RM ONE Operational Alignment Scorecard

How well are your pursuits, people, and projects aligned?

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Review how your company operates today. Answer 10 questions on five short screens and receive your scores and next steps.

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Choose the response that best reflects your usual process. Demo context is optional.

Pursuits Screen 1 of 5

1. How clearly can your team see upcoming opportunities and their likely staffing needs?

Information is scattered; we cannot see staffing demand clearly. We maintain an opportunity list, but staffing needs are assessed separately. We review pipeline and staffing needs together on a regular schedule. We use a shared, current view linking likely start dates, project roles, and staffing demand.

2. How consistently do you assess win probability and delivery fit before investing in a pursuit?

We pursue most leads without a consistent go or no-go review. We rely mainly on individual judgment or client relationships. We review win probability and delivery capacity for major pursuits. We consistently review prior results, client fit, capacity, and expected financial outcome before committing pursuit effort.

People Screen 2 of 5

3. Before committing to new work, how clearly can you identify a suitable team and its availability?

We usually identify the team after winning the work. We identify likely people, but skills and availability need separate checks. We review skills, experience, and availability together for major pursuits. We compare suitable teams using qualifications, availability, timing, and labor cost before committing.

4. How easily can your team find current employee experience and qualifications for proposals or assignments?

We collect the information again for each request. We keep files centrally, but updates and verification are inconsistent. We maintain profiles or resumes and review them regularly. We maintain current, searchable profiles with relevant experience and qualifications.

Projects Screen 3 of 5

5. How early can your team identify overallocations or staffing gaps across projects?

We usually discover them when delivery is affected. We find them through occasional manual reviews. We identify them through regular reviews of a shared schedule. We monitor conflicts as plans change and review upcoming gaps before they affect delivery.

6. At project start, how consistently are the team, schedule, and labor forecast aligned?

We start with separate or incomplete plans and resolve gaps later. We check the plans informally, but alignment varies by project. We review the team, schedule, and labor forecast together before most starts. We confirm a shared starting plan, assign owners to gaps, and update it when scope or timing changes.

Profit Screen 4 of 5

7. How early can your team see when actual labor hours or cost diverge from the plan?

We usually identify the difference at closeout or after a major overrun. We identify differences through occasional manual comparisons. We regularly compare actual hours and labor cost with the remaining forecast and expected totals. We use those comparisons to flag emerging risk, review corrective options, and update the forecast while the outcome can still change.

8. When capacity or delivery constraints change, how well can you evaluate the expected profit effect before acting?

We usually see the financial effect after the decision or at closeout. We estimate the effect manually when a significant problem occurs. We review staffing, cost, and forecast changes together before major decisions. We compare alternatives, revise the expected outcome, and track the result after acting.

Leadership Screen 5 of 5

9. How consistently do leadership, business development, operations, and finance use a shared operating picture?

Each team relies on its own information. We reconcile separate reports for major meetings. We use shared reports with agreed definitions and regular updates. We use a shared view of pursuits, staffing, projects, and forecasts, with clear data freshness and ownership.

10. How effectively do your reports or alerts help managers decide what to change next?

They mainly describe past results without a clear next action. Managers investigate the issue and determine actions manually. Reports identify priorities and owners, and managers agree on next actions. Reports or decision support explain the change and recommend an evidence-based action for manager review, approval, and follow-up.

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