COMMERCE ACQUISITION MANUAL DEPARTMENT OF COMMERCE PROGRAM AND PROJECT MANAGER CERTIFICATION PROGRAM

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COMMERCE ACQUISITION MANUAL

1301.671

DEPARTMENT OF COMMERCE

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COMMERCE ACQUISITION MANUAL

1301.671

Table of Contents

1.7 ROLES AND RESPONSIBILITIES... 3

1.8 MANAGEMENT INFORMATION SYSTEM... 4

SECTION 2 – CERTIFICATION STANDARDS ...5

2.1 BACKGROUND... 5

2.2 REQUIREMENTS FOR ENTRY/APPRENTICE LEVEL... 5

2.3 REQUIREMENTS FOR MID/JOURNEYMAN LEVEL... 5

2.4 REQUIREMENTS FOR SENIOR/EXPERT LEVEL... 6

SECTION 3 – TRAINING...7

3.1 TRAINING REQUIREMENTS... 7

3.2 ADDITIONAL TRAINING REQUIREMENTS FOR INFORMATION TECHNOLOGY (IT) INVESTMENTS... 7

3.3 CONTINUOUS LEARNING... 9

SECTION 4 – APPLICATION AND ASSIGNMENT PROCESS ...10

4.1 CERTIFICATION APPLICATION PROCESS... 10

4.2 ASSIGNMENT PROCESS... 10

4.3 DOCUMENTING AND RECORDING TRAINING AND CERTIFICATION REQUIREMENTS... 11

SECTION 5 – CERTIFICATION WAIVERS...12

5.1 WAIVER AUTHORITY... 12

5.2 WAIVER PACKAGES... 12 APPENDIX A – DEFINITIONS ...A-1 APPENDIX B – PROGRAM/PROJECT MANAGEMENT CORE COMPETENCIES...B-1 APPENDIX C – ESSENTIAL COMPETENCIES AND PROFICIENCES...C-1 APPENDIX D – SAMPLE TRAINING PLANS ...D-1 APPENDIX E – GUIDANCE ON MEETING CONTINUOUS LEARNING POINTS...E-1 APPENDIX F – FEDERAL ACQUISITION CERTIFICATION FOR PROGRAM AND PROJECT MANAGER

APPLICATION FORMS... F-1 APPENDIX H – FAC-P/PM COMPETENCY WORKSHEETS... H-1 APPENDIX I – SAMPLE ASSIGNMENT MEMORANDUM ... I-1 APPENDIX J – SAMPLE WAIVER REQUEST ...J-1

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Program and Project Manager Certification Program

SECTION 1 - OVERVIEW

1.1 BACKGROUND

Well-trained and experienced program and project managers are critical to the acquisition process and the successful accomplishment of the Department’s mission. A strong partnership between program and project managers and contracting professionals requires a common understanding of how to meet the Government’s needs through acquisitions that deliver quality goods and services in an effective and efficient manner. As a result, the Services Acquisition Reform Act of 2003, P.L. 108-136, expanded the definition of acquisition to include functions performed by program and project managers, such as requirements development,

performance management, and technical direction. The Office of Federal Procurement Policy (OFPP) Policy Letter 05-01, dated April 15, 2005, built upon this broader definition of acquisition workforce and required the development of a program and project management certification program. On April 25, 2007, OFPP issued a memorandum entitled “The Federal Acquisition Certification for Program and Project Managers” providing a common certification program for the Federal program and project management workforce that reflects a government-wide standard for knowledge, skills and experience leading to achievement of core competencies. The certification program stresses the interdependent relationship between program and project management where many of the core project management competencies are a subset of program management

competencies. As project managers develop their project management competencies, they acquire the important program perspectives. Therefore, the Federal Acquisition Certification for Program and Project Managers includes program and project management within a single certification to reflect both the

interdependent nature of program and project management as well as the development needs of a program and project manager.

1.2 PURPOSE

The purpose of the Department of Commerce (DOC) Program and Project Manager Certification Program is to provide the framework and establish procedures for implementation of the Federal Acquisition Certification for Program and Project Managers. The certification program is designed to develop a cadre of qualified and well-trained professional managers who are eligible for formal assignment to projects or programs.

1.3 APPLICABILITY

The Program and Project Manager Certification program is applicable to all current program and project managers assigned to Department of Commerce programs or projects considered major investments as defined in Office of Management and Budget (OMB) Circular A-11, Part 7, Exhibit 300, Planning, Budgeting, Acquisition, and Management of Capital Assets.

Effective July 11, 2008, current program and project managers assigned to programs considered major investments must be senior/expert-level certified within one year. Newly appointed program and project managers assigned to programs considered major investments must be senior/expert-level certified within one year of the date of assignment to the program or project.

Program and project managers responsible for programs and projects above $10 million but not considered major investments may be certified at the appropriate certification level.

1.4 PROGRAM OBJECTIVES

The Program and Project Manager Certification Program is designed to ensure that Department of Commerce acquisitions and other investments are managed and evaluated effectively by developing program and project managers with the necessary competencies and skills for successful management of the Department’s assets.

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Successful implementation of the program will result in a professional workforce with the requisite experience and training to successfully accomplish the Department’s mission.

1.5 CORE COMPETENCIES

Effective program and project managers require a multitude of skills that are essential to the successful management of specialized acquisition projects. From requirements definition to project closeout, program and project managers play vital roles in the facilitation and general understanding of the entire acquisition process.

The Federal Acquisition Institute (FAI), charged with promoting the development of a professional federal acquisition workforce, has identified and validated a set of general business and technical core competencies necessary for program and project managers to develop common, basic skills.

Competencies combine knowledge, skills and abilities with behavior and other characteristics needed to successfully accomplish assignments in a program or project management environment. The essential program and project management competencies are summarized in Figure 1-1, General Business

Competencies, and Figure 1-2, Technical Competencies. A description of each competency is available at

http://www.fai.gov/acm/ppmcomp.asp and provided in Appendix B.

Figure 1-1 General Business Competencies

General Business Competencies

 Customer Service  Decision – Making  Flexibility

 Interpersonal Skills  Leadership

 Legal, Government and Jurisprudence

 Oral Communication  Organizational Awareness  Problem Solving  Reasoning  Team Building  Writing

Figure 1-2 Technical Competencies

Technical Competencies

 Business Process Reengineering  Capital Planning and Investment

Assessment

 Contracting/Procurement  Cost-Benefit Analysis  Financial Management

 Planning and Evaluating  Project Management  Quality Assurance  Requirements Analysis  Risk Management

1.6 CERTIFICATION LEVELS

The Federal Acquisition Institute has identified three levels for program and project management certification which are designed to facilitate the development of the necessary competencies needed by program and project managers to progress to the senior program management level. With each certification level, there are training and experience requirements. As an individual gains experience, the proficiency level evolves from recognition and awareness of concepts at the entry level to the management and evaluation of their application at the senior level. Additionally, individuals obtain increasingly more complex leadership competencies as they progress to the higher levels. Figure 1-3, Department of Commerce Certification Levels, outlines the life cycle cost of the program or project associated with each certification level.

1.6.1 Entry/Apprentice Level

Entry/Apprentice Level program and project managers should have, through training, experience, and other development activities: knowledge and skills to perform as a project team member; ability to manage low risk and relatively simple projects or to manage more complex projects under direct supervision of a more

experienced manager; understanding of project management practices, including performance-based

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documents, under supervision; and knowledge of and involvement in the definition, initiation, conceptualization or design of project requirements.

1.6.2 Mid/Journeyman

Mid/Journeyman Level program and project managers should have, through training, experience, and other development activities: knowledge and skills to manage projects or program segments of low to moderate risks with little or no supervision; ability to apply management processes, including requirements development processes and performance-based acquisition principles; ability to develop an acquisition program baseline from schedule requirements; ability to identify and track actions to initiate an acquisition program or project using cost/benefit analysis; ability to understand and apply the process to prepare information for a baseline review, and assist in development of Total Ownership Cost (TOC) estimates; and ability to manage projects as well as program segments and distinguish between program and project work.

1.6.3 Senior/Expert Level

Senior/Expert Level program and project managers should have, through training, experience, and other development activities: knowledge and skills to manage and evaluate moderate to high-risk programs or projects that require significant acquisition investment and agency knowledge and experience; ability to manage and evaluate a program and create an environment for program success; ability to manage and evaluate the requirements development process, overseeing junior level team members in creation, development, and implementation; expert ability to use, manage, and evaluate management processes, including performance-based management techniques; and expert ability to manage and evaluate the use of Earned Value Management as it relates to acquisition investments.

Figure 1-3 Department of Commerce Certification Levels

Certification Level Program/Project Life-Cycle Costs

Entry/Apprentice $10M up to $15M Mid/Journeyman $15M up to $25M Senior/Expert $25M and above

1.7 ROLES AND RESPONSIBILITIES

The Program and Project Management Certification Program at the Department of Commerce is implemented and managed by the Office of Acquisition Management in coordination with the Office of the Chief Information Officer.

1.7.1 Chief Acquisition Officer (CAO)

The Chief Acquisition Officer is responsible for developing workforce policies that apply the Program and Project Manager Certification requirements to ensure agency program and project managers have essential program and project management competencies.

1.7.2 Chief Information Officer (CIO)

The Chief Information Officer is responsible for identifying and assessing the program and project

management IT acquisition workforce; reviewing and analyzing qualifications; recommending certification; monitoring continuous learning achievement; identifying training requirements and other workforce

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1.7.3 Senior Procurement Executive (SPE)

The Senior Procurement Executive is responsible for implementing the Program and Project Manager Certification program department-wide; developing the program and project management workforce; issuing certifications; and granting waivers.

1.7.4 Acquisition Career Manager (ACM)

The Acquisition Career Manager is responsible for reviewing and maintaining certification packages; providing oversight for program compliance; and developing and monitoring workforce policies that apply to Program and Project Manager Certification requirements.

1.7.5 Senior Bureau Procurement Official (SBPO)

The Senior Bureau Procurement Official is responsible for ensuring compliance with Program and Project Manager Certification requirements for all contractual actions within their bureaus that fall within the purview of this policy.

1.7.6 Bureau Chief Information Officer (Bureau CIO)

The Bureau Chief Information Officer is responsible for coordinating the Program and Project Manager Certification program with the IT capital investment management process at the bureau-level; reviewing applications for certification; and reviewing waiver requests.

1.7.7 Head of Contracting Office (HCO)

The Head of Contracting Office is responsible for ensuring that a certified program or project manager is assigned to all acquisitions under the purview of this policy.

1.7.8 Supervisor of Program/Project Manager

Supervisors are responsible for validating applicant information as part of the application review process; and developing and implementing Individual Development Plans to ensure compliance with the knowledge, skills and abilities of Program and Project Manager Certification program.

1.7.9 Program/Project

Manager

Program/Project Managers are responsible for achieving and maintaining certification and meeting and applying required competencies while serving under assignment and in performance of their management activities at all times.

1.8 MANAGEMENT INFORMATION SYSTEM

Section 37(d) of the OFPP Act, as amended (41 U.S.C. 433(d)) requires each executive agency to collect, maintain and utilize information to ensure effective management of the acquisition workforce. The Federal Acquisition Institute maintains the Government-wide Acquisition Career Management Information System (ACMIS) which is the primary recording system to manage and track all training, experience and certification information for program and project managers. Program officials are responsible for establishing policies for maintaining complete training, experience, certification, and continuous learning records for members of the program and project manager workforce and ensuring information is entered in ACMIS. Program/project managers are responsible for maintaining accurate and complete information in support of their certification in ACMIS. Guidance on the use of ACMIS can be found at www.acmis.gov.

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SECTION 2 – CERTIFICATION STANDARDS

2.1 BACKGROUND

The Department of Commerce implementation of the requirements of Federal Acquisition Certification for Program and Project Managers (FAC-P/PM) defines the requirements for training and experience based on the three levels of program/project management expertise. Achievement of FAC-P/PM is based on experience and training requirements as outlined below and summarized in Figure 2-1, FAC-P/PM Certification Requirements. The requirements for certification are not cumulative. However, training requirements for each level may have associated prerequisites. Maintenance of FAC-P/PM is a function of continuous learning. A summary of competencies and proficiencies and sample training plans for each certification level are provided in

Appendices C and D. Individuals can satisfy the competency requirements through successful completion of suggested training, completion of comparable education or certification programs, or demonstration of

knowledge, skills and abilities.

Figure 2-1 FAC-P/PM Certification Requirements

FAC-P/PM

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FAC-P/PM

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FAC-P/PM

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in project management within the last five years.

EXPERIENCE:two years experience in program and project management within the last five years that includes experience at the entry level.

EXPERIENCE:four years experience within the last seven years in program and project management on federal projects and/or programs that includes experience at the mid-level.

CORE TRAINING:

24 CLPs* Basic Acquisition I

24 CLPs Basic Project Management I 16 CLPs Leadership and Interpersonal Skills I

24 CLPs Government Specific I 24 CLPs Earned Value Management and Cost Estimating I

80 (CLPs) every 2 years *CONTINUOUS LEARNING POINTS

CORE TRAINING

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24 CLPs Intermediate Acquisition II 24 CLPs Project Management II 16 CLPs Leadership and interpersonal Skills II

24 CLPs Government Specific II 24 CLPs Earned Value Management And Cost Estimating II

80 CLPs every 2 years

CORE TRAINING

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24 CLPs Advanced Acquisition Management III

24 CLPs Project Management III 16 CLPs Leadership and Interpersonal Skills III

24 CLPs Government Specific III 24 CLPs Earned Value Management And Cost Estimating III

80 CLPs every 2 years

2.2 REQUIREMENTS FOR ENTRY/APPRENTICE LEVEL

At the Entry/Apprentice Level, a minimum of one year of experience in project management within the last five years is required. Project management experience includes: constructing a work breakdown structure;

preparing project analysis documents; tailoring acquisition documents to ensure that quality, effective, efficient systems or products are delivered; analyzing and/or developing requirements; monitoring performance;

assisting with quality assurance; and budget development. Training in program and project management at this level shall be provided to develop essential interpersonal and management competencies required of high-performing successful program and project managers.

2.3 REQUIREMENTS FOR MID/JOURNEYMAN LEVEL

At the Mid/journeyman Level, a minimum of two years experience in program and project management within the last five years is required that includes experience at the entry level as well as experience: performing market research; developing documents for risk and opportunity management; developing and applying technical processes and technical management processes; performing or participating in source selection; preparing acquisition strategies; managing performance based service agreements; developing and managing

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a project budget; writing a business case; and strategic planning. Interactive training in these areas shall be provided to develop the essential interpersonal and management competencies required of high-performing, successful program and project managers such as team building, influencing/negotiating, decisiveness, partnering, and managing a diverse workforce.

2.4 REQUIREMENTS FOR SENIOR/EXPERT LEVEL

At the Senior/Expert Level, a minimum of four years experience within the last seven years in program and project management on federal projects and/or programs that includes experience at the mid-level as well as experience: managing and evaluating agency acquisition investment performance; developing and managing a program budget; building and presenting a successful business case; reporting program results; strategic planning; and conducting high-level communication with internal and external stakeholders . Interactive

training in these areas shall be provided to develop the essential interpersonal and management competencies required of high-performing, successful program and project managers such as strategic thinking, vision, and external awareness.

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SECTION 3 – TRAINING

3.1 TRAINING REQUIREMENTS

The FAC-P/PM outlines the minimum core competencies that have been identified as critical for program and project managers to possess in order to manage a successful program and/or project. While a specific

curriculum is not articulated, sample training plans are available at Appendix D that will help determine training and development needs.

An applicant can satisfy the competency requirements through successful completion of suggested training, completion of comparable education or certification programs, or demonstration of knowledge, skills and abilities. FAI has developed a Program/Project Manager training blueprint, located at

http://www.fai.gov/pdfs/FAC-PPM-Draft-Blueprint-100507-6.pdf that associates the required competencies with learning outcomes. The blueprint can be used to identify areas where training has already been completed and where training should be targeted to meet certification requirements.

A summary of core training requirements for each level is outlined in Figure 3-1, Core Training Requirements. The complexity of the required training increases with level of certification. For certification purposes the training requirements for each level are discrete requirements.

Figure 3-1 Core Training Requirements

TRAINING LEVEL Acquisition Program/ Project

Management

Leadership/ Interpersonal

Skills

Government-

Specific Earned Value Management Hours Total Required Entry/

Apprentice 24 hours basic acquisition 24 hours basic project management 16 hours basic leadership and interpersonal skills 24 hours that is government-specific 24 hours basic earned value management and cost estimates 112 Hours Mid/ Journeyman 24 hours intermediate acquisition 24 hours intermediate project management 16 hours intermediate leadership and interpersonal skills 24 hours that is government-specific 24 hours intermediate earned value management and cost estimates 112 Hours Senior/

Expert 24 hours advanced acquisition management 24 hours advanced program management 16 hours advanced leadership and interpersonal skills 24 hours that is government-specific 24 hours advanced earned value management and cost estimates 112 Hours

3.2 ADDITIONAL TRAINING REQUIREMENTS FOR INFORMATION TECHNOLOGY (IT) INVESTMENTS

In addition to training required for FAC-P/PM certification, program and project managers assigned to information technology investments shall meet requirements for the Federal IT Project Manager Guidance Matrix (see www.cio.gov/documents/Federal%20IT%20PM%20Guidance%20Matrix.ppt), which references additional Office of Personnel Management (OPM) guidance for project managers (see

www.opm.gov/fedclass/cg03-0001.pdf). Individuals certified under the FAC-P/PM program meet the general program/project management competencies and experience standards of the IT Project Manager qualification. However, they must also meet the technical program/project management standards to satisfy fully the IT program/project management requirements.

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In addition to the competencies required of all project managers, IT program/project managers also require specific knowledge, skills, and abilities in applying the IT program/project management technical competencies outlined in Figure 3-2, Information Technology Program/Project Management Technical Competencies.

Figure 3-2 Information Technology Program/Project Management Technical Competencies

Technical Competency Description

Configuration Management Knowledge of the principles and methods for planning or managing the implementation, update, or integration of information systems components.

Data Management Knowledge of the principles, procedures, and tools of data management, such as modeling

techniques, data backup, data recovery, data dictionaries, data warehousing, data mining, data disposal, and data standardization processes.

Information Management Identifies a need for and knows where or how to gather information; organizes and maintains information or information management systems.

Information Resources Strategy and Planning Knowledge of the principles, methods, and techniques of information technology (IT)

assessment, planning, management, monitoring, and evaluation, such as IT baseline assessment, interagency functional analysis, contingency planning, and disaster recovery.

Information Systems/Network Security Knowledge of methods, tools, and procedures, including development of information security plans, to prevent information systems

vulnerabilities, and provide or restore security of information systems and network services.

Information Technology Architecture Knowledge of architectural methodologies used in the design and development of information systems, including the physical structure of a system’s internal operations and interactions with other systems.

Information Technology Performance Assessment

Knowledge of the principles, methods, and tools (for example, surveys, system performance measures) to assess the effectiveness and practicality of information technology systems.

Infrastructure Design Knowledge of the architecture and typology of software, hardware, and networks, including LANS, WANS, and telecommunications systems, their components and associated protocols and

standards, and how they operate and integrate with one another and with associated controlling

software.

Systems Integration Knowledge of the principles, methods, and

procedures for installing, integrating, and optimizing information systems components.

Systems Life Cycle Knowledge of systems lifecycle management concepts used to plan, develop, implement, operate, and maintain information systems.

Technology Awareness Knowledge of developments and new applications of information technology (hardware, software, telecommunications), emerging technologies and their applications to business processes, and applications and implementation of information systems to meet organizational requirements.

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3.3 CONTINUOUS LEARNING

To maintain a FAC-P/PM certification, program and project managers are required to earn 80 continuous learning points (CLPs) of skills currency training every two years. Continuous learning points begin to

accumulate on the date of certification. Appendix E provides guidance on earning CLPs and assigning points to various developmental activities. Continuous learning activities may include, but are not limited to the following:

 Training activities, such as teaching, self-directed study, mentoring  Courses completed to achieve certification at the next higher level

 Professional activities, such as attending/speaking/presenting at professional seminars/symposia/conferences, publishing, and attending workshops

 Educational activities, such as formal training, and formal academic programs  Experience such as development or rotation assignments.

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SECTION 4 – APPLICATION AND ASSIGNMENT PROCESS

4.1 CERTIFICATION APPLICATION PROCESS

Program Officials shall nominate competent candidates for the Program and Project Management Certification program. Nominees must initiate and prepare their applications for FAC-P/PM certification and submit the application package to their supervisor for approval. Employees are responsible for producing certificates, transcripts, and records that provide evidence that they satisfy the requirements of the program. An employee must complete the FAC-P/PM Application (Appendix F) and submit it to their supervisor for endorsement. Application packages for certification shall include:

 Completed FAC-P/PM application/recertification form ;

 Documentation of training or demonstrated knowledge, skills and abilities (i.e. certificates, transcript or essays);

 Completed Project Manager Summary of Experience (Appendix G);  Completed FAC-P/PM Competency Worksheet (Appendix H);  Copy of Assignment Memorandum (if applicable)

 FAC-P/PM Certification issued by another Federal Agency (if applicable).

The employee’s supervisor shall assess the skills and competencies of the applicant and develop a plan for enhancing or adding to the employee’s competencies, if appropriate. The supervisor shall forward the

package to the Bureau CIO for approval. Once the Bureau CIO approves the application, the package shall be forwarded to the Acquisition Career Manager at:

U. S. Department of Commerce Office of Acquisition Management

Director, Workforce and Policy Development Division 1401 Constitution Ave., NW

HCHB Room 1854 Washington, DC 20230

The Acquisition Career Manager will review each application, in consultation with the Office of the Chief Information Officer, to determine whether the individual satisfies the requirements for the requested

certification and forward the package, along with their recommendation, to the Senior Procurement Executive. In the event additional information is required in order to make a determination, the application will be returned to the employee, through review and endorsement channels, with a request to furnish supporting

documentation.

The Senior Procurement Executive has final authority for certifying an employee. Whenever the SPE

determines that an employee does not meet the established criteria for the level of certification requested, the SPE will furnish the employee, through review and endorsement channels, a written explanation of the reasons the request was denied. The employee’s immediate supervisor should develop a strategy that will assist the individual in obtaining certification by planning the employee’s work assignments and training to gain

competency in deficient areas. The strategy shall be documented in the employee’s Individual Development Plan.

4.2 ASSIGNMENT PROCESS

Assignments to specific programs or projects shall be made for all programs and projects with life-cycle costs in excess of $10 million in accordance with the thresholds outlined in Figure 1-3. The employee’s supervisor shall appoint a program/project manager based on the individual’s experience and training by issuing an assignment memorandum. Appointment shall be made at project inception to ensure that the project manager is involved in acquisition planning and all phases of the project are managed effectively. A sample assignment

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memorandum is included in Appendix I. Assigned program/project managers shall complete all requirements for their required certification level within one year from date of assignment to the program or project.

The program/project manager shall provide copies of their assignment memorandum to the following individuals:

 Bureau Chief Information Officer;  Head of Contracting Office;

 DOC Chief Information Officer; and  Acquisition Career Manager

4.3 DOCUMENTING AND RECORDING TRAINING AND CERTIFICATION REQUIREMENTS

Program officials are responsible for establishing policies for maintaining official training, experience and certification records for their program and project manager workforce. Employees are responsible for ensuring information is entered in the Acquisition Career Management Information System. Training records must be available for inspection by the Office of Acquisition Management upon request.

Employees are responsible for maintaining all training certificates for their records. Upon completion of training or relevant coursework, the employee is responsible for submitting proof of successful completion to their supervisor and updating their information in the management information system. Supervisors are responsible for maintaining the employee’s course completion information in accordance with bureau policies. Supervisors are responsible for ensuring that official training, experience, and certification records are maintained and information is updated in the management information system at least annually.

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SECTION 5 – CERTIFICATION WAIVERS

5.1

The Senior Procurement Executive may waive all or part of the requirements for obtaining a certification, on a case-by-case basis, if granting a waiver is in the best interest of the Department. This authority may not be delegated. Waivers are assignment specific and only valid for the particular program or project to which assigned. Waivers are not required for the first year following assignment to a major acquisition. However, waivers for additional time beyond that year shall be granted for no more than an additional year. If time is necessary beyond the additional year, the Chief Acquisition Officer must concur with any extensions. Waivers are not transferable to another position or agency.

5.2 WAIVER PACKAGES

Waiver packages shall be forwarded through the employee’s supervisor for endorsement. Waiver packages shall include:

 Completed waiver application request form (Appendix J);  Summary of program or project;

 Written justification that includes reasons for and conditions of the waiver;

 Documentation and justification of the employee’s background and experience in the required competencies, and documentation to support plan for completion of the required competencies;  Outline of actions that will be taken if the conditions of the waiver are not met; and

 Concurrence and a recommendation for approval of the waiver from the Bureau CIO.

The employee’s supervisor shall assess the skills and competencies of the applicant and develop a plan for enhancing or adding to the employee’s competencies. The supervisor shall forward the package to the Bureau CIO for endorsement. Once the Bureau CIO endorses the waiver request, the package shall be forwarded to the Acquisition Career Manager at:

U. S. Department of Commerce Office of Acquisition Management

Agency Career Manager 1401 Constitution Avenue, NW

HCHB Room 1854 Washington, DC 20230

The Acquisition Career Manager will review each waiver request, in consultation with the Office of the Chief Information Officer, to determine whether granting the waiver is in the best interest of the Department and forward the waiver package, along with their recommendation, to the Senior Procurement Executive. In the event the ACM needs additional information to make a determination, the package will be returned to the employee, through review and endorsement channels, with a request to furnish supporting documentation. The Senior Procurement Executive has final authority for granting waivers. Whenever the SPE determines that a waiver should not be granted, the SPE will furnish the employee, through review and endorsement channels, a written explanation of the reasons the request was denied.

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APPENDIX A – DEFINITIONS

Acquisition - The acquiring of supplies or services (including construction) with appropriated funds by contract

for the use of the Federal Government through purchase or lease, whether the supplies or services are already in existence or must be created, developed, demonstrated, and evaluated.

Acquisition Career Manager – The Individual appointed pursuant to OFPP Policy Letter 05-01 to lead the

Department’s acquisition career management program. The Director of Commerce Acquisition Workforce and Policy Development Division has been designed as the Acquisition Career Manager.

Acquisition Workforce - Employees performing acquisition-related work. The acquisition workforce includes

permanent civilian employees who occupy acquisition positions.

Chief Acquisition Officer – The Department’s Executive-level non-career employee designed pursuant to the

Services Acquisition Reform Act (SARA) to advise and assist the head of the agency and other agency officials to ensue the mission of the agency is achieved through the management of the agency’s acquisition activities.

Competencies – Observable, measurable patterns of skills, knowledge, abilities, behaviors, and other

characteristics than an individual needs to perform in occupational functions.

Continuous Learning Points - Continuing education or training opportunities such as agency-sponsored

training and management/executive seminars, special job and/or professional association related projects and/or participation in seminars/workshops, or other appropriate developmental activities to remain current in the acquisition field.

Contracting Officer – Individuals designated authority to enter into, administer, and/or terminate contracts and

to make related determinations and findings.

Core Training - A course of study that meets FAC-P/PM competencies requirements for a certification level. Critical Skills – Business and technical skills that are needed by a member of the acquisition workforce to

sufficiently perform their duties.

Earned Value Management – A project management tool that effectively integrates the project scope of work

with cost, schedule and performance elements for optimum project planning and control.

Federal Acquisition Certification for Program and Project Managers – A certification program establishing

core requirements for experience and training, for program and project manager professionals in civilian agencies.

Head of Contracting Office - Individual’s designated to head the contracting offices within each operating

unit that has designated contracting authority to award and administer contracts to the full limit of the Department’s contracting authority.

Individual Development Plan - Document used to plan an employee's education, training, experience and

other developmental activities for progression in the procurement career field. Developing the plan is a joint effort of the employee, supervisor, and possibly other knowledgeable persons in the training and/or acquisition fields.

Major Investment – A system or acquisition requiring special management attention because of its importance

to the mission or function of the agency, a component of the agency or another organization; is for financial management and obligates more than $500,000 annually; has significant program or policy implications; has high executive visibility; has high development, operating, or maintenance costs; is funded through other than direct appropriations; or is defined as major by the agency’s capital planning and investment control process.

A - 2

Program – A group of related work efforts, including projects, managed in a coordinated way. Programs

usually include elements of ongoing work.

Program/Project Manager – A individual who directs a group of related activities performed within a specified

time period to meet a specific set of objectives.

Project – A specific investment having defined goals, objectives, requirements, life cycle costs, a beginning

and end, and delivers a specific product, service or result.

Senior Bureau Procurement Official – The senior career procurement official, within each operating unit that

has been delegated contracting authority.

Senior Procurement Executive - The official appointed pursuant to Executive Order 12931 and the Services

Acquisition Reform Act (SARA) to carry out the responsibilities identified in both the Executive Order and SARA.

Skills Currency – Federal Acquisition Certification for Program and Project Managers requires at least 80

hours of continuous education or training every two years to maintain certification.

Waiver -- A provision that permits the Department of Commerce SPE to waive all or part of the FAC-P/PM

requirements for an assigned program or project manager, if granting the waiver is in the best interest of the agency.

APPENDIX B – PROGRAM/PROJECT MANAGEMENT CORE COMPETENCIES

GENERAL BUSINESS COMPETENCIES

 Customer Service

Works with customers to assess needs, provide assistance, resolve problems, satisfy expectations; knows products and services.

 Decision-Making

Makes sound, well informed, and objective decisions; perceives the impact and implications of decisions; commits to action, even in uncertain situations, to accomplish organizational goals; causes change.  Flexibility

Is open to change and new information; adapts behavior or work methods in response to new information, changing conditions, or unexpected obstacles; effectively deals with ambiguity.

 Interpersonal Skills

Shows understanding, courtesy, tact, empathy; develops and maintains relationships; deals with difficult people; relates well to people from varied backgrounds; is sensitive to individual differences.

 Leadership

Influences, motivates, and challenges others; adapts leadership styles to a variety of situations.  Legal, Government and Jurisprudence

Knowledge of laws, legal codes, court procedures, precedents, legal practices and documents,

Government regulations, Executive orders, agency rules, Government organization and functions, and the democratic political process.

 Oral Communication

Expresses information to individuals or groups effectively, taking into account the audience and nature of the information; makes clear and convincing presentations, listens to others; attends to nonverbal cues.  Organizational Awareness

Knows the organization's mission and functions, and how its social, political, and technological systems work and operates effectively within them; this includes the programs, policies, procedures, rules, and regulations of the organization.

 Problem Solving

Anticipates, identifies and diagnoses problems; determines accuracy and relevance of information; uses sound judgment to generate and evaluate alternatives; selects from alternative courses of action; makes recommendations, and takes action from developed contingency plans.

B - 2

 Reasoning

Identifies rules, principles, or relationships that explain facts, data or other information; analyzes information and makes correct inferences or accurate conclusions.

 Team Building

Inspires, motivates, and guides others toward goal accomplishments. Consistently develops and sustains cooperative working relationships. Encourages and facilitates cooperation within the organization and with customer groups; fosters commitment, team spirit, pride, trust. Develops leadership in others through coaching, mentoring, rewarding and guiding employees.

 Writing

Recognizes or uses correct English grammar, punctuation, and spelling; communicates information in a succinct and organized manner, produces written information that is appropriate for the intended

audience.

TECHNICAL COMPETENCIES

 Business Process Reengineering

Knowledge of methods, metrics, tools, and techniques of Business Process Reengineering.  Capital Planning and Investment Assessment

Knowledge of the principles and methods of capital investment analysis or business case analysis, including return on investment analysis.

 Contracting/Procurement

Knowledge of various types of contracts, techniques for contracting or procurement, and contract negotiation and administration.

 Cost-Benefit Analysis

Knowledge of the principles and methods of cost-benefit analysis, including the time value of money, present value concepts, and quantifying tangible and intangible benefits.

 Financial Management

Prepares, justifies, and/or administers the budget for program areas; plans, administers, and monitors expenditures to ensure cost-effective support of programs and policies; assesses financial condition of an organization.

 Planning and Evaluating

Organizes work, sets priorities, and determines resource requirements; determines short- or long-term goals and strategies to achieve them; coordinates with other organizations or parts of the organization to accomplish goals; monitors progress and evaluates outcomes.

B - 3

 Project Management

Knowledge of the principles, methods, or tools for developing, scheduling, coordinating, and managing projects and resources, including monitoring and inspecting costs, work, and contractor performance.  Quality Assurance

Knowledge of the principles, methods, and tools of quality assurance and quality control used to ensure a product fulfills functional requirements and standards.

 Requirements Analysis

Knowledge of the principles and methods to identify, analyze, specify, design, and manage functional and infrastructure requirements; includes translating functional requirements into technical requirements used for logical design or presenting alternative technologies or approaches.

 Risk Management

APPENDIX C – ESSENTIAL COMPETENCIES AND PROFICIENCES

This appendix provides the essential competencies and levels of proficiency for the FAC-P/PM. As an individual gains experience, the proficiency level evolves from recognition and awareness of concepts at the entry level to the management and evaluation of their application at the senior level. Additionally, the individual is expected to obtain increasingly more complex leadership competencies.

ENTRY/APPRENTICE LEVEL - COMPETENCIES AND PROFICIENCIES

Requirements Development and Management Processes – Recognition of government-wide

and agency-specific investment management requirements, acquisition policies, and program management strategies that support assigned missions and functions; understanding of how to manage risk; understanding of the many factors that influence cost, schedule, and performance; attention to lessons learned; understanding of metrics needed to manage programs and projects that deliver quality, affordable, supportable, and effective systems/products. Specifically includes recognition of:

- Requirements Development Process - Concept Selection Process

- Technology Development Process - Core Management Skills and Processes - Total Ownership Cost (OMB Circular A-94) - Risk and Opportunity Management

- Market Research (including socio-economic considerations) - Communications Management

- Working Groups and Teams

Systems Engineering – Recognition of the scientific, management, engineering, and technical

skills used in the performance of systems planning, research and development, with an emphasis on performing and managing a technical process.

Test and Evaluation (T&E) – Recognition of efficient and cost effective methods for planning,

monitoring, conducting, and evaluating tests of prototype, new, or modified systems equipment or materiel, including the need to develop a thorough T&E strategy to validate system performance through measurable methods that relate directly to requirements and to develop metrics that demonstrate system success or failure.

Life Cycle Logistics (LCL) – Recognition of performance-based logistic efforts that optimize total

system lifecycle availability, supportability, and reliability/maintainability while minimizing cost and logistic footprint, and interoperability.

C - 2

Contracting – Recognition of the supervision, leadership and management processes/procedures

involving the acquisition of supplies and services, construction, research and development; acquisition planning to include performance-based considerations; cost and price analysis;

solicitation and selection of sources; preparation, negotiation, and award of contracts; all phases of contract administration; termination options and processes for closeout of contracts; legislation, policies, regulations, and methods used in contracting, and business and industry practices, with particular emphasis on:

- Participation in determination of contract approach - Development of performance-based solutions

- Preparation of requirements and supporting documentation - Participation in source selection

- Management of contractor performance and contract administration

Business, Cost Estimating and Financial Management – Recognition of the forms of cost

estimating, cost analysis, reconciliation of cost estimates, financial planning, formulating financial programs and budgets, budget analysis/execution, benefit-cost analysis, Earned Value

Management (EVM) in accordance with American National Standards Institute (ANSI) Electronics Industries Alliance (EIA) Standard for EVM Systems #748- A, and other methods of performance measurement.

Leadership/Professional – These are the skills, knowledge, abilities and traits acquired through

experience, training and education within government and the private sector and are cumulative, leading to skilled supervision and seasoned leadership. These competencies may appear in successive levels to emphasize the process of evolving, developing, and maturing leadership skills.

- Oral Communications - Flexibility

- Problem Solving - Conflict Management - Interpersonal Skills - Resilience

- Accountability - Customer Service - Written Communication

C - 3

MID/JOURNEYMAN LEVEL - COMPETENCIES AND PROFICIENCIES

concepts presented at the entry/apprentice level.

Systems Engineering – Individuals at this level should be able to recognize and apply the

concepts presented at the entry/apprentice level.

Test and Evaluation (T&E) -- Individuals at this level should be able to recognize and apply the

concepts presented at the entry/apprentice level.

Life Cycle Logistics (LCL) – Individuals at this level able to recognize and apply the concepts

presented at the entry/apprentice level.

Contracting – Individuals at this level should be able to recognize and apply the concepts

presented at the entry/apprentice level.

Business, Cost Estimating & Financial Management – Individuals at this level should be able to

recognize and apply the concepts presented at the entry/apprentice level.

Leadership/Professional – These competencies, in addition to those listed at entry-level,

comprise a foundation for effective mid-level program/project manager-related responsibilities. These competencies may appear in successive levels to emphasize the process of evolving, developing, and maturing leadership skills

- Influencing/Negotiating - Partnering

- Team Building/IPT - Conflict Management - Political Savvy - Strategic Thinking - Decisiveness - Creativity/Innovation - External Awareness - Developing Others - Entrepreneurship

C - 4

SENIOR/EXPERT LEVEL - COMPETENCIES AND PROFICIENCIES

manage and evaluate the concepts presented at the entry/apprentice level.

Systems Engineering – Individuals at this level should be able to recognize, apply, and manage

and evaluate the application of the scientific, management, engineering, and technical skills used in the performance of systems planning, research and development.

Test and Evaluation (T&E) – Individuals at this level should be able to recognize, apply, and

manage and evaluate the concepts presented at the entry/apprentice level.

Life Cycle Logistics (LCL) – Individuals at this level should be able to recognize, apply, and

manage and evaluate the concepts presented at the entry/apprentice level.

Contracting – Individuals at this level should be able to recognize, apply, and manage and

evaluate the concepts presented at the entry/apprentice level.

Business, Cost Estimating & Financial Management – Individuals at this level should be able to

recognize, apply, and manage and evaluate the concepts presented at the entry/apprentice level.

Leadership/Professional -- These are the skills, knowledge, abilities and traits acquired through

experience, training and education within government and the private sector and are cumulative, leading to skilled supervision and seasoned leadership. These competencies may appear in

successive levels to emphasize the process of evolving, developing, and maturing leadership skills. - Vision

- Strategic Thinking - External Awareness - Entrepreneurship

D - 1

APPENDIX D – SAMPLE TRAINING PLANS

ENTRY/APPRENTICE LEVEL - SAMPLE TRAINING PLAN

A minimum of 24 hours of coursework in basic acquisition that enable the individual to:  Explain the requirements development process;

 Define concept selection;

 Recognize technology development process;

 Perform a business strategy for market research (FAR Parts 10 and 12) to include socio-economic considerations.

A minimum of 24 hours of coursework in basic project management that enable the individual to:  Prepare project components to the task level in preparation for developing the Work Breakdown

Structure (WBS)

 Define requirements in terms of performance-based outcomes, where appropriate;  Recognize role of an estimate in Total Ownership Cost (TOC)/Life Cycle Cost process;  Recognize the risk and opportunity management process;

 Recognize systems life cycle management concepts used for information systems;  Recognize the need for a comprehensive Test and Evaluation (T&E) program;  Recognize the need to implement alternative logistics support.

A minimum of 16 hours of coursework in employing effective leadership and interpersonal skills to include:  Effective oral and written communications;

 Understanding of the functions of membership in a working group or project oriented team;  Customer service;

 Conflict management;  Accountability.

A minimum of 24 hours of coursework that is government-specific and prepares the individual to:

 Become aware of a process by which the efforts of all acquisition personnel are integrated through a comprehensive plan;

 Recognize a need for the Project/Program Manager to participate in pre-award actions required by acquisition planning (FAR Part 7.1);

D - 2

 Recognize the need for a comprehensive program specification and requirements statement that fully and correctly define the program;

 Recognize the need to formulate a source selection plan that allows for best value selection from competitive solicitations;

 Recognize the need to support contract administrative actions;

 Recognize the need for establishment of a negotiated baseline of performance;

 Recognize the need to oversee application of Total Life Cycle Systems Management (TLCSM);  Discuss Management’s Responsibility for Internal Control (OMB Circular A-123) and Capital Asset

Planning (OMB exhibit 300).

A minimum of 24 hours in Earned Value Management (EVM) and cost estimates that will prepare the individual to:

 Recognize EVM policies, methodologies, and software for performance measurement of programs;  Identify management techniques;

 Recognize the need for an Integrated Baseline Review process;

 Recognize allocation of funds within appropriation categories and use of funds from each appropriation;

 Identify the information system for financial management reporting;

 Be knowledgeable of a cost estimating processes, methods, techniques, analytical principles, data, confidence bands, specialized costing, application of OMB A-94, Guidelines and Discount Rates for Benefit-Cost Analysis of Federal Programs, and management applications.

D - 3

________________________________________________________________________

MID/JOURNEYMAN LEVEL - SAMPLE TRAINING PLAN

A minimum of 24 hours of coursework in intermediate project management that enables an individual to:  Develop and document an integrated master schedule;

 Assist in the development of an estimate of Total Ownership Cost (TOC);

 Clearly define requirements to meet needs including, where appropriate, performance-based outcomes and setting performance standards;

 Formulate the key features of a risk/opportunity management process;

 Establish a requirements development process that provides traceability back to user-defined capabilities;

 Formulate the key features of the T&E program, including modeling and simulation;

 Develop a life-cycle plan for delivering, maintaining, and retiring a product that includes supply chain considerations.

A minimum of 16 hours of coursework in employing correct and effective leadership and interpersonal skills to include:  Partnering;  Entrepreneurship;  Strategic Thinking;  Team Building/IPT;  Conflict Management;  Creativity/Innovation;  Leveraging Diversity.

A minimum of 24 hours of coursework that is government-specific and prepares the individual to:

 Develop an overall strategy for managing the acquisition, coordination, and development of the acquisition strategy to include socioeconomic considerations;

 Identify key features in terms of pre-award actions required by acquisition planning (FAR Subpart 7.1);

 Formulate the key features of a comprehensive program specification and requirements statement;  Identify and develop source selection criteria, including risk analysis method (FAR Part 15.3);

D - 4

 Identify and track contract performance and administrative actions;  Conduct financial planning and execution reviews;

 Build program and project plans in accordance with Management’s Responsibility for Internal Control (OMB Circular A-123) and Capital Asset Planning (OMB exhibit 300).

 Use strategic sourcing when building and finalizing requirements across the program. A minimum of 24 hours in Earned Value Management (EVM) and cost estimates that will prepare the individual to:

 Identify the information system for financial management reporting;  Conduct EVM analysis and implementing changes based on analysis;

 Analyze resource needs for management, including planning for an EVM program linked to risk;  Apply business process re-engineering methods for continuous improvement.

D - 5

________________________________________________________________________

SENIOR/EXPERT LEVEL - SAMPLE TRAINING PLAN

A minimum of 24 hours of learning in advanced acquisition management that prepares the individual to:  Manage a departmental/agency effort;

 Direct the development of concepts, requirements, and project documents related to the program;  Manage the preparation of a program’s acquisition strategy;

 Maximize the use of performance-based acquisition principles;

 Manage team activities in appropriate market research and acquisition of commercial items in accordance with FAR Parts 10 and 12;

 Direct requirements baselining, change processes, and resourcing.

A minimum of 24 hours of instruction in advanced program management to provide skills in:  Coordinating an integrated master plan for life-cycle management and support ;

 Interpreting and overseeing application of department/agency financial policies and directives as it relates to program and resource management;

 Directing and monitoring risk management processes and making adjustments as necessary;  Overseeing a comprehensive test and evaluation program;

 Examining and implementing innovative, alternative logistics support practices;  Ensuring adequate staffing and resources across the program lifecycle.

A minimum of 16 hours of coursework in employing correct and effective leadership and interpersonal skills to include:

 Delivering effective presentations to senior level audiences through practice and instruction;  Building and directing high-powered teams;

 Creating a culture of development and accountability;

 Communicating a compelling vision that generates excitement, enthusiasm, and commitment among team members.

A minimum of 24 hours of coursework that is government-specific and prepares the individual to:  Work with a warranted contracting officer and develop the overall strategy for managing the

acquisition;

D - 6

 Apply appropriate principles of OMB Circular A-123, Management’s Responsibility for Internal Control;

 Direct completion of successful Capital Asset Plan (OMB exhibit 300);

 Employ strategic planning and resource management in the federal environment (budget cycle, paperwork, and congressional considerations);

 Apply principles of contract and fiscal laws and regulations (anti-deficiency, procurement integrity, and specific purpose statues) as they pertain to development of program funding, contracts, and strategies;

 Manage program in accordance with the agency’s and OMB’s planning, programming, and budgeting process, as appropriate.

A minimum of 24 hours in Earned Value Management (EVM) and cost estimates that will prepare the individual to:

 Direct and manage EVM implementation across the program spectrum;  Use advance project management skills with extensive EVM capabilities.

E - 1

APPENDIX E – GUIDANCE ON MEETING CONTINUOUS LEARNING POINTS

Guidance on Meeting the Requirements for Continuous Learning Points (CLP)

These guidelines reflect best-in-practice recommendations for continuous learning. Agencies retain flexibility and supervisors remain responsible for working with program and project managers to identify those activities and opportunities of greatest benefit to the professional development of an individual. The training,

professional activities, education and experience that are used to meet the CLP requirements must be job related.

A. Training

1) Awareness Training. Periodically agencies conduct briefing sessions to acquaint the workforce with new or

changed policy. Generally, no testing or assessment of knowledge gained is required.

2) Learning Modules and Training Courses. These may be formal or informal offerings from a recognized

training organization, including in-house training courses/sessions, which include some form of testing/assessment for knowledge gained.

3) Self-Directed Study. An individual can keep current or enhance his or her capabilities through a

self-directed study program agreed to by the supervisor.

4) Teaching. Employees are encouraged to share their knowledge and insights with others through teaching of

courses or learning modules.

5) Mentoring. Helping others to learn and become more productive workers or managers benefits the agency

and the individuals involved.

B. Professional Activities

1) Participating in Organization Management. Membership alone in a professional organization will not be

considered as fulfilling continuous learning requirements, but participation in the organization leadership will. This includes holding elected/appointed positions, committee leadership roles, or running an activity for an organization that one is permitted to join under current ethics law and regulation. The employee and supervisor must first ensure that participating in the management of an organization is allowed by the agency.

2) Attending/Speaking/Presenting at Professional Seminars/Symposia/Conferences. Employees can

receive points for attending professional seminars or conferences that are job related. However, the supervisor needs to determine that the individual learned something meaningful from the experience. Because significant effort is involved in preparing and delivering presentations, credit should be given for each hour invested in the preparation and presentation.

3) Publishing. Writing articles related to acquisition for publication generally meets the criteria for continuous

learning. Points will be awarded only in the year published. Compliance with agency publication policy is required.

E - 2

C. Education

1) Formal Training. Supervisors should use Continuing Education Units (CEUs) as a guide for assigning

points for formal training programs that award CEUs. The CEUs can be converted to points at 10 CLP points per CEU.

2) Formal Academic Programs. For formal academic programs offered by educational institutions, each

semester hour is equal to one CEU. A three-hour credit course would be worth three CEUs and 30 CLP points, assuming that it is applicable to the acquisition function.

SAMPLE ACTIVITIES RECOMMENDED NUMBER OF HOURS Active Association Membership (in relevant subject

area or program/project management association)

5 hours for an active membership year OR 1 hour for each 60 minutes of activity attended during the year

Publication of P/PM/acquisition-related articles, technical papers, etc.

20 hours for articles 25 for technical paper Formal rotational assignments 40 hours per assignment

Conference presentations, training or seminar delivery 2 hours for 60 minutes of first-time presentation (1 for presentation, 1 for preparation, .5 credit for repeat delivery of same material)

Team leadership activities, participation on project teams for new products/activities

1 hour for every 60 minutes of participation Formal education 1 hour for each hour of instruction up to 36

hours for a 3 credit course or American Council on Education (ACE)

recommendation

Professional examination, license, or certification 40 hours in the year obtained 1 Continuing Education Unit (CEU) 10 hours

1 Continuous Learning Point (CLP), Professional Development Unit (PDU), or Professional

Development Hour (PDH)

1 hour

1 credit hour (college course or ACE recommendation) 12 hours

Conference attendance 1 hour for each 50 minute presentation attended

E - 3

D. Experience

Experience includes on-the-job experiential assignments and intra- or inter-organizational rotational career-broadening and developmental experiences. While supervisors and employees must use discretion in arriving at a reasonable point value to be awarded for rotational and developmental assignments, a sliding scale is recommended. Suggested points for such assignments are in the table below.

The assumption is that longer assignments are more beneficial than shorter assignments. The supervisor may feel that an individual may deserve more or less than the values shown. In determining the points for a

rotational/developmental assignment, the supervisor should consider both the long-term benefit to the agency and the immediate benefit to the supervisor’s organization and the individual. For example, a second rotational assignment of the same sort would be less valuable than a different type of rotational assignment.

When experience or other activities are to be used to earn CLPs, certain

principles should be followed. Supervisors and employees should pre-define, as closely as possible, the tasks to be accomplished, expected outcomes, and the learning

opportunities. If it is an assignment, the individual should be mentored during the

assignment. Accomplishment of a product, such as a briefing, a project design, a report, or other work product that shows the learning attained, is desirable. Sharing the knowledge and experience gained and the product with others in the organization is encouraged.

CREDITABLE ACTIVITIES POINT CREDIT Experience:

On-the-Job Experiential Assignments Maximum of 20 points per year Integrated product Team (ITP)/ Special

Project Leader

Maximum of 15 points per year IPT/Special Project Member Maximum of 10 points per year Mentor Maximum of 5 points per year Assignment Length (Rotational Assignments or

Training with Industry):

Recommended Points: 12 Months 80 9 Months 60 6 Months 40 3 Months 15 2 Months 10 1 Month 5

F - 1

APPENDIX F – FEDERAL ACQUISITION CERTIFICATION FOR PROGRAM AND