+-----------------------------------------------------------------------+
| +------------------------------------------------------------------+  |
| | **Financial Manager, GS- 0501-13**                               |  |
| +------------------------------------------------------------------+  |
| |   -------------------------------------------------------------  |  |
| |                                                                  |  |
| |   **NCC: 624-01**                                                |  |
| |                                                                  |  |
| |   -------------------------------------------------------------  |  |
| +------------------------------------------------------------------+  |
| | **Position Number:** GS-03-0340                                  |  |
| +------------------------------------------------------------------+  |
| | **Introductory Statement:** As the Project Financial Manager     |  |
| | (budget, finance, pricing), the incumbent reports to the Deputy  |  |
| | Project Manger for Resources (DPM/R) as a fully functional       |  |
| | member of his/her business support team. The incumbent supplies  |  |
| | financial management expertise to the establishment of technical |  |
| | program objectives and is responsible for applying financial     |  |
| | management techniques to the accomplishment of those objectives. |  |
| +------------------------------------------------------------------+  |
| | **Performs Budget Execution Activities 30%**                     |  |
| +------------------------------------------------------------------+  |
| | Evaluates relationships between major agency administered        |  |
| | program changes and the financial state of the organization.     |  |
| | Takes action to ensure adequate funds for project coverage.      |  |
| | Works with other GSFC business entities to consolidate data for  |  |
| | viable overview of the financial status of the project.          |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Follows allotment to the facility in accordance with the Fiscal  |  |
| | Plan. Distributes cost ceilings to management officials          |  |
| | responsible for programs, maintains accounting records to        |  |
| | prevent over-obligation, and periodically analyzes funds to      |  |
| | identify possible trends which may result in surplus or shortage |  |
| | of funds.                                                        |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Reviews and coordinates accounting records and prepares          |  |
| | apportionments, allocations, and operating budgets. Monitors,    |  |
| | tracks, and reports on program obligations. Assures that program |  |
| | funding data is entered into agency financial system correctly.  |  |
| | Conducts annual year-end closing activities and reconciles with  |  |
| | accounting records.                                              |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Analyzes, evaluates, recommends, and revises annual supplemental |  |
| | requests for all working capital fund accounts.                  |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Participates in setting objectives with senior managers to meet  |  |
| | short and long term budget needs of the organization\'s programs |  |
| | and assists in establishment of activity schedules to meet       |  |
| | planned objectives.                                              |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Prepares a monthly status of funds for submission to senior      |  |
| | management. Prepares a quarterly status of funds for submission  |  |
| | to the executive staff.                                          |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | **Performs Financial Control Activities 25%**                    |  |
| +------------------------------------------------------------------+  |
| | Works with resources staff on difficult and complex fund control |  |
| | activities impacting substantive mission-oriented programs       |  |
| | and/or projects. Reviews, analyzes, and reports on various       |  |
| | project subsystem areas. Identifies accounting changes, resource |  |
| | control functions, and operating level problems to ensure funds  |  |
| | are efficiently controlled and financial records accurately      |  |
| | reflect the status of the project\'s financial condition.        |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Develops resources data for presentations or reports on          |  |
| | financial goals, objectives, and information to meet             |  |
| | programmatic, budgetary, and management initiatives.             |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Applies expert knowledge of resource control functions to solve  |  |
| | controversial problems in financial reporting and accounting     |  |
| | systems ensuring that requirements are met in accordance with    |  |
| | laws, regulations, and standards. Develops, evaluates, and       |  |
| | recommends options and implements approved changes to improve    |  |
| | accounting process to satisfy regulatory requirements, maintain  |  |
| | adequate internal controls, and capture useful, reliable, and    |  |
| | meaningful financial information.                                |  |
| +------------------------------------------------------------------+  |
| | **Presents Budget Estimates and Justifications 15%**             |  |
| +------------------------------------------------------------------+  |
| | Consolidates and validates input from subordinate levels for the |  |
| | presentation of the budget. Oversees the compilation of          |  |
| | materials. Working with the Project Manager or Deputy Project    |  |
| | Manager for Resources, coordinates the presentation of and       |  |
| | presents annual and long-range budgets for the substantive and   |  |
| | supporting programs and/or projects.                             |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Effectively presents budget proposals to senior officials to     |  |
| | approve requested funding. Participates in various levels of     |  |
| | budget reviews, including reviews by Center general management   |  |
| | and by executive level management at NASA Headquarters.          |  |
| +------------------------------------------------------------------+  |
| | **Performs Cost Accounting Functions 15%**                       |  |
| +------------------------------------------------------------------+  |
| | Serves as a technical expert, providing guidance related to      |  |
| | general cost accounting procedures. Ensures full and proper      |  |
| | utilization of cost accounting functions, including analyses and |  |
| | reconciliations, financial reporting assignments, accounting     |  |
| | control, obligations and cost documents reviews, agency systems  |  |
| | implementation, and procedure development and implementation.    |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Maintains integrity of the cost reporting at the project level.  |  |
| | Ensures accuracy and completeness of product standard costs.     |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Supports planning, purchasing, order entry, productions,         |  |
| | management, and finance through costing and analysis.            |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Applies specialized cost accounting knowledge to solve           |  |
| | controversial problems in financial reporting, developing        |  |
| | accounting system changes, and ensuring all reporting            |  |
| | requirements are met in accordance with laws, regulations, and   |  |
| | standards.                                                       |  |
| +------------------------------------------------------------------+  |
| | **Prepares Budget Estimates and Justifications for Internal      |  |
| | Agency Programs 15%**                                            |  |
| +------------------------------------------------------------------+  |
| | Formulates a consolidated Program Operating Plan (POP) budget    |  |
| | for important, substantive departmental/division programs and/or |  |
| | projects on both a long and short-term basis. Provides expert    |  |
| | advice and guidance to program and line managers on the          |  |
| | interpretation of budget estimates, the formulation of budget    |  |
| | requests and modifications thereto in support of multi-year      |  |
| | development of major space projects.                             |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Interprets NASA, Office of Management and Budget (OMB), and      |  |
| | Congressional policies or regulations for the justification and  |  |
| | submission of budget estimates. Coordinates budgetary actions    |  |
| | with NASA Headquarters and other organizations and levels of     |  |
| | management.                                                      |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Reviews long-range budgetary and program requirements to assure  |  |
| | their conformance with established Agency policies and intent to |  |
| | Congress. Develops an optimum budget, justification, supporting  |  |
| | materials, and historical statements for providing the best      |  |
| | possible review of Project needs. Determines the time-phasing of |  |
| | budget plans (e.g., acquisition and use of funds) to coincide    |  |
| | with payments to contractors in development, procurement, or     |  |
| | modification of systems. Prepares/edits justifications for       |  |
| | funding needs.                                                   |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | ADDITIONAL PROJECT DUTIES                                        |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Serves as a financial consultant and advisor participating in    |  |
| | management and technical working groups and special ad hoc       |  |
| | advisory panels as may be necessary for expediting solutions to  |  |
| | spacecraft or space vehicle development problems.                |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Serves as a member of Source Selection Committees and Source     |  |
| | Evaluation Boards as assigned. Prepares in-house cost estimates  |  |
| | and work breakdown structures. Evaluates offerors\' cost         |  |
| | proposals and provides recommendations for establishing          |  |
| | cost/price objectives for contract negotiations.                 |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | In addition to supervision of and involvement of the financial   |  |
| | activities of the Project, the incumbent is responsible for: (a) |  |
| | personal review and analysis of the progress of the financial    |  |
| | activities toward Project objectives; (b) recommendations as to  |  |
| | adjustments in financial staffing necessary to most effectively  |  |
| | accomplish the Project mission; and (c) participation in         |  |
| | responses to audit and other inquiries by various activities     |  |
| | such as NASA Audit, GAO, Center Management and NASA Headquarters |  |
| | Program Management.                                              |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Frequently acts for or speaks for the DPM/R on financial         |  |
| | matters.                                                         |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Interfaces with the Procurement Operations Directorate to        |  |
| | provide adequate and trained personnel to enhance the            |  |
| | effectiveness of the financial capability of the Project.        |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Performs required travel.                                        |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | **Factor 1- 8   Knowledge Required by the Position**             |  |
| +------------------------------------------------------------------+  |
| | Knowledge of the Federal budget process and the NASA             |  |
| | planning/programming/budgeting system in order to develop        |  |
| | long-range, multiyear budgetary plans to support the             |  |
| | development, acquisition, and launch of a major flight segment   |  |
| | and ground segment.                                              |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Knowledge of all operating programs, functions, and objectives   |  |
| | of NASA, and a thorough knowledge of the functions and           |  |
| | objectives of the Program or Project.                            |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Skill in applying the Agency?s policies, regulations, and        |  |
| | guidelines to develop budgetary plans for a significant Research |  |
| | and Development (R&D) program involving major contractors and    |  |
| | extensive dealings with other government agencies, taking into   |  |
| | account the effect of changing economic and fiscal policies.     |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Skills also used to evaluate contractor proposals and contractor |  |
| | cost reports.                                                    |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Knowledge of the concepts, theories, principles, and practices   |  |
| | of cost and pricing analysis, budgetary control, and financial   |  |
| | analysis. Includes a firm foundation in legal principles         |  |
| | governing business transactions and business relationships.      |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Knowledge of NASA and GSFC policies, procedures, and regulations |  |
| | applicable to project management and financial disciplines.      |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Ability to communicate orally and in writing.                    |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Knowledge of basic engineering theories and practices to         |  |
| | understand the process of instrument and spacecraft hardware     |  |
| | development and the planned scientific accomplishments of the    |  |
| | science instruments.                                             |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | **Factor 2- 4   Supervisory Controls**                           |  |
| +------------------------------------------------------------------+  |
| | The supervisor makes assignments, outlining overall objectives   |  |
| | and the resources available. The incumbent is responsible for    |  |
| | planning and carrying out the assignment, directing or           |  |
| | coordinating the work of others in the profession, resolving     |  |
| | most conflicts that arise, developing changes in the plan and    |  |
| | methodology, and interpreting policy on own initiative.          |  |
| | Completed work is reviewed for soundness of overall approach,    |  |
| | effectiveness in meeting requirements, and workability of any    |  |
| | recommendations.                                                 |  |
| +------------------------------------------------------------------+  |
| | **Factor 3- 4   Guidelines**                                     |  |
| +------------------------------------------------------------------+  |
| | Financial management policies concerning the assignment are      |  |
| | consistent with past practice, but are stated in terms of goals  |  |
| | to be accomplished rather than outlining the approach to be      |  |
| | taken to achieve desired goals. Usually an assignment is not     |  |
| | precedented by a previous similar effort. Available guidelines   |  |
| | are stated in general terms. The incumbent develops new methods  |  |
| | or criteria for acquiring information, analyzing data,           |  |
| | developing solutions, and presenting findings.                   |  |
| +------------------------------------------------------------------+  |
| | **Factor 4- 5   Complexity**                                     |  |
| +------------------------------------------------------------------+  |
| | The work involves the financial analysis of complex,             |  |
| | interrelated, and multi-faceted issues. Options,                 |  |
| | recommendations, and conclusions take into account and give      |  |
| | weight to uncertainties about data and other variables which     |  |
| | affect long-range performance. Work at this level is             |  |
| | characterized by (a) intensive efforts in planning,              |  |
| | coordination, or problem definition, or (b) intensive efforts in |  |
| | problem solving or analysis for an area where the incumbent      |  |
| | functions as a designated authority. Programs and systems under  |  |
| | review are broad in scope, complex, and interrelated. When       |  |
| | functioning as a designated authority in a specialty area, the   |  |
| | incumbent addresses problems that have been referred by other    |  |
| | staff, or otherwise functions in an advisory capacity. Decisions |  |
| | regarding what needs to be done are complicated by the extreme   |  |
| | diversity of functional program and operations and their related |  |
| | control systems, the conflicting requirements inherent in issues |  |
| | when addressing major agency programs, or the need to establish  |  |
| | criteria when advising others.                                   |  |
| +------------------------------------------------------------------+  |
| | **Factor 5- 4   Scope and Effect**                               |  |
| +------------------------------------------------------------------+  |
| | The purpose of the work is to provide guidance in the            |  |
| | implementation of law, regulations, and principles of payment.   |  |
| | The reports provide recommendations such as modifying financial  |  |
| | management systems, workflow, or lines of authority. The work    |  |
| | affects the financial management systems and programs throughout |  |
| | the organization and/or the regulated industries or other        |  |
| | organizations with which the agency conducts business.           |  |
| +------------------------------------------------------------------+  |
| | **Factor 6- 3   Personal Contacts**                              |  |
| +------------------------------------------------------------------+  |
| | Personal contacts are with officials, managers, professionals,   |  |
| | and employees and executives of other agencies and outside       |  |
| | organizations. Typical of these contacts are representatives of  |  |
| | contractors, lawyers and staff of business firms,                |  |
| | administrators, and representatives of state and local           |  |
| | governments or other Federal agencies.                           |  |
| +------------------------------------------------------------------+  |
| | **Factor 7- 3   Purpose of Contacts**                            |  |
| +------------------------------------------------------------------+  |
| | The purpose of contacts is to influence others to accept         |  |
| | critical or controversial observations, findings, and            |  |
| | recommendations. Other contacts are to persuade managers and     |  |
| | subject-matter experts or others on such matters as the use of   |  |
| | alternative methods, the allocation of limited resources, or a   |  |
| | particularly controversial interpretation of program policy.     |  |
| | Often the contacts are strong adherents of opposing views and    |  |
| | are influential.                                                 |  |
| +------------------------------------------------------------------+  |
| | **Factor 8- 1   Physical Demands**                               |  |
| +------------------------------------------------------------------+  |
| | The work is principally sedentary.                               |  |
| +------------------------------------------------------------------+  |
| | **Factor 9- 1   Work Environment**                               |  |
| +------------------------------------------------------------------+  |
| | The work is usually performed in an office setting.              |  |
| +------------------------------------------------------------------+  |
+-----------------------------------------------------------------------+

+-----------------------------------------------------------------------+
| +------------------------------------------------------------------+  |
| | **Financial Manager, GS- 0501-14**                               |  |
| +------------------------------------------------------------------+  |
| |   -------------------------------------------------------------  |  |
| |                                                                  |  |
| |   **NCC: 624-01**                                                |  |
| |                                                                  |  |
| |   -------------------------------------------------------------  |  |
| +------------------------------------------------------------------+  |
| | **Position Number:** GS-03-0341                                  |  |
| +------------------------------------------------------------------+  |
| | **Introductory Statement:** As the Project Financial Manager     |  |
| | (budget, finance, pricing), the incumbent reports to the Deputy  |  |
| | Project Manger for Resources (DPM/R) as a fully functional       |  |
| | member of his/her business support team. The incumbent supplies  |  |
| | financial management expertise to the establishment of technical |  |
| | program objectives and is responsible for applying financial     |  |
| | management techniques to the accomplishment of those objectives. |  |
| +------------------------------------------------------------------+  |
| | **Forecasts Funds Usage for Financial Staff Services 40%**       |  |
| +------------------------------------------------------------------+  |
| | Agency expert on analyzing and resolving complex issues related  |  |
| | to the financial aspects of network-wide programs and/or         |  |
| | projects. Prepares resource recommendations for program/project  |  |
| | managers as appropriate. Projects complex financial data to      |  |
| | provide program/project managers with an overall financial       |  |
| | status of the program/project.                                   |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Provides timely financial advice required to make effective      |  |
| | decisions and provide for proper program/project planning.       |  |
| | Contributes financial advice applicable to all stages of         |  |
| | planning, policy formulations, and decision making.              |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Interprets NASA, Office of Management and Budget (OMB), and      |  |
| | Congressional policies or regulations for the justification and  |  |
| | submission of financial estimates. Coordinates financial actions |  |
| | with NASA Headquarters and other organizations and levels of     |  |
| | management.                                                      |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Reviews long-range financial and program requirements to assure  |  |
| | their conformance with established Agency policies and intent to |  |
| | Congress.                                                        |  |
| +------------------------------------------------------------------+  |
| | **Presents Budget Estimates and Justifications 25%**             |  |
| +------------------------------------------------------------------+  |
| | Devises effective strategies for soliciting funding for a        |  |
| | program/project. Directs the compilation of data and materials   |  |
| | deemed necessary to present strategies. Studies the materials    |  |
| | and ensures strategies have been implemented and that            |  |
| | agency/enterprise priorities and objectives have been addressed. |  |
| | Effectively presents budget to senior management.                |  |
| +------------------------------------------------------------------+  |
| | Presents the budget for the organization to senior managers of   |  |
| | the program/project and headquarter officials as necessary.      |  |
| | Develops strategy for presenting the budget for important        |  |
| | substantive programs and/or projects, if applicable. Makes       |  |
| | recommendations that follow detailed analysis and consideration  |  |
| | of program/project requirements in relation to budgetary         |  |
| | requirements, policies, and methods, and sources and types of    |  |
| | funding.                                                         |  |
| +------------------------------------------------------------------+  |
| | **Performs Budget Execution Activities 20%**                     |  |
| +------------------------------------------------------------------+  |
| | Evaluates relationships between major agency administered        |  |
| | program changes and the financial state of the program/project.  |  |
| | Takes action to ensure adequate funds are available for          |  |
| | program/project coverage. Consolidates data for viable overview  |  |
| | of the financial status of operations of the program or project. |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Distributes funds to supporting organizations, analyzes actual   |  |
| | expenses as compared to plans, makes projections and indicates   |  |
| | what adjustments in plans will be necessary to maintain          |  |
| | equitable program balance.                                       |  |
| +------------------------------------------------------------------+  |
| | Performs budget execution work involving the most difficult fund |  |
| | control activities including adapting new budgetary policies and |  |
| | analytical methods, as appropriate. Projects and analyzes the    |  |
| | potential effects of budgetary actions on program/project        |  |
| | viability and attainment of program/project objectives.          |  |
| | Evaluates the reactions of fund granting and approving officials |  |
| | to budget proposals.                                             |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Monitors and reports on the rate of expenditures of funds.       |  |
| | Notifies management officials of trends toward over- and under-  |  |
| | obligation of funds. Recommends approval or disapproval of       |  |
| | requests for allotments and other similar funding requests.      |  |
| | Considers financial and workload relationship that involve       |  |
| | several matters such as the cost of supporting the needs of the  |  |
| | changing agency mission and programs; the timing of obligations  |  |
| | and expenditures in relations to the budget cycle and            |  |
| | availability of funds; and the cost effectiveness of leasing or  |  |
| | buying.                                                          |  |
| +------------------------------------------------------------------+  |
| | **Performs Cost Accounting Functions 15%**                       |  |
| +------------------------------------------------------------------+  |
| | Provides expert advice in a specialized area of cost accounting  |  |
| | requiring the development and implementation of cost accounting  |  |
| | policies, procedures, and reports.                               |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Ensures cost accrual adequacy, identifies accounting and         |  |
| | budgetary problems, and develops and maintains progressive       |  |
| | fiscal management techniques and practices. Reviews legislation  |  |
| | and regulations to advise program managers and other accountants |  |
| | on unusual and difficult accounting operational problems, when   |  |
| | appropriate.                                                     |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Conducts studies for special projects including the review,      |  |
| | analysis, and validation of subsystem financial data. Works with |  |
| | accounting department to resolve accounting discrepancies in     |  |
| | reported data. Applies cost accounting standards and principles  |  |
| | to ensure full and proper utilization of cost accounting         |  |
| | functions, including analyses and reconciliations, and financial |  |
| | reporting assignments.                                           |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Plans, directs, coordinates, and leads the reporting of costs.   |  |
| | Provides advice to management on satisfying regulatory           |  |
| | requirements, saving money, reprogramming funds, or improving    |  |
| | cost operations.                                                 |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | OTHER PROJECT DUTIES                                             |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Serves as a financial consultant and advisor participating in    |  |
| | management and technical working groups and special ad hoc       |  |
| | advisory panels as may be necessary for expediting solutions to  |  |
| | spacecraft or space vehicle development problems.                |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Serves as a member of Source Evaluation Board Business           |  |
| | Management Committee as assigned.                                |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | In addition to supervision of and involvement of the financial   |  |
| | activities of the Project, the incumbent is responsible for: (a) |  |
| | personal review and analysis of the progress of the financial    |  |
| | activities toward Project objectives; (b) recommendations as to  |  |
| | adjustments in financial staffing necessary to most effectively  |  |
| | accomplish the Project mission; and (c) participation in         |  |
| | responses to audit and other inquiries by various activities     |  |
| | such as NASA Audit, GAO, Center Management and NASA Headquarters |  |
| | Program Management.                                              |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Frequently acts for or speaks for the DPM/R on financial         |  |
| | matters.                                                         |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Interfaces with the Procurement Operations Directorate to        |  |
| | provide adequate and trained personnel to enhance the            |  |
| | effectiveness of the financial capability of the Project.        |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Performs required travel.                                        |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | **Factor 1- 8   Knowledge Required by Position**                 |  |
| +------------------------------------------------------------------+  |
| | Knowledge of financial skills and techniques to accomplish       |  |
| | program objectives.                                              |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Ability to plan, direct, and coordinate a budget and accounting  |  |
| | program and to provide service thereon.                          |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Knowledge of the techniques, methods, and procedures used in     |  |
| | budget preparation and the establishment of accounting records   |  |
| | in accordance with generally accepted accounting principles.     |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
| +------------------------------------------------------------------+  |
| | Ability to meet established financial and resources objectives.  |  |
| +------------------------------------------------------------------+  |
| |                                                                  |  |
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| | Ability to analyze and review recommended budget estimates.      |  |
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| |                                                                  |  |
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| | Experience in budget administration.                             |  |
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| |                                                                  |  |
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| | Ability to communicate effectively, orally and in writing.       |  |
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| |                                                                  |  |
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| |                                                                  |  |
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| |                                                                  |  |
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| | **Factor 2- 5   Supervisory Controls**                           |  |
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| | As a recognized financial management authority, the employee is  |  |
| | subject only to administrative and policy direction concerning   |  |
| | overall program priorities and objectives. The employee is       |  |
| | typically delegated complete responsibility and authority to     |  |
| | plan, schedule, and carry out major financial management         |  |
| | programs. Program guidance, policies, and implementation         |  |
| | strategies are normally reviewed by management officials only    |  |
| | for potential influence on broad agency policy objectives and    |  |
| | program goals. Findings and recommendations are normally         |  |
| | accepted without significant change.                             |  |
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| | **Factor 3- 5   Guidelines**                                     |  |
| +------------------------------------------------------------------+  |
| | Guidelines consist of general financial policy statements for    |  |
| | the program and may include reference to pertinent legislative   |  |
| | history, related court decisions, state and local laws, or       |  |
| | policy initiatives of agency management. The employee uses       |  |
| | judgment and discretion in determining intent, and in            |  |
| | interpreting and revising existing policy and regulatory         |  |
| | guidance for use by others within or outside the employing       |  |
| | organization. The employee is recognized as an expert in the     |  |
| | development and/or interpretation of guidance on financial       |  |
| | management.                                                      |  |
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| | **Factor 4- 5   Complexity**                                     |  |
| +------------------------------------------------------------------+  |
| | The work involves the financial analysis of complex,             |  |
| | interrelated, and multi-faceted issues. Options,                 |  |
| | recommendations, and conclusions take into account and give      |  |
| | weight to uncertainties about data and other variables which     |  |
| | affect long-range performance. Work at this level is             |  |
| | characterized by (a) intensive efforts in planning,              |  |
| | coordination, or problem definition, or (b) intensive efforts in |  |
| | problem solving or analysis for an area where the incumbent      |  |
| | functions as a designated authority. Programs and systems under  |  |
| | review are broad in scope, complex, and interrelated. When       |  |
| | functioning as a designated authority in a specialty area, the   |  |
| | incumbent addresses problems that have been referred by other    |  |
| | staff, or otherwise functions in an advisory capacity. Decisions |  |
| | regarding what needs to be done are complicated by the extreme   |  |
| | diversity of functional program and operations and their related |  |
| | control systems, the conflicting requirements inherent in issues |  |
| | when addressing major agency programs, or the need to establish  |  |
| | criteria when advising others.                                   |  |
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| | **Factor 5- 5   Scope and Effect**                               |  |
| +------------------------------------------------------------------+  |
| | Analyzes and evaluates major financial aspects of substantive,   |  |
| | mission-oriented programs. Develops long-range financial plans,  |  |
| | goals, objectives, and milestones or evaluates the effectiveness |  |
| | of financial management efforts within the network of financial  |  |
| | organizations assigned. Identifies and develops ways to resolve  |  |
| | problems or cope with issues which directly affect the           |  |
| | accomplishment of principal program goals and objectives.        |  |
| | Develops new ways to resolve major financial management problems |  |
| | or plans the most significant financial management aspects of    |  |
| | professional or scientific programs. Develops administrative     |  |
| | regulations or guidelines for the conduct of program operations  |  |
| | or new criteria for measuring program accomplishments. Financial |  |
| | reports contain findings and recommendations of major            |  |
| | significance to top management of the agency.                    |  |
| +------------------------------------------------------------------+  |
| | **Factor 6- 3   Personal Contacts**                              |  |
| +------------------------------------------------------------------+  |
| | Personal contacts are with officials, managers, professionals,   |  |
| | and employees and executives of other agencies and outside       |  |
| | organizations. Typical of these contacts are representatives of  |  |
| | contractors, lawyers and staff of business firms,                |  |
| | administrators, and representatives of state and local           |  |
| | governments or other Federal agencies.                           |  |
| +------------------------------------------------------------------+  |
| | **Factor 7- 3   Purpose of Contacts**                            |  |
| +------------------------------------------------------------------+  |
| | The purpose of contacts is to influence others to accept         |  |
| | critical or controversial observations, findings, and            |  |
| | recommendations. Other contacts are to persuade managers and     |  |
| | subject-matter experts or others on such matters as the use of   |  |
| | alternative methods, the allocation of limited resources, or a   |  |
| | particularly controversial interpretation of program policy.     |  |
| | Often the contacts are strong adherents of opposing views and    |  |
| | are influential.                                                 |  |
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| | **Factor 8- 1   Physical Demands**                               |  |
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| | The work is principally sedentary.                               |  |
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| | **Factor 9- 1   Work Environment**                               |  |
| +------------------------------------------------------------------+  |
| | The work is usually performed in an office setting.              |  |
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+-----------------------------------------------------------------------+