COMMERCE ACQUISITION MANUAL DEPARTMENT OF COMMERCE PROGRAM AND PROJECT MANAGER CERTIFICATION PROGRAM

Transcription

1 Revised March 5, 2010 COMMERCE ACQUISITION MANUAL DEPARTMENT OF COMMERCE PROGRAM AND PROJECT MANAGER CERTIFICATION PROGRAM

2 COMMERCE ACQUISITION MANUAL Table of Contents SECTION 1 - OVERVIEW BACKGROUND PURPOSE APPLICABILITY PROGRAM OBJECTIVES CORE COMPETENCIES CERTIFICATION LEVELS ROLES AND RESPONSIBILITIES MANAGEMENT INFORMATION SYSTEM...4 SECTION 2 CERTIFICATION STANDARDS BACKGROUND REQUIREMENTS FOR ENTRY/APPRENTICE LEVEL REQUIREMENTS FOR MID/JOURNEYMAN LEVEL REQUIREMENTS FOR SENIOR/EXPERT LEVEL...6 SECTION 3 TRAINING TRAINING REQUIREMENTS ADDITIONAL TRAINING REQUIREMENTS FOR INFORMATION TECHNOLOGY (IT) INVESTMENTS CONTINUOUS LEARNING...9 SECTION 4 APPLICATION AND ASSIGNMENT PROCESS CERTIFICATION APPLICATION PROCESS ASSIGNMENT PROCESS DOCUMENTING AND RECORDING TRAINING AND CERTIFICATION REQUIREMENTS...11 SECTION 5 CERTIFICATION WAIVERS WAIVER AUTHORITY WAIVER PACKAGES...12 APPENDIX A DEFINITIONS...A-1 APPENDIX B PROGRAM/PROJECT MANAGEMENT CORE COMPETENCIES...B-1 APPENDIX C ESSENTIAL COMPETENCIES AND PROFICIENCES...C-1 APPENDIX D SAMPLE TRAINING PLANS...D-1 APPENDIX E GUIDANCE ON MEETING CONTINUOUS LEARNING POINTS...E-1 APPENDIX F FEDERAL ACQUISITION CERTIFICATION FOR PROGRAM AND PROJECT MANAGER APPLICATION FORMS... F-1 APPENDIX H FAC-P/PM COMPETENCY WORKSHEETS... H-1 APPENDIX I SAMPLE ASSIGNMENT MEMORANDUM... I-1 APPENDIX J SAMPLE WAIVER REQUEST...J-1 i

3 SECTION 1 - OVERVIEW Program and Project Manager Certification Program 1.1 BACKGROUND Well-trained and experienced program and project managers are critical to the acquisition process and the successful accomplishment of the Department s mission. A strong partnership between program and project managers and contracting professionals requires a common understanding of how to meet the Government s needs through acquisitions that deliver quality goods and services in an effective and efficient manner. As a result, the Services Acquisition Reform Act of 2003, P.L , expanded the definition of acquisition to include functions performed by program and project managers, such as requirements development, performance management, and technical direction. The Office of Federal Procurement Policy (OFPP) Policy Letter 05-01, dated April 15, 2005, built upon this broader definition of acquisition workforce and required the development of a program and project management certification program. On April 25, 2007, OFPP issued a memorandum entitled The Federal Acquisition Certification for Program and Project Managers providing a common certification program for the Federal program and project management workforce that reflects a government-wide standard for knowledge, skills and experience leading to achievement of core competencies. The certification program stresses the interdependent relationship between program and project management where many of the core project management competencies are a subset of program management competencies. As project managers develop their project management competencies, they acquire the important program perspectives. Therefore, the Federal Acquisition Certification for Program and Project Managers includes program and project management within a single certification to reflect both the interdependent nature of program and project management as well as the development needs of a program and project manager. 1.2 PURPOSE The purpose of the Department of Commerce (DOC) Program and Project Manager Certification Program is to provide the framework and establish procedures for implementation of the Federal Acquisition Certification for Program and Project Managers. The certification program is designed to develop a cadre of qualified and welltrained professional managers who are eligible for formal assignment to projects or programs. 1.3 APPLICABILITY The Program and Project Manager Certification program is applicable to all current program and project managers assigned to Department of Commerce programs or projects considered major investments as defined in Office of Management and Budget (OMB) Circular A-11, Part 7, Exhibit 300, Planning, Budgeting, Acquisition, and Management of Capital Assets. Effective July 11, 2008, current program and project managers assigned to programs considered major investments must be senior/expert-level certified within one year. Newly appointed program and project managers assigned to programs considered major investments must be senior/expert-level certified within one year of the date of assignment to the program or project. Program and project managers responsible for programs and projects above $10 million but not considered major investments may be certified at the appropriate certification level. 1.4 PROGRAM OBJECTIVES The Program and Project Manager Certification Program is designed to ensure that Department of Commerce acquisitions and other investments are managed and evaluated effectively by developing program and project managers with the necessary competencies and skills for successful management of the Department s assets. 1

4 Successful implementation of the program will result in a professional workforce with the requisite experience and training to successfully accomplish the Department s mission. 1.5 CORE COMPETENCIES Effective program and project managers require a multitude of skills that are essential to the successful management of specialized acquisition projects. From requirements definition to project closeout, program and project managers play vital roles in the facilitation and general understanding of the entire acquisition process. The Federal Acquisition Institute (FAI), charged with promoting the development of a professional federal acquisition workforce, has identified and validated a set of general business and technical core competencies necessary for program and project managers to develop common, basic skills. Competencies combine knowledge, skills and abilities with behavior and other characteristics needed to successfully accomplish assignments in a program or project management environment. The essential program and project management competencies are summarized in Figure 1-1, General Business Competencies, and Figure 1-2, Technical Competencies. A description of each competency is available at and provided in Appendix B. Figure 1-1 General Business Competencies General Business Competencies Customer Service Decision Making Flexibility Interpersonal Skills Leadership Legal, Government and Jurisprudence Figure 1-2 Technical Competencies Business Process Reengineering Capital Planning and Investment Assessment Contracting/Procurement Cost-Benefit Analysis Financial Management Technical Competencies Oral Communication Organizational Awareness Problem Solving Reasoning Team Building Writing Planning and Evaluating Project Management Quality Assurance Requirements Analysis Risk Management 1.6 CERTIFICATION LEVELS The Federal Acquisition Institute has identified three levels for program and project management certification which are designed to facilitate the development of the necessary competencies needed by program and project managers to progress to the senior program management level. With each certification level, there are training and experience requirements. As an individual gains experience, the proficiency level evolves from recognition and awareness of concepts at the entry level to the management and evaluation of their application at the senior level. Additionally, individuals obtain increasingly more complex leadership competencies as they progress to the higher levels. Figure 1-3, Department of Commerce Certification Levels, outlines the life cycle cost of the program or project associated with each certification level Entry/Apprentice Level Entry/Apprentice Level program and project managers should have, through training, experience, and other development activities: knowledge and skills to perform as a project team member; ability to manage low risk and relatively simple projects or to manage more complex projects under direct supervision of a more experienced manager; understanding of project management practices, including performance-based acquisition; recognition of requirements development processes; ability to define and construct various project 2

5 documents, under supervision; and knowledge of and involvement in the definition, initiation, conceptualization or design of project requirements Mid/Journeyman Mid/Journeyman Level program and project managers should have, through training, experience, and other development activities: knowledge and skills to manage projects or program segments of low to moderate risks with little or no supervision; ability to apply management processes, including requirements development processes and performance-based acquisition principles; ability to develop an acquisition program baseline from schedule requirements; ability to identify and track actions to initiate an acquisition program or project using cost/benefit analysis; ability to understand and apply the process to prepare information for a baseline review, and assist in development of Total Ownership Cost (TOC) estimates; and ability to manage projects as well as program segments and distinguish between program and project work Senior/Expert Level Senior/Expert Level program and project managers should have, through training, experience, and other development activities: knowledge and skills to manage and evaluate moderate to high-risk programs or projects that require significant acquisition investment and agency knowledge and experience; ability to manage and evaluate a program and create an environment for program success; ability to manage and evaluate the requirements development process, overseeing junior level team members in creation, development, and implementation; expert ability to use, manage, and evaluate management processes, including performance-based management techniques; and expert ability to manage and evaluate the use of Earned Value Management as it relates to acquisition investments. Figure 1-3 Department of Commerce Certification Levels Certification Level Program/Project Life-Cycle Costs Entry/Apprentice $10M up to $15M Mid/Journeyman $15M up to $25M Senior/Expert $25M and above 1.7 ROLES AND RESPONSIBILITIES The Program and Project Management Certification Program at the Department of Commerce is implemented and managed by the Office of Acquisition Management in coordination with the Office of the Chief Information Officer Chief Acquisition Officer (CAO) The Chief Acquisition Officer is responsible for developing workforce policies that apply the Program and Project Manager Certification requirements to ensure agency program and project managers have essential program and project management competencies Chief Information Officer (CIO) The Chief Information Officer is responsible for identifying and assessing the program and project management IT acquisition workforce; reviewing and analyzing qualifications; recommending certification; monitoring continuous learning achievement; identifying training requirements and other workforce development strategies; and recommending waivers. 3

6 Senior Procurement Executive (SPE) The Senior Procurement Executive is responsible for implementing the Program and Project Manager Certification program department-wide; developing the program and project management workforce; issuing certifications; and granting waivers Acquisition Career Manager (ACM) The Acquisition Career Manager is responsible for reviewing and maintaining certification packages; providing oversight for program compliance; and developing and monitoring workforce policies that apply to Program and Project Manager Certification requirements Senior Bureau Procurement Official (SBPO) The Senior Bureau Procurement Official is responsible for ensuring compliance with Program and Project Manager Certification requirements for all contractual actions within their bureaus that fall within the purview of this policy Bureau Chief Information Officer (Bureau CIO) The Bureau Chief Information Officer is responsible for coordinating the Program and Project Manager Certification program with the IT capital investment management process at the bureau-level; reviewing applications for certification; and reviewing waiver requests Head of Contracting Office (HCO) The Head of Contracting Office is responsible for ensuring that a certified program or project manager is assigned to all acquisitions under the purview of this policy Supervisor of Program/Project Manager Supervisors are responsible for validating applicant information as part of the application review process; and developing and implementing Individual Development Plans to ensure compliance with the knowledge, skills and abilities of Program and Project Manager Certification program Program/Project Manager Program/Project Managers are responsible for achieving and maintaining certification and meeting and applying required competencies while serving under assignment and in performance of their management activities at all times. 1.8 MANAGEMENT INFORMATION SYSTEM Section 37(d) of the OFPP Act, as amended (41 U.S.C. 433(d)) requires each executive agency to collect, maintain and utilize information to ensure effective management of the acquisition workforce. The Federal Acquisition Institute maintains the Government-wide Acquisition Career Management Information System (ACMIS) which is the primary recording system to manage and track all training, experience and certification information for program and project managers. Program officials are responsible for establishing policies for maintaining complete training, experience, certification, and continuous learning records for members of the program and project manager workforce and ensuring information is entered in ACMIS. Program/project managers are responsible for maintaining accurate and complete information in support of their certification in ACMIS. Guidance on the use of ACMIS can be found at END OF SECTION 1 4

7 SECTION 2 CERTIFICATION STANDARDS 2.1 BACKGROUND The Department of Commerce implementation of the requirements of Federal Acquisition Certification for Program and Project Managers (FAC-P/PM) defines the requirements for training and experience based on the three levels of program/project management expertise. Achievement of FAC-P/PM is based on experience and training requirements as outlined below and summarized in Figure 2-1, FAC-P/PM Certification Requirements. The requirements for certification are not cumulative. However, training requirements for each level may have associated prerequisites. Maintenance of FAC-P/PM is a function of continuous learning. A summary of competencies and proficiencies and sample training plans for each certification level are provided in Appendices C and D. Individuals can satisfy the competency requirements through successful completion of suggested training, completion of comparable education or certification programs, or demonstration of knowledge, skills and abilities. Figure 2-1 FAC-P/PM Certification Requirements FAC-P/PM FAC-P/PM ENTRY/APPRENTICE LEVEL MID/JOURNEYMAN LEVEL FAC-P/PM SENIOR/EXPERT LEVEL EXPERIENCE: one year of experience in project management within the last five years. EXPERIENCE: two years experience in program and project management within the last five years that includes experience at the entry level. EXPERIENCE: four years experience within the last seven years in program and project management on federal projects and/or programs that includes experience at the mid-level. CORE TRAINING: 24 CLPs* Basic Acquisition I 24 CLPs Basic Project Management I 16 CLPs Leadership and Interpersonal Skills I 24 CLPs Government Specific I 24 CLPs Earned Value Management and Cost Estimating I 80 (CLPs) every 2 years *CONTINUOUS LEARNING POINTS CORE TRAINING: 24 CLPs Intermediate Acquisition II 24 CLPs Project Management II 16 CLPs Leadership and interpersonal Skills II 24 CLPs Government Specific II 24 CLPs Earned Value Management And Cost Estimating II 80 CLPs every 2 years CORE TRAINING: 24 CLPs Advanced Acquisition Management III 24 CLPs Project Management III 16 CLPs Leadership and Interpersonal Skills III 24 CLPs Government Specific III 24 CLPs Earned Value Management And Cost Estimating III 80 CLPs every 2 years 2.2 REQUIREMENTS FOR ENTRY/APPRENTICE LEVEL At the Entry/Apprentice Level, a minimum of one year of experience in project management within the last five years is required. Project management experience includes: constructing a work breakdown structure; preparing project analysis documents; tailoring acquisition documents to ensure that quality, effective, efficient systems or products are delivered; analyzing and/or developing requirements; monitoring performance; assisting with quality assurance; and budget development. Training in program and project management at this level shall be provided to develop essential interpersonal and management competencies required of highperforming successful program and project managers. 2.3 REQUIREMENTS FOR MID/JOURNEYMAN LEVEL At the Mid/journeyman Level, a minimum of two years experience in program and project management within the last five years is required that includes experience at the entry level as well as experience: performing market research; developing documents for risk and opportunity management; developing and applying technical processes and technical management processes; performing or participating in source selection; preparing acquisition strategies; managing performance based service agreements; developing and managing 5

8 a project budget; writing a business case; and strategic planning. Interactive training in these areas shall be provided to develop the essential interpersonal and management competencies required of high-performing, successful program and project managers such as team building, influencing/negotiating, decisiveness, partnering, and managing a diverse workforce. 2.4 REQUIREMENTS FOR SENIOR/EXPERT LEVEL At the Senior/Expert Level, a minimum of four years experience within the last seven years in program and project management on federal projects and/or programs that includes experience at the mid-level as well as experience: managing and evaluating agency acquisition investment performance; developing and managing a program budget; building and presenting a successful business case; reporting program results; strategic planning; and conducting high-level communication with internal and external stakeholders. Interactive training in these areas shall be provided to develop the essential interpersonal and management competencies required of high-performing, successful program and project managers such as strategic thinking, vision, and external awareness. END OF SECTION 2 6

9 SECTION 3 TRAINING 3.1 TRAINING REQUIREMENTS The FAC-P/PM outlines the minimum core competencies that have been identified as critical for program and project managers to possess in order to manage a successful program and/or project. While a specific curriculum is not articulated, sample training plans are available at Appendix D that will help determine training and development needs. An applicant can satisfy the competency requirements through successful completion of suggested training, completion of comparable education or certification programs, or demonstration of knowledge, skills and abilities. FAI has developed a Program/Project Manager training blueprint, located at that associates the required competencies with learning outcomes. The blueprint can be used to identify areas where training has already been completed and where training should be targeted to meet certification requirements. A summary of core training requirements for each level is outlined in Figure 3-1, Core Training Requirements. The complexity of the required training increases with level of certification. For certification purposes the training requirements for each level are discrete requirements. Figure 3-1 Core Training Requirements LEVEL Acquisition Program/ Project Management TRAINING Leadership/ Interpersonal Skills Government- Specific Earned Value Management Total Hours Required Entry/ Apprentice Mid/ Journeyman Senior/ Expert 24 hours basic acquisition 24 hours intermediate acquisition 24 hours advanced acquisition management 24 hours basic project management 24 hours intermediate project management 24 hours advanced program management 16 hours basic leadership and interpersonal skills 16 hours intermediate leadership and interpersonal skills 16 hours advanced leadership and interpersonal skills 24 hours that is governmentspecific 24 hours that is governmentspecific 24 hours that is governmentspecific 24 hours basic earned value management and cost estimates 24 hours intermediate earned value management and cost estimates 24 hours advanced earned value management and cost estimates 112 Hours 112 Hours 112 Hours 3.2 ADDITIONAL TRAINING REQUIREMENTS FOR INFORMATION TECHNOLOGY (IT) INVESTMENTS In addition to training required for FAC-P/PM certification, program and project managers assigned to information technology investments shall meet requirements for the Federal IT Project Manager Guidance Matrix (see which references additional Office of Personnel Management (OPM) guidance for project managers (see Individuals certified under the FAC-P/PM program meet the general program/project management competencies and experience standards of the IT Project Manager qualification. However, they must also meet the technical program/project management standards to satisfy fully the IT program/project management requirements. 7

10 In addition to the competencies required of all project managers, IT program/project managers also require specific knowledge, skills, and abilities in applying the IT program/project management technical competencies outlined in Figure 3-2, Information Technology Program/Project Management Technical Competencies. Figure 3-2 Information Technology Program/Project Management Technical Competencies Technical Competency Configuration Management Data Management Information Management Information Resources Strategy and Planning Information Systems/Network Security Information Technology Architecture Information Technology Performance Assessment Infrastructure Design Systems Integration Systems Life Cycle Technology Awareness Description Knowledge of the principles and methods for planning or managing the implementation, update, or integration of information systems components. Knowledge of the principles, procedures, and tools of data management, such as modeling techniques, data backup, data recovery, data dictionaries, data warehousing, data mining, data disposal, and data standardization processes. Identifies a need for and knows where or how to gather information; organizes and maintains information or information management systems. Knowledge of the principles, methods, and techniques of information technology (IT) assessment, planning, management, monitoring, and evaluation, such as IT baseline assessment, interagency functional analysis, contingency planning, and disaster recovery. Knowledge of methods, tools, and procedures, including development of information security plans, to prevent information systems vulnerabilities, and provide or restore security of information systems and network services. Knowledge of architectural methodologies used in the design and development of information systems, including the physical structure of a system s internal operations and interactions with other systems. Knowledge of the principles, methods, and tools (for example, surveys, system performance measures) to assess the effectiveness and practicality of information technology systems. Knowledge of the architecture and typology of software, hardware, and networks, including LANS, WANS, and telecommunications systems, their components and associated protocols and standards, and how they operate and integrate with one another and with associated controlling software. Knowledge of the principles, methods, and procedures for installing, integrating, and optimizing information systems components. Knowledge of systems lifecycle management concepts used to plan, develop, implement, operate, and maintain information systems. Knowledge of developments and new applications of information technology (hardware, software, telecommunications), emerging technologies and their applications to business processes, and applications and implementation of information systems to meet organizational requirements. 8

11 CONTINUOUS LEARNING To maintain a FAC-P/PM certification, program and project managers are required to earn 80 continuous learning points (CLPs) of skills currency training every two years. Continuous learning points begin to accumulate on the date of certification. Appendix E provides guidance on earning CLPs and assigning points to various developmental activities. Continuous learning activities may include, but are not limited to the following: Training activities, such as teaching, self-directed study, mentoring Courses completed to achieve certification at the next higher level Professional activities, such as attending/speaking/presenting at professional seminars/symposia/conferences, publishing, and attending workshops Educational activities, such as formal training, and formal academic programs Experience such as development or rotation assignments. END OF SECTION 3 9

12 SECTION 4 APPLICATION AND ASSIGNMENT PROCESS 4.1 CERTIFICATION APPLICATION PROCESS Program Officials shall nominate competent candidates for the Program and Project Management Certification program. Nominees must initiate and prepare their applications for FAC-P/PM certification and submit the application package to their supervisor for approval. Employees are responsible for producing certificates, transcripts, and records that provide evidence that they satisfy the requirements of the program. An employee must complete the FAC-P/PM Application (Appendix F) and submit it to their supervisor for endorsement. Application packages for certification shall include: Completed FAC-P/PM application/recertification form ; Documentation of training or demonstrated knowledge, skills and abilities (i.e. certificates, transcript or essays); Completed Project Manager Summary of Experience (Appendix G); Completed FAC-P/PM Competency Worksheet (Appendix H); Copy of Assignment Memorandum (if applicable) FAC-P/PM Certification issued by another Federal Agency (if applicable). The employee s supervisor shall assess the skills and competencies of the applicant and develop a plan for enhancing or adding to the employee s competencies, if appropriate. The supervisor shall forward the package to the Bureau CIO for approval. Once the Bureau CIO approves the application, the package shall be forwarded to the Acquisition Career Manager at: U. S. Department of Commerce Office of Acquisition Management Director, Workforce and Policy Development Division 1401 Constitution Ave., NW HCHB Room 1854 Washington, DC The Acquisition Career Manager will review each application, in consultation with the Office of the Chief Information Officer, to determine whether the individual satisfies the requirements for the requested certification and forward the package, along with their recommendation, to the Senior Procurement Executive. In the event additional information is required in order to make a determination, the application will be returned to the employee, through review and endorsement channels, with a request to furnish supporting documentation. The Senior Procurement Executive has final authority for certifying an employee. Whenever the SPE determines that an employee does not meet the established criteria for the level of certification requested, the SPE will furnish the employee, through review and endorsement channels, a written explanation of the reasons the request was denied. The employee s immediate supervisor should develop a strategy that will assist the individual in obtaining certification by planning the employee s work assignments and training to gain competency in deficient areas. The strategy shall be documented in the employee s Individual Development Plan. 4.2 ASSIGNMENT PROCESS Assignments to specific programs or projects shall be made for all programs and projects with life-cycle costs in excess of $10 million in accordance with the thresholds outlined in Figure 1-3. The employee s supervisor shall appoint a program/project manager based on the individual s experience and training by issuing an assignment memorandum. Appointment shall be made at project inception to ensure that the project manager is involved in acquisition planning and all phases of the project are managed effectively. A sample assignment 10

13 memorandum is included in Appendix I. Assigned program/project managers shall complete all requirements for their required certification level within one year from date of assignment to the program or project. The program/project manager shall provide copies of their assignment memorandum to the following individuals: Bureau Chief Information Officer; Head of Contracting Office; DOC Chief Information Officer; and Acquisition Career Manager 4.3 DOCUMENTING AND RECORDING TRAINING AND CERTIFICATION REQUIREMENTS Program officials are responsible for establishing policies for maintaining official training, experience and certification records for their program and project manager workforce. Employees are responsible for ensuring information is entered in the Acquisition Career Management Information System. Training records must be available for inspection by the Office of Acquisition Management upon request. Employees are responsible for maintaining all training certificates for their records. Upon completion of training or relevant coursework, the employee is responsible for submitting proof of successful completion to their supervisor and updating their information in the management information system. Supervisors are responsible for maintaining the employee s course completion information in accordance with bureau policies. Supervisors are responsible for ensuring that official training, experience, and certification records are maintained and information is updated in the management information system at least annually. END OF SECTION 4 11

14 SECTION 5 CERTIFICATION WAIVERS 5.1 WAIVER AUTHORITY The Senior Procurement Executive may waive all or part of the requirements for obtaining a certification, on a case-by-case basis, if granting a waiver is in the best interest of the Department. This authority may not be delegated. Waivers are assignment specific and only valid for the particular program or project to which assigned. Waivers are not required for the first year following assignment to a major acquisition. However, waivers for additional time beyond that year shall be granted for no more than an additional year. If time is necessary beyond the additional year, the Chief Acquisition Officer must concur with any extensions. Waivers are not transferable to another position or agency. 5.2 WAIVER PACKAGES Waiver packages shall be forwarded through the employee s supervisor for endorsement. Waiver packages shall include: Completed waiver application request form (Appendix J); Summary of program or project; Written justification that includes reasons for and conditions of the waiver; Documentation and justification of the employee s background and experience in the required competencies, and documentation to support plan for completion of the required competencies; Outline of actions that will be taken if the conditions of the waiver are not met; and Concurrence and a recommendation for approval of the waiver from the Bureau CIO. The employee s supervisor shall assess the skills and competencies of the applicant and develop a plan for enhancing or adding to the employee s competencies. The supervisor shall forward the package to the Bureau CIO for endorsement. Once the Bureau CIO endorses the waiver request, the package shall be forwarded to the Acquisition Career Manager at: U. S. Department of Commerce Office of Acquisition Management Agency Career Manager 1401 Constitution Avenue, NW HCHB Room 1854 Washington, DC The Acquisition Career Manager will review each waiver request, in consultation with the Office of the Chief Information Officer, to determine whether granting the waiver is in the best interest of the Department and forward the waiver package, along with their recommendation, to the Senior Procurement Executive. In the event the ACM needs additional information to make a determination, the package will be returned to the employee, through review and endorsement channels, with a request to furnish supporting documentation. The Senior Procurement Executive has final authority for granting waivers. Whenever the SPE determines that a waiver should not be granted, the SPE will furnish the employee, through review and endorsement channels, a written explanation of the reasons the request was denied. END OF SECTION 5 12

15 Commerce Acquisition Manual July 11, APPENDICES

16 Appendix A APPENDIX A DEFINITIONS Acquisition - The acquiring of supplies or services (including construction) with appropriated funds by contract for the use of the Federal Government through purchase or lease, whether the supplies or services are already in existence or must be created, developed, demonstrated, and evaluated. Acquisition Career Manager The Individual appointed pursuant to OFPP Policy Letter to lead the Department s acquisition career management program. The Director of Commerce Acquisition Workforce and Policy Development Division has been designed as the Acquisition Career Manager. Acquisition Workforce - Employees performing acquisition-related work. The acquisition workforce includes permanent civilian employees who occupy acquisition positions. Chief Acquisition Officer The Department s Executive-level non-career employee designed pursuant to the Services Acquisition Reform Act (SARA) to advise and assist the head of the agency and other agency officials to ensue the mission of the agency is achieved through the management of the agency s acquisition activities. Competencies Observable, measurable patterns of skills, knowledge, abilities, behaviors, and other characteristics than an individual needs to perform in occupational functions. Continuous Learning Points - Continuing education or training opportunities such as agency-sponsored training and management/executive seminars, special job and/or professional association related projects and/or participation in seminars/workshops, or other appropriate developmental activities to remain current in the acquisition field. Contracting Officer Individuals designated authority to enter into, administer, and/or terminate contracts and to make related determinations and findings. Core Training - A course of study that meets FAC-P/PM competencies requirements for a certification level. Critical Skills Business and technical skills that are needed by a member of the acquisition workforce to sufficiently perform their duties. Earned Value Management A project management tool that effectively integrates the project scope of work with cost, schedule and performance elements for optimum project planning and control. Federal Acquisition Certification for Program and Project Managers A certification program establishing core requirements for experience and training, for program and project manager professionals in civilian agencies. Head of Contracting Office - Individual s designated to head the contracting offices within each operating unit that has designated contracting authority to award and administer contracts to the full limit of the Department s contracting authority. Individual Development Plan - Document used to plan an employee's education, training, experience and other developmental activities for progression in the procurement career field. Developing the plan is a joint effort of the employee, supervisor, and possibly other knowledgeable persons in the training and/or acquisition fields. Major Investment A system or acquisition requiring special management attention because of its importance to the mission or function of the agency, a component of the agency or another organization; is for financial management and obligates more than $500,000 annually; has significant program or policy implications; has high executive visibility; has high development, operating, or maintenance costs; is funded through other than direct appropriations; or is defined as major by the agency s capital planning and investment control process. A - 1

17 Commerce Acquisition Manual July 11, Appendix A Program A group of related work efforts, including projects, managed in a coordinated way. Programs usually include elements of ongoing work. Program/Project Manager A individual who directs a group of related activities performed within a specified time period to meet a specific set of objectives. Project A specific investment having defined goals, objectives, requirements, life cycle costs, a beginning and end, and delivers a specific product, service or result. Senior Bureau Procurement Official The senior career procurement official, within each operating unit that has been delegated contracting authority. Senior Procurement Executive - The official appointed pursuant to Executive Order and the Services Acquisition Reform Act (SARA) to carry out the responsibilities identified in both the Executive Order and SARA. Skills Currency Federal Acquisition Certification for Program and Project Managers requires at least 80 hours of continuous education or training every two years to maintain certification. Waiver -- A provision that permits the Department of Commerce SPE to waive all or part of the FAC-P/PM requirements for an assigned program or project manager, if granting the waiver is in the best interest of the agency. A - 2

18 Appendix B APPENDIX B PROGRAM/PROJECT MANAGEMENT CORE COMPETENCIES GENERAL BUSINESS COMPETENCIES Customer Service Works with customers to assess needs, provide assistance, resolve problems, satisfy expectations; knows products and services. Decision-Making Makes sound, well informed, and objective decisions; perceives the impact and implications of decisions; commits to action, even in uncertain situations, to accomplish organizational goals; causes change. Flexibility Is open to change and new information; adapts behavior or work methods in response to new information, changing conditions, or unexpected obstacles; effectively deals with ambiguity. Interpersonal Skills Shows understanding, courtesy, tact, empathy; develops and maintains relationships; deals with difficult people; relates well to people from varied backgrounds; is sensitive to individual differences. Leadership Influences, motivates, and challenges others; adapts leadership styles to a variety of situations. Legal, Government and Jurisprudence Knowledge of laws, legal codes, court procedures, precedents, legal practices and documents, Government regulations, Executive orders, agency rules, Government organization and functions, and the democratic political process. Oral Communication Expresses information to individuals or groups effectively, taking into account the audience and nature of the information; makes clear and convincing presentations, listens to others; attends to nonverbal cues. Organizational Awareness Knows the organization's mission and functions, and how its social, political, and technological systems work and operates effectively within them; this includes the programs, policies, procedures, rules, and regulations of the organization. Problem Solving Anticipates, identifies and diagnoses problems; determines accuracy and relevance of information; uses sound judgment to generate and evaluate alternatives; selects from alternative courses of action; makes recommendations, and takes action from developed contingency plans. B - 1

19 Appendix B Reasoning Identifies rules, principles, or relationships that explain facts, data or other information; analyzes information and makes correct inferences or accurate conclusions. Team Building Inspires, motivates, and guides others toward goal accomplishments. Consistently develops and sustains cooperative working relationships. Encourages and facilitates cooperation within the organization and with customer groups; fosters commitment, team spirit, pride, trust. Develops leadership in others through coaching, mentoring, rewarding and guiding employees. Writing Recognizes or uses correct English grammar, punctuation, and spelling; communicates information in a succinct and organized manner, produces written information that is appropriate for the intended audience. TECHNICAL COMPETENCIES Business Process Reengineering Knowledge of methods, metrics, tools, and techniques of Business Process Reengineering. Capital Planning and Investment Assessment Knowledge of the principles and methods of capital investment analysis or business case analysis, including return on investment analysis. Contracting/Procurement Knowledge of various types of contracts, techniques for contracting or procurement, and contract negotiation and administration. Cost-Benefit Analysis Knowledge of the principles and methods of cost-benefit analysis, including the time value of money, present value concepts, and quantifying tangible and intangible benefits. Financial Management Prepares, justifies, and/or administers the budget for program areas; plans, administers, and monitors expenditures to ensure cost-effective support of programs and policies; assesses financial condition of an organization. Planning and Evaluating Organizes work, sets priorities, and determines resource requirements; 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. B - 2

20 Appendix B Project Management Knowledge of the principles, methods, or tools for developing, scheduling, coordinating, and managing projects and resources, including monitoring and inspecting costs, work, and contractor performance. Quality Assurance Knowledge of the principles, methods, and tools of quality assurance and quality control used to ensure a product fulfills functional requirements and standards. Requirements Analysis Knowledge of the principles and methods to identify, analyze, specify, design, and manage functional and infrastructure requirements; includes translating functional requirements into technical requirements used for logical design or presenting alternative technologies or approaches. Risk Management Knowledge of methods and tools used for risk assessment and mitigation of risk. B - 3

21 Appendix C APPENDIX C ESSENTIAL COMPETENCIES AND PROFICIENCES This appendix provides the essential competencies and levels of proficiency for the FAC-P/PM. As an individual gains experience, the proficiency level evolves from recognition and awareness of concepts at the entry level to the management and evaluation of their application at the senior level. Additionally, the individual is expected to obtain increasingly more complex leadership competencies. ENTRY/APPRENTICE LEVEL - COMPETENCIES AND PROFICIENCIES Requirements Development and Management Processes Recognition of government-wide and agency-specific investment management requirements, acquisition policies, and program management strategies that support assigned missions and functions; understanding of how to manage risk; understanding of the many factors that influence cost, schedule, and performance; attention to lessons learned; understanding of metrics needed to manage programs and projects that deliver quality, affordable, supportable, and effective systems/products. Specifically includes recognition of: - Requirements Development Process - Concept Selection Process - Technology Development Process - Core Management Skills and Processes - Total Ownership Cost (OMB Circular A-94) - Risk and Opportunity Management - Market Research (including socio-economic considerations) - Communications Management - Working Groups and Teams Systems Engineering Recognition of the scientific, management, engineering, and technical skills used in the performance of systems planning, research and development, with an emphasis on performing and managing a technical process. Test and Evaluation (T&E) Recognition of efficient and cost effective methods for planning, monitoring, conducting, and evaluating tests of prototype, new, or modified systems equipment or materiel, including the need to develop a thorough T&E strategy to validate system performance through measurable methods that relate directly to requirements and to develop metrics that demonstrate system success or failure. Life Cycle Logistics (LCL) Recognition of performance-based logistic efforts that optimize total system lifecycle availability, supportability, and reliability/maintainability while minimizing cost and logistic footprint, and interoperability. C - 1

22 Appendix C Contracting Recognition of the supervision, leadership and management processes/procedures involving the acquisition of supplies and services, construction, research and development; acquisition planning to include performance-based considerations; cost and price analysis; solicitation and selection of sources; preparation, negotiation, and award of contracts; all phases of contract administration; termination options and processes for closeout of contracts; legislation, policies, regulations, and methods used in contracting, and business and industry practices, with particular emphasis on: - Participation in determination of contract approach - Development of performance-based solutions - Preparation of requirements and supporting documentation - Participation in source selection - Management of contractor performance and contract administration Business, Cost Estimating and Financial Management Recognition of the forms of cost estimating, cost analysis, reconciliation of cost estimates, financial planning, formulating financial programs and budgets, budget analysis/execution, benefit-cost analysis, Earned Value Management (EVM) in accordance with American National Standards Institute (ANSI) Electronics Industries Alliance (EIA) Standard for EVM Systems #748- A, and other methods of performance measurement. Leadership/Professional These are the skills, knowledge, abilities and traits acquired through experience, training and education within government and the private sector and are cumulative, leading to skilled supervision and seasoned leadership. These competencies may appear in successive levels to emphasize the process of evolving, developing, and maturing leadership skills. - Oral Communications - Flexibility - Problem Solving - Conflict Management - Interpersonal Skills - Resilience - Accountability - Customer Service - Written Communication C - 2

23 Appendix C MID/JOURNEYMAN LEVEL - COMPETENCIES AND PROFICIENCIES Management Processes Individuals at this level should be able to recognize and apply the concepts presented at the entry/apprentice level. Systems Engineering Individuals at this level should be able to recognize and apply the concepts presented at the entry/apprentice level. Test and Evaluation (T&E) -- Individuals at this level should be able to recognize and apply the concepts presented at the entry/apprentice level. Life Cycle Logistics (LCL) Individuals at this level able to recognize and apply the concepts presented at the entry/apprentice level. Contracting Individuals at this level should be able to recognize and apply the concepts presented at the entry/apprentice level. Business, Cost Estimating & Financial Management Individuals at this level should be able to recognize and apply the concepts presented at the entry/apprentice level. Leadership/Professional These competencies, in addition to those listed at entry-level, comprise a foundation for effective mid-level program/project manager-related responsibilities. These competencies may appear in successive levels to emphasize the process of evolving, developing, and maturing leadership skills - Influencing/Negotiating - Partnering - Team Building/IPT - Conflict Management - Political Savvy - Strategic Thinking - Decisiveness - Creativity/Innovation - External Awareness - Developing Others - Entrepreneurship C - 3

24 Appendix C SENIOR/EXPERT LEVEL - COMPETENCIES AND PROFICIENCIES Management Processes Individuals at this level should be able to recognize, apply, and manage and evaluate the concepts presented at the entry/apprentice level. Systems Engineering Individuals at this level should be able to recognize, apply, and manage and evaluate the application of the scientific, management, engineering, and technical skills used in the performance of systems planning, research and development. Test and Evaluation (T&E) Individuals at this level should be able to recognize, apply, and manage and evaluate the concepts presented at the entry/apprentice level. Life Cycle Logistics (LCL) Individuals at this level should be able to recognize, apply, and manage and evaluate the concepts presented at the entry/apprentice level. Contracting Individuals at this level should be able to recognize, apply, and manage and evaluate the concepts presented at the entry/apprentice level. Business, Cost Estimating & Financial Management Individuals at this level should be able to recognize, apply, and manage and evaluate the concepts presented at the entry/apprentice level. Leadership/Professional -- These are the skills, knowledge, abilities and traits acquired through experience, training and education within government and the private sector and are cumulative, leading to skilled supervision and seasoned leadership. These competencies may appear in successive levels to emphasize the process of evolving, developing, and maturing leadership skills. - Vision - Strategic Thinking - External Awareness - Entrepreneurship C - 4