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A Profile for Success Competency Management for
the Contract Management Profession
GSA Expo June 9, 2009 Jennifer Hastedt,
CPCM Greater San Antonio Chapter President
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About the Speaker
President of the Greater San Antonio Chapter of
NCMA (2nd term) CPCM, CFCM, CCCM, PMP Recent
graduate of the NCMA Contract Management
Leadership Development Program Proposal Manager
at TEAM Integrated Engineering, Inc
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• What are we going to discuss today?
• Demographic Profile of Profession
• Competencies (core and complimentary)
• Workforce Challenges

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Acronyms
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
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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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FAI Survey Results (cont)

• 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

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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 GatesDoD
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
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What is competency management?
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

• Staffing
• Career Development
• Project Team Building
• Performance Management
• Reorganization

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What is competency management?
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.
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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

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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

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Contracting Competency Model Methodology

• 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

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Contracting Competency Model Methodology

• 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

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Contracting Competency Model Methodology (cont.)

• 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

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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.

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Contracting Competency Model Content

• 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

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Competency-based Management for the DoD-wide
Contracting Community

• Perception of Status Quo - Gaps exist in the
  overall capability of the contracting workforce
  due to
• Downsizing in the acquisition workforce in the
  late 90s
• Requirements for new skills

• Goal - Determine, with specificity
• The competencies required to deliver mission
  critical capabilities
• Where shortfalls in capability exist

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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
• GSAs 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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NCMAs Standards Committee

• Standards Committee studied job standards across
  gt50 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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NCMAs Competency Management for the Contract
Management Profession CM2

• Standards Committee studied job standards across
  gt50 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
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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Contract Management Career Ladder
Acquisition Contracts
Sales Contracts
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.
Cost Price Analysts
Contract Specialists
Pricers Estimators
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O-Net Occupational Competency Model
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
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O-Net Occupational Competency Model
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O-Net Occupational Competency Model
Occupation Related Tier 9 -- Management
Competencies Tier 8 -- Occupation-Specific      
       Requirements Tier 7-- Occupation-Specific
Technical              Competencies Tier 6--
Occupation-Specific Knowledge              Compet
encies Industry Related Tier 5--
Industry-Specific Technical              Competen
cies Tier 4 -- Industry-Wide Technical
             Competencies Foundational
Competencies Tier 3-- Workplace Competencies
Tier 2-- Academic Competencies Tier 1--
Personal Effectiveness
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Current Workforce Challenges

• 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

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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
• [phone]
• jhastedt_at_teamllc.net