National Nuclear Security Administration

Talent Development

Update

Briefing for FTCP

Dr. Dave Rude

NNSA Chief Learning Officer

July 30, 2019 1

Setting the Stage:

Learning Aligns with the NNSA Mission

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Strategic Guidance:

Learning Enables the NNSA Mission

“We need to increase the abilities of our workforce, improve governance with vigor, have strong career development programsincluding rotations, and have invigorating opportunitiesfor mid-career level and untapped resources at high schools, colleges, and universities.”

Administrator Lisa Gordon-Hagerty, First Day Message

“Training and developing our workforce is crucial to the success of the enterprise. Without appropriate and continuous training, NNSA’s ability to meet our mission and pivot to address changing requirements would be constrained. Training ensures clear and transparent communication, supports integration of new processes and ideas, provides continuity of operations, and facilitates an unambiguous understanding of roles and responsibilities. The learning process starts with hiring and continues throughouteveryone’s career. Opportunitiesto learn and to improve should always be ongoing.”

2019 Governance & Management Framework, p. 6

Learning & Career Management (LCM) Mission:

LCM is the strategic business partner, architect, implementer, and evaluator of value-added learning programs, products, and services that benefit the NNSAworkforce through increased employee and organizational performance.

Web Site: http://oneleadership.na.gov/

Learning is a mission imperative 3

Current Priorities

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Big Rocks

Pipeline Programs & Educational Partnerships

Talent Development &

Succession Planning Strategy

Program & Service Excellence

Competencies & Career Paths

FEVS Action Plan (internal and

external)

Governance & TQP

Learning Organization &

Culture

Updated NNSA SD 360.1

CLO as Strategic Business Partner

PMIAA Communications &

Marketing

Evaluation

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• Educational Partnerships & NSE-wide collaborations

• Governance training

• Competencies

• Career Paths

On the Front-Burner

Right Now • MB Strategic Plan

• New NGFP cohort

New MLDP

• PMIAA

• cohort

• Publishing updated policies (SD 360.1A)

• Testing new Learning Nucleus functionality

• Rotations

• Knowledge management

Through Dec 2019 • New competencies and

functional career paths

• Launch of expanded Learning Nucleus functionality (August)

• Launch of refreshed certificate programs

• Annual training assessment

• NNSA-wide TQP accreditation

• Talent development strategic plan

• Evaluation framework

• LearningCon

• LCM Off-site

• Human Capital audit (DOE and OPM)

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PMIAA

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What is PMIAA? The Law

• Pubic Law No. 114-264, the Program Management Improvement Accountability Act (PMIAA), signed into law December 14, 2016.

o Purpose: To improve program and project management (P/PM) practices and ensure greater accountability of P/PM workforce.

o OMB has primary oversight of implementation by agencies across the federal government.

o Act requires agencies to designate a Program Management Improvement Officer (PMIO):

o Also establishes that the Program Management Policy Council “shall act as the principal interagency forum for improving agency practices related to program and project management.” Membership includes (but not limited to):

‘‘PMIO from each agency described in section 901(b).”

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What is PMIAA? OMB Guidance

• OMB Memorandum (M)-18-19, June 25, 2018:

o Established implementation guidance (submitted with memo) to begin coordinated and government-wide approach to:

Strengthen P/PM practices in Federal agencies, and

Improve performance

o Per guidance, strategies are to be implemented over three (3) phases:

10/1/2017 9/30/2022

Phase I (FY 18-19) Appoint PMIOs Establish PMPC (OMB) Publish framework outlining P/PM standards Establish portfolio reviews for major acquisitions Establish job series or identifier (OPM)

Phase II (FY 20-21) Expand Portfolio Reviews

of programs to include grants

Phase III (FY 22) Issue revised 5-year Strategic Plan

(with updated strategies) Identify additional areas for Portfolio

Reviews Continue refining P/PM Standards Incorporate Lessons Learned (OMB)

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What is PMIAA? Implementation Strategies (from OMB Guidance)

Strategy 1 – Coordinated Governance: Leverage a coordinated approach and governance structure that clarifies key roles and responsibilities for senior leader engagement in strengthening P/PM, and establish broadly applicable program management principles and standards.

Strategy 2 – Regular OMB/Agency Engagement and Reviews: Hold managers accountable for results through annual program portfolio reviews. Reviews will assess performance and identify opportunities for improvement as well as point out barriers to achieving program outcomes.

Strategy 3 – Strengthening Program Management Capacity to Build a Capable PM Workforce: Utilize new or updated job series, or job identifier, to better track P/PM workforce and investment in building program management capacity and capability over time through increased training, career pathways, and mentorship opportunities.

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What is PMIAA? OPM Effort

• Corresponding with Strategy3, OPM must:

o Identify key P/PM skills and competencies.

OPM issued memo to CXO Councils with attachment identifying 32 general and 19 technical P/PM competencies. (April 5, 2019)

o Establish new P/PM job series, or *update and improve an existing job series.

OPM issued memo to CXO Councils to release Position ClassificationFlysheet for Program ManagementSeries 0340 and Interpretive Guidance for Project Management Positions. (May2, 2019)

o Establish new P/PM career path.

* = option selectedby OPM

Competency Model

Classification Qualifications Career Path Coding Training

Programs

PMIAA

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Strategy 3 Pillars

Scope & Audiences

Competencies Career Paths

Training & Development

Implementation Assessment &

Evaluation

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“Home Base” Concept

Occupation 1 Occupation 2 Program/ Project

Management

Program/Project Managers

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Competencies & Career Paths

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-

Competency Models

A competency is

an observable,

measurable pattern

of knowledge, skills,

abilities, behaviors,

and other

characteristics

needed to perform

work roles or

occupational

functions

successfully.

Competencies Development Framework:

A REPLICABLE PROCESS

Strategic Framework Established

Identify SMEs

Develop Initial Framework

Validate w/SMEs

Validate w/Employees

Validate w/Supervisors

Validate w/SMEs

Obtain Final Buy in

Implement and Monitor

Foundational Foreign Affairs

Security I.T. Contracting & Project Mgmt

Nuclear Materials Couriers

Others (TBD) 15

Career Paths

Career Paths

Sequential Positions

Qualifications

Critical Developmental

Experiences Competencies

Career Success Factors

START & FINISH HERE

The defining characteristic of Career Paths and their use in organizations is an explicit focus on the movement of individuals over time.

Foundational Foreign Affairs

Security I.T. Contracting & Project Mgmt

Nuclear Materials Couriers

Others (TBD) 16

Objectives met:

1. Security Road Map: “the competency models should be reviewed and updated after approximately one year.”

3. Updates will need to incorporate security-related FAQs (TQP)

2. Updates will need to align withNNSA’s foundational competencies

National Nuclear Security Roadmap (V1)

4. Incorporate OPM Security Competencies

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-

-

– -

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Updated every 2 3 years, as needed; Alignment with NNSA’s Foundational Competencies;

Incorporate Security related FAQs (TQP); and OPM Security Competencies 18

Site Specific Competencies

(To be developed by individual unit)

Tier 1 NNSA Wide Foundational Competencies

Tier 2 – General Security Competencies

Tier 4 – General Safeguard and Security (S&S) Competencies

Tier 3 – NNSA Security Competencies

Current National Nuclear Security Roadmap Competencies

Competencies: Migration from V1 to V2

Security Roadmap 2.0 Competencies

-

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Version 2.0 S ecurity Roadmap

• Understand the Business of NNSA • Political Awareness • PublicService Motivation • Financial Management • Teaming • StrategicThinking • Nuclear Materials Basics • Security Culture • Workplace Safety • Customer Service • Communication

• Diversity and Inclusion • Problem Solving • Innovation and Creativity • Self Management •Program and Project Management

• NNSA S&S Program • Program Planning and Management • Information Security • Physical Security • Nuclear Materials Control and Accountability • Personnel Security • Protective

Force • Site Security Plan • Equivalencies and Exemptions • Security Conditions • Performance Assurance • Surveys and Self Assessments • Risk Management Evaluation and

Determination/Vulnerability Assessment

• Accountability • Attention to Detail • Conflict Management • Customer Service • Creativity Thinking • Flexibility •Memory • Influencing/Negotiation •Information Management • Integrity/Honesty

• Interpersonal Skills •Leadership • Learning • Managing Human Resources • Oral Communication • Reading • Organizational Awareness • Partnering • Stress Tolerance • Reasoning • Planning and Evaluation

• Project Management • Self-Esteem • Self-Management • Teaching Others • Vision • Teamwork • Technical Competency • Technology Application • Writing • Decision Making • Problem Solving

Site Specific Competencies

(To be developed by individual unit)

Tier 1 – NNSA-Wide Competencies

Tier 2 – General Security Competencies

Tier 4 – General Safeguard and Security (S&S) Competencies

Tier 3 – NNSA Security Competencies • Program Administration • Project Information, People, and Assets • Project and Program Management

• Conducting Program Reviews •Risk Management Evaluation and Determination

Note: Tier 4 includes Functional Area Qualifications Standards

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Educational Partnerships

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Drivers for

NNSA Educational Partnerships

Through partnerships with

educational institutions, “OneNNSA” will be better positioned to:

• Perform its complex national

security missions

• Take an enterprise approach to

education; learn from each other

• Build educational capacities and

capabilities

• Recruit, retain, and develop a

diverse and expert workforce

• Reskill and upskill the workforce

• Align workforce and succession

planning with future missions

• Advance STEM initiatives

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NSE Recruitment

Future Talent Pipeline

Development

Internships Fellowships, Scholarships

R&D

STEM Pipeline

Retention

Upskilling/ Reskilling

Learning and Development

Educational Opportunities

Strategic Partnerships

2

NNSA Equities with Education

2

The World of (Formal) Education

Source: https://nces.ed.gov/programs/digest/d17/figures/fig_01.asp?referrer=figures

Questions to

consider:

• What is the

appropriate

breadth and

depth for a

program?

• Where

should we

increase our

focus?

• What does

the future

hold and how

does it

influence that

focus?

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Governance

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Governance &

Management Framework Signed by NNSA Administrator on March 27, 2019

“Training and developing our workforce is crucial to the success of the enterprise. Without appropriate and continuoustraining, NNSA’s ability to meet our mission and pivot to address changing requirements would be constrained. Training ensures clear and transparent communication, supports integration of new processes and ideas, provides continuity of operations, and facilitates an unambiguous understanding of roles and responsibilities. The learning process starts with hiring and continues throughouteveryone’s career. Opportunities to learn and to improve should always be ongoing.” p. 6

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