2. Technical Approach; How You Will Do It.
Together the Technical Objectives and the Work Plan formulate your approach to solving the problem. They must be internally consistent and mutually supportive.
Technical Objectives
In the Technical Objectives you specify what it is you intend to accomplish. They should be regarded as a link between what you are ultimately trying to achieve (discussed in the significance part of the proposal) and the detailed technical work (work plan). It is preferable to state an objective as a result, not as a question that you intend to study. It is vital that your objectives be challenging but realistic.
The combination of Phase I objectives, if accomplished, should establish the scientific/technical feasibility of your basic approach to the problem or opportunity. Establishing feasibility should provide any substantive knowledge, methodological advances, or technical innovations necessary for successful Phase II work.
In preparing this section you should consider three types of objectives: substantive knowledge, methodological advancement, and technical innovation. Substantive knowledge refers to the information you intend to obtain about the underlying natural or social phenomenon involved in your project. Basic or advanced applied research proposals frequently focus on attaining such knowledge. Methodological advancement refers to the information you intend to obtain about how to better do science or engineering as a result of your project. All scientific and technological advancement refines our understanding of what methods or techniques are appropriate for studying problems or approaching opportunities. Technical innovation refers to product (hardware or software) innovations. Developmental projects focus on such advances.
Needless to say, not all type of objectives will be of equal importance. Still, it is helpful to look at your project from a variety of perspectives and to provide program managers and reviewers with information about those objectives which you reasonably expect to be able to attain. Each objective that you list should represent a significant technical contribution.
Here are some considerations to keep in mind when developing your objectives:
* Your objectives should flow logically from the discussion of the significance of the problem or opportunity. Reaching your objectives should mean you have proven the feasibility or solving the problem or realizing the opportunity. * Your objectives should be plausible, both in terms of your available resources and your budget. * Your objectives should be bounded by the resources your company can bring to bear on the problem - both staff and facilities. * In presenting your objectives, begin by specifying those objectives which are most clearly related to the solicitation topic and agency concerns. Next proceed to objectives relating to "spin-off" benefits. Make sure that "spin-off" related objectives are clearly secondary to topic related objectives.As always, keep it as short as possible and to the point. (Most winning proposals that we sampled used one or two pages for the technical objectives).
Work Plan
The Work Plan describes your approach to the problem in detail. For your own protection, as well as for effective marketing, the Phase I work plan must describe exactly what work you will conduct in order to accomplish your objectives. If you win an SBIR award, you will have to deliver (i.e., do) what you state in your work plan. You must not over promise or you will lose in the competition, go broke in performing, or try to cut corners and ruin your firm's and your own reputations. Alternatively, if your plan is not challenging you will lose in the competition.
The Work Plan must demonstrate that you know what you are doing. Spell out your approach, methodology, options, reasons for choices, priorities and sequence of work in detail. You must clearly discuss both what you intend to do and how you will go about each task. For most proposals, this will be the longest section, probably 5-8 pages.
Elaborate on the techniques you will use to accomplish the objectives. Indicate why these techniques are appropriate. Demonstrate your expertise by highlighting any techniques which are state-of-the-art or which you have developed yourself. Indicate any past experience that you have in using these techniques. Refer to other studies that support the appropriateness of your methodology to accomplish the objectives.
Include a discussion of possible problems which might emerge or extraneous factors which might affect the outcome of your effort and how you intend to overcome those problems. People active in R&D know that it is risky; that the unexpected is often encountered. Clear attention to contingency planning is a sign of your professionalism and ability to deliver what you promise.
The Work Plan should be highly detailed without becoming bogged down in minutiae. Striking this delicate balance is not always easy - but it is essential. Scheduling and project staff activities charts may be useful in striking the appropriate balance. These charts depict who will do what work, when. The charts should guide the development of the supporting text.
Focusing on the project scheduling chart will ensure that your Work Plan starts at the beginning and proceeds chronologically to the end. The chart should include each task to be completed, how long it should take to complete the task, and on what date the task must be completed. Highlight any decision-points or targets which might exist along the way. Further, indicate which targets are key starting points for Phase II work. It does not hurt to indicate that you are aware that Phase I is the feasibility study aspect of a larger project. The Phase I end is merely an interim decision-point on a project which does not end until Phase III.
The project staff chart specifies who is responsible for each task on the project scheduling chart and what support personnel, equipment, etc. they can utilize in completing the task.
If you will use consultants or sub contractors, your SBIR Work Plan must contain a discussion of how you will manage them in order to ensure a timely, high quality product.
Technical reviewers made the following comments about the Work Plan of Phase I SBIR proposals. The first two are from proposals recommended for funding:
"The Phase I tasks are based on many proven methodologies and therefore have high promise in providing information regarding the feasibility of the concept."
"The budget, estimated manhours and the schedule reflect the extensive C3 knowledge of the key personnel. This enables the firm to complete a study of the complex systems in a timely manner."
The next two are from proposals not recommended:
"The program plan, tasks, and schedules are not clearly stated. Milestones and end products are inadequate."
"No indication of how the results will be obtained, no indication of prospects for success or risks: a `trust me'proposal."
