Business – Financial Management (BUS-FM) Earned Value …€¦ · • Build across the three proficiency levels as an employee progresses through his or her career. o An Entry level

Business – Financial

Management

(BUS-FM)

Earned Value Management

Competency Framework &

Career Path Guide

November 2017

Earned Value Management Community

2

(INTENTIONALLY BLANK)


3

Contents

BACKGROUND..................................................................................................................................................................4

PURPOSE..........................................................................................................................................................................5

DON EVM COMPETENCY MODEL FRAMEWORK..............................................................................................................6

PROFICIENCY LEVELS.........................................................................................................................................................7

COMPETENCY CATEGORIES ................................................................................................................................................9

DON EARNED VALUE MANAGEMENT (EVM) COMPETENCY MODEL.............................................................................13

1. ENTERPRISE PERSPECTIVES ...........................................................................................................................................13

2. TECHNICAL SKILLS.......................................................................................................................................................16

3. EXPERIENCE ..............................................................................................................................................................29

4. CERTIFICATIONS .........................................................................................................................................................30

5. FORMAL EDUCATION ..................................................................................................................................................31

6. TRAINING .................................................................................................................................................................31

7. LEADERSHIP SKILLS .....................................................................................................................................................35

8. BUSINESS ACUMEN SKILLS ...........................................................................................................................................38

APPENDIX A: DAWIA BUS-FM CERTIFICATION...............................................................................................................39

APPENDIX B: ACQUISITION CORPS MEMBERSHIP REQUIREMENTS ..............................................................................45

APPENDIX C: EVM COMPETENCY FRAMEWORK AND CAREER ROADMAP ....................................................................47


4

BackgroundMs. B.J. White-Olson, Deputy Assistant Secretary of the Navy for Management and Budget (DASN

(M&B)), and the Department of the Navy (DON) National Lead for Business - Financial Management

(BUS-FM) acquisition career field, chartered the BUS-FM Competency Board in June 2011. One of the

Competency Board’s goals is to develop a career field roadmap for both the Budget/Program Analyst

and Earned Value Management (EVM) workforce. The DON Center for Earned Value Management

(CEVM) was designated as the lead for the EVM workforce under the guidance of the BUS-FM

Competency Lead. With strong support from members of Naval Air Systems Command (NAVAIR), Space

and Naval Warfare Systems Command (SPAWAR), Naval Sea Systems Command (NAVSEA), Marine Corps

Systems Command (MARCORSYSCOM), Naval Engineering Logistics Office (NELO), and Strategic Systems

Programs (SSP), the CEVM led the development of the career field roadmap, and all participants were

actively involved with developing portions of the final framework. The team also included an advisor

from Assistant Secretary of the Navy (Research, Development, and Acquisition) (ASN(RDA)) Director,

Acquisition Career Management (DACM).


5

PurposeThe EVM Competency Model is a reference document for EVM Practitioners that assists in identifying

developmental paths that are applicable across all Systems Commands (SYSCOMs). It also includes

training and education for each proficiency level so members of the community have a guide to assist

them in developing their individual capabilities. The guide is designed to:

• Provide a framework and the attributes for consideration when developing career goals and

aspirations

• Assist with articulating team staffing needs and identifying gaps

• Provide employees guidance on the knowledge, skills, and experience required to succeed

• Provide employees and managers the capability to create an Individual Development Plan (IDP)

• Assist with strategic and workforce planning efforts to understand future capability gaps

This document is intended to be a reference guide and developmental tool only. Accordingly, the

professional development opportunities listed in this guide are recommended but not required, as not

all opportunities are available or appropriate for every Program Executive Office (PEO), Competency, or

Business Unit. This document is neither intended to be a definitive source of professional development

opportunities nor a step-by-step guide to success, as there are many more opportunities for the EVM

Community than could be captured in a single reference source.

While most EVM Practitioners are members of the Acquisition BUS-FM Community, the Practitioner may

belong to one of several other Acquisition Communities including, but not limited to, Program

Management, Systems Engineering (SE), or Business - Cost Estimating (BUS-CE). This model is primarily

focused on the BUS-FM Community but may be tailored to other communities primarily by adjusting

Defense Acquisition Workforce Improvement Act (DAWIA) certification requirements. However, the

EVM-specific courses from the BUS-FM certification requirements are still highly recommended.

Note: Following the information within this handbook does not guarantee a promotion or a career pathchange. Rather, it identifies and assists in acquiring the knowledge and skills found within a general EVMcareer path.

The framework and guide are a work in progress and will continue to evolve as the DON EVMcommunity further defines its professional development processes and opportunities.


6

DON EVM Competency Model FrameworkThe DON EVM Competency model is further defined by the following dimensions:

Proficiency Levelso Entry

o Journey

o Expert

o Critical Acquisition Position (CAP)

Competency Categories

o Enterprise Perspectives

o Technical Skills

o Experience

o Certifications

o Education and Training

o Leadership Skills

o Business Acumen Skills


7

Proficiency LevelsProficiency levels do not specifically relate to a grade or pay band associated with a personnel system

due to various systems used across DON and SYSCOMs. SYSCOMS and Agencies should provide

employees with a crosswalk relating the personnel system and structure used by the command to the

proficiency levels below. Note: An individual DOES NOT have to complete every item within a

proficiency level to be considered for a job at the next level. Supervisors should provide guidance to

employees on which competencies are needed for highly competitive positions or positions of interest

at a higher proficiency level within the command. Completion of every item within a proficiency level

DOES NOT guarantee the employee a new position. Promotions or reassignments to new positions are

based on overall attributes as well as job proficiency.

EntryNew or junior employees.• Recognition, knowledge, and skills needed to perform as a junior EVM Analyst/project team member.• Ability to perform low-risk and relatively simple EVM tasks or to perform more complex tasks under

direct supervision of a Journey or Expert level EVM Analyst.• Overall understanding of EVM/EVMS fundamentals.• Recognition of Service/Agency EVM requirements development processes.• Ability to define and construct various EVM documents, under supervision.• Understanding of the definition, initiation, conceptualization or design of EVM project requirements.

Experience for Entry Level:• At least one year of EVM or closely related experience within the last five years is required to be hired

at Entry level.

• Experience may include but not be limited to constructing a Work Breakdown Structure (WBS);

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 efficiency; assisting with quality assurance; risk management, and budget

development.

• Three years at Entry level is typically required for consideration of reassignment to position at higher

level.

JourneyIndividuals that have a solid working level-knowledge of the EVM Analyst skill set and independentlyperform the day-to-day work expected of their profession.• Knowledge and skills to manage projects or program segments of low to moderate risks with little or

no supervision.• Ability to independently apply EVM processes, including establishing contractor reporting

requirements; conducting EVM analysis and formulating recommended courses of action; presentingrecommendations and conclusion to leadership; and adhering the organizations policies, regulations,and guidance.

• Ability to identify and track actions to initiate an acquisition program or project using cost/benefitanalysis.

• Ability to understand and apply the process to prepare information for a baseline review and ability todevelop Total Ownership Cost (TOC) estimates.


8

• Ability to manage projects as well as program segments and distinguish between program and projectwork.

Experience for Journey Level:

• At least three years of experience within the last five years, including experience at the Entry level or

equivalent experience is typically required for assignment at Journey level.

• Four years at Journey level (seven years total) is typically required for consideration of reassignment to

Expert level position.

ExpertAn employee that has mastered multiple skills, works independently, and is usually in a leadership role(but not necessarily a supervisory role).• Knowledge and skills to manage moderate- to high-risk programs or projects that require significant

EVM service/agency knowledge and experience.• Ability to manage and evaluate EVM related program activities and create an environment for

program success.• Ability to manage the EVM requirements development, implementation, and execution processes,

overseeing Entry- and Journey-level team members.• Expert ability to lead, manage, evaluate, integrate, negotiate, and influence EVM activities as they

relate to acquisition programs.

Experience for Expert Level:• At least seven years of experience that includes experience at the Entry and Journey levels or

equivalent experience is typically required for assignment at Expert level.• Four years at Expert level (11 years total) is typically required for consideration of reassignment to

higher-level position (i.e., Critical Acquisition Position).

Critical Acquisition Position (CAP)Critical Acquisition Positions (CAPs) are senior acquisition positions (civilian and active componentmilitary) with significant responsibility, primarily involving supervisory or management duties in theacquisition system.• CAPs include such positions as ACAT III/IV PMs and Deputy PMs (DPMs), Commanders, Deputy

Commanders, Technical Directors at Warfare Centers and Acquisition Competency Lead at Echelon Iand II organizations.

• The education, training and experience requirements for CAPs are geared toward preparing them toassume Key Leadership Positions (KLPs).

• All CAPs have a three-year tenure obligation.• Civilian CAP designation is based on responsibility, authority, and accountability, rather than grade

level alone.

Experience for CAP Level:• At least seven years of experience at the Entry and Journey levels combined with four years at Expert

level (11 years total) is typically required for consideration of reassignment to CAP position.• Among the CAP requirements are Acquisition Corps membership and Level III acquisition certification.


9

Competency CategoriesFor modeling purposes, a competency is defined as a “combination of knowledge, skills, and abilities in aparticular discipline which, when acquired, allows a person to perform a task or function at a specificdefined level of proficiency.” The following competencies are described in detail for each proficiencylevel throughout the competency model:

oEnterprise Perspectives

oTechnical Skills

oExperience

oCertifications

oEducation and Training

oLeadership Skills

oBusiness Acumen Skills

Enterprise Perspectives• Describes foundational knowledge such as situational awareness of the Integrated Defense

Acquisition, Technology, and Logistics Life Cycle Management System processes and disciplines.

• Expands on the various behaviors of an EVM analyst across the different proficiency levels, including

how to approach situations with and developing relationships with stakeholders.

Technical Skills• Outlines the types of functional knowledge, skills, and abilities that an individual should exhibit for hisor her job.• Build across the three proficiency levels as an employee progresses through his or her career.

o An Entry level technical skill is assumed to be possessed by someone at the Journey Level for thesame competency.

o A Journey level technical skill is assumed to be possessed by someone at the Expert Level for thesame competency.

• Each technical skill relates to a particular discipline in the EVM competency universe, such as knowing

EVM application requirements for Government Contracts.

• Each discipline includes a range of defined lower-level competencies with descriptions of the level of

proficiency required for each proficiency level.

Experience• Describes tasks and responsibilities that an employee should perform as he or she increases capability

within a competency.Experience reflects the number of years an employee will typically need tobecome fully competent at a given level.

• Timeframes shown for years of experience are guidelines and not absolutes. Occasionally employeeswho possess above average skills and abilities may progress more rapidly.


10

• Rotational EVM assignments can be within a local command or at another command and should

provide a career broadening opportunity for the employee.

• Lists the Required, Recommended, and Suggested experience at each proficiency level.

o An item listed as Required is expected to become or to already be a part of a skill set for everyperson at a particular level.

o The knowledge or ability the Required experience provides is considered critical to every employeebefore he or she can be considered competitive for the next proficiency level.

o An item listed as Recommended is optional but considered to be very valuable and would addmeasurably to the employee’s skill set.

o An item listed as Suggested is optional and is provided as a general experience that would furtherenhance an employee's competencies.

Certifications• Enhance an employee's overall personal and professional development.• Reflects the opportunity for an employee to demonstrate professional qualifications.• The foremost professional credentials are listed in the model.

Education and Training• Lists the Required, Recommended, and Suggested formal and informal education and training at each

proficiency level

o An item listed as Required is expected to become or to already be a part of a skill set for everyperson at a particular level.

o The knowledge or ability the Required education/training provides is considered critical to everyemployee before he or she can be considered competitive for the next proficiency level.

o An item listed as Recommended is optional but considered to be very valuable and would addmeasurably to the employee’s skill set.

o An item listed as Suggested is optional and is provided as other general topics or courses for othertraining that would further enhance an employee's competencies.

Leadership Skills• Outlines individual and organizational competencies that are important for the effective performance

of employees, supervisors, managers, and executives.

• Essential components in positioning executives to make thoughtful decisions about their

organization's mission and goals, and properly allocate resources to achieve those directives. Valuable

leadership skills include the ability to delegate, inspire and communicate effectively.

• Leadership Skills are generally the same across the three proficiency levels.

• These skills are predominantly derived from Office of Civilian Human Resources (OCHR) principles.

Business Acumen Skills• Describes general behaviors (i.e., communication, problem solving, etc.) that enhance an employee’s

ability to perform in the workplace.

• Business Acumen Skills are generally the same across the three proficiency levels.

• These skills are predominantly derived from OCHR principles.


11

NOTE: Categories are detailed in the Competency Model below according to EVM-specific

qualifications for Entry, Journey, and Expert proficiency levels. An employee must achieve a

mastery of all the skills and requirements necessary – including extensive leadership and

supervisory experience – to be considered for a Critical Acquisition Position (CAP).


12



13

DON Earned Value Management (EVM) Competency Model

1. Enterprise PerspectivesThis section describes foundational knowledge such as situational awareness of the Integrated Defense Acquisition, Technology, and Logistics Life CycleManagement System processes and disciplines. It also explores some of the typical behavioral qualities an EVM Analyst should exhibit.

Entry Level Journey Level Expert Level CAP Level

1.1 DoDFoundationalKnowledge

Understanding of the basic fundamentalsof the DoD System Acquisition and LifeCycle Management process. Awareness ofthe basic aspects of the Planning,Programming, Budgeting and ExecutionSystem (PPBES) process for development ofthe DoD and program budgets. Awarenessof governing policy and documents for DoDsystems acquisitions.

Understanding and experience as a program teammember in the DoD System Acquisition and LifeCycle Management process. As an acquisitionprogram team member understand the PPBESprocess and support development of programinputs to the process. Identify and understandgoverning policy documents for DoD systemsacquisitions.

Experience as a senior program teammember providing inputs to execution ofthe DoD System Acquisition and LifeCycle Management process. Supportdevelopment of alternative and inputs tothe PPBES process for programexecution. Interpret and providefeedback/recommendations ongoverning policy documents for DoDsystems acquisitions.

Lead a team of senior program teammembers assessing inputs to executionof the DoD System Acquisition and LifeCycle Management process. Developsinputs to the PPBES process forprogram execution. Defendsrecommendations on governing policydocuments for DoD systemsacquisitions.

1.1.1 IntegratedDefenseAcquisition,Technology, andLogistics Life CycleManagementSystem Disciplines

• Obtains DAWIA BUS-FM Core Level 1Certification

• Obtains DAWIA BUS-FM Core Level 2Certification• Obtains DAWIA BUS-FM Core Level 3Certification

• Obtains Acquisition CorpsMembership

1.2 DON EVMAnalyst Behaviors

Develops understanding of differentprogram/project EVMenvironments,implementation options andapproach. Builds stakeholder andorganizational relationships.

Understands and applies comprehensiveviewpoints and tailored EVM approaches;collaborates with stakeholders onprograms/projects with occasional help fromExpert level staff.

Demonstrates expert knowledge of andconsistent excellence in applyingcomprehensive viewpoints and tailoredEVM approaches; collaborates withstakeholders on projects across multipleprograms and/or enterpriseorganizations.

Appraises expert knowledge of andconsistent excellence in applyingcomprehensive viewpoints and tailoredEVM approaches; sponsorscollaborations on projects acrossmultiple programs and/or enterpriseorganizations.


14

1.2.1.ComprehensiveViewpoints

• Begins to develop an EVMbusiness/mission perspective on specificprojects/programs, problems oropportunities.• Gathers, assimilates, and evaluatesinformation to understand the customer'smission, business domains, stakeholderrequirements, acquisition strategies,government acquisition conditions, etc.• Gathers, assimilates, and evaluatesinformation to understandproject/program perspectives that gobeyond EVM to encompass, organizational,political, managerial, economic and socialperspectives.• Gathers, assimilates, and evaluatesinformation about a broad range of issuesthat may impact EVMapplication/implementation in theproject/program environment (i.e.,regulations, policies, guidelines).

• Applies an EVM business/mission perspectivethat extends beyond the objectives of a specificproject or program.• Demonstrates a broad understanding ofdifferent EVM contexts and Environments.• Demonstrates a broad understanding ofcustomer missions, business domains, stakeholderrequirements, acquisition strategies, governmentacquisition conditions, etc.• Considers EVM from multiple perspectives (i.e.,organizational, political, managerial, economicand social dimensions).• Identifies and anticipates a broad range of issuesthat may impact EVM application/implementationacross the program/project or enterprise (i.e.,regulations, policies, guidelines).

• Advocates a long-term EVMbusiness/mission perspective withExpert level customers and stakeholdersthat extends beyond objectives of aspecific program, SYSCOM, or Agency.• Anticipates future EVM needs basedon a broad understanding of thecustomer missions, business domains,stakeholder requirements, acquisitionstrategies, government acquisitionconditions, etc.• Presents EVM perspectives to thecustomer that encompass,organizational, political, managerial,economic and social perspectives andrecommends strategies, approaches,solutions.• Communicates with thesponsor/customer/stakeholder aboutanticipated changes that may impactEVM application and implementationacross the enterprise (i.e., regulations,policies, guidelines) and recommendsstrategies, approaches, solutions.

• Explains EVM perspectives to thecustomer that encompass,organizational, political, managerial,economic and social perspectives anddefends strategies, approaches,solutions.• Justifies anticipated changes thatmay impact EVM application andimplementation across the enterprise(i.e., regulations, policies, guidelines)with the customer/stakeholder anddefends strategies, approaches,solutions.

1.2.2 TailoredApproaches

• Collects and evaluates information anddata in order to help define and scopepotential EVM opportunities or problems.• Brainstorms multiple approaches andsolutions with program/project customersand Journey/Expert level EVMPractitioners.• Formulates tailored EVMapplication/implementation solutions withJourney/Expert level EVM Practitionersassistance.

• Frames the essence of customer EVMopportunities and problems, and developstailored solutions.• Defines, simplifies, and scopes EVMopportunities and problems at all levels (i.e.,project, program, enterprise).• Seeks and/or uses specialized skills on EVMopportunities and problems.• Clarifies and communicates EVM opportunitiesand problems by recognizing patterns, usinganalogies, drawing parallels.• Formulates, feasible and implementable EVMsolutions that make viable tradeoffs amongstpolitical, organizational, economic and otherdimensions and align interests of the customer'sorganization with those of the larger stakeholdercommunity.

• Frames the essence of EVMopportunities and problems, anddevelops tailored solutions• Defines, simplifies, and scopes EVMopportunities and problems at all levels(i.e., project, program, enterprise).• Seeks and/or uses specialized skills onEVM opportunities and problems.• Clarifies and communicates EVMopportunities and problems byrecognizing patterns, using analogies,drawing parallels, and applying criticalthinking.• Shares a wide variety of pastexperiences and proven approaches thatcan be applied to current problems.• Recommends/selects tailoredsolutions that that address the political,organizational, economic and otherdimensions of the program and aligninterests of the customer's organizationwith those of the larger stakeholdercommunity.

• Assesses EVM opportunities andproblems at all levels (i.e., project,program, enterprise).• Seeks and/or appraises specializedskills on EVM opportunities andproblems.• Evaluates EVM opportunities andproblems by recognizing patterns,using analogies, drawing parallels, andapplying critical thinking.• Appraises a wide variety of pastexperiences and proven approachesthat can be applied to currentproblems.• Defends tailored solutions that thataddress the political, organizational,economic and other dimensions of theprogram and align interests of thecustomer's organization with those ofthe larger stakeholder community.


15

1.2.3 StakeholderRelationships

• Networks with EVM competencyorganization staff to build relationships andlearn competency activities and processes.• Works with Integrated Project Teams(IPTs) to understand project/programcontexts and environments, variety of EVMcontexts, environments, opportunities andproblems.• Begins to develop independent, balancedviewpoints that reflect understanding ofstakeholder needs, expectations, andresources.• Learns how to communicate EVMproblems and solutions in ways that areeasily understood (e.g., using examples,analogies, etc.)• Begins to question assumptions,processes, and requests that areinconsistent with stakeholder expectations,objectives, etc.

• Cultivates and fosters an active network acrossregulatory groups, sponsors/customers, DCMA,CEVM, DoD AT&L, ASN FM&B, and other keystakeholders for information sharing,collaboration, and decision making.• Finds best available EVM expertise/resourcesfrom inside and outside the competency.• Communicates independent, balancedviewpoints and recommendations to key decisionmakers that reflect an understanding ofstakeholderr needs, expectations, and resources.• Explains complex EVM problems and solutionsby representing them in simple terms (e.g., usingexamples, analogies, etc.)• Questions assumptions, processes, requests thatare inconsistent with stakeholder expectations,objectives, etc.• Speaks honestly, directly, and diplomatically tothe sponsor/customer and other stakeholders,factoring in interpersonal, agency, and otherpolitics.• Builds a common framework of ideas andobjectives as the basis for making decisionsamong multiple stakeholders.• Identifies opportunities for productiveresolution of conflict as it arises; uses a variety ofdirect and indirect consensus-building techniquesto reach agreement on ideas, recommendationsand approaches.• Develops an understanding of ExecutiveReporting requirements (SAR, DAES, Dashboard,etc.) and Program Reporting requirements (CSDR,DCARC, etc.)

• Forms and leverages alliances acrosskey stakeholder communities forinformation sharing, collaboration, anddecision-making.• Leverages diverse resources frominside and outside the SYSCOM/Agencycompetency to meet futuresponsor/customer needs for EVMexpertise.• Gains support for independent,balanced viewpoints andrecommendations from key decision-makers that reflect an understanding ofstakeholder needs, expectations,resources, etc.• Communicates recommendations todecision makers by clearly, effectively,and confidently articulating complexideas, problems, and solutions inunderstandable terms.• Raises difficult issues andrecommendations with key decision-makers, including information onsensitive or politically charged issues, toincrease the likelihood of achieving theirmission objectives.• Speaks honestly, directly, anddiplomatically to the sponsor/customerand other stakeholders, factoring ininterpersonal, agency, and inter-agencypolitics.• Builds consensus among multiplestakeholders by using a commonframework of ideas and objectives.• Resolves sensitive and politicallycharged issues tactfully; uses a variety ofdirect and indirect consensus-buildingtechniques to overcome resistance andreach agreement on ideas,recommendations, and solutions.

• Supports independent, balancedviewpoints and recommendations thatreflect an understanding ofstakeholder needs, expectations,resources, etc.• Chooses and interpretsrecommendations from Expert levelstaff that clearly, effectively, andconfidently articulates complex ideas,problems, and solutions inunderstandable terms.• Assesses difficult issues andrecommendations, includinginformation on sensitive or politicallycharged issues, to increase thelikelihood of achieving their missionobjectives.


16

2. Technical Skills


2.1 EVMFundamentals

Develops a fundamental awareness andunderstanding of Earned Value, Earned ValueManagement, Earned Value ManagementSystems, and Earned Value ManagementRegulations, Policies, and Guidelines;performs routine activities associated withthis competency under supervision of aJourney or Expert Level EVM Practitioner as amember of a program/project team.

Applies EV, EVM, EVMS fundamentals andEVM Regulations, Policies, and Guidelines as amember of program/project teams; performsand/or leads EVM Practitioner activitiesassociated with this competency area;integrates EVM tools, techniques, and bestpractices at the program/project level withminimal Expert level assistance.

Advocates, leads, directs, and overseesEVM Practitioner activities in thiscompetency area at the program/projectlevel, as well as at the Service, Agency, orCenter level. Demonstrates superiorcompetencies in all EVM Practitioneractivities in this area and contributes tointernal and external Service, Agency, orCenter goals.

Advocates, leads, directs, andoversees EVM Practitioneractivities in this competency areaat the program/project level, aswell as at the Service, Agency, orCenter level. Explains, justifiesand leads activities in this areaand sets internal and externalService, Agency, or Center goals.

2.1.1 Earned ValueManagementRegulations, Policies,Guidelines

• Gains basic understanding of EVMregulations, policies, and guidelines.• Performs routine activities associated withthis competency under supervision ofJourney or Expert Level Practitioner.• Assists in the development of trainingmaterials in this competency area withJourney or Expert level oversight.

• Utilizes/applies EVM regulations, policy, andguidelines in support of program/projectengagements.• Performs a broad range of activitiesassociated with this competency withminimal Expert Practitioner oversight.• Develops training materials and conductstraining in this competency area with Expertlevel oversight.

• Advises leadership on changes to policyand guidance needed to address emergingissue areas that affect the implementationof EVM.• Interprets EVM regulations, policy andguidance for use in atypical situations,such as the use of EVM with FFP contractsor the need for a deviation from EVMrequirements.

• Evaluates and supportschanges to policy and guidanceneeded to address emergingissue areas that affect theimplementation of EVM.• Appraises and explains EVMregulations, policy and guidancefor use in atypical situations,such as the use of EVM with FFPcontracts or the need for adeviation from EVMrequirements.

2.1.2 Earned ValueManagement

• Builds understanding of and can discussbasic EVM concepts and principles,terminology, management needs, benefits,and best practices. Performs routineactivities associated with this competencyunder supervision of Journey or Expert LevelPractitioner.

• Understands and is fully conversant with EVconcepts and principles, EVM terminology,analysis objectives, management needs, andbenefits.• Applies and integrates EVM tools,techniques and best practices on activitiesassociated with this competency as a memberof program/project teams with onlyoccasional help from Expert Practitioners.

• Consistently demonstrates highest levelsof expertise in communicating andapplying EV, EVM, EVMS concepts,terminology, regulations, policies, etc.,across multiple program/projects, orenterprise organizations.

• Explains to customer EV, EVM,EVMS concepts, terminology,regulations, policies, etc., acrossmultiple program/projects, orenterprise organizations.

2.1.3 Earned ValueManagement Systems

• Gains an understanding of applicablepolicy, references, standards, resources, andtraining on the basic principles pertaining toan Earned Value Management System withhelp from Journey/Expert level staff.• Utilizes available references, resources,training materials, OTJ experiences, andmentoring relationships to gainunderstanding principles of an EVMSincluding implementing and operating theANSI 748 standard, EVM system design, andEVM system documentation.

• Utilizes available policy, references,standards, processes, resources, and trainingmaterials to gain expertise of contractorEarned Value Management System with helpfrom peers and Expert Level staff.• Identifies and explains the intent of the 32ANSI 748 EVMS standard guidelines tostakeholders in easy to understand terms.• Provides examples of contractor EVMSDescription documents, typical EVMS tools,and EVMS processes, roles andresponsibilities.

• Demonstrates expert understanding ofcontractor EVMS.• Develops policy, processes, and trainingmaterials and conducts information andeducation sessions on the EVM policy,guidance and processes for evaluating andimplementing an EVMS.• Provides advice and assistance oninterpreting and implementing the DoDEVM policy and guidance.• Facilitates interactions among EVMSimplementers/owners, customers, end-users, reviewers, and other stakeholders

• Assesses validity of contractorEVMS.• Appraises policy, processes,and training materials on theEVM policy, guidance andprocesses for evaluating andimplementing an EVMS.• Provides advice and assistanceon interpreting andimplementing the DoD EVMpolicy and guidance.• Leads and supportsinteractions among EVMS


17

to clarify issues or expectations, highlightpotential or realized problems, andrecommend practical, cost effective EVMSsolutions.

implementers/owners,customers, end-users, reviewers,and other stakeholders to clarifyissues or expectations, highlightpotential or realized problems,and recommend practical, costeffective EVMS solutions.

2.2 Applying EarnedValue

Develops an awareness and understanding ofcomponent relationships, their roles andresponsibilities in the EVM implementationprocess, and the pre and post contract awardactivities involved with applying EVM;Performs associated fundamental androutine EVM activities in this competencyarea while supporting a Journey or ExpertLevel EVM Practitioner as a member of aprogram/project team.

Coordinates, performs and/or leads pre andpost contract award EVM applicationactivities as a member of program/projectteams; integrates EVM tools, techniques, andbest practices at the program/project levelwith minimal Expert level assistance.

Advocates, leads, directs, and overseesEVM application activities at theprogram/project level, as well as at theService, Agency, or Center level.Demonstrates superior competencies inEVM Practitioner activities in this area andcontributes to internal and externalService, Agency, or Center goals.

Advocates, leads, directs, andoversees EVM applicationactivities at the program/projectlevel, as well as at the Service,Agency, or Center level.Demonstrates superiorcompetencies in EVMPractitioner activities in this areaand sets internal and externalService, Agency, or Center goals.

2.2.1 Roles andResponsibilities

• Gains an understanding of the roles &responsibilities of the various DoDstakeholders (i.e., OUSD/AT&L, DoDExecutive Agent (DCMA), Component EVMFocal Points, Procuring Activity, ContractManagement Office, DCAA, and PARCA)involved in assisting the program team intailoring and implementing effective EVM ona program with help from Journey/ExpertLevel Staff. Abide by applicable OSDMemoranda that delineates the specificroles and responsibilities for all organizationswith an EVM function.• Develops basic awareness and knowledgeof Integrated Program Management relatedproject formulation activities.• Assists with development of IntegratedProgram Management plans for simple,relatively routine, small to moderate-sizedprojects.

•Works collaboratively to improve theimplementation of EVM by looking for waysto improvecommunications, share relevantinformation, and jointly participate in IBRs,contractor surveillance, and other EVMimplementation activities.• Identifies EVM-related DoD componentsand has basic situational awareness andunderstanding of their chain of command,organization, acquisition/business missions,operations, etc.• Reviews program acquisition strategy,planning and management documents todevelop an understanding of program risksand their associated impact on IPMrequirements, strategies and approaches.

• Establishes working relationships withthe different DoD components to assistthe program team in implementingeffective EVM on the program.• Collaborates with leadership incomponent organizations to buildconsensus and influence decisionsregarding development of EVM policy andguidelines, EVMS validation andsurveillance roles and responsibilities, etc.

• Promotes workingrelationships with the differentDoD components to assist theprogram team in implementingeffective EVM on the program.• Collaborates with leadership incomponent organizations tobuild consensus and influencedecisions regarding developmentof EVM policy and guidelines,EVMS validation and surveillanceroles and responsibilities, etc.


18

2.2.2 EVMRequirementsPlanning andContracting

• Provides information to help develop anapproach for implementing EVM oncontracts.• Gains knowledge in the program’s planningand management documents, Acquisitionpolicy and regulatory requirements withrespect to Earned Value Management as wellas EVM standards and guidance.• Develops an understanding of the programand associated risk, allowing greater insightto tailor EV requirements.• Develops basic awareness and knowledgeof Integrated Program Management relatedproject formulation activities.• Reviews program acquisition documentsand provides inputs to Journey and Expertlevel EVM Practitioners.

• Collaborates with the customer anddevelops an approach to implementing EVMfor the acquisition organization.• Utilizes program planning and managementdocuments, acquisition policy and regulatoryrequirements with respect to Earned ValueManagement, as well as EVM standards andguidance to lead the development of the EVMimplementation strategy for theProgram/project/organization.• Works with customer and functionalexperts to tailor the EVM requirementsappropriate to the risk of theproject/program.• Participates proactively in IntegratedProgram Management related projectformulation activities.• Uses program acquisition strategy, planningand management documents to develop IPMstrategies consistent with program risk.

• Influences the Government’s approachfor implementing EVM for the acquisitionorganization.• Proposes, communicates andrecommends improvements forAcquisition policy and regulation, guidanceand standards with respect to EarnedValue Management.• Works with Program/project teams todevelop the most appropriate EVMimplementation strategy, tailoredappropriately for risk.• Proposes alternatives, makesrecommendations, and influencesacquisition organization decisionsregarding the selected approaches forobtaining and implementing IntegratedProgram Management.• Understands the appropriateness,advantages, and limitations of using EVMin a Fixed Price environment.

• Justifies and defends theGovernment’s approach forimplementing EVM for theacquisition organization.Appraises recommendedimprovements for Acquisitionpolicy and regulation, guidanceand standards with respect toEarned Value Management.• Leads program/project teamsto develop the most appropriateEVM implementation strategy,tailored appropriately for risk.• Assesses alternatives, makesrecommendations, and justifiesacquisition organizationdecisions regarding the selectedapproaches for obtaining andimplementing IntegratedProgram Management.• Explains and defends theappropriateness, advantages,and limitations of using EVM in aFixed Price environment.

2.2.3 Post ContractAward Activities

• Develops an awareness and understandingof EVM activities during contract executionsuch as Integrated Baseline Reviews andagency analysis procedures• Conducts basic analysis activities andsupporting team leads in preparing monthlyanalysis• Understands requirements for contractorbaseline maintenance under Journey orExpert level EVM Practitioner guidance.

• Leads many EVM activities during contractexecution; organizes Integrated BaselineReview activities• Independently develops performanceanalysis and presents findings toorganizational and program office leadership• Reviews and assesses contractor baselinemaintenance activities with minimal Expertlevel assistance.

• Advocates, leads, directs, and overseesEVM execution activities at theprogram/project level, as well as at theService, Agency, or Center level.• Demonstrates superior competencies inEVM Practitioner activities in this area andcontributes to internal and externalService, Agency, or Center goals.

• Advocates, leads, directs, andoversees EVM executionactivities at the program/projectlevel, as well as at the Service,Agency, or Center level.• Demonstrates superiorcompetencies in EVMPractitioner activities in this areaand sets internal and externalService, Agency, or Center goals.

2.2.3.1 IntegratedBaseline Review

• Develops an awareness and understandingof EVM Practitioner roles in the IBR planning,execution and close out processes.•Performs associated fundamental androutine EVM activities in this competencyarea while supporting a Journey or ExpertLevel EVM Practitioner as a member of aprogram/project team.

• Performs and/or leads EVM Practitioneractivities associated with IBRplanning/preparation, execution and closeout processes.•Integrates IBR tools, techniques, and bestpractices at the program/project level withminimal Expert level assistance.•Ensures IBR is executed in accordance withorganizational policies and procedures.•Recognizes appropriateness of EVMmethodologies employed by the contractor.•Identifies risks associated with thecontractor’s implementation of the PMB.•Translates IBR findings intocontract/program risks and helps determine

• Leads, directs, oversees, and advocatesEVM Practitioner IBR related activities atthe program/project level.• Demonstrates superior competencies inall EVM Practitioner activities in this areaand contributes to internal and externalorganizational goals.

• Appraises EVM Practitioner IBRrelated activities at theprogram/project level.


19

potential impacts as appropriate.

2.2.3.2 IntegratedPerformance Analysisand Assessment

• Monitors contractor’s performance.• Assists with tracking contractorperformance to measure and assess thelikelihood of meeting program andcontractual requirements (cost, schedule,and technical viability).• Identifies deviations from program andcontrol requirements.• Monitors contractor’s performance.• Assists with tracking contractorperformance to measure and assess thelikelihood of meeting program andcontractual requirements (cost, schedule,and technical viability).• Identifies deviations from program andcontrol requirements.

• Tracks contractor performance to measureand assess the likelihood of meeting programand contractual requirements (cost, schedule,and technical viability).• Recommends resources to complete theprogram on time and within budget based onan analysis of metrics and deviations fromprogram and contract requirements.• Analyzes and applies EVM data todetermine root causes of existing cost andschedule problems.• Evaluates program affordability byanalyzing/integrating EVM and IMSperformance indicators, cost estimates, andrisk/risk mitigation metrics, CEVM AnalysisToolkit.• Conduct Standard Analysis Check.• Conduct Preliminary Assessment (ensuresthe data on the submitted CPR/IMS is clear,complete, consistent, and credible. Checkingdata accuracy, consistency, and validity):- Conduct Contract Performance Report (CPR)Validation Checklist- Conduct Contract Funds Status Report(CFSR) Reconciliation Checklist (ensuring thenumbers reported in the CFSR flow to the CPRFormat 3 (baseline)- Conduct Integrated Master Schedule (IMS)AnalysisCollect DCMA/SUPSHIP Surveillance input- Identify any EVMS issues impacting dataused for analysis- Work with technical team to assess theadequacy and quantify of resources to meetprogram objectives

• Recommends adjustments to thesponsor/customer concerning thecontractor’s approaches and performanceto address and close identified issues fromassessments.• Recommends schedule, funding, scope,and work statement changes, based uponcontractor performance.• Facilitates PM tradeoff decisions basedon Integrated Program Management data,analyses and reports.• Develops and imposes Enterprise and/orService Agency level Integrated ProgramAnalysis guidance to ensurestandardization and consistency in dataaccumulation and the approach toexecuting analysis , within the division aswell as the effectiveness of the message tomanagement.• Assure that users can obtain access todata and other types of technical analysesto provide the optimum capability fordecision-making.• Work closely with the cognizant EVMorganization leadership and SubjectMatter Experts.• Recommends adjustments to thecustomer concerning the contractor’sapproaches and performance to addressand close identified issues fromassessments.• Recommends schedule changes basedupon program/project events orcontractor performance.

• Evaluates adjustments to thesponsor/customer concerningthe contractor’s approaches andperformance to address andclose identified issues fromassessments. Appraises anddefends schedule, funding,scope, and work statementchanges, based upon contractorperformance.• Evaluates PM tradeoffdecisions based on IntegratedProgram Management data,analyses and reports.• Supports Enterprise and/orService Agency level IntegratedProgram Analysis guidance toensure standardization andconsistency in data accumulationand the approach to executinganalysis within the division aswell as the effectiveness of themessage to management.• Appraises and explainsadjustments to the customerconcerning the contractor’sapproaches and performance toaddress and close identifiedissues from assessments.• Explains and defends schedulechanges based uponprogram/project events orcontractor performance.


20

2.2.3.2.1 EV Analysisof ContractPerformance Report(CPR)

• Understands how to analyze the CPR forcompleteness and data consistency.• Uses EVM Best Practices, provide input toEVM analysis for the program office.• Understands the relationship between theCPR Formats.• Understands how BCWP is assessed andthe significance of different assessmentmethodologies.• Understands how to validate CPR values byusing available toolsets.• Understands Management Reserve (MR)and Undistributed Budget (UB), and the rulesgoverning use of each.• Understands contract documents whichdrive reporting requirements (CDRL, etc.)• Awareness of Risk and why it is significantin CPR analysis.• Understands how CPI and SPI are used inManagement Decisions.• Understands the Variance Analysis Report(VAR) Process.• Understands how EVM can providePredictive Performance Data.• Understands how TCPI and IEAC arecalculated and used to validate EAC.• Attends cost/schedule analysispresentations and meetings withcustomer/Program Management whenappropriate.• Understands the relationship between theCPR analysis and the IMS analysis.• Performs routine CPR analysis usingguidelines and best practices specified by theprocuring command’s EVM organization.• Understands the Variance Analysis Processand related Government and Industry VARmanagement responsibilities.• Begins to develop a working knowledge ofusing EVM analysis tools, such as wInsight.

• Attends Program Management Reviews andRisk Reviews.• Identifies cost and schedule drivers.• Assesses LOE and EV methods and theirimpacts on performance metrics.• Assess PMB changes and potential impacts.• Analyzes staffing changes and conveysimpacts to the program team.• Analyzes MR and UB usage for consistencyand appropriate uses.• Provides input to contractual documentsregarding EVM application and reportingrequirements (CDRL, etc.)• Uses CPI and SPI trends to project potentialfuture overruns and identify cost drivers.• Analyzes Variance Analysis Reports (VARs)to determine reasonableness ofcause/impact/corrective action statements.• Utilizes TCPI and IEAC to analyze EACs tothe lowest level practicable to determine VACdrivers and EAC reasonableness.• Coordinates with the schedule analyst inorder to validate/cross-check CPR analysisresults with the IMS analysis results.• Coordinates with the schedule analyst inorder to validate/cross-check CPR analysisimpact on the EAC• Posseses ability to brief CPR analysis resultsto internal management.• Participates in briefing CPR analysis resultsto the customer/Program Management.• Participates in developing the contract EAC.• Provides the customer with a detailed CPRanalysis providing sufficient informationwhich can be utilized to support programdecisions and risk assessment/mitigationactivities. The analysis should provide insightto the suppliers cost drivers, trends, EACvalidity, MR/UB usage, staffing projections,etc. As much as practicable, the analysisshould be tailored to meet the needs of thecustomer based on program/contract status,contract types, program cost position, etc.

• Provides CPR analysis training/awarenessto other groups (technical team, ProgramManagers, etc.)• Applies innovative analysis techniques.• Develops new methodologies forassessing performance and communicatinganalysis.• Presents performance and analysisinformation at appropriate levels of detailfor varying levels of management.

• Assesses, explains and justifiescontents of CPR performanceand analysis information atappropriate levels of detail forvarying levels of management.


21

2.2.3.2.2 ScheduleAnalysis of IntegratedMaster Schedule(IMS)

• Understand the basic development andmaintenance of an IMS.• Understand the critical metrics used forschedule analysis and their significance.• Understand what Critical Path means andits significance.• Understand what Driving Path means andits significance.• Awareness of Risk and why it is significantin IMS analysis.• Understand what a Schedule Risk Analysis(SRA) is, why it is performed, and when it isperformed.• Develop a basic understanding of theDCMA 14 Point Schedule Assessment.• Develop a basic understanding ofcontractual documents related to the IMS.• Understand the relationship between theIMS analysis and the CPR analysis.• Understand the relationship between theIMS and the EAC.• Gains basic knowledge and understandingof how to conduct schedule analysis.• Builds understanding of and ability todiscuss schedule analysis concepts,guidelines and best practices as defined inthe following key documents: the NDIAPASEG; the DoD IMP/IMS Preparation andUse Guide; the ANSI/EIA-748 Guidelines; theEVMS Implementation Guide (EVMIG); theIMS-DID-81650; and the DON CEVM Analysistool kit.• Builds understanding of /develops abilityto discuss the ANSI 748 schedule guidelinesand DID IMS requirements and thediscipline/requirements they impose onindustry.

• Analyze the IMS for evidence of properapplication of development and maintenancetechniques.• Be able to provide input to IMS relatedcontract documents.• Assess schedule status by applying basicand advanced schedule analysis techniques.• Participate in a schedule analysis utilizingthe DCMA 14 Point Schedule Assessment.• Coordinate with the cost analyst in order tovalidate/cross-check IMS analysis results withthe CPR analysis results.• Coordinate with the cost analyst in order tovalidate/cross-check IMS impact on the EAC.• Evaluates the Integrated Master Scheduleverifying consistency with Earned ValueDrivers, and assesses Critical Path status andMilestone Status.• Is knowledgeable and conversant with theANSI 748 schedule guidelines and IMS DIDrequirements and discipline/requirementsthey impose on industry.

• Provide the customer a schedule healthmetrics analysis which clearly andconcisely provides sufficient informationrequired by the customer to make andsupport informed program directiondecisions.• Understands Schedule Risk Analysis(SRA) findings and interprets results forthe customer/Program Manager.• Provide quantitative schedule impact onEAC data.• Lead a briefing/review of IMS analysisresults with internal management and thecustomer/Program Management.• Be able to provide schedule analysistraining to other groups (CAMs, ProgramManagers, etc.)• Advocates/promotes the use of scheduleanalysis to pro-actively manage programrisks, issues, and opportunities.• Assists Program teams in developing andtailoring a suite of schedule executionmetrics in conjunction with other forms ofschedule analysis (Critical/Driving PathAnalysis, Schedule Risk Assessment, andSchedule Health Assessment etc.) andusing them on a recurring basis tointerpret and understand scheduleinformation.• Uses execution metrics is to identifypotential issues, propose and implementsolutions, and assess the effectiveness ofthose solutions (not to simply have usemetrics as a report card).

• Evaluate and explain to thecustomer a schedule healthmetrics analysis which clearlyand concisely provides sufficientinformation required by thecustomer to make and supportinformed program directiondecisions.• Understands Schedule RiskAnalysis (SRA) findings andinterprets results for thecustomer/Program Manager.• Assesses quantitative scheduleimpact on EAC data.Lead a briefing/review of IMSanalysis results with internalmanagement and thecustomer/ProgramManagement.• Supports availability ofschedule analysis training toother groups (CAMs, ProgramManagers, etc.)• Advocates/promotes the use ofschedule analysis to pro-activelymanage program risks, issues,and opportunities.• Assists Program teams indeveloping and tailoring a suiteof schedule execution metrics inconjunction with other forms ofschedule analysis (Critical/DrivingPath Analysis, Schedule RiskAssessment, and ScheduleHealth Assessment etc.) andusing them on a recurring basisto interpret and understandschedule information.


22

2.2.3.2.3 Develop andAnalyze Estimates AtComplete (EAC)

• Understands/defines an EAC, who createsan EAC, and how and when EACs are used.• Understands the EAC monthly reviewprocess as a key communication toolbetween the CAMs and ProgramManagement.• Comprehends the differences betweenmonthly and comprehensive EACassessments.• Understand how a comprehensive EAC isdeveloped and methods used to validate.• Understands the difference between asupplier LRE (Latest Revised Estimate) and aprogram office EAC.• Understand the different metrics andtoolsets that can be utilized to test thereasonableness of an EAC.• Understands how predictive performancedata is used.• Understands how to and can develop anindependent Estimate-at-Completion basedon standard EVM formulas.• Understands how TCPI is used to assess thecredibility of EACs.

• Participates in independent review teamswhen concerns arise about a contractor’sperformance.• Periodically analyze the supplier's LRE forreasonableness and identify areas whichrequire detailed analysis.• Periodically analyze the program office EACfor reasonableness and identify areas whichrequire detailed analysis.• Work with the supplier duringcomprehensive LRE updates in an effort togain insight into their ETC and risk evaluation.• Participate in a program office EAC update.• Develops detailed EACs and methods tovalidate results.• Works with members of theprogram/project team and/or IPTs (technical,management and cost counterparts) togenerate independent assessments of allcosts and schedule impacts likely to beincurred to complete the effort that is oncontract.• Uses EVM cost metrics to gauge realism ofEAC projections.• Ensures that staffing assessments andEstimates at Complete are consistent with theforecasted IMS.

• Provides guidance to the customer inmaking EAC adjustments and conductingindependent assessments.• Leads independent review teams whenconcerns arise about a contractor’sperformance and brief results to thecustomer.• Works with the supplier duringcomprehensive LRE updates in an effort togain insight into their ETC and riskevaluation and communicate results to thecustomer.• Leads a customer EAC update, prepare acomprehensive briefing to the customerand present the briefing.• Reviews others’ EACs to ensureappropriate methodologies were applied.

• Evaluates EAC adjustments andlead effort to conductindependent assessments.• Leads independent reviewteams when concerns ariseabout a contractor’sperformance and brief results tothe customer.• Works with the supplier duringcomprehensive LRE updates inan effort to gain insight into theirETC and risk evaluation andcommunicate results to thecustomer.• Leads a customer EAC update,prepare a comprehensivebriefing to the customer andpresent the briefing.• Appraises others’ EACs toensure appropriatemethodologies were applied.

2.2.3.2.4CommunicatesAnalysis Results

• Understand the significance and use of thedata, metrics, charts, etc. used incommunicating analysis to internalmanagement and the customer.

• Looks for potential revisions/modificationswhich can be made to improve the analysisprocess.• Briefs analysis reports to internalmanagement and the customer.• Reviews and improves the EVMcommunication process with the programoffice.• Explains the significance of variousaspects/details of the analysis to thecustomer.

• Able to adapt the message and productto meet the specific needs of the audience.• Presents findings to senior leaders asneeded.

• Assesses and explains themessage and product to meetthe specific needs of theaudience, presenting findings tosenior leaders as needed.


23

2.2.3.3 Understandsthe PerformanceMeasurementBaseline (PMB)Maintenance Process

• Develops an understanding of theimportance of the PerformanceManagement Baseline and its use as arealistic time-phased spread ofbudget/resources to the baselined schedule.• Understands the concepts/processes fordisciplined incorporation of authorizedcontract changes and internal replanning.Understands the concepts of rolling waveplanning, internal replanning, and OverTarget Baseline/Over Target Schedule.• Understands that incorporating changes tothe PMB accurately and in a timely manner isvitally important for maintaining theeffectiveness of the EVM system• Understands the role of EVM Systemsurveillance in keeping the PMB current.• Understands Baseline Control Objectives.• Understands Baseline Change Categories.

• Ability to review and analyze contact datasubmittals to ensure appropriateimplementation and management to thePerformance Management Baseline.• Conducts analysis to verify the contractors’implementation of a disciplined approach forincorporation of authorized contract changesand internal replanning.• Reviews results of contractor rolling waveplanning, internal replanning, and use of OverTarget Baseline/Over Target Schedule toensure compliance with applicable policy andmaintenance of a realistic PerformanceManagement Baseline.• Understands the ANSI 748 Guidelinesrelated to Incorporating PMB changes in anEVM System.

• Leads program team in ensuringappropriate implementation andmanagement of the Program ManagementBaseline.• Provides advice to program managers onappropriateness of contractor approachesto incorporation of baseline changes,rolling wave planning, internal replanningand approval of Over Target Baseline/OverTarget Schedule actions.• Ensures open collaboration between thecontractor and customer on baselinechanges that impact or alter programexecution.• Ensures all stakeholders clearlyunderstand the cost and schedule impactsof significant baseline changes.• Ensures contractual and internallydefined commitment dates are consideredwhen incorporating baseline changes toavoid unintended downstream impacts.• Works with contractor, customer, andcontract administration office to assessand improve baseline maintenanceprocess.

• Leads program team inensuring appropriateimplementation andmanagement of the ProgramManagement Baseline.• Assesses appropriateness ofcontractor approaches toincorporation of baselinechanges, rolling wave planning,internal replanning and approvalof Over Target Baseline/OverTarget Schedule actions.• Supports open collaborationbetween the contractor andcustomer on baseline changesthat impact or alter programexecution.• Evaluates whether allstakeholders clearly understandthe cost and schedule impacts ofsignificant baseline changes.• Assesses if contractual andinternally defined commitmentdates are considered whenincorporating baseline changesto avoid unintended downstreamimpacts.• Leads contractor, customer,and contract administrationoffice to assess and improvebaseline maintenance process.

2.2.3.4 SystemValidation,Surveillance,Maintenance,Deficiencies

• Develops understanding of process for DoDvalidation and acceptance of contractorEVMS compliance and the roles of the EVMPractitioner in supporting the validationprocess.• Develops an understanding of the systemsurveillance process and roles andresponsibilities of the involved organizations.•Understands organizational roles andresponsibilities and process for approval ofEVM system changes, identification andresolution of system deficiencies, and systemreviews such as reviews for cause, Nunn-McCurdy risk assessments, and other non-DCMA situational reviews.• Shipbuilding program EVM Practitionersdevelop an understanding of the uniqueresponsibilities of SUPSHIP organizations in

• Participates as team member supportingEVM system reviews.• As an EVM Practitioner, identifies systemtrends in EVM data symptomatic of systemicdeficiencies for use by system surveillanceorganization.• Interacts with system surveillanceorganization to support review andprogressing of EVM system changes andresolution of system deficiencies.• SUPSHIP EVM Practitioners review andsupport approval of system changes,documentation and resolution of systemdeficiencies, and participate as teammembers in shipbuilder EVMS reviews.

• Leads organization efforts to ensureappropriate validation of contractor EVMScompliance to meet contractrequirements.• Leads efforts for identification of systemdeficiencies and interaction with thesystem surveillance organization forreview and completion of system changesand resolution of system deficiencies.• Participates as a senior team member inreviews for cause and other situationalreviews.• SUPSHIP personnel act as lead liaison insystem validation of shipbuilder EVMS tomeet compliance.• Leads command efforts in review andapproval of system changes and inresolution of system deficiencies.

• Leads organization efforts toensure appropriate validation ofcontractor EVMS compliance tomeet contract requirements.• Leads efforts for identificationof system deficiencies andinteraction with the systemsurveillance organization forreview and completion of systemchanges and resolution of systemdeficiencies.• Evaluates for cause and othersituational reviews.• SUPSHIP personnel act as leadliaison in system validation ofshipbuilder EVMS to meetcompliance.• Leads command efforts in


24

system surveillance and participate as ateam member during surveillance events.SUPSHIP EVM Practitioners understand theunique roles of the SUPSHIP in review andapproval of system changes, documentationand resolution of system deficiencies, andparticipate as supporting team members inshipbuilder EVMS reviews.

• Acts as a team or functional lead inreviews for cause, system surveillance orother situational reviews.

review and approval of systemchanges and in resolution ofsystem deficiencies.• Appraises as a team orfunctional lead in reviews forcause, system surveillance orother situational reviews.

2.3 EVM Integrationwith otherManagementDisciplines

Develops an awareness and understanding ofEVM Practitioner roles and responsibilitiesrequired to integrate EVM with IntegratedProgram Management, TechnicalManagement, Schedule Management, CostEstimating, Risk Management, andContract/Subcontract managementdisciplines.

Applies, performs and/or leads EVM relatedIPM activities as a member ofprogram/project teams and demonstratesability to integrate EVM tools, techniques, andbest practices with other managementdiscipline planning, reporting and decision-making activities at the project level withminimal Expert-level assistance.

Advocates and impacts input related tointegrating EVM activities with other IPMdisciplines at the program/project, Service,Agency, or Center levels. Demonstrates ahigh level of competency in most all EVMPractitioner IPM integration activities.

Develops and implementsdecisions regarding integrationof EVM activities with other IPMdisciplines at all levels. Preparesinput regarding internal andexternal EVM related IPM goals.

2.3.1 IntegratedProgram/PerformanceManagement

• Performs fundamental and routine EVMintegration activities while supporting aJourney- or Expert-level EVM Practitioner asa member of a program/project team.

• Gains understanding of Integrated ProgramManagement fundamentals including:- The IPM Framework (Program Definition,Execution Planning, Program Execution)- IPM Key Players, Organizations, Roles andResponsibilities- IPM within the PMO- The DAU 12 Step IPM Model• Demonstrates basic knowledge of principlelinkages between IPM and the following:- System Technical and ProgramRequirements, and CAIV- Developing a Top Level Program Approach,Budget and Schedule- Risk Management Planning and InitialAssessment- Acquisition and Support Strategy- Request For Proposal (RFP)- Work Breakdown Structure (WBS)- Statement of Work (SOW)- Allocated Requirements and theSpecification Tree- Integrated Product Teams (IPT)- Risk Mitigation Planning- Cost Estimates- Integrated Master Plan (IMP) and IntegratedMaster Schedule (IMS)- Source Selection/Contract Award- Earned Value Management System (EVMS)- Metrics- Risk Management and Updates- Management Reviews

• Contributes to internal and externalService, Agency, or Center EVM relatedIPM goals.• Provides input and implementsorganizational changes regardingintegration effort among program/projectIPM disciplines.

• Serves as organizational leaderfor all EVM Practitioner IPMintegration activities.• Develops working relationshipsto promote disciplined programperformance managementmethodologies for planning andexecuting programs to optimizeoutcomes.• Initiates and leads programmanagement improvementinitiatives with otherorganizations to understand andadapt to changes in theenvironment.


25

2.3.2 TechnicalBaseline/TechnicalPerformanceMeasurement (TPM) -Principle Linkages toEVM/S

• Develops basic knowledge of the technicalaspects involved in the integratedrelationship with EVM/S.

• Strives to gain understanding of systemsengineering practices, technical domains, andEVM/S integration points including:- Aware that key program requirements asdefined in the SOW/SOO and SRD provide alist of potential technical areas/products tobe measured and tracked.- Aware that metrics/TPMs should bemeasured to track achievement of allocatedrequirements by subsystem.- Aware that tight correlation between theIPT, WBS structure, and the IMS structureenables a single IPT take to take theresponsibility for a particular metric/TPM.

• Uses technical performance metrics andTPMs to support CPR and IMS analysis.• Uses the IMS to help the technical teamverify the entire technical baseline isincluded in the baseline plan.

• Directs all efforts involved incollecting technical metrics andTPMs.• Reports findings from CPR andIMS analysis to senior leadershipand other organizations asneeded.• Serves as primary lead inworking with the technical teamto ensure all efforts areaccounted for in baseline.

2.3.3 ScheduleManagement -Principle Linkages toEVM/S

• Define Integrated Master Plan (IMP) andIntegrated Master Schedule (IMS) and theirrelationship to program management.• Understand Concepts of Resource Loadingand Resource Leveling.• Understand the difference between EVMstatus and schedule status.• Understands that the IMS is thecornerstone document in the IntegratedProgram Management process and thatprograms/projects should integrate the IMSwith other management systems such as theFinancial System, Earned Value System, TimeTracking System, Material RequirementsPlanning System, Risk & OpportunityManagement, and RequirementsManagement Systems.• Becomes familiar with the eight GenerallyAccepted Scheduling Principles (GASP) over-arching tenets for building, maintaining, andusing schedules as effective managementtools (see the NDIA PASEG).• Understands /is conversant with schedulestatus updates, including status updating to“Time Now”, forecasting, and estimates atcomplete (EAC).

• Demonstrate ability to develop the needed'business rhythm', to include 'LeadingIndicators' and 'data' presentations, for theirrespective area of ownership/responsibilityfor use by the needed participants (teammembers, peer/counter-parts).• Demonstrate ability to develop the needed'data' presentations on their respective areasto support higher level business rhythmmeetings (to facilitate identification of statusand to help identify potential risks formitigations analysis).• Capable of assessing scheduling metrics anddata (e.g., Current Execution Index/ VolatilityIndex, Driving Paths, Critical paths) todetermine where actions are needed in theirrespective areas.• Understands scheduling terms and theirfunctions (Total Float, Free Float, Start /Finish Variances, Late Start / Finish etc.) anduses them to accurately articulate currentprogram schedule status, as well as atcompletion forecasts.• Uses the IMS to gain insight into problemsthat are potentially masked in the CPR.• Understands GASP and its impact onprogram management.• Understands management value of andapplies some key IMS analyses on customerprograms/projects (i.e., Critical Path Analysis,Schedule Risk Assessment (SRA), Critical PathLength Index (CPLI), Baseline Execution Index(BEI), Duration vs. Scope Based %, What-ifAnalysis).

• Translates scheduling policy andguidance into practical approaches forimproving scheduling capabilities andoutputs across Government and Industry.• Analyze the Critical Path and DrivingPaths and prepare a clear, concise analysisdetailing the status/condition for ProgramManagement utilization.• Seeks to obtain/influence Leadershipbuy-in and commitment to manage usingthe IMS.

• Develops scheduling policy andguidance with the goal ofimproving scheduling capabilitiesand outputs.• Influences decisions regardingbudgeting for and expendingresources to obtain dedicated,properly skilled resources toanalyze contractor IMS CDRLdeliverables.


26

2.3.4 RiskManagement -Principle Linkages toEVM/S

• Becomes familiar with general Risk andOpportunity Management Principles andprocesses.• Understands risk mitigation planningdescribes how the risks are to be handledduring the Program Execution Phase.• Understands risk mitigation plans arereflected as activities in the IMS.• Understands all risk handling actions haveimpacts on cost and schedule, which isreflected in the EVM data.• Understands Metrics and TPMs reflect thedegree to which risk handling actions wereeffective.• Understands that periodic riskmanagement reviews with programleadership are needed to provide necessarydiscipline and visibility into key programrisks.• Analyzes metrics to determine ongoing riskstatus.

• Contributes to development of riskmanagement approach.• Participates in the analysis, quantification,and prioritization of risks.• Assists in the monitoring of risk mitigationstrategies.• Works with PMO and contractor to ensurethat risk mitigation planning is done inconcert with the overall program schedule(e.g., a specific mitigation action may haveentirely different consequences whenexamined in the context of the otherinterrelated activities).• Works with PMO and contractor to ensurerisk mitigation activities are budgeted andincluded as tasks in the IMS.• Provides value-added insight into how riskmitigation affects cost/schedule planning andperformance.• Ensures risk mitigation or opportunitycapture plans from the Risk Managementregister are integrated directly into theIntegrated Master Schedule (IMS).

• Influences risk management approach.• Influences risk mitigation strategies andprogram direction.• Works with PMO and Contractororganizations to ensure that sourceselection includes evaluation of riskmitigation activities—and extent to whichthe Government believes these mitigationplans will be effective.

• Develops risk mitigationstrategies and approach.• Reports to other organizationsand senior leadership regardingrisk metrics, current status, andpotential areas for improvementmoving forward.• Understands all aspects ofEVM/S landscape to ensure riskmitigation efforts are beingapplied wherever possible.• Directs PMO and Contractor toensure risk mitigation activitiesare properly implementedthroughout source selectionprocess.

2.3.5 Cost Estimating- Principle Linkages toEVM/S

• Understands methods for developing costestimates.• Understands concepts of confidence levelsand uncertainty.

• Works with cost estimators to ensureestimates are developed using theprogram/project work breakdown structureso that all costs are accounted for in theestimate.• Collaborates with the costestimators/practitioners to define theproducts, activities, trade-offs, and requiredassessments for independent, objective costestimates and analyses.

• Seeks inputs and different approachesfrom the cost estimating community whendeveloping estimates at complete.• Uses EVM and IMS performanceinformation to provide inputs and insightsto cost estimators for program estimateupdates.

• Directs and managescollaboration with costestimators to ensure input is inline with all aspects of workbreakdown structure areincluded.• Leverages expansiveknowledge of EVM/S to seekadvances in cost estimationtechnicques.

2.3.6Contract/SubcontractManagement -Principle Linkages toEVM/S

• Becomes familiar with the sections/clausesof the prime contract which include EVM/Srelated clauses.• Develops an understanding of EVM/S flowdown requirements from prime contractorto subcontractors.• Develops an understanding of how primecontractor will monitor/report subcontractorEVM performance.

• Ensures sections/clauses of the primecontract are in place which requireappropriate EVM/S flow down requirementsare included.• Reviews prime contractor's andsubcontractors' EVM submissions in order tomonitor adequacy subcontractor EVMperformance reporting.• Ensures the prime contractor'smethodology of integratingsubcontractor/external efforts is consistentwith contractual obligations and providesadequate management insight.

• Works with prime contractor toimprove/maintain adequacy ofsubcontractor EVM performancereporting.• Provides alternatives for integration ofsubcontractor information and articulatesthe relative strengths and weaknesses ofeach approach.

• Serves as primary responsibilityfor ensuring all contract andsubcontract management isupdated and accurate.• Provides input and direction onimprovements in EVM reportingwithin contract/subcontract.• Evaluates current methodologyfor reporting and seeks new andinnovative approaches toimprove overall efficiency.


27

2.4Advanced/SpecialtyEVM Competencies

Develops a basic awareness andunderstanding of advanced/specialty EVMcompetencies such as Over Target Baseline /Over Target Schedule (OTB/OTS)implementations, conduct of SRAs, EVMimplementation in FP/FPI contractenvironments, use of EVM tools, andExecutive Reporting responsibilities. As amember of a project team, performs routineactivities associated with theseadvanced/specialty competencies undersupervision of a Journey or Expert Level EVMPractitioner.

Applies advanced/specialty EVMcompetencies as a member ofprogram/project teams. Performs, integrates,and/or leads OTB/OTS implementations,conduct of SRAs, EVM implementation inFP/FPI contract environments, use of EVMtools, and Executive Reporting responsibilitiesat the program/project level with minimalExpert level assistance.

Advocates, applies, and oversees esults ofEVM Practitioner advanced/specialtycompetency activities at theprogram/project, Service, Agency, orCenter levels. Demonstrates advancedexpertise in most of the EVM Practitionercompetencies in this area and contributesto related internal and external Project,Service, Agency, or Center goals.

Develops, directs, and presentsresults of EVM Practitioneradvanced/specialty competencyactivities at the program/project,Service, Agency, or Center levels.Serves as primary point ofcontact with other organizationsand senior leadership.

2.4.1 OTB/OTSImplementation

• Gains basic awareness and understandingof the concept of formal reprogramming,whether through the OTB and/or the OTSprocess and the conditions under which useof an OTB/OTS is appropriate• Understands the government review andapproval process for an OTB/OTS.• Understands the general process a supplieruses to implement/incorporate andOTB/OTS.• Develops an understanding of EVMPractitioner roles and responsibilities in anOTB/OTS approval/implementation.• Understands the contract performanceimplications/ramifications of implementingan OTB/OTS including funding implications.• Assists Journey/Expert level EVMPractitioners in implementing an OTB/OTS asa member of a program/project team.

• Supports Program Manager in OTB/OTSdecisions by explaining the decisions,processes, and impacts that must beconsidered before, during, and after OTB/OTSimplementation.• Participates in the review/approval processfor an OTB/OTS.• Participates with the supplier to insure theOTB/OTS is implemented properly and in atimely manner.• Facilitates a review of the implementedOTB/OTS baseline, verifying it wasimplemented as approved.• Assists program or organizationalcommunities in OTB/OTS approval, duediligence review, and implementationprocesses.

• Provides expert level guidance to thecustomer/Program Manager regardingOTB/OTS approval and implementationprocesses, including whether a follow-onIBR should be conducted in order tovalidate the adequacy of the revisedProgram Management Baseline and howReprogramming can be used as amanagement tool.• Informs decision makers of potentialabuses of the OTB/OTS process that canresult in unrealistic baselines and lack ofcredible performance trend data.

• Leads the implementationefforts of OTB/OTS, workingtogether with Program Managerto ensure all aspects areaccounted for, including need forfollow-on IBR and the bestmethods to work towardsrevised PMB.• Develops guidance andadjustments needed regardingOTB/OTS processes and policy.

2.4.2 Schedule RiskAssessment (SRA)

• Qualified to Entry level of 2.2.4.5.2Schedule Analysis.• Knowledge of IMS Contract requirements(Data Item Deliverables and CDRLs) inrelation to SRAs.• Basic knowledge of SRA process.• Capable of facilitating an SRA with 'Expert'Level SRA qualified support.• Develops an awareness and understandingof the SRA Process.• Understands the major components of theSRA (Determining Risk Areas, Performing aSensitivity Analysis, Quantifying Risk usingDates).

• Qualified to Journey level of 2.2.4.5.2Schedule Analysis.• Capable of operating the SRA tool withouterror.• Capable of facilitating an SRA without a'Expert' Level SRA qualified support.• Capable of training program team on theProgram SRA process.• Guides and supports conduct of SRAs inaccordance with IMS DID requirements and inconjunction with the Integrated BaselineReview (IBR) and other specified milestones.• Capable of operating the SRA tool with'Expert' Level SRA qualified support.

• Qualified to Expert level of 2.2.4.5.2Schedule Analysis.• Experience in performing multiple SRAs.• Capable of teaching scheduling analysts(Entry/Journey-level personnel) the step-by-step SRA process as needed for theanalyst (not program team).

• Qualified to Expert level of2.2.4.5.2 Schedule Analysis.• Directs team efforts andtraining on SRA processes andguidelines, including anyupdates.• Reports SRA findings to otherorganizations and seniorleadership as necessary.


28

2.4.4 Schedule

Specialist

• Learn how to develop an IMS.• Identify Best Practices for generating anIMS.• Understand how to update a schedule.• Describes methods of incorporatingexternal schedule information in the IMSincluding a Subcontract schedule integration,interface Handoff Milestones and ScheduleVisibility Tasks.• Understands schedule baselinemaintenance, including the baseline changemanagement process and the rolling waveprocess.• Be able to utilize available scheduling toolsto perform schedule analysis.• Assist Journey and Expert level EVMPractitioners in assessing schedule status byunderstanding basic scheduling terminologyand techniques.

• Participate in a Schedule Risk Analysis (SRA)and participate in preparing an analysisdetailing the findings for ProgramManagement utilization.• Briefs IMS analysis results to thecustomer/Program Management.• Is knowledgeable of/conversant withseveral different major scheduling softwaretools (MS Project, Primavera, Artemis, etc.)• Analyzes all aspects of the project schedule,including:- Baseline vs. current schedules- Delays- Critical Path impacts- Status of critical milestones- Out of Sequence work and disruptions- Acceleration;- Resource usage- Conduct Integrated forecast (a range ofscenarios for schedule and cost including thecritical path)• Identifies Critical/Driving paths andperforms CP analysis to ensure thatmanagement is focusing on the correct tasksto prevent slippage of the program end date.• Ensures the accuracy of the CP throughmonthly validation of task durations andlogical relationships• Ensures that the schedule analysis clearlycommunicates the program’s currentprogress against contractual requirements.• Works with PM to construct a schedulemetrics package that serves the program’sneeds.• Uses/applies the PASEG eight GenerallyAccepted Scheduling Principles (GASP) as agovernance tool when evaluating schedulingprocesses, techniques, or tools.

• Uses/applies the PASEG eight GenerallyAccepted Scheduling Principles (GASP) as aframework for developing training courses,conducting schedule reporting andanalysis, and writing programsupplemental guidance.• Helps program teams to build, maintain,analyze and manage robust and dynamicschedules for improved programexecution.

• Directs program teams inefforts to enhance schedules forimproved efficiency.• Leads efforts to train all teammembers regarding properprocedures, scheduledevelopment, analysis, andreporting.• Reports schedule analysis toother organizations and seniorleadership as necessary.


29

3. Experience


EVM/IPM relatedexperience(Recommended)

• At least one year of EVM or closelyrelated experience within the last fiveyears is recommended to be qualified forhire at Entry level.• Experience may include but not belimited to constructing a workbreakdown structure; preparing projectEV analysis documents; tailoring EVMacquisition documents to ensure thatquality, effective, efficient EVM/EVMSproducts are delivered; analyzing and/ordeveloping EV data; EVMS monitoringproficiency; assisting with qualityassurance; risk management, and budgetdevelopment activities.• Three years at Entry level required forconsideration/reassignment to JourneyLevel position.

• Typically three years of experiencewithin the last five years that includesexperience at the EVM Practitioner Entrylevel or equivalent experience isrecommended to be qualified for hire atJourney level.• Four years at Journey level (seven yearstotal) typically required forconsideration/reassignment to ExpertLevel position.

• Typically seven years of experience thatincludes experience at the EVM Entryand Journey levels or equivalentexperience is recommended to be hiredat Expert level.• Four years at Expert level (11 yearstotal) typically required forconsideration/reassignment to higherlevel position (i.e. an CAP position).

• At least seven years of experience at theEntry- and Journey-levels combined withfour years at Expert level (11 years total)is typically required for consideration ofreassignment to CAP position.• Among the CAP requirements areAcquisition Corps membership and LevelIII acquisition certification.

Rotation to outsideorganization

Recommended Recommended Recommended


30

4. Certifications


Earned Value Professional(EVP)

Recommended Recommended

Planning and SchedulingProfessional (PSP)

Suggested after EV-P cert Suggested after EV-P cert

PMI-SP Recommended Recommended

PMP Recommended Recommended


31

5. Formal Education


Bachelor's Degree Recommended Recommended Recommended Recommended

Master's Degree Recommended Recommended Recommended

6. Training


32

6. Training


DAU Core Certification Standards Level 1 Mandatory Mandatory Mandatory Mandatory

DAU Core Certification Standards Level 2 Mandatory Mandatory Mandatory

DAU Core Certification Standards Level 3 Recommended Mandatory Mandatory

Acquisition Corps Membership Mandatory

EVM 262 EVMS Validation andSurveillance


EVM 263 Principles of ScheduleManagement


CLB 14 Acquisition Reporting Conceptsand Policy Requirements for APB, DAES,and SAR

Recommended Recommended Recommended Recommended

CLB 16 Introduction to Earned ValueManagement


CLB 17 Performance MeasurementBaseline


CLB 18 Earned Value and FinancialManagement Reports


CLB 19 Estimate at Completion Recommended Recommended Recommended Recommended

CLB 20 Baseline Maintenance Recommended Recommended Recommended Recommended

CLB 026 Forecasting Techniques Recommended Recommended Recommended

CLC 007 Contract Source Selection Recommended Recommended Recommended

CLC 011 Contracting for the Rest of Us Recommended Recommended Recommended

CLC 026 Performance-Based PaymentsOverview (Fixed Price Contract)



33

CLC 040 Predictive Analysis andScheduling


CLC 103 Facilities Capital Cost of Money Recommended Recommended Recommended

CLC 104 Analyzing Profit or Fee Recommended Recommended Recommended

CLM 005 Industry Proposals andCommunication


CLM 012 Scheduling Recommended Recommended Recommended Recommended

CLM 013 Work-Breakdown Structure Recommended Recommended Recommended Recommended

CLM 014 IPT Management andLeadership


CLM 17 Risk Management Recommended Recommended Recommended

CLM 024 Contracting Overview Recommended Recommended Recommended

CLM 031 Improved Statement of Work Recommended Recommended See Table Footnote

* FAI FAC-P/PM Certification (EVMrelated courses)

• PPM-103 Introduction to EVM andCost Estimating

• PPM-203 Intermediate EVM and CostEstimating

• PPM-303 Advanced EVM and CostEstimating

See Table Footnote See Table Footnote See Table FootnoteGraduate

Recommended

Leadership and Career DevelopmentTraining


Eisenhower School Recommended Recommended

War CollegeRecommended Recommended

Aspiring Leader Program Recommended

New Leader Program Recommended


34

Defense Civilian Emerging LeaderProgram


Executive Leadership DevelopmentProgram


Defense Senior Leader DevelopmentProgram


Bridging the Gap Recommended Recommended

* FAI FAC PPM courses are suggested alternatives to DAWIA Certification for EVM Practionioners who are not members of the in the BUS-FM Community.


35

7. Leadership SkillsLeadership skills encompass a broad range of skills/techniques developed during the career progression that include the competencies required to lead

organizations that drive for results, serve customers and to build successful teams and coalitions within and outside of the organization. These include the

following skills


Interpersonal - Treats others withcourtesy, sensitivity, and respect.Considers and responds appropriately tothe needs and feelings of different peoplein different situations. Effectively interactswith others including emphasizinglistening, reading and influencing othersindirectly through writing and speaking.Ability to work with others to supporteffective consensus building.

X X X X

Integrity/Honesty - Acts on convictionand the willingness to do right. Has amoral compass that serves as the voice ofself-control. Honesty in dealings withothers provides the foundation for trust.

X X X X

Flexibility - Is open to change and newinformation; rapidly adapts to newinformation, changing conditions orunexpected obstacles.

X X X X

Accountability - Holds self and othersaccountable for measurable high-quality,timely and cost effective results.Determines objectives, sets priorities, anddelegates work. Accepts responsibility formistakes. Complies with establishedcontrol systems and rules.

X X X X

Develop Others (Training & Mentoring) -Develops the ability of others to perform X X


36

and contribute to the organization byproviding ongoing feedback and byproviding opportunities to learn throughformal and informal methods.

X

Partnering - Develops networks andbuilds alliances; collaborates acrossboundaries to build strategic relationshipsand achieve common goals.

X X

X

Strategic Thinking - Formulates objectivesand priorities, and implements plansconsistent with the long term interests ofthe organization in a global environment.Capitalizes on opportunities and managesrisks.

X X X

Political Savvy - Identifies the internal andexternal politics that impact the work ofthe organization. Perceives organizationaland political reality and acts accordingly.

X X

External Awareness - Understands andkeeps up-to-date on local, national, andinternational policies and trends thataffect the organization and shapestakeholder’s views; is aware of theorganization’s impact on the externalenvironment.

X X

Vision - Takes a long-term view and buildsa shared vision with others; acts as acatalyst for organizational change.Influences others to translate vision intoaction. Ability to define the desired longterm end state. Develops a plan/approachto meet the long term goal.

X X

Leadership - Leads people towardmeeting the organization's vision, mission,


37

and goals, while providing an inclusiveworkplace that fosters the developmentof others, facilitates cooperation andteamwork, and supports constructiveresolution of conflicts.

X

Decisiveness - Makes well-informed,effective, and timely decisions, even whendata are limited or solutions produceunpleasant consequences; perceives theimpact and implications of decisions.

X

Resilience - Deals effectively withpressure; remains optimistic andpersistent, even under adversity. Recoversquickly from setbacks.

X


38

8. Business Acumen Skills


Ability to communicate effectively -Effectively interact with others throughwriting and speaking. Makes clear andconvincing oral presentations. Listenseffectively; clarifies information asneeded. Writes in a clear, concise,organized, and convincing manner for theintended audience.

X X X X

Ability to use relevant softwareapplications - Effectively uses softwareapplications and standard analytic tools tomeet mission requirements.

X X X X

Awareness of customer needs -Anticipates and meets the needs of bothinternal and external customers. Delivershigh-quality products and services; iscommitted to continuous improvement.

X X X X

Ability to solve problems - Identifies andanalyzes problems; weighs relevance andaccuracy of information; generates andevaluates alternative solutions; makesrecommendations.

X X X

Ability to influence/negotiate - Persuadesothers; builds consensus through give andtake; gains cooperation from others toobtain information and accomplish goals.

X X X


39

Appendix A: DAWIA BUS-FM Certification

Level I Certification

CERTIFICATION STANDARDS & CORE PLUS DEVELOPMENT GUIDEBUSINESS – FINANCIAL MANAGEMENT LEVEL I

Type of

AssignmentRepresentative Activities

Budget/Program

FM Analyst

Applies basic concepts of budget and program principles, policies, procedures, concepts,

standards, terminology, and a general knowledge of the financial management and business

operation systems

Possesses a basic knowledge of acquisition; recognizes the life-cycle process of an acquisition

program

Review, allocate, or manage acquisition resources and programs

EVM Analyst

Relates earned value management to acquisition and financial management associated

processes, identifies DoD and DFARS earned value contractual requirements, calculates simple

EVM metrics from EVM data

Core Certification Standards (required for DAWIA certification)

Acquisition

TrainingACQ 101 Fundamentals of Systems Acquisition Management

Functional

Training

BCF 103 Fundamentals of Business Financial Management

BCF 106 Fundamentals of Cost Analysis

EVM 101 Fundamentals of Earned Value Management

Education Formal education not required for certification

Experience 2 years of acquisition experience in Budgeting, Financial and/or Earned Value Management

Core Plus Development Guide

(desired training, education, and experience)Type of Assignment

TrainingBgt/Prg FM

AnalystEVM Analyst

BCF 131 Applied Cost Analysis (R)

CLB 014 Acquisition Reporting Concepts and Policy Requirements

CLC 008 Indirect Costs


40

CLC 024 Basic Math Tutorial

CLC 102 Administration of Other Transactions

CLM 016 Cost Estimating

CLM 021 Introduction to Reducing Total Ownership Costs (R-TOC)

CLM 032 Evolutionary Acquisition

CLV 017 Performance Measurement Baseline

CLV 018 Earned Value and Financial Management Reports

CLV 019 Estimate at Completion

CLV 020 Baseline Maintenance

Education

Associate in Applied Science (A.A.S.) or equivalent in business or a business-related field

Experience

2 years of acquisition experience in Budgeting, Financial and/or Earned Value Management in support of an acquisition

program

Notes:1 The Core Certification Standards section lists the training and/or education and experience REQUIRED for

certification at this level for this career field within 24 months of assignment.

2 “(R)” following a course title indicates the course is delivered as resident-based instruction.

3 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed

in this Core Plus Development Guide if not already completed.

https://dap.dau.mil/career/bcf/Pages/CertificationFM.aspx


41

Level II Certification

CERTIFICATION STANDARDS & CORE PLUS DEVELOPMENT GUIDEBUSINESS – FINANCIAL MANAGEMENT LEVEL II

Type of


Budget/Program FM

Analyst

Applies general knowledge of budget and program principles, policies, procedures,

concepts, standards, terminology, and financial management and business operation systems

Applies knowledge of acquisition life-cycle process and supports development and

preparation of acquisition documents

Prepares and/or reviews acquisition and financial management documents

Review, allocate, or manage acquisition resources and programs

EVM Analyst

Interprets program status and predicts trends by analyzing earned value cost and schedule

data as an element of integrated program management

Applies EVM concepts as principal EVM member of an IBR review IPT

Interprets ANSI EVM standard as Entry-level EVMS review team evaluator

Completes EVM requirements for acquisition solicitation packages


Acquisition TrainingACQ 202 Intermediate Systems Acquisition, Part A

ACQ 203 Intermediate Systems Acquisition, Part B (R)

Functional Training

BCF 106 Fundamentals of Cost AnalysisIf not already completed (as required) at Level I, AND

BCF 205 Contractor Business Strategies (R)BCF 220 Acquisition Business Management ConceptsBCF 225 Acquisition Business Management Application (R)CLM 017 Risk ManagementCLM 024 Contracting Overview

AND choose one of the following five (5) course options listed below:

EVM 202 Intermediate Earned Value ManagementEVM 263 Principles of Schedule Management (R)CLC 222 Contracting Officers Representative (COR) Online TrainingCON 252 Fundamentals of Cost Accounting Standards (R)

Option 5 includes both of the CON courses listed below:CON 121 Contract PlanningCON 124 Contract Execution





TrainingBgt/Prg FM

AnalystEVM Analyst


42

BCF 204 Intermediate Cost Analysis (R)

BCF 206 Cost Risk Analysis (R)

BCF 207 Economic Analysis (R)

BCF 215 Operating and Support Cost Analysis (R)

CLC 005 Simplified Acquisition Procedures

CLC 007 Contract Source Selection

CLC 011 Contracting for the Rest of Us

CLC 030 Essentials of Interagency Acquisitions/Fair Opportunity

CLC 106 Contracting Officer's Representative with a Mission Focus

CLG 001 DoD Government Purchase Card

CLM 012 Scheduling

CLM 040 Proper Financial Accounting Treatments for Military Equipment

EVM 262 EVMS Guidelines and Compliance (R)

Education

Baccalaureate degree in business or a business-related field

Experience

4 years of acquisition experience in Budgeting, Financial and/or EVM in support of an acquisition program.

Notes:1 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at

this level.

2 “(R)” following a course title indicates the course is delivered as resident based instruction.

3 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in

the Core Plus Development Guide at this and the lower level(s) if not already completed.

https://dap.dau.mil/career/bcf/Pages/CertificationFM2.aspx


43

Level III Certification

CERTIFICATION STANDARDS & CORE PLUS DEVELOPMENT GUIDEBUSINESS – FINANCIAL MANAGEMENT LEVEL III

Type of


Budget/Program FM

Analyst

Manages development and evaluation of budget and program improvement plans and resolves complexissues, identifies options, and negotiates with internal and external stakeholders for implementation

Advises senior management on fiscal aspects of program management, ensures fiscal integrity,supports integration of acquisition disciplines

Manages all aspects of the business financial management process for defense acquisition programsReview, allocate, or manage acquisition resources and programs

EVM AnalystPlans and manages the IBR process as program manager’s principal earned value advisorLeads EVMS validation reviews as review director or principal deputyAnalyzes and applies EVM data to determine root causes of existing cost and schedule problems, to

forecast potential cost and schedule problems, and to forecast final project costs


Acquisition Training Acquisition Training identified at Level II must have been completed

Functional Training

Functional Training identified at Level II must have been completed

BCF 301 Business, Cost Estimating, and Financial Management Workshop (R)

CLM 013 Work-Breakdown Structure

CLM 031 Improved Statement of Work





TrainingBgt/Prg FM

AnalystEVM Analyst

ACQ 450 Leading in the Acquisition Environment (R)

ACQ 451 Integrated Acquisition for Decision Makers (R)

ACQ 452 Forging Stakeholder Relationships (R)

CLL 015 Product Support Business Case Analysis (BCA)

CLM 014 IPT Management and Leadership

CLM 200 Item-Unique Identification

CON 121 Contract Planning


44

CON 124 Contract Execution

CON 127 Contract Management

PMT 251 Program Management Tools Course, Part I

PMT 257 Program Management Tools Course, Part II

PMT 352A Program Management Office Course, Part A

PMT 352B Program Management Office Course, Part B (R)

Education

Graduate degree in business, business related field

Experience

6 years of acquisition experience in Budgeting, Financial and/or Earned Value Management in support of an acquisition program

Notes:1 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level.

2 “(R)” following a course title indicates the course is delivered as resident based instruction.

3 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in the Core Plus

Development Guide at this and the lower level(s) if not already completed.

https://dap.dau.mil/career/bcf/Pages/CertificationFM3.aspx


45

Appendix B: Acquisition Corps Membership Requirements

EDUCATION

Degree and credit hours

must be recorded on a

college transcript from an

institution of higher

education that is

accredited by a regional

agency, which is

approved by the

Secretary of Education to

grant accreditation.

Quarter- or trimester-

hours must be converted

to semester hours

Baccalaureate degree from an accredited educational institution, and

One of the following:

24 semester credit hours from among the following disciplines: accounting, business,

finance, law, contracts, purchasing, economics, industrial management, marketing,

quantitative methods, and organization and management.

24 semester credit hours in the person’s career field and 12 semester credit hours in the

disciplines listed above in italics. Credit hours within the person’s career field may also satisfy

the requirement for part or all of the 12 credit hours in the disciplines listed above. The same

hours may be used to meet both requirements.

24 semester credit hours in the person’s career field and training equivalent to 12

semester credit hours in the disciplines listed above in italics.

CERTIFICATION LEVEL


DON civilian employee or military member certified at Level II or above in an Acquisition

Career Field.

Individual from outside DoD selected for a Critical Acquisition Position – qualified for

certification at level II or above.

POSITION AND RANK


DON Civilian: Must occupy a DON Acquisition Position at the GS-13 or higher grade (or

equivalent) or tentatively selected for a KLP or CAP.

DON Military: Must be at the O-4 grade (vice 0-4 select) or higher.

EXPERIENCE

4 years of service in an Acquisition Position either in the DoD or in a comparable position in

industry or government.

For Unrestricted Line Officers (URLs) only: Up to 18 months of acquisition experience maybe credited for the same amount of time in CDR (O-5) or CAPT (O-6) command tour whenresponsibilities demonstrate program management competencies such as planning,execution, business acumen, resource management and interface with the materielestablishment(s).

Other CDR command screen for Surface Warfare and Submarine Warfare officers only.


46



47

Appendix C: EVM Competency Framework and Career Roadmap

Documents

Business – Financial Management (BUS-FM) Earned Value …€¦ · • Build across the three proficiency levels as an employee progresses through his or her career. o An Entry level