Project Management Career Path Plan

Transcription

1 Agency Name Project Management Plan Start

2 Introduction This tool was designed to provide individuals with the information they need to develop along the Project Management track within the Agency. This tool provides: A progression of roles Core competencies by performance level, required proficiency levels, behavioral benchmarks and examples An opportunity for employees to take control of their development and prepare themselves to reach their career goals This tool is not: An Individual Plan A performance appraisal tool A selection tool A guaranteed path to promotion Position Description This section will contain a description of the Project Management position. Competencies For each of the points along the career path (i.e., Level), the guide identifies both general and technical competencies. A competency is a measurable pattern of KSAs and other characteristics needed to successfully perform work-related tasks.general competencies cut across occupations, while technical competencies are specific to an occupation and/or specialty area. This guide provides definitions of core competencies along with illustrative work behaviors. For both general and technical competencies, a desired proficiency level is listed for each competency. Continue to view Map

3 Project Management Click on Performance Level to see the corresponding developmental competencies and the required proficiency levels. Return to Introduction

4 Level Project As a employee, entry level Project s are expected to take advantage of on-the-job and formal training to develop in technical aspects of the position. Some competencies are especially critical to the position, and individuals entering the career path at this level should concentrate on developing proficiency in the areas below. Competency Required Proficiency GS-9 Required Proficiency GS-11 Customer Service Interpersonal Skills Oral Communication Basic Planning and Evaluating Basic Basic Writing

5 Level Project As a employee, intermediate level Project s are considered to be fully able to perform the work successfully without the need for much training or guidance. Individuals considering entering the career path at this level should consult the behavioral benchmarks and examples for the areas below to ensure proficiency requirements are met. Competency Required Proficiency GS-12 Required Proficiency GS-13 Customer Service Advanced Advanced Interpersonal Skills Advanced Advanced Oral Communication Advanced Organizational Awareness Planning and Evaluating Advanced Teamwork Advanced Writing Advanced Advanced Business Process Improvement Advanced Change Management Project Management Advanced Strategic Planning Advanced

6 Senior Project As a Senior Project, an employee must be able to perform all technical aspects of the job while also being able to assist in guiding and advising others on technical issues. Individuals considering this position should concentrate on the developing proficiency in the areas below as they may not be formally trained once in the position. Competency Required Proficiency Customer Service Interpersonal Skills Oral Communication Organizational Awareness Planning and Evaluating Teamwork Writing Business Process Improvement Change Management Project Management Strategic Planning Advanced Advanced

7 As a manager, an employee is responsible for technical and leadership functions. Individuals interested in reaching this level of the career path must be skilled in the areas below and should consider leadership development opportunities to reach proficiency requirements. Customer Service Interpersonal Skills Competency Required Proficiency Oral Communication Writing Leadership - Accountability Leadership - Conflict Management Leadership - Decisiveness Leadership - Developing Others Leadership - Flexibility Leadership - Problem Solving

8 Business Process Improvement Knowledge of business processes, identification of needs for improvement and ability to establish procedures for implementation. Knowledge of methods, metrics, tools, and techniques of Business Process Reengineering. 5 * Applies business process improvement in exceptionally complex, new, or ambiguous Serves as a key resource and advises others. 4 Advanced *GS-13 Applies business process improvement in considerably complex, new, or ambiguous Generally requires little or no guidance or review of work. 3 Applies business process improvement in complex *GS-12 Requires occasional guidance or review of work. Develops innovative approaches or new methods for improving effectiveness or efficiency of processes. Leads development and implementation of new processes impacting exceptionally complex issues, such as major organizational boundaries and/or highly sensitive issues. Mentors and advises others on how to improve business processes. Identifies hurdles in the development and implementation of new processes and provides recommended solutions for overcoming hurdles. Assesses process success using established metrics and techniques. Identifies and recommends improvements in existing processes. 2 Basic Applies business process improvement in somewhat difficult Requires frequent guidance or review of work. 1 Awareness Applies business process improvement in the simplest Requires close and extensive guidance and review of work. Knows of business processes applicable to work unit. Collects process metrics.

9 Change Management Knowledge of methods, metrics, and best practices for change implementation and ability to lead, manage, and facilitate the acceptance of new processes, technologies, systems structures, and values. 5 Applies change management in exceptionally difficult Serves as a key resource and advises others. 4 Advanced * Applies change management in considerably difficult Generally requires little or no guidance or review of work. Leads organization-wide rollout relating to new processes or organizational changes. Develops clear strategies for addressing technical and adaptive nature of change, (such as strategies for communications, training, implementation, evaluation). Mentors and advises others on how to effectively manage change. 3 *GS-13, Applies change management in difficult GS-12 Requires occasional guidance or review of work. 2 Basic Applies change management in somewhat difficult Requires frequent guidance or review of work. Provides recommendations and drafts materials for addressing change management initiatives (such as preparing communication documents and training materials). Identifies potential champions/stakeholders for various change efforts. Responds to inquiries regarding new processes, procedures, or organizational structures/responsibilities. 1 Awareness Applies change management in the simplest Requires close and extensive guidance and review of work. Understands change efforts implemented in own program area. Disseminates and appropriately stores information related to changes in projects/processes.

10 Project Management Knowledge of the principles, methods, or tools for developing, scheduling, coordinating, prioritizing and managing projects, processes and/or resources. 5 Applies project management in *, exceptionally complex Serves as a key resource and advises others. 4 Advanced *GS-13 Applies project management in considerably difficult Generally requires little or no guidance or review of work. Manages complex projects involving multiple cross-cutting programs and/or offices. Uses knowledge of strategic priorities and operations to identify members for project teams and move projects forward. Identifies and resolves potential project barriers. Mentors and advises others on project management principles, methods, and tools. 3 *GS-12 Applies project management in difficult Requires occasional guidance or review of work. Leads projects and helps to resolve project barriers. Facilitates project meetings and ensures project members remain focused on agenda items. Creates and maintains project meeting notes and status updates. Assists in defining project deliverables, milestones, and timelines. 2 Basic Applies project management in somewhat difficult Requires frequent guidance or review of work. 1 Awareness Applies project management in the simplest Requires close and extensive guidance and review of work. Coordinates project meeting logistics, such as scheduling, location, conference lines, etc. Updates project plans to reflect current status as directed.

11 Strategic Planning Knowledge of strategic planning processes and the ability to formulate, develop, guide, and shape short- and long-range plans for the Office. 5 * Applies strategic planning in exceptionally complex Serves as a key resource and advises others. 4 Advanced *GS-13 Applies strategic planning in considerably difficult Generally requires little or no guidance or review of work. Creates new approaches and tools for identifying strategic priorities and implementing strategic workplans in alignment with office and agency strategic goals. Leads and oversees office strategic planning activities, including roll-out of new strategic planning approaches and development of strategic planning documents and briefings. Mentors and advises others on office-wide strategic framework and strategic planning approaches, processes, and tools. 3 Applies strategic planning in difficult *GS-12 Requires occasional guidance or review of work. Facilitates deployment of strategic planning framework and tools. Evaluates current strategic planning approaches and processes and suggests improvements to enhance effectiveness and efficiency. Assists in the alignment of programmatic activities with office and agency strategic goals. 2 Basic Applies strategic planning in somewhat difficult Requires frequent guidance or review of work. 1 Awareness Applies strategic planning in the simplest Requires close and extensive guidance and review of work. Aware of office strategic framework. Attends planning meetings. Enters status updates into strategic workplans as directed.

12 Customer Service Works with internal and external stakeholders to provide information and assistance and is committed to providing quality products and services. 5 *, Provides customer service in exceptionally difficult Serves as a key resource and advises others in issues related to customer service. 4 Advanced *GS-13, Provides customer service in considerably difficult GS-12 Generally requires little or no guidance in handling customer service issues. Develops innovative customer service initiative which significantly improves quality. Delivers high quality service to all customers while treating them with courtesy and respect even in challenging Fosters cooperation, teamwork, and facilitates an open and honest exchange of ideas among stakeholders in situations of conflict or tension. Mentors and advises others relating to delivering high quality customer service. 3 *GS-11, Provides customer service in difficult GS-9 Requires occasional guidance in handling customer service issues. 2 Basic Provides customer service in somewhat difficult Requires frequent guidance in handling customer service issues. Addresses customer service deficiencies effectively by using appropriate improvement and corrective action. Treats all customers with courtesy and respect even in challenging Fosters cooperation, teamwork, and facilitates an open and honest exchange of ideas among stakeholders. 1 Awareness Provides customer service in the simplest Requires close and extensive guidance in handling customer service issues. Addresses customer questions in a timely manner. Treats all customers with courtesy and respect.

13 Interpersonal Skills Builds constructive and effective relationships; uses diplomacy and tact; relates well to people from diverse backgrounds and 5 Demonstrates interpersonal skills in *, exceptionally difficult Serves as a key resource and advises others in interpersonal issues. 4 Advanced *GS-13, Demonstrates interpersonal skills in considerably difficult GS-12 Generally requires little or no guidance in interpersonal issues. Resolves complex interpersonal issues and opposing viewpoints from diverse backgrounds in a way that is constructive and in alignment with overall organizational goals. Is consistently open and approachable when resolving highly sensitive and complex issues. Mentors and advises others on developing stronger interpersonal skills and handling interpersonal issues among internal and external stakeholders. 3 *GS-11, Demonstrates interpersonal skills in difficult GS-9 Requires occasional guidance in interpersonal issues. Handles and addresses personnel and process issues in a diplomatic and tactful manner. Is consistently open and approachable when interacting with internal and external stakeholders. 2 Basic Demonstrates interpersonal skills in somewhat difficult Requires frequent guidance in interpersonal issues. 1 Awareness Demonstrates interpersonal skills in the simplest Requires close and extensive guidance in interpersonal issues. Interacts with co-workers in a tactful manner. Responds to simple inquiries in a diplomatic manner.

14 Oral Communication Expresses information to individuals or groups effectively, taking into account the audience and nature of the information (for example, technical, sensitive, controversial); listens to others, attends to nonverbal cues, and responds appropriately). 5 Demonstrates oral communication in exceptionally difficult *, Serves as a key resource and advises others in techniques or strategies for oral communication. 4 Advanced Demonstrates oral communication in considerably difficult *GS-13 Generally requires little or no guidance on oral communication issues. Presents complex information with clarity and authority when meeting with internal and external stakeholders from all levels even during times of disagreement or heightened stress. Reports to senior level officials on significant issues that affect the organization s systems. Mentors and advises others on how to communicate sensitive information of broad organizational impact with clarity and authority to appropriate internal and external stakeholders. 3 Demonstrates oral communication in difficult *GS-12, Requires occasional guidance on oral GS-11 communication issues. 2 Basic Demonstrates oral communication orally in somewhat difficult *GS-9 Requires frequent guidance on oral communication issues. Communicates with cross-cutting working groups regarding necessary actions and suggested approaches to accomplish organizational objectives. Conveys information clearly and concisely to internal and external stakeholders. Explains benefits and impact to stakeholders to gain understanding of programmatic change or position. Presents information, analyses, and recommendations to internal and external stakeholders. Listens actively and openly to opposing viewpoints from diverse backgrounds. 1 Awareness Demonstrates oral communication in the simplest Requires close and extensive guidance on oral communication issues. Communicates basic agency goals and initiatives. Updates supervisors on project status. Listens openly to others. Communicates meeting logistic information and agenda.

15 Writing Recognizes or uses correct English grammar, punctuation, and spelling; communicates information (for example, facts, ideas, or messages) in a succinct and organized manner; produces written information, which may include technical material, that is appropriate for the intended audience. 5 Produces written material in challenging, *, exceptionally difficult or technically complex Serves as a key resource and reviews others written work. 4 Advanced Produces written material in considerably *GS-13, GS-12 difficult Generally requires little or no guidance or review of written work. Produces written material that explains complex information with clarity and authority to internal and external stakeholders. Develops reports for senior level officials on significant issues that affect the organization s systems. Mentors and advises others on how to produce written material that addresses sensitive information of broad organizational impact. 3 Produces written material in difficult *GS-11, GS-9 Requires occasional guidance or review of written work. 2 Basic Produces written material in somewhat difficult Requires frequent guidance or review of written work. Develops written correspondence outlining various viewpoints on controversial subjects. Produces documents for cross-cutting working groups regarding necessary actions and suggested approaches to accomplish organizational objectives. Conveys information and recommendations in writing clearly and concisely to internal and external stakeholders. Drafts communications that explain benefits and impact to stakeholders to gain understanding of programmatic change or position. 1 Awareness Produces written material in the simplest Requires close and extensive guidance and review of written work. Writes basic summarizes of recommendations or decisions. Writes correspondence concerning basic agency goals and initiatives. Provides written updates to supervisor &/or team on project status.

16 Organizational Awareness Knows the organization s mission and functions, and is aware of programs, policies, procedures, rules, and regulations of the organization. 5 Demonstrates organizational awareness in exceptionally complex Serves as a key resource and advises others. 4 Advanced Demonstrates organizational awareness * in considerably difficult Generally requires little or no guidance. Leads organization-wide working groups that address complex crosscutting issues. Prioritizes and manages cross-cutting issues based on understanding of overall organizational cross-connectivity and individual programmatic responsibilities. Mentors and advises others on organizational responsibilities and crossconnectivity. 3 Demonstrates organizational awareness *GS-13, in difficult GS-12 Requires occasional guidance. Maintains understanding of organization- and office-level initiatives and how they interact and impact the mission. Participates in working groups that address cross-cutting issues and promotes appropriate interactions between programs. 2 Basic Demonstrates organizational awareness in somewhat difficult Requires frequent guidance. 1 Awareness Demonstrates organizational awareness in the simplest Requires close and extensive guidance. Attends key internal meetings where cross-cutting issues are discussed. Keeps abreast of major developments within the organization.

17 Planning and Evaluating Organizes work, and sets priorities; determines short- or long-term goals and strategies to achieve them; coordinates with other organizations or parts of the organization to accomplish goals; monitors progress and evaluates outcomes. 5 * Applies planning and evaluating in exceptionally difficult Serves as a key resource and advises others. 4 Advanced Applies planning and evaluating in *GS-13 considerably difficult Generally requires little or no guidance in issues of planning and evaluating. Prioritizes and evaluates office-wide activities in difficult or complex situations based on office and agency mission, vision, and strategic priorities. Collaborates with intra- and inter-office colleagues to establish clear plans for solving organization-wide issues and accomplishing goals. Determines appropriate metrics for evaluating the success of organizationwide initiatives. Mentors and advises others on how to effectively plan and evaluate organizational activities. 3 Applies planning and evaluating in *GS-12 difficult Requires occasional guidance in issues of planning and evaluating. Prioritizes programmatic activities based on office mission, vision, and strategic priorities. Coordinates and facilitates projects. Uses prescribed systems and metrics to track and assess success of programs or projects. 2 *GS-11, Basic Applies planning and evaluating in GS-9 somewhat difficult Requires frequent guidance in issues of planning and evaluating. 1 Awareness Applies planning and evaluating in the simplest Requires close and extensive guidance in issues of planning and evaluating. Attends planning meetings. Knows where program plans and evaluations are stored. Assists in the collection and consolidation of program evaluation metrics.

18 Teamwork Encourages and facilitates cooperation, pride, trust, and group identity; fosters commitment and team spirit; works with others to achieve goals. 5 * Demonstrates teamwork in exceptionally difficult, complex, new, or ambiguous Serves as a key resource and advises others in teamwork. 4 Advanced *GS-13 Demonstrates teamwork in considerably difficult, new, or ambiguous Generally requires little or no guidance in teamwork. Recognizes the impact of individual contributors and manages collaborations to maximize team effectiveness. Leads diverse teams and demonstrates cooperation, trust, and team unity when addressing complex or sensitive issues. Recognizes potential barriers and proactively develops strategies to address issues and maintain a positive team dynamic. 3 *GS-12 Demonstrates teamwork in difficult Requires occasional guidance in teamwork. Listens to others ideas, shares information, and acknowledges contributions of teammates. Contributes to positive team culture through collaboration and trust. Assists in recognizing potential barriers and proactively develops strategies to address issues and maintain a positive team dynamic. 2 Basic Demonstrates teamwork in somewhat difficult Requires frequent guidance in teamwork. 1 Awareness Demonstrates teamwork in the simplest Requires close and extensive guidance in teamwork. Participates in internal working groups in a collaborative and trustworthy manner. Recognizes contributions of teammates.

19 Leadership: Accountability Holds self and others accountable for measurable high-quality, timely, and cost effective results. Determines objectives, sets priorities, and delegates work. Accepts responsibility for mistakes. Complies with established control systems and rules. 5 * Applies the competency in exceptionally difficult Serves as a key resource and advises others. 4 Advanced Applies the competency in considerably difficult Generally requires little or no guidance. Oversees highly complex cross-cutting projects and programs and effectively delegates responsibility for various tasks. Instills a culture of accountability among staff by clearly defining roles and responsibilities to ensure office/agency strategic goals and priorities are met. Mentors and advises others on how to hold self and others accountable. 3 Applies the competency in difficult Requires some guidance. 2 Basic Applies the competency in somewhat difficult Requires frequent guidance. Understands roles and responsibilities and advises project leads on appropriate delegation of tasks as needed. Manages own deliverables to ensure they are of high-quality and completed on time. Engages with project lead to mitigate risks associated with project barriers. Identifies barriers to task completion and proposes actions for overcoming these barriers. Accepts responsibility if own deliverables are missed and provides corrective action assessment/proposal. 1 Awareness Applies the competency in the simplest Requires close and extensive guidance. Attends routine meetings regarding progress updates relating to team projects/assignments. Holds self responsible for own work. Seeks guidance from others when clarification is needed in order to perform task.

20 Leadership: Conflict Management Encourages creative tension and differences of opinions. Anticipates and takes steps to prevent counter-productive confrontations. Manages and resolves conflicts and disagreements in a constructive manner. 5 Applies the competency in exceptionally difficult * Serves as a key resource and advises others. 4 Advanced Applies the competency in considerably difficult Generally requires little or no guidance. Leads managers, or complex working groups, through situations of high-conflict utilizing effective conflict management techniques and keeping the discussion focused on office/agency strategic priorities and goals. Identifies potential sources of conflict associated with complex issues and takes steps to effectively diffuse the conflict before it builds. Mentors and advises others on how to effectively utilize conflict management techniques. 3 Applies the competency in difficult Requires some guidance. 2 Basic Applies the competency in somewhat difficult Requires frequent guidance. Leads teams through situations of moderate-conflict utilizing effective conflict management techniques and keeping the discussion focused on office/agency strategic priorities and goals. Meets with employees and addresses concerns regarding critical issues in an open and honest manner. Recognizes situations of potential conflict and takes steps to minimize the conflict. 1 Awareness Applies the competency in the simplest Requires close and extensive guidance. Seeks training and developmental opportunities to learn about how to manage conflicts. Notifies appropriate managers when situations of conflict are creating a barrier to completing tasks/projects or creating a negative workplace culture.

21 Leadership: Decisiveness Makes well-informed, effective, and timely decisions, even when data are limited or solutions produce unpleasant consequences; perceives the impact and implications of decisions. 5 Applies the competency in exceptionally difficult * Serves as a key resource and advises others. 4 Advanced Applies the competency in considerably difficult Generally requires little or no guidance. Uses available information (even if limited) and leverages key resources to make decisions and solve complex issues. Makes timely decisions that are in alignment with the office/agency strategic priorities and goals even during times of uncertainly and heightened stress. Mentors and advises others on how to utilize clear thinking principles to make well-informed, effective, and timely decisions. 3 Applies the competency in difficult Requires some guidance. 2 Basic Applies the competency in somewhat difficult Requires frequent guidance. Uses key resources to gather pertinent information to make timely and effective decisions. Provides reasonable recommendations to deciding officials using available information (even if limited). Recognizes and aligns decisions based on office/agency strategic priorities and goals. 1 Awareness Applies the competency in the simplest Requires close and extensive guidance. Attends decision making meetings and understands reasons behind decisions. Seeks clarification and additional information when necessary to make well-informed decisions.

22 Leadership: Developing Others Develops the ability of others to perform and contribute to the organization by providing ongoing feedback and by providing opportunities to learn through formal and informal methods. 5 * Applies the competency in exceptionally difficult Serves as a key resource and advises others. 4 Advanced Applies the competency in considerably difficult Generally requires little or no guidance. Designs and implements opportunities for leadership and technical career development, including mentoring staff and designing and implementing complex and/or comprehensive training events and other innovative knowledge sharing opportunities. Identifies workforce development needs based on organizational evolution and strategic priorities and goals. Mentors and advises others on how to promote and encourage the professional development of employees. 3 - Applies the competency in difficult Requires some guidance. 2 Basic Applies the competency in somewhat difficult Requires frequent guidance. Assesses staff and provides timely and consistent feedback regarding job performance and effectiveness. Interacts with staff in identifying career goals and discuss creation of individual development plans. Evaluates training programs to ensure content meets workforce development needs. 1 Awareness Applies the competency in the simplest Requires close and extensive guidance. Understands how to create an individual development plan. Seeks guidance from others to identify appropriate professional development opportunities for staff.

23 Leadership: Flexibility Is open to change and new information; rapidly adapts to new information, changing conditions, or unexpected obstacles. 5 Applies the competency in exceptionally difficult * Serves as a key resource and advises others. 4 Advanced Applies the competency in considerably difficult Generally requires little or no guidance. Develops and implements effective change and transition management strategies to address complex organizational changes, such as reorganizations or changes in top leadership. Prioritizes, considers alternatives and responds quickly and effectively to unexpected and rapidly changing conditions while remaining aligned with strategic priorities and goals. Mentors and advises others on how to design and implement effective change and transition management strategies. 3 Applies the competency in difficult Requires some guidance. Realigns resources to meet changing organizational needs. Applies effective change management techniques. Takes feedback into consideration while implementing changes. 2 Basic Applies the competency in somewhat difficult Requires frequent guidance. 1 Awareness Applies the competency in the simplest Requires close and extensive guidance. Seeks clarification to understand why changes are being implemented. Seeks guidance on how to adjust workload/assignments based on feedback and priorities.

24 Leadership: Problem Solving Identifies and analyzes problems; weighs relevance and accuracy of information; generates and evaluates alternative solutions; makes recommendations. 5 Applies the competency in exceptionally difficult * Serves as a key resource and advises others. 4 Advanced Applies the competency in considerably difficult Generally requires little or no guidance. Improves organizational effectiveness and efficiency by developing, planning, and implementing enterprise solutions to complex or unprecedented problems in alignment with strategic priorities and goals. Foresees potential problems and assesses risks that could impact complex projects/issues and takes effective actions to prevent problems from occurring. Mentors and advises others on problem solving techniques and how to implement effective problem solving strategies. 3 Applies the competency in difficult Requires some guidance. 2 Basic Applies the competency in somewhat difficult Requires frequent guidance. Utilizes problem solving techniques to resolve issues that are negatively impacting projects. Provides recommendations or alternative solutions to senior leaders on how to address complex problems. Weighs relevance and accuracy of information and identifies risks to determine impact of issues on project effectiveness and efficiency. 1 Awareness Applies the competency in the simplest Requires close and extensive guidance. Identifies problems or obstacles that could negatively impact projects. Seeks guidance on how to effectively overcome obstacles and implement corrective actions.

25 Training Activities Training areas are subjects for study that strengthen either general or technical competencies. By seeking training in these subject areas, you can maximize success within the current role and prepare for advancement to the next. You should discuss training areas and/or courses with your manager and training officers to determine your options for completing formal coursework in your field. Keep in mind, however, that much of your training may occur through on-the-job developmental activities. These types of activities are experiences employees can seek as they move through the career path. Within each career stage, developmental activities may be similar but will vary in complexity depending on the grade level. Technical Knowledge Training Areas: - Business Process Improvement - Change Management - Project Management - Strategic Planning General Knowledge Training Areas: - Customer Service - Interpersonal Skills - Leadership - Oral Communication - Organizational Awareness - Planning and Evaluating - Teamwork - Writing <Link to agency s Learning Management System (LMS) or other online resources.> View Additional Training Information

26 Activities Technical Knowledge Activities: - Participate in all stages of, or manage a project. - Lead a team effort by acting as a project lead, program lead, or team lead. - Participate in projects that are highly visible, sensitive, or political. - Act as a subject matter expert (SME) in a panel. - Consult with customers to define and/or solve customer problems. - Cross-train into another area of expertise (e.g. temporary job rotations, job shadowing, or developmental assignments). - Participate in online training, attend briefings, or obtain on-the-job training to understand the policies and politics relevant to your work. - Collaborate and coordinate with another group to perform project work (e.g., outside group). - Develop a broad professional network through joint projects, participation in workshops, membership in professional and trade associations, and internal and external customer relationships. - Maintain awareness of trends and state-of-the-art in your field. - Discuss ideas to resolve project issues with senior staff members or a mentor. - Meet with your manager to present and discuss your analysis of options, tradeoffs, and recommendations for action relating to a problem or issue in a project/program. General Knowledge Activities: - Demonstrate your work at a technical conference, meeting, or seminar. - Provide informal mentoring to others in your specialty area. - Serve on a program area- or office-level working group. - Attend university and industry association educational events. - Assist in facilitating a Brown Bag Lunch or other learning forum (formal or informal) for agency employees.