Department of Defense Contracting Competency Model

Department of Defense

Contracting Competency Model

April 29, 2020

Developed by the Contracting Certification Taskforce and approved on April 3, 2020, by

the Contracting Senior Procurement Executives and other senior leaders of the Army,

Navy, Air Force, Defense Logistics Agency, Defense Contract Management Agency,

Missile Defense Agency, and the Principal Director, Defense Pricing and Contracting,

Office of the Under Secretary of Defense for Acquisition and Sustainment, who is the

Functional Leader for the Department of Defense Contracting Community.

Introduction

This document describes the Department of Defense (DoD) Contracting Competency

Model for technical and professional competencies, from both the buyer and seller

perspectives.

The DoD Contracting Competency Model is based on the National Contract

Management Association’s Contract Management Standard™ Publication, an American

National Standards Institute accredited publication (reference ANSI/NCMA ASD 1-

2019). This satisfies section 861 of the Fiscal Year 2020 National Defense

Authorization Act.

The DoD Competency Model applies to the entire DoD Contracting Community (1102

civilian contracting professionals and military equivalents).

Purpose

The DoD Contracting Competency Model describes contract management in terms of

the processes created through the integration and interaction of job tasks and

competencies, and the purposes they serve. The common and repeated use of this

model will create a contracting standard across the DoD.

As stated in the Contract Management Standard™ Publication, the success of buyers

and sellers can be measured not only through direct interaction (e.g., negotiations,

contract performance), but also when there is no direct contact (e.g., planning).

Success of one party cannot occur without the success of the other party. Successful

contract management is more likely to occur when both parties have a clear

understanding of all job tasks, competencies, and deliverables.

A competency is a measurable pattern of knowledge, skills, abilities, behaviors, and

other characteristics that an individual needs to perform work roles or occupational

functions successfully. Competencies specify the "how" of performing job tasks, and

are used for:

 Assessing and selecting candidates for a job

 Assessing and managing employee performance

 Workforce planning

 Employee training and development

Use of competency-based planning will help:

 Define the competencies required for the Contracting Community to deliver

mission-critical capabilities

 Asses competencies resident in the Contracting Workforce, and identify gaps for

current and future requirements

 Align or adjust personnel strategies to address competency gaps, and provide

opportunities for training and development

Examples of competency-based assessments for an entry-level contracting professional

can be found at Appendix B.

Definitions

The terms related to contract management are defined in the Federal Acquisition

Regulation (FAR) and the Defense FAR Supplement. The following terms with their

basic definitions are provided for easy reference.

Contract – a mutually binding legal relationship obligating the seller to furnish supplies

or services, and the buyer to provide consideration in exchange for them.

Contract management – the actions of a contract manager to develop solicitations,

develop offers, form contracts, perform contracts, and close contracts.

Contract manager

– the authorized representative or agent for a contracting party.

Contract performance – the execution of the terms of a contract.

Structure of DoD Contracting Competency Model

The DoD Contracting Competency Model is comprised of five components (see

FIGURE 1):

Guiding Principles—For contract management, these principles apply to all contract

managers in all phases of the contract life cycle.

Contract Life Cycle Phases—The phases of a contract: pre-award, award, and post-

award.

Domains—The areas within a contract life cycle phase that produce significant contract

management outcomes.

Competencies—The processes utilized to produce the expected contract management

outcomes of the domains. These processes involve the ability to perform multiple job

tasks, both simultaneously and sequentially, while achieving meaningful results.

 Contracting Common Competencies—The foundational competencies that every

Contracting workforce member should be aware of and understand, regardless of

the organization or specialty area, and are the basis of the Contracting training.

 Contracting Specialty Competencies—Unique competencies associated with a

specific skill, function, or position.

Job Tasks—The tasks performed on a routine basis by contract managers. Contract

managers systematically process the job tasks to achieve the expected results of the

competencies.

Within DoD, a ‘Contract Manager’ is also known as a Contracting Professional.

Processes

FIGURE 1. Component Structure of the DoD Contracting Competency Model

Guiding

Principles

Life Cycle

Phase

Domain

Competency

Job Tasks

Life Cycle

Phase

Domain

Competency

Job Tasks

Life Cycle

Phase

Domain

Competency

Job Tasks

The competency model is further detailed below (see FIGURE 2), and includes the

specific common competencies and job tasks within each contract lifecycle. This figure

also includes the ‘Mission Focus’ and ‘Specialty Competency’ elements, which covers

the internal / on-the-job training and specialty technical areas in the contracting career

field respectively. (See also sections 5.0 ‘Mission Focused’ and 6.0 ‘Specialty

Competencies’).

FIGURE 2. The DoD Contracting Competency Model

1.0 Guiding Principles

Guiding Principles for contract management are applicable throughout all phases of the

contract life cycle in all contract management circumstances, irrespective of changes in

priorities, strategies, requirements, or resources (e.g., personnel, money, equipment,

time). The Guiding Principles encompass the Office of Personnel Management’s

(OPM) professional competencies (outlined in Appendix A of this document), and the

Executive Core Qualifications (ECQs), found on the OPM website.

1.1 Skills and Roles

Contract management is the process of managing contracts throughout the contract life

cycle while ensuring customer satisfaction. This includes the management of contract

elements such as negotiations, changes, requirement interpretations, deliverables,

contract terms and conditions, and risk management.

In terms of the responsibilities assigned to a contract manager, contract management

has a very broad perspective. The scope ranges from planning, organizing, and

managing to the negotiation of complex contracts. Contract management also requires

both general and business skills in such areas as change management, collaboration,

communication, critical thinking, customer orientation, influencing others, knowledge

management, leadership, problem solving, and results orientation. In addition, contract

management requires specialized skills and acumen in such areas as business

management, financial management, project management, risk management, and

supply chain management.

Contract managers fall into two primary functions—the buyer and the seller:

Buyer—the contracted party with the requirement for goods and/or services to be

fulfilled by one or more sellers.

Seller—the contracted party tasked with fulfilling the buyer’s requirement for goods

and/or services.

The buyer and the seller satisfy requirements through effective management of the

contract. This skill requires the contract manager to focus on the problem as stated and

process the available information and knowledge to achieve an effective solution. This

process is highlighted by identifying risks and facilitating the mitigation of the risks. The

contract manager should strive to minimize the influence of personal biases, maximize

the likelihood of a successful result, and facilitate communication among affected

parties.

Successful contract managers are those who can develop and execute business

strategies. To serve in this role requires higher education, professional training, and

occupational experience to help guide the customer and other stakeholders through the

contract life cycle phases. Contract managers must have effective analytical, problem-

solving, and communication skills—and must be adaptable to a changing business

environment. Contract managers must understand the regulatory environment in order

to legally implement effective solutions and manage risk while satisfying contract

requirements and obligations.

The size and complexity of the contract will influence the business decisions on which

the contract manager needs to focus and require effective application and management

of appropriate contract management processes. While constraints may negatively

impact behavior in some areas, they should encourage creative problem-solving and

critical thinking skills while performing within ethical and regulatory boundaries.

See also:

 Professional Competencies: Critical Thinking, Customer Service, Problem

Solving, Relationship Management, Risk Management

 ECQs: Leading Change, Results Driven, Business Acumen

1.2 Contract Principles

Contract principles are the fundamentals of contracting that all contract managers must

understand and apply. Simply put, a contract results from:

 Offer

 Acceptance

 Consideration

 The intent to create a legal relationship

For a contract to be valid, both parties must indicate that they agree to the terms. For a

contract to be binding, it must be for a legal purpose and it can only be made by parties

who are competent.

Contract principles fall into two major categories:

 General contracting concepts—These include such notions as principal and

agency, types of authority, essential elements of a contract, market research,

competition, fair and reasonable prices, and ethics.

 Terms and conditions to address specific contract matters—These include the

requirements and the rights and remedies of the parties in such areas as

inspection and acceptance, title transfer, excusable delay, risk of loss,

repudiation, warranties, payment terms, contract changes, and termination.

See also:

 Professional Competencies: Accountability, Business Acumen, Critical Thinking,

Understanding Industry

 ECQs: Results Driven, Business Acumen

1.3 Standards of Conduct

Standards of conduct help to define the ethical behavior expected of all contract

managers and their organizations. Standards of conduct are intended to create trust

and confidence in the integrity of the contract management process. The standards

require contract managers to conduct themselves in such a manner as to bring credit

upon the profession. Contract managers must conduct business in good faith while:

 Being transparent in making appropriate disclosures

 Adequately protecting proprietary and restricted information and other resources

of all parties

 Avoiding actual or apparent conflicts of interest

This ethical behavior not only applies to collaboration with other professionals, but it

also applies to the technical aspects involved throughout the contract life cycle phases.

All contract managers should abide by the letter and spirit of the standards of conduct.

See also:

 Professional Competencies: Accountability, Integrity/Honesty, Interpersonal

Skills, Relationship Management

 ECQs: Results Driven, Business Acumen, Building Coalitions

1.4 Regulatory Compliance

Fundamentally, the contract management profession is about the knowledge and

application of laws, codes, and regulations. Contracts are legal documents that

represent an agreement between the parties whose terms and conditions are legally

binding and enforceable in courts of law and other administrative bodies. As such, it is

important for contract managers to have a working knowledge of the laws, codes,

regulations, and other sources of guidance that define, to a large extent, the

environment in which they operate.

See also:

 Professional Competencies: Accountability, Business Acumen, Understanding

Industry, Relationship Management

 ECQs: Results Driven, Business Acumen, Building Coalitions

1.5 Situational Assessment

Applying knowledge through lessons learned to the management of current and future

contracts is a crucial ability in contract management. Successful contract managers do

the following:

 Know how to capture, document, and share knowledge

 Know how to shape and manage requirements to align with an organization’s

vision, mission, and strategic goals

 Are aware of how seemingly independent contract actions impact each other now

and in the future

 Understand product and systems life cycle principles

 Apply effective market research techniques to collect, analyze, and implement

market intelligence

 Identify opportunities for process improvement and optimization

 Negotiate meaningful contract terms and conditions while meeting customer

needs

See also:

 Professional Competencies: Business Acumen, Critical Thinking, Flexibility,

Problem Solving, Relationship Management, Risk Management, Understanding

Industry

 ECQs: Leading Change, Results Driven

1.6 Team Dynamics

The contract management team combines the functional disciplines of buyers and

sellers for the common purpose of satisfying the customer need. While buyer and seller

teams may work independently in the pre-award phase, the relationship becomes for-

mal upon contract award and continues until the contract is closed. Members of the

contract management team are expected to add value by performing their functions and

knowing their roles throughout the contract life cycle phases.

To be successful, each member must have a working knowledge of all roles involved on

the team. In addition to contract management, these roles can include, for example,

engineering, estimating, finance, legal, logistics, pricing, project management, require-

ment development, supply chain management, etc. Becoming familiar with each other’s

roles improves the team’s cohesiveness. Additionally, it allows for the identification of

gaps or overlaps in roles.

The contract management team must be able to:

 Conduct meaningful collaboration in order to make accurate and timely decisions

while solving complex contracting, business, and technical problems and forming

an effective contract relationship

 Identify opportunities for process improvement and optimization

 Collect and record lessons learned

See also:

 Professional Competencies: Business Acumen, Critical Thinking, Flexibility,

Problem Solving, Relationship Management, Risk Management, Understanding

Industry

 ECQs: Leading Change, Leading People, Results Driven

1.7 Communication and Documentation

Communication between all affected parties must be exchanged and managed early

and often to maintain contract management effectiveness. Communication must:

 Minimize the effect of personal biases

 Maximize the likelihood of successful results

 Facilitate communication among affect parties

Contract managers facilitate communication through clearly written documentation that

is unambiguous and able to be understood. Where appropriate, documentation is

exchanged and managed among affected parties. Documentation is often prepared

and retained in contract files to support determinations made and actions taken.

Examples of topics to document include, but are not limited to:

 Contracts and the planning leading to a contract

 Gestures, conduct, and verbal exchanges

 Rationale used in decision-making and business judgement

 Mutually agreed-upon expectations

 Planned and unplanned events

 Performance issues and accountability

 Conflicts and resolutions

 Changes and solutions

 Risk management and mitigation

 Contract compliance and performance quality

 Knowledge gained and lessons learned

See also:

 Professional Competencies: Accountability, Business Acumen, Critical Thinking,

Customer Service, Decisiveness, Integrity/Honesty, Interpersonal Skills, Oral

Communication, Relationship Management, Risk Management, Written

Communication

 ECQs: Leading People, Results Driven, Building Coalitions

Contract Life Cycle Phases

Contracts have a distinct beginning and end, and the contract life cycle defines these

parameters. The contract life cycle generally consists of three contract phases:

Pre-Award, Award, and Post-Award.

Contract management processes performed by contract managers generally fall into

five domains within the three contract life cycle phases (see FIGURE 3).

Each contract life cycle phase and domain have specific competencies and job tasks

that together are called “processes.”

FIGURE 3. Contract Management Domains and their Outcomes

2.0 Pre-Award Life Cycle Phase

Pre-Award is the first phase of the contract life cycle. The pre-award process for the

buyer includes assisting the customer in defining the requirement. Additionally, the

process includes developing a comprehensive plan for fulfilling the requirement in a

timely manner at a reasonable price. This is accomplished by developing and executing

an overall strategy for the purchase, which is accomplished through researching the

marketplace, developing contracting strategies, preparing solicitations, and requesting

offers.

The pre-award process for the seller includes developing and executing a strategy for

obtaining the award for a contract, including pre-sales activities, market strategies, and

responding to the solicitation.

There are two domains within the pre-award life cycle phase:

 Develop Solicitation—The buyer competencies are ‘plan solicitation’ and ‘request

offers’

 Develop Offer—The seller competencies are ‘plan sales’ and ‘prepare offer’

2.1 Develop Solicitation

Develop Solicitation is the process of describing all the elements of the customer

requirements (technical, business, regulatory, etc.) to the sellers. The value added by

this process is the accurate presentation of the customer requirement through a

solicitation in order to create a viable contract that can be performed successfully.

(See FIGURE 4).

FIGURE 4. Competencies and Tasks for the Develop Solicitation Domain

2.2 Develop Offer

Develop Offer is the process of:

 Developing foundational business practices and strategies to compete in the

marketplace

 Responding to solicitations with the intent of winning contracts and meeting

performance requirements

The value added by this process is in the seller providing the buyer with a

comprehensive solution to the buyer’s requirements that will enhance the seller’s

competitive position in the marketplace. (See FIGURE 5).

_________________________________

Within DoD, ‘Owner-furnished property’ could include Government-furnished property (reference

2.1.1.3.4).

FIGURE 5. Competencies and Tasks for the Develop Offer Domain

3.0 Award Life Cycle Phase

The second contract life cycle phase is Award. The award process involves all the work

performed by both the buyer and seller that produces an awarded contract. Some

contracts are very simple and others are exceedingly complex, but the majority fall

somewhere in between.

There is one domain in the award phase: Form Contract. The job tasks and

competencies of the Form Contract domain produce the contract.

For this phase, buyer job tasks include: evaluating offers, conducting negotiations (as

applicable), selecting the source, awarding the contract(s), debriefing offerors, and

addressing mistakes in offers and seller challenges to the selection process.

For the seller, job tasks include: clarifying offers, participating in negotiations, and

preparing final offers.

3.1 Form Contract

Form Contract is the process of:

 Determining reasonable cost and pricing

 Conducting negotiations

 Selecting the source

 Managing disagreements

The value added by this process is in mitigating or eliminating contract performance risk

by selecting the best source and negotiating prices and terms and conditions.

(See FIGURE 6).

FIGURE 6. Competencies and Tasks for the Form Contract Domain

4.0 Post-Award Life Cycle Phase

Once the award phase is completed, the post-award contract life cycle phase begins.

This involves the contract management functions known as “contract administration”

and “contract closeout.” The contract administration functions will vary greatly

depending on the complexity of the contract.

Both the buyer and seller are actively involved in contract administration to ensure

satisfactory performance and to bring the contract to a successful conclusion.

Buyer job tasks include: addressing any issues arising during contract performance that

might increase performance risk, executing contract modifications, monitoring

compliance of contract terms, making payment(s), and closing out the contract.

Seller job tasks include: contract performance, invoicing, engaging in subcontracting

activities, managing contract changes, and bringing the contract to a successful

conclusion.

There are two domains within the post-award phase:

 Perform Contract—The job tasks and competencies for this domain produce the

contract performance

 Close Contract—The job tasks and competency for this domain produce the

closed contract

4.1 Perform Contract

Form Contract is the process of executing contract requirements, managing business

relationships, ensuring quality, and managing changes. (See FIGURE 7).

The value added by this process is in:

 Monitoring risk and assessing its impact on contract performance

 Ensuring compliance with (1) contractual terms and conditions; and (2) contract

technical requirements during contract performance up to contract closeout or

termination

FIGURE 7. Competencies and Tasks for the Perform Contract Domain

4.2 Close Contract

Close Contract is the process of:

 Verifying all the requirements of the contract are satisfied

 Settling unresolved matters

 Reconciling the contract to make final payment

The value added by this process is in determining that the buyer and seller contract

obligations have all been satisfied. (See FIGURE 8).

FIGURE 8. Competencies and Tasks for the Close Contract Domain

5.0 Mission Focus

Much like the Guiding Principles, the ‘Mission Focus’ element is applicable throughout

all phases of the contract life cycle in all contract management circumstances.

Mission Focus includes on-the-job training, agency unique training, and other training

that highlights the vital link between acquisitions, mission partners, and the National

Defense Strategy focusing on strategic, operational, and tactical missions.

It highlights the importance of collaborating with Mission Partners (e.g., supported

organizations) and end users, and understanding how each requirement affects the

Mission Partner’s ability to carry out the mission.

6.0 Specialty Competencies

The Specialty Competencies are unique competencies associated with a specific skill,

function, or position.

The specialty competencies will be available on the Defense Pricing and Contracting

website.

APPENDIX A – PROFESSIONAL COMPETENCIES

Professional competencies relate to the skills, attitudes, and behaviors of contracting

professionals. These are the non-technical competencies that apply across all the

entire contracting lifecycle, and throughout the individual’s career.

The specific level of proficiency for each competency depends on the specific

requirements of the position being filled and must be determined by the employing

agency or organization.

Accountability

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.

Business Acumen

The ability to manage human, financial, and information

resources strategically. Understands industry behavior

and trends to shape smart business decisions.

Change Management

Understands the need for change and helps plan for and

accommodate it as creatively and positively as possible.

Conflict Management

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.

Continual Learning

Assesses and recognizes own strengths and weaknesses;

pursues self-development.

Creativity and

Innovation

Develops new insights into situations; questions

conventional approaches; encourages new ideas and

innovations; designs and implements new or cutting-edge

programs/processes.

Critical Thinking

Art of analyzing and evaluating thinking with a view to

improving it.

Customer Service

Anticipates and meets the needs of both internal and

external customers. Delivers high-quality products and

services; is committed to continuous improvement.

Decisiveness

Makes well-informed, effective, and timely decisions, even

when data are limited or solutions produce unpleasant

consequences; perceives the impact and implications of

decisions.

Developing Others

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.

External Awareness

Understands and keeps up to date on local, national, and

international policies and trends that affect the organization

and shape stakeholders' views; is aware of the

organization's impact on the external environment.

Flexibility

Is open to change and new information; rapidly adapts to

new information, changing conditions, or unexpected

obstacles.

Influencing/Negotiating

Persuades others; builds consensus through give and

take; gains cooperation from others to obtain information

and accomplish goals.

Integrity/Honesty

Behaves in an honest, fair, and ethical manner. Shows

consistency in words and actions. Models high standards

of ethics.

Interpersonal Skills

Treats others with courtesy, sensitivity, and respect.

Considers and responds appropriately to the needs and

feelings of different people in different situations.

Leveraging Diversity

Fosters an inclusive workplace where diversity and

individual differences are valued and leveraged to achieve

the vision and mission of the organization.

Oral Communication

Makes clear and convincing oral presentations. Listens

effectively; clarifies information as needed.

Partnering

Develops networks and builds alliances; collaborates

across boundaries to build strategic relationships and

achieve common goals.

Political Savvy

Identifies the internal and external politics that impact the

work of the organization. Perceives organizational and

political reality and acts accordingly.

Problem Solving

Identifies and analyzes problems; weighs relevance and

accuracy of information; generates and evaluates

alternative solutions; makes recommendations.

Public Service

Motivation

Shows a commitment to serve the public. Ensures that

actions meet public needs; aligns organizational objectives

and practices with public interests.

Relationship

Management

Understand the role of each functional member on the

acquisition team to communicate, collaborate, and resolve

conflict; fosters an environment of transparency and

teamwork where all team members contribute to the

mission.

Resilience

Deals effectively with pressure; remains optimistic and

persistent, even under adversity. Recovers quickly from

setbacks.

Risk Management

Knowledge of the principles, methods, and tools used for

risk assessment and mitigation, including assessment of

failures and their consequences.

Strategic Thinking

Formulates objectives and priorities, and implements plans

consistent with the long-term interest of the organization in

a global environment. Capitalizes on opportunities and

manages risks.

Teambuilding

Inspires and fosters team commitment, spirit, pride, and

trust. Facilitates cooperation and motivates team members

to accomplish group goals.

Technical Credibility

Understands and appropriately applies principles,

procedures, requirements, regulations, and policies related

to specialized expertise.

Technology

Management

Keeps up-to-date on technological developments. Makes

effective use of technology to achieve results. Ensures

access to and security of technology systems.

Understanding Industry

Knowledge of industry perspectives and motivations.

Vision

Takes a long-term view and builds a shared vision with

others; acts as a catalyst for organizational change.

Influences others to translate vision into action.

Written Communication

Writes in a clear, concise, organized, and convincing

manner for the intended audience.

APPENDIX B – EXAMPLES

The following list provides examples of competency-based assessments for an entry-

level contracting professional. These assessments will help manage employee

performance, and aid in workforce planning, training, and individual development.

1) Acquisition Workforce Qualification Initiative (AWQI)

Website: https://www.dau.edu/tools/awqi

Description: AWQI is an employee development tool used to identify job specific gaps in

experience, allow for identification of on-the-job developmental opportunities, and

capture demonstrated acquisition experience.

2) On-the-Job Training (OJT) Plan for Contracting Professionals

Website: https://www.dau.edu/tools/t/On-the-Job-Training-(OJT)-Plan-for-Contracting-

ProfessionalsDescription: The OJT Plan outlines sample tasks that align to the

contracting competencies. It will help new entrants in the contracting workforce develop

the necessary skill base needed to function effectively in contracting.

3) Sample narrative for an entry-level contracting professional

MISSION-FOCUS

 Is aware of Basic Component Doctrine, to include the following:

o Applications of air/land/sea/space power (unique to each component)

o The overall component mission and how it supports the National Defense

Strategy

o The mission/vision statements of the organization (contracting office) and its

higher echelon organizations, as well as how they relate to the

service/component mission and National Defense Strategy

The AWQI needs be updated to reflect the new Contracting Competency Model approved by the DoD

Senior Procurement Executives on 3 April 2020. AWQI was an action directed by the Under Secretary of

Defense for Acquisition, Technology, and Logistics in a memorandum titled “Implementation Directive for

Better Buying Power 2.0 – Achieving Greater Efficiency and Productivity in Defense Spending,” issued on

April 24, 2013. DAU was directed to initiate by September 1, 2013, the action to develop new standards

for the acquisition workforce that include qualifications through on-the-job experiences in roles of

increasing responsibility.

The OJT tool needs to be updated to reflect the new Contracting Competency Model approved by the

DoD Senior Procurement Executives on 3 April 2020. The OJT tool was developed by the Panel on

Contracting Integrity established by Section 813 of the John Warner National Defense Authorization Act

for Fiscal Year 2007. A memorandum titled “Contracting On-the-Job Training Tool,” issued by the

Director, Defense Procurement and Acquisition Policy [now Defense Pricing and Contracting] on 5

December 2011, stated the OJT tool may be used by the Components in developing an OJT Program

and/or Individual Development Plan.

Based on the Air Force “gold standards” for contracting professionals, issued in September 2019. The

Air Force “gold standards” are a consolidated list of competencies (i.e., set of knowledge, skills, and

abilities) and associated proficiency levels for peak performance in a position. They represent the highest

level of proficiency normally associated with key tasks for that position. The “gold standards” enable

individuals to identify how to succeed in a position, which includes creating an Individual Development

Plan that features one’s personalized training gap analysis.

 Is aware of the importance of collaborating with Mission Partners (e.g., supported

organizations) and end users, and understanding how each requirement impacts

the Mission Partner’s ability to carry out the mission

 Is aware of how acquisition tools and strategies can be best tailored to meet

mission needs)

LEADERSHIP

Personal Level:

 Demonstrates a commitment to living the component Core Values

 Demonstrates grit/tenacity and consistency in finishing tasks, taking

ownership and holding oneself accountable to the results, while maintaining

personal resiliency

 Is aware of when to follow and when to lead

 Is aware of the tasks that matter most and the value of staying flexible due to

changing priorities

 Demonstrates proactive leadership of career development:

o Completes required training

o Maximizes learning opportunities and diversity of work in each position

o Thinks critically about one’s own professional development needs (including

strengths, opportunities, gaps) to create strategic personal goals and a plan

to achieve them

o Actively seeks mentors

People/Team Level:

 As an active member of an integrated team, is aware of the following:

o Ways to include, motivate, and encourage others to accomplish the mission

o The value of diverse input from multi-functional team members, industry

partners, Mission Partners, and other stakeholders, while striving for

synergy among all parties

 As part of the decision-making process, demonstrates the ability to:

o Identify one or more courses of action that make good business sense

o Identify and calculate the risks of the various course(s) of action

Organizational Level:

 Demonstrates an understanding of and willingness to contribute to the National

Defense Strategy and the component Contracting Strategic Vision

 Is aware of what makes the organization successful or unsuccessful and

contributes to its success

BUSINESS ACUMEN

 Is aware of fundamental business concepts:

o Competition, commercial items, economies of scale, cash flow, risk vs.

reward, supply and demand, return on investment, opportunity cost, and

creating shareholder value

o How to analyze and leverage the 4 basic financial statements: Balance

Sheet, Income Statement, Cash Flow Statement, Statement of Owner’s

Equity

 Is aware of the market/industry:

o Market trends and concerns that impact key industry suppliers (e.g., changes

in technology, changes in raw material price trends, local/regional/global

trends, industry expansion/consolidation, the component’s

strengths/weaknesses in the marketplace, changing foreign policy, shortages

and interruptions due to contingency or incident, mergers and acquisition to

include foreign firms, supply chain, and cyber security) may be used at the

discretion of the Components in developing an OJT Program and/or Individual

Development Platy, etc.

o How to use various sources of business and market intelligence in

performing market research in performing market research

 Is aware of the industry partner (in sole source environments):

o Core business activities, potential competitors, and organizational structure (to

include reporting structure and who holds decision authority)

o The interests and motivations that inform the company’s decisions (e.g.,

motives and aspirations in the market, how the industry partner views the

component as a buyer, the industry partner’s dependence on the component,

the component’s dependence on the industry partner, etc.)

 Is aware of how to apply good business judgment in acquisitions:

o Understands inherent tradeoffs between cost, schedule, and performance in

delivering agility

o Understands how business, market, and industry partner insights can be used

to recommend more effective acquisition strategies, negotiations, and

contracts to the CO

o Understands “trade space” and how alternate incentives (financing, terms &

conditions, cost and profit/fee tradeoffs) can motivate contractors to settle

negotiations

RELATIONSHIP MANAGEMENT

Communication:

 Is aware of active listening techniques (both verbal and non-verbal), such as

asking questions for better understanding

 Demonstrates the ability to write and speak in a clear, accurate, and professional

manner

 Is aware of appropriate ways of communicating in meetings and with various

audiences (team members, supervisors, senior leaders, etc.)

Collaboration:

 Is aware of each functional member’s role on the acquisition team and values

working together to accomplish the mission

 Demonstrates a commitment to collaborating with others by:

o Forming positive working relationships with coworkers from at least one other

section or branch

o Understanding the role of advisory organizations (Policy, Legal, Pricing, Small

Business, ACE, DCMA, DCAA, etc.)

o Some participation in networking events, to include conferences, NCMA

activities, or other local events

Emotional Intelligence:

 Is aware of ways to both assess and control one’s emotions (i.e. self-

awareness and self- management)

 Demonstrates social awareness by showing empathy towards others, detecting

motivations for behavior, and appropriately responding to others’ needs

Conflict Resolution:

 Demonstrates the ability to resolve personal conflict at the lowest level

possible and in a constructive manner; knows when to engage Team Lead,

CO, or Supervisor (e.g. resolution not effective, complex issue,

health/welfare/safety issues, etc.)

CRITICAL THINKING

 Demonstrates an ability to perform the following critical thinking skills:

o Review a request, statement, or experience and make sense of the meaning

behind it (interpretation)

o Analyze an idea or claim to figure out its assumptions, arguments, logic and/or

critical path (analysis) and determine whether the claim or idea is credible and

viable as a result (evaluation)

o Examine evidence to draw logical conclusions and develop new

alternatives as necessary (inference)

o Clearly and concisely present the rationale and arguments that led to a

certain conclusion (explanation)

o Keep an open mind on potential solutions and eliminate personal biases (self-

regulation)

 Is aware of how critical thinking skills can be applied to solve problems and make

better business decisions

 Is aware of the difference between doing things right (efficiently) and doing

the right things (effectively); begins investigating ways to work more efficiently

and effectively

TECHNICAL SKILLS

Cradle to Grave Technical Skills:

 In planning for acquisitions:

o Demonstrates understanding of the various acquisition vehicles (e.g., FAR-

based, Other Transactions, Commercial Solutions Openings, assistance

instruments, etc.) and contract types that could fulfill Mission Partner

requirements

o Demonstrates understanding of methods to expedite acquisitions (e.g.,

simplified acquisition procedures, commercial items, existing contractual

vehicles, mandatory sources, MAC IDIQs, delegations, etc.)

o Demonstrates understanding of market research tools, websites, industry

engagement techniques, and strategic sourcing/category management

o Demonstrates understanding of the process for executing sole-source pre-

contract actions (e.g., J&A, etc.)

o Is aware of methods to streamline competitive acquisition and achieve best

value (e.g., focusing on key evaluation discriminators, meaningful tradeoffs,

gates, etc.) in the context of FAR 15 Source Selection and FAR 16.5 Fair

Opportunity Ordering

 During the pre-award phase:

o Demonstrates the ability to prepare for and execute interest-based

negotiations, including use of Weighted Guidelines for fee/profit

calculations

o Demonstrates knowing when and how to perform price and cost analysis

o Demonstrates the ability to properly evaluate, as well as guide Mission

Partners through evaluation, based on a solicitation’s stated evaluation criteria

o Demonstrates the ability to consider relevant contractual requirements for

each action (e.g., clauses, terms and conditions, funding requirements,

coordination, file documentation, etc.)

o Demonstrates the ability to gain proper business and contract clearance

approvals

 After contract award:

o Is aware of methods to oversee contractor performance, to include

maintaining relationships with Contracting Officer Representatives,

inspection/acceptance procedures, and functions within PIEE (WAWF)

o Is aware of potential areas of concern that require resolution (e.g., non-

performance, Requests for Equitable Adjustment, claims, other disputes,

etc.)

o Demonstrates the ability to properly account for funds obligated, invoiced,

and paid against a contract vehicle

o Demonstrates the ability to perform contract modifications and contract

closeout

Policy/Guidance/Tools Currency:

 Demonstrates the ability to research policy, guidance, and regulations, and

determine applicability

 Demonstrates the ability to use the contracting writing system

 Demonstrates the ability to use data from business intelligence tools to make

acquisition decision and promote strategic enterprise solutions