1. Formal Presentation to the FIPT Improving Certification, Training and Professional Development for the AT&L Community Life Cycle Logistics Career Field: Interim Competency Model 02.23.07

2. This presentation will detail the following: 1.Data collection methodology for identifying elements of superior performance on the job 2.Detail of Findings and limitations on these findings > We now know what is included in the interim competency model Please Note: We are in pre-survey stages – the survey will allow for the creation of the final competency model 3.Recommendations for delivering competency-based workforce solutions Organization of this Report

3. We collected data between September 07 and January 07 using our 3-step competency development methodology We created technical and professional competency sets with elements –These elements serve as foundation for measuring performance A Note About Limitations: –Small sample size, DCMA-centric –Importance, Frequency, and Criticality not yet known for LCL population Executive Summary

4. Guiding Principles: Competency Definition “ …. an observable, measurable pattern of skills, knowledge, abilities, behaviors & other characteristics that an individual needs to perform work roles or occupational functions successfully.” (OPM definition) Developed and attained through education, training, rotational assignments, experience, professional development and self-development Demonstrated by Behaviors (Required Performance and a Success Criterion) Knowledge Skills & Abilities Individual Characteristics COMPETENCY Superior Performance Results in

5. Method of Data Collection 1.Assemble Expert Panel for career fields to gather input from senior leaders 2.Conduct online or facilitated focus groups Identify and detail technical competencies (key behaviors, KSAOs, and outputs) Develop key situations through online structured interviews to identify specific job-related behaviors of superior performers 3.Multi-rater Survey to evaluate: –Importance –Observed frequency of competency-related behaviors –Proficiency –Difficulty Expert Panel – Gathered experts from the LOG FIPT and met many times to develop a framework of the competencies needed for a Logistician professional. The Experts then identified SMEs to complete our data collection steps. Data Collection – Met with groups for initial data collection sessions in person, then moved to mostly online. CNAC provided technical support for online participation

6. Method: Step 1. Expert Panel The role of the expert panel is to: We developed a framework for competency model to present to workforce SMEs. The framework included the following: Thanks for your support and hard work! You chose superior performers as SMEs to participate in data collection You communicated the effort/champion the project

7. LCL Draft Framework: Output from Expert Panel 1. Systems Engineering and Design (Product Support Development and Design) Configuration Management Design for Support/ Supportability Human Systems Integration (HSI) Incorporating Environmental, Safety and Occupational Health Concerns Integrated Product and Processes Development (IPPD) Minimizing Life Cycle Costs Risk Management Supportability Analyses and Design Tradeoffs Supportability/Sustainment Requirements Technical Data Management Test and Evaluation Utilizing Best Practices Utilizing Simulation and Modeling Techniques 2. Product Support/ Sustainment Alternative Sourcing Business Case Analysis Configuration Management Integrated Product and Processes Development (IPPD) Joint/Operational Logistics Interface Logistic Support Elements (w/in Product Support/ Sustainment) Maintaining and Managing Customer Relationships Minimizing Life Cycle Costs Obsolescence and DMSMS (Diminishing Manufacturing Sources and Material Shortages) Planning PBL Implementation and Execution Supply Chain Management Supportability Analyses and Design Tradeoffs Technical Data Management Workload Allocation 3. Business Management Business Case Analysis Contracting for Supplies and Services Cost Estimating Earned Value Management IT Process Management Logistic Support Elements (w/in Business Management) Managing and Developing Performance Based Agreements (PBAs) Minimizing Life Cycle Costs Performance-Based Logistics (PBL) Planning Programming, Planning, Budgeting, and Execution System (PPBES) Risk Management Technical Data Management Utilizing Best Practices Units of Competence

8. Subject Matter Experts roles is to: Provide essential data about their job functions Identify key behaviors, tasks, goals, outcomes, skills, attitudes, etc. that shape success Represent the high-performers in the workforce The Ideal Subject Matter Expert is: Recognized as a high performer Highly motivated Can communicate effectively regarding specific aspects of their job – both in writing and verbally Can articulate what is required for superior performance More than 2 years experience Method: Step 1. Expert Panel: Identify Subject Matter Experts (SMEs)

9. Participation: Service and Acquisition Experience DCMA provided the most SMEs (27.9%) Army, Navy, Air Force had similar numbers Majority of SMEs between 6 and 10 years of Acquisition Experience Need to compare to LCL Workforce at large (n=61)

10. Participation: Certification Level and Career Field Notes On SMEs: Most of our SMEs are Senior Level (Level III Certification) A majority of SMEs are from the LCL Career Field All SPRDE SMEs are DCMA Subject Matter Experts

11. Sorting Task – Using Framework as a Guide Reminder: Using the LCL Data Collection Tool: Order of Operations 1)Choose the Units of Competence related to your job 2)Choose the competencies that belong within the Unit of Competence 3)Detail the tasks, tools, and knowledge giving more depth to the competency

12. Development of Technical Competency Elements Development of Technical Competency “elements” were derived from information regarding task, tool, and knowledge items After competencies are sorted we ask each SME to detail task, tool, and knowledge items to add depth to each competency - Select tasks form our key actions for the Technical Competency elements We group those key actions into elements which form the basis for further work – the survey will be conducted using these elements

13. Logistics Interim Model: Technical Competency Sample Design for Support/Supportability – Definition To Be Drafted ElementPerformance Criteria (Key Behaviors) Element 1 - Examine Engineering Change Proposals and Product/System Designs, and Design of Support to assess logistics impacts, deployability, and supportability 1-1-a Assess Engineering Change Proposals for logistics impacts to include tech manuals, support equipment, training and spares requirements.(L2,DCMA) 1-1-b Assess the product/system design to ensure that it reflects the optimum mix of deployability characteristics, such as high MTBF, low maintenance demands, and minimal life-cycle costs.(L2,DCMA) 1-1-c Assess the system's deployment demands to ensure compatibility with existing DoD transportation capabilities.(L2,DCMA) Element 2 - Conduct Independent Logistic Assessments to ensure the inclusion of the 10 ILA elements 1-2-a Conduct Independent Logistics Assessments of the product/system design as it relates to the 10 ILA elements and its related disciplines.(L3, NAVY/USMC) 1-2-b Take part in IPTs that are concerned with developing and implementing supportability for their program.(L3, USMC) 1-2-c Determine supplier's commitment for program support to ensure parts availability.(L2,DCMA) Element 3 - Maintain internal/external customer contact to better understand problems 1-3-a Conduct bi-weekly meetings with Order Fulfillment BPA's across DLA to make problems common knowledge and brainstorm solutions.(L0, DLA) 1-3-b Maintain daily contact with cross process BPA's to share problems within SAP and figure out how each process could have affected the problem.(L0, DLA) KNOWLEDGE - Specific System Knowledge: Knowledge of aircraft maintenance; Knowledge of depot maintenance and repair workload forecasting; Knowledge of Best Practice Methods and Tools: Knowledge of historical and predictive trending; Knowledge of supportability and maintainability concepts; Knowledge of contract development and assessment; Knowledge of material management concepts / processes; Knowledge of Army logistics transformation plans Basics of Acquisitions: Knowledge of the DoD Acquisition Process and Logistics Roadmap; Knowledge of process/development of logistics products for operational use, including all ILS elements; Knowledge of Systems Operational Effectiveness ( SOE) concepts. TOOLS - Technical Tools: Technical Manual Contract Requirement (TMCR) Generator; Failure Modes Effects Analysis (FMEA); Level of Repair Analysis; RAM analysis to identify trends/failures/potential solutions to meet user needs; Cyclic data and consolidated stock status reports;Reliability Centered Maintenance II (RCM), Configuration Data Manager Database - Open Architecture (CDMD-OA), Technical Data Management Information System (TDMIS), Joint Electronics Type Designation Automated System (JETDAS) Software: SAP R/3, DPACS, Manugistics; Microsoft software (Access, Word, Project, PowerPoint, Excel, etc.) Organization/Agency Specific: Navy Inventory Control Point Allowance Parts List (NAVICP APL); Fleet Modernization Program Management Information System (FMPMIS); Catalogue of Navy Training Courses (CANTRAC); MARCORSYSCOM Logistics Roadmap Unit of Competence: Systems Engineering Development and Design (Product Support and Sustainment)

14. Situation/Task What was the situation or context? What were you doing? What task were you working on? ActionReasoning What was the reasoning/ rationale that led to the action? Results What was the result/ outcome of the key situation? What did you do? What were the steps you took to get to that effective outcome?  Key Situations: a method of data collection from subject matter experts regarding “what it takes” to perform effectively on your job.  Using the STARR Method of Description Method Step 2: Key Situation Interviews

15. Sample Key Situation (81 Situations Total) Related to Unit of Competence: Business Management Reasoning: The existing process was not going to change unless someone brought the parties together for a dialogue. Past experience showed me that conflicts spiral out of control when folks complain about a problem but take no action to resolve it. I knew that we needed to focus on the process, not the people; also to focus on the future and not on past experiences. Results: It took about 30 days to tweak the process to where it was most effective. Now, after six months, the depot has completed enough program systems to meet an aggressive fielding schedule (50,000 systems) plus build the required minimum stockage levels. It has been so effective that the program requested the depot halt production for 30 days so that new systems can be built with the latest software release. Action: I called a meeting at the depot with all the participants (program manager, PEO, and depot warehouse manager, depot production control, depot Computer Service and Repair Division, and depot Integration Lead). We sat down together and I facilitated a dialogue where program manager explained why current procedures were not supporting the MOA (and therefore not supporting fielding efforts, and by extension, not meeting the needs of the soldier). Together we diagrammed the entire program and deport integration process, and looked for ways to streamline it. I negotiated agreement on short term goals for reaching the minimum stockage level (which was our long-term goal), as well as a timeline. Situation/Task: I am the PEO logistics team lead for a major program. The program has a Memorandum of Agreement (MOA) the depot to perform the integration of the program systems, and to maintain a minimum stockage level for each system. The depot was not meeting the MOA.

16. Key Situation Dissection Qualitative Analysis Associated Elements under the Professional Competencies Partnering - Work collaboratively across and within organizations to ensure best supply support Influencing and Negotiating - Negotiate realistic agreements with suppliers to deliver products on time Problem Solving - Develop recommendations and improvements to system based on reviews of data. Key Behaviors and Professional Competencies identified in the Key Situation: Facilitate a dialogue between a program and a supply depot, that had an MOA with the program to discuss why procedures were not providing effective support. (Partnering) Review the entire program and depot integration process to find ways to streamline it with both depot and program representatives. (Partnering, Problem Solving) Negotiate agreement on short term goals and the long-term timeline to achieve the minimum stockage level required by the program (Influencing and Negotiating)

17. Logistics Interim Model: Professional Competency Sample Influencing and Negotiating: Persuades others; builds consensus through give and take; gains cooperation from others to obtain information and accomplish goals. ElementPerformance Criteria (Key Behaviors) Element 1- Works with stakeholders to build buy-in for supply schedule needs Obtain buy-in for Logistics Readiness Squadron stand-up through the use of a consolidated team of stakeholders. Obtain supplier buy-in to schedule adjustments by sharing requirements based on government regulations. Explain the value of the concept and obtain buy-in. Element 2 -Facilitate agreement between stakeholders on project/program delivery requirements Establish a team of subject matter experts knowledgeable in both the business rules and computer programs within the OIS to restore total asset visibility. Recommend a new system that will reflect engineering design and manufacturing method to ensure adequate attention to TPM (Technical Performance Measures). Defend a position on restoring funding for a project using financial data to backup position. Convince the PMO to use a newly established a material accountability process. Disseminate checklists to each SYSCOM's subject matter experts for review/comment/update. Element 3 - Recommend to leadership and stakeholders on system transitions to sustainment Make recommendations based on ILA team results as to whether a transition to sustainment is appropriate. Organize process improvement teams to determine whether a program should be transitioned to sustainment. Make recommendations on current logistical business practices to the senior leadership on organizational changes and functional responsibilities that could improve the overall logistics operations. Element 4- Negotiate realistic agreements with suppliers to deliver products on time Negotiate agreement on short term goals and the long-term timeline to achieve the minimum stockage level. Renegotiate supply schedule based on realistic ability to deliver. Unit of Competence: Systems Engineering Development and Design (Product Support and Sustainment)

18. Interim competency model developed for the LCL Career Field SMEs input show trends as to the priority of the technical competencies overall and for each unit Hypothesized structure for new Units of Competence Professional competencies are an important part of the “job” of a Life Cycle Logistician –Professional competencies provide the “enabling behaviors” for performance Life Cycle Logistician roles for each Unit of Competence require different professional competencies Findings 

19. SMEs input show trends as to the priority of the technical competencies Most Selected Technical Competencies: Maintaining and Managing Customer Relationships Business Case Analysis Logistic Support Elements (w/in Product Support/Sustainment) Configuration Management Design for Support/Supportability Utilizing Best Practices Cost Estimating Minimizing Life Cycle Costs Risk Management Logistic Support Elements (w/in Business Management) Supply Chain Management Important Note: This is not final standing of each competency based on SME sorting These results serve to inform our understanding of importance of particular competencies, but are not considered final word.

20. Technical Competencies for: Unit 1. Systems Engineering and Design (Product Support Development and Design) Most Selected Technical Competencies Unit 1 oDesign for Support/Supportability oLogistic Support Elements (w/in Product Support/Sustainment) oMaintaining and Managing Customer Relationships oConfiguration Management oSupportability Analyses and Design Tradeoffs oHuman Systems Integration (HSI) Key To Figure = No Framework Match N N N

21. Technical Competencies for: Unit 2. Product Support/Sustainment Most Selected Technical Competencies Unit 2 oLogistic Support Elements (w/in Product Support/Sustainment) oMaintaining and Managing Customer Relationships oConfiguration Management oBusiness Case Analysis oSupply Chain Management oMinimizing Life Cycle Costs oDesign for Support/Supportability oAlternative Sourcing N Key To Figure = No Framework Match N

22. Technical Competencies for: Unit 3 Business Management Most Selected Technical Competencies Unit 3 oBusiness Case Analysis oCost Estimating oMaintaining and Managing Customer Relationships oUtilizing Best Practices oLogistic Support Elements (w/in Business Management) oEarned Value Management oRisk Management oManaging and Developing Performance Based Agreements (PBAs) Key To Figure = No Framework Match N N N

23. Hypothesis of Units of Competence General Life Cycle Logistics Design for Support/Supportability Logistic Support Elements (w/in Product Support/Sustainment) Maintaining and Managing Customer Relationships Configuration Management Supportability Analyses and Design Tradeoffs Supportability/Sustainment Requirements Risk Management Minimizing Life Cycle Costs Integrated Product and Processes Development (IPPD) Utilizing Best Practices Logistic Support Elements (w/in Business Management) Business Case Analysis Joint/Operational Logistics Interface Technical Data Management Cost Estimating Obsolescence and DMSMS (Diminishing Manufacturing Sources and Material Shortages) Planning Product Support Development and Design Test and Evaluation Human Systems Integration (HSI) Incorporating Environmental, Safety and Occupational Health Concerns Utilizing Simulation and Modeling Techniques Managing Suppliers using PBL Supply Chain Management Alternative Sourcing PBL Implementation and Execution Managing and Developing Performance Based Agreements (PBAs) PBL Planning Workload Allocation Business Management Contracting for Supplies and Services Earned Value Management Programming, Planning, Budgeting, and Execution System (PPBES) IT Process Management Based on selections by SMEs, some were selected most often for all units, and others were selected often only in particular units of competence.

24. Professional Competencies are an important part of the LCL job Problem Solving - Identifies and analyzes problems; weighs relevance and accuracy of information; generates and evaluates alternative solutions; makes recommendations. Interpersonal Skills - Treats others with courtesy, sensitivity, and respect. Considers and responds appropriately to the needs and feelings of different situations Customer Service - Anticipates and meets the needs of both internal and external customers. Delivers high-quality products and services; is committed to continuous improvement. Team Building - Inspires and fosters team commitment, spirit, pride, and trust. Facilitates cooperation and motivates team members to accomplish group goals. Written Communication - Writes in a clear, concise, organized, and convincing manner for the intended audience.

25. The “Job” of Life Cycle Logistician Requires Both Technical and Professional Skills Problem Solving Interpersonal Skills Customer Service Team Building Written Communication Maintaining and Managing Customer Relationships Business Case Analysis Logistic Support Elements (w/in Product Support/Sustainment) Configuration Management Design for Support/Supportability Professional Competencies Technical Competencies

26. Professional Competencies Associated with Unit 1. Systems Engineering and Design (Product Support Development and Design) The professional competencies that had the highest distinguishing value for this unit of competence are: –Interpersonal Skills –Customer Service –Written Communication –Technical Credibility –Problem Solving –Oral Communication

27. The professional competencies that had the highest distinguishing value for this unit of competence are: –Interpersonal Skills –Problem Solving –Customer Service –Oral Communication –Flexibility –Accountability –Written Communication Professional Competencies Associated with Unit 2. Product Support/Sustainment

28. The professional competencies that had the highest distinguishing value for this unit of competence are: –Problem Solving –Flexibility –Team Building –Creativity and Innovation Professional Competencies Associated with Unit 3. Business Management

29. Recommendations: Part 1 Interim technical and professional competency models should be reviewed by LOG FIPT –Assigning ownership of competencies to specific components/agencies Conduct survey/assessment to generalize findings to workforce –Factor analysis will be conducted to determine proper structure of the model, as has been done with PM, CON –A final competency model will be the result In the end-state, maintain competencies in a standard and non-proprietary format such as HR- XML (Human Resources Extensible Markup Language)

30. Final Validation Survey/Assessment Roll-Out Details To Finalize Competency Model: Identify stratified sample – numbers from each service/component, certification level, type of logistician role –Action on this should start immediately Ensure senior executive support –Critical to any large scale data collection effort to communicate this support Analysis will focus on behaviors required for superior performance by level for each competency –Professional competencies needed most by Life Cycle Logisticians for each technical competency

31. A final survey/assessment is conducted to generalize the findings to the larger population of Life Cycle Logisticians. The survey includes the following questions: 1. Importance: What is the degree of impact this work function has on job performance? 2. Frequency: How often is this work function used in performing work? 3. Level First Needed: At what point in your career did you FIRST need this work function to perform your job? 4. Proficiency: What is your proficiency level of this competency? 5. Difficulty: How difficult is it to accomplish this in your job? Final Validation Survey/Assessment: Questions to be Included

32. E. Overarching Processes 1. Integrated Product and Processes Development (IPPD) 2. Utilizing Best Practices 3. Maintaining and Managing Customer Relationships 4. Risk Management 5. Continuous Process Improvement 6. Supply Chain Management 7. Business Case Analysis B. Design for Support 1. Utilizing Simulation and Modeling Techniques 2. Supportability Analyses and Design Tradeoffs 3. Supportability/Sustainment Requirements 4. Design for Support/Supportability 5. Human Systems Integration (HSI) 6. Alternative Sourcing 7. Obsolescence & DMSMS (Diminishing Manufacturing Sources & Material Shortages) Planning 8. Incorporating Environmental, Safety and Occupational Health Concerns C. Support the Design 1. PBL Planning 2. PBL Implementation and Execution 3. DMSMS 4. Managing and Developing Performance Based Agreements (PBAs) 5. Supply Chain Management 6. Contracting for Supplies and Services 7. Business Case Analysis 8. Workload Allocation A. Technical Processes 1. Logistic Support Elements (w/in Product Support/Sustainment) 2. Configuration Management 3. Logistic Support Elements (w/in Business Management) 4. Technical Data Management 5. Joint/Operational Logistics Interface 6. Test and Evaluation 7. IT Process Management 8. Maintenance Planning D. Resource Management 1. Workload Allocation 2. Cost Estimating 3. Minimizing Life Cycle Costs 4. Earned Value Management 5. Programming, Planning, Budgeting, and Execution System (PPBES) 6. Workload Allocation New Report 4 - CNA Technical Competencies - Grouped – 18 January