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Agency Name

Project Management

Career Path Plan

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Introduction

This tool was designed to provide individuals with the information they need to develop along the Project Management track within the Agency.

This tool provides:

· A progression of roles

· Core competencies by performance level, required proficiency levels, behavioral benchmarks and examples

· An opportunity for employees to take control of their development and prepare themselves to reach their career goals

This tool is not:

· An Individual Development Plan

· A performance appraisal tool

· A selection tool

· A guaranteed path to promotion

Position Description

This section will contain a description of the Project Management position.

Competencies

For each of the points along the career path (i.e., Entry Level), the guide identifies both general and technical competencies. A competency is a

measurable pattern of KSAs and other characteristics needed to successfully perform work-related tasks.General competencies cut across

occupations, while technical competencies are specific to an occupation and/or specialty area. This guide provides definitions of core

competencies along with illustrative work behaviors.

For both general and technical competencies, a desired proficiency level is listed for each competency.

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Career Path Map

GS-9/11

Entry

Project Management Career Path

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

Click on Performance Level to see

the corresponding developmental

competencies and the required

proficiency levels.

Return to

Introduction

Competency Required

Proficiency GS-9

Required Proficiency

GS-11

Customer Service Intermediate Intermediate

Interpersonal Skills Intermediate Intermediate

Oral Communication Basic Intermediate

Planning and Evaluating Basic Basic

Writing Intermediate Intermediate

GS-9/11 Entry Level Project Manager

As a GS-9/11 employee, entry level Project Managers are expected to take advantage of on-the-job and formal training to develop in

technical aspects of the position. Some competencies are especially critical to the position, and individuals entering the career path at

this level should concentrate on developing proficiency in the areas below.

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

Competency Required

Proficiency GS-12

Required Proficiency

GS-13

Customer Service Advanced Advanced

Interpersonal Skills Advanced Advanced

Oral Communication Intermediate Advanced

Organizational Awareness Intermediate Intermediate

Planning and Evaluating Intermediate Advanced

Teamwork Intermediate Advanced

Writing Advanced Advanced

Business Process Improvement Intermediate Advanced

Change Management Intermediate Intermediate

Project Management Intermediate Advanced

Strategic Planning Intermediate Advanced

GS-12/13 Intermediate Level Project Manager

As a GS-12/13 employee, intermediate level Project Managers are considered to be fully able to perform the work successfully without

the need for much training or guidance. Individuals considering entering the career path at this level should consult the behavioral

benchmarks and examples for the areas below to ensure proficiency requirements are met.

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

Competency Required

Proficiency GS-14

Customer Service Expert

Interpersonal Skills Expert

Oral Communication Expert

Organizational Awareness Advanced

Planning and Evaluating Expert

Teamwork Expert

Writing Expert

Business Process Improvement Expert

Change Management Advanced

Project Management Expert

Strategic Planning Expert

GS-14 Senior Project Manager

As a GS-14 Senior Project Manager, an employee must be able to perform all technical aspects of the job while also being able to

assist in guiding and advising others on technical issues. Individuals considering this position should concentrate on the developing

proficiency in the areas below as they may not be formally trained once in the position.

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

GS-15 Manager

As a GS-15 manager, an employee is responsible for technical and leadership functions. Individuals interested in reaching this level of

the career path must be skilled in the areas below and should consider leadership development opportunities to reach proficiency

requirements.

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

Competency Required

Proficiency GS-15

Customer Service Expert

Interpersonal Skills Expert

Oral Communication Expert

Writing Expert

Leadership - Accountability Expert

Leadership - Conflict Management Expert

Leadership - Decisiveness Expert

Leadership - Developing Others Expert

Leadership - Flexibility Expert

Leadership - Problem Solving Expert

Business Process Improvement

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

Proficiency Levels Benchmark Behavioral Examples

5 – Expert · Applies business process improvement in exceptionally complex, new, or ambiguous situations.

· Serves as a key resource and advises others.

· Develops innovative approaches or new methods for improving effectiveness or efficiency of processes.

· Leads development and implementation of new processes impacting exceptionally complex issues, such as major organizational boundaries and/or highly sensitive issues.

· Mentors and advises others on how to improve business processes.

4 – Advanced · Applies business process improvement in considerably complex, new, or ambiguous situations.

· Generally requires little or no guidance or review of work.

3 – Intermediate · Applies business process improvement in complex situations.

· Requires occasional guidance or review of work.

· Identifies hurdles in the development and implementation of new processes and provides recommended solutions for overcoming hurdles.

· Assesses process success using established metrics and techniques.

· Identifies and recommends improvements in existing processes.

2 – Basic · Applies business process improvement in somewhat difficult situations.

· Requires frequent guidance or review of work.

1 – Awareness · Applies business process improvement in the simplest situations.

· Requires close and extensive guidance and review of work.

· Knows of business processes applicable to work unit.

· Collects process metrics.

Knowledge of business processes, identification of needs for improvement and ability to establish procedures for implementation. Knowledge of methods, metrics, tools, and techniques of Business Process Reengineering.

*GS-14

*GS-13

*GS-12

*indicates grade level(s) associated with proficiency level

Change Management

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

Knowledge of methods, metrics, and best practices for change implementation and ability to lead, manage, and facilitate the acceptance of new processes, technologies, systems structures, and values.


5 – Expert · Applies change management in exceptionally difficult situations.


· Leads organization-wide rollout relating to new processes or organizational changes.

· Develops clear strategies for addressing technical and adaptive nature of change, (such as strategies for communications, training, implementation, evaluation).

· Mentors and advises others on how to effectively manage change.

4 – Advanced · Applies change management in considerably difficult situations.


3 – Intermediate · Applies change management in difficult situations.


· Provides recommendations and drafts materials for addressing change management initiatives (such as preparing communication documents and training materials).

· Identifies potential champions/stakeholders for various change efforts.

· Responds to inquiries regarding new processes, procedures, or organizational structures/responsibilities.

2 – Basic · Applies change management in somewhat difficult situations.


1 – Awareness · Applies change management in the simplest situations.


· Understands change efforts implemented in own program area.

· Disseminates and appropriately stores information related to changes in projects/processes.


*GS-14

*GS-13,

GS-12

Project Management

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager


5 – Expert · Applies project management in exceptionally complex situations.


· Manages complex projects involving multiple cross-cutting programs and/or offices.

· Uses knowledge of strategic priorities and operations to identify members for project teams and move projects forward.

· Identifies and resolves potential project barriers.

· Mentors and advises others on project management principles, methods, and tools.

4 – Advanced · Applies project management in considerably difficult situations.


3 – Intermediate · Applies project management in difficult situations.


· Leads projects and helps to resolve project barriers.

· Facilitates project meetings and ensures project members remain focused on agenda items.

· Creates and maintains project meeting notes and status updates.

· Assists in defining project deliverables, milestones, and timelines.

2 – Basic · Applies project management in somewhat difficult situations.


1 – Awareness · Applies project management in the simplest situations.


· Coordinates project meeting logistics, such as scheduling, location, conference lines, etc.

· Updates project plans to reflect current status as directed.

Knowledge of the principles, methods, or tools for developing, scheduling, coordinating, prioritizing and managing projects, processes and/or resources.


*GS-15,

GS-14

*GS-13

*GS-12

Strategic Planning

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager


5 – Expert · Applies strategic planning in exceptionally complex situations.


· Creates new approaches and tools for identifying strategic priorities and implementing strategic workplans in alignment with office and agency strategic goals.

· Leads and oversees office strategic planning activities, including roll-out of new strategic planning approaches and development of strategic planning documents and briefings.

· Mentors and advises others on office-wide strategic framework and strategic planning approaches, processes, and tools.

4 – Advanced · Applies strategic planning in considerably difficult situations.


3 – Intermediate · Applies strategic planning in difficult situations.


· Facilitates deployment of strategic planning framework and tools.

· Evaluates current strategic planning approaches and processes and suggests improvements to enhance effectiveness and efficiency.

· Assists in the alignment of programmatic activities with office and agency strategic goals.

2 – Basic · Applies strategic planning in somewhat difficult situations.


1 – Awareness · Applies strategic planning in the simplest situations.


· Aware of office strategic framework.

· Attends planning meetings.

· Enters status updates into strategic workplans as directed.

Knowledge of strategic planning processes and the ability to formulate, develop, guide, and shape short- and long-range plans for the Office.


*GS-14

*GS-13

*GS-12


5 – Expert · Provides customer service in exceptionally difficult situations.

· Serves as a key resource and advises others in issues related to customer service.

· Develops innovative customer service initiative which significantly improves quality.

· Delivers high quality service to all customers while treating them with courtesy and respect even in challenging situations.

· Fosters cooperation, teamwork, and facilitates an open and honest exchange of ideas among stakeholders in situations of conflict or tension.

· Mentors and advises others relating to delivering high quality customer service.

4 – Advanced · Provides customer service in considerably difficult situations.

· Generally requires little or no guidance in handling customer service issues.

3 – Intermediate · Provides customer service in difficult situations.

· Requires occasional guidance in handling customer service issues.

· Addresses customer service deficiencies effectively by using appropriate improvement and corrective action.

· Treats all customers with courtesy and respect even in challenging situations.

· Fosters cooperation, teamwork, and facilitates an open and honest exchange of ideas among stakeholders.

2 – Basic · Provides customer service in somewhat difficult situations.

· Requires frequent guidance in handling customer service issues.

1 – Awareness · Provides customer service in the simplest situations.

· Requires close and extensive guidance in handling customer service issues.

· Addresses customer questions in a timely manner.

· Treats all customers with courtesy and respect.

Customer Service

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

Works with internal and external stakeholders to provide information and assistance and is committed to providing quality products and services.


*GS-15,

GS-14

*GS-13,

GS-12

*GS-11,

GS-9


5 – Expert · Demonstrates interpersonal skills in exceptionally difficult situations.

· Serves as a key resource and advises others in interpersonal issues.

· Resolves complex interpersonal issues and opposing viewpoints from diverse backgrounds in a way that is constructive and in alignment with overall organizational goals.

· Is consistently open and approachable when resolving highly sensitive and complex issues.

· Mentors and advises others on developing stronger interpersonal skills and handling interpersonal issues among internal and external stakeholders.

4 – Advanced · Demonstrates interpersonal skills in considerably difficult situations.

· Generally requires little or no guidance in interpersonal issues.

3 – Intermediate · Demonstrates interpersonal skills in difficult situations.

· Requires occasional guidance in interpersonal issues.

· Handles and addresses personnel and process issues in a diplomatic and tactful manner.

· Is consistently open and approachable when interacting with internal and external stakeholders.

2 – Basic · Demonstrates interpersonal skills in somewhat difficult situations.

· Requires frequent guidance in interpersonal issues.

1 – Awareness · Demonstrates interpersonal skills in the simplest situations.

· Requires close and extensive guidance in interpersonal issues.

· Interacts with co-workers in a tactful manner.

· Responds to simple inquiries in a diplomatic manner.

Interpersonal Skills

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

Builds constructive and effective relationships; uses diplomacy and tact; relates well to people from diverse backgrounds and situations.


*GS-15,

GS-14

*GS-13,

GS-12

*GS-11,

GS-9

Oral Communication

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

Expresses information to individuals or groups effectively, taking into account the audience and nature of the information (for example, technical, sensitive, controversial); listens to others, attends to nonverbal cues, and responds appropriately).


*GS-15,

GS-14

*GS-13

*GS-12,

GS-11

*GS-9


5 – Expert · Demonstrates oral communication in exceptionally difficult situations.

· Serves as a key resource and advises others in techniques or strategies for oral communication.

· Presents complex information with clarity and authority when meeting with internal and external stakeholders from all levels even during times of disagreement or heightened stress.

· Reports to senior level officials on significant issues that affect the organization’s systems.

· Mentors and advises others on how to communicate sensitive information of broad organizational impact with clarity and authority to appropriate internal and external stakeholders.

4 – Advanced · Demonstrates oral communication in considerably difficult situations.

· Generally requires little or no guidance on oral communication issues.

3 – Intermediate · Demonstrates oral communication in difficult situations.

· Requires occasional guidance on oral communication issues.

· Communicates with cross-cutting working groups regarding necessary actions and suggested approaches to accomplish organizational objectives.

· Conveys information clearly and concisely to internal and external stakeholders.

· Explains benefits and impact to stakeholders to gain understanding of programmatic change or position.

· Presents information, analyses, and recommendations to internal and external stakeholders.

· Listens actively and openly to opposing viewpoints from diverse backgrounds. 2 – Basic · Demonstrates oral communication orally

in somewhat difficult situations.

· Requires frequent guidance on oral communication issues.

1 – Awareness · Demonstrates oral communication in the simplest situations.

· Requires close and extensive guidance on oral communication issues.

· Communicates basic agency goals and initiatives.

· Updates supervisors on project status.

· Listens openly to others.

· Communicates meeting logistic information and agenda.

Writing

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

Recognizes or uses correct English grammar, punctuation, and spelling; communicates information (for example, facts, ideas, or messages) in a succinct and organized manner; produces written information, which may include technical material, that is appropriate for the intended audience.


*GS-15,

GS-14

*GS-13,

GS-12

*GS-11,

GS-9


5 – Expert · Produces written material in challenging, exceptionally difficult or technically complex situations.

· Serves as a key resource and reviews others’ written work.

· Produces written material that explains complex information with clarity and authority to internal and external stakeholders.

· Develops reports for senior level officials on significant issues that affect the organization’s systems.

· Mentors and advises others on how to produce written material that addresses sensitive information of broad organizational impact.

4 – Advanced · Produces written material in considerably difficult situations.

· Generally requires little or no guidance or review of written work.

3 – Intermediate · Produces written material in difficult situations.

· Requires occasional guidance or review of written work.

· Develops written correspondence outlining various viewpoints on controversial subjects.

· Produces documents for cross-cutting working groups regarding necessary actions and suggested approaches to accomplish organizational objectives.

· Conveys information and recommendations in writing clearly and concisely to internal and external stakeholders.

· Drafts communications that explain benefits and impact to stakeholders to gain understanding of programmatic change or position.

2 – Basic · Produces written material in somewhat difficult situations.

· Requires frequent guidance or review of written work.

1 – Awareness · Produces written material in the simplest situations.

· Requires close and extensive guidance and review of written work.

· Writes basic summarizes of recommendations or decisions.

· Writes correspondence concerning basic agency goals and initiatives.

· Provides written updates to supervisor &/or team on project status.


5 – Expert · Demonstrates organizational awareness in exceptionally complex situations.


· Leads organization-wide working groups that address complex cross-cutting issues.

· Prioritizes and manages cross-cutting issues based on understanding of overall organizational cross-connectivity and individual programmatic responsibilities.

· Mentors and advises others on organizational responsibilities and cross-connectivity.

4 – Advanced · Demonstrates organizational awareness in considerably difficult situations.

· Generally requires little or no guidance.

3 – Intermediate · Demonstrates organizational awareness in difficult situations.

· Requires occasional guidance.

· Maintains understanding of organization- and office-level initiatives and how they interact and impact the mission.

· Participates in working groups that address cross-cutting issues and promotes appropriate interactions between programs.

2 – Basic · Demonstrates organizational awareness in somewhat difficult situations.

· Requires frequent guidance.

1 – Awareness · Demonstrates organizational awareness in the simplest situations.

· Requires close and extensive guidance.

· Attends key internal meetings where cross-cutting issues are discussed.

· Keeps abreast of major developments within the organization.

Organizational Awareness

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

Knows the organization’s mission and functions, and is aware of programs, policies, procedures, rules, and regulations of the organization.


*GS-14

*GS-13,

GS-12

Planning and Evaluating

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager


5 – Expert · Applies planning and evaluating in exceptionally difficult situations.


· Prioritizes and evaluates office-wide activities in difficult or complex situations based on office and agency mission, vision, and strategic priorities.

· Collaborates with intra- and inter-office colleagues to establish clear plans for solving organization-wide issues and accomplishing goals.

· Determines appropriate metrics for evaluating the success of organization- wide initiatives.

· Mentors and advises others on how to effectively plan and evaluate organizational activities.

4 – Advanced · Applies planning and evaluating in considerably difficult situations.

· Generally requires little or no guidance in issues of planning and evaluating.

3 – Intermediate · Applies planning and evaluating in difficult situations.

· Requires occasional guidance in issues of planning and evaluating.

· Prioritizes programmatic activities based on office mission, vision, and strategic priorities.

· Coordinates and facilitates projects.

· Uses prescribed systems and metrics to track and assess success of programs or projects.

2 – Basic · Applies planning and evaluating in somewhat difficult situations.

· Requires frequent guidance in issues of planning and evaluating.

1 – Awareness · Applies planning and evaluating in the simplest situations.

· Requires close and extensive guidance in issues of planning and evaluating.

· Attends planning meetings.

· Knows where program plans and evaluations are stored.

· Assists in the collection and consolidation of program evaluation metrics.

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


*GS-14

*GS-13

*GS-12

*GS-11,

GS-9

Teamwork

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager


5 – Expert · Demonstrates teamwork in exceptionally difficult, complex, new, or ambiguous situations.

· Serves as a key resource and advises others in teamwork.

· Recognizes the impact of individual contributors and manages collaborations to maximize team effectiveness.

· Leads diverse teams and demonstrates cooperation, trust, and team unity when addressing complex or sensitive issues.

· Recognizes potential barriers and proactively develops strategies to address issues and maintain a positive team dynamic.

4 – Advanced · Demonstrates teamwork in considerably difficult, new, or ambiguous situations.

· Generally requires little or no guidance in teamwork.

3 – Intermediate · Demonstrates teamwork in difficult situations.

· Requires occasional guidance in teamwork.

· Listens to others’ ideas, shares information, and acknowledges contributions of teammates.

· Contributes to positive team culture through collaboration and trust.

· Assists in recognizing potential barriers and proactively develops strategies to address issues and maintain a positive team dynamic.

2 – Basic · Demonstrates teamwork in somewhat difficult situations.

· Requires frequent guidance in teamwork.

1 – Awareness · Demonstrates teamwork in the simplest situations.

· Requires close and extensive guidance in teamwork.

· Participates in internal working groups in a collaborative and trustworthy manner.

· Recognizes contributions of teammates.

Encourages and facilitates cooperation, pride, trust, and group identity; fosters commitment and team spirit; works with others to achieve goals.


*GS-13

*GS-14

*GS-12


5 – Expert · Applies the competency in exceptionally difficult situations.


· Oversees highly complex cross-cutting projects and programs and effectively delegates responsibility for various tasks.

· Instills a culture of accountability among staff by clearly defining roles and responsibilities to ensure office/agency strategic goals and priorities are met.

· Mentors and advises others on how to hold self and others accountable.

4 – Advanced · Applies the competency in considerably difficult situations.


3 – Intermediate · Applies the competency in difficult situations.

· Requires some guidance.

· Understands roles and responsibilities and advises project leads on appropriate delegation of tasks as needed.

· Manages own deliverables to ensure they are of high-quality and completed on time.

· Engages with project lead to mitigate risks associated with project barriers.

· Identifies barriers to task completion and proposes actions for overcoming these barriers.

· Accepts responsibility if own deliverables are missed and provides corrective action assessment/proposal.

2 – Basic · Applies the competency in somewhat difficult situations.


1 – Awareness · Applies the competency in the simplest situations.


· Attends routine meetings regarding progress updates relating to team projects/assignments. Holds self responsible for own work.

· Seeks guidance from others when clarification is needed in order to perform task.

Leadership: Accountability

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

Holds self and others accountable for measurable high-quality, timely, and cost effective results. Determines objectives, sets priorities, and delegates work. Accepts responsibility for mistakes. Complies with established control systems and rules.


*GS-15




· Leads managers, or complex working groups, through situations of high-conflict utilizing effective conflict management techniques and keeping the discussion focused on office/agency strategic priorities and goals.

· Identifies potential sources of conflict associated with complex issues and takes steps to effectively diffuse the conflict before it builds.

· Mentors and advises others on how to effectively utilize conflict management techniques.





· Leads teams through situations of moderate-conflict utilizing effective conflict management techniques and keeping the discussion focused on office/agency strategic priorities and goals.

· Meets with employees and addresses concerns regarding critical issues in an open and honest manner.

· Recognizes situations of potential conflict and takes steps to minimize the conflict.





· Seeks training and developmental opportunities to learn about how to manage conflicts.

· Notifies appropriate managers when situations of conflict are creating a barrier to completing tasks/projects or creating a negative workplace culture.

Leadership: Conflict Management

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

Encourages creative tension and differences of opinions. Anticipates and takes steps to prevent counter-productive confrontations. Manages and resolves conflicts and disagreements in a constructive manner.

*GS-15





· Uses available information (even if limited) and leverages key resources to make decisions and solve complex issues.

· Makes timely decisions that are in alignment with the office/agency strategic priorities and goals even during times of uncertainly and heightened stress.

· Mentors and advises others on how to utilize clear thinking principles to make well-informed, effective, and timely decisions.





· Uses key resources to gather pertinent information to make timely and effective decisions.

· Provides reasonable recommendations to deciding officials using available information (even if limited).

· Recognizes and aligns decisions based on office/agency strategic priorities and goals.





· Attends decision making meetings and understands reasons behind decisions.

· Seeks clarification and additional information when necessary to make well-informed decisions.

Leadership: Decisiveness

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

Makes well-informed, effective, and timely decisions, even when data are limited or solutions produce unpleasant consequences; perceives the impact and implications of decisions.


*GS-15




· Designs and implements opportunities for leadership and technical career development, including mentoring staff and designing and implementing complex and/or comprehensive training events and other innovative knowledge sharing opportunities.

· Identifies workforce development needs based on organizational evolution and strategic priorities and goals.

· Mentors and advises others on how to promote and encourage the professional development of employees.



3 - Intermediate · Applies the competency in difficult situations.


· Assesses staff and provides timely and consistent feedback regarding job performance and effectiveness.

· Interacts with staff in identifying career goals and discuss creation of individual development plans.

· Evaluates training programs to ensure content meets workforce development needs.





· Understands how to create an individual development plan.

· Seeks guidance from others to identify appropriate professional development opportunities for staff.

Leadership: Developing Others

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

Develops the ability of others to perform and contribute to the organization by providing ongoing feedback and by providing opportunities to learn through formal and informal methods.


*GS-15




· Develops and implements effective change and transition management strategies to address complex organizational changes, such as reorganizations or changes in top leadership.

· Prioritizes, considers alternatives and responds quickly and effectively to unexpected and rapidly changing conditions while remaining aligned with strategic priorities and goals.

· Mentors and advises others on how to design and implement effective change and transition management strategies.





· Realigns resources to meet changing organizational needs.

· Applies effective change management techniques.

· Takes feedback into consideration while implementing changes.





· Seeks clarification to understand why changes are being implemented.

· Seeks guidance on how to adjust workload/assignments based on feedback and priorities.

Leadership: Flexibility

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

Is open to change and new information; rapidly adapts to new information, changing conditions, or unexpected obstacles.


*GS-15




· Improves organizational effectiveness and efficiency by developing, planning, and implementing enterprise solutions to complex or unprecedented problems in alignment with strategic priorities and goals.

· Foresees potential problems and assesses risks that could impact complex projects/issues and takes effective actions to prevent problems from occurring.

· Mentors and advises others on problem solving techniques and how to implement effective problem solving strategies.





· Utilizes problem solving techniques to resolve issues that are negatively impacting projects.

· Provides recommendations or alternative solutions to senior leaders on how to address complex problems.

· Weighs relevance and accuracy of information and identifies risks to determine impact of issues on project effectiveness and efficiency.





· Identifies problems or obstacles that could negatively impact projects.

· Seeks guidance on how to effectively overcome obstacles and implement corrective actions.

Leadership: Problem Solving

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

Identifies and analyzes problems; weighs relevance and accuracy of information; generates and evaluates alternative solutions; makes recommendations.


*GS-15

Training Activities

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

Training areas are subjects for study that strengthen either general or technical competencies. By seeking training in these subject areas, you can maximize success within the current role and prepare for advancement to the next. You should discuss training areas and/or courses with your manager and training officers to determine your options for completing formal coursework in your field. Keep in mind, however, that much of your training may occur through on-the-job developmental activities. These types of activities are experiences employees can seek as they move through the career path. Within each career stage, developmental activities may be similar but will vary in complexity depending on the grade level.

Technical Knowledge Training Areas:

- Business Process Improvement

- Change Management

- Project Management

- Strategic Planning

General Knowledge Training Areas:

- Customer Service

- Interpersonal Skills

- Leadership Development

- Oral Communication

- Organizational Awareness

- Planning and Evaluating

- Teamwork

- Writing

View Additional Training

Information

<Link to agency’s Learning Management System (LMS) or other online resources.>

Development Activities

Training &

Development

Career Path

Home

GS-9/11

Entry

GS-12/13

Intermediate

GS-14

Full/Senior

GS-15

Manager

Technical Knowledge Development Activities:

- Participate in all stages of, or manage a project.

- Lead a team effort by acting as a project lead, program lead, or team lead.

- Participate in projects that are highly visible, sensitive, or political.

- Act as a subject matter expert (SME) in a panel.

- Consult with customers to define and/or solve customer problems.

- Cross-train into another area of expertise (e.g. temporary job rotations, job shadowing, or developmental assignments).

- Participate in online training, attend briefings, or obtain on-the-job training to understand the policies and politics relevant to your work.

- Collaborate and coordinate with another group to perform project work (e.g., outside group).

- Develop a broad professional network through joint projects, participation in workshops, membership in professional and trade

associations, and internal and external customer relationships.

- Maintain awareness of trends and state-of-the-art in your field.

- Discuss ideas to resolve project issues with senior staff members or a mentor.

- Meet with your manager to present and discuss your analysis of options, tradeoffs, and recommendations for action relating to a problem

or issue in a project/program.

General Knowledge Development Activities:

- Demonstrate your work at a technical conference, meeting, or seminar.

- Provide informal mentoring to others in your specialty area.

- Serve on a program area- or office-level working group.

- Attend university and industry association educational events.

- Assist in facilitating a Brown Bag Lunch or other learning forum (formal or informal) for agency employees.