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

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A Profile for Success: Competency Management for the Contract

Management Profession

GSA ExpoJune 9, 2009

Jennifer Hastedt, CPCMGreater San Antonio Chapter President

About the Speaker

President of the Greater San Antonio Chapter of NCMA (2nd term)CPCM, CFCM, CCCM, PMPRecent graduate of the NCMA Contract Management Leadership Development ProgramProposal Manager at TEAM Integrated Engineering, Inc

What are we going to discuss today?

• Demographic Profile of Profession• Competencies (core and complimentary)• Workforce Challenges

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DAU Defense Acquisition UniversityDAWAI Defense Acquisition Workforce Improvement ActFAC-C Federal Acquisition Certification in Contracting FAI Federal Acquisition InstituteOFPP Office of Federal Procurement PolicyOPM Office of Personnel ManagementSME Subject Matter Expert

Acronyms

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Federal Acquisition Institute Demographic Data and Survey Results

• GS-1102 series constituted 80% of survey respondents• 51-55 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

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• 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)

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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 2015. 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

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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 - 2007

OFPP Competency SurveySpring 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

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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

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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

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• 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.)

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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

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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

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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.

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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

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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

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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

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Gaps in Federal Acquisition Competency

•Cost analysis, price analysis•Performance-based acquisition – using

performance metrics•Negotiation•Project management•Requirements definition•Strategic planning•Conflict resolution

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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.

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NCMA’s Competency Management for the Contract Management Profession CM2

• 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

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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 Analysts Pricers & 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

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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 LadderAcquisition Contracts Sales Contracts

Cost & Price Analysts Contract Specialists Pricers & Estimators

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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

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O-Net Occupational Competency Model

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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

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Sources to Increase Knowledge

• Defense Acquisition University (www.dau.mil)

• National Contract Management Association (www.ncmahq.org)

• Numerous Universities and Education Companies

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National Contract Management Association21740 Beaumeade Circle, Suite 125Ashburn, Virginia 20147800-344-8096 http://www.ncmahq.org

• Jennifer Hastedt, CPCM

• (210) 366-7016• [email protected]

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