2010 The Defense Acquisition Workforce Defense Acquisition Workforce Management Group (WMG) Meeting October 19, 2011 2020201520302025 2011 Mr. Keith Charles.

2010

The Defense Acquisition Workforce

Defense Acquisition Workforce Management Group (WMG) Meeting

October 19, 2011

20202015 20302025

2011

Mr. Keith Charles (SES)Director, OSD, AT&L

Human Capital Initiatives

Vision: Creating a High Quality, High-Performing Defense Acquisition Workforce to

Achieve Technological and Warfare Dominance

Smart Acquisition for Technological & Warfare Dominance

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Review of Recent FY12 Defense Acquisition Workforce Improvement Program Guidance and Policy

1. Mr. Charles’ e-mail and Power Point of Oct 3, 2011• Guidance for FY12 Defense Acquisition Workforce Improvement Program (10 USC

1705 (e)(3)) and Use of the Development Fund (DAWDF)

2. Mr. Charles’ e-mail and Power Point of Oct 6, 2011• OPM/OMB Guidance on FY11 and FY12 Awards for Federal Civilian Employees.

Impact on Use of the Defense Acquisition Workforce Development Fund

3. Mr. Kendall’s memo of October 7, 2011• Initial Guidance from the Acting Under Secretary of Defense for Acquisition,

Technology and Logistics (USO(A T&L))

4. Mr. Charles’ memo of October 12, 2011 to Mr. Kendall’s Direct Reports• Defense Acquisition Workforce Roadmap

5. Mr. Charles’ memo of October 12, 2011 to SSB• Defense Acquisition Workforce Roadmap

Defense Acquisition WorkforceGuidance “Roadmap”

• Strategically build the acquisition workforce to “higher level” (Growth and Quality) – Follow through on investment

– Rebuild technical/systems engineering bench strength; return to Lead Integrator capability– Strengthen DOD’s capability to perform inherently governmental functions and provide

appropriate oversight for acquisition– Stabilize and optimize workforce investment – Resource enhanced workforce – increased

size, enhance development programs, and enhanced DAU mission – for the long term– Leverage FFRDCs, UARCS and contractor support to acquisition mission– Ensure scarce DAWDF resources are used for high priority targeted growth and quality

initiatives to achieve and sustain the highly qualified workforce we need – $1.3B invested so far; 130 FY12 proposals = $775M

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• Take workforce quality to “higher level” -- Level 4!– Beyond “Level 3” -- Create Mid-Level Career Program – Level

4. Invest in the Middle – move from certified to qualified– Level 4 program that is tough – proven high performers,

qualified, experienced -- gate to elite group ready for complex, major acquisitions

• Take the workforce to a “higher level” to achieve Better Buying Power

– Instill culture and skills to increase buying power and improve acquisition outcome results

• Take workforce “profession” recognition to a higher level – Increase recognition and incentives to motivate and retain those with significant experience and major responsibilities

– Significant monetary incentives for major acquisition leadership positions

– Level 4 achievement enables “AP” (Acquisition Professional) after name (like JD, MD, PE, CPA, PMP)

– “In the Pentagon” – Wall of Acquisition Excellence at end of Corridor Ten, Third Floor

• Take workforce planning to “Higher Level” - Improve requirements and data driven approach to workforce planning

– Establish workforce staffing models/standards and effective succession planning for excellent staffing of MDAPS/MAIS programs , services acquisitions, and contingency support

– Establish data driven accurate insight for workforce with major responsibilities -- key experiences, qualifications, tenure, waivers

• Take Mid-Career Workforce to “Higher Level” of Readiness– Re-target remaining growth and other DAWDF quality initiatives to

strengthen size and ensure a highly-qualified mid-career workforce– Current strategy targets 60/40, entry/journeymen for growth hiring; shift to

30/70– As part of a new Acquisition Leadership Development Program (ALDP) -

Use senior career workforce as coaches and mentors to strengthen mid-career workforce

– Open 5% - 10% of senior career positions as opportunities for “mid-career” workforce

– Target recruiting to reach out to available “right-experienced” members from private sector and from other high performers in DoD

– Target incentives to retain “right” senior career acquisition workforce members

– Use Rehired Annuitants as both mentors and actual workforce members, full or part-time

– Target “high potentials” in the newly hired workforce that can move into mid-career positions

– Target non-acquisition DoD members -- high-performers, high potential, with right domain experience (comptroller, technical, logistics) -- to rotate into acquisition workforce as part of career plan and path to GS-14/15, SES

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Implementing Roadmap – Next Steps - WMG Action Items

• All WMG principals work with your teams and provide input on Roadmap– Provide specific ideas for a Level 4/Post Level 3

program– Provide specific ideas on increasing use of coaching

and mentoring– Can provide inputs also on all parts of the Roadmap– Provide inputs to HCI by 15 November; HCI will

consolidate and provide to WMG principals prior to next WMG

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PL 111-84, Section 805Product Support Manager (PSM)

• Implemented by DTM10-015 – Requirements for Life Cycle Management and Product Support

– “CAEs shall designate and assign a PSM within every ACAT I and ACAT II program, prior to but no later than program initiation and to former ACAT I/II programs that are post-IOC or no longer have PMs reporting to CAEs. “

– “PSM will be designated as a key leadership position (KLP) for all Major Defense Acquisition Programs and major weapon systems and designated a critical acquisition position (CAP) for all other major weapon systems.”

“The Secretary of Defense shall require that each major weapon system be supported by a product support manager…” to “maximize value to the Department of Defense by providing the best possibleproduct support outcomes at the lowest operations and support cost.” -- FY10 NDAA, Section 805

14 Oct 11

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Defense Acquisition

Workforce (DAW)

Critical Acquisition Positions

(CAP)

KeyLeadership Positions

(KLP)

Acquisition Corps

P.L.111-84, Section 805 Includes

Provision Identifying Product Support Manager

(PSM) as Key Leadership

Position (KLP) on ACAT I MDAP

Programs

Key Leadership Positions (KLPs)

Key Leadership Positions (KLP) are a sub-set of

Critical Acquisition

Positions (CAP), the Acquisition

Corps, & Defense Acquisition Workforce

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Focus of any Level IV effort

must be targeted specifically at

KLPs, AND could be either focused on the individuals

OR on the positions

7Vision: Creating a High Quality, High-Performing, Agile Defense Acquisition Workforce

to Achieve Technological and Warfare Dominance

DoD-Wide Acquisition Initiative New Acquisition Workforce Progression

AcademicReqmts

Level I(APPRENTICE)

Certification Training

ExperienceOJT

Certification Training

ExperienceOJT

ExperienceOJT

Certification Training

Initial AcquisitionJob

Level II(Journeyman)

Level III(Expert)

Post Level III Training, OJT &

Experience; AND Focused Career Development to

gain Key Leadership

Competencies

Screening/ SelectionPanels

Key Leadership Position

JOURNEYMAN at this point

MASTER

Gains KLCs

8 to 10 Y

EA

RS

POST LEVEL 3

LEVEL 4 Program?“AP”

Designation?

Acquisition Professional

Quality is Paramount

Strengthen

Mid-Career Workforce

Coaching & Mentoring

Gain Key

Experiences

Elite

Cadre

LEADERSHIP!

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DAWIA Level II Life Cycle Logistician• Training: ACQ 201, LOG 200, 201, 206, 211, 235• Experience: Minimum 2 years (4 years desired)• Education: None Required (Bachelors Desired)• Broadening Across Integrated Product Support Elements

DAWIA Level III Life Cycle Logistician • Training: LOG 340, 350 + Interdisciplinary Courses• Experience: Minimum 4 years (6 yrs desired)• Education: None Required (Masters Desired)• Broadening Across Acquisition & Logistics Domains

Senior Program Logistician• Designated KLP & CAP Position• Training: LOG 365 PSM & ACQ 465 KLP?• Experience: Min 8 yrs (10+ yrs Desired)?• Education: Masters and/or Sr. Svc School?• 2nd Career Field Cert; Board Selected?

Laser-Focus on Grooming Superstars• Training: PMT 352, PMT 401, ACQ 405• Experience: Acquisition and Sustainment• Coaching, Mentoring & OJT Qualification• Pursue 2nd Career Field Certification

DAWIA Level I Life Cycle Logistician• Training: ACQ 101, LOG 101, 102, 103, SYS 101• Experience: Minimum 1 year (2 yrs desired)• Rotational Assignments; Working in/with 1 or more IPS Elements

New Life Cycle Logistician:Entry Level/Intern

Journeyman: GainingDepth and Breadth

Life Cycle Logistician:Expert Practitioners

Cadre of Future PSMs:Experienced Leaders

Program Manager (PM),PEO/OSD/HQ Staff

“Graduated” PSMs• Continued Career Progression• Key Cadre of Future Program Mgrs• SES/Flag/GO; Competency Leads

Product Support Manager(PSM): Expert Leaders

A NOTIONAL PSM Professional Development Ladder ConstructNOTIONAL DoD PSM RQMTS

MDAP 104Pre-MDAP 55ACAT II

80Former ACAT I/II inSustainment

280Candidate Pool** ~779Total – 1,298(**Assumes 1.5:1 ratio -candidate pool to actual)

Potential off-ramps to other communities