Formal Presentation to the FIPT

1. Formal Presentation to the FIPT Improving Certification, Training and Professional Development for the AT&L Community Life Cycle Logistics Career Field: Interim Competency Model 02.23.07

2. Organization of this Report This presentation will detail the following: • Data collection methodology for identifying elements of superior performance on the job • Detail of Findings and limitations on these findings > We now know what is included in the interim competency model Please Note: We are in pre-survey stages – the survey will allow for the creation of the final competency model • Recommendations for delivering competency-based workforce solutions

3. Executive Summary • We collected data between September 07 and January 07 using our 3-step competency development methodology • We created technical and professional competency sets with elements • These elements serve as foundation for measuring performance • A Note About Limitations: • Small sample size, DCMA-centric • Importance, Frequency, and Criticality not yet known for LCL population

4. Knowledge Skills & Abilities COMPETENCY Individual Characteristics Guiding Principles:Competency Definition • “ …. an observable, measurable pattern of skills, knowledge, abilities, behaviors & other characteristics that an individual needs to perform work roles or occupational functions successfully.” (OPM definition) • Developed and attained through education, training, rotational assignments, experience, professional development and self-development Demonstrated by Behaviors (Required Performance and a Success Criterion) Superior Performance Results in

5. Method of Data Collection • Assemble Expert Panel for career fields to gather input from senior leaders • Conduct online or facilitated focus groups • Identify and detail technical competencies (key behaviors, KSAOs, and outputs) • Develop key situations through online structured interviews to identify specific job-related behaviors of superior performers • Multi-rater Survey to evaluate: • Importance • Observed frequency of competency-related behaviors • Proficiency • Difficulty Expert Panel – Gathered experts from the LOG FIPT and met many times to develop a framework of the competencies needed for a Logistician professional. The Experts then identified SMEs to complete our data collection steps. Data Collection – Met with groups for initial data collection sessions in person, then moved to mostly online. CNAC provided technical support for online participation

6. Method: Step 1. Expert Panel The role of the expert panel is to: • We developed a framework for competency model to present to workforce SMEs. The framework included the following: Thanks for your support and hard work! • You chose superior performers as SMEs to participate in data collection • You communicated the effort/champion the project

7. LCL Draft Framework: Output from Expert Panel 2. Product Support/ Sustainment • Alternative Sourcing • Business Case Analysis • Configuration Management • Integrated Product and Processes Development (IPPD) • Joint/Operational Logistics Interface • Logistic Support Elements (w/in Product Support/ Sustainment) • Maintaining and Managing Customer Relationships • Minimizing Life Cycle Costs • Obsolescence and DMSMS (Diminishing Manufacturing Sources and Material Shortages) Planning • PBL Implementation and Execution • Supply Chain Management • Supportability Analyses and Design Tradeoffs • Technical Data Management • Workload Allocation 3. Business Management • Business Case Analysis • Contracting for Supplies and Services • Cost Estimating • Earned Value Management • IT Process Management • Logistic Support Elements (w/in Business Management) • Managing and Developing Performance Based Agreements (PBAs) • Minimizing Life Cycle Costs • Performance-Based Logistics (PBL) Planning • Programming, Planning, Budgeting, and Execution System (PPBES) • Risk Management • Technical Data Management • Utilizing Best Practices Units of Competence 1. Systems Engineering and Design (Product Support Development and Design) • Configuration Management • Design for Support/ Supportability • Human Systems Integration (HSI) • Incorporating Environmental, Safety and Occupational Health Concerns • Integrated Product and Processes Development (IPPD) • Minimizing Life Cycle Costs • Risk Management • Supportability Analyses and Design Tradeoffs • Supportability/Sustainment Requirements • Technical Data Management • Test and Evaluation • Utilizing Best Practices • Utilizing Simulation and Modeling Techniques

8. Method: Step 1. Expert Panel:Identify Subject Matter Experts (SMEs) Subject Matter Experts roles is to: • Provide essential data about their job functions • Identify key behaviors, tasks, goals, outcomes, skills, attitudes, etc. that shape success • Represent the high-performers in the workforce The Ideal Subject Matter Expert is: • Recognized as a high performer • Highly motivated • Can communicate effectively regarding specific aspects of their job – both in writing and verbally • Can articulate what is required for superior performance • More than 2 years experience

9. Participation: Service and Acquisition Experience • DCMA provided the most SMEs (27.9%) • Army, Navy, Air Force had similar numbers • Majority of SMEs between 6 and 10 years of Acquisition Experience • Need to compare to LCL Workforce at large (n=61)

10. Participation: Certification Level and Career Field • Notes On SMEs: • Most of our SMEs are Senior Level (Level III Certification) • A majority of SMEs are from the LCL Career Field • All SPRDE SMEs are DCMA Subject Matter Experts

11. Sorting Task – Using Framework as a Guide • Reminder: Using the LCL Data Collection Tool: Order of Operations • Choose the Units of Competence related to your job • Choose the competencies that belong within the Unit of Competence • Detail the tasks, tools, and knowledge giving more depth to the competency

12. Development of Technical Competency Elements • Development of Technical Competency “elements” were derived from information regarding task, tool, and knowledge items • After competencies are sorted we ask each SME to detail task, tool, and knowledge items to add depth to each competency - Select tasks form our key actions for the Technical Competency elements • We group those key actions into elements which form the basis for further work – the survey will be conducted using these elements

13. Logistics Interim Model: Technical Competency Sample Unit of Competence: Systems Engineering Development and Design (Product Support and Sustainment) TOOLS -Technical Tools: Technical Manual Contract Requirement (TMCR) Generator; Failure Modes Effects Analysis (FMEA); Level of Repair Analysis; RAM analysis to identify trends/failures/potential solutions to meet user needs; Cyclic data and consolidated stock status reports;Reliability Centered Maintenance II (RCM), Configuration Data Manager Database - Open Architecture (CDMD-OA), Technical Data Management Information System (TDMIS), Joint Electronics Type Designation Automated System (JETDAS) Software: SAP R/3, DPACS, Manugistics; Microsoft software (Access, Word, Project, PowerPoint, Excel, etc.) Organization/Agency Specific: Navy Inventory Control Point Allowance Parts List (NAVICP APL); Fleet Modernization Program Management Information System (FMPMIS); Catalogue of Navy Training Courses (CANTRAC); MARCORSYSCOM Logistics Roadmap KNOWLEDGE - Specific System Knowledge: Knowledge of aircraft maintenance; Knowledge of depot maintenance and repair workload forecasting; Knowledge of Best Practice Methods and Tools: Knowledge of historical and predictive trending; Knowledge of supportability and maintainability concepts; Knowledge of contract development and assessment; Knowledge of material management concepts / processes; Knowledge of Army logistics transformation plans Basics of Acquisitions: Knowledge of the DoD Acquisition Process and Logistics Roadmap; Knowledge of process/development of logistics products for operational use, including all ILS elements; Knowledge of Systems Operational Effectiveness (SOE) concepts.

14. Method Step 2:Key Situation Interviews • Key Situations: a method of data collection from subject matter experts regarding “what it takes” to perform effectively on your job. • Using the STARR Method of Description Situation/Task Action Reasoning Results What was the situation or context? What were you doing? What task were you working on? What did you do? What were the steps you took to get to that effective outcome? What was the reasoning/ rationale that led to the action? What was the result/ outcome of the key situation?

15. Sample Key Situation (81 Situations Total)Related to Unit of Competence: Business Management Situation/Task: I am the PEO logistics team lead for a major program. The program has a Memorandum of Agreement (MOA) the depot to perform the integration of the program systems, and to maintain a minimum stockage level for each system. The depot was not meeting the MOA. Action: I called a meeting at the depot with all the participants (program manager, PEO, and depot warehouse manager, depot production control, depot Computer Service and Repair Division, and depot Integration Lead). We sat down together and I facilitated a dialogue where program manager explained why current procedures were not supporting the MOA (and therefore not supporting fielding efforts, and by extension, not meeting the needs of the soldier). Together we diagrammed the entire program and deport integration process, and looked for ways to streamline it. I negotiated agreement on short term goals for reaching the minimum stockage level (which was our long-term goal), as well as a timeline. Results: It took about 30 days to tweak the process to where it was most effective. Now, after six months, the depot has completed enough program systems to meet an aggressive fielding schedule (50,000 systems) plus build the required minimum stockage levels. It has been so effective that the program requested the depot halt production for 30 days so that new systems can be built with the latest software release. Reasoning: The existing process was not going to change unless someone brought the parties together for a dialogue. Past experience showed me that conflicts spiral out of control when folks complain about a problem but take no action to resolve it. I knew that we needed to focus on the process, not the people; also to focus on the future and not on past experiences.

16. Key Situation DissectionQualitative Analysis • Key Behaviors and Professional Competencies identified in the Key Situation: • Facilitate a dialogue between a program and a supply depot, that had an MOA with the program to discuss why procedures were not providing effective support. (Partnering) • Review the entire program and depot integration process to find ways to streamline it with both depot and program representatives. (Partnering, Problem Solving) • Negotiate agreement on short term goals and the long-term timeline to achieve the minimum stockage level required by the program (Influencing and Negotiating) • Associated Elements under the Professional Competencies • Partnering - Work collaboratively across and within organizations to ensure best supply support • Influencing and Negotiating - Negotiate realistic agreements with suppliers to deliver products on time • Problem Solving - Develop recommendations and improvements to system based on reviews of data.

17. Logistics Interim Model:Professional Competency Sample Unit of Competence: Systems Engineering Development and Design (Product Support and Sustainment)

18. Findings  • Interim competency model developed for the LCL Career Field • SMEs input show trends as to the priority of the technical competencies overall and for each unit • Hypothesized structure for new Units of Competence • Professional competencies are an important part of the “job” of a Life Cycle Logistician • Professional competencies provide the “enabling behaviors” for performance • Life Cycle Logistician roles for each Unit of Competence require different professional competencies

19. SMEs input show trends as to the priority of the technical competencies • Most Selected Technical Competencies: • Maintaining and Managing Customer Relationships • Business Case Analysis • Logistic Support Elements (w/in Product Support/Sustainment) • Configuration Management • Design for Support/Supportability • Utilizing Best Practices • Cost Estimating • Minimizing Life Cycle Costs • Risk Management • Logistic Support Elements (w/in Business Management) • Supply Chain Management Important Note: This is not final standing of each competency based on SME sorting These results serve to inform our understanding of importance of particular competencies, but are not considered final word.

20. Technical Competencies for: Unit 1. Systems Engineering and Design (Product Support Development and Design) • Most Selected Technical Competencies Unit 1 • Design for Support/Supportability • Logistic Support Elements (w/in Product Support/Sustainment) • Maintaining and Managing Customer Relationships • Configuration Management • Supportability Analyses and Design Tradeoffs • Human Systems Integration (HSI) N N = No Framework Match N Key To Figure

21. Technical Competencies for: Unit 2. Product Support/Sustainment • Most Selected Technical Competencies Unit 2 • Logistic Support Elements (w/in Product Support/Sustainment) • Maintaining and Managing Customer Relationships • Configuration Management • Business Case Analysis • Supply Chain Management • Minimizing Life Cycle Costs • Design for Support/Supportability • Alternative Sourcing N = No Framework Match N Key To Figure

22. Technical Competencies for: Unit 3 Business Management • Most Selected Technical Competencies Unit 3 • Business Case Analysis • Cost Estimating • Maintaining and Managing Customer Relationships • Utilizing Best Practices • Logistic Support Elements (w/in Business Management) • Earned Value Management • Risk Management • Managing and Developing Performance Based Agreements (PBAs) N N = No Framework Match N Key To Figure

23. Hypothesis of Units of Competence Based on selections by SMEs, some were selected most often for all units, and others were selected often only in particular units of competence.

24. Professional Competencies are an important part of the LCL job Problem Solving - Identifies and analyzes problems; weighs relevance and accuracy of information; generates and evaluates alternative solutions; makes recommendations. Interpersonal Skills - Treats others with courtesy, sensitivity, and respect. Considers and responds appropriately to the needs and feelings of different situations Customer Service - Anticipates and meets the needs of both internal and external customers. Delivers high-quality products and services; is committed to continuous improvement. Team Building - Inspires and fosters team commitment, spirit, pride, and trust. Facilitates cooperation and motivates team members to accomplish group goals. Written Communication - Writes in a clear, concise, organized, and convincing manner for the intended audience.

25. The “Job” of Life Cycle Logistician Requires Both Technical and Professional Skills Technical Competencies • Problem Solving • Interpersonal Skills • Customer Service • Team Building • Written Communication • Maintaining and Managing Customer Relationships • Business Case Analysis • Logistic Support Elements (w/in Product Support/Sustainment) • Configuration Management • Design for Support/Supportability Professional Competencies

26. Professional Competencies Associated with Unit 1. Systems Engineering and Design (Product Support Development and Design) The professional competencies that had the highest distinguishing value for this unit of competence are: • Interpersonal Skills • Customer Service • Written Communication • Technical Credibility • Problem Solving • Oral Communication

27. Professional Competencies Associated with Unit 2. Product Support/Sustainment The professional competencies that had the highest distinguishing value for this unit of competence are: • Interpersonal Skills • Problem Solving • Customer Service • Oral Communication • Flexibility • Accountability • Written Communication

28. Professional Competencies Associated with Unit 3. Business Management The professional competencies that had the highest distinguishing value for this unit of competence are: • Problem Solving • Flexibility • Team Building • Creativity and Innovation

29. Recommendations: Part 1 • Interim technical and professional competency models should be reviewed by LOG FIPT • Assigning ownership of competencies to specific components/agencies • Conduct survey/assessment to generalize findings to workforce • Factor analysis will be conducted to determine proper structure of the model, as has been done with PM, CON • A final competency model will be the result • In the end-state, maintain competencies in a standard and non-proprietary format such as HR-XML (Human Resources Extensible Markup Language)

30. Final Validation Survey/Assessment Roll-Out Details To Finalize Competency Model: • Identify stratified sample – numbers from each service/component, certification level, type of logistician role • Action on this should start immediately • Ensure senior executive support • Critical to any large scale data collection effort to communicate this support • Analysis will focus on behaviors required for superior performance by level for each competency • Professional competencies needed most by Life Cycle Logisticians for each technical competency

31. Final Validation Survey/Assessment: Questions to be Included A final survey/assessment is conducted to generalize the findings to the larger population of Life Cycle Logisticians. The survey includes the following questions: • Importance: What is the degree of impact this work function has on job performance? • Frequency: How often is this work function used in performing work? • Level First Needed: At what point in your career did you FIRST need this work function to perform your job? • Proficiency: What is your proficiency level of this competency? • Difficulty: How difficult is it to accomplish this in your job?

32. A. Technical Processes • 1. Logistic Support Elements (w/in Product Support/Sustainment)  • 2. Configuration Management  • 3. Logistic Support Elements (w/in Business Management) • 4. Technical Data Management • 5. Joint/Operational Logistics Interface • 6. Test and Evaluation • 7. IT Process Management • 8. Maintenance Planning • E. Overarching Processes • 1. Integrated Product and • Processes Development (IPPD) • 2. Utilizing Best Practices • 3. Maintaining and Managing • Customer Relationships • 4. Risk Management • 5. Continuous Process • Improvement • 6. Supply Chain Management • 7. Business Case Analysis Report 4 - CNA Technical Competencies - Grouped – 18 January • D.Resource Management • 1. Workload Allocation •  2. Cost Estimating •  3. Minimizing Life Cycle Costs •  4. Earned Value Management •  5. Programming, Planning, Budgeting, and Execution System (PPBES) •  6. Workload Allocation New • B. Design for Support • 1. Utilizing Simulation and Modeling Techniques •  2. Supportability Analyses and Design Tradeoffs •  3. Supportability/Sustainment Requirements •  4. Design for Support/Supportability •  5. Human Systems Integration (HSI) •  6. Alternative Sourcing •  7. Obsolescence & DMSMS (Diminishing Manufacturing Sources & Material Shortages) Planning •  8. Incorporating Environmental, Safety and Occupational Health Concerns • C. Support the Design • 1. PBL Planning •  2. PBL Implementation and Execution •  3. DMSMS •  4. Managing and Developing Performance Based Agreements (PBAs) •  5. Supply Chain Management •  6. Contracting for Supplies and Services •  7. Business Case Analysis •  8. Workload Allocation