R

ROWDEN

Bristol, UK

APMP Capture Module

PIN Stage - Cat B Networked Autonomy Programme

Use APMP here as a structured capture-planning module: qualify the opportunity, define the win strategy, document the route to market, and track readiness to bridge into bid.

Integrated Capture Inputs

Programme-shaping criteria: Integration and Interoperability, Delivery Confidence, Technical Approach, Security and Assurance, Supply Chain Resilience

Stakeholder risks: Missing critical roles: Security / Assurance / High-influence blocker risk: Commercial Lead / Access is weak with high-influence stakeholders.

Priority actions: Resolve route-to-market eligibility and framework access. / Advance stakeholder action: Prepare the customer shaping brief and stakeholder questions before the engagement window in two weeks. (Programme SRO). / Run shaping question with Technical Authority: How are you planning to score integration realism versus claimed capability breadth?

1. Identify

2. Qualify

3. Capture Plan

4. Pre-Proposal

5. Proposal Ready

Capture Control

Current Capture Stage Next Review Gate Next Review Date

1. Customer Issue

Have we clearly defined the mission problem, urgency, consequence of delay, and why the buyer should care now?

Weak: unclear, unproven, or not yet in place. Developing: partially in place but still assumption-heavy. Strong: evidenced, current, and good enough for the next gate.

2. Opportunity Qualification

Is this opportunity real, funded or fundable, shapeable, and aligned to Rowden priorities?

Weak: unclear, unproven, or not yet in place. Developing: partially in place but still assumption-heavy. Strong: evidenced, current, and good enough for the next gate.

3. Win Strategy

Is there a clear and evidence-backed reason Rowden should win versus incumbents, primes, or internal alternatives?

Weak: unclear, unproven, or not yet in place. Developing: partially in place but still assumption-heavy. Strong: evidenced, current, and good enough for the next gate.

4. Stakeholder Access

Do we have the right sponsor, user, technical, commercial, and approval access to shape the programme?

Weak: unclear, unproven, or not yet in place. Developing: partially in place but still assumption-heavy. Strong: evidenced, current, and good enough for the next gate.

5. Partner Strategy

Is the direct versus partner route defined, including framework path, prime role, and delivery coverage?

Weak: unclear, unproven, or not yet in place. Developing: partially in place but still assumption-heavy. Strong: evidenced, current, and good enough for the next gate.

6. Capture Plan Quality

Is there a named-owner plan with dated actions, evidence milestones, and executive asks?

Weak: unclear, unproven, or not yet in place. Developing: partially in place but still assumption-heavy. Strong: evidenced, current, and good enough for the next gate.

7. Review Discipline

Are formal review gates being used to validate assumptions, close gaps, and control bid spend?

Weak: unclear, unproven, or not yet in place. Developing: partially in place but still assumption-heavy. Strong: evidenced, current, and good enough for the next gate.

8. Proposal Bridge

Will the current capture outputs hand cleanly into bid strategy, proposal writing, and final submission?

Weak: unclear, unproven, or not yet in place. Developing: partially in place but still assumption-heavy. Strong: evidenced, current, and good enough for the next gate.

Captured Details

Customer Issue Summary Win Theme Summary Route to Market / Procurement Path Partner / Prime Plan Top 3 Capture Actions