AT&L Project 3 and Workforce Management Group Teams Update

LOG FIPTLisa P Smith

Materiel Readiness OfficeLisa.Smith@OSD.MIL

703-614-8339October 19, 2012

2012 AT&L Project 3 Elevate the status, prestige, and professional standards of

acquisition personnel focusing on key leaders

Lead: Honorable Katharina McFarland

Goal: Raise the profile of the AT&L workforce across the Department, including through recognition and reinforcement of the need for high professional standards.

Sub-teams• Team 1, Workforce Qualification • Team 2, Certification • Team 3, Key Leadership Position • Team 4, Prestige of Acquisition Workforce

Team 3 Key Leadership Position (KLP) Objectives / Approach

Assignment: Develop a list of requirements (competencies, education, training, experience, currency, etc.) for KLPs

Approach: • Focus on the mandatory KLPs defined in the AT&L

memorandum of August 25, 2010• Seek common traits where possible, indentify unique traits

where needed• Focus on requirements for “key” (most important) “leaders”

(principals in charge); therefore the requirements identified are above those needed for Level III certifications

Update to Mr. Kendall’s KLP Memo Aug 2010

In DRAFT; 90% Complete Provides expanded guidance on KLPs and emphasizes:

• Programs’ positions are filled by properly qualified members of the Armed Forces or full-time DoD employees

• KLPs must also have the following qualifications and certifications: Defense Acquisition Corps Membership Level III Certification Advance Tenure Obligations

KLPs require a significant level of authority commensurate with the responsibility and accountability for acquisition program success.

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Update to Mr. Kendall’s KLP Memo Aug 2010 (cont.)

Selection of qualified personnel to fill KLPs is essential• Identifies seven requirements to assist with filling KLPs

Education Experience Cross functional requirements/qualifications Tenure Waivers Certification and Currency Selection of KLP Positions

• Attachment: Specific Career Field KLP Requirements

DoD Instruction 5000.66 will be updated to include KLP requirements

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Part 1: Cross-Functional Requirements Common to All

Level III certified in their respective area Education:

• Advance degree (recommended)• Senior Service School (recommended)

Experience• Candidate or incumbent be GS 14/15 - 05/06 or senior• 2 years as a functional mentor (10 hours per year)• Cross functional and Broadening assignments/rotations

Competencies: top level skills in four competency areas• Executive Leadership: Based on the OPM-established leadership competencies• Program Execution• Technical Management• Business Management

Currency• Recognition of need for continuous learning in own functional area, other

functional areas, and leadership

Part 2: Specific KLP RequirementsLife Cycle Logistics

Education: Bachelor’s degree (Required) Advanced Degree (Desired)

Training: LOG 365 PSM Seminar; ACQ 405 Exec Refresher; or Similar Exec/Strategic Leadership (Required)

Cross-certification at DAWIA Level II or above in PM, SPRDE, or Business/Financial Management (Desired)

Experience: 8 yrs exp LCL with at least 2 yrs in a program office or similar org and 2 yrs supervisory or team lead experience at GS-13/14/15 level. (Required)

Cross functional/portfolio assignment/rotation. Broadening assignment at Service HQs/OSD/Joint/Industry/Operational/MAJCOM/PEO Staff (Desired)

Competencies: Demonstrated knowledge and proficiency Currency:

• 80 hrs CL including 50 hrs LCL or other related functional area course work; 10 hrs leadership – Team reviewing for standardization; Pending action

Create the Aura of Prestige, Status and “Fraternity/Sorority”

Team Goals/Objectives Provide Incentives

• Researching Current Awards Process.• Determining Appropriate Incentives.• Create a Marketing/Branding for USD AT&L Defense Acquisition

Workforce. Deploy a Strategic Communications Plan (Coordination with

Ms. Chau)• Develop Overarching Plan/Identify stakeholders.• Suggest Overhaul of USD AT&L Website.• Defense Acquisition Workforce Wall of Excellence. (Accomplished Sep)

Acquisition Leader/Program of the Quarter .

Create Defense Acquisition Workforce Professional Distinction• Establishment of a Defense Acquisition Workforce Professional

Association/Organization.• Raising the Standards of the Defense Acquisition Corps

Requirements/Membership.• Defense Acquisition Workforce Wall of Excellence.

WMG Team A, B, C & D updates

Team Title

A Policy & DoD Instruction 5000.66 Updates

B Data, Analytics & Metrics

C Recertification & Competency

D Human Capital Strategic Plan

WMG Team - APolicy & DoD Instruction 5000.66

Team Purpose/Major OutcomesReissue DoDI 5000.66 and incorporate existing policy from DoDD 5000.52 and DoDI 5000.55

Communicate with principle stakeholders throughout process to include Team 3 products and ensure, to extent possible, agreement prior to formal coordination

Improve formatting and usability of 5000.66 by including additional detail within expanded enclosures that facilitate the uniform application of the acquisition workforce policy throughout DoD

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Identified, Prioritized, & Available Enterprise Information

Informed Enterprise Information Consumers

Enterprise Data Integrity and Availability

Enterprise Data and Information Governance

“Take ourselves from data rich to information rich.”

Vision Outcomes

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“Ensure Defense Acquisition Workforce leadership has the information they need, when they need it, and how they need it.”

Mission

WMG Team B - Data & Information Analysis

Team Purpose: Develop an approach to ensure the currency and effectively, the recertification of the defense acquisition workforce (DAW), throughout their careers. (Ref: NDAA FY11 Sec 874)

Major Outcomes:• Optional courses of action (COAs) to implement

recertification for the DAW• Regulatory language to incorporate in the revision of

DoDI 5000.66• Recommended input to WMG Team D (Human Capital

Strategic Plan) effort• Potential input to WMG Team B (Data/Analytics/

Metrics) to address metric/data changes required to implement recertification

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WMG Team - CRecertification & Competency

Approach:• Characterize Current State of DAW (certification/currency)• Identify PROs/CONs of Existing Requirements

(Certification/Continuous Learning (CL)/Non-compliance)• Review Recertification of other Professions/Professional

Orgs Progress;

• Analyzed DAW Certification Achievement 50.2% - Past 0 to 5 yrs 65.4% - Post 0 to 9 yrs 16.1% - 10 yrs or more 18.5% - Not certified

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WMG Team - CRecertification & Competency

• Reviewed each Service CL approach AF: Certification clock starts date CL completed Army: Everyone certifies at same time (1 Oct – 30 Sep) Navy: Certification date based upon previous certificate date

• Developed two options (5 yrs vs 6 yrs) for certification renewal frequency; Approval level (supervisor vs manager – 2nd level)

• FIPTs future actions: Determine requirement for refresher training to ensure

certification currency based on current environment Determine currency requirements for each certification level RECOMMENDATION:

− Establish DAU and Services Team to make recommendations to FIPT

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WMG Team - CRecertification & Competency (cont.)

Team Purpose/Major Outcomes:• August 17th New Direction from Mr. Kendall – have new

Strategic Workforce Plan done in October 2012• Plan will become part of Congressionally mandated DoD

Plan due to Congress March 2013 Requirements/Other Actions:

• Plan must meet requirements of 10 U.S.C 115b• The Acquisition Workforce HCSP must be in concert with

the overall DoD Human Capital Strategic Plan that is under development by OSD (P&R) and also due to Congress March 2013

WMG Team - DHuman Capital Strategic Plan

QUESTIONS

Mr. Kendall’s KLP Memo Aug 2010

Part 2: Specific KLP RequirementsUnique to Functional Area

Education: Specific functional degree requirements Training: Courses, certifications, etc. Experience: Breadth, Depth, Length Competencies: Most important, top-level, demonstrated

knowledge and skills in• Executive Leadership• Program Execution• Technical Management• Business Management

Currency• Minimum CLPs in own functional area, other functional area, and

leadership• Maximum amount for certain types of learning (e.g.: conferences)