**Entry Level Solicitation Course Work**

+--------+--------+----------------------------------------------------+
| *      | *      | **Courses**                                        |
| *Achie | *Profi |                                                    |
| vement | ciency |                                                    |
| Level  | L      |                                                    |
| E      | evel** |                                                    |
| xpecta |        |                                                    |
| tion** | **E    |                                                    |
|        | xpecta |                                                    |
|        | tion** |                                                    |
+========+========+====================================================+
|        |        | **3. Test and Evaluation**                         |
+--------+--------+----------------------------------------------------+
| 1      | 2      | **3.4. Realistic or Operational Test and           |
|        |        | Evaluation (OT&E)** - Realistic or Operational     |
|        |        | Test and Evaluation (OT&E) - Knowledge of the      |
|        |        | agency OT&E process.                               |
+--------+--------+----------------------------------------------------+
|        |        | **5. Contract Management**                         |
+--------+--------+----------------------------------------------------+
| 1      | 2      | **5.1.** Knowledge of the supervision, leadership  |
|        |        | and management processes/procedures necessary for  |
|        |        | the acquisition of supplies and services,          |
|        |        | construction, research and development;            |
|        |        | acquisition planning to include performance-based  |
|        |        | considerations; Comprehension of the following:    |
|        |        | cost and price analysis; solicitation and          |
|        |        | selection of sources; preparation, negotiation,    |
|        |        | and award of contracts; all phases of contract     |
|        |        | administration; termination options and processes  |
|        |        | for closeout of contracts; legislation, policies,  |
|        |        | regulations, and methods used 1in contracting, and |
|        |        | business and industry practices.                   |
+--------+--------+----------------------------------------------------+
| 1      | 2      | **5.2. Contract Approach** - Contract Approach -   |
|        |        | Knowledge of the processes by which the efforts of |
|        |        | the project manager and PCO and all other          |
|        |        | personnel responsible for an acquisition are       |
|        |        | integrated through a comprehensive plan for        |
|        |        | fulfilling the agency need in a timely manner and  |
|        |        | at a reasonable cost.                              |
+--------+--------+----------------------------------------------------+
|        |        | **5.3. Prepare Requirements and Support            |
|        |        | Documentation**                                    |
+--------+--------+----------------------------------------------------+
| 2      | 1      | -   **5.3.1.** Ability to participate in pre-award |
|        |        |     actions required by FAR Subpart 7.1            |
|        |        |     Acquisition Planning, and the remainder of FAR |
|        |        |     Parts 1-12 etc., considering key and complex   |
|        |        |     contract terms and conditions for the          |
|        |        |     solicitation.                                  |
+--------+--------+----------------------------------------------------+
|        |        | **5.4. Prepare and Issue Solicitation**            |
+--------+--------+----------------------------------------------------+
| 1      | 2      | -   **5.4.2** Knowledge of the process for         |
|        |        |     formulating pre-award policies, FAR (if        |
|        |        |     applicable) Parts 5 Publicizing Contract       |
|        |        |     Actions, 13 Simplified Acquisition Procedures  |
|        |        |     and 14, Sealed Bidding, etc.                   |
+--------+--------+----------------------------------------------------+
|        |        | **5.5. Perform Solicitation**                      |
|        |        |                                                    |
|        |        | Source selection is the process used in            |
|        |        | competitive, negotiated contracting to select the  |
|        |        | proposal expected to result in the best value to   |
|        |        | the Government.                                    |
+--------+--------+----------------------------------------------------+
| 1      | 2      | -   **5.5.1.** Knowledge of the process for        |
|        |        |     formulating a source selection plan that       |
|        |        |     allows for best value selection from a         |
|        |        |     competitive solicitation.                      |
+--------+--------+----------------------------------------------------+
| 1      | 2      | -   **5.5.2.** Knowledge of the process for        |
|        |        |     structuring a formal source selection process  |
|        |        |     that is commensurate to the level of           |
|        |        |     procurement action to include the Source       |
|        |        |     Selection Evaluation Board, Source Selection   |
|        |        |     Advisory Counsel/Committee, and Source         |
|        |        |     Selection Authority.                           |
+--------+--------+----------------------------------------------------+
|        |        | **5.6. Administer Contract**                       |
|        |        |                                                    |
|        |        | The process of managing the contract and the       |
|        |        | relationship between the buyer and seller,         |
|        |        | reviewing and documenting how a seller is          |
|        |        | performing or has performed to establish required  |
|        |        | corrective actions and provide a basis for future  |
|        |        | relationships with the seller, managing contract   |
|        |        | related changes, and, when appropriate, managing   |
|        |        | the contractual relationship with the outside      |
|        |        | buyer of a program/project.                        |
+--------+--------+----------------------------------------------------+
| 1      | 2      | -   **5.6.1.** Knowledge of how to support         |
|        |        |     contract administrative actions.               |
+--------+--------+----------------------------------------------------+
|        |        | **5.7. Performance Based Service Agreements**      |
+--------+--------+----------------------------------------------------+
| 1      | 1      | -   **5.7.1.** Knowledge of how to negotiate for   |
|        |        |     the required level of support at a cost        |
|        |        |     consistent with available support funding and  |
|        |        |     most appropriate for the required support.     |
+--------+--------+----------------------------------------------------+
| 4      | 1      | -   **5.7.2.** Ability to establish a negotiated   |
|        |        |     baseline of performance with operational       |
|        |        |     users, and the corresponding commercial and/or |
|        |        |     organic support providers.                     |
+--------+--------+----------------------------------------------------+
|        |        | **6. Business, Cost Estimating & Financial         |
|        |        | Management**                                       |
+--------+--------+----------------------------------------------------+
|        |        | **6.1. Financial Management**                      |
+--------+--------+----------------------------------------------------+
| 1      | 2      | -   **6.1.1** Knowledge of the forms of cost       |
|        |        |     estimating, cost analysis, reconciliation of   |
|        |        |     cost estimates, financial planning,            |
|        |        |     formulating financial projects and budgets,    |
|        |        |     budget analysis/execution, benefit-cost        |
|        |        |     analysis, Earned Value Management (EVM), and   |
|        |        |     other methods of performance measurement.      |
+--------+--------+----------------------------------------------------+
|        |        | **6.2. Business Financial Planning and             |
|        |        | Management**                                       |
+--------+--------+----------------------------------------------------+
| 5b     | 1      | -   **6.2.1** Ability to oversee application of    |
|        |        |     Total Life Cycle Systems Management (TLCSM),   |
|        |        |     or a similar concept, which requires the PM to |
|        |        |     base major decisions on system-wide analyses   |
|        |        |     and the life cycle consequences of those       |
|        |        |     decisions, and on system performance and       |
|        |        |     affordability.                                 |
+--------+--------+----------------------------------------------------+
|        |        | **6.3. Cost Estimating**                           |
+--------+--------+----------------------------------------------------+
| 1      | 2      | -   **6.3.1** Knowledge of cost estimating         |
|        |        |     processes, methods, techniques, analytical     |
|        |        |     principles, data, confidence bands,            |
|        |        |     specialized costing, application of OMB A-94,  |
|        |        |     and management applications.                   |
+--------+--------+----------------------------------------------------+
|        |        | **6.4. Earned Value Management** - A project       |
|        |        | management technique that measures forward         |
|        |        | progress objectively. EVM has the unique ability   |
|        |        | to combine measurements of technical performance   |
|        |        | (i.e., accomplishment of planned work), schedule   |
|        |        | performance (i.e., behind/ahead of schedule), and  |
|        |        | cost performance (i.e., under/over budget) within  |
|        |        | a single integrated methodology. EVM provides an   |
|        |        | early warning of performance problems while there  |
|        |        | is time for corrective action. In addition, EVM    |
|        |        | improves the definition of project scope, prevents |
|        |        | scope creep, communicates objective progress to    |
|        |        | stakeholders, and keeps the project team focused   |
|        |        | on achieving progress.                             |
+--------+--------+----------------------------------------------------+
| 1      | 2      | -   **6.4.1.** Knowledge of earned value           |
|        |        |     management (EVM) policies, methodologies, and  |
|        |        |     software for                                   |
|        |        |                                                    |
|        |        | > performance measurement of projects.             |
+--------+--------+----------------------------------------------------+
| 1      | 2      | -   **6.4.2.** Knowledge of the Integrated         |
|        |        |     Baseline Review (IBR) process.                 |
+--------+--------+----------------------------------------------------+
| 1      | 2      | -   **6.4.3.** Knowledge of techniques used to     |
|        |        |     determine effective project strategies when    |
|        |        |     EVM indicators are yellow and/or red or cross  |
|        |        |     a threshold.                                   |
+--------+--------+----------------------------------------------------+
| 1      | 0      | **6.5. Financial Reporting and Oversight -- N/A**  |
+--------+--------+----------------------------------------------------+
|        |        | **6.6.** **Debt/Vendor/Agency Programming,         |
|        |        | Planning, and Budgeting Type System (OMB A-11)** - |
|        |        | Provide                                            |
|        |        |                                                    |
|        |        | guidance on preparing the FY Budget submission and |
|        |        | include instructions on budget execution.          |
+--------+--------+----------------------------------------------------+
| 1      | 1      | -   **6.6.1.** Knowledge of how to allocate funds  |
|        |        |     within appropriation categories and how to use |
|        |        |     the funds from each appropriation.             |
+--------+--------+----------------------------------------------------+
| 1      | 1      | -   **6.6.2.** Knowledge of the                    |
|        |        |     Department/Agency's policy/instructions for    |
|        |        |     financial planning, programming, budget        |
|        |        |     development, and budget execution, OMB A-11    |
|        |        |     application, including the documentation       |
|        |        |     processes, which are employed in the           |
|        |        |     development and decision making of a           |
|        |        |     Department/Agency's total federal fiscal       |
|        |        |     activity for a given fiscal period.            |
+--------+--------+----------------------------------------------------+
|        |        | **7. Leadership Professional- These competencies   |
|        |        | provides a foundation for effective entry-level    |
|        |        | project manager-related responsibilities:**        |
+--------+--------+----------------------------------------------------+
| 1      | 3      | **7.2. Problem Solving** *-*Identifies problems;   |
|        |        | determines accuracy and relevance of information;  |
|        |        | uses sound judgment to generate and evaluate       |
|        |        | alternatives, and make recommendations.            |
+--------+--------+----------------------------------------------------+
| 5b     | 1      | **7.3. Conflict Management** - Manages and         |
|        |        | resolves conflicts, grievances, confrontations,    |
|        |        | and/or disagreements in a constructive manner to   |
|        |        | minimize negative personal impact.                 |
+--------+--------+----------------------------------------------------+
| 1      | 3      | **7.4. Interpersonal Capabilities** - Shows        |
|        |        | understanding, courtesy, tact, empathy; develops   |
|        |        | and maintains relationships; deals with difficult  |
|        |        | people; relates well to people from varied         |
|        |        | backgrounds; is sensitive to individual            |
|        |        | differences.                                       |
+--------+--------+----------------------------------------------------+
| 2      | 3      | **7.5. Resilience** - Displays fortitude when      |
|        |        | making unpopular decisions.                        |
+--------+--------+----------------------------------------------------+
| 2      | 3      | **7.6. Flexibility** - Is open to change and new   |
|        |        | information; adapts behavior or work methods in    |
|        |        | response to new information, changing conditions,  |
|        |        | or unexpected obstacle; effectively deal with      |
|        |        | ambiguity.                                         |
+--------+--------+----------------------------------------------------+
| 5a     | 3      | **7.7. 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.             |
+--------+--------+----------------------------------------------------+
| 2      | 3      | **7.8. Written Communication** -Recognizes and     |
|        |        | uses correct English grammar, punctuation, and     |
|        |        | spelling; communicates information in a succinct   |
|        |        | and organized manner, produces written information |
|        |        | that is appropriate for the intended audience.     |
+--------+--------+----------------------------------------------------+
| 5a     | 2      | **7.9. Customer Service** - Works with customers   |
|        |        | to assess needs, provide assistance, resolve       |
|        |        | problems, satisfy expectations; knows products and |
|        |        | services.                                          |
+--------+--------+----------------------------------------------------+
| 2      | 3      | **7.10. Oral Communication** - Expresses           |
|        |        | information to individuals or groups effectively,  |
|        |        | taking into account the audience and nature of the |
|        |        | information; makes clear and convincing            |
|        |        | presentations, listens to others; attends to       |
|        |        | nonverbal cues.                                    |
+--------+--------+----------------------------------------------------+

**\*Achievement Level Expectation -Expanded Definitions:**

**[1- Mainly knowledge awareness]{.underline}** -- Reading about it,
knowing about it, taking a quiz -- could demonstrate one has learned
this competency; Know what - the rules and facts of a discipline are.

**[2-Mainly skill application]{.underline}** -- Know how - the capacity
to perform a task sufficiently well to complete effectively; Need to
practice it to really prove the competency has been learned. Is able to
demonstrate doing something well.

**[3- Mainly analysis]{.underline}** -- Can see the patterns and
organize the parts and meanings of ideas. Can identify and break down
the components and see their interrelationships and interactions. Is
able to see where a combination of related items is organized into a
complex whole in which one might have to sub-optimize a part for the
whole to have greater value.

**[4-Mainly synthesis]{.underline}** -- Can integrate and discriminate
to see a bigger picture; is able to develop a new unified whole from the
combination of different ideas, objects or influences.

**[5a-Mainly evaluation]{.underline}** -- Can compare the idea and
assess the value to make choices based on reasonable arguments and
verify the value of evidence; is able to generalize and apply across
multiple platforms; can generalize.

**[5b- Mainly Focused Framing]{.underline}** -- Requires Systems
Thinking, Motivated Creativity, Discovery and Innovation, and Learned
Intuition; Know why - Understanding the interrelationship and pacing
rates of influences among key variables, Care why - the capacity to
interrelate two or more disciplines to create totally new effects,
Perceive how and why - the capacity to understand or predict
relationships that are not directly measurable.