Logistics FIPT Future

1. Logistics FIPT Future

2. Topics • AT&L workforce policy changes • Workforce governance and management entities • Roles and methods of the FIPT • Operationalizing competency management • Life Cycle Logistics Workforce Sizing (optional)

3. Streamlined DAWIA Regulations 5000.52 DoDD 5000.52 (Revised) 5000.52M DoDI 5000.65 (QQ) (Revised) 5000.58 5000.58R 5000.58G Policy Memos 2 Documents +/- 23 Pages 5+ Documents 230 Pages Current System New System 90% Reduction of Regulatory Guidance

4. Revisions to Defense AT&L Workforce Education, Training, and Career Development Program (WETCDP) • DoD Directive 5000.52 issued, January 12, 2005 • Reissues DoDD 5000.52, dated October 25, 1991 • Implements Chapter 87 of title 10, USC • Updates policies and responsibilities for an education, training, and career development program for the DoD AT&L workforce • Establishes a single Acquisition Corps throughout the DoD • Cancels DoD Instruction 5000.58 and DoD 5000.58-G • DoD Instruction 5000.QQ, date TBD • “Operation of the Defense AT&L WETCDP” • Cancels DoD 5000.52-M, Acquisition Career Development Program • Implements DoDD 5000.52 and provides uniform guidance for managing positions and career development of the AT&L Workforce • In WHS for final review/submission for approval • Hold instruction until completion of Desk Guide • AT&L Workforce Desk Guide • Key contact review on 28 March thru end of April 2005 • Many sections still “under development”

5. Key Governance and Management Entities • AT&L Workforce Senior Steering Board (SSB) • AT&L Workforce Management Group (WMG) • Functional Advisors (FAs) • Functional IPTs (FIPTs)

6. New Concepts Integrated AT&L Workforce Management Structure USD, AT&L Semi-Annually (or as required) AT&L Workforce Senior Steering Board (SSB) USD(AT&L), SAEs, CAE reps, FAs(& others as appropriate, e.g., Comptroller) Oversight Director, DPAP (Executive Secretary) AT&L Workforce Management and Training PoCs Bi-Monthly (or as required) AT&L Workforce Management Group (WMG) President, DAU (Chair) Execution AT&L Workforce Management and Training PoCs Centralized Policy, Guidance, Metrics Decentralized Execution

7. AT&L Workforce Senior Steering Board (SSB) Charter • Provides policy development and oversight role • Chaired by USD(AT&L) • Membership: DPAP – Exec Secy; FAs; CAEs; President, DAU (non-voting); others as deemed necessary • Meets at least twice per year • Responsibilities: • Consider major, cross-cutting issues • Provide guidance on issues unresolved by the WMG • Forum for FAs to advise about policies and requirements that further the professionalism and quality of functional communities • Approves all PCDs • Review metrics to ensure consistent and uniform implementation of the Defense AT&L WETCDP

8. AT&L Workforce Management Group (WMG) Charter • Guides the execution of the AT&L WETCDP • Advise and provide recommendations to the SSB • Chaired by President, DAU • Membership: DPAP representatives; FA representatives; Component Acquisition Career Management Office representatives • Meets bi-monthly or at the call of the Chair • Responsibilities: • Coordinate with ODUSD(CPP) and ODUSD (MPP) where issues involve personnel law, regulations, and resourcing • Oversight in allocating resources to perform tasks required by FAs (e.g., certification requirements and curriculum development) • Define the metrics for determining whether program objectives are met • Determine the elements necessary for a successful MIS • Resolve policy concerns regarding course registration, quotas, allocations, etc. • Review and consider impacts of issuing waivers for career field courses • Determine the AT&L workforce membership and counting methodology consistent with statutory, regulatory, and other policy

9. Functional Advisor Charter • Advise and support the USD(AT&L) in developing policies and procedures for their designated acquisition career functional area • Act as the SME on qualification and career development requirements for their functional area and as the proponent for the interests of the functional community • Charter and oversee a Functional Integrated Process Team (FIPT) • Recommend initiatives for career development and rotational assignments • Make recommendations to augment existing career paths to reflect specific academic disciplines, technical functional, experiential and developmental assignments, and leadership competencies to be emphasized in the respective career fields • Promote and enable multifunctional career paths • Establish and periodically review career path certification standards • Annually certify to the SSB content and quality of DAU courses as current, technically accurate, and consistent with DoD acquisition policies • Identify the competencies required by the future workforce • Coordinate with other career field FAs on proposals and recommendations to career development competencies and training • Consider continuous learning needs and resources as part of requirements review process

10. Functional Integrated Process Team (FIPT) • Assist the FA • Membership: • FIPT leader appointed by the FA • Functional experts from each Service and Defense Agencies (as determined by the FA) • Acquisition Career Management representative from each Service and from DAU on behalf of the Defense agencies. • DAU Program Directors for respective functional area • Advisors as invited by the FIPT Leader • Meeting frequency not specified • Responsibilities: • Perform support activities directed by the FA • Resolve career field related issues, concerns, and proposed actions through assessment of the overall career field program • Service and Defense Agency functional and career management representatives should thoroughly coordinate and assess the impacts of all proposed actions on their particular Service/Agency

11. Traditional FA FIPT Leader Functional Proponents OSD Staff Joint Staff Services Agencies Activity Career Managers Services DAU (4th Estate) DAU Program Directors ISDs Other FIPT Leaders Potential LMI SOLE AIA NDIA University of Tennessee Stevens Institute Other Logistics FIPT

12. Operationalizing Competency ManagementEmphasis on CDSC Role

13. New ConceptsCompetency-Based DAWIA Certification Program • Any Alt can be used to achieve certification. • Combinations of Alts can be used to achieve certification levels. • Education and experience requirements remain the same, regardless of Alt(s). Alt 1: DAU Functional Training Alt 2: Workplace / Personal Experience / Fulfillment Alt 3: Professional Association Certification / Other Functional & Core Competency Development / Certification Levels I, II, III Alt 1 Alt 1 Alt 1 and/or and/or and/or Continued Professional Development Alt 2 Alt 2 Alt 2 Level II Level III Level I and/or and/or and/or Alt 3 Alt 3 Alt 3 Supervisor/Employee Assessment of Competencies and Gap IDP

14. Dee Lee’s* Question “How do we prepare the supervisor world for being able to manage in this (competency) model? It’s easy to say, ‘go to DAU classes, get yourself certified.’ It is another to thing to do a competency assessment and make good decisions on needed gap training.” * Ms. Lee is Director, Defense Procurement and Acquisition Policy

15. Competency Assumptions • There’s not a lot of them – maybe 50 for the AT&L workforce • Three kinds • Leadership • General Acquisition (applies to 90%+ of workforce) • Technical/Functional – includes cross-functional • Competency management looks and acts a lot like performance-based management

16. Sweet Spot Competency Pyramid Themes Functions Competencies Performance Outcomes Learning Objectives TLOs/ELOs

17. Competency Based Model • Requirements • Capabilities • Performance • Behaviors • Culture • Product Development • And Sourcing • Experience • Education • PLM Assets • Prof Assoc certification • Customer Delivery • And Management • PLM Usage • Fulfillment • Association certs • Gaps • Workforce Liaison Performance Outcomes Feedback Fast-track Feedback FAs/FIPTs AWCM/DACMs CDSC

18. 1.0 Understand DoD implementation of DAWIA. 2.0. Define Systems Acquisition Management naming the principal acquisition regulations, the major institutions and key drivers of the defense acquisition process. 3.0 Understand the need for a phased acquisition approaches and tailored evolutionary acquisition strategies. 4.0 Describe how and why acquisition programs are separated into acquisition categories (ACATs). 17.0 Understand the state of U.S. technology, the role and planned evolution of science and technology, and how these two elements apply to the different phases of defense acquisition. 23.0 Understand the major produciblity goals of the design effort and the DoD quality process which translates a released design to a producible product. 24.0 Describe the mission and roles of the Facilities Engineering specialists. • Systems Mgmt • Project Mgmt • Systems Design • Acquisition and Production Support DoD 5000 Tutorial Competency Management(Curriculum and Workforce Tools)

19. Lean/6-Sigma NCL/S&RL Distribution Based Logistics Technical Management (Data Mgt) Fleet Management DWCF ILS Emphasis _____________ Enterprise Integration/ Logistics Systems National Maintenance Program Partnerships Joint Theater Logistics Deployment Operational perspectives ________________ ________________ Potential New Topics(Competencies/Performance Outcomes) Additional areas generally sustainment related

20. 34,173 Systems Planning, Research, Development & Eng. 25,726 Contracting 12,425 Program Management Life-Cycle Logistics 11,974 Business, Cost Estimating & Financial Management 9,504 9,351 Production, Quality & Manufacturing DoD AT&L Total Workforce = 134,337 6,606 Test & Evaluation 5,696 Information Technology Science & Technology, Life Cycle Logistics, and Facilities Engineering Personnel being Added to AT&L Workforce 3,481 Auditing 3,055 Purchasing 2,728 Other Facilities Engineering 8,962 Industrial / Contract Property Management 656 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 0 Workforce • SOURCE: Refined Packard Data Extract run 30 September 2003 AT&L Workforce (DAWIA) Potential growth

21. Life Cycle Logistics Workforce Projections Notes: 1 – Packard Count of LCL Workforce, Feb 2004 2 – 2004 HCSP Results 3 – 2004 HCSP Results 4 – FA Estimate 5 – FA Civilian Estimate plus level of MIL included in current inventory

22. Rationale for “Adds” to Life Cycle Logistics Workforce

23. Life Cycle LogisticsAssimilation Trend

24. DAWIA – Non-DAWIA Mix (Conservative)

25. DAWIA – Non-DAWIA Mix (Aggressive)

26. B A C K - U P

27. Competency Taxonomy/WBS

28. Mapping Competencies to Curriculum Inter-curricula Integration Tool 91 Functions 300+ Competencies

29. Life Cycle Logistics Courses P = Prerequisite Level I Certification Level II Certification Level III Certification NOTE: There are NO prerequisites for LOG235A LOG-201A Intermediate Acquisition Logistics LOG-235A Performance Based Logistics LOG-101 Acquisition Logistics Fundamentals P P ACQ-101 Fundamentals of Systems Acquisition Management ACQ-201 Intermediate Systems Acquisition LOG-304 Executive Life Cycle Logistics Management 26 hrs, on-line 60 hours DL 50 hours DL P P and P LOG-102 Systems Sustainment Management LOG-235B Performance Based Logistics LOG-201B Intermediate Acquisition Logistics P 25 hrs, on-line 35 hours, online 1 week classroom (9 days classroom) 26 hrs, on-line 5 days classroom 5 days classroom • Application/tool based • GS 9 - 12 • E7 – O4 • Case/scenario based • GS 13 - 14 • E7 - O5 • Knowledge based • GS 5 - 9 • E7 – O3 Classroom On-line Hybrid Additional Education Academia – Certificate/Degree - System Design & Operational Effectiveness (SDOE) - Supply Chain Management (SCM) Assignment Specific or Other Acquisition Training - Reliability and Maintainability- Program Management - Configuration Management - Systems Engineering

30. AT&L Performance Learning Model – 24/7 Learning Assets for the Classroom and the Workplace BPCH– Best Practices Clearinghouse

31. Life Cycle Logistics Career Track (Potential) Level I certification Level III certification Level II certification LOG-101 Acquisition Logistics Fundamentals LOG-201 Intermediate Acquisition Logistics LOG-304 Life Cycle Logistics Program Management ACQ-101 Fundamentals of Systems Acquisition Management ACQ-201 Intermediate Systems Acquisition Course LOG-235 Performance Based Logistics and and LOG-102 Systems Sustainment Management Fundamentals LOG-206 Intermediate Systems Sustainment Management 35 hours, online 1 week classroom 25 hrs, on-line 50 hours DL 5 days classroom 9 days classroom 26 hrs, on-line 60 hours DL 5 days classroom • Knowledge based • GS 5 - 9 • O1 - 03 • Case/scenario based • GS 13 - 14 • O4 - O5 • Application/tool based • GS 9 - 12 • 03 - 04 On-line Hybrid Classroom Assignment Specific or Other Acquisition Training -Reliability and Maintainability - Program Management - Configuration Management - Systems Engineering Additional Education Academia – Certificate/Degree - System Design and Operational Effectiveness (SDOE) - Supply Chain Management (SCM)

32. Single Acquisition Corps • New Uniform Eligibility Criteria • Entry • Limited waivers • New Accountability & Oversight • Single DoD Management Information System (MIS) • Execution metrics • Senior leadership oversight USD(AT&L): Sets policy Components: Execute career management program