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August 30, 2016

Department of Defense Program Management Career Field Functional Competencies

BASIC – INTERMEDIATE – ADVANCED LEVELS

Reference: DoDI 5000.66, December 21, 2005

This document displays the DoD Program Management Career Field Functional Competencies which are hereby established in accordance with paragraph E2.2.3 of enclosure 2 to the above reference. The content of this document was developed from the original version of this document published on October 18, 2007 and in coordination with the Center for Naval Analysis. Additional input was derived from various work groups and studies completed from 2009 to the present.

In the Basic (Level I) and Intermediate (Level II) columns of this document the term “n/a” is sometimes used. This term designates a competency that is not strongly applicable at the Basic Level or the Intermediate Level. This is based on input from various workgroups including the Program Management FIPT.

The text of the following competencies are generically worded, but stated so as to define the needed skills, abilities and knowledge for three levels of DoD Program Management employees as discerned by the PM Working Groups. Competencies for the Advanced Level are generally written at Revised Bloom’s Level 6 (Creating) and 5 (Evaluating); Intermediate at Level 4 (Analyzing) and Level 3 (Applying); and Basic at Level 2 (Comprehension) and Level 1 (Knowledge/Remembering), all within the cognitive domain. In developing these competencies, Program Management is considered the knowledge, capabilities and practices associated with formulating, planning, implementing, managing, tracking and evaluating projects/programs and their associated requirements and risks, ranging from small one-time projects to major system-of-system programs. This document attempts to specifically state the Program Management competencies required to deliver mission critical capabilities in terms of equipment and services to the user. Critical abilities are to define Component, customer and stakeholder needs and constraints; reduce ambiguity in objectives; develop and manage an efficient project organizational structure; and apply system architecture principles to develop and manage technical requirements in order to achieve the appropriate balance between resources, schedule, and technical requirements. This document also includes the knowledge associated with system architecture, finance, budgeting, risk assessment/management, schedule, configuration management, contract technical management, project controls, etc. All of these responsibilities are to be conducted by a manager, or under the supervision of a manager, and assigned staff members who have gained in-depth knowledge of their organization and the functions of their office.

Program Management Career Field Functional CompetenciesUnit

#Unit of

CompetencyUnit of Competency Description

Comp #

Competency Name

Element #

Basic Competency Element DescriptionIntermediate Competency Element

DescriptionAdvanced Competency Element

DescriptionAM1 Capability

Integration Planning

Ability to develop both a short and long range, innovative acquisition plan/ strategy that provides industry with the frame work for creating functional activities essential to the development of a technology or system/product and manufacturing and fielding.

1.1 Requirements management

1.1.1 Understand that program and portfolio requirements are derived from capability needs statement and CONOPs per the Joint Capabilities Integration and Development System (JCIDS) outputs or functional problem statements (for business systems) to establish the Acquisition Program Baseline (APB).

Derive or assist in deriving feasible program and portfolio requirements from the user capability needs statement and CONOPs per Joint Capabilities Integration and Development System (JCIDS) outputs or functional problem statements (for business systems) to establish the Acquisition Program Baseline (APB).

Derive, or supervise the effort to derive, feasible program and portfolio requirements from the user capability needs statement and CONOPs per Joint Capabilities Integration and Development System (JCIDS) outputs or functional problem statements (for business systems) to establish the Acquisition Program Baseline (APB).

AM1 Capability Integration Planning



1.1.2 Understand that there is a process in place that allows the management of the program's requirements baseline, to include interfaces across the program life cycle.

In coordination with the user, utilize a process to create and manage the program requirements baseline, to include interfaces across the program life cycle.

Implement a process, in coordination with the user, to create and manage program requirements baseline (including interfaces) across the program life cycle




1.1.3 Understand that there is a time-sensitive process for implementing requirements changes resulting from emerging intelligence information or other sources.

Utilize a process for implementing requirements changes that result from emerging intelligence information or other sources, realizing the time-sensitive nature of the information.

Establish a time-sensitive process for implementing requirements changes resulting from emerging intelligence information or other sources.




1.1.4 Identify a rapid response situation and be aware of the unique documents and procedures needed to support urgent warfighter needs.

Identify and articulate rapid response situations and utilize the unique documents and procedures needed to support urgent warfighter needs.

Supervise the identification and articulation of rapid response situations, and ensure the use of the unique documents and procedures needed to support urgent warfighter needs.




1.1.5 Understand how a system of systems architecture influences the decision making process for requirements while meeting "customer needs".

Utilize the requirements process with the user to make decisions in support of a system of systems architecture while meeting "customer needs".

Guide the requirements process together with the user to meet “customer needs” and support decisions in the context of system of systems architecture




1.1.6 Be aware of the best practices used in trade-off analysis and system engineering that influence requirements related program decisions.

Identify and utilize best practices when conducting trade-off analysis and system engineering when making requirements related program decisions.

Identify and incorporate best practices in trade-off analysis and system engineering to make requirements related program decisions




1.1.7 Be aware of the DoD Information Enterprise Architecture and the requirements for adherence to it.

Utilize the DoD Information Enterprise Architecture.

Ensure the DOD Information Enterprise Architecture is implemented.

Unit #

Unit of Competency

Unit of Competency DescriptionComp

#Competency

NameElement

#Basic Competency Element Description

Intermediate Competency Element Description

Advanced Competency Element Description



1.2 Acquisition Program Strategic Planning

1.2.1 Be aware of the requirement for an organizational mission, vision of success, and fundamental values at they relate to achieving successful acquisition outcomes

Utilize the organization's mission, vision of success, and fundamental values at they relate to achieving successful acquisition outcomes as guiding tools for decisions within program management.

Develop and document the organization's mission, vision of success, and fundamental values as they relate to achieving successful acquisition outcomes




1.2.2 Understand the basic components that make up an acquisition baseline and the purpose of an acquisition baseline.

Develop and manage the acquisition program baseline.

Supervise and approve the development of an acquisition program baseline.




1.2.3 Understand that an Acquisition Strategy addresses the JCIDS requirements given the PPBES resourcing constraints and relevant risks and opportunities.

Develop an Acquisition Strategy that addresses the JCIDS requirements given the PPBES resourcing constraints and relevant risks and opportunities.

Frame an Acquisition Strategy that addresses the JCIDS requirements given the PPBES resourcing constraints and relevant risks & opportunities




1.2.4 Understand that the supporting technical, financial, and contract planning documents support the Acquisition Strategy goals and objectives.

Develop the supporting technical, financial, and contract planning documents in accordance with the Acquisition Strategy goals and objectives.

Crosswalk and validate supporting technical, financial, and contract planning documents against the Acquisition Strategy goals and objectives.



1.3 Business Case Development

1.3.1 Understand that potential solutions are evaluated based on the merits and associated trade space for each solution.

Determine the merits and associated trade space of two or more potential solutions

Evaluate the merits and associated trade space of two or more potential solutions

AM2 Acquisition Law and Policy

Ability to apply and integrate policies, DoD agency functions, DoD initiatives, appropriate laws, Executive Branch/DoD regulations and commercial practices, and contractor/ subcontractor relationships such that program goals are efficiently achieved.

2.1 Acquisition Policy and Best Practices

2.1.1 Begin to understand and identify current acquisition policy and best practices that are to be applied to products and processes in each phase of the Defense Acquisition Management System to enable sound acquisition management decisions.

Apply current acquisition policy and best practices to products and processes in each phase of the Defense Acquisition Management System to enable sound acquisition management decisions.

Supervise the application of current acquisition policy and best practices to products and processes in each phase of the Defense Acquisition Management System to enable sound acquisition management decisions.



2.2 Contractual Laws, Regulations, and Obligations

2.2.1 Understand that conditions can shape whether or not business is conducted in accordance with all applicable laws, regulations and contractual obligations to ensure boundaries are understood for effective program management.

Recognize conditions that shape whether or not business is conducted in accordance with all applicable laws, regulations and contractual obligations to ensure boundaries are understood for effective program management.

Describe conditions that shape whether or not business is conducted in accordance with all applicable laws, regulations and contractual obligations to ensure boundaries are understood for effective program management.



2.3 Financial Management Laws, Directives, and Policies

2.3.1 Understand that programs are conducted in accordance with congressional language/direction.

Conduct program activities in accordance with provided/translated congressional language and direction.

Translate Congressional language / direction into program specific direction

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Unit of Competency


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2.4 Program Support Laws, Directives, and Policies

2.4.1 Understand that the program organic depot support plan is guided by statutory guidance/laws and Title 10 direction.

Develop the program organic depot support plan in accordance to statutory guidance and Title 10 direction.

Implement, as appropriate, statutory guidance/law and Title 10 direction regarding organic depot support (e.g., 50/50 law, core workload, etc.).



2.5 Technical and Engineering Laws, Directives, and Policies

2.5.1 Understand that the program technical management is in accordance with statutory guidance/law and Title 10 direction.

Implement, as appropriate, statutory guidance/law and Title 10 direction regarding the technical management of a program acquisition effort.

Ensure the implementation, as appropriate, statutory guidance/law and Title 10 direction regarding the technical management of a program acquisition effort. (CHANGED)



2.6 Information Technology Laws, Policy, and Best Practices

2.6.1 Understand that laws, policies, and regulations concerning IT acquisitions are implemented with appropriate tailoring.

Analyze and implement laws, policies, and regulations concerning IT acquisitions with appropriate tailoring.

Analyze laws, policies, and regulations concerning IT acquisitions and ensure their implementation with appropriate tailoring.

AM3 Program Execution

Ability to integrate cost, schedule, and performance within a program effort; coordinate and negotiate mutually acceptable solutions across program functional areas; and evaluate and integrate all analysis activities to balance risk mitigation plans/efforts.

3.1 Risk / Issue / Opportunity Management

3.1.1 Understand the principles and process for establishing and integrated risk, issue and opportunity management process.

Identify and properly characterize risks, issues and opportunities as part of a risk management process.

Establish, specify, and manage an integrated risk, issue and opportunity management process




3.1.2 Understand that there are various techniques available to identify or forecast risks, issues and opportunities.

Exercise various techniques to identify or forecast program related risks, issues and opportunities.

Ensure various techniques are understood and used to identify or forecast program related risks, issues and opportunities.




3.1.3 Understand the various techniques that can be applied to analyze program related risks, issues and opportunities to support decision making.

Apply various techniques to analyze program related risks, issues and opportunities in order to support decision making

Exercise various techniques to analyze program related risks, issues and opportunities in order to support decision making




3.1.4 Understand the various risk, issue and opportunity handling techniques.

Employ optimal risk, issue and opportunity handling techniques.

Based on program conditions and analysis results, provide guidance for and select the optimal risk, issue and opportunity handling technique.




3.1.5 Understand that risks, issues and opportunities are managed within an organization and the management is bounded by the organizational culture/structure/method.

Manage risks, issues and opportunities utilizing the defined organizational culture/structure/method.

Create an organizational culture/ structure/method that tracks and manages risk/opportunities associated with any acquisition environment

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Unit of Competency


#Competency

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3.2 Program Planning

3.2.1 Understand the components of an integrated master plan (IMP) and relationship between the program architecture, the acquisition strategy, SEP and TEMP.

Incorporate measures of effectiveness, measures of performance, technical performance measures and accomplishment criteria into the integrated master plan (IMP) consistent with the acquisition strategy, SEP and TEMP.

Analyze an integrated master plan (IMP) confirming measures of effectiveness, measures of performance, technical performance measures and accomplishment criteria accurately define the program architecture consistent with the acquisition strategy, SEP and TEMP




3.2.2 Understand the WBS concept and the degree to which the program WBS captures program requirements.

Develop a WBS that captures program requirements and integrates cost, schedule, and performance within a program effort

Supervise the development of a WBS and evaluate the degree to which the program WBS captures program requirements.




3.2.3 Understand the purpose of the Integrated Master Schedule and how it is used to execute the program.

Develop an IMS using best practices in schedule development and analysis.

Supervise the development and evaluate an IMS that reflects best practices in schedule development and analysis



3.3 Teaming 3.3.1 Understand the roles and functions of program teams (working groups, IPTs, project-oriented teams, support contractor teams, system integrator/supplier teams) and how they can maximize efficiency within the program.

Participate on program teams (working groups, IPTs, project-oriented teams, support contractor teams, system integrator/supplier teams) to maximize efficiency within the program.

Organize, manage, coach, lead and evaluate program teams (working groups, IPTs, project-oriented teams, support contractor teams, system integrator/supplier teams) to maximize efficiency within the program/portfolio.



3.3 Teaming 3.3.2 Understand the relationships and benefits of a relationship between government, non-profits (FFRDC, UARC), support contractors and industry on working groups and teams.

Develop and utilize relationships between government, non-profits (FFRDC, UARC), support contractors and industry on working groups and teams.

Identify, develop, and optimize government, FFRDC, and industry partner relationships to enhance program execution.



3.3 Teaming 3.3.3 Develop a basic understanding of how contractors develop and implement strategies for priming, subcontracting and teaming and how those strategies reflect a variety of desired outcomes

Collaborate with contractors to develop and implement strategies for priming, subcontracting and teaming and how those strategies reflect a variety of desired outcomes

Interpret and advise on how contractors develop and implement strategies for priming, subcontracting and teaming and how those strategies reflect a variety of desired outcomes



3.3 Teaming 3.3.4 Understand that there are internal and external customers and stakeholders with needs.

Meet the needs of internal and external customers and stakeholders.

Anticipate, meet and oversee the needs of both internal and external customers and stakeholders.



3.4 Program Oversight

3.4.1 Understand that program reviews and assessments evaluate the cost, schedule, and performance of the program.

Participate in program reviews and assessments providing cost, schedule, and performance of the program.

Develop strategies for effectively conducting program reviews and assessments regarding cost, schedule, and performance of the program.

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#Competency

NameElement







3.4.2 Understand that the program is required to conduct technical assessments of prime and subcontractors.

Prepare for and conduct technical assessments of prime and subcontractors.

Ensure that the program prepares for and conducts technical assessments of prime and subcontractors.




3.4.3 Understand that the program conducts financial and budget reviews and assessments.

Develop a strategy and conduct financial and budget reviews and assessments.

Analyze strategies for conducting Financial and Budget Reviews and assessments.




3.4.4 Understand that a strategy for conducting Contractor Performance Reviews and assessments is developed.

Develop a strategy for conducting Contractor Performance Reviews and assessments.

Analyze strategies for conducting Contractor Performance Reviews and assessments.




3.4.5 Understand that there are metrics and measures used on a recurring basis to drive appropriate government and contractor behavior.

Develop and capture data on metrics and measures used on a recurring basis to drive appropriate government and contractor behavior.

Analyze the effectiveness of metrics and measures used on a recurring basis to drive appropriate government and contractor behavior. Conduct and evaluate trend analysis to make improvements to program.




3.4.6 Understand that the program is required to provide timely, appropriate and accurate external program assessments and reports regarding the execution of the program.

Develop timely, appropriate and accurate external program assessments and reports regarding the execution of the program.

Provide timely, appropriate and accurate external program assessments and reports regarding the execution of the program.



3.5 Resource Management

3.5.1 Understand the functions and roles of an acquisition workforce.

Be a contributing part of an acquisition workforce/team.

Build and manage an acquisition workforce/team based on organizational goals, budget considerations, and staffing needs.




3.5.2 Understand that programs work to meet strategic goals.

Develop, organize, and complete tasks that contribute to meeting strategic goals.

Allocate resources across business units and programs to ensure that the strategic goals are met.




3.5.3 Understand that there is an automated system to provide program status.

Utilize an automated system to provide program status

Set up an automated system to provide program status

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Unit of Competency


#Competency

NameElement







3.5.4 Understand what a Business Process Reengineering (BPR) effort is.

Develop and employ Business Process Reengineering (BPR) efforts within a program office environment.

Enable and advise regarding to Business Process Reengineering (BPR) efforts within a program office environment



3.6 Technology Management

3.6.1 Understand that current/required science/technology efforts will create coverage, gaps, and trade space relative to user needs.

Use current/required science/technology as trade space to cover user needs recognizing that their will be gaps in the coverage.

Assess coverage, gaps and trade space relative to current/future user needs and current/required science/technology efforts




3.6.2 Understand that a technology readiness assessment is conducted.

Conduct a technology readiness assessment is conducted.

Ensure that a technology readiness assessment is conducted.




3.6.3 Understand that there are management techniques for reducing the security risks when introducing new technologies into the acquisition process from laboratories and research centers, academia, and foreign and domestic commercial sources.

Employ management techniques for reducing the security risks when introducing new technologies into the acquisition process from laboratories and research centers, academia, and foreign and domestic commercial sources.

Oversee management techniques for reducing the security risks when introducing new technologies into the acquisition process from laboratories and research centers, academia, and foreign and domestic commercial sources.

AM4 Stakeholder Management

Ability to identify the influential players; assess and respond to political activities, media questions, and actions to shape how they relate to acquisition management

4.1 Political Savvy 4.1.1 Understand that there are internal and external politics that impact the work of the organization.

Understand that there are internal and external politics that impact the work of the organization.

Appraise the internal and external politics that impact the work of the organization. Perceive organizational and political reality and act accordingly



4.2 External Situational Awareness

4.2.1 Understand that the environment external to an acquisition program exists simultaneously from (including) historical, current, and future perspectives

Operate in a program office with the understanding that the environment external to an acquisition program exists simultaneously from (including) historical, current, and future perspectives

Maintain awareness of the environment external to an acquisition program simultaneously from (including) historical, current, and future perspectives



4.3 Media Relationships

4.3.1 Understand that there are media related policies contained in Agency directives/publications in addressing public affairs.

Follow the media policies contained in the Agency directives/publications in addressing public affairs.

Apply the media related policies contained in Agency directives/publications in addressing public affairs.

AM5 International Acquisition and Exportability (IA&E)

Ability to develop and implement solutions in acquisition strategies to incorporate aspects associated with international defense programs.

5.1 International Cooperative Programs (ICPs)

5.1.1 Identify the advantages and disadvantages of international armament cooperative development in an acquisition strategy

As part of a multi-functional team, participate in planning and implementing International Cooperative Program (ICP) transactions in DoD programs and projects

Assess, plan, organize, and implement International Cooperative Program (ICP) transactions in DoD programs and projects.



5.1 International Cooperative Programs (ICPs)

5.1.2 N/A As part of a multi-functional team, develop formal binding agreements with international partners required for ICPs

Develop formal binding agreements with international partners required for ICPs



5.2 Sales and Transfers

5.2.1 N/A As part of a multi-functional team, Develop appropriate business and technical approaches to execute Foreign Military Sales (FMS) programs that meets foreign user needs

Develop appropriate business and technical approaches to execute Foreign Military Sales (FMS) programs that meets foreign user needs

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5.2 Sales and Transfers

5.2.2 N/A As part of a multi-functional team, support program contractors planning and execution of Direct Commercial Sales (DCS) and hybrid DCS/FMS programs.

Support program contractors planning and execution of Direct Commercial Sales (DCS) and hybrid DCS/FMS programs.



5.3 Technology Security and Foreign Disclosure (TSFD)

5.3.1 Recognize the basic underlying security principles and authorities that govern foreign disclosure, technology control and security requirements for international acquisition programs.

Apply international acquisition and technology security fundamental concepts, laws, policies, and procedures to an acquisition program.

Assess feasibility of IA&E activities and develop guidance for transfer of classified or controlled US defense articles, information, and technologies.




5.3.2 Describe the policies and procedures for the classification, handling, and transmission of defense information and technology in international acquisition programs.

Apply the major technology security processes and authorizations used on international acquisition programs to a program schedule.

Integrate TSFD and export control approvals with the program schedule.




5.3.3 List the three documents that provide the legal and policy basis for security requirements in most international acquisition programs

Apply USG and DOD laws, regulations, and policies regarding disclosure and protection of sensitive or classified technology.

Supervise the application of USG and DOD laws, regulations, and policies regarding disclosure and protection of sensitive or classified technology. (Changed)



5.4 Defense Exportability Integration

5.4.1 Discuss the role of systems engineering in protecting technology and facilitating interoperability with allied and friendly nations.

Plan for IA&E activities in an acquisition program throughout in all five phases of the acquisition process.

Assess potential IA&E program activities, identify technical approaches and resources required to develop export configurations, and develop acquisition strategies and plans that integrate defense exportability considerations in systems development, productions, operations, and support.



5.4 Defense Exportability Integration

5.4.2 Discuss the role of systems engineering in protecting technology and facilitating interoperability with allied and friendly nations.

Apply integrated defense exportability system engineering and program protection planning activities to an acquisition program.

Integrate program protection planning with IA&E considerations.

AM6 Services Acquisition

Ability to develop and implement acquisition of services for the DoD

6.1 Services Acquisition

6.1.1 Recognize the significance of the contracting process to acquire goods and services in DoD Acquisitions. Understand roles, responsibilities and limitations of government and contractor parties in service contracts

Participate in establishing and/or updating the requirements for the acquisition of services

Establish and/or update the requirements for the acquisition of services




6.1.1 Identify the linkage between acquisition strategy, the contracting process, and program risk

Participate in developing the appropriate contract strategy and associated contract documents for services

Develop and evaluate the appropriate contract strategy and associated contract documents for services




6.1.1 Recognize the role of contract administration on a services contract

Participate in managing a services contract Execute the management of a services contract

BM1 Contract Management

Ability to guide the development of appropriate documents and focusing contracting actions in pre-award, source selection, and post-award contracting activities relating to acquisition management.

1.1 Market Research 1.1.1 Recognize the main market research methods including requests for information, industry days and market surveys.

Apply market research methods including requests for information, industry days and market surveys, to define the industry/ procurement environment and gather and apply relevant market research information to initiate and execute the program.

Plan and lead a market research effort to define the industry/ procurement environment and gather and apply relevant market research information to initiate and execute the program. Utilize PCO advice on source selection sensitive information in scenarios involving contractors to prevent future conflict of interest or potential competitive advantage.

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1.1 Market Research 1.1.2 Recognize laws and rules concerning international sourcing vs. domestic preferences, Buy American Act, Berry Amendment, Canadian inclusion, small business statues, etc., that restrict sources.

Apply laws and rules concerning international sourcing vs. domestic preferences, Buy American Act, Berry Amendment, Canadian inclusion, small business statues, etc., that restrict sources to an acquisition program.

Analyze key attributes of the defense industry to meet acquisition needs. Includes awareness of issues of international sourcing vs. domestic preferences, Buy American Act, Berry Amendment, Canadian inclusion, small business statues, etc., that restrict sources



1.1 Market Research 1.1.3 Recognize the advantages and disadvantages of competitive and non-competitive approaches to source selection.

Develop and assess the validity of an appropriate sourcing approach (including competitive and non-competitive)

Supervise a multifunctional team in developing and assessing the validity of an appropriate sourcing approach (including competitive and non-competitive). (CHANGED)



1.1 Market Research 1.1.4 Recognize the methods for conducting pre-solicitation communications with industry and the government team.

Conduct pre-solicitation communications with industry and the government team.

Assess and exercise pre-solicitation communications with industry and the government team.



1.2 Pre-Solicitation Planning and Execution

1.2.1 Recognize the pre-award actions required by the FAR

Demonstrate an understanding of and participate in pre-award actions required by the FAR

Supervise and participate in pre-award actions required by the FAR




1.2.2 Recognize the role of the program office in jointly developing a contracting strategy with the PCO, based on the risks and opportunities described in the acquisition strategy.

Based on the risks and opportunities described in the acquisition strategy, participate in developing a contracting strategy with the PCO.

Based on the risks and opportunities described in the acquisition strategy, jointly develop a contracting strategy with the PCO.




1.2.3 Recognize Interagency Acquisitions including Government wide Acquisition Contracts (GWACs).

Understand the use and ramifications of Interagency Acquisitions.

Understand the use and ramifications of Interagency Acquisitions.




1.2.4 Recognize the importance of acquisition and contracting strategy alignment with the capability or service need.

Develop the intent of the capability or service acquisition and align the strategy(s)

Evaluate the intent of the capability or service acquisition and assure the strategy(s) are aligned




1.2.5 Recognize how incentives at the portfolio, program and/or project level (to include contract incentives) drive desired and/or undesired contractor behavior

With the PCO, jointly develop and apply incentives at the portfolio, program and/or project level (to include contract incentives) drive desired and/or undesired contractor behavior

Demonstrate how incentives at the portfolio, program and/or project level (to include contract incentives) drive desired and/or undesired contractor behavior




1.2.6 Recognize the different levels of data rights including unlimited, government purpose, limited and restricted.

Apply appropriate government and contractor data rights to a solicitation.

Account for the impact of the government and contractor rights under the appropriate data rights categories.

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1.2.7 Recognize the potential program impact and appropriate response procedures regarding a contractor's right to protest.

Apply the appropriate procedures to respond to a contractor's protest.

Explain the potential program impact and appropriate response procedures regarding a contractor's right to protest.




1.2.8 Recognize the purpose of a source selection plan. As part of a multifunctional team, participate in the development of a sound approach to acquire a capability e.g. a source selection plan.

Communicate and justify the validity and effectiveness of the chosen approach to acquire a capability




1.2.9 Recognize the methods of communicating requirements for both a product/supplies and services contract.

Develop necessary contract requirements and associated contract artifacts for both a product/supplies and services contract.

Develop and/or assess necessary contract requirements and associated contract artifacts for both a product/supplies and services contract.




1.2.10 Recognize the purpose of a Request for Proposal (RFP)

As part of a multifunctional team develop necessary adjustments to an RFP driven by a changing environment

Demonstrate the ability to adjust an RFP to a changing environment




1.2.11 Recognize the importance of small business to DoD and the acquisition lifecycle

Examine what a small business is and the interrelationship of the program office team, small business, and the DoD acquisition process.

Evaluate how to use small business resources during the planning process of the acquisition lifecycle phases.



1.3 Source Selection and Negotiations

1.3.1 Recognize the flow of the source selection process.

As part of a multifunctional team participate in planning and executing a source selection and contract award process.

Plan and execute a source selection and contract award process.



1.3 Source Selection and Negotiations

1.3.2 Recognize the valid justifications for a sole source contract arrangement

As part of a multifunctional team participate in negotiation and award of a sole source arrangement

Plan and execute a contract negotiation and award in a sole source arrangement



1.4 Contract Administration

1.4.1 Recognize the role of contract administration Participate in a planning for a program’s contract administration process

Prepare and evaluate a plan for executing the program’s contract administration process




1.4.2 Recognize the nine management processes associated with EVM.

Participate in the establishment of a negotiated baseline of performance between the program office and the selected contractors.

Oversee the establishment of a negotiated baseline of performance between the program office and the selected contractors.

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1.4.3 Recognize the role of contract administration with regard to contract modifications.

Participate in the contract modification process including, receipt of contractor change proposals, ECP and Value Engineering requirements, risk analysis, and contractor financing requirements.

Comprehend the contract modification process, receipt of contractor change proposals, ECP and Value Engineering requirements, risk analysis, and contractor financing requirements.




1.4.4 Understand the fundamentals behind the actions needed to exercise options; issue tasks or delivery orders; and claims

Assist with the actions needed to exercise options; issue tasks or delivery orders; and claims

Direct and advise on exercising options; issuing task or delivery orders; and claims




1.4.5 Recognize the value and benefits of Earned Value Management (EVM) in the defense acquisitions process

Assess contractor performance in their execution of the contract

Monitor, assess, and manage contractor performance in their execution of the contract




1.4.6 Recognize the appropriate methods for modifying a contract

Apply appropriate contract modification methods in response to a change in user requirements

Resolve contract issues related to contractor's responsibilities for performance of the contract or a change in the users requirements




1.4.7 Recognize the significance of the contracting process to acquire services in DoD Acquisitions.

Understand the unique requirements and management actions required of Agency PM's when engaged in the acquisition of services

Understand the unique requirements and management actions required of Agency PM's when engaged in the acquisition of services



1.5 Contract Closeout

1.5.1 Recognize the requirement for contract close-out and the possibility for contract termination consistent with FAR Part 49

Understand procedures for contract close-out and/or termination in a manner consistent with FAR Part 49 (as applicable)

Understand procedures for contract close-out and/or termination in a manner consistent with FAR Part 49 (as applicable) (CHANGED)

BM2 Financial Management

Ability to implement an effective financial management system to govern the program and ensure program affordability; develop and justify program’s cost position within the PPBE; manage the development of program cost estimates; assess Congressional enactments evaluate the impacts of program funding changes; and effectively/efficiently execute the program funding.

2.1 Financial Planning

2.1.1 Recall how the DoD's Planning, Programming, Budgeting and Execution (PPBE) system functions as it's budget and resource allocation planning tool.

Understand the application of a Department or Agency’s financial management policy/instructions for a project/program’s financial planning, programming, budget development, and budget execution.

Supervise the application of a Department or Agency’s financial management policy/instructions for a project/program’s financial planning, programming, budget development, and budget execution. (CHANGED)



2.2 Programming 2.2.1 Recognize the role of the Planning, Programming, Budgeting and Execution (PPBE) System in acquisition management.

Provide inputs and priority recommendations (from the perspective of capability and projected IOC date) to support sound budget decisions including inputs to a Service's budget for the DoD POM process

Analyze requests, provide inputs and priority recommendations (from the perspective of capability and projected IOC date) to support sound budget decisions including inputs to a Service's budget for the DoD POM process

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2.3 Budget Formulation

2.3.1 Recognize the rules and the laws associated with the execution of DOD budget appropriations.

Properly apply financial rules and laws to the program's management of financial resources.

Oversee the program office organization’s financial processes and procedures




2.3.2 Recognize program budget documents and their general purpose.

Develop budget documents in support of the program

Supervise and advise on the formulation of budget documents




2.3.3 Recognize the potential budget implications of international partnering (international agreements, dependable undertaking, handling foreign funds, etc.).

Evaluate financial budget implications of international partnering (international agreements, dependable undertaking, handling foreign funds, etc.).

Evaluate financial budget implications of international partnering (international agreements, dependable undertaking, handling foreign funds, etc.).



2.4 Budget Execution

2.4.1 Recognize the value and benefits of Earned Value Management (EVM) in the defense acquisitions process and the relationship to integrated program technical, performance, and financial status.

Monitor and act on the integrated program technical, performance, and financial status.

Execute and advise/direct Earned Value Management (EVM) plan to evaluate status and performance of program




2.4.2 Recall how the DoD's Planning, Programming, Budgeting and Execution (PPBE) system functions as it's budget and resource allocation planning tool

Plan and implement execution year adjustments or make contingency plans in response to program progress (vs plan), anticipated requirements changes, or external resource adjustments (Congressional/ OMB/Service or Agency)

Plan and implement execution year adjustments or make contingency plans in response to program progress (vs plan), anticipated requirements changes, or external resource adjustments (Congressional/ OMB/Service or Agency)

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2.4.3 Recognize the process for allocating the Budget Authority granted by the enactment process to the services, product divisions, and program offices.

As part of a multifunctional team participate in preparing, justifying and administering the program budget.

Advocate for program equities; prepare, justify, and administer the program budget.




2.4.4 Recall the rules for obligation periods of the five appropriations associated with defense acquisition.

Assist in budget reviews Execute and advise on budget reviews



2.5 Cost Estimates 2.5.1 Recognize the importance of cost-estimating techniques in support of the acquisition life-cycle.

As part of an interdisciplinary program team, select and apply the appropriate method to estimate the cost of an acquisition program.

Understand how an interdisciplinary Cost Estimate is executed



2.5 Cost Estimates 2.5.2 Identify the four basic cost-estimating techniques and where they roughly fit into the acquisition life cycle.

Select an appropriate approach ( e.g., Analogy, Parametric, Top-Down, Engineering (Bottom-Up), Actual, Delphi) to estimate the cost and schedule of an acquisition program.

Understand Congressional legislated and DoD expectations and applications as applied to the general categories of Business Case Analyses (BCA) and Lifecycle Cost Estimates (LCCE) based on analogy, parametric and/or bottoms-up (engineering) approach.

TM1 Engineering Management

Ability to manage a system engineering process; assess the government / contractor’s system engineering approach, activities, and products.

1.1 Technical Planning

1.1.1 Recognize that the Systems Engineering Process is used to translate requirements into an integrated, system design solution.

Apply the systems engineering process to transform capability needs and constraints into an operational system design for each phase and analyze the contractor’s progress by applying technical performance measurement.

Establish, update and critically evaluate a plan for the technical management of an acquisition activity.




1.1.2 Recognize the various emphasis of Systems Engineering throughout the life cycle.

Apply the Systems Engineering Plan to balance cost, schedule and performance throughout the life cycle.

Ensure engineering processes are coordinated and applied properly throughout a system's life cycle consistent with the Systems Engineering Plan




1.1.3 Recognize the basic provisions of DODI 5000.02 and DODD 5000.01 that are applicable to software-intensive systems.

Given a software-intensive system (such as a telecommunications or guidance system), select an appropriate software development methodology.

Apply software acquisition management principles (historic or emerging) needed to make sound decisions for planning and executing an acquisition program

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1.1.4 Identify organizations, responsibilities, key terms, acronyms and references regarding program protection, cybersecurity and counterintelligence as used to support to an acquisition program.

As part of a multidisciplinary program team, apply the appropriate steps of Risk Management Framework for Cybersecurity to an acquisition program in each acquisition phase.

Ensure Cybersecurity processes are coordinated and applied properly throughout a system's life cycle




1.1.5 Recognize the risks and benefits associated with re-use of legacy hardware and/or software in an acquisition program.

Apply key hardware and software acquisition management principles needed to make sound decisions regarding reuse of legacy hardware and/or software within an acquisition program.

Manage re-use of legacy hardware and/or software



1.2 Requirements Decomposition

1.2.1 Recognize that the System Engineering Process (SEP) is essentially a translation and feedback process from operational to system requirements.

Apply the iterative SE steps to develop outputs of the systems engineering process in order to verify they meet a given requirement.

Ensure a requirements management process provides traceability back to user-defined capabilities.




1.2.2 Recognize that the Systems Engineering Process is used to translate requirements into an integrated, system design solution.

Apply the systems engineering process to transform capability needs and constraints into technical requirements for each phase.

Describe the need to convert functional and behavioral expectations to technical requirements




1.2.3 Identify the terms Reliability, Availability and Maintainability.

Identify tools/best practices/techniques available in the systems engineering process to achieve the principal goals of supportability analyses.

Ensure the design incorporates reliability, availability and maintainability requirements across a system's life cycle




1.2.4 N/A N/A Ensure the open systems architecture design is compatible with user performance, interoperability, and product support requirements and desired capabilities.




1.2.5 Recognize why Command, Control, Communications, Computers, and Intelligence (C4I) interoperability must be considered with all affected U.S. and Allied systems thru the JCIDS.

Identify the aspects of the Net Ready KPP as it applies to acquisition of Information Technology (e.g. interoperability, architecture, cybersecurity).

Ensure the information technology design requirement considers Interoperability as well as trusted systems and networks



1.3 Technical Assessment

1.3.1 Understand the process to document, coordinate, and substantiate the transition of system elements to the next level in the SE process.

Document, coordinate, and substantiate the transition of system elements to the next level in the SE process.

Manage the process to document, coordinate, and substantiate the transition of system elements to the next level in the SE process.




1.3.2 Understand the process for monitoring and selecting Design Solution that translates the outputs of the Requirements Development and Logical Analysis processes into alternative design solutions and selects a final design solution.

Monitor and select Design Solutions that translates the outputs of the Requirements Development and Logical Analysis processes into alternative design solutions and selects a final design solution.

Ensure a process for monitoring and selecting Design Solution that translates the outputs of the Requirements Development and Logical Analysis processes into alternative design solutions and selects a final design solution.




1.3.3 Understand the process for monitoring the implementation effort that yields the lowest level system elements in the system hierarchy.

Develop and employ a process for monitoring the implementation effort to yield the lowest level system elements in the system hierarchy.

Ensure the process for monitoring the implementation effort actually yields the lowest level system elements in the system hierarchy.




1.3.4 Understand the measures to assess the technical maturity of a design solution, relative to operational performance requirements

Identify, explain and employ measures to assess the technical maturity of a design solution, relative to operational performance requirements

Ensure that measures to assess the technical maturity of a design solution, relative to operational performance requirements are adequate.




1.3.5 Understand that technical measures are tracked, trended, and forecasted to support program decisions.

Assess (tracked, trended and forecasted) technical measures to support program decisions.

Ensure technical measures are continually assessed (tracked, trended and forecasted) to support program decisions

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1.3.6 Understand technical measures and how they can be used to affect organizational and contractual behavior.

Develop and employ technical measures that cause the correct or expected organizational and contractual behavior.

Assess whether technical measures are causing the correct (expected) organizational and contractual behavior




1.3.7 Understand the plan to evaluate a systems readiness to operate in the intended environment, e.g., information assurance, air worthiness, sea worthiness, net ready.

Develop and employ the plan to evaluate a systems readiness to operate in the intended environment, e.g., information assurance, air worthiness, sea worthiness, net ready.

Plan for and/or evaluate a systems readiness to operate in the intended environment, e.g., information assurance, air worthiness, sea worthiness, net ready.




1.3.8 N/A N/A Conduct Post Implementation Review (PIR).



1.4 Decision Analysis 1.4.1 Understand that there are multiple approaches to decision analysis concerning technical challenges.

Develop multiple approaches to decision analysis concerning technical challenges.

Apply, evaluate and explain multiple approaches to decision analysis concerning technical challenges



1.5 Configuration Management

1.5.1 Understand the configuration management process and how it can be used to provide technical insight into the program.

Apply the configuration management process to gain technical insights into the program.

Articulate the program technical insights provided by the configuration management process



1.5 Configuration Management

1.5.2 Understand that a Configuration Management Program with methods and best practices is used to establish and maintain consistency of a product's attributes with its requirements and product configuration information.

Employ a Configuration Management Program with methods and best practices to establish and maintain consistency of a product's attributes with its requirements and product configuration information.

Ensure the employment of a Configuration Management Program with methods and best practices to establish and maintain consistency of a product's attributes with its requirements and product configuration information.



1.6 Technical Data Management

1.6.1 Understand the principles, procedures, and tools of data management and associated data rights.

Employ the principles, procedures, and tools of data management and associated data rights.

Ensure the application of the principles, procedures, and tools of data management and associated data rights.




1.6.2 N/A N/A Oversee and appraise a Program’s Technical Data Management Plan




1.6.3 Understand data rights and the importance of determining the appropriate amount of rights.

Develop a data rights strategy for both hardware and software, including documentation and source code.

Appraise the importance and legal complexity of data and the associated rights for both hardware and software including documentation and source code.




1.6.4 Understand that a lifecycle management method is required for an item, system, or facilities (including COTS).

Employ a program lifecycle data management method for an item, system, or facilities (including COTS).

Oversee and assess a program life-cycle data management method for an item, system, or facilities (including COTS).



1.7 Interface Management

1.7.1 Understand that there is a process to ensure all interfaces are defined and in compliance with the system elements and other systems

Develop the process and ensure that all interfaces are defined and in compliance with the system elements and other systems.

Oversee a process to ensure all interfaces are defined and in compliance with the system elements and other systems

TM2 Defense Business Systems

Ability to evaluate the complexity of a software effort; synthesize the development, integration, and test management activities; and apply appropriate measurement techniques to support embedded system software, computer systems, or IT related programs

2.1 DBS Certification 2.1.1 Identify general certification requirements for DBS.

Understand certification requirements that apply to DBS.

Interpret and comply with Defense Business Systems certification/ accreditation guidance.

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TM2 Defense Business Systems

Ability to evaluate the complexity of a software effort; synthesize the development, integration, and test management activities; and apply appropriate measurement techniques to support embedded system software, computer systems, or IT related programs

2.2 DBS Acquisition Approach Preparation

2.2.1 Understand the different acquisition approach and documents required for a Defense Business System.

Develop an acquisition approach and documents for a Defense Business System.

Understand and evaluate an acquisition approach and documents for a Defense Business System.

TM3 Test and Evaluation Management

Ability to develop, document, staff, and assess a test and evaluation program within the lifecycle of an acquisition program.

3.1 Test Planning 3.1.1 Recognize the different types of Test and Evaluation (T&E) in support of the acquisition process.

Explain the role of test and evaluation (DT&E, OT&E, LFT&E) in the systems engineering and acquisition management processes.

Describe how test and evaluation (T&E) activities verify the system will ultimately meet user requirements.




Plan for appropriate test and evaluation events (DT&E, OT&E, LFT&E) in each phase of the acquisition lifecycle and the primary test and evaluation (T&E) products required at each acquisition milestone.

Oversee comprehensive T&E planning from component development through realistic or operational T&E into production and deployment




Apply the risk management process as a basis for making sound test planning decisions.

Ensure the comprehensive test and evaluation activities address stated and emerging (hardware, software, environmental and services) risks and opportunities.




Identify the key OT&E activities that must be coordinated with the DOT&E staff and the Operational Test Agencies.

Recognize decision factors in T&E (requirements, resources, product maturity including hardware/software, and developmental reviews) needed to confirm readiness to start the test.



3.1 Test Planning 3.1.5 Recall the purpose of Operational Test & Evaluation (OT&E).

Analyze actual verses planned technical performance data in risk areas to indicate potential problems that may prevent a system from being operationally effective and suitable.

Evaluate realistic tests or the OT&E program that will determine the operational effectiveness and suitability of a system under realistic operational conditions in an operational environment.



3.1 Test Planning 3.1.6 N/A N/A Recognize security and safety compliance (such as people and item/system under test) and environmental requirements constraints to protect resources and comply with established policies



3.1 Test Planning 3.1.7Understand the role of data alignment and the relationship to specific test objectives.

Incorporate data alignment when reviewing and developing specific test objectives.

Recognize the role of data alignment in supporting specific test objectives required to successfully conduct an overall evaluation.



3.2 Test Execution 3.2.1 (DT): Understand that a comprehensive test and evaluation program is used to validate system specifications and requirements and includes the use of modeling and simulation.

(DT): Develop and participate in a comprehensive test and evaluation program to validate system specifications and requirements, including the use of modeling and simulation.

(DT): Oversee a comprehensive T&E program to validate system specifications and requirements including use of Modeling & Simulation.



3.2 Test Execution 3.2.2 (OT): Understand that there are processes and reviews to ensure a system does not enter into Initial Operational Test and Evaluation before it is sufficiently mature to successfully pass effectiveness and suitability measures.

(OT): Utilize department/agency process to ensure the system does not enter into Initial Operational Test and Evaluation before it is sufficiently mature to successfully pass effectiveness and suitability measures.

(OT): Manage Department/Agency process to ensure the system does not enter IOT&E before it is sufficiently mature to successfully pass suitability and effectiveness measures.

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TM4 Manufacturing Management

Ability to manage and apply the principles of manufacturing management in order to influence the design process, transition to production, and execution of the manufacturing plan. Able to analyze program office and contractor status/plans for transition to production.

4.1 Manufacturing Planning and Transition

4.1.1 N/A N/A Oversee management actions leading to an adequate and efficient manufacturing capability and production (if applicable) of the minimum quantity necessary to provide production or production-representative articles for IOT&E.




4.1.2 Understand the role of a production base and relationship of establishing a production base to manufacturing process validation.

Establish an initial production base (along with initial spares production) for the system expandable to an effective full rate production.

Ensure the establishment of an initial production base (along with initial spares production) for the system expandable to an effective full rate production.




4.1.3 Understand that a full rate production base for the system is based on LRIP and successful operational testing.

Establish and optimize a full rate production base for the system based on LRIP and successful operational testing.

Supervise the establishment and optimization of a full rate production base for the system, based on LRIP and successful operational testing.




4.1.4 N/A N/A Understand material management functions, manufacturing facilities design and associated issues/implications of new product and process technologies



4.2 Manufacturing Shutdown

4.2.1 Understand that a plan is developed and utilized for production line shut down and post production support.

Develop and implement the plan for production line shut down and post production support.

Plan for production line shut down and post production support.



4.2 Manufacturing Shutdown

4.2.2 Understand the process of a system level production line shutdown and transition to post production supply chain support.

Execute a system level production line shutdown and transition to post production supply chain support.

Supervise the execution of a system level production line shutdown and transition to post production supply chain support.

TM5 Product Support Management

Ability to manage and apply the principles of DoD life cycle logistics management in order to influence the design process and the development and execution of the product support plan. This includes an understanding and implementation of appropriate actions on supply chain management, environmental matters relating to the development, manufacture, and disposal of facilities and end items.

5.1 Product Support Planning

5.1.1 Identify the role of acquisition logistics and support as it relates to life cycle cost of a system.

Determine the life cycle logistic support activities and requirements associated with design/development, fielding/deployment and post-production support of a system.

Oversee management actions leading to an adequate and efficient hardware and software product support capability.

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5.1 Product Support Planning

5.1.2 Identify the terms Reliability, Availability and Maintainability.

Identify the relationship of Reliability, Availability, and Maintainability (RAM) to acquisition logistics, and its impact on system performance, operational effectiveness (including support), logistics planning, and life-cycle cost.

Evaluate the definition, importance, application and oversight of DoD life cycle sustainment metrics .



5.2 Product Support Management

5.2.1 Recognize the importance of conducting supportability analyses as an integrated part of the Systems Engineering (SE) Process.

Analyze the impact of support systems and equipment on system readiness/performance and the user.

5.2.1 Evaluate and optimize the logistical burden (footprint) that an item/system will place on the user.




5.2.2 N/A N/A Develop and implement a software support plan, including development, modification, upgrades, and retirement or replacement of software and/or information technology products.




5.2.3 Recognize the value of performance based logistic in achieving system readiness and reducing life-cycle costs.

Apply performance or outcome based logistics principles to a lifecycle sustainment plan.

Develop and implement a performance based agreement for a hardware, hardware/software, or information technology based program.




5.2.4 Recognize the importance of supportability as it relates to achieving system readiness and reducing life-cycle costs.

Analyze the impact of supportability issues on system readiness/performance and other functional areas. E.g. contracts, finance, systems engineering and acquisition logistics

Manage ongoing sustaining engineering assessments of the fielded item/system and facilities.

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5.2.5 Recognize obsolescence and DMSMS as common supportability challenges for programs in sustainment.

Apply performance or outcome based logistics principles to solving a program obsolescence issue.

Implement and oversee program activities to identify, track, fund, and correct obsolescence and DMSMS risks, opportunities and issues.




5.2.6 Manage the engineering and test of technical or procedural solutions to neutralize any harmful aspects of an item/system and its disposal.



5.3 Supply Chain Management

5.3.1 Recognize the importance of Supply Support. Identify acquisition logistics support activities and requirements associated with post-production support (e.g., planning, adequate sources of supply and spares modernization).

Align a supply chain management concept within the context of an agency or the joint supply chain architecture.




5.3.2 Identify issues associated with Production, Quality, and Manufacturing.

Determine the life cycle logistic support activities and requirements associated with production, fielding and deployment of a system (e.g. transportation, inventory control and financial transactions).

Coordinate management actions involving production, inventory, location, and transportation of program materiel items (and associated information and financial transactions).




5.3.3 Recognize the importance of Supply Support. Identify risks associated with program sources of supply in development, production and sustainment.

Interpret supply chain related risks with components and commodities acquired in program development through operations.

EL1 Foundational Competencies

These competencies are the foundation for success in each of the core competencies.

1.1 Interpersonal Skills

1.1.1 Develop and maintain effective working relationships, especially in difficult situations by treating others with courtesy, sensitivity, and respect.

Develop and maintain effective working relationships, especially in difficult situations by treating others with courtesy, sensitivity, and respect.

Develop and maintain effective working relationships, especially in difficult situations by treating others with courtesy, sensitivity, and respect.



1.1 Interpersonal Skills

1.1.2 Demonstrate professionalism, tact and empathy to build trust and commitment.

Exemplify professionalism, tact and empathy to build trust and commitment.

Exemplify professionalism, tact and empathy to build trust and commitment throughout the organization.

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1.2 Integrity / Honesty

1.2.1 Behave in an honest, fair, and ethical manner. Show consistency in words and actions. Model high standards of ethics.

Behave in an honest, fair, and ethical manner. Show consistency in words and actions. Model high standards of ethics and nurture ethical behavior in the organization

Behave in an honest, fair, and ethical manner. Show consistency in words and actions. Model high standards of ethics and nurture ethical behavior in the organization



1.3 Communicate Effectively

N/A Plan for the dissemination of information both internally and externally with emphasis on ensuring all work groups, project oriented teams, IPPTs, PM Staff and several layers of contractor/sub-contractor employees have comprehensive macro view of the program priorities

Plan for the dissemination of information both internally and externally with emphasis on ensuring all work groups, project oriented teams, IPPTs, PM Staff and several layers of contractor/sub-contractor employees have comprehensive macro view of the program priorities




1.3.2 Write in a clear, concise, organized, and convincing manner for the intended audience.

Write in a clear, concise, organized, and convincing manner for the intended audience.

Write in a clear, concise, organized, and convincing manner for the intended audience.




1.3.3 Speak clearly and convincingly. Listen effectively and request clarification as needed.

Make clear and convincing oral presentations. Listen effectively; clarify information as needed.

Make clear and convincing oral presentations. Listen effectively; clarify information as needed.



1.4 Continual Learning

1.4.1 Pursue opportunity for self-development. Assess and recognize own strengths and weaknesses; pursue self-development.

Assess and recognize own strengths and weaknesses; pursue self-development.




1.4.2 Share & communicate lessons learned. Explain how process improvements at the individual level translate into improved organizational and operational effectiveness

Share & communicate lessons learned. Explain how process improvements at the macro level translate into improved operational effectiveness

Share & communicate lessons learned. Explain how process improvements at the macro level translate into improved operational effectiveness




1.4.3 Pursue chances to develop skills to include using challenges as opportunities to improve and become more effective.

Pursue chances to stretch skills to further professional growth to include using challenges as opportunities to improve and become more effective.

Pursue chances to stretch skills to further professional growth to include using challenges as opportunities to improve and become more effective.



1.5 Public Service Motivation

1.5.1 Demonstrate a commitment to serve the public. Ensure that personal actions are aligned with organizational objectives and practices, and public interests.

Demonstrate a commitment to serve the public. Ensure that personal actions align organizational objectives and practices with public interests.

Demonstrate a commitment to serve the public. Ensure that personal actions align organizational objectives and practices with public interests.



1.6 Technical Credibility

1.6.1 Remain current with technology, tools, trends, and evolving practices in area of expertise.

Remain current with technology, tools, trends, and evolving practices in area of expertise.



1.6 Technical Credibility

1.6.2 Develop skill in using job-relevant information systems and/or software applications, such as word processing, spreadsheets, automated research tools, database applications, and the Internet.

Demonstrate skill in using job-relevant information systems and/or software applications, such as word processing, spreadsheets, automated research tools, database applications, and the Internet.

Demonstrate skill in using job-relevant information systems and/or software applications, such as word processing, spreadsheets, automated research tools, database applications, and the Internet.

EL2 Leading Change Ability to bring about strategic change, both within and outside the organization, to meet organizational goals. Inherent to this competency is the ability to establish an organizational vision and to implement it in a continuously changing and highly ambiguous environment. Balances change with continuity and addresses resistance.

2.1 Creativity and Innovation

2.1.1 N/A Develop new insights into situations; question conventional approaches; encourage new ideas and innovations; design and implement new or cutting edge programs/processes

Develop new insights into situations; question conventional approaches; encourage new ideas and innovations; design and implement new or cutting edge programs/processes


2.1 Creativity and Innovation

2.1.2 N/A Manage effective team meetings that include brainstorming, conflict resolution, negotiation, problem solving, communication, collaboration and team member integration

Manage effective team meetings that include brainstorming, conflict resolution, negotiation, problem solving, communication, collaboration and team member integration

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2.2 Vision 2.2.1 N/A N/A Develop a long-term view and build a shared vision with others; act as a catalyst for organizational change. Influence others to translate vision into action


2.3 Flexibility 2.3.1 Recognize changing conditions and new information as a matter of practice.

Evaluate changing conditions and new information as a matter of practice.

Evaluate changing conditions and new information as a matter of practice.


2.3 Flexibility 2.3.2 Adapt behavior and work methods in response to new information, changing conditions, or unexpected obstacles; and effectively deals with pressure and ambiguity that can occur in the DoD acquisition environment

Adapt behavior and work methods in response to new information, changing conditions, or unexpected obstacles; and effectively deals with pressure and ambiguity that can occur in the DoD acquisition environment

Adapt behavior and work methods in response to new information, changing conditions, or unexpected obstacles; and effectively deals with pressure and ambiguity that can occur in the DoD acquisition environment


2.4 Resilience 2.4.1 Demonstrate effective skills in handling pressure; remain optimistic and persistent, even under adversity.

Demonstrate effective skills in handling pressure; remain optimistic and persistent, even under adversity.

Demonstrate effective skills in handling pressure; remain optimistic and persistent, even under adversity.


2.4 Resilience 2.4.2 Anticipate changes, recover quickly from setbacks and learn from mistakes.

Anticipate changes, recover quickly from setbacks and learn from mistakes.

Anticipate changes, recover quickly from setbacks and learn from mistakes.

EL3 Leading People Ability to lead and inspire a multi-sector group [not only employees (civilian and military), but also other government agency personnel at the federal, state and local levels, as well as contractors and grantees] toward meeting the organization's vision, mission, and goals. Inherent to this competency is the ability to provide an inclusive workplace that fosters the motivation and development of others, facilitates effective delegation, empowerment, personal sacrifice and risk for the good of the mission, as well as trust, confidence, cooperation and teamwork, and supports constructive resolution of conflicts.

3.1 Conflict Management

3.1.1 Recognize and participate in the employment of creative tension and differences of opinion. Assist in preventing counter-productive confrontations. Help to manage and resolve conflicts and disagreements in a constructive manner

Employ creative tension and differences of opinion. Anticipate and take steps to prevent counter-productive confrontations. Manage and resolve conflicts and disagreements in a constructive manner

Employ creative tension and differences of opinion. Anticipate and take steps to prevent counter-productive confrontations. Manage and resolve conflicts and disagreements in a constructive manner

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3.2 Leverage Diversity

3.2.1 Design and operate an inclusive workplace where diversity and individual differences are valued and leveraged to achieve the vision and mission of the organization.

Design and operate an inclusive workplace where diversity and individual differences are valued and leveraged to achieve the vision and mission of the organization.


3.2 Leverage Diversity

3.2.2 Examines biases and seeks insights to avoid stereotypical responses and behavior.

Examines biases and seeks insights to avoid stereotypical responses and behavior.


3.3 Developing Others

3.3.1 N/A Develops the ability of others through coaching to perform and contribute to the organization by providing ongoing feedback and by providing opportunities to learn through formal and informal methods, including applying and encouraging a joint perspective.

Develops the ability of others through coaching to perform and contribute to the organization by providing ongoing feedback and by providing opportunities to learn through formal and informal methods, including applying and encouraging a joint perspective.

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3.4 Team Building 3.4.1 N/A Foster team commitment, pride, and trust. Facilitate cooperation and motivate team members to accomplish group goals

Foster team commitment, pride, and trust. Facilitate cooperation and motivate team members to accomplish group goals

EL4 Results Driven Ability to meet organizational goals and customer expectations. Inherent to this competency is stewardship of resources, the ability to make decisions that produce high-quality results by applying technical knowledge, analyzing problems, and calculating risks.

4.1 Accountability 4.1.1 Hold self accountable for measurable high-quality, timely, and cost-effective results by supporting means to improve organizational efficiency and effectiveness.

Hold self and others accountable for measurable high-quality, timely, and cost-effective results by monitoring progress and evaluates outcomes to improve organizational efficiency and effectiveness.

Hold self and others accountable for measurable high-quality, timely, and cost-effective results by monitoring progress and evaluates outcomes to improve organizational efficiency and effectiveness.


4.1 Accountability 4.1.2 Administer assigned resources in a manner that instills public trust while accomplishing the mission.

Foster and ensure an environment that administers all resources in a manner that instills public trust while accomplishing the mission.

Foster and ensure an environment that administers all resources in a manner that instills public trust while accomplishing the mission.


4.2 Decisiveness 4.2.1 N/A Make well-informed, effective, and timely decisions, even when data are limited or solutions produce unpleasant consequences; perceive the impact and implications of decisions

Make well-informed, effective, and timely decisions, even when data are limited or solutions produce unpleasant consequences; perceive the impact and implications of decisions


4.2 Decisiveness 4.2.2 N/A Analyze critically, synthesizing patterns among diverse systems, gauge unintended consequences prior to making decisions.

Analyze critically, synthesizing patterns among diverse systems, gauge unintended consequences prior to making decisions.


4.2 Decisiveness 4.2.3 N/A Use sound judgment to simultaneously integrate and weigh situational constraints, risks and rewards.

Use sound judgment to simultaneously integrate and weigh situational constraints, risks and rewards.

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4.3 Entrepreneurship

4.3.1 N/A N/A Position the organization for future success by identifying new opportunities, improving products or services.



4.3.2 N/A N/A Take calculated risks to accomplish organizational objectives



4.3.3 N/A N/A Compose appropriate metrics to obtain feedback and implement process improvements



4.3.4 N/A N/A Execute process improvement methods to eliminate time, economic, and product waste


4.4 Customer Service

4.4.1 Understand and contribute to the needs of both internal and external customers by delivering high quality products and services

Anticipate and meet the needs of both internal and external customers by delivering high quality products and services

Anticipate and meet the needs of both internal and external customers by delivering high quality products and services


4.5 Problem Solving 4.5.1 Assist a program in identifying, analyzing, and creating solutions for problems

Conduct an evaluation of a program to identify, analyze, and create solutions for problems

Conduct an evaluation of a program to identify, analyze, and create solutions for problems


4.5 Problem Solving 4.5.2 Assist in distinguishing between relevant and irrelevant information to make logical judgments

Distinguish between relevant and irrelevant information to make logical judgments

Distinguish between relevant and irrelevant information to make logical judgments


4.5 Problem Solving 4.5.3 Execute assigned actions needed in support of an appropriate corrective action plan within program resources.

Implement an appropriate corrective action plan within program resources.

Implement an appropriate corrective action plan within program resources.

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EL5 Building Coalitions

Ability to build coalitions by influencing and partnering to achieve common goals.

5.1 Influencing / Negotiating

5.1.1 N/A Establish and maintain relationships with key individuals/groups

Establish and maintain relationships with key individuals/groups




5.1.2 N/A Understand what motivates others to reach consensus

Understand what motivates others to reach consensus




5.1.3 N/A Gain cooperation from others to obtain information, find solutions, and accomplish goals.

Gain cooperation from others to obtain information, find solutions, and accomplish goals.



5.2 Partnering 5.2.1 N/A Develop networks and builds alliances Develop networks and builds alliances



5.2 Partnering 5.2.2 N/A Collaborate across boundaries to build strategic relationships and achieve common goals.

Collaborate across boundaries to build strategic relationships and achieve common goals.

august 30, 2016 sponsored documents... · august 30, 2016 . department of defense program...

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