0 A Profile for Success: Competency Management for the Contract Management Profession GSA Expo June 9, 2009 Jennifer Hastedt, CPCM Greater San Antonio Chapter President

About the Speaker President of the Greater San Antonio Chapter of NCMA (2 nd term) CPCM, CFCM, CCCM, PMP Recent graduate of the NCMA Contract Management Leadership Development Program Proposal Manager at TEAM Integrated Engineering, Inc

What are we going to discuss today? Demographic Profile of Profession Competencies (core and complimentary) Workforce Challenges

3 DAU Defense Acquisition University DAWAI Defense Acquisition Workforce Improvement Act FAC-C Federal Acquisition Certification in Contracting FAI Federal Acquisition Institute OFPP Office of Federal Procurement Policy OPM Office of Personnel Management SME Subject Matter Expert Acronyms

4 Federal Acquisition Institute Demographic Data and Survey Results GS-1102 series constituted 80% of survey respondents years of age 51% eligible to retire in next 10 years Overall contracting workforce technical competencies are at expected levels Of 17 technical competencies surveyed, gaps requiring attention identified in: – Project Management –Defining Requirements –Financial Management

5 General business competencies identified in influencing/negotiating and oral communication Significant amount of intermediate to advance proficiency in both technical and general business competencies leaving the government acquisition workforce over the next 10 years FAI Survey Results (cont)

6 Effects of the Results “DoD will convert thousands of contractor employees to full-time government employees and hire a large number of additional acquisition professionals as part of an initiative to improve the way it purchases military products and systems’” Defense Secretary Robert Gates “DoD will convert 11,000 contractor employees to full-time government employees and hire 9,000 more government acquisition professionals by In the near term, the Department plans to hire 4,100 new acquisition professionals in 2010.” Defense Secretary Robert Gates *Source defensesystems.com

What is competency management? Staffing Career Development Project Team Building Performance Management Reorganization Competency management is at the heart of nearly all workforce development initiatives. Defining competency models for your organization and performing skills gap analysis provides essential data for the undertaking of a range of talent management projects such as: Succession Planning Targeted Training Initiatives Total Quality Management Certifications Merger & Acquisition Preparation

8 Competence encompasses a combination of knowledge, skills and behavior utilized to improve performance. More generally, competence is the state or quality of being adequately or well qualified, having the ability to perform a specific role. What is competency management?

Federal Competency Standards FAI and interagency working group developed first set of competency standards in 1985 FAI partnered with OPM to develop, update assess and revalidate the competencies of acquisition professionals – 2003 Most recently partnered with DAU to develop one set of baselines

OFPP Competency Survey Spring 2007 OFPP launched workforce competency survey Adapted from CIO survey of 80,000 IT professionals 50% response rate 5400 responses 50 agencies participated Tool remains in place for continued measures and adjustments Sharing of best practices

11 Model Development Assembled Expert Panel from Contracting Component Representatives Developed framework of competencies needed by a top performing contracting professional Identified SMEs to complete data collection Conducted facilitated and online focus groups/data collection with SMEs Part 1: Preliminary Validation Survey Part 2: Key Situation Interviews Part 3: Review Work Functions/Elements, as well as Task, Tools, and Knowledge items Contracting Competency Model Methodology

12 Employee and supervisor/equivalent will assess frequency, proficiency and criticality for each of the technical and professional competencies: Frequency: Please rate how often you do this activity in your job. − Ratings should apply to your current position. − Ratings: 1 - Almost Never, 2 – Rarely, 3 - Occasionally, 4 – Frequently, 5 - Very Frequently, NA - Not Applicable/Not needed in My Job Criticality: Please rate how critical the competency element behaviors are to your job. − Ratings should apply to your current position. − Ratings: 1 – Not Critical, 2 – Somewhat Critical, 3 – Fairly Critical, 4 – Very Critical, 5 – Extremely Critical, NA – Not Applicable / Not needed in My Job Contracting Competency Model Methodology

13 Proficiency- Please rate how proficient you are at the competency element behaviors. − Proficiency applies to/considers your entire career − Behavioral statements are provided for each proficiency level (0 - No exposure to, or awareness of, this element, 1 – Awareness, 2 - Basic, 3 – Intermediate, 4 – Advanced, 5 – expert Contracting Competency Model Methodology (cont.)

Results of the employee and supervisor/equivalent assessments will be combined to derive a proficiency score for each technical and professional competency/element The proficiency score will be used to determine inventory of competencies for the DoD-wide Contracting Workforce Proficiency scores will be compared to one of six proficiency standards at the entry, journey, or senior level to determine competency gaps across the DoD-wide Contracting Workforce: Major Systems Logistics and Sustainment Base Operations Defense Agencies and Research Labs Construction/Architecture and Engineering Contracting in a Contingency and/or Combat Environment Frequency and criticality data will be used to analyze/prioritize competency gaps such that workforce development efforts may focus on needs of the contracting mission. Contracting Competency Model Methodology (cont.)

15 10 Technical Units of Competence Pre-Award and Award Develop and/or Negotiate Positions Advanced Cost and/or Price Analysis Contract Administration Small Business/Socio-Economic Programs Contract Termination 10 Professional Competencies Problem Solving Customer Service Oral Communication Written Communication Interpersonal Skills Negotiate Forward Pricing Rates Agreements & Administer Cost Accounting Standards Procurement Policy Contracting in a Contingent and/or Combat Environment Other (includes Construction/ Architect & Engineering) Decisiveness Technical Credibility Flexibility Resilience Accountability Contracting Competency Model Content

16 Perception of Status Quo - Gaps exist in the overall capability of the contracting workforce due to Downsizing in the acquisition workforce in the late 90’s Requirements for new skills Goal - Determine, with specificity: The competencies required to deliver mission critical capabilities Where shortfalls in capability exist Competency-based Management for the DoD-wide Contracting Community

17 Strategic Human Capital Plan Template for an acquisition workforce strategic human capital plan provided 2007 Workforce data management – ACMIS contains info on over 25,000 acquisition professionals across civilian agencies –60% verified as of 2008 –Goal to integrate with OPM by Fall 2009.

18 Workforce Certification OFPP aligned FAC-C with DAWIA standards in January 2006 –560 of 17,000 CO/CS are FAC-C holders as of January 2008 –35 of 900 PMs hold FAC-PM –? Of 11,000 COTRs for new FAC-COTR

19 Recruitment Integration with existing internal and external programs to enhance awareness of federal service as a career in general, and acquisition specifically –OPM –Partnership for Public Service –Educational institutions –Associations Federal Acquisition Intern Coalition –Established 1/2008 –Website clearinghouse of all internships

20 Training Acquisition Workforce Training Fund –Established in SARA 2003 –Reauthorized in National Defense Authorization Act of 2008 Corporate university – virtual –FAI e-courses –DAU courses –GSA’s Center for Acquisition Excellence –Treasury Acquisition Institute –508 University

21 Gaps in Federal Acquisition Competency Cost analysis, price analysis Performance-based acquisition – using performance metrics Negotiation Project management Requirements definition Strategic planning Conflict resolution

22 NCMA’s Standards Committee Standards Committee studied job standards across >50 organizations – developed profession-wide standards model. Developed contract management career ladder. Found that price analysis and cost estimating is considered a core role within the profession.

23 NCMA’s Competency Management for the Contract Management Profession CM 2 Standards Committee studied job standards across >50 organizations – developed profession- wide standards model Developed contract management career ladder Established CM2 Working Group in March 2008 Conducted competency training April 2008 Developed competency strawman October 2008 Validated competency model January 2009 Implemented iSkills assessment tool April 2009

24 Contract Management Career Ladder Sales Contracts  Project Management  Finance  Accounting  Marketing and Sales  Operations  Property Management  Administration  Project Management  Finance  Accounting  Marketing and Sales  Operations  Property Management  Administration Contract Specialists Acquisition Contracts Cost & Price AnalystsPricers & Estimators Executive – 12 years experience or more Manager – 8 years experience or more Expert Practitioner – 6 years experience or more Journeyman – 3 years experience or more Beginner – 0-3 years experience

25 Analyzes suppliers’ proposed prices or estimated costs for the acquisition of goods and services from suppliers. Establishes and manages contracts for the acquisition of goods and services from suppliers. Establishes and manages contracts for the sale of goods and services to customers. Develops prices and cost estimates for the sale of goods and services to customers. Contract Management Career Ladder Acquisition ContractsSales Contracts Cost & Price AnalystsContract SpecialistsPricers & Estimators

26 Occupational Information Network Database of occupational requirements and worker attributes. Describes occupations in terms of skills and knowledge required, how the work is performed and typical work settings Promotes business efficiency and talent development, facilitates career guidance and career advancement accounts O-Net Occupational Competency Model

27 O-Net Occupational Competency Model

28 Occupation Related Tier 9 -- Management Competencies Tier 8 -- Occupation-Specific Requirements Tier 7-- Occupation-Specific Technical Competencies Tier 6-- Occupation-Specific Knowledge Competencies Industry Related Tier 5-- Industry-Specific Technical Competencies Tier 4 -- Industry-Wide Technical Competencies Foundational Competencies Tier 3-- Workplace Competencies Tier 2-- Academic Competencies Tier 1-- Personal Effectiveness O-Net Occupational Competency Model

Challenges associated with demographic shifts, philosophical changes towards work, and expectations employers and employees have of each other Inadequate information about skills gaps High potential of retirees – 50%, unknown how many will actually retire Acquisition Advisory Panel recommendations to focus, plan, define and certify workforce. Data management key Legislative actions addressing acquisition workforce Current Workforce Challenges

30 Sources to Increase Knowledge Defense Acquisition University ( National Contract Management Association ( Numerous Universities and Education Companies

31 National Contract Management Association Beaumeade Circle, Suite 125 Ashburn, Virginia Jennifer Hastedt, CPCM (210)