2.3.2.
Define the parameters used to identify and predict strategies
2.2.4.Assess firms capacity to develop scenarios concerning relationship evolutions between allied industries
2.2.4.1.
Identify relationships considered in developing scenarios
2.2.4.2.
Assess existing SOP
2.2.4.3.
Identify if proper personnel/facilities are available to complete/evaluate/monitor the task
2.2.5.Determine firms capacity to identify external forces that facilitate and/or hinder the ability to pursue
innovative strategies
2.2.5.1.
Identify external forces considered (personnel, market, industry practices, etc)
2.2.5.2.
Assess the process used to quantify the impact from external forces
2.2.5.3.
Assess the firm's process for updating the impacts
2.2.5.4.
Assess the firm's ability to identify and implement linkages between forces
2.3. Final Submittal
2.3.1.Data Collation & Document Reproduction
2.3.2.QA/QC Review
2.3.3.Phase II Submittal Delivery

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Cost Estimate by Work Package

Table 1: Cost Estimate Details

The Cost Estimate totals by Work Package are presented in Table 1 above. Further analysis on the cost estimate of the project is detailed in the Cost
Estimate section.

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Project Schedule
Using the considerable knowledge and experience of the Project Team, iCAG will be able to complete the project
in approximately 70 working days. The Project Schedule was developed using the assumptions that ARI will
award the contract and issue the Notice to Proceed on January 1, 2014. iCAG is proposing to divide the work
packages into two separate phases. This phased approach will allow ARI to receive results on portions of the
work earlier. Also, iCAG will be able to take advantage of efficiencies of the allocation of personnel and
utilization of resources to the project.
Table 2 below details the Work Packages, the durations of each, and the proposed early start and end dates. The
scheduled start and end dates of each task and activity are detailed in Appendix A at the end of this proposal.
Phase 1 will be completed in approximately 30 days and the Final Phase 1 Report will be submitted to ARI on
February 12, 2014. During Phase 1, Work Packages 1.1, 1.2 and 1.3 will be executed. Fortunately only one task
in this phase has been identified as being on the critical path and will control the schedule: Task 1.2.5 . All other
tasks (not including the Final Submittal Development tasks) are allowed some measure of float and are somewhat
flexible on their start dates.
Phase 2 will begin immediately following the submittal of the Phase 1 Report and will last approximately 40 days.
Phase 2 will be comprised of Work Packages 2.1, 2.2 and 2.3. The Final Phase 2 Report will be submitted to ARI
on April 9, 2012. Using the proposed schedule, there will be two tasks on the critical path: Tasks 2.2.2 and 2.2.5.
Throughout both phases of the project, all efforts will be undertaken to shorten the critical path without any
impact to the quality of the work. Any efficiency that may be discovered that results in additional float in the
schedule will be reviewed with ARI. iCAG is committed to providing a high quality audit of ARIs Innovative
Capabilities.

Table 2: Project Schedule

1.0
1.1
1.2*
1.3

Issue Notice to Proceed

Phase I
Strategic Management Capacity Test
Resources Availability and Allocation Test
Final Submittal

2.0
2.1

Phase II
Capacity to Understand Technological Environment
Test
2.2* Capacity to perform competition analysis test
2.3
Final Submittal
Note: * denotes Activities which contain the critical path tasks.

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Duration
(Days)
0
30
16
19
11

Start Date

End Date

1/1/2014
1/2/2014
1/2/2014
1/2/2014
1/29/2014

1/1/2014
2/12/2014
1/23/2014
1/28/2014
2/12/2014

40

2/13/2014

4/9/2014

18

2/13/2014

3/10/2014

29
11

2/13/2014
3/26/2014

3/25/2014
4/9/2014

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Figure 2: Proposed Schedule for Innovative Capabilities Audit

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Cost Estimate
iCAG has developed a detailed cost estimate for the requested scope of work outlined in the RFQ. The following
assumptions were used in developing the estimate.
-

Direct Labor Costs were calculated based on the estimated hours of work to be done for every activity and task
by each given direct labor category found in Appendix A of the RFP;

Direct Overhead and General & Administrative Costs were calculated based on the given accepted rates in
Appendix A of the RFP;

Total Profit was computed, per request, based on the accepted rate given in Appendix A of the RFP;

Direct Non-Labor categories were determined based on previous capabilities audits performed by iCAG;

Materials and Costs includes purchased parts and freight, as it is assumed any purchased commodities will be
paper/electronic documents or software; variability in materials costs is based on work package hours and
computer/telephone costs;

Computer/Telephone Costs are calculated as follows, with the applied percentages listed in the table below: XX
% of work package hours x 15, where 15 is a scalar multiple of time and a half and the XX % is the percentage of
work package hours that will be dedicated (not exclusively) to computer/telephone time;

Travel Costs are monthly and based on the assumption that all travel will be localized San Antonio and
surrounding areas and are calculated as follows: (total work package hours/2.5) x $3.50 + any estimated
consultant travel, where 2.5 is equal to the number of hours that the company cars can be driven non-stop before
needing to refuel with tank of gas remaining, and $3.50 is the price of premium gas at the time of the submission
of the response to the RFP; and

Consultant Costs are based on the standard $150 initial fee plus a subsequent $80/hr; we assume that consultants
will be required for 120 hrs; consultant recruitment is done in order to provide a neutral 3 rd party analysis in
addition to iCAGs analysis for the purposes of inter-rater reliability.
Table 3:
Computer/Telephone Time Applied Percentages
WP 1.1

WP 1.2

WP 1.3

WP 2.1

WP 2.2

WP 2.3

75%

80%

100%

85%

90%

100%

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Project Risk Assessment

Key Risks
As with any groundbreaking project, there are risks that are to be prepared for. In the chart below we have
a list of the current risks that, iCAG has identified and believe should be addressed.

Table 4: Risk Assessment

Probability of
Occurrence

Severity of Consequence

Elements Impacted

ARI Personnel Availability

21%

MEDIUM

Schedule & Cost

Inaccurate Assumptions
Failure to Adequately Define
Audit Topics
Project Charge Request by ARI

10%

HIGH

Scope

6%

HIGH

Scope

80%

LOW

Schedule & Cost

iCAG Labor Availability

2%

HIGH

Cost

Unplanned Resource Loss

1%

LOW

Cost

Risk

Risk Response Actions

Each of the identified risks has been analyzed by our workforce and the following plans have been
created to mitigate each risk.
ARI Personnel Availability
iCAG will perform due diligence in scheduling, by performing our audits customized around ARI
personnel schedules. We will request that during this audit ARI be flexible as well. This will limit
conflicting schedules and therefore allow us to complete the audit in a timely manner and fall within our
schedule. If we cannot complete audits within schedule due to ARI availability, ARI and iCAG will share
the any additional cost 50/50 as per the contract.
Inaccurate Assumptions
iCAG has made assumptions based on the information provided. The assumptions will be addressed in
our progress meetings with ARI throughout the projects life cycle to assure that they are valid and just. If
an assumption proves to be false during audits an immediate cease work order will be implemented until a
correction can be made. A team of apprentice professional specialists are on call to address and research
any such matter while an audit is taking place.
Failure to Adequately Define Audit Topics
iCAG has scheduled progress meeting with ARI throughout the project in order to receive a clear
definition of what topics are to be audited. Our professionals already have a list of questions that need to
be addressed in order have a seamless and quality audit.
Project Change Request by ARI
Any change request to the project must be submitted in writing for iCAG approval. Changes must be
made two weeks prior to the date of the particular audit being affected. Any request not submitted within
the allotted time frame will still be considered, and if approved, iCAG and ARI will share the additional
cost 50/50 as per the contract

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iCAG Labor Availability

iCAG has contractors readily available for any case whether it be a short staff, lack of expertise, or a labor
strike. If additional cost exceed budget then ARI and iCAG will share the expense 50/50 as per the
contract
Unplanned Resource Loss
In case of a loss due to an act of nature, theft, vandalism, and or sabotage has servers based on a cloud
structure for data storage. If resources are inoperable access can be gained from replacement devices
(iCAG provided.) iCAG has transferred its risk by purchasing insurance for all equipment and materials.
iCAG reserves the right to extend the contract length in extenuating circumstances at no additional cost
per the contract.

Earned Value Plan

The Cost Performance Index (CPI), will be the method used to determine whether the baseline
performance. If CPI is < 1 the cost of completing the work is higher than planned. With a CPI = 1, the
cost of completing work is on budget, and a CPI > 1 is when the cost of completing the work is less than
planned. Schedule performance index (SPI) will be used to determine if the project is on schedule. An
SPI greater than 1 is determined to be ahead of schedule.
Table 5: Cumulative planned value

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Table 6: Earned value plan

Figure 3: Performance measurement baseline. The total cost over each work package; and the
cumulative planned value (PV) after each work package.
Organizational Chart
iCAG has developed a proven and successful team of professionals with a combined 45 years of experience in the
research and development industry. iCAG team is organized in a combination of projectized groups and functional
groups. The Audit Group staff was selected to work on specified Work Packages to take advantage of their specific
capabilities and to provide continuity throughout the activities. The Financial Operations and Industry Research
Divisions will assign several staff members to assist the Audit Group with tasks that require their expertise.
Albert Rodriguez, Chief Executive Officer
Alberts duties as CEO will be to continually focus on the future, continual focus on new products, services
and clients. Albert will act as the single communication key between the project stakeholders and the
project staff. Albert will give the final sign off on budget and scope completeness.
Brooke Asemota, Chief Financial Officer
Brooke will work with the Audit Group to assign and manage the Financial Operations Personnel and their
assignments to provide financial consulting support in the execution of the Work. During the Project,
Brookes prime focus will be to manage, monitor, and approve budget expenditures for the project.

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Erwin Hechter, Chief Operating Officer

Erwins job as COO will be to ensure final services are yield sufficiently and provide support for his staff.
Erwin will be responsible for developing the detailed schedule and monitoring the performance of the
project team.
Meagan Brown, Audit Group Manager
Meagans responsibilities are to manage the Auditing Group staff and to oversee the work activities.
Meagan will be responsible for Activities 1.1 and 2.1.
Luis Flores and Aaron Jarrett, Auditors
Luis and Aaron are responsible for their sections of the audit as directed by Meagan. For this audit Luis
and Aaron will be responsible for sections 1.3, 2.3 & 1.2, 2.2 respectively.

Proposed Draft Contract

This contract will be entered into and between Innovative Capabilities Auditing Group (iCAG) and the Alamo
Research Institute (ARI). The term of this Agreement will become effective on January 1, 2014 and shall continue
until April 9, 2014.
The terms of agreement are as follows:
1. In anticipation of early completion or unforeseen circumstances, iCAG reserves the right to extend or
shorten contract length.
2. ARI agrees to provide access to any and all data that iCAG sees relevant to complete specified duties.
3. In case either party wishes to terminate the contract prior to expected completion date, both parties must
agree and a separate contract must be drafted stating monies owed and/or work to be finished.
4. There will be mandatory progress meetings between both parties every two weeks.
In consideration of the agreement detailed above, iCAG will assess ARIs strategic capacity of management,
evaluate ARIs resource availability and allocation, assess ARIs capacity to understand technological environment,
and lastly measure ARIs capacity in performing competition analysis.
In consideration of the agreement detailed above, ARI will agree to fully compensate iCAG. Compensation will
follow a Cost Plus Incentive Fee model. ARI will compensate iCAG for the cost estimate (C ES) of each individual
work package, as well as a 10% fee of CES for that work package. In the event the work packages actual cost (C AC)
is above or below CES, cost sharing (CSR) will be 50/50.
Therefore, if CAC is below CES ARI will instead pay CAC, the 10% fee of CES, and 50% of the cost savings. Similarly,
if CAC exceeds CES ARI will reimburse iCAG the CES, its associated 10% fee, and 50% of the overrun; iCAG will be
responsible for the other 50% of overrun. This type of contract provides an incentive for iCAG to perform quality
work while being cost effective, and also gives ARI an incentive to work closely with iCAG.
This Cost Plus Incentive Fee Contract cannot be modified in any way unless such modifications are made in writing
and signed by both Parties. This document constitutes the entire agreement between the Parties.
This Contract is legally binding upon the Parties, their successors, and heirs, and will be enforced according to the
laws of Bexar County, San Antonio, Texas.
It is agreed. By signing below, the Parties agree to be bound by the terms of this Agreement.
[Signature of First Party]
Alamo Research Institute
Innovative Capabilities Auditing Group
[Street Address]
[Street Address]
[City, State, Zip, Code]
[San Antonio, TX 78249]
Date:__________,20__
[Signature of Second Party]
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AppendixA
Detailed Project Schedule

1.0
1.1
1.1.1
1.1.2
1.1.3
1.1.4

1.1.5
1.2
1.2.1
1.2.2
1.2.3
1.2.4
1.2.5

1.3
2.0
2.1

Issue Notice to Proceed

Phase I
Strategic Management Capacity Test
Evaluate managements capacity to define a
substantive long term corporate development
strategically
Evaluate top management's capacity to assess the
strategic importance of entrepreneurial initiatives
Assess the relatedness of entrepreneurial
initiatives to the firms core capabilities
Assess middle managements capacity to work
with top mgmt. to obtain support for new
initiatives, define a corporate strategic frame
work for new initiatives and to coach new
venture manager
Evaluate new venture managers capacity to build
new organizational capabilities and to develop a
business strategy for new initiatives
Resources Availability and Allocation Test
Assess resources available within firm& manner
in which internal resources are allocated
Assess corporate funding levels allocated to
R&D
Asses the breadth& depth of skill of corporate
level personnel in R&D, engineering, & market
research
Identify distinctive competencies in areas of
technology relevant to the San Antonio business
units
Assess distribution of R&D allocations between
current business operations exploratory research,
new business definition, & new business
development
Final Submittal
Phase II
Capacity to Understand Technological
Environment Test

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Duration
(Days)
1
30
16

Start Date

End Date

1/1/2014
1/2/2014
1/2/2014

1/1/2014
2/12/2014
1/23/2014

1/2/2014

1/6/2014

1/7/2014

1/9/2014

1/10/2014

1/13/2014

1/10/2014

1/16/2014

1/17/2014

1/23/2014

19

1/2/2014

1/28/2014

1/2/2014

1/10/2014

1/2/2014

1/14/2014

10

1/13/2014

1/24/2014

1/2/2014

1/13/2014

19

1/2/2014

1/28/2014

11

1/29/2014

2/12/2014

40

2/13/2014

4/9/2014

18

2/13/2014

3/10/2014

Page 16 of 22

2.1.1 Evaluate firms capacity for technological

forecasting
2.1.2 Assess firms capacity to forecast impacts
between related technological areas
2.1.3 Assess firms capacity to assess technologies &
identify technological opportunities across
business units
2.1.4 Assess firms Capacity to develop technology
roadmaps
2.2
Capacity to perform competition analysis test
2.2.1 Assess the firms capacity to perform timely&
meaningful analyses of the competitive
environment in which current & future business
operations are conducted
2.2.2 Evaluate the efficacy of current intelligence
gathering systems as well as accuracy &
completeness of data available to support the
assessment of competitor capabilities
2.2.3 Assess the firms capacity to identify, analyze and
predict key competitor strategies
2.2.4 Assess the capacity of the firm to develop
scenarios concerning the evolution of
relationships between allied industries
2.2.5 Determine firms capacity to anticipate external
forces that either facilitate or hinder the firms
ability to pursue innovative strategies
2.3
Final Submittal

Innovative Capabilities Audit

iCAG

Duration
(Days)

Start Date

End Date

2/13/2014

2/19/2014

2/13/2014

2/24/2014

10

2/25/2014

3/10/2014

12

2/20/2014

3/7/2014

29

2/13/2014

3/25/2014

2/13/2014

2/24/2014

15

2/13/2014

3/5/2014

12

3/6/2014

3/21/2014

12

3/6/2014

3/21/2014

14

3/6/2014

3/25/2014

11

3/26/2014

4/9/2014

Page 17 of 22

AppendixB
Labor Cost Detail

1.0
1.1
1.1.1
1.1.1.1
1.1.1.2
1.1.2
1.1.2.1
1.1.3
1.1.3.1
1.1.4
1.1.4.1
1.1.5
1.1.5.1
1.2
1.2.1
1.2.1.1
1.2.1.2
1.2.1.3
1.2.1.4
1.2.2
1.2.2.1
1.2.2.2
1.2.2.3
1.2.2.4
1.2.3
1.2.3.1
1.2.3.2
1.2.3.3
1.2.4
1.2.4.1
1.2.4.2
1.2.4.3
1.2.5
1.2.5.1
1.2.5.2
1.2.5.3
1.3
1.3.1
1.3.2
Totals
2.0
2.1
2.1.1
2.1.1.1
2.1.1.2
2.1.1.3
2.1.1.4
2.1.2
2.1.2.1
2.1.2.2
2.1.2.3
2.1.2.4
2.1.3
2.1.3.1
2.1.3.2
2.1.3.3

Exec.

Senior
Prof.
Specialist

Associate
Prof.
Specialist

Apprentice
Prof.
Specialist

Senior
Technician

Junior
Technician

Clerical

$240/
hr

$120/hr

$90/hr

$60/hr

$80/hr

$45/hr

$20/hr

1
6
7

2
1

8
4

3
2

2
1

12

12

10

15

1
3
3
1

4
10
8
3

3
8
6
4

1
4

2
2

5
1
1
2

10
3
2
5

12
4
4
4

1
2

5
3
5

12
6
12

10
8
12

3
3
4

7
2
4

3
2
3

5
5
3

15
12
8

15
10
8

2
6
2

4
1

3
3
2

5
6
6

10
15
20

12
15
20

5
8
2

5
8
4

3
4
4

8
10
96

10
8
229

10
8
204

1
64

57

10
8
63

5
5
5
5

10
12
10
10

10
10
12
12

8
6
6
6

4
4
4
4

3
3
3
3

5
1
2
5

8
3
8
10

12
2
4
12

6
2
1
8

1
3

10
5
2

20
8
5

20
12
5

12
8
2

12
4
1

6
3
1

Innovative Capabilities Audit

iCAG

Total Cost

Total Hours

$54,995
$11,160
$ 2,000
$ 1,320
$
680
$ 1,940
$ 1,940
$ 1,185
$ 1,185
$ 2,965
$ 2,965
$ 3,070
$ 3,070
$36,855
$ 4,995
$
660
$ 1,860
$ 1,845
$
630
$ 5,285
$ 2,835
$
630
$
620
$ 1,200
$ 7,605
$ 2,895
$ 1,750
$ 2,960
$ 7,875
$ 3,070
$ 3,000
$ 1,805
$11,095
$ 2,905
$ 4,050
$ 4,140
$ 6,980
$ 2,980
$ 4,000
$54,995
$84,885
$36,995
$11,860
$ 2,980
$ 3,000
$ 2,940
$ 2,940
$ 7,830
$ 2,850
$
670
$ 1,300
$ 3,010
$ 9,955
$ 5,820
$ 2,920
$ 1,215

720
144
24
16
8
24
24
16
16
40
40
40
40
496
64
8
24
24
8
72
40
8
8
16
104
40
24
40
104
40
40
24
152
40
56
56
80
40
40
720
1,122
496
160
40
40
40
40
104
40
8
16
40
136
80
40
16

Page 18 of 22

2.1.4
2.1.4.1
2.1.4.2
2.1.4.3
2.2
2.2.1
2.2.1.1
2.2.1.2
2.2.1.3
2.2.2
2.2.2.1
2.2.2.2
2.2.2.3
2.2.3
2.2.3.1
2.2.3.2
2.2.4
2.2.4.1
2.2.4.2
2.2.4.3
2.2.5
2.2.5.1
2.2.5.2
2.2.5.3
2.2.5.4
2.3
2.3.1
2.3.2
Totals

1
6
7

5
5
2

12
10
5

10
8
8

10
10

5
5
3

8
6
5

12
12
8

8
10
6

4
4

3
3
2

5
3
7

6
16
20

12
3
20

3
2
5

5
7

20
18

12
15

2
5
7

5
6
15

6
12
20

2
12
9

1
3
5

2
5
5
2

2
8
6
2

5
10
8
6

6
12
12
5

2
6

1
3
3
1

8
10
148

10
8
292

10
8
316

185

77

3
3
1

3
5

10
8
97

$ 7,350
$ 3,140
$ 3,020
$ 1,190
$40,910
$ 7,630
$ 2,920
$ 2,900
$ 1,810
$ 9,110
$ 2,830
$ 2,020
$ 4,260
$ 7,310
$ 3,180
$ 4,130
$ 8,500
$ 1,230
$ 3,060
$ 4,210
$ 8,360
$ 1,220
$ 3,030
$ 2,910
$ 1,200
$ 6,980
$ 2,980
$ 4,000
$84,885

96
40
40
16
546
104
40
40
24
120
40
24
56
96
40
56
114
16
42
56
112
16
40
40
16
80
40
40
1,122

AppendixC

Innovative Capabilities Audit

iCAG

Page 19 of 22

iCAG Team Organization

Innovative Capabilities Audit

iCAG

Page 20 of 22