**CIO University Learning Objectives\
Derived from Clinger-Cohen Core Competencies (Revised 2004)**

+-------------------------+--------------------------------------------+
| **Clinger-Cohen Core    | **Learning Objectives**                    |
| Competencies**          |                                            |
+-------------------------+--------------------------------------------+
| **1.0: Policy and       | *General Discussion: The CIO has one of    |
| Organizational**        | the most serious positions in the          |
|                         | government and must be able to talk to an  |
|                         | extremely wide range of people. They work  |
|                         | in a fast-changing environment             |
|                         | (technology, legislation, policy, and      |
|                         | politics) and there is a \"felt pain\"     |
|                         | about the size and scope of the job.*      |
+-------------------------+--------------------------------------------+
| **Competency            | 1.1 LO 1: Explore the varied               |
| 1.1-Department/Agency   | interpretations of IT including IT as seen |
| missions, organization, | in legislation; IT focus (operational vs.  |
| functions, policies,    | technical), and its typical locations in   |
| procedures**            | organizational structures.                 |
+-------------------------+--------------------------------------------+
|                         | 1.1 LO 2: List and describe the elements   |
|                         | of the CIO\'s role that are common to all  |
|                         | CIOs regardless of size of the             |
|                         | organization.                              |
+-------------------------+--------------------------------------------+
|                         | 1.1 LO 3: Define the role of the CIO,      |
|                         | differentiating between the role of the    |
|                         | CIO as the Chief Operating Officer (COO)   |
|                         | of the information group, and the role of  |
|                         | the CIO as a critical staff member of the  |
|                         | top management team. (See also 5.7 LO 4)   |
+-------------------------+--------------------------------------------+
|                         | 1.1 LO 4: Describe the various             |
|                         | models/patterns of organizational          |
|                         | structure in Federal agencies (including   |
|                         | GAO\'s maturity schema for CIOs) and       |
|                         | evaluate the organizational structure of   |
|                         | the CIO\'s own agency to the general       |
|                         | models available. (See also 1.4 LO 3)      |
+-------------------------+--------------------------------------------+
|                         | 1.1 LO 5: Using metrics where possible     |
|                         | identify and discuss the environment,      |
|                         | attributes, and best practices that        |
|                         | characterize an effective CIO              |
|                         | organization.                              |
+-------------------------+--------------------------------------------+
|                         | 1.1 LO 6: Identify and describe how the IT |
|                         | mission/purpose supports the enterprise    |
|                         | mission. (See also 5.1 LO 3)               |
+-------------------------+--------------------------------------------+
|                         | 1.1 LO 7: Identify and discuss the ways in |
|                         | which an organization\'s stated mission    |
|                         | and/or mission statement influences its    |
|                         | decision making. (See also 5.1 LO 3)       |
+-------------------------+--------------------------------------------+
|                         | 1.1 LO 8: Discuss and illustrate (using    |
|                         | organizational illustrations) how the IT   |
|                         | mission and structure supports the         |
|                         | organizational mission. (See also 5.1 LO   |
|                         | 3)                                         |
+-------------------------+--------------------------------------------+
| **Competency            | 1.2 LO 1: Legislation such as the          |
| 1.2-Governing laws and  | Clinger-Cohen Act, the CFO Act and         |
| regulations (e.g. the   | acquisition reform legislation are driving |
| Clinger-Cohen Act,      | a new management paradigm in the federal   |
| E-Government Act, GPRA, | government. List the major provisions of   |
| PRA, GPEA, OMB          | such legislation and discuss the           |
| Circulars A-11 and      | implications of such legislation on the    |
| A-130, PDD 63)**        | CIO and on his/her organization.           |
+-------------------------+--------------------------------------------+
|                         | 1.2 LO 2: Identify current and emerging    |
|                         | legislation and/or regulations relevant to |
|                         | the CIO\'s responsibilities. Assess the    |
|                         | provisions of the legislation, including   |
|                         | performance mandates, and discuss the      |
|                         | implications for his/her organization.     |
|                         | (See also 5.1 LO 9)                        |
+-------------------------+--------------------------------------------+
|                         | 1.2 LO 3: Discuss the role (impact,        |
|                         | interaction) of oversight, regulatory, and |
|                         | government-wide policy groups on the CIO   |
|                         | and his/her responsibilities and           |
|                         | organization.                              |
+-------------------------+--------------------------------------------+
|                         | 1.2 LO 4: Discuss the importance of        |
|                         | utilizing a comprehensive system or        |
|                         | scorecard to track and communicate         |
|                         | emerging legislation, regulations, and     |
|                         | intergovernmental legislation, including   |
|                         | changes in acquisition                     |
|                         | regulations/guidelines. List the steps     |
|                         | necessary to develop, implement and        |
|                         | maintain such a monitoring system. (Same   |
|                         | as 1.5 LO1; 1.6 LO 7)                      |
+-------------------------+--------------------------------------------+
|                         | 1.2 LO 5: Compare and contrast metrics     |
|                         | that can be used to assess the             |
|                         | organization\'s performance, particularly  |
|                         | its compliance with relevant legislation,  |
|                         | and the intent of that legislation.        |
|                         | Consider both IT legislation and other     |
|                         | relevant legislation. (See also 1.3 LO 5)  |
+-------------------------+--------------------------------------------+
|                         | 1.2 LO 6: Assess the impact of technology  |
|                         | on the implementation of \"electronic      |
|                         | government.\" Consider benefits and        |
|                         | unintended consequences. (Same as 1.6 LO   |
|                         | 13)                                        |
+-------------------------+--------------------------------------------+
| **Competency            | 1.3 LO 1: Discuss the strategic planning   |
| 1.3-Federal government  | process for the CIO and IT. Demonstrate    |
| decision-making, policy | the importance of the process as it        |
| making process and      | assesses the internal and external         |
| budget formulation and  | organizational environment; addresses      |
| execution process**     | organizational strengths, weaknesses, and  |
|                         | culture; and anticipates and forecasts the |
|                         | impact of future trends.                   |
+-------------------------+--------------------------------------------+
|                         | 1.3 LO 2: Design a strategic planning      |
|                         | process that links IT/CIO strategic plans  |
|                         | to enterprise/program strategic plans, and |
|                         | enterprise/program strategic plans to      |
|                         | government-wide strategy, strategic goals  |
|                         | and performance objectives.                |
+-------------------------+--------------------------------------------+
|                         | 1.3 LO 3: Discuss the advantages and       |
|                         | limitations of different decision-making   |
|                         | approaches, and identify a method or       |
|                         | methods of effective decision-making that  |
|                         | supports the agency mission.               |
+-------------------------+--------------------------------------------+
|                         | 1.3 LO 4: Describe approaches needed to    |
|                         | develop a culture/climate of innovation    |
|                         | and creativity that will support the       |
|                         | Clinger-Cohen mandate to create and        |
|                         | develop IT initiatives. (Same as 1.4 LO 8; |
|                         | 2.1 LO 18)                                 |
+-------------------------+--------------------------------------------+
|                         | 1.3 LO 5: Identify and evaluate methods    |
|                         | that assess the CIO\'s effectiveness as    |
|                         | he/she implements the organization\'s      |
|                         | strategic plan. (See also 1.2 LO 5)        |
+-------------------------+--------------------------------------------+
| **Competency            | 1.4 LO 1: Identify and evaluate the        |
| 1.4-Linkages and        | attributes of organizational culture and   |
| interrelationships      | discuss how the organization\'s culture    |
| among Agency heads,     | affects its decision-making process. (Same |
| COO, CIO, and CFO       | as 2.4 LO 4)                               |
| functions**             |                                            |
+-------------------------+--------------------------------------------+
|                         | 1.4 LO 2: Describe traditional Agency head |
|                         | and CFO roles and functions and compare    |
|                         | those to the new relationships and         |
|                         | outcomes (i.e. development of CIO and COO  |
|                         | roles) mandated by Clinger-Cohen and other |
|                         | relevant regulations and legislation.      |
+-------------------------+--------------------------------------------+
|                         | 1.4 LO 3: Describe the various             |
|                         | models/patterns of organizational          |
|                         | inter-relationships in and among Federal   |
|                         | agencies and compare/contrast the          |
|                         | organizational structure of the CIO\'s own |
|                         | agency to general models available to take |
|                         | advantage of these interrelationships.     |
|                         | (See also 1.1 LO 4)                        |
+-------------------------+--------------------------------------------+
|                         | 1.4 LO 4: Utilizing a systems perspective, |
|                         | discuss organizational structure, line and |
|                         | staff responsibilities, the flow of        |
|                         | communications, independent and            |
|                         | interdependent decision-making, and the    |
|                         | contribution of IT and the CIO to the      |
|                         | organizational structure. Analyze these    |
|                         | organizational interactions within his/her |
|                         | own organization.                          |
+-------------------------+--------------------------------------------+
|                         | 1.4 LO 5: Describe and map both the        |
|                         | structure and the processes of an          |
|                         | organization and its information flows.    |
+-------------------------+--------------------------------------------+
|                         | 1.4 LO 6: Assess technology\'s role in     |
|                         | streamlining delivery of services to       |
|                         | external entities (include citizenry,      |
|                         | federal, state, local and international    |
|                         | governments.)                              |
+-------------------------+--------------------------------------------+
|                         | 1.4 LO 7: Examine Clinger-Cohen and other  |
|                         | recent legislation to identify the         |
|                         | mandates to create and develop IT          |
|                         | initiatives. Compare these mandates to     |
|                         | approaches taken in your organization.     |
+-------------------------+--------------------------------------------+
|                         | 1.4 LO 8: Describe the approaches needed   |
|                         | to develop a culture/climate of innovation |
|                         | and creativity that will support the       |
|                         | Clinger-Cohen mandate to create and        |
|                         | develop IT initiatives. (Same as 1.3 LO 4; |
|                         | 2.1 LO 18)                                 |
+-------------------------+--------------------------------------------+
|                         | 1.4 LO 9: Discuss the elements found in a  |
|                         | dynamic organizational environment and     |
|                         | articulate and apply the methods needed to |
|                         | create a shared vision that empowers such  |
|                         | an environment.                            |
+-------------------------+--------------------------------------------+
| **Competency            | 1.5 LO 1: Discuss the importance of        |
| 1.5-Intergovernmental   | utilizing a comprehensive system or        |
| programs, policies, and | scorecard to track and communicate         |
| processes**             | emerging legislation, regulations, and     |
|                         | intergovernmental legislation, including   |
|                         | changes in acquisition                     |
|                         | regulations/guidelines. List the elements  |
|                         | necessary to develop, implement and        |
|                         | maintain such a monitoring system. (Same   |
|                         | as 1.2 LO 4; 1.6 LO 7)                     |
+-------------------------+--------------------------------------------+
|                         | 1.5 LO 2: Discuss the legislative,         |
|                         | regulatory and coordination dimensions and |
|                         | mechanisms of intergovernmental programs,  |
|                         | policies and processes.                    |
+-------------------------+--------------------------------------------+
|                         | 1.5 LO 3: Discuss the effect of Government |
|                         | policy- making, coordinating               |
|                         | organizations, and/or advisory groups on   |
|                         | individual government organizations.       |
+-------------------------+--------------------------------------------+
|                         | 1.5 LO 4: Oversight and enforcement        |
|                         | entities external to the CIO\'s            |
|                         | organization may affect the CIO in         |
|                         | fulfilling his/her responsibilities.       |
|                         | Discuss the role of the CIO in interacting |
|                         | with these entities and their programs and |
|                         | policies.                                  |
+-------------------------+--------------------------------------------+
|                         | 1.5 LO 5: Analyze multi-sector partnership |
|                         | opportunities enabled by technology that   |
|                         | may assist the CIO in fulfilling the       |
|                         | organization\'s mission.                   |
+-------------------------+--------------------------------------------+
| **Competency            | 1.6 LO 1: Define privacy and security.     |
| 1.6-Privacy and         | Distinguish between privacy issues and     |
| security**              | security concerns.                         |
+-------------------------+--------------------------------------------+
|                         | 1.6 LO 2: Identify and discuss legislation |
|                         | and regulations regarding privacy and      |
|                         | security. Analyze the effect of these laws |
|                         | and regulations in differing contexts.     |
+-------------------------+--------------------------------------------+
|                         | 1.6 LO 3: Evaluate security and privacy    |
|                         | laws and regulations relative to the       |
|                         | openness that is sought in FOIA (Freedom   |
|                         | of Information Act).                       |
+-------------------------+--------------------------------------------+
|                         | 1.6 LO 4: Define and discuss concepts      |
|                         | involved in IT security technologies,      |
|                         | including cyber terrorism and its          |
|                         | countermeasures, and various auditing and  |
|                         | monitoring tools and techniques.           |
+-------------------------+--------------------------------------------+
|                         | 1.6 LO 5: In a specific agency, be able to |
|                         | analyze current practices regarding both   |
|                         | privacy and security, and design systems   |
|                         | needed to achieve organizational           |
|                         | excellence.                                |
+-------------------------+--------------------------------------------+
|                         | 1.6 LO 6: Assess internal and external     |
|                         | factors affecting an organization\'s       |
|                         | privacy policies and practices.            |
+-------------------------+--------------------------------------------+
|                         | 1.6 LO 7 Discuss the importance of         |
|                         | utilizing a comprehensive system or        |
|                         | scorecard to track and communicate         |
|                         | emerging legislation, regulations, and     |
|                         | intergovernmental legislation-and their    |
|                         | effect on privacy and security issues.     |
|                         | List the steps necessary to develop,       |
|                         | implement and maintain such a monitoring   |
|                         | system. (Same as 1.2 LO 4; 1.5 LO 1)       |
+-------------------------+--------------------------------------------+
|                         | 1.6 LO 8: Discuss global privacy issues,   |
|                         | including those emerging from, and in, the |
|                         | international arena.                       |
+-------------------------+--------------------------------------------+
|                         | 1.6 LO 9: Discuss and give examples of the |
|                         | importance of planning, developing, and    |
|                         | implementing systems addressing privacy    |
|                         | and security concerns.                     |
+-------------------------+--------------------------------------------+
|                         | 1.6 LO 10: Use a systems approach to       |
|                         | describe the potential impact of           |
|                         | organizational policies on security and    |
|                         | privacy as well as the effect of security  |
|                         | and privacy practices on other elements of |
|                         | the organization.                          |
+-------------------------+--------------------------------------------+
|                         | 1.6 LO 11: Identify and discuss privacy    |
|                         | and security issues that may occur         |
|                         | relative to other IT responsibilities such |
|                         | as records management, archival records,   |
|                         | freedom of information requests,           |
|                         | declassification, firewalls, security      |
|                         | involving partners (extended enterprises), |
|                         | etc.                                       |
+-------------------------+--------------------------------------------+
|                         | 1.6 LO 12: Assess the legal and social     |
|                         | effects of emerging technology on          |
|                         | individuals including both internal and    |
|                         | external customers.                        |
+-------------------------+--------------------------------------------+
|                         | 1.6 LO 13: Assess the effect of technology |
|                         | on the implementation of \"electronic      |
|                         | government.\" Consider benefits and        |
|                         | unintended consequences. (Same as 1.2 LO   |
|                         | 6)                                         |
+-------------------------+--------------------------------------------+
|                         | 1.6 LO 14: Discuss the potential privacy   |
|                         | and security \"trade-offs\" involved when  |
|                         | considering collaborative technologies,    |
|                         | Knowledge Management, E-Commerce           |
+-------------------------+--------------------------------------------+
|                         | 1.6 LO 15: Discuss concerns regarding the  |
|                         | protection of America\'s critical          |
|                         | infrastructures, both governmental and     |
|                         | commercial, including power,               |
|                         | transportation, banking and                |
|                         | telecommunications systems. Include in the |
|                         | discussion key aspects of the Homeland     |
|                         | Security Act, PDD 63 and the Critical      |
|                         | Infrastructure Assurance Office (CIAO),    |
|                         | global trade practices and other efforts   |
|                         | to protect and maintain America\'s         |
|                         | physical and cyber infrastructure. (See    |
|                         | also Core Competency 10 regarding IT       |
|                         | Security and Information Assurance.)       |
+-------------------------+--------------------------------------------+
| **Competency            | 1.7 LO 1: Define, discuss, and evaluate    |
| 1.7-Information         | technology and technological advancement.  |
| management**            | Include current and emerging concepts.     |
+-------------------------+--------------------------------------------+
|                         | 1.7 LO 2: Identify and classify the types  |
|                         | of agency and interagency resources that   |
|                         | may be used for tracking legislation,      |
|                         | technology, regulation, and other external |
|                         | drivers. (See also 1.2 LO 4; 1.5 LO 1; or  |
|                         | 1.6 LO 7).                                 |
+-------------------------+--------------------------------------------+
|                         | 1.7 LO 3: Compare, contrast and evaluate   |
|                         | internal and external sources of           |
|                         | information that will assure awareness and |
|                         | understanding of new and emerging          |
|                         | technology and its business implications.  |
+-------------------------+--------------------------------------------+
|                         | 1.7 LO 4: Since rapidly emerging           |
|                         | technology can overwhelm the regulatory    |
|                         | responsibilities of a government entity,   |
|                         | identify and evaluate approaches and       |
|                         | methods to anticipate and forecast         |
|                         | emerging and future trends                 |
+-------------------------+--------------------------------------------+
|                         | 1.7 LO 5: Discuss bleeding edge, leading   |
|                         | edge and trailing edge IT, and the         |
|                         | importance of maintaining a properly       |
|                         | balanced portfolio of technologies in      |
|                         | one\'s organization.                       |
+-------------------------+--------------------------------------------+
|                         | 1.7 LO 6: Effective IT management plans in |
|                         | an integrated manner for managing          |
|                         | information throughout its life cycle.     |
|                         | Discuss the IT planning, budgeting,        |
|                         | implementation, and control lifecycle with |
|                         | reference to this concept. (Reference: OMB |
|                         | Circular A-130)                            |
+-------------------------+--------------------------------------------+
| **2.0 Leadership/\      | *General Discussion: Management concepts   |
| Managerial**            | are important [but]{.underline} CIOs must  |
|                         | move beyond management to leadership. They |
|                         | must be able to understand the dimensions  |
|                         | of Clinger-Cohen, and how they play out    |
|                         | operationally in their organization.       |
|                         | Interpersonal skills are essential for     |
|                         | success because of the frequency of        |
|                         | change, and the need to communicate        |
|                         | vision*.                                   |
+-------------------------+--------------------------------------------+
| **Competency            | 2.1 LO 1: Compare and contrast theories of |
| 2.1-Defining roles,     | multiple managerial and leadership roles   |
| skill sets, and         | and skills. Illustrate their application   |
| responsibilities of     | in the workplace.                          |
| Senior Officials, CIO   |                                            |
| staff, and              |                                            |
| stakeholders**          |                                            |
+-------------------------+--------------------------------------------+
|                         | 2.1 LO 2: Compare the various roles and    |
|                         | skills of a CIO with the OPM listing of    |
|                         | Executive Core Qualifications that all     |
|                         | CIOs are expected to demonstrate.          |
+-------------------------+--------------------------------------------+
|                         | 2.1 LO 3: Identify the interpersonal       |
|                         | skills demonstrated by leaders and discuss |
|                         | the importance of these interpersonal      |
|                         | skills in supporting essential leadership  |
|                         | and managerial roles.                      |
+-------------------------+--------------------------------------------+
|                         | 2.1 LO 4: Discuss the importance of CIOs   |
|                         | identifying their own interpersonal skill  |
|                         | sets, as well as those of their staff.     |
+-------------------------+--------------------------------------------+
|                         | 2.1 LO 5: Define leadership and            |
|                         | distinguish among the different types of   |
|                         | leaders.                                   |
+-------------------------+--------------------------------------------+
|                         | 2.1 LO 6: Discuss visionary leadership and |
|                         | why such leadership is so important today. |
+-------------------------+--------------------------------------------+
|                         | 2.1 LO 7: Discuss the relationship between |
|                         | program visionary leadership and technical |
|                         | visionary leadership and the need for      |
|                         | both.                                      |
+-------------------------+--------------------------------------------+
|                         | 2.1 LO 8: After defining the communication |
|                         | process, and the variety of communication  |
|                         | media, demonstrate effective communication |
|                         | skills.                                    |
+-------------------------+--------------------------------------------+
|                         | 2.1 LO 9: Discuss the communications       |
|                         | barriers present in various situations and |
|                         | media, and practice/model approaches to    |
|                         | overcome and/or manage these communication |
|                         | barriers.                                  |
+-------------------------+--------------------------------------------+
|                         | 2.1 LO 10: Identify and demonstrate        |
|                         | behaviors related to effective listening   |
|                         | and feedback.                              |
+-------------------------+--------------------------------------------+
|                         | 2.1 LO 11: Discuss the advantages and      |
|                         | disadvantages of each of the different     |
|                         | small group and network communication      |
|                         | patterns.                                  |
+-------------------------+--------------------------------------------+
|                         | 2.1 LO 12: Describe the range-and          |
|                         | effect-of interpersonal communications     |
|                         | (including media) in individual, small     |
|                         | group, and organizational communication.   |
+-------------------------+--------------------------------------------+
|                         | 2.1 LO 13: Discuss and demonstrate the     |
|                         | application of the principles of           |
|                         | individual behavior and group behavior in  |
|                         | organizations.                             |
+-------------------------+--------------------------------------------+
|                         | 2.1 LO 14: Define the concept of           |
|                         | motivation and discuss its importance in   |
|                         | the organization.                          |
+-------------------------+--------------------------------------------+
|                         | 2.1 LO 15: Evaluate both need-based        |
|                         | theories of motivation and process-based   |
|                         | theories. Illustrate/demonstrate the       |
|                         | application of these theories in           |
|                         | motivating individuals in the workplace.   |
+-------------------------+--------------------------------------------+
|                         | 2.1 LO 16: Identify and analyze the needs  |
|                         | of both internal and external              |
|                         | stakeholders.                              |
+-------------------------+--------------------------------------------+
|                         | 2.1 LO 17: Discuss the advantages and      |
|                         | limitations of different decision-making   |
|                         | approaches, and identify methods of        |
|                         | effective decision-making that support the |
|                         | specific agency mission of the CIO.        |
+-------------------------+--------------------------------------------+
|                         | 2.1 LO 18: Describe the approaches needed  |
|                         | to develop a culture/climate of innovation |
|                         | and creativity that will support the       |
|                         | Clinger-Cohen mandate to create and        |
|                         | develop IT initiatives (Same as 1.3 LO 4   |
|                         | and 1.4 LO 8)                              |
+-------------------------+--------------------------------------------+
|                         | 2.1 LO 19: Understand the role of conflict |
|                         | in an organization and demonstrate         |
|                         | effective conflict management skills.      |
+-------------------------+--------------------------------------------+
|                         | 2.1 LO 20: Design approaches to champion   |
|                         | initiatives.                               |
+-------------------------+--------------------------------------------+
| **Competency            | 2.2 LO 1: Explain the importance of        |
| 2.2-Methods for         | knowledge capital. (Also see Competency    |
| building federal IT     | 2.6 on Principles and practices of         |
| management and          | knowledge management.)                     |
| technical staff         |                                            |
| expertise**             |                                            |
+-------------------------+--------------------------------------------+
|                         | 2.2 LO 2: Identify approaches, and develop |
|                         | a plan to create an environment that       |
|                         | encourages continuous learning. (See also  |
|                         | 7.1 LO 1 and 13.0 LO1.)                    |
+-------------------------+--------------------------------------------+
|                         | 2.2 LO 3: Differentiate among the          |
|                         | different learning styles, and             |
|                         | discuss/demonstrate how communication and  |
|                         | learning opportunities needed to           |
|                         | build/maintain technical staff expertise   |
|                         | should address a variety of learning       |
|                         | styles.                                    |
+-------------------------+--------------------------------------------+
|                         | 2.2 LO 4: List, describe, and evaluate     |
|                         | different individual and organizational    |
|                         | developmental tools. Include in the        |
|                         | developmental tools: Team building         |
|                         | practices, feedback/reinforcement systems, |
|                         | delegation, Junior boards, etc. as well as |
|                         | traditional education and developmental    |
|                         | opportunities.                             |
+-------------------------+--------------------------------------------+
|                         | 2.2 LO 5: Analyze organizational           |
|                         | structures to identify, evaluate, and plan |
|                         | career development paths. (Same as 2.7 LO  |
|                         | 8)                                         |
+-------------------------+--------------------------------------------+
|                         | 2.2 LO 6: Discuss methods and approaches   |
|                         | that can be used by staff to maximize      |
|                         | training and learning and to utilize new   |
|                         | skills. (See also 2.6 LO 13, 3.1 LO 13,    |
|                         | 3.3 LO 5, 3.4 LO 10, 10.1 LO 4, 10.1 LO    |
|                         | 14, 12.0 LO 2 and 12.3 LO 2.)              |
+-------------------------+--------------------------------------------+
|                         | 2.2 LO 7: Compare and contrast the         |
|                         | effectiveness of various staff             |
|                         | recruitment, development and retention     |
|                         | plans. (Also see Competency 2.7.)          |
+-------------------------+--------------------------------------------+
|                         | 2.2 LO 8: Analyze organizational structure |
|                         | and current staffing to facilitate         |
|                         | succession planning.                       |
+-------------------------+--------------------------------------------+
| **Competency            | 2.3 LO 1: Describe, classify, evaluate,    |
| 2.3-Competency          | and compare IT certifications, tests, and  |
| testing - standards,    | academic degrees presented by IT           |
| certification, and      | personnel.                                 |
| performance             |                                            |
| assessment**            |                                            |
+-------------------------+--------------------------------------------+
|                         | 2.3 LO 2: Discuss the concepts of          |
|                         | organizational design as they apply to the |
|                         | development of job descriptions            |
|                         | appropriate to the organization, and the   |
|                         | development of selection criteria based    |
|                         | upon both the job description and job      |
|                         | specifications.                            |
+-------------------------+--------------------------------------------+
|                         | 2.3 LO 3: Some federal positions (such as  |
|                         | that for CIO) have legislated and/or       |
|                         | regulated requirements. Identify and       |
|                         | discuss positions, particularly those      |
|                         | impacting IT, for which there are          |
|                         | legislated or regulated requirements.      |
+-------------------------+--------------------------------------------+
|                         | 2.3 LO 4: Discuss the role                 |
|                         | (appropriateness, advantages, limitations) |
|                         | of testing in the selection process.       |
+-------------------------+--------------------------------------------+
|                         | 2.3 LO 5: Although well-designed position  |
|                         | descriptions and job specifications are    |
|                         | integral to the selection process, they    |
|                         | are also fundamental to the development of |
|                         | a comprehensive performance appraisal      |
|                         | process. Compare and contrast and evaluate |
|                         | the various approaches to performance      |
|                         | appraisal                                  |
+-------------------------+--------------------------------------------+
| **Competency            | 2.4 LO 1: Discuss Organizational           |
| 2.4-Pa                  | Development (OD), and OD techniques, and   |
| rtnership/team-building | their role in team building and            |
| techniques**            | partnering.                                |
+-------------------------+--------------------------------------------+
|                         | 2.4 LO 2: Discuss the principles of group  |
|                         | dynamics, and the ways in which the        |
|                         | theories of group dynamics assist a        |
|                         | manager in anticipating behavior. Give     |
|                         | particular attention to the role           |
|                         | organizational culture plays in the        |
|                         | adoption and support of teams.             |
+-------------------------+--------------------------------------------+
|                         | 2.4 LO 3: List and define typical team     |
|                         | roles.                                     |
+-------------------------+--------------------------------------------+
|                         | 2.4 LO 4: Identify and evaluate the        |
|                         | attributes of organizational culture and   |
|                         | discuss how the organization\'s culture    |
|                         | affects its decision-making process. (Same |
|                         | as 1.4 LO 1)                               |
+-------------------------+--------------------------------------------+
|                         | 2.4 LO 5: Describe the team building       |
|                         | process, including the need for trust and  |
|                         | the importance of empowerment.             |
+-------------------------+--------------------------------------------+
|                         | 2.4 LO 6: Discuss and apply the principles |
|                         | of team leadership in a variety of         |
|                         | settings including a matrix environment,   |
|                         | an inter-organizational environment, and   |
|                         | in a systems environment.                  |
+-------------------------+--------------------------------------------+
|                         | 2.4 LO 7: Report on the practices involved |
|                         | in good meeting discipline, including when |
|                         | to schedule (and not schedule) meetings,   |
|                         | when to make decisions, and when to        |
|                         | involve others in the decision-making      |
|                         | process.                                   |
+-------------------------+--------------------------------------------+
|                         | 2.4 LO 8: Evaluate the contributions that  |
|                         | self-awareness tools bring to team         |
|                         | building.                                  |
+-------------------------+--------------------------------------------+
|                         | 2.4 LO 9: Discuss the significance of      |
|                         | diversity and individual differences in    |
|                         | communication and learning styles and      |
|                         | their effect on team building activities.  |
|                         | (See also 2.2 LO 3.)                       |
+-------------------------+--------------------------------------------+
|                         | 2.4 LO 10: Identify appropriate            |
|                         | team-building approaches to be used in     |
|                         | multi-disciplinary, inter-organizational,  |
|                         | and partnership situations.                |
+-------------------------+--------------------------------------------+
|                         | 2.4 LO 11: Compare and contrast the        |
|                         | concepts and applications of teaming and   |
|                         | partnering.                                |
+-------------------------+--------------------------------------------+
| **Competency            | 2.5 LO 1: Support the concept that an      |
| 2.5-Personnel           | organization can be more effective if      |
| performance management  | performance profiles of incumbent          |
| techniques**            | personnel are developed, and staffing      |
|                         | specifications are developed that address  |
|                         | the unit\'s weaknesses.                    |
+-------------------------+--------------------------------------------+
|                         | 2.5 LO 2: Evaluate advantages and          |
|                         | disadvantages of different performance     |
|                         | management approaches.                     |
+-------------------------+--------------------------------------------+
|                         | 2.5 LO 3: Discuss the potential            |
|                         | performance advantages of communicating    |
|                         | job/role expectations.                     |
+-------------------------+--------------------------------------------+
|                         | 2.5 LO 4: Identify possible advantages and |
|                         | disadvantages of utilizing a process in    |
|                         | which staff participate in identifying     |
|                         | their performance objectives.              |
+-------------------------+--------------------------------------------+
|                         | 2.5 LO 5: Justify the value of timely      |
|                         | performance feedback, and identify         |
|                         | opportunities to practice such timely      |
|                         | feedback.                                  |
+-------------------------+--------------------------------------------+
| **Competency            | *General Discussion: Knowledge Management  |
| 2.6-Principles and      | (KM) involves the use of disciplined       |
| practices of knowledge  | processes (and their supporting tools) to  |
| management**            | optimize application of knowledge in       |
|                         | support of the organization\'s overall     |
|                         | mission. Knowledge Management as a         |
|                         | discipline is exploding because of needs   |
|                         | arising from budget, growth and personnel  |
|                         | issues coupled with the realization that   |
|                         | knowledge (including the retention and     |
|                         | reuse of intellectual capital) has value.  |
|                         | Although the availability of technology is |
|                         | enabling the explosive growth being seen   |
|                         | in KM, it is essential to remember that    |
|                         | Knowledge Management is much more than     |
|                         | technology. KM involves linking people to  |
|                         | people, people to content and content to   |
|                         | content.*                                  |
+-------------------------+--------------------------------------------+
|                         | 2.6 LO 1: Define Knowledge Management and  |
|                         | its four levels: Data, Information,        |
|                         | Knowledge, and Wisdom.                     |
+-------------------------+--------------------------------------------+
|                         | 2.6 LO 2: Compare the various roles that a |
|                         | CIO may assume in support of Knowledge     |
|                         | Management.                                |
+-------------------------+--------------------------------------------+
|                         | 2.6 LO 3: Discuss how Knowledge Management |
|                         | is used to support the strategic goals of  |
|                         | an organization.                           |
+-------------------------+--------------------------------------------+
|                         | 2.6 LO 4: Examine the effect of Knowledge  |
|                         | Management on individual and               |
|                         | organizational effectiveness, including    |
|                         | KM\'s potential effect on business         |
|                         | processes.                                 |
+-------------------------+--------------------------------------------+
|                         | 2.6 LO 5: Explore the role of              |
|                         | organizational culture in the development  |
|                         | and implementation of an integrated KM     |
|                         | process.                                   |
+-------------------------+--------------------------------------------+
|                         | 2.6 LO 6: Identify and evaluate            |
|                         | technological tools that may be used in    |
|                         | implementing Knowledge Management systems  |
+-------------------------+--------------------------------------------+
|                         | 2.6 LO 7: Describe the role of technology  |
|                         | in converting data and information into    |
|                         | organizational knowledge                   |
+-------------------------+--------------------------------------------+
|                         | 2.6 LO 8: Develop a policy statement on    |
|                         | Knowledge Management that clearly          |
|                         | articulates a vision of KM\'s attributes   |
|                         | and its strategic importance to your       |
|                         | organization.                              |
+-------------------------+--------------------------------------------+
|                         | 2.6 LO 9: Formulate a KM process that      |
|                         | incorporates best practices.               |
+-------------------------+--------------------------------------------+
|                         | 2.6 LO 10: Chart a KM process for an       |
|                         | organization that addresses identifying    |
|                         | the information that is required, the      |
|                         | methods of obtaining the information, the  |
|                         | role of technology in the KM process, and  |
|                         | the ownership of the KM process            |
+-------------------------+--------------------------------------------+
|                         | 2.6 LO 11: Evaluate a variety of           |
|                         | organizational approaches (policies,       |
|                         | budget, assessment, rewards) that can be   |
|                         | used to institutionalize the paradigm      |
|                         | shift needed to make Knowledge Management  |
|                         | processes successful.                      |
+-------------------------+--------------------------------------------+
|                         | 2.6 LO 12: Assess potential linkages among |
|                         | COO, CIO, CFO and CKO functions in an      |
|                         | organization. Describe the ways in which   |
|                         | these relationships can be enhanced        |
|                         | through a comprehensive KM process.        |
+-------------------------+--------------------------------------------+
| .                       | 2.6 LO 13: Formulate a strategy to         |
|                         | facilitate training and education of       |
|                         | knowledge workers within the               |
|                         | participant\'s organization. (See also 2.2 |
|                         | LO 6, 3.1 LO 13, 3.3 LO 5, 3.4 LO 10, 10.1 |
|                         | LO 4, 10.1 LO 14, 12.0 LO 2 and 12.3 LO    |
|                         | 2.)                                        |
+-------------------------+--------------------------------------------+
|                         | 2.6 LO 14: Identify approaches that can be |
|                         | developed and implemented to develop a     |
|                         | culture of knowledge sharing,              |
|                         | collaboration and support of KM.           |
+-------------------------+--------------------------------------------+
|                         | 2.6 LO 15: Distinguish between Communities |
|                         | of Practice and Communities of Interest    |
|                         | and explain their contribution to a        |
|                         | comprehensive KM process.                  |
+-------------------------+--------------------------------------------+
|                         | 2.6 LO 16: Evaluate approaches to          |
|                         | measuring the effectiveness of KM efforts. |
+-------------------------+--------------------------------------------+
|                         | 2.6 LO 17: Prepare a business case that    |
|                         | can be used to support the development and |
|                         | implementation of a comprehensive          |
|                         | Knowledge Management process at the        |
|                         | participant\'s organization.               |
+-------------------------+--------------------------------------------+
| **Competency            | 2.7 LO 1: Discuss the role of              |
| 2.7-Practices which     | encouragement and recognition in the       |
| attract and retain      | motivation, learning and retention         |
| qualified IT            | processes.                                 |
| personnel**             |                                            |
+-------------------------+--------------------------------------------+
|                         | 2.7 LO 2: Describe the ways in which a     |
|                         | culture of trust functions as a motivator, |
|                         | encourages innovation, and retains         |
|                         | personnel.                                 |
+-------------------------+--------------------------------------------+
|                         | 2.7 LO 3: Design approaches to develop and |
|                         | implement a culture of trust.              |
+-------------------------+--------------------------------------------+
|                         | 2.7 LO 4: Discuss the opportunities and    |
|                         | challenges present in a workplace that     |
|                         | exhibits diversity in gender, race, creed, |
|                         | national origin and generational           |
|                         | differences.                               |
+-------------------------+--------------------------------------------+
|                         | 2.7 LO 5: Support the concept that a       |
|                         | clearly defined and jointly held vision    |
|                         | improves personnel recruiting, retention   |
|                         | and employee performance.                  |
+-------------------------+--------------------------------------------+
|                         | 2.7 LO 6: Justify why a CIO and top        |
|                         | management should model a culture of       |
|                         | shared vision and shared leadership.       |
+-------------------------+--------------------------------------------+
|                         | 2.7 LO 7: Develop a comprehensive plan to  |
|                         | create an environment that encourages      |
|                         | continuous learning and provides           |
|                         | opportunities for staff to apply learning. |
|                         | (See 2.2 LO 2.)                            |
+-------------------------+--------------------------------------------+
|                         | 2.7 LO 8: Analyze organizational           |
|                         | structures to identify, evaluate, and plan |
|                         | career development paths. (Same as 2.2 LO  |
|                         | 5)                                         |
+-------------------------+--------------------------------------------+
|                         | 2.7 LO 9: List and describe survival       |
|                         | strategies in a Civil Service environment. |
+-------------------------+--------------------------------------------+
|                         | 2.7 LO 10: Compare and contrast the effect |
|                         | of the presence (or absence) of            |
|                         | infrastructure on the achievement of       |
|                         | organizational mission.                    |
+-------------------------+--------------------------------------------+
|                         | 2.7 LO 11: Discuss the motivational and    |
|                         | performance effects that empowerment       |
|                         | brings to the workplace.                   |
+-------------------------+--------------------------------------------+
|                         | 2.7 LO 12: Identify federal human          |
|                         | resources system flexibilities that can be |
|                         | used to acquire, develop and retain highly |
|                         | qualified IT personnel.                    |
+-------------------------+--------------------------------------------+
| **3.0: Process/Change   | *General Discussion: The paramount role of |
| Management**            | the CIO is as Chief Visionary of the       |
|                         | organization. As such the CIO works in     |
|                         | strong partnership with the CEO/COO who is |
|                         | the chief change agent. CIOs need to       |
|                         | distinguish between the behavioral and     |
|                         | affective dimensions of change management  |
|                         | (including essential stakeholder           |
|                         | \"buy-in\") that are more related to       |
|                         | leadership and the cognitive dimensions of |
|                         | process management that provide            |
|                         | \"measuring points\" and are a tool for    |
|                         | change management. It is important that    |
|                         | CIOs be familiar with Organizational       |
|                         | Development (OD) concepts and OD\'s        |
|                         | importance as an independent discipline.   |
|                         | It is also essential for CIOs to be open   |
|                         | to the role of Business Process            |
|                         | Improvement as a frame/context for         |
|                         | introducing [any]{.underline} type of new  |
|                         | business-based technology change including |
|                         | E-Government, Smart Cards and other        |
|                         | government initiatives*.                   |
+-------------------------+--------------------------------------------+
|                         | 3.0 LO 1: CIOs frequently must lead change |
|                         | (technology adoption, skill transfer,      |
|                         | etc.) in an organization. Discuss the      |
|                         | concept of change, and the dimensions of   |
|                         | behavioral change.                         |
+-------------------------+--------------------------------------------+
|                         | 3.0 LO 2: Discuss the role of leadership   |
|                         | in successful change initiatives.          |
+-------------------------+--------------------------------------------+
|                         | 3.0 LO 3: Discuss the role of the CIO as a |
|                         | leader of change in his/her organization.  |
|                         | (See also 9.7 LO 6.)                       |
+-------------------------+--------------------------------------------+
|                         | 3.0 LO4: Justify the importance of         |
|                         | stakeholder \"buy-in\" in successful       |
|                         | change efforts.                            |
+-------------------------+--------------------------------------------+
|                         | 3.0 LO 5: Identify and demonstrate         |
|                         | approaches that can be used by a CIO to    |
|                         | achieve stakeholder support in change      |
|                         | efforts.                                   |
+-------------------------+--------------------------------------------+
|                         | 3.0 LO 6: Discuss Process Management as it |
|                         | relates to change management. Include the  |
|                         | roles of strategic planning, and the       |
|                         | transfer of strategic vision into tactical |
|                         | goals.                                     |
+-------------------------+--------------------------------------------+
|                         | 3.0 LO 7: When considering the process of  |
|                         | change management, discuss the role of     |
|                         | goals, budgets and activities to achieve   |
|                         | those goals                                |
+-------------------------+--------------------------------------------+
|                         | 3.0 LO 8: Federal CIOs work within a large |
|                         | system that includes the OMB, different    |
|                         | administrations, and multiple initiatives  |
|                         | requiring change over years. Discuss the   |
|                         | dimensions of the government environment   |
|                         | as a factor in successful change           |
|                         | management.                                |
+-------------------------+--------------------------------------------+
|                         | 3.0 LO 9: Evaluate the benefits derived    |
|                         | from a CIO \"networking\" with colleagues, |
|                         | peers, superiors and subordinates as       |
|                         | he/she promotes a vision of the            |
|                         | organization.                              |
+-------------------------+--------------------------------------------+
|                         | 3.0 LO 10: Clinger Cohen mandates that the |
|                         | CIO promote improvements to work processes |
|                         | in organizations. Identify and discuss the |
|                         | ways that CIOs, working collaboratively    |
|                         | with the program leadership, may indeed    |
|                         | promote such improvements to work          |
|                         | processes. Include in the discussion the   |
|                         | potential role of interorganizational      |
|                         | relationships and partnerships with the    |
|                         | business domain.                           |
+-------------------------+--------------------------------------------+
| **Competency            | *General Discussion: It is important that  |
| 3.1-Techniques/models   | CIOs be familiar with Organizational       |
| of organizational       | Development (OD) concepts and OD\'s        |
| development and         | importance as an independent discipline.   |
| change**                | CIOs need to be able to critically assess  |
|                         | the organization against strategic goals,  |
|                         | be familiar with the tenets of change      |
|                         | management, and assess planned change from |
|                         | a systems perspective*.                    |
+-------------------------+--------------------------------------------+
|                         | 3.1 LO 1: Discuss Organizational           |
|                         | Development, its concepts and methods, and |
|                         | its importance as an independent           |
|                         | discipline.                                |
+-------------------------+--------------------------------------------+
|                         | 3.1 LO 2: Identify and discuss the         |
|                         | classical elements of change management.   |
+-------------------------+--------------------------------------------+
|                         | 3.1 LO 3. Identify and discuss methods and |
|                         | metrics available for organizational       |
|                         | assessment that an executive may utilize   |
|                         | to assess the need for change.             |
+-------------------------+--------------------------------------------+
|                         | 3.1 LO 4: Discuss the importance of the    |
|                         | organization and its stakeholders being    |
|                         | ready for change. Identify approaches to   |
|                         | assess workplace culture and environment   |
|                         | regarding their readiness for change.      |
|                         | Design approaches (including the           |
|                         | identification of individuals) to prepare  |
|                         | the workplace for change                   |
+-------------------------+--------------------------------------------+
|                         | 3.1 LO 5: Demonstrate the ability to       |
|                         | perform SWOT (Strengths, Weaknesses,       |
|                         | Opportunities, Threats) analysis.          |
+-------------------------+--------------------------------------------+
|                         | 3.1 LO 6: Identify quantitative and        |
|                         | qualitative approaches to the evaluation   |
|                         | of performance, quality, productivity,     |
|                         | customer satisfaction, usability, cycle    |
|                         | time, cost, functionality, risk, etc.      |
+-------------------------+--------------------------------------------+
|                         | 3.1 LO 7: Design approaches to recognize,  |
|                         | evaluate, communicate and champion change  |
|                         | possibilities, including those arising     |
|                         | from \"best practices.\"                   |
+-------------------------+--------------------------------------------+
|                         | 3.1 LO 8: Resistance to change is an       |
|                         | organizational reality. Comprehensively    |
|                         | discuss the critical importance of         |
|                         | addressing resistance to change. Include   |
|                         | identification of the barriers to change,  |
|                         | identification and assessment of           |
|                         | strategies for overcoming resistance to    |
|                         | change, including leverage points and      |
|                         | other opportunities to effectively         |
|                         | implement change.                          |
+-------------------------+--------------------------------------------+
|                         | 3.1 LO 9: List and describe the variety of |
|                         | change techniques and tools including      |
|                         | education and training.                    |
+-------------------------+--------------------------------------------+
|                         | 3.1 LO 10: Differentiate between voluntary |
|                         | and mandated change strategies and the     |
|                         | approaches to their implementation.        |
+-------------------------+--------------------------------------------+
|                         | 3.1 LO 11: Assess planned change from a    |
|                         | holistic systems perspective. Include the  |
|                         | identification of multiple points at which |
|                         | risk assessment and abatement techniques   |
|                         | should be applied.                         |
+-------------------------+--------------------------------------------+
|                         | 3.1 LO 12: Design a comprehensive plan to  |
|                         | implement, communicate, and champion a     |
|                         | unified change initiative.                 |
+-------------------------+--------------------------------------------+
|                         | 3.1 LO 13: Organizational Development      |
|                         | involves structure, process, and culture.  |
|                         | Demonstrate gap analysis approaches to     |
|                         | identify staffing needs and to plan for    |
|                         | education and training as appropriate.     |
|                         | (See also 2.2 LO 6, 2.6 LO 13, 3.3 LO 5,   |
|                         | 3.4 LO 10, 10.1 LO 4, 10.1 LO 14, 12.0 LO  |
|                         | 2 and 12.3 LO 2.)                          |
+-------------------------+--------------------------------------------+
| **Competency            | 3.2 LO 1: List and discuss the principles  |
| 3.2-Techniques and      | of process management and control.         |
| models of process       |                                            |
| management and          |                                            |
| control**               |                                            |
+-------------------------+--------------------------------------------+
|                         | 3.2 LO 2: Compare and contrast the major   |
|                         | tools, techniques and methods of process   |
|                         | management.                                |
+-------------------------+--------------------------------------------+
|                         | 3.2 LO 3: Identify, describe and evaluate  |
|                         | process simulation tools used to support   |
|                         | process change management.                 |
+-------------------------+--------------------------------------------+
|                         | 3.2 LO 4: Describe gap analysis activity   |
|                         | (gaps between present and desired state)   |
|                         | and discuss the application of its         |
|                         | results. (One example: Can I add 90,000    |
|                         | transactions to the network and preserve   |
|                         | sub-second response time?)                 |
+-------------------------+--------------------------------------------+
|                         | 3.2 LO 5: Assess internal control systems  |
|                         | relative to other business systems.        |
+-------------------------+--------------------------------------------+
|                         | 3.2 LO 6: Since most process improvements  |
|                         | and/or changes have systemic implications, |
|                         | identify and assess the impact of the      |
|                         | business process improvement program on    |
|                         | all aspects of the organization. (Same as  |
|                         | 3.4 LO 12.)                                |
+-------------------------+--------------------------------------------+
| **Competency            | *General Discussion: Modeling and          |
| 3.3-Modeling and        | Simulation tools and methods are valuable  |
| simulation tools and    | adjuncts in Process/Change Management. It  |
| methods**               | is essential to remember, however, that    |
|                         | all these tools and techniques should be   |
|                         | considered within the context of           |
|                         | supporting the mission and strategic plan  |
|                         | of the organization.*                      |
+-------------------------+--------------------------------------------+
|                         | 3.3 LO 1: Identify and describe modeling   |
|                         | and simulation approaches. Include among   |
|                         | the approaches systems dynamics modeling,  |
|                         | benefit cost analysis, costing, capital    |
|                         | budget and investment, forecasting,        |
|                         | sourcing models (build or buy), and        |
|                         | transferability (how transferable it is to |
|                         | the mission).                              |
+-------------------------+--------------------------------------------+
|                         | 3.3 LO 2: Compare and contrast among       |
|                         | modeling and simulation tools              |
|                         | demonstrating that the tools chosen        |
|                         | appropriately offer productivity,          |
|                         | reliability, availability, and             |
|                         | accessibility in support of the            |
|                         | organization\'s missions.                  |
+-------------------------+--------------------------------------------+
|                         | 3.3 LO 3 Demonstrate how to build from     |
|                         | business goals to process change and/or    |
|                         | technology solutions.                      |
+-------------------------+--------------------------------------------+
|                         | 3.3 LO 4: Identify and describe tools for  |
|                         | IM/IT product design and development.      |
|                         | (Include among the tools object-oriented   |
|                         | (OO) software, data warehousing, COM,      |
|                         | etc.)                                      |
+-------------------------+--------------------------------------------+
|                         | 3.3 LO 5: Demonstrate analysis of          |
|                         | organizational requirements (assess        |
|                         | organization, assess staff, identify       |
|                         | expertise and identify gaps), and design a |
|                         | program(s) to train staff in simulation    |
|                         | and modeling tools needed to support the   |
|                         | organizational mission and its strategic   |
|                         | plan. (See also 2.2 LO 6, 2.6 LO 13, 3.1   |
|                         | LO 13, 3.4 LO 10, 10.1 LO 4, 10.1 LO 14,   |
|                         | 12.0 LO 2 and 12.3 LO 2.)                  |
+-------------------------+--------------------------------------------+
| **Competency            | *General Discussion: A valuable adjunct to |
| 3.4-Quality improvement | any discussion on quality is to address    |
| models and methods**    | the concept of \"highest quality\" vs.     |
|                         | \"expected outcome*.\"                     |
+-------------------------+--------------------------------------------+
|                         | 3.4 LO 1: Explain the different            |
|                         | uses/meanings of the term \"quality.\"     |
+-------------------------+--------------------------------------------+
|                         | 3.4 LO 2: Identify and assess quality      |
|                         | factors in business, information and       |
|                         | technical areas. Include among the general |
|                         | indicators of quality all the \"ilities\"  |
|                         | such as productivity, reliability,         |
|                         | availability, accessibility, and address   |
|                         | the \"three pesky questions (Core Mission, |
|                         | Outsourcing and Redesign).\"               |
+-------------------------+--------------------------------------------+
|                         | 3.4 LO 3: Discuss the dimensions of        |
|                         | \"quality\" when addressing customer       |
|                         | (employees, customers, and stakeholders)   |
|                         | expectations.                              |
+-------------------------+--------------------------------------------+
|                         | 3.4 LO 4: Identify and discuss the ways in |
|                         | which quality can be integrated into the   |
|                         | culture of the organization.               |
+-------------------------+--------------------------------------------+
|                         | 3.4 LO 5: Defend the integration of        |
|                         | quality dimensions into the articulation   |
|                         | of performance standards.                  |
+-------------------------+--------------------------------------------+
|                         | 3.4 LO 6: Develop a model of the           |
|                         | relationships/linkages that emanate from   |
|                         | customer needs and expectations (including |
|                         | quality perceptions), which result in      |
|                         | organizational initiatives. Show how these |
|                         | expectations drive strategic planning and  |
|                         | are linked to performance goals and        |
|                         | objectives.                                |
+-------------------------+--------------------------------------------+
|                         | 3.4 LO 7: Illustrate the ways in which     |
|                         | quality initiatives (tactical goals) can   |
|                         | be developed so that they advance          |
|                         | strategic goals.                           |
+-------------------------+--------------------------------------------+
|                         | 3.4 LO 8: Describe the CIO\'s              |
|                         | responsibility regarding quality           |
|                         | improvement.                               |
+-------------------------+--------------------------------------------+
|                         | 3.4 LO 9: Differentiate and prioritize     |
|                         | among quality factors. Include, but do not |
|                         | limit the discussion to issues such as,    |
|                         | \"If a 98% quality assurance program costs |
|                         | \$100,000 and a 99% quality assurance      |
|                         | program costs \$1,000,000, the CIO needs   |
|                         | to be able to assess the cost/benefit      |
|                         | between them.\"                            |
+-------------------------+--------------------------------------------+
|                         | 3.4 LO 10: Discuss and plan ways in which  |
|                         | a CIO may analyze organizational           |
|                         | requirements and design a program(s) to    |
|                         | train staff in quality models and methods. |
|                         | Include in the discussion/planning         |
|                         | programs that will address ISO 9000, the   |
|                         | Baldridge award, Quality Function          |
|                         | Deployment (QFD), CMM, Customer vs. Owner. |
|                         | (See also 2.2 LO 6, 2.6 LO 13, 3.1 LO 13,  |
|                         | 3.3 LO 5, 10.1 LO 4, 10.1 LO 14, 12.0 LO 2 |
|                         | and 12.3 LO 2.)                            |
+-------------------------+--------------------------------------------+
|                         | 3.4 LO 11: Define Activity Based Costing   |
|                         | (ABC) and discuss the potential role of    |
|                         | ABC as a process assessment tool. (See     |
|                         | also 4.3 LO 3 and 4.5 LO 2)                |
+-------------------------+--------------------------------------------+
|                         | 3.4 LO 12: Since most process improvements |
|                         | and/or changes have systemic implications, |
|                         | identify and assess the impact of the      |
|                         | business process improvement program on    |
|                         | all aspects of the organization. (Same as  |
|                         | 3.2 LO 6.)                                 |
+-------------------------+--------------------------------------------+
| **Competency 3.5-       | 3.5 LO 1: Define Business Process          |
| Business process        | Improvement, redesign, and reengineering   |
| redesign/reengineering  | (BPI/BPR)).                                |
| models and methods**    |                                            |
+-------------------------+--------------------------------------------+
|                         | 3.5 LO 2: Champy defines reengineering as  |
|                         | \"the fundamental rethinking and radical   |
|                         | redesign of business processes to achieve  |
|                         | dramatic improvements in critical          |
|                         | contemporary measures of performance, such |
|                         | as cost, quality, service, and speed.\"    |
|                         | Discuss this statement and its             |
|                         | implications for an organization.          |
+-------------------------+--------------------------------------------+
|                         | 3.5 LO 3: Trace and assess the history,    |
|                         | evolution, and relationships of Business   |
|                         | Process Reengineering (BPR), Business      |
|                         | Process Improvement (BPI), Total Quality   |
|                         | Management (TQM), and similar initiatives. |
+-------------------------+--------------------------------------------+
|                         | 3.5 LO 4: Identify and discuss the         |
|                         | characteristics of successful Business     |
|                         | Process Improvement (BPI), redesign, and   |
|                         | reengineering (BPR).                       |
+-------------------------+--------------------------------------------+
|                         | 3.5 LO 5: List and discuss the models and  |
|                         | methods that may be utilized in a          |
|                         | comprehensive BPI effort.                  |
+-------------------------+--------------------------------------------+
|                         | 3.5 LO 6: Discuss the potential problems   |
|                         | that may beset a BPI effort.               |
+-------------------------+--------------------------------------------+
|                         | 3.5 LO 7: Discuss BPI and the CIO\'s role  |
|                         | as a change agent.                         |
+-------------------------+--------------------------------------------+
| **4.0: Information      | *General Discussion: IT must be a          |
| Resources Strategy and  | value-adding dimension of the business     |
| Planning**              | plan. IRM strategic planning must begin    |
|                         | with the business strategic planning       |
|                         | process and integrate with the             |
|                         | organization\'s business functions and     |
|                         | plans since business planning and IRM      |
|                         | planning are parallel and coupled          |
|                         | processes. Thus the CIO must be able to    |
|                         | ask the right questions and understand the |
|                         | answers. IRM planning should also address  |
|                         | cross-governmental and inter-agency        |
|                         | planning issues as these are becoming      |
|                         | increasingly important in E-Government     |
|                         | implementation.*\                          |
|                         | *The planning process itself must be       |
|                         | holistic, flexible (not platform or vendor |
|                         | specific), at a high level and must be in  |
|                         | balance with the overall business          |
|                         | strategy. IT\'s strategic plan must be a   |
|                         | lesson in integrating since IT should be   |
|                         | woven into the very fabric of the way the  |
|                         | organization does its work. Understanding  |
|                         | IT architecture is essential.*             |
+-------------------------+--------------------------------------------+
|                         | 4.0 LO 1: Discuss the advantages and       |
|                         | disadvantages to approaches to             |
|                         | coordinating IT across government entities |
|                         | in order to facilitate electronic          |
|                         | government. See also Core Competency 9.0:  |
|                         | E-Government/E-Business/E- Commerce.       |
+-------------------------+--------------------------------------------+
|                         | 4.0 LO 2: Explore the impact of the        |
|                         | citizen/consumer\'s access to government   |
|                         | as part of the strategic planning process. |
+-------------------------+--------------------------------------------+
| **Competency 4.1-IT     | 4.1 LO 1: Define and describe performance  |
| baseline assessment     | goals and distinguish performance goals    |
| analysis**              | from performance standards.                |
+-------------------------+--------------------------------------------+
|                         | 4.1 LO 2: Explain classical benchmarking,  |
|                         | particularly as applied to IT hardware,    |
|                         | software, and IT staff skills and          |
|                         | abilities. (Reference*: \"Benchmarking\"*  |
|                         | by Camp.)                                  |
+-------------------------+--------------------------------------------+
|                         | 4.1 LO 3: Evaluate current baseline        |
|                         | analysis against established benchmarks.   |
+-------------------------+--------------------------------------------+
|                         | 4.1 LO 4: Describe the ways in which       |
|                         | benchmarks may be used to forecast         |
|                         | performance of both your organization and  |
|                         | your competition.                          |
+-------------------------+--------------------------------------------+
|                         | 4.1 LO 5: Explain the importance of IT     |
|                         | performance assessment/ analysis and       |
|                         | summarize the ways in which assessment     |
|                         | results can be used in developing          |
|                         | appropriate and timely IRM strategies and  |
|                         | plans that support business goals.         |
+-------------------------+--------------------------------------------+
|                         | 4.1 LO 6: Design performance analysis and  |
|                         | assessment approaches that address each    |
|                         | element of IT. Include technology          |
|                         | components (inventory of physical          |
|                         | components, technical viability of         |
|                         | components, capacity plan to manage        |
|                         | extension of inventory and performance     |
|                         | measuring plans to assess ability to       |
|                         | remain current with technological          |
|                         | evolution), personnel (capabilities and    |
|                         | skills), organizational structure and      |
|                         | culture, and business plan linkage.        |
+-------------------------+--------------------------------------------+
|                         | 4.1 LO 7: Describe the relationship        |
|                         | between IT strategic planning and IT       |
|                         | functional analysis.                       |
+-------------------------+--------------------------------------------+
|                         | 4.1 LO 8: Describe how IT visionary        |
|                         | strategic planning is linked to            |
|                         | enterprise/program visionary strategic     |
|                         | planning.                                  |
+-------------------------+--------------------------------------------+
| **Competency            | 4.2 LO 1: Define functional analysis in an |
| 4.2-Interdepartmental,  | IRM setting.                               |
| inter-agency IT         |                                            |
| functional analysis**   |                                            |
+-------------------------+--------------------------------------------+
|                         | 4.2 LO 2: Define the context (purpose and  |
|                         | goals) for functional analysis. Discuss    |
|                         | when cross functional work is desirable    |
|                         | and when it is not desirable. (Note:       |
|                         | Successful CIOs use cross-function systems |
|                         | or data where it adds value to the bottom  |
|                         | line.)                                     |
+-------------------------+--------------------------------------------+
|                         | 4.2 LO 3: Assume there is a mission and a  |
|                         | baseline analysis. Analyze the functional  |
|                         | requirements for the IT group, including   |
|                         | functions that will be needed \"cross      |
|                         | functionally.\"                            |
+-------------------------+--------------------------------------------+
|                         | 4.2 LO 4: Given the context of an IT       |
|                         | interaction, define the current scope      |
|                         | (i.e., interagency, intergovernmental,     |
|                         | between federal and state, international,  |
|                         | etc), and assess the potential challenges  |
|                         | and consequences of a wider scope          |
|                         | developing.                                |
+-------------------------+--------------------------------------------+
|                         | 4.2 LO 5: Design systems to address        |
|                         | interdepartmental, interagency and         |
|                         | intergovernmental functional analyses.     |
+-------------------------+--------------------------------------------+
|                         | 4.2 LO 6: Discuss when OD interventions    |
|                         | may be needed for functional analysis to   |
|                         | succeed.                                   |
+-------------------------+--------------------------------------------+
|                         | 4.2 LO 7: List and describe functional     |
|                         | analysis tools and issues. Include BPR,    |
|                         | security, privacy, accessibility, and open |
|                         | access issues in this discussion. (See     |
|                         | also Core Competency 10.0 on IT Security   |
|                         | and Information Assurance.)                |
+-------------------------+--------------------------------------------+
|                         | 4.2 LO 8: IT needs can be addressed in a   |
|                         | number of ways including, \"Use what       |
|                         | we\'ve got, Build new, Acquire from the    |
|                         | private sector, Acquire from the public    |
|                         | sector,\" etc. Compare and contrast these  |
|                         | potential solutions.                       |
+-------------------------+--------------------------------------------+
|                         | 4.2 LO 9: Justify the statement that       |
|                         | \"cross-functional IT aspects must be      |
|                         | embedded in the system.\" Include the      |
|                         | communication channels (interdepartmental, |
|                         | interagency, intergovernmental)            |
|                         | appropriate to the level of discussion.    |
+-------------------------+--------------------------------------------+
|                         | 4.2 LO 10: Identify the criteria required  |
|                         | to determine whether to \"stop\" or        |
|                         | \"kill\" a project. (See also 5.2 LO 9;    |
|                         | Competency 6.5 on Project Risk Management; |
|                         | and Competency 7.3 on Risk Management      |
|                         | Models and Methods.)                       |
+-------------------------+--------------------------------------------+
| **Competency 4.3-IT     | 4.3 LO 1: List and describe a              |
| planning                | comprehensive IT planning process.         |
| methodologies**         |                                            |
+-------------------------+--------------------------------------------+
|                         | 4.3 LO 2: Compare and contrast the range   |
|                         | of IT planning methodologies. Include at   |
|                         | least the following in the discussion of   |
|                         | these IT planning methods: Martin\'s       |
|                         | Information Engineering approach, gap      |
|                         | analysis, weighted priorities (especially  |
|                         | in terms of backbone questions), modeling  |
|                         | techniques, Capability Maturity Modeling,  |
|                         | Business Process Improvement and Business  |
|                         | Process Reengineering.                     |
+-------------------------+--------------------------------------------+
|                         | 4.3 LO 3: Discuss the value of applying    |
|                         | Activity Based Costing (ABC) to IT         |
|                         | planning. (See also 3.4 LO 11 and 4.5 LO   |
|                         | 2.)                                        |
+-------------------------+--------------------------------------------+
|                         | 4.3 LO 4: Define the activities and tasks  |
|                         | of IT planning, and assess the             |
|                         | interoperability of the resources          |
|                         | available.                                 |
+-------------------------+--------------------------------------------+
| **Competency            | 4.4 LO 1: Identify the need for            |
| 4.4-Contingency         | contingency planning, and for garnering    |
| Planning**              | the needed resources to protect against    |
|                         | costly IT \"events.\" The discussion       |
|                         | should include but not be limited to       |
|                         | issues such as the following: data         |
|                         | integrity, disaster recovery, emergency    |
|                         | preparedness, system crash and backup      |
|                         | planning, cyber terrorism, and program     |
|                         | contingencies such as Y2K.                 |
+-------------------------+--------------------------------------------+
|                         | 4.4 LO 2: Develop and support contingency  |
|                         | plans to protect against costly IT         |
|                         | \"events.\" Plans should identify risks to |
|                         | the IT plan, inventory opportunities for   |
|                         | failure (including degradation of          |
|                         | service), and identify resources to        |
|                         | protect against such events.               |
+-------------------------+--------------------------------------------+
|                         | 4.4 LO 3: Discuss the value of             |
|                         | interoperability of resources in support   |
|                         | of contingency needs.                      |
+-------------------------+--------------------------------------------+
| **Competency            | 4.5 LO 1: Identify and describe approaches |
| 4.5-Monitoring and      | that will assess value, benefit, and cost  |
| evaluation methods and  | of IT and its impact on the business, or   |
| techniques**            | the organization\'s components.            |
+-------------------------+--------------------------------------------+
|                         | 4.5 LO 2: Discuss the value of Activity    |
|                         | Based Costing (ABC) in demonstrating the   |
|                         | value, and benefits of IT. (See also 3.4   |
|                         | LO 11 and 4.3 LO 3.)                       |
+-------------------------+--------------------------------------------+
|                         | 4.5 LO 3: Demonstrate the value of         |
|                         | establishing periodic and timely reviews   |
|                         | and reporting milestones in which IT       |
|                         | performance is compared/contrasted to the  |
|                         | IT strategic plan.                         |
+-------------------------+--------------------------------------------+
|                         | 4.5 LO 4: Describe the benefits involved   |
|                         | in a periodic review of contingency        |
|                         | planning for IT.                           |
+-------------------------+--------------------------------------------+
|                         | 4.5 LO 5: Describe the importance of       |
|                         | establishing and evaluating program        |
|                         | success factors.                           |
+-------------------------+--------------------------------------------+
|                         | 4.5 LO 6: Understand project management    |
|                         | planning and control tools. (See also Core |
|                         | Competency 6.0: Project/Program            |
|                         | Management.)                               |
+-------------------------+--------------------------------------------+
|                         | 4.5 LO 7: Identify ways in which IT        |
|                         | milestones may be linked to the            |
|                         | organizational reporting structure.        |
+-------------------------+--------------------------------------------+
|                         | 4.5 LO 8: Describe how to do configuration |
|                         | planning with respect to IT plans,         |
|                         | including identifying the baseline and     |
|                         | tracking changes to the baseline           |
+-------------------------+--------------------------------------------+
| **5.0 IT Performance    | *General Discussion: The basic question:   |
| Assessment: Models and  | Is IT meeting both the business plan goals |
| Methods**               | [and]{.underline} the needs of             |
|                         | constituents? There must be a \"balanced   |
|                         | scorecard\"-revenue/program accomplishment |
|                         | with both customer and employee            |
|                         | satisfaction.*\                            |
|                         | *The CIO must be aware of the range of     |
|                         | perspectives on performance systems, and   |
|                         | of the types of performance measures       |
|                         | available and must embrace a systems       |
|                         | perspective for IT and its assessment      |
|                         | process(es). The CIO must understand the   |
|                         | importance of baseline assessment          |
|                         | measures-existence, qualitative measures   |
|                         | and quantitative measures (example: ROI)   |
|                         | in the performance assessment cycle.*      |
+-------------------------+--------------------------------------------+
| **Competency 5.1-GPRA   | 5.1 LO 1: List and describe non-monetary   |
| (Government Performance | contributions to business value including  |
| and Results Act) and    | usability, efficiency, productivity,       |
| IT: Measuring the       | perceived value, etc.                      |
| business value of       |                                            |
| IT-and customer         |                                            |
| satisfaction**          |                                            |
+-------------------------+--------------------------------------------+
|                         | 5.1 LO 2: Defend the value of gathering    |
|                         | and analyzing data and using the           |
|                         | information in supporting assessment       |
|                         | conclusions and decisions.                 |
+-------------------------+--------------------------------------------+
|                         | 5.1 LO 3: Describe how IT strategic        |
|                         | planning relates to the business mission,  |
|                         | vision, strategy, goals and objectives of  |
|                         | an organization. (See 1.1 LO 6, 1.1 LO 7   |
|                         | and 1.1 LO 8.)                             |
+-------------------------+--------------------------------------------+
|                         | 5.1 LO 4: Describe how the IT systems      |
|                         | support the IT strategic plan in terms of  |
|                         | business mission, vision, strategy, goals  |
|                         | and objectives of an organization.         |
+-------------------------+--------------------------------------------+
|                         | 5.1 LO 5: Develop a strategic plan that is |
|                         | linked to specific performance goals. (See |
|                         | 1.1 LO 6, 1.1 LO 7 and 1.1 LO 8.)          |
+-------------------------+--------------------------------------------+
|                         | 5.1 LO 6 identify the ways that IT is tied |
|                         | to an organization\'s critical success     |
|                         | factors.                                   |
+-------------------------+--------------------------------------------+
|                         | 5.1 LO 7: Discuss how IT relates to both   |
|                         | internal (process) customers, and external |
|                         | (Congress, customers, etc.) business       |
|                         | drivers.                                   |
+-------------------------+--------------------------------------------+
|                         | 5.1 LO 8: List and describe how IT aligns  |
|                         | with the core process of the business.     |
+-------------------------+--------------------------------------------+
|                         | 5.1 LO 9: List current federal performance |
|                         | legislation (e.g. (Government Performance  |
|                         | and Results Act (GPRA), the Clinger-Cohen  |
|                         | Act, the Paper Reduction Act (PRA) of      |
|                         | 1995, Government Paperwork Elimination Act |
|                         | (GPEA), CFO Act, Section 508, DAWIA and    |
|                         | other relevant performance legislation)    |
|                         | and describe/discuss the performance       |
|                         | mandates that a CIO must address. (See     |
|                         | also 1.2 LO 2.)                            |
+-------------------------+--------------------------------------------+
| **Competency            | *General Discussion: It is essential for   |
| 5.2-Monitoring and      | CIOs to understand that when and how to    |
| measuring new system    | \"pull the plug\" is an issue for both new |
| development: when and   | systems and existing systems*.             |
| how to \"pull the       |                                            |
| plug\" on systems**     |                                            |
+-------------------------+--------------------------------------------+
|                         | 5.2 LO 1: Schematize the entire IT         |
|                         | lifecycle (using your agency or            |
|                         | component's budgeting cycle or SA CMM SEI  |
|                         | at Carnegie Mellon). Include both funding  |
|                         | and retirement, and show how integral      |
|                         | performance measures can support each      |
|                         | phase of the cycle. (Also see Core         |
|                         | Competency 7.0 on Capital Planning and     |
|                         | Investment Assessment.)                    |
+-------------------------+--------------------------------------------+
|                         | 5.2 LO 2: Evaluate the different           |
|                         | approaches to life cycles to determine if  |
|                         | the most appropriate life cycle has been   |
|                         | chosen.                                    |
+-------------------------+--------------------------------------------+
|                         | 5.2 LO 3: Identify criteria and integrate  |
|                         | \"go/ no go\" checkpoints into the         |
|                         | development life cycle.                    |
+-------------------------+--------------------------------------------+
|                         | 5.2 LO 4: List and describe the decision   |
|                         | tools and evaluation systems that are      |
|                         | typically used to make go/ no go           |
|                         | decisions. Include tools that address cost |
|                         | and schedule data as well as rules of      |
|                         | thumb such as \"when a system gets behind  |
|                         | 20%, it is time to \`kill\' it.\"          |
+-------------------------+--------------------------------------------+
|                         | 5.2 LO 5: Identify the types of decision   |
|                         | tools and criteria that are used within    |
|                         | the development life cycle to determine    |
|                         | when a system has reached maturity.        |
|                         | Discuss the importance of this process.    |
|                         | Include concepts such as 80/20 and tools   |
|                         | such as Pareto Analysis.                   |
+-------------------------+--------------------------------------------+
|                         | 5.2 LO 6: Identify criteria to be used     |
|                         | when analyzing whether to replace an       |
|                         | existing system.                           |
+-------------------------+--------------------------------------------+
|                         | 5.2 LO 7: Compare and contrast the         |
|                         | characteristics and the challenges         |
|                         | involved in \"new\" systems, both those    |
|                         | that are replacing existing systems, and   |
|                         | those that are completely new.             |
+-------------------------+--------------------------------------------+
|                         | 5.2 LO 8: Describe the process involved in |
|                         | choosing the most appropriate control      |
|                         | measures. (See also 6.3 LO 2.)             |
+-------------------------+--------------------------------------------+
|                         | 5.2 LO 9: Identify and evaluate the        |
|                         | criteria required to determine whether to  |
|                         | \"stop\" or \"kill\" a project. (See also  |
|                         | 4.2 LO 10.)                                |
+-------------------------+--------------------------------------------+
| **Competency            | 5.3 LO 1: List and explain the various     |
| 5.3-Measuring IT        | criteria (time, budget, etc.) that may be  |
| success: practical and  | used to determine IT \"success.\" Assess   |
| impractical             | the importance of aligning these criteria  |
| approaches**            | with stakeholder needs.                    |
+-------------------------+--------------------------------------------+
|                         | 5.3 LO 2: Identify and evaluate            |
|                         | approaches/tools for measuring IT success  |
|                         | that may be used (based on the             |
|                         | organization\'s need for information).     |
|                         | Include among the tools, the GQMM (Goals,  |
|                         | Questions, Metrics, Measures) approach,    |
|                         | the Balanced Scorecard (financial,         |
|                         | customer, internal business process,       |
|                         | innovation/learning), Benchmarking, Best   |
|                         | Practices, the Clinger-Cohen Act, OMB      |
|                         | Circular A-11 Exhibit 300, etc. (See 5.5   |
|                         | LO 3 and 6.3 LO 2.)                        |
+-------------------------+--------------------------------------------+
|                         | 5.3 LO 3: Identify and compare leading and |
|                         | lagging indicators that are appropriate    |
|                         | for the organization and its activities.   |
+-------------------------+--------------------------------------------+
|                         | 5.3 LO 4: Discuss the need for             |
|                         | measurements, the limits of analysis, and  |
|                         | the hazards of measurement for             |
|                         | measurement\'s sake.                       |
+-------------------------+--------------------------------------------+
|                         | 5.3 LO 5: Distinguish between outcome      |
|                         | (what the system needs to achieve) and     |
|                         | output (what the system does).             |
+-------------------------+--------------------------------------------+
|                         | 5.3 LO 6: Discuss the importance of        |
|                         | identifying a few critical measures of IT  |
|                         | success, and devise systems to keep those  |
|                         | \"critical measures\" visible.             |
+-------------------------+--------------------------------------------+
|                         | 5.3 LO 7: Explain the role of survey       |
|                         | instruments in achieving IT success.       |
+-------------------------+--------------------------------------------+
|                         | 5.3 LO 8: Assess success relative to risk. |
+-------------------------+--------------------------------------------+
| **Competency            | 5.4 LO 1: Discuss the importance of        |
| 5.4-Processes and tools | questionnaires and other survey            |
| for creating,           | instruments in addressing customer         |
| administering and       | satisfaction and helping to identify gaps  |
| analyzing survey        | that may exist in the \"soft side\" of IT. |
| questionnaires**        |                                            |
+-------------------------+--------------------------------------------+
|                         | 5.4 LO 2: List, describe and evaluate the  |
|                         | strengths and weakness of a variety of     |
|                         | survey collection techniques including     |
|                         | interviews, elite interviews, focus        |
|                         | groups, surveys, questionnaires, etc.      |
+-------------------------+--------------------------------------------+
|                         | 5.4 LO 3: List, describe and evaluate the  |
|                         | applicability of frameworks such as        |
|                         | maturity measures, CMM, ISO 9000,          |
|                         | questionnaires in specific organizational  |
|                         | settings.                                  |
+-------------------------+--------------------------------------------+
|                         | 5.4 LO 4: List and discuss the             |
|                         | characteristics of good survey design.     |
|                         | Discuss validity and reliability.          |
|                         | (Reference: GSA link to GAO documents.)    |
+-------------------------+--------------------------------------------+
|                         | 5.4 LO 5: Discuss possible                 |
|                         | \"interactions\" among various survey      |
|                         | instruments, and the importance of         |
|                         | addressing the risks arising from such     |
|                         | interactions before they occur.            |
+-------------------------+--------------------------------------------+
| **Competency 5.5        | 5.5 LO 1: Support the statement that the   |
| Techniques for defining | \"Key Criteria in establishing measures of |
| and selecting effective | effective performance is                   |
| performance measures**  | alignment-alignment with stakeholder       |
|                         | needs, mission, vision, critical success   |
|                         | factors, etc.\"                            |
+-------------------------+--------------------------------------------+
|                         | 5.5 LO 2: Discuss the advantages and       |
|                         | disadvantages of building user feedback    |
|                         | into the design and development of         |
|                         | performance measures.                      |
+-------------------------+--------------------------------------------+
|                         | 5.5 LO 3: List, describe, and evaluate     |
|                         | techniques that are appropriate for        |
|                         | measuring effective performance. Identify  |
|                         | where these techniques/practices may be    |
|                         | found. Include best practices,             |
|                         | benchmarking etc. (See also 5.3 LO 2 and   |
|                         | 6.3 LO 2.)                                 |
+-------------------------+--------------------------------------------+
|                         | 5.5 LO 4: Discuss the importance of        |
|                         | identifying the purpose of establishing    |
|                         | specific measurements of effective         |
|                         | performance. Anticipate the use of the     |
|                         | data obtained and identify the             |
|                         | \"behavior\" that may need to be modified. |
+-------------------------+--------------------------------------------+
| **Competency            | 5.6 LO 1: Identify, evaluate and report on |
| 5.6-Examples of and     | sources of performance evaluation          |
| criteria for            | information including internal databases,  |
| performance             | government-wide databases, proprietary     |
| evaluation**            | databases, and web sites such as           |
|                         | ([www.govex                                |
|                         | ec.com/edge](http://www.govexec.com/edge)) |
|                         | and Performance Pathways                   |
|                         | ([www.itpolic                              |
|                         | y.gsa.gov](http://www.itpolicy.gsa.gov/)). |
+-------------------------+--------------------------------------------+
|                         | 5.6 LO 2: Identify and prioritize criteria |
|                         | that address strategic and tactical        |
|                         | dimensions of IT, demonstrating the ways   |
|                         | in which typical criteria can be focused   |
|                         | (business, information quality, technical  |
|                         | application) and evaluating whether the    |
|                         | technology is fulfilling strategic         |
|                         | business needs as well as the tactical     |
|                         | dimensions of service, information and     |
|                         | system quality.                            |
+-------------------------+--------------------------------------------+
|                         | 5.6 LO 3: Discuss the approaches to, and   |
|                         | the value of identifying/ prioritizing     |
|                         | customers and stakeholders.                |
+-------------------------+--------------------------------------------+
| **Competency            | 5.7 LO 1: Discuss the                      |
| 5.7-Managing IT reviews | significance/importance and impact of IT   |
| and oversight           | reviews.                                   |
| processes**             |                                            |
+-------------------------+--------------------------------------------+
|                         | 5.7 LO 2: Define the role and              |
|                         | responsibilities of managers (program      |
|                         | managers, project managers, program leads, |
|                         | etc.) in the IT review process.            |
+-------------------------+--------------------------------------------+
|                         | 5.7 LO 3: Beginning with the requirements  |
|                         | definition phase, identify key performance |
|                         | parameters for each phase in the lifecycle |
|                         | that\'s being used. (See also 4.5 LO 6;    |
|                         | and 5.1 LO 4.)                             |
+-------------------------+--------------------------------------------+
|                         | 5.7 LO 4: Describe the dual role of the    |
|                         | CIO-as CEO in IT and in the Clinger-Cohen  |
|                         | role in agency leadership. (See also 1.1   |
|                         | LO 3, and 1.4 LO 2.)                       |
+-------------------------+--------------------------------------------+
|                         | 5.7 LO 5: Describe the importance of the   |
|                         | CIO \"having a seat at the table.\"        |
|                         | Consider that as part of the CIO\'s line   |
|                         | responsibility, he/she is responsible for  |
|                         | the reviews and the oversight process.     |
|                         | He/she must have visibility in the process |
|                         | and also has the responsibility to advise  |
|                         | the organization\'s leadership team.       |
+-------------------------+--------------------------------------------+
|                         | 5.7 LO 6: Show IT\'s strength as a         |
|                         | solution provider that can demonstrate     |
|                         | business value.                            |
+-------------------------+--------------------------------------------+
|                         | 5.7 LO 7: Design a method to ensure that   |
|                         | measurement data that has been collected   |
|                         | in the assessment process is used in the   |
|                         | review and decision making processes.      |
+-------------------------+--------------------------------------------+
| **6.0: Project/Program  | *General Discussion: Both program          |
| Management**            | management and project management require  |
|                         | the same set of skills, including          |
|                         | communication, effective decision making,  |
|                         | adaptability, and team building. The       |
|                         | Capers-Jones database of 10,000 projects   |
|                         | shows that requirements change at an       |
|                         | average rate of 2% a month. This rate of   |
|                         | change results in the need for flexible    |
|                         | management, adaptive budgeting, and the    |
|                         | need to distinguish between real           |
|                         | requirements changes and requirements      |
|                         | creep. While both project and program      |
|                         | management present similar challenges,     |
|                         | there is a difference in scalability and   |
|                         | granularity between the management of      |
|                         | projects and programs, and therefore a     |
|                         | need to distinguish between the two.*      |
|                         |                                            |
|                         | > ***Project Management**: A project may   |
|                         | > be an element of a program, is           |
|                         | > relatively short term and has a defined  |
|                         | > beginning and end. Projects are often    |
|                         | > detail oriented and may change.**\       |
|                         | > Program Management**: A program is       |
|                         | > considered to be a set of related        |
|                         | > on-going activities with a common focus  |
|                         | > and could include multiple projects.     |
|                         | > Although a program has a target, it is   |
|                         | > not bounded in time, and can accommodate |
|                         | > change.\                                 |
|                         | > **Decision-making** is essential to both |
|                         | > project and program management.*         |
+-------------------------+--------------------------------------------+
|                         | 6.0 LO 1: Examine the importance of        |
|                         | ethics, integrity and objectivity in       |
|                         | program/project management.                |
+-------------------------+--------------------------------------------+
|                         | 6.0 LO 2: Describe the elements that       |
|                         | affect the deployment of enterprise-wide   |
|                         | program oversight capabilities.            |
+-------------------------+--------------------------------------------+
|                         | 6.0 LO 3: Justify the requirements of a    |
|                         | project by demonstrating that the program  |
|                         | is related to the enterprise mission and   |
|                         | GPRA.                                      |
+-------------------------+--------------------------------------------+
|                         | 6.0 LO 4: Develop procedures for           |
|                         | establishing and maintaining a             |
|                         | Configuration Control Board (CCB).         |
+-------------------------+--------------------------------------------+
|                         | 6.0 LO 5: Define a project in terms of     |
|                         | internal and external factors.             |
+-------------------------+--------------------------------------------+
|                         | 6.0 LO 6: Identify the types of external   |
|                         | integration opportunities that exist with  |
|                         | vendors, extranets, distance learning,     |
|                         | etc.                                       |
+-------------------------+--------------------------------------------+
| **Competency            | 6.1 LO 1: Classify how programs/projects   |
| 6.1-Project             | fit into the global picture of an          |
| scope/requirements      | organization, other programs, Congress,    |
| management**            | and the organization\'s internal and       |
|                         | external stakeholders.                     |
+-------------------------+--------------------------------------------+
|                         | 6.1 LO 2: List and define the elements     |
|                         | involved in the scope (money, time,        |
|                         | people, impact, etc.) of the               |
|                         | program/project being considered.          |
+-------------------------+--------------------------------------------+
|                         | 6.1 LO 3: Discuss how the program/project  |
|                         | scope elements address the needs of the    |
|                         | organization, including its vision,        |
|                         | values, history and culture.               |
+-------------------------+--------------------------------------------+
|                         | 6.1 LO 4: Discuss the way in which vision  |
|                         | impacts scope and requirements, i.e., most |
|                         | of the project resources are committed     |
|                         | once the planning stage is completed.      |
+-------------------------+--------------------------------------------+
|                         | 6.1 LO 5: Illustrate the essential and     |
|                         | central role of information/knowledge in   |
|                         | the management of projects/programs.       |
+-------------------------+--------------------------------------------+
|                         | 6.1 LO 6: Assess and anticipate the        |
|                         | potential positive and negative effects    |
|                         | that arise from change (mission,           |
|                         | organizational structure, organizational   |
|                         | resources, and global/broad conceptual     |
|                         | view).                                     |
+-------------------------+--------------------------------------------+
|                         | 6.1 LO 7: Discuss and design approaches    |
|                         | that systems use to both track and control |
|                         | project requirements.                      |
+-------------------------+--------------------------------------------+
|                         | 6.1 LO 8: Discuss the ways in which        |
|                         | project requirements affect project scope  |
|                         | and scope management.                      |
+-------------------------+--------------------------------------------+
|                         | 6.1 LO 9: Illustrate how poor requirements |
|                         | may cause \"requirements creep.\"          |
+-------------------------+--------------------------------------------+
|                         | 6.1 LO 10: Discuss and design approaches   |
|                         | systems to track both technology changes   |
|                         | and user needs changes so as to reduce     |
|                         | risk.                                      |
+-------------------------+--------------------------------------------+
|                         | 6.1 LO 11: List and discuss the types of   |
|                         | organizational and project change that may |
|                         | occur due to partnering.                   |
+-------------------------+--------------------------------------------+
|                         | 6.1 LO 12: List and evaluate risks that    |
|                         | may emerge to threaten the success of a    |
|                         | program.                                   |
+-------------------------+--------------------------------------------+
|                         | 6.1 LO 13: Evaluate the decision-making    |
|                         | methods and tools (both micro and macro)   |
|                         | and analyze the outputs they make          |
|                         | available to the project/program manager.  |
+-------------------------+--------------------------------------------+
|                         | 6.1 LO 14: Discuss the implications of     |
|                         | rapid design modeling techniques and       |
|                         | methods on requirements and scope          |
|                         | management.                                |
+-------------------------+--------------------------------------------+
|                         | 6.1 LO 15: Analyze the need                |
|                         | (business/mission) that is driving the     |
|                         | requirements.                              |
+-------------------------+--------------------------------------------+
| **Competency            | 6.2 LO 1: Define and illustrate project    |
| 6.2-Project integration | integration and implementation.            |
| management**            |                                            |
+-------------------------+--------------------------------------------+
|                         | 6.2 LO 2: Develop plans to integrate       |
|                         | project management and business            |
|                         | management.                                |
+-------------------------+--------------------------------------------+
|                         | 6.2 LO 3: Establish software management    |
|                         | approaches to include promotion of process |
|                         | improvements, COTS risk assessment, human  |
|                         | systems integration design and             |
|                         | applications security analysis.            |
+-------------------------+--------------------------------------------+
|                         | 6.2 LO 4: Discuss and give examples of the |
|                         | importance of innovation and creative      |
|                         | thinking in creating alternate program     |
|                         | integration strategies.                    |
+-------------------------+--------------------------------------------+
|                         | 6.2 LO 5: Describe integration across      |
|                         | programs including the reallocation of     |
|                         | resources.                                 |
+-------------------------+--------------------------------------------+
|                         | 6.2 LO 6: Compare, contrast and evaluate   |
|                         | available \"knowledge management\" tools.  |
+-------------------------+--------------------------------------------+
|                         | 6.2 LO 7: Assess the value of electronic   |
|                         | communication tools as an integration      |
|                         | driver.                                    |
+-------------------------+--------------------------------------------+
| **Competency 6.3        | 6.3 LO 1: Describe and evaluate project    |
| Project time/cost/      | management planning techniques and tools   |
| performance             | that support the project lifecycle.        |
| management**            |                                            |
+-------------------------+--------------------------------------------+
|                         | 6.3 LO 2: List, describe and evaluate      |
|                         | project/program performance metrics. (See  |
|                         | also 5.2 LO 8, 5.5 LO 3)                   |
+-------------------------+--------------------------------------------+
|                         | 6.3 LO 3: Identify criteria and analyze    |
|                         | performance, resources, cost, and schedule |
|                         | in order to achieve business objectives.   |
|                         | Utilize the Earned Value Management System |
|                         | to analyze a business case.                |
+-------------------------+--------------------------------------------+
|                         | 6.3 LO 4: Discuss the importance of        |
|                         | program control processes and industry     |
|                         | best practices.                            |
+-------------------------+--------------------------------------------+
|                         | 6.3 LO 5: Describe the importance of       |
|                         | financial management techniques and tools. |
+-------------------------+--------------------------------------------+
|                         | 6.3 LO 6: Identify, evaluate, and          |
|                         | integrate cost, time and performance       |
|                         | drivers so that the tradeoffs that are     |
|                         | made are reached in a realistic way.       |
+-------------------------+--------------------------------------------+
| **Competency            | 6.4 LO 1: Define characteristics of        |
| 6.4-Project quality     | quality. Include usability, quality        |
| management**            | assurance and quality control.             |
+-------------------------+--------------------------------------------+
|                         | 6.4 LO 2: Identify quality requirements    |
|                         | and evaluate/establish metrics to achieve  |
|                         | those requirements.                        |
+-------------------------+--------------------------------------------+
|                         | 6.4 LO 3: Identify and discuss ways to     |
|                         | build quality into systems.                |
+-------------------------+--------------------------------------------+
|                         | 6.4 LO 4: Design and implement approaches  |
|                         | to obtain feedback from users.             |
+-------------------------+--------------------------------------------+
|                         | 6.4 LO 5: Design approaches, including the |
|                         | use of metrics that cover the full range   |
|                         | of quality requirements, which assure that |
|                         | quality programs are implemented.          |
+-------------------------+--------------------------------------------+
|                         | 6.4 LO 6: Discuss the advantages of        |
|                         | independent verification and validation    |
|                         | (IV&V) and design approaches to tie IV&V   |
|                         | to the quality assurance program.          |
+-------------------------+--------------------------------------------+
| **Competency            | 6.5 LO 1: Define risk                      |
| 6.5-Project risk        |                                            |
| management**            |                                            |
+-------------------------+--------------------------------------------+
|                         | 6.5 LO 2: Discuss technical, cost and      |
|                         | management capability risks associated     |
|                         | with project management.                   |
+-------------------------+--------------------------------------------+
|                         | 6.5 LO 3: Identify, discuss, develop and   |
|                         | disseminate risk taxonomy. (Reference: SEI |
|                         | from Carnegie Mellon University and        |
|                         | Defense Systems Management College)        |
+-------------------------+--------------------------------------------+
|                         | 6.5 LO 4: Identify approaches to quantify  |
|                         | risk assessment and to prioritize among    |
|                         | risks. (Reference: DSMC Risk Management    |
|                         | manual)                                    |
+-------------------------+--------------------------------------------+
|                         | 6.5 LO 5: Describe and evaluate the risk   |
|                         | mitigation process, and how it is tailored |
|                         | to particular situations.                  |
+-------------------------+--------------------------------------------+
|                         | 6.5 LO 6: Evaluate monitoring and control  |
|                         | systems. Discuss their implementation.     |
+-------------------------+--------------------------------------------+
|                         | 6.5 LO 7: Discuss the need for risk        |
|                         | management in completed systems. Include   |
|                         | discussion of the \"larger environment\"   |
|                         | in which the system will be functioning.   |
+-------------------------+--------------------------------------------+
|                         | 6.5 LO 8: Define the risk management       |
|                         | process.                                   |
+-------------------------+--------------------------------------------+
|                         | 6.5 LO 9: Characterize the differences     |
|                         | among risk management, problem management  |
|                         | and crisis management.                     |
+-------------------------+--------------------------------------------+
| **Competency            | 6.6 LO 1: Describe the project management  |
| 6.6-Project procurement | lifecycle.                                 |
| management**            |                                            |
+-------------------------+--------------------------------------------+
|                         | 6.6 LO 2: Discuss the CIO\'s lifecycle     |
|                         | responsibility for project and program     |
|                         | management.                                |
+-------------------------+--------------------------------------------+
|                         | 6.6 LO 3:Describe the CIO\'s involvement   |
|                         | in the early phases (concept exploration   |
|                         | and procurement) of acquisition            |
|                         | management.                                |
+-------------------------+--------------------------------------------+
|                         | 6.6 LO 4: Identify necessary metrics to    |
|                         | manage cost, schedule, and performance     |
|                         | throughout the project lifecycle.          |
+-------------------------+--------------------------------------------+
|                         | 6.6 LO 5: Describe budget strategies to    |
|                         | mitigate the impact of changes in project  |
|                         | scope.                                     |
+-------------------------+--------------------------------------------+
| **Competency 6.7-       | 6.7 LO 1: Discuss the IT lifecycle as a    |
| System life cycle       | discipline. List and describe the          |
| management**            | components of the system life cycle.       |
+-------------------------+--------------------------------------------+
|                         | 6.7 LO 2: List and describe the standards  |
|                         | such as SEI, ISO 12207, STD-16, ISO 9000,  |
|                         | etc., that apply to the life cycle.        |
+-------------------------+--------------------------------------------+
|                         | 6.7 LO 3: Identify the impacts of costs,   |
|                         | benefits, risks, resources, and time to    |
|                         | market on the system life cycle.           |
+-------------------------+--------------------------------------------+
|                         | 6.7 LO 4: Distinguish between system       |
|                         | development life cycle and the system life |
|                         | cycle.                                     |
+-------------------------+--------------------------------------------+
|                         | 6.7 LO 5: Describe the technology          |
|                         | architectures, i.e., systems, hardware,    |
|                         | software, and communications.              |
+-------------------------+--------------------------------------------+
|                         | 6.7 LO 6: Evaluate the different parts of  |
|                         | the life cycle to achieve a useful and     |
|                         | cost effective outcome.                    |
+-------------------------+--------------------------------------------+
|                         | 6.7 LO 7: Describe the impact of           |
|                         | Commercial-off-the-shelf (COTS)            |
|                         | availability to the build or buy decision. |
+-------------------------+--------------------------------------------+
|                         | 6.7 LO 8: Discuss the heuristics of life   |
|                         | cycle-when to know when you have enough,   |
|                         | etc. Include Total Cost of Ownership,      |
|                         | lessons learned, etc.                      |
+-------------------------+--------------------------------------------+
|                         | 6.7 LO 9: Discuss the importance of        |
|                         | managing change.                           |
+-------------------------+--------------------------------------------+
| **Competency 6.8-       | 6.8 LO 1: Evaluate the strengths and       |
| Software development**  | weaknesses of different models, approaches |
|                         | and methodologies relating to software     |
|                         | development such as CMM, emerging best     |
|                         | practices, IDEF (ICAM (Integrated Computer |
|                         | Added Manufacturing) Definition), Rapid    |
|                         | Application Development (RAD), Joint       |
|                         | Application Design (JAD), Object-Oriented  |
|                         | (OO) software and Spiral Development.      |
+-------------------------+--------------------------------------------+
|                         | 6.8 LO 2: Discuss the importance of        |
|                         | adopting and applying a systems            |
|                         | engineering perspective and process to     |
|                         | software development.                      |
+-------------------------+--------------------------------------------+
|                         | 6.8 LO 3: Develop a process to analyze the |
|                         | make vs. buy decision. Understand          |
|                         | statistical measures as a tool to make     |
|                         | informed decisions.                        |
+-------------------------+--------------------------------------------+
|                         | 6.8 LO 4: Discuss Pareto\'s law and the    |
|                         | impact of core requirements-i.e., 80% of   |
|                         | the design and testing is up front before  |
|                         | coding begins.                             |
+-------------------------+--------------------------------------------+
| **7.0 Capital Planning  | *General Discussion: it is essential that  |
| and Investment          | CIOs understand the importance of Capital  |
| Assessment**            | Planning and Investment Analysis.          |
|                         | Clinger-Cohen mandated such planning and   |
|                         | assessment and changed the \"rules of the  |
|                         | game.\" Successful industry does the same  |
|                         | things.*\                                  |
|                         | *Clinger-Cohen decentralized IT and made   |
|                         | each agency autonomous in the way it       |
|                         | plans, invests in and implements IT.       |
|                         | Capital planning is needed to provide a    |
|                         | framework for running government with the  |
|                         | same disciplines as private business.*\    |
|                         | *In addition to Clinger-Cohen other        |
|                         | legislation involved in these significant  |
|                         | changes include:*                          |
|                         |                                            |
|                         | > ***PRA**-Paperwork Reduction Act of      |
|                         | > 1995, **\                                |
|                         | > GPRA**-Government Performance and        |
|                         | > Results Act (Results Act) (PL 103-62),\  |
|                         | > Title V Extract-Federal Acquisition      |
|                         | > Streamlining Act of 1994 (PL 103-355)    |
|                         | > which sets standards for planning,       |
|                         | > organizing and monitoring projects,\     |
|                         | > Chief Financial Officers Act (PL 101     |
|                         | > 576)*\                                   |
|                         | > *BEA-Budget Enforcement Act*\            |
|                         | > *BBA-Balanced Budget Agreement*          |
|                         |                                            |
|                         | *The OMB and the White House have also     |
|                         | issued guidance related to the acquisition |
|                         | and management of information resources,   |
|                         | including:*                                |
|                         |                                            |
|                         | > *OMB Circular A-11*\                     |
|                         | > *OMB Circular A-94*\                     |
|                         | > *OMB circular A-109*\                    |
|                         | > *OMB Circular A-123*\                    |
|                         | > *OMB Circular A-127*\                    |
|                         | > *OMB Circular A-130*\                    |
|                         | > *Executive Order 13011 Sec. 2(b)(3)*     |
|                         |                                            |
|                         | *In the new paradigm IT decisions need to  |
|                         | be supported by using business case        |
|                         | analysis. Business cases will be presented |
|                         | to the Investment Review Board that        |
|                         | includes the CIO. Finance and acquisition  |
|                         | will need to be linked to capital          |
|                         | planning.*\                                |
|                         | *IT is only one of six CIO                 |
|                         | responsibilities emanating from the PRA    |
|                         | and the Clinger Cohen Act. These           |
|                         | responsibilities are:*\                    |
|                         | *1. Information collection and burden      |
|                         | reduction*\                                |
|                         | *2. Statistical activities*\               |
|                         | *3. Records management*\                   |
|                         | *4. Privacy (Privacy Act)*\                |
|                         | *5. Information Technology*\               |
|                         | 6. *Security*                              |
+-------------------------+--------------------------------------------+
|                         | 7.0 LO 1: Discuss the appropriation        |
|                         | process and the way that politics (both    |
|                         | local agendas and national issues) may     |
|                         | affect the capital planning and investment |
|                         | process.                                   |
+-------------------------+--------------------------------------------+
|                         | 7.0 LO 2: Use a structured process to      |
|                         | identify functional requirements and       |
|                         | assess if those requirements support core  |
|                         | mission.                                   |
+-------------------------+--------------------------------------------+
|                         | 7.0 LO 3: Evaluate the role of the \"three |
|                         | pesky questions (Core mission,             |
|                         | Outsourcing, and Redesign)\" in Capital    |
|                         | Planning and Investment Assessment.        |
+-------------------------+--------------------------------------------+
|                         | 7.0 LO 4: Compare and contrast differing   |
|                         | portfolio and individual approaches to     |
|                         | projects.                                  |
+-------------------------+--------------------------------------------+
|                         | 7.0 LO 5: Identify and analyze the hard    |
|                         | criteria (e.g. ROI and shelf life) and the |
|                         | soft criteria (Veteran\'s Administration   |
|                         | addresses \"principles\" such as internal  |
|                         | customer satisfaction, quality of life,    |
|                         | etc.) that would be included in the IT     |
|                         | capital planning and assessment            |
|                         | decision-and design a sample evaluation    |
|                         | instrument that reflects these criteria as |
|                         | well as other forms of performance         |
|                         | metrics.                                   |
+-------------------------+--------------------------------------------+
|                         | 7.0 LO 6: Since all capital planning and   |
|                         | investment assessment decisions should be  |
|                         | evaluated across a broad spectrum of       |
|                         | criteria, discuss the value of developing  |
|                         | a uniform (within an agency) approach to   |
|                         | evaluate alternative investment            |
|                         | decisions.\                                |
|                         | (Note: This need for evaluation assumes    |
|                         | that there are limited resources (fiscal,  |
|                         | human, etc.) available for capital         |
|                         | planning and investment.) (See also 7.7 LO |
|                         | 4)                                         |
+-------------------------+--------------------------------------------+
|                         | 7.0 LO 7: In addition to monetary metrics, |
|                         | identify, compare and evaluate metrics     |
|                         | related to areas such as human capital,    |
|                         | customer satisfaction and internal growth  |
|                         | when assessing capital planning and        |
|                         | investment projects. (Reference: Balanced  |
|                         | Score Card method.)                        |
+-------------------------+--------------------------------------------+
| **Competency 7.1-Best   | *General Discussion: Although there are    |
| practices**             | current \"best practices\" in cost         |
|                         | benefits, risk management, etc., the CIO   |
|                         | needs to be aware of both current best     |
|                         | practices and emerging best practices.     |
|                         | Thus, a desirable approach to \"Best       |
|                         | Practices\" is one that emphasizes         |
|                         | continuous learning.*                      |
+-------------------------+--------------------------------------------+
|                         | 7.1 LO 1: Identify the approaches needed,  |
|                         | and develop a plan to create an            |
|                         | environment that encourages continuous     |
|                         | learning (Same as 2.2 LO 2).               |
+-------------------------+--------------------------------------------+
|                         | 7.1 LO 2: Identify and evaluate current    |
|                         | Best Practices in capital planning and     |
|                         | investment. Include the GAO Information    |
|                         | Technology Investment Management (ITIM)    |
|                         | maturity model among those evaluated.      |
+-------------------------+--------------------------------------------+
|                         | 7.1 LO 3: Evaluate current and emerging    |
|                         | Best Practices relative to the             |
|                         | enterprise\'s strategic plan.              |
+-------------------------+--------------------------------------------+
|                         | 7.1 LO 4: Develop approaches to examine    |
|                         | internal and external processes and        |
|                         | practices and to develop appropriate       |
|                         | benchmarks.                                |
+-------------------------+--------------------------------------------+
| **Competency 7.2-Cost   | 7.2 LO 1: Describe and interpret a variety |
| benefit, economic, and  | of methodologies used in cost benefit,     |
| risk analysis**         | economic and risk analysis.                |
+-------------------------+--------------------------------------------+
|                         | 7.2 LO 2: Compare and contrast among the   |
|                         | methodologies used in cost benefit,        |
|                         | economic and risk analysis in order to be  |
|                         | able to implement a single set of          |
|                         | methodologies with common standards        |
|                         | throughout a large organization. (See also |
|                         | 7.6 LO 4.)                                 |
+-------------------------+--------------------------------------------+
|                         | 7.2 LO 3: Compare and contrast the         |
|                         | implications of commonly used metrics such |
|                         | as ROI, NPV, Internal or Modified Internal |
|                         | Rate of Return (IRR, MIRR) etc. This       |
|                         | comparison should address not only the     |
|                         | outputs of the metrics, but also the       |
|                         | assumptions upon which the metrics are     |
|                         | based. Note: Some methods (NPV) result in  |
|                         | positive or negative numbers, while IRR    |
|                         | results in a percentage, but is less       |
|                         | robust. Often percentages are more         |
|                         | appealing, and more compelling.            |
+-------------------------+--------------------------------------------+
|                         | 7.2 LO 4: Analyze cost and economic data,  |
|                         | assess its quality, and communicate its    |
|                         | meaning to others.                         |
+-------------------------+--------------------------------------------+
|                         | 7.2 LO 5: Identify and evaluate            |
|                         | qualitative approaches that can be used in |
|                         | risk analysis in addition to the more      |
|                         | traditional quantitative methodologies.    |
+-------------------------+--------------------------------------------+
|                         | 7.2 LO 6: Analyze the quantitative data    |
|                         | behind qualitative decisions adequately to |
|                         | be able to ask appropriate questions. (See |
|                         | also 7.6 LO 4.)                            |
+-------------------------+--------------------------------------------+
|                         | 7.2 LO 7: Justify the reason that the      |
|                         | Clinger-Cohen Act requires a risk-adjusted |
|                         | ROI before making an investment in IT.     |
+-------------------------+--------------------------------------------+
|                         | 7.2 LO 8: When presented with a need,      |
|                         | evaluate a variety of solutions that       |
|                         | include but are not limited to IT-based    |
|                         | solutions.                                 |
+-------------------------+--------------------------------------------+
| **Competency 7.3-Risk   | 7.3 LO 1: Discuss the reasons why risk     |
| management- models and  | analysis and risk management are vital.    |
| methods**               | Include discussion of the role risk        |
|                         | management plays and how the specifics     |
|                         | relate to the organization and its         |
|                         | mission.                                   |
+-------------------------+--------------------------------------------+
|                         | 7.3 LO 2: Discuss and illustrate major     |
|                         | areas of risk such as cost, technical      |
|                         | (including obsolescence) and management    |
|                         | capability. (See also 6.5 LO 2.)           |
+-------------------------+--------------------------------------------+
|                         | 7.3 LO 3: Compare and contrast the         |
|                         | commonly accepted standards, tools, and    |
|                         | methods used in risk management.           |
+-------------------------+--------------------------------------------+
|                         | 7.3 LO 4: Apply and evaluate commonly used |
|                         | best practices risk management models.     |
|                         | (References:                               |
|                         | [www.cio.gov](http://www.cio.gov/),        |
|                         | documents from the GAO Investment Guide;   |
|                         | OMB A94, A11 Part 3, Capital Programming   |
|                         | Guide; and GAO Report on Assessing Risks   |
|                         | and Returns.)                              |
+-------------------------+--------------------------------------------+
|                         | 7.3 LO 5: Given a business case, be able   |
|                         | to apply risk management models and        |
|                         | methods.                                   |
+-------------------------+--------------------------------------------+
|                         | 7.3 LO 6: Develop and implement an         |
|                         | approach that will scan internal and       |
|                         | external customers, stakeholder            |
|                         | acceptance/\"buy-in\", schedule,           |
|                         | acquisition, safety, feasibility, etc to   |
|                         | identify significant hard and soft areas   |
|                         | of risk that might have been missed        |
|                         | through the exclusive use of the commonly  |
|                         | used best practice risk management models. |
+-------------------------+--------------------------------------------+
| **Competency            | *General Discussion: In many enterprises,  |
| 7.4-Weighing benefits   | it is assumed that a question or a need    |
| of alternative IT       | can best be addressed through an IT        |
| investments**           | solution. However, it is essential for the |
|                         | CIO to be aware that IT is not the answer  |
|                         | to every problem. There may be a variety   |
|                         | of possible solutions-and IT applications  |
|                         | and/or investments may represent only a    |
|                         | part of those solutions*. *A CIO must look |
|                         | at Clinger Cohen. The CIO must know what   |
|                         | the enterprise business is and use this    |
|                         | information to identify gaps and           |
|                         | deficiencies*.                             |
+-------------------------+--------------------------------------------+
|                         | 7.4 LO 1 Create an analysis and            |
|                         | decision-making process that will ensure   |
|                         | that when a CIO is presented with a need,  |
|                         | ALL alternatives (and not only IT          |
|                         | alternatives) are evaluated.               |
+-------------------------+--------------------------------------------+
|                         | 7.4 LO 2: Compare and contrast the         |
|                         | commonly accepted standards, tools, and    |
|                         | methods available for evaluating benefits  |
|                         | of alternative IT investments.             |
+-------------------------+--------------------------------------------+
|                         | 7.4 LO 3: Compare and contrast the         |
|                         | advantages of uniform IT investment        |
|                         | assessment standards vs. the value of      |
|                         | flexibility in assessing alternative IT    |
|                         | investments. Include OMB A 94, A11 (a      |
|                         | standard), and \"best practices\" in the   |
|                         | discussion.                                |
+-------------------------+--------------------------------------------+
|                         | 7.4 LO 4: Discuss the role of forecasting  |
|                         | in cost-benefit analysis. Include          |
|                         | situations in which IT systems are making  |
|                         | an investment in information that does not |
|                         | show up immediately in the ROI, but needs  |
|                         | to be inserted into the ROI forecast.      |
+-------------------------+--------------------------------------------+
|                         | 7.4 LO 5: Evaluate cost benefits of        |
|                         | alternative IT-and non IT-solutions, and   |
|                         | be able to support and justify the best    |
|                         | alternative.                               |
+-------------------------+--------------------------------------------+
| **Competency            | 7.5 LO 1: Compare and contrast and         |
| 7.5-Capital investment  | demonstrate the use of the various capital |
| analysis-models and     | investment models and methods, e.g.        |
| methods**               | Capital Assets Pricing Model (CAPM),       |
|                         | Internal Rate of Return (IRR), Net Present |
|                         | Value (NPV), Modified Internal Rate of     |
|                         | Return (MIRR), etc.                        |
+-------------------------+--------------------------------------------+
|                         | 7.5 LO 2: Select and apply the appropriate |
|                         | model to analyze Capital Investment in IT. |
+-------------------------+--------------------------------------------+
|                         | 7.5 LO 3: Critique the Balanced Score Card |
|                         | (BSC) method and justify its use as part   |
|                         | of the capital investment analysis         |
|                         | process.                                   |
+-------------------------+--------------------------------------------+
| **Competency            | 7.6 LO 1: Discuss the elements of a        |
| 7.6-Business case       | comprehensive Business Case Analysis       |
| analysis**              | including management, customers, and       |
|                         | technical costs. Areas to address include  |
|                         | at least the following\                    |
|                         | 1. Best practices\                         |
|                         | 2. Business Process Reengineering,         |
|                         | Business Process Improvement and           |
|                         | Benchmarking\                              |
|                         | 3. Cost/benefit, economic, and risk        |
|                         | analysis\                                  |
|                         | 4. Risk management\                        |
|                         | 5. Weighing the benefits of alternative IT |
|                         | investments\                               |
|                         | 6. Evaluating over time the impacts and    |
|                         | effects in technical, acquisition, risks,  |
|                         | and organizational areas\                  |
|                         | 7. Capital investment analysis\            |
|                         | 8. Portfolio analysis\                     |
|                         | 9. Integration of performance with mission |
|                         | and budget process                         |
+-------------------------+--------------------------------------------+
|                         | 7.6 LO 2: Utilizing case studies, examine  |
|                         | how Business Case Analysis provides the    |
|                         | means to evaluate the quantitative and     |
|                         | qualitative aspects of competing           |
|                         | investment opportunities. (One             |
|                         | illustration: The FBI has three investment |
|                         | initiatives before it: 1) Add 1500 agents  |
|                         | to the field; 2) Obtain laptops for field  |
|                         | agents; and 3) build a new building.).     |
+-------------------------+--------------------------------------------+
|                         | 7.6 LO 3: Verify the validity of           |
|                         | measurements used in                       |
|                         | developing/calculating investment          |
|                         | metrics.\                                  |
|                         | Note: The CIO need not be a financial      |
|                         | analyst, but must be able to understand    |
|                         | different methodologies that have been     |
|                         | used to calculate return, etc. (See also   |
|                         | 7.2 LO 1; 7.2 LO 2; 7.2 LO 4; and 7.2 LO   |
|                         | 5.)                                        |
+-------------------------+--------------------------------------------+
|                         | 7.6 LO 4: Compare and contrast the models  |
|                         | and methods of Business Case Analysis,     |
|                         | both in government and in industry.        |
|                         | (Examples: Ratio analysis, a typical       |
|                         | business tool, could be used to assess     |
|                         | against performance/outcomes against       |
|                         | agencies of similar size and mission.      |
|                         | Public Building Services have developed    |
|                         | benchmarks against private industry real   |
|                         | estate firms.)                             |
+-------------------------+--------------------------------------------+
| **Competency            | 7.7 LO 1: Evaluate the contribution of     |
| 7.7-Integrating         | specific capital investment initiatives to |
| performance with        | mission performance. Example: If your      |
| mission and budget      | organization is charged with safety, as is |
| process**               | FAA, that mission aspect will be a         |
|                         | qualitative factor in capital planning     |
|                         | decisions.                                 |
+-------------------------+--------------------------------------------+
|                         | 7.7 LO 2: Discuss the role of capital      |
|                         | planning in an agency\'s strategic         |
|                         | planning process.                          |
+-------------------------+--------------------------------------------+
|                         | 7.7 LO 3: Demonstrate the importance of    |
|                         | alignment of capital planning with agency  |
|                         | mission.                                   |
+-------------------------+--------------------------------------------+
|                         | 7.7 LO 4: Develop approaches to assess the |
|                         | qualitative and quantitative contribution  |
|                         | of capital planning investments to the     |
|                         | agency mission. (See also 7.0 LO 6.)       |
+-------------------------+--------------------------------------------+
| **Competency            | 7.8 LO 1: Discuss the need for an          |
| 7.8-Investment review   | investment review process. Include in the  |
| process**               | discussion, the role of the \"decision     |
|                         | makers\" (and who they may be), and an     |
|                         | identification of the types of information |
|                         | that will be needed.                       |
+-------------------------+--------------------------------------------+
|                         | 7.8 LO 2: Identify the information and     |
|                         | measurement tools that will be needed for  |
|                         | the investment review process. Include     |
|                         | \"checkpoints\" that may trigger           |
|                         | additional information.                    |
+-------------------------+--------------------------------------------+
|                         | 7.8 LO 3: Discuss different approaches to  |
|                         | the investment review process. Include     |
|                         | approaches that are oriented to the        |
|                         | culture of the specific organization,      |
|                         | e.g., some organizations are detailed and  |
|                         | quantitative, others are consensus based,  |
|                         | etc., and select appropriate approach to   |
|                         | their culture.                             |
+-------------------------+--------------------------------------------+
|                         | 7.8 LO 4: List the stages of an investment |
|                         | review process. Design an investment       |
|                         | review process that includes each of these |
|                         | steps/stages.                              |
+-------------------------+--------------------------------------------+
|                         | 7.8 LO 5: Since an investment lifecycle    |
|                         | has many points of investment, describe    |
|                         | the capital planning process in life-cycle |
|                         | terms. Include OMB Circular A11 in the     |
|                         | discussion.                                |
+-------------------------+--------------------------------------------+
| **Competency            | 7.9 LO 1: Assess the impact of regulation  |
| 7.9-Intergovernmental,  | on state and local partners. Include       |
| Federal, State, and     | budget effects, etc. Examples may include  |
| Local Projects**        | \"Welfare to Work,\" Medicare, etc.        |
+-------------------------+--------------------------------------------+
|                         | 7.9 LO 2: Identify and/or design shared    |
|                         | solutions within and/or between            |
|                         | agencies/governments to leverage           |
|                         | investments.                               |
+-------------------------+--------------------------------------------+
| **8.0: Acquisition**    | *General Discussion: Acquisition links     |
|                         | technology investment to the business      |
|                         | outcomes and results, as defined by the    |
|                         | end consumer. Acquisition needs to move    |
|                         | from what been a singular focus on process |
|                         | to one that considers both process and     |
|                         | objectives. Acquisition anticipates what   |
|                         | is needed before it is officially stated,  |
|                         | and develops requirements that include the |
|                         | end users and [must be]{.underline} linked |
|                         | to business outcomes.*\                    |
|                         | *The CIO must understand the new dynamic,  |
|                         | and understand lifecycle management.       |
|                         | He/she must move from a risk averse        |
|                         | process to one of risk management, and     |
|                         | create an innovative acquisition           |
|                         | environment throughout the organization.   |
|                         | The CIO should monitor changes in          |
|                         | acquisition models and methods.*\          |
|                         | *Acquisition includes four stages-(1)      |
|                         | Defining the business objective; (2)       |
|                         | Requirements definition and approval; (3)  |
|                         | Sourcing and (4) Post-Award management.    |
|                         | The post-award management phase can be     |
|                         | multi-year, and the CIO must be aware of   |
|                         | technology cycles, and the impact of the   |
|                         | length of the cycle.*\                     |
|                         | *Acquisition needs to be seen as part of a |
|                         | larger structure or process in which it is |
|                         | one link in the capital planning and       |
|                         | strategy process. It is the \"cost\" part  |
|                         | of the cost/benefit analysis. The CIO must |
|                         | understand his/her role in business        |
|                         | objectives, and forge a partnership with   |
|                         | the other senior leaders of the            |
|                         | organization.*\                            |
|                         | *There needs to be a dynamic interplay     |
|                         | between industry choices/resources and     |
|                         | acquisition decisions.*\                   |
|                         | *The CIO and senior management should      |
|                         | understand the impact of government on     |
|                         | industry, both in terms of laws and        |
|                         | regulations, the impact of specific        |
|                         | procedures, and the actual acquisition     |
|                         | process*.                                  |
+-------------------------+--------------------------------------------+
|                         | 8.0 LO 1: Compare and contrast             |
|                         | acquisition, contracting, and procurement. |
+-------------------------+--------------------------------------------+
|                         | 8.0 LO 2: Describe the various phases with |
|                         | the acquisition lifecycle. Include         |
|                         | reference to maintenance phase,            |
|                         | purchasing, training, etc.                 |
+-------------------------+--------------------------------------------+
| **Competency            | 8.1 LO 1: Describe the ways in which a     |
| 8.1-Alternative         | strategic plan, annual performance plan,   |
| functional approaches   | specific requirements, and capital         |
| (necessity, government, | planning process must drive the            |
| IT) analysis**          | acquisition strategy.                      |
+-------------------------+--------------------------------------------+
|                         | 8.1 LO 2: Demonstrate the development of   |
|                         | an acquisition strategy. Include           |
|                         | interpretation of internal and external    |
|                         | environments, the business, fiscal and     |
|                         | political environments, awareness of A76   |
|                         | methodology, contracting strategy, and     |
|                         | technological and environmental change in  |
|                         | the development of the acquisition         |
|                         | strategy.                                  |
+-------------------------+--------------------------------------------+
|                         | 8.1 LO 3: Identify and evaluate the range  |
|                         | of alternatives to acquisition that should |
|                         | be explored in the pre-phase of the        |
|                         | project. Include the role of technology,   |
|                         | reengineering, architecture, training,     |
|                         | processes, procedures, elimination of      |
|                         | functions, etc. in the listing of          |
|                         | alternatives.                              |
+-------------------------+--------------------------------------------+
|                         | 8.1 LO 4: Discuss alternative ways to      |
|                         | translate the business objective into      |
|                         | requirements. (IRS Example: Instead of     |
|                         | acquiring a system, one option was to      |
|                         | retain a company to do the acquisition.).  |
+-------------------------+--------------------------------------------+
|                         | 8.1 LO 5: Discuss the differences between  |
|                         | acquisition as a planned event and as a    |
|                         | reactive event. In particular address      |
|                         | reactive events that may be described as   |
|                         | poor planning, i.e., a 5-year contract is  |
|                         | due to expire in 6 weeks, and acquisition  |
|                         | must react.                                |
+-------------------------+--------------------------------------------+
|                         | 8.1 LO 6: Illustrate the use of cost,      |
|                         | schedule, and performance goals to plan    |
|                         | and manage acquisitions.                   |
+-------------------------+--------------------------------------------+
| **Competency            | *Discussion: Competency 8.2 and Competency |
| 8.2-Alternative         | 8.3 examine different dimensions of the    |
| acquisition models**    | same concept*.                             |
+-------------------------+--------------------------------------------+
|                         | 8.2 LO 1: Define the components typically  |
|                         | included in an acquisition model. These    |
|                         | components might include relationship      |
|                         | between government and supplier, internal  |
|                         | relations, motivation of supplier,         |
|                         | elements of sourcing, etc.                 |
+-------------------------+--------------------------------------------+
|                         | 8.2 LO 2: Compare, contrast, and evaluate  |
|                         | various acquisition philosophies. Include, |
|                         | but do not limit the identification to:    |
|                         | changing the operational process instead   |
|                         | of purchasing; doing the work in house or  |
|                         | outsourcing; outsourcing to one or to      |
|                         | several contractors; intergovernmental     |
|                         | outsourcing; unitary RFP or multiple       |
|                         | awards; level at which the acquisition is  |
|                         | managed (e.g., seat management \-- all     |
|                         | desktop needs to one contractor, versus    |
|                         | individual PC support contracts.)          |
+-------------------------+--------------------------------------------+
|                         | 8.2 LO 3: Justify the need to design       |
|                         | acquisition philosophies and models that   |
|                         | fit the organization\'s mission, needs and |
|                         | culture.                                   |
+-------------------------+--------------------------------------------+
|                         | 8.2 LO 4: Design an acquisition philosophy |
|                         | or model that fits the organization\'s     |
|                         | mission, needs, and culture. Among the     |
|                         | factors considered include sourcing        |
|                         | issues, type(s) of contract, modular       |
|                         | contracting, award fees, use of            |
|                         | subcontractors, etc.                       |
+-------------------------+--------------------------------------------+
|                         | 8.2 LO 5: Evaluate the variety of          |
|                         | processes or methods available for         |
|                         | acquisition. Include the FAR (which        |
|                         | includes several methods), DFAR, Uniform   |
|                         | Commercial Code (UCC), etc.                |
+-------------------------+--------------------------------------------+
|                         | 8.2 LO 6: Using tools, methodologies and   |
|                         | rules evaluate the development acquisition |
|                         | model/plan for different acquisitions.     |
|                         | Include the vehicle to be used, i.e., GSA  |
|                         | schedule; contractor(s) motivation;        |
|                         | unitary RSP or multiple awards etc.        |
+-------------------------+--------------------------------------------+
| **Competency 8.3-       | 8.3 LO 1: List and describe various        |
| Streamlined acquisition | acquisition models. Include among the      |
| methodologies**         | models considered: DoD 5000; FAA\'s spiral |
|                         | development model; IRS\'s outsourcing      |
|                         | acquisition-agency as super system\'s      |
|                         | integrator; commercial best practices      |
|                         | (off-the-shelf) SAP (Streamlined           |
|                         | Acquisition Process); Defense Enterprise   |
|                         | Program (C17); and USMC Compressed         |
|                         | Acquisition.                               |
+-------------------------+--------------------------------------------+
|                         | 8.3 LO 2: Compare, contrast, and evaluate  |
|                         | acquisition methodologies. Include, but do |
|                         | not limit, the analysis to:\               |
|                         | 1. Methodologies that establish internal   |
|                         | decision making process\                   |
|                         | 2. Time, budget, performance, risk         |
|                         | management as elements of analysis\        |
|                         | 3. Determination of resources or authority |
|                         | to acquire by self, e.g., single           |
|                         | procurement vs. OMB circular A 109         |
|                         | Fly-off\                                   |
|                         | 4. Procuring an annual renewable service   |
|                         | approach (as opposed to purchasing)\       |
|                         | 5. Relations with users and industry       |
|                         | during the process\                        |
|                         | 6. Evaluation methodology to be used\      |
|                         | 7. Commercial item (COTS driven)\          |
|                         | 8. RFP/solicitation\                       |
|                         | 9. Market research/RFI (request for        |
|                         | information)\                              |
|                         | 10. GWAC (Government Wide Acquisition      |
|                         | Contract)\                                 |
|                         | 11. Delegate parts of process (Executive   |
|                         | Agent needed)\                             |
|                         | 12. GSA Schedules                          |
+-------------------------+--------------------------------------------+
|                         | 8.3 LO 3: Describe the process of          |
|                         | creating/engineering streamlined           |
|                         | acquisitions.                              |
+-------------------------+--------------------------------------------+
| **Competency            | 8.4 LO 1: List and describe post-award     |
| 8.4-Post-award IT       | contract management methods and strategies |
| contract management     | that must be anticipated and incorporated  |
| models and methods,     | into the planning phase of the contract.   |
| including past          | Include at least the following in the      |
| performance             | listing and description:\                  |
| evaluation**            | 1. Performance based service contracts.\   |
|                         | 2. Methods of control (interfaces,         |
|                         | checkpoints).\                             |
|                         | 3. Benchmarks (agreed-upon).\              |
|                         | 4. Tracking performance \-- build a system |
|                         | for tracking and rewarding good            |
|                         | performance.\                              |
|                         | 5. Creating incentives for good            |
|                         | performance (includes share in the savings |
|                         | e.g. California Franchise Tax Board)\      |
|                         | 6. Managing changes in the contract \--    |
|                         | negotiation between users and contractors  |
|                         | about requirements scope creep\            |
|                         | 7. Termination strategies                  |
+-------------------------+--------------------------------------------+
|                         | 8.4 LO 2: Discuss the management of        |
|                         | partnering relationships. Include          |
|                         | organizational interface and structure of  |
|                         | the relationship (motivation, checkpoints, |
|                         | information needs, metrics).               |
+-------------------------+--------------------------------------------+
|                         | 8.4 LO 3: Discuss the importance of        |
|                         | pre-termination and termination decision   |
|                         | points.                                    |
+-------------------------+--------------------------------------------+
| **Competency 8.5-IT     | 8.5 LO 1: Devise systems for tracking and  |
| acquisition best        | evaluating commercial and other public     |
| practices**             | sector \"best practices.\" Include state,  |
|                         | local, and other federal agency best       |
|                         | practices. Discuss the importance of       |
|                         | leading change and implementing            |
|                         | appropriate best practices.                |
+-------------------------+--------------------------------------------+
|                         | 8.5 LO 2: Discuss approaches to            |
|                         | encouraging ethical acquisition behavior   |
|                         | on the part of all involved in the         |
|                         | acquisition process.                       |
+-------------------------+--------------------------------------------+
|                         | 8.5 LO 3: Discuss leadership and           |
|                         | managerial approaches that will create an  |
|                         | environment of trust within the            |
|                         | organization. (References: SA-CMM,         |
|                         | Software Program Managers Network (both a  |
|                         | repository and a network)                  |
+-------------------------+--------------------------------------------+
|                         | 8.5 LO 4: Define \"knowledge management"   |
|                         | and "knowledge sharing" as they relate to  |
|                         | Acquisition. (See also Competency 2.6 on   |
|                         | Principles and practices of knowledge      |
|                         | management.)                               |
+-------------------------+--------------------------------------------+
|                         | 8.5 LO 5: Explore the resources of the     |
|                         | Project Management Institute and the       |
|                         | Project Management Body of Knowledge. See  |
|                         | [www.pmi.org](http://www.pmi.org/) and     |
|                         | [www.                                      |
|                         | pmi-issig.org](http://www.pmi-issig.org/). |
+-------------------------+--------------------------------------------+
|                         | 8.5 LO 6: Discuss the utility of lease     |
|                         | versus purchase analyses for IT            |
|                         | acquisitions.                              |
+-------------------------+--------------------------------------------+
| **9.0: E-Government/\   | *E-Government, E-Business, E-Commerce are  |
| Electronic Business     | changing the look of business, the feel of |
| /Electronic Commerce**  | business and the way business and          |
|                         | government work. They are changing the     |
|                         | traditional way of viewing the individual  |
|                         | agency and its needs. E-Government demands |
|                         | that CIOs be aware of their stakeholders   |
|                         | (program managers, functional areas,       |
|                         | employees, suppliers, the public) as       |
|                         | customers. Customers want to go to a       |
|                         | single point for action/information-and    |
|                         | they are not interested in distinctions    |
|                         | among governmental entities. An enterprise |
|                         | cannot perceive itself as an \"island,\"   |
|                         | but may need to seek partnerships.*\       |
|                         | *CIOs need to have a strategic vision for  |
|                         | E-Government and E-Business, and need to   |
|                         | utilize business case analysis and         |
|                         | BPR/BPI. Program leadership should be      |
|                         | responsible for identifying and implement  |
|                         | E-Government solutions that will improve   |
|                         | business effectiveness.*\                  |
|                         | *CIOs should be aware that there might be  |
|                         | a distinction between E-Government and     |
|                         | E-Commerce. They will be dealing with      |
|                         | intra- and inter-governmental agencies,    |
|                         | and external customers. There is a         |
|                         | stewardship responsibility, and            |
|                         | security/privacy concerns. Certain roles   |
|                         | are inherently governmental and can\'t be  |
|                         | \"contracted out.\" CIOs must engage in    |
|                         | risk management in making certain          |
|                         | decisions regarding E-Government.*\        |
|                         | *Baseline technology underlies             |
|                         | E-Government and CIOs should maintain a    |
|                         | model of continuous improvement enabling   |
|                         | the model of E-Business through            |
|                         | utilization of emerging technologies.*     |
+-------------------------+--------------------------------------------+
|                         | 9.0 LO 1: Since E-Government appears to    |
|                         | lend itself to economies of scale,         |
|                         | evaluate potential collaborative efforts,  |
|                         | and the risks and benefits that might      |
|                         | result from such efforts.                  |
+-------------------------+--------------------------------------------+
| **Competency            | 9.1 LO 1: Evaluate the demands of          |
| 9.1-Strategic business  | E-Government and e-Business as driven by   |
| issues and changes with | external factors, legislation, regulation  |
| the advent of\          | and market place factors.                  |
| E-Government/\          |                                            |
| E-Business/\            |                                            |
| E-Commerce**            |                                            |
+-------------------------+--------------------------------------------+
|                         | 9.1 LO 2: Evaluate the demands of          |
|                         | E-Government along with the other critical |
|                         | issues vying for support in the budget and |
|                         | relate them to mission alignment, budget   |
|                         | oversight, and capital planning            |
|                         | coordination in an effective planning      |
|                         | process.                                   |
+-------------------------+--------------------------------------------+
|                         | 9.1 LO 3: Evaluate internal factors,       |
|                         | including record-keeping, human resources, |
|                         | etc. when making decisions involving       |
|                         | E-Government, E-Commerce.                  |
+-------------------------+--------------------------------------------+
|                         | 9.1 LO 4: Plan and develop business case   |
|                         | processes in support of E-Government       |
|                         | initiatives.                               |
+-------------------------+--------------------------------------------+
|                         | 9.1 LO 5: Evaluate alternative business    |
|                         | models and partnerships for delivery of    |
|                         | E-Government services that are enabled by  |
|                         | technology.                                |
+-------------------------+--------------------------------------------+
|                         | 9.1 LO 6: Analyze the value of Enterprise  |
|                         | Resource Planning (ERP), supply chain      |
|                         | management, and Customer Relationship      |
|                         | Management (CRM) in developing appropriate |
|                         | E-Government projects.                     |
+-------------------------+--------------------------------------------+
|                         | 9.1 LO 7: Defend the importance of         |
|                         | maintaining a citizen/public focus in the  |
|                         | strategic planning process                 |
+-------------------------+--------------------------------------------+
|                         | 9.1 LO 8: Justify the need to develop a    |
|                         | strategy for integrating vision and        |
|                         | implementation issues in E-Government      |
|                         | initiatives.                               |
+-------------------------+--------------------------------------------+
|                         | 9.1 LO 9: Analyze the potential impact of  |
|                         | E-Government solutions on employees,       |
|                         | customers and suppliers.                   |
+-------------------------+--------------------------------------------+
|                         | 9.1 LO 10: Identify and evaluate the       |
|                         | \"new\" time frames and new skill sets     |
|                         | needed for successful E-Government.        |
+-------------------------+--------------------------------------------+
| **Competency 9.2-Web    | *General Discussion: With the push to      |
| development and         | E-Government, software configuration       |
| maintenance             | management (SCM) will become very          |
| strategies**            | important in minimizing web site downtime  |
|                         | and response times, and improving          |
|                         | processing accuracy. Without a controlled  |
|                         | SCM process, the risks of downtime,        |
|                         | unacceptably slow response time, and       |
|                         | processing errors increase dramatically.   |
|                         | Furthermore, problems are usually visible  |
|                         | to customers and clients, often before an  |
|                         | agency is aware of the problem.*           |
+-------------------------+--------------------------------------------+
|                         | 9.2 LO 1: Assess the impact of web         |
|                         | development technology on the              |
|                         | implementation of E-Government.            |
+-------------------------+--------------------------------------------+
|                         | 9.2 LO 2: Evaluate build/buy/partnership   |
|                         | issues relative to web development.        |
+-------------------------+--------------------------------------------+
|                         | 9.2 LO 3: Assess delivery strategies as    |
|                         | part of web development.                   |
+-------------------------+--------------------------------------------+
|                         | 9.2 LO 4: Identify strategies and          |
|                         | oversight required for web-based           |
|                         | development                                |
+-------------------------+--------------------------------------------+
|                         | 9.2: LO 5: Explore the organizational      |
|                         | implications and structure needed for      |
|                         | web-based development                      |
+-------------------------+--------------------------------------------+
|                         | 9.2 LO 6: Discuss approaches to web        |
|                         | content management                         |
+-------------------------+--------------------------------------------+
|                         | 9.2 LO 7: Compare, contrast and evaluate a |
|                         | single agency approach to e-Government vs. |
|                         | a multi-agency portal with a common        |
|                         | infrastructure.                            |
+-------------------------+--------------------------------------------+
|                         | 9.2 LO 8: Identify and evaluate best       |
|                         | practices to determine when to move a      |
|                         | project on-line.                           |
+-------------------------+--------------------------------------------+
|                         | 9.2 LO 9: Analyze considerations related   |
|                         | to privacy, security and accessibility in  |
|                         | government web sites.                      |
+-------------------------+--------------------------------------------+
|                         | 9.2 LO 10: Discuss the importance of       |
|                         | maintaining a disciplined process for      |
|                         | software configuration changes to web      |
|                         | sites and the impact of web site problems  |
|                         | on data reliability and customer/client    |
|                         | satisfaction.                              |
+-------------------------+--------------------------------------------+
| **Competency            | 9.3 LO 1: Identify and evaluate industry   |
| 9.3-Industry standards  | standards and practices regarding          |
| and practices for       | development of programs, projects, etc.,   |
| communications**        | in support of E-Government.                |
+-------------------------+--------------------------------------------+
|                         | 9.3 LO 2: Evaluate the differences between |
|                         | browser-based and client-based             |
|                         | applications and their applicability to    |
|                         | the information required.                  |
+-------------------------+--------------------------------------------+
|                         | 9.3 LO 3: Compare, contrast, and evaluate  |
|                         | customer relations management in private   |
|                         | sector and government implementations.     |
+-------------------------+--------------------------------------------+
|                         | 9.3 LO 4: Identify advantages and          |
|                         | disadvantages of developing interagency    |
|                         | common operating environments. Consider    |
|                         | political, cultural and business           |
|                         | dimensions in such common operating        |
|                         | environments.                              |
+-------------------------+--------------------------------------------+
| **Competency            | 9.4 LO 1: Identify and define the          |
| 9.4-Channel issues      | different channel and supply chain issues  |
| (supply chains)**       | (including people, data, and suppliers) in |
|                         | E-Government and E-Commerce.               |
+-------------------------+--------------------------------------------+
|                         | 9.4 LO 2: Evaluate supply chain models to  |
|                         | ensure that the various channels of        |
|                         | service delivery are both mission focused  |
|                         | and optimized.                             |
+-------------------------+--------------------------------------------+
|                         | 9.4 LO 3: Explore optional expansion of    |
|                         | potential channels through federal         |
|                         | exchanges and auctions, including property |
|                         | asset disposal.                            |
+-------------------------+--------------------------------------------+
| **Competency            | *General Discussion: It is important for   |
| 9.5-Dynamic pricing**   | CIOs to understand transaction-based fees  |
|                         | and models and where to \"draw the line\"  |
|                         | between free transactions and revenue      |
|                         | producing transactions in E-Government.*   |
+-------------------------+--------------------------------------------+
|                         | 9.5 LO 1: Compare and contrast the history |
|                         | of government-based public information     |
|                         | transactions and those that occur in the   |
|                         | private industry                           |
+-------------------------+--------------------------------------------+
|                         | 9.5 LO 2: Analyze and evaluate alternative |
|                         | funding models in development and delivery |
|                         | of E-Government, E-Commerce, E-Business.   |
+-------------------------+--------------------------------------------+
|                         | 9.5 LO 3: Discuss the ways in which the    |
|                         | CIO can facilitate the discussion(s) to    |
|                         | determine the value of government          |
|                         | information.                               |
+-------------------------+--------------------------------------------+
| **Competency            | 9.6 LO 1: Discuss the existing CRM models  |
| 9.6-Consumer/citizen    | and evaluate the value of those models to  |
| information services**  | the participant\'s agency.                 |
+-------------------------+--------------------------------------------+
|                         | 9.6 LO 2: Evaluate the significance of     |
|                         | market research and consumer profiles in   |
|                         | e-government, e-business.                  |
+-------------------------+--------------------------------------------+
|                         | 9.6 LO 3: Forecast consumer/citizen        |
|                         | expectations regarding E-Government.       |
+-------------------------+--------------------------------------------+
|                         | 9.6 LO 4: Identify and evaluate            |
|                         | alternative methods, including kiosks, to  |
|                         | address the digital divide in the delivery |
|                         | of E-Government services and information.  |
|                         | (Same as 9.7 LO 4)                         |
+-------------------------+--------------------------------------------+
|                         | 9.6 LO 5: Discuss the advantages and       |
|                         | disadvantages of marketing internally and  |
|                         | externally to deliver government services  |
|                         | public electronically.                     |
+-------------------------+--------------------------------------------+
| **Competency 9.7-Social | 9.7 LO 1: Identify today\'s critical       |
| issues**                | social issues (including privacy,          |
|                         | affordability, accessibility, security,    |
|                         | and electronic and information technology  |
|                         | accessibility for people with              |
|                         | disabilities) and the role of the CIO in   |
|                         | establishing an ethical information        |
|                         | process as his/her enterprise enters       |
|                         | E-Government, E-Commerce.                  |
+-------------------------+--------------------------------------------+
|                         | 9.7 LO 2: Define, discuss and understand   |
|                         | the Digital Divide.                        |
+-------------------------+--------------------------------------------+
|                         | 9.7 LO 3: List and discuss the laws (and   |
|                         | regulations) relative to security,         |
|                         | privacy, accessibility, confidentiality,   |
|                         | Freedom of Information Act, Section 508 of |
|                         | the Rehabilitation Act, and Public Key     |
|                         | Infrastructure (PKI) and their             |
|                         | applicability in E-Government, E-Commerce. |
+-------------------------+--------------------------------------------+
|                         | 9.7 LO 4: Identify and evaluate            |
|                         | alternative methods, including kiosks, to  |
|                         | address the digital divide in the delivery |
|                         | of e-government services and information.  |
|                         | (Same as 9.6 LO 4)                         |
+-------------------------+--------------------------------------------+
|                         | 9.7 LO 5: Evaluate E-Government and its    |
|                         | potential role in organizational change.   |
+-------------------------+--------------------------------------------+
|                         | 9.7 LO 6: Discuss the role of the CIO as a |
|                         | leader of change in E-Government,          |
|                         | E-Commerce. (See also 3.0 LO 3)            |
+-------------------------+--------------------------------------------+
| **10.0: IT              | *General Discussion: IT                    |
| security/information    | security/Information Assurance (IA)        |
| assurance**             | involves critical infrastructure           |
|                         | protection (CIP.) There is a clear link    |
|                         | between CIP and IA, which may be defined   |
|                         | as the preservation of the availability,   |
|                         | integrity, and confidentiality of the      |
|                         | mission critical information via           |
|                         | resisting, recognizing and responding to   |
|                         | attacks, accidents and adverse conditions. |
|                         | DoD defines IA as availability, integrity, |
|                         | confidentiality, non-repudiation, and      |
|                         | authentication.*\                          |
|                         | *The CIO must constantly manage risk in    |
|                         | which business competencies have to be     |
|                         | balanced with lock down and lock out       |
|                         | procedures. In addition there is the issue |
|                         | of balance\--risk vs. cost. There may be a |
|                         | need for the CIO to categorize mission     |
|                         | critical information for risk analysis and |
|                         | planning and implementation and to         |
|                         | determine the level of protection          |
|                         | required*.                                 |
+-------------------------+--------------------------------------------+
|                         | 10.0 LO 1: Discuss the dimensions of risk  |
|                         | management in IT security/IA. Include time |
|                         | that the system can be down, optimizing    |
|                         | cost vs. functionality, using cost/benefit |
|                         | analysis to determine level of risk,       |
|                         | probability of event and cost of the       |
|                         | event.                                     |
+-------------------------+--------------------------------------------+
|                         | 10.0 LO 2: Describe the techniques of the  |
|                         | IT security discipline. Include            |
|                         | encryption, access control, physical       |
|                         | security, training, threat analysis,       |
|                         | authentication and policy issues.          |
+-------------------------+--------------------------------------------+
|                         | 10.0 LO 3: Discuss organizational change   |
|                         | including mobile commuting, remotely       |
|                         | connected devices (laptops, cell phones,   |
|                         | Palm Pilots, blackberries, etc), and       |
|                         | telecommuting (home use, telecommuting     |
|                         | sites, GFE vs. personal PC) and evaluate   |
|                         | IA threats and needed policy initiatives.  |
+-------------------------+--------------------------------------------+
|                         | 10.0 LO 4: Discuss the potential threats   |
|                         | to IA and IT security arising from         |
|                         | criminal (fraud, extortion, theft)         |
|                         | exploitation of our system.                |
+-------------------------+--------------------------------------------+
|                         | 10.0 LO 5: Examine the impact of breaches  |
|                         | of IT security/IA such as loss of          |
|                         | integrity, confidentiality, loss of        |
|                         | business, loss of good name, as well as    |
|                         | the potential threat of litigation.        |
+-------------------------+--------------------------------------------+
| **Competency            | *General Discussion: The Homeland Security |
| 10.1-Fundamental        | Act of 2002 re-enforced the requirement    |
| principles and best     | for sound information infrastructure and   |
| practices in IA**       | assurance practices in both the public and |
|                         | private sectors in order to minimize the   |
|                         | impact of cyber attacks against US assets. |
|                         | It is essential that CIOs identify and     |
|                         | institutionalize IA best practices into    |
|                         | the policies, procedures, and training of  |
|                         | their organizations. This                  |
|                         | institutionalization extends to            |
|                         | acquisitions and requires additional       |
|                         | scrutiny upon vendors/contractors to       |
|                         | ensure that they too are using best        |
|                         | practices for IA.*                         |
+-------------------------+--------------------------------------------+
|                         | 10.1 LO 1: Define IA and discuss its       |
|                         | significance for specific agencies and     |
|                         | organizations.                             |
+-------------------------+--------------------------------------------+
|                         | 10.1 LO 2: Identify recognized sources of  |
|                         | best practices in IT security/IA. Include  |
|                         | the CIO web page, NIST (particularly NIST  |
|                         | SP 800-26), FedCIRC, JTF-CND, National     |
|                         | Infrastructure Protection Center (NIPC),   |
|                         | Critical Information Assurance Office      |
|                         | (CIAO), SysAdmin, Audit, Network, Security |
|                         | (SANS) Institute, NDU, Center for Internet |
|                         | Security (CIS), Computer Security          |
|                         | Institute (CSI), SEI, GAO, and the         |
|                         | National Computer Security Center (NCSC)   |
|                         | among the sources.                         |
+-------------------------+--------------------------------------------+
|                         | 10.1 LO 3: Discuss the development of      |
|                         | strategic alliances in IA and the role     |
|                         | they may play in assuring fundamental      |
|                         | principles and best practices in the       |
|                         | discipline.                                |
+-------------------------+--------------------------------------------+
|                         | 10.1 LO 4: Develop a continuous learning   |
|                         | plan that monitors and disseminates        |
|                         | information and training about IA best     |
|                         | practices throughout the enterprise. (See  |
|                         | also 2.2 LO 6, 2.6 LO 13, 3.1 LO 13, 3.3   |
|                         | LO 5, 3.4 LO 10, 10.1 LO 14, 12.0 LO 2 and |
|                         | 12.3 LO 2.)                                |
+-------------------------+--------------------------------------------+
|                         | 10.1 LO 5: Justify the vital importance of |
|                         | determining the current security state of  |
|                         | practice within the organization.          |
+-------------------------+--------------------------------------------+
|                         | 10.1 LO 6: Develop base-line measures of   |
|                         | the security state of practice, and        |
|                         | perform gap analysis to identify security  |
|                         | initiatives that must be undertaken.       |
+-------------------------+--------------------------------------------+
|                         | 10.1 LO 7: Since resources and needs may   |
|                         | be different in different agencies,        |
|                         | develop a risk management plan that        |
|                         | articulates a hierarchy of needs to        |
|                         | protect systems for the participant\'s     |
|                         | specific agency, and that incorporates     |
|                         | those needs into the agency budget.        |
+-------------------------+--------------------------------------------+
|                         | 10.1 LO 8: There is a need for \"thin\" IA |
|                         | policies that provide for agile and        |
|                         | adaptive solutions. Design thin, agile,    |
|                         | adaptive policies and procedures that      |
|                         | provide checklists, contingency planning,  |
|                         | accreditation, accountability, monitoring, |
|                         | resistance, recognition and response to    |
|                         | accidents, attacks and adverse conditions  |
|                         | and training appropriate for the           |
|                         | participant\'s agency. (Same as 10.3 LO 3) |
+-------------------------+--------------------------------------------+
|                         | 10.1 LO 9: Discuss the importance of       |
|                         | phasing, scheduling and institutionalizing |
|                         | from within a broad group of best          |
|                         | practices so as to address organizational  |
|                         | culture and mission.                       |
+-------------------------+--------------------------------------------+
|                         | 10.1 LO 10: When outsourcing, justify the  |
|                         | importance of requiring best practices,    |
|                         | and the value of linking outsourcing to    |
|                         | alliances and partnerships that require    |
|                         | best practices.                            |
+-------------------------+--------------------------------------------+
|                         | 10.1 LO 11: Defend the importance of       |
|                         | evaluating the IA and core competencies of |
|                         | vendors/contractors as well as the level   |
|                         | of performance in achieving the contract   |
|                         | outcomes.                                  |
+-------------------------+--------------------------------------------+
|                         | 10.1 LO 12: Discuss approaches that ensure |
|                         | that IA principles are built into entire   |
|                         | policies and systems from the beginning.   |
+-------------------------+--------------------------------------------+
|                         | 10.1 LO 13: Design a comprehensive         |
|                         | internal policy that stresses the internal |
|                         | relationships between IT and programmatic  |
|                         | areas and will articulates the role of IT  |
|                         | in providing tools (training, passwords,   |
|                         | protection, etc.) for data protection as   |
|                         | identified by the programs.                |
+-------------------------+--------------------------------------------+
|                         | 10.1 LO 14: Defend the role of ongoing     |
|                         | training in institutionalizing IA and IA   |
|                         | best practices throughout the              |
|                         | organization. (See also 2.2 LO 6, 2.6 LO   |
|                         | 13, 3.1 LO 13, 3.3 LO 5, 3.4 LO 10, 10.1   |
|                         | LO 4, 12.0 LO 2 and 12.3 LO 2.)            |
+-------------------------+--------------------------------------------+
| **Competency            | *General Discussion: CIOs and their staff  |
| 10.2-Threats and        | must be aware that threats can be internal |
| vulnerabilities to IT   | or external (both local and remote) and    |
| systems**               | may even originate in software coding      |
|                         | which may contain errant codes, back doors |
|                         | and Trojan horses.*                        |
+-------------------------+--------------------------------------------+
|                         | 10.2 LO 1: Deduce the security             |
|                         | implications of software assurance,        |
|                         | including legislation dealing with source  |
|                         | manufacturing. Include internal GOTS,      |
|                         | external COTS, internet/intranet, legacy   |
|                         | codes, applicable legislation regarding    |
|                         | source manufacturing, and the individuals  |
|                         | (US trained vs. H-1B visas vs. off-shore   |
|                         | workforce) developing software.            |
+-------------------------+--------------------------------------------+
|                         | 10.2 LO 2: List and discuss hardware and   |
|                         | architecture security issues and           |
|                         | interdependences. Include National         |
|                         | Information Infrastructure (NII), locks    |
|                         | and guard dogs, directed energy and        |
|                         | chipping, the possibility that hardware    |
|                         | and applications can be modified, and the  |
|                         | use of a \"certificate to operate\" as the |
|                         | USAF requires.                             |
+-------------------------+--------------------------------------------+
|                         | 10.2 LO 3: Describe the importance of      |
|                         | using private vendors who have internal    |
|                         | code scanning tools (ex. Mercury and       |
|                         | McCabe), network scanning tools (ex.       |
|                         | Tivoli), and application specific scanning |
|                         | as found in such private sector vendors as |
|                         | MS, Cisco, and Sun.                        |
+-------------------------+--------------------------------------------+
|                         | 10.2 LO 4: Justify the resources needed to |
|                         | build a \"sensible\" workflow wherein IA   |
|                         | issues can be tracked including            |
|                         | just-in-time (JIT) applications,           |
|                         | sub-contracting issues, Public Key         |
|                         | Infrastructure (PKI), etc.                 |
+-------------------------+--------------------------------------------+
|                         | 10.2 LO 5: Evaluate the cost benefits of   |
|                         | higher-level models and architectures      |
|                         | regarding vulnerability including          |
|                         | communication models, and data in use,     |
|                         | motion and at rest.                        |
+-------------------------+--------------------------------------------+
|                         | 10.2 LO 6: Discuss the capabilities,       |
|                         | tools, and methods of hackers, and         |
|                         | state-sponsored intruders and attackers    |
|                         | such as hactivists, transnational          |
|                         | organized crime, industrial and            |
|                         | international espionage.                   |
+-------------------------+--------------------------------------------+
|                         | 10.2 LO 7: Discuss the role of human       |
|                         | factors in IA. Include human computer      |
|                         | interaction, design, training, sabotage,   |
|                         | human error prevention and error           |
|                         | identification, personal use policies and  |
|                         | monitoring, and internal contractor        |
|                         | integrity. (See also 10.3 LO 6)            |
+-------------------------+--------------------------------------------+
|                         | 10.2 LO 8 Identify IA tools, technologies  |
|                         | and techniques necessary to provide        |
|                         | effective perimeter, enclave and           |
|                         | operational security for the environment.  |
+-------------------------+--------------------------------------------+
|                         | 10.2 LO 9: Evaluate tool sets available to |
|                         | the CIO to assess security posture of the  |
|                         | network and applications such as red       |
|                         | teaming, white hatting, security           |
|                         | evaluations and security audits (See also  |
|                         | 10.3 LO 5; same as 10.4 LO 2.)             |
+-------------------------+--------------------------------------------+
|                         | 10.2 LO 10: List and discuss the IA        |
|                         | concerns of threat model elements,         |
|                         | disclosure, destruction, distortion and    |
|                         | disruption (denial) of information.        |
+-------------------------+--------------------------------------------+
|                         | 10.2 LO 11: Evaluate telephone access and  |
|                         | potential vulnerability to systems.        |
+-------------------------+--------------------------------------------+
|                         | 10.2 LO 12: Address the impact of          |
|                         | technology transitions on systems          |
|                         | operations and IA.                         |
+-------------------------+--------------------------------------------+
| **Competency 10.3-Legal | *General Discussion: CIOs need to be       |
| and policy issues for   | highly aware of organizational             |
| management and end      | accountability issues. Someone can gain    |
| users**                 | access to your network, and you have a     |
|                         | responsibility to other organizations.     |
|                         | There may be legal implications due to     |
|                         | lack of due diligence. Personal            |
|                         | information may be disclosed, there may be |
|                         | a loss of public trust and poor public     |
|                         | relations. It is also essential for CIOs   |
|                         | to understand the relationship between     |
|                         | having firm baselines and the ability of   |
|                         | an organization to respond to threats.     |
|                         | (One example involves an attack on a       |
|                         | hospital involving patient monitoring      |
|                         | systems, but the hospital couldn\'t change |
|                         | configurations despite threats.)*          |
+-------------------------+--------------------------------------------+
|                         | 10.3 LO 1: Evaluate risk management        |
|                         | (accurate, timely, available data          |
|                         | protected from intrusion and misuse) vs.   |
|                         | organizational accountability (the         |
|                         | potential of an enterprise-wide attack     |
|                         | launched through a single desktop PC) and  |
|                         | the need to look at cultural changes and   |
|                         | issues such as the advent of E-Government. |
+-------------------------+--------------------------------------------+
|                         | 10.3 LO 2: Discuss the importance of       |
|                         | organizational accountability.             |
+-------------------------+--------------------------------------------+
|                         | 10.3 LO 3: Discuss the relationship        |
|                         | between having firm baselines and the      |
|                         | ability of an organization to respond to   |
|                         | threats.                                   |
+-------------------------+--------------------------------------------+
|                         | 10.3 LO 4: Justify the importance of       |
|                         | having a configuration control policy and  |
|                         | a Configuration Control Board (CCB) to     |
|                         | ensure IA compliance.                      |
+-------------------------+--------------------------------------------+
|                         | 10.3 LO 5: Evaluate tools sets available   |
|                         | to the CIO to assess security posture of   |
|                         | the network and applications such as red   |
|                         | teaming, white hatting, security           |
|                         | evaluations and security audits. (See also |
|                         | 10.2 LO 9 and 10.4 LO 2.)                  |
+-------------------------+--------------------------------------------+
|                         | 10.3 LO 6: Design contingency plans to     |
|                         | cover the inherent risks to IT. Include    |
|                         | both IT security contingency plans as well |
|                         | as disaster recovery, business resumption, |
|                         | etc.                                       |
+-------------------------+--------------------------------------------+
|                         | 10.3 LO 7: Discuss the importance of legal |
|                         | review of IT policies and behaviors,       |
|                         | including rules of evidence and forensics  |
|                         | issues, right to privacy, constitutional   |
|                         | oversight, system administrator            |
|                         | limitations and network monitoring.        |
|                         | Remember the importance of \"train of      |
|                         | evidence\" that may be needed for forensic |
|                         | study.                                     |
+-------------------------+--------------------------------------------+
|                         | 10.3 LO 8: Justify the need for software   |
|                         | licensing policies and personnel policies. |
+-------------------------+--------------------------------------------+
| **Competency            | 10.4 LO 1: Define advice and assistance    |
| 10.4-Sources for IT     | terminology-security evaluations           |
| security assistance**   | (vulnerability and/or risk assessment to   |
|                         | establish level of practiced security);    |
|                         | security audit (determination of the       |
|                         | adherence to a designated policy); red     |
|                         | teaming (unanticipated review penetration  |
|                         | testing emulating what an adversary might  |
|                         | do to a network); and white hatting        |
|                         | (anticipated review with actual intruders  |
|                         | under controlled conditions).              |
+-------------------------+--------------------------------------------+
|                         | 10.4 LO 2: Evaluate tool sets available to |
|                         | the CIO to assess security posture of the  |
|                         | network and applications such as red       |
|                         | teaming, white hatting, security           |
|                         | evaluations and security audits. (See also |
|                         | 10.3 LO 5 and 10.2 LO 9.)                  |
+-------------------------+--------------------------------------------+
|                         | 10.4 LO 3: List and discuss response       |
|                         | assistance that is available. Include      |
|                         | CERT, CIAC, Service CERTs, DOD CERTs,      |
|                         | FedCIRC, and commercial services including |
|                         | MS security group and Cisco.               |
+-------------------------+--------------------------------------------+
|                         | 10.4 LO 4: Design and justify policies to  |
|                         | establish vehicles for IA assistance.      |
+-------------------------+--------------------------------------------+
|                         | 10.4 LO 5: Discuss the importance of       |
|                         | understanding and using information        |
|                         | sharing and analysis centers as well as    |
|                         | other partnership-based security           |
|                         | assistance programs. Include Financial     |
|                         | Services, IT, Telecom, and Electric Power  |
|                         | Information Sharing and Analysis Centers   |
|                         | (FSISAC, IT-ISAC, TISAC ,and EP-ISAC) in   |
|                         | the discussion.                            |
+-------------------------+--------------------------------------------+
| **Competency            | *General Discussion: Homeland Defense      |
| 10.5-Standard operating | includes security measures to prevent      |
| procedures for reacting | attacks against brick and mortar           |
| to intrusions/misuse of | structures and information systems         |
| federal IT systems**    | infrastructure. CIOs need to ensure that a |
|                         | process exists to address threats,         |
|                         | restorations and corrections, as well as   |
|                         | notification to users, partners, and the   |
|                         | public as necessary. CIOs also need to be  |
|                         | aware of legal implications and            |
|                         | appropriate partnering with law            |
|                         | enforcement*.                              |
+-------------------------+--------------------------------------------+
|                         | 10.5 LO 1: Develop policies to identify    |
|                         | and report intrusion activity. This will   |
|                         | require that the CIO know about existing   |
|                         | reporting systems, including when and      |
|                         | where to report intrusion activities.      |
+-------------------------+--------------------------------------------+
|                         | 10.5 LO 2: Evaluate the development and    |
|                         | use of \"information conditions\" that     |
|                         | indicate that specific threat awareness    |
|                         | levels and prompt specific preparedness    |
|                         | activities.                                |
+-------------------------+--------------------------------------------+
|                         | 10.5 LO 3: Justify the development,        |
|                         | testing and use of Notification Policies   |
|                         | covering intrusion or misuse. Include      |
|                         | users (with potential \"need to know\"     |
|                         | stratification, notification of strategic  |
|                         | partners and alliances, and public         |
|                         | notification (PAO, FOIA, and Congress) as  |
|                         | necessary).                                |
+-------------------------+--------------------------------------------+
|                         | 10.5 LO 4: Discuss potential legal         |
|                         | implications in responding to intrusions   |
|                         | as well as partnering with law             |
|                         | enforcement.                               |
+-------------------------+--------------------------------------------+
|                         | 10.5 LO 5: Differentiate between           |
|                         | restoration and recovery procedures.       |
+-------------------------+--------------------------------------------+
|                         | 10.5 LO 6: Design policies to be used      |
|                         | during restoration and recovery            |
|                         | operations, including policies that        |
|                         | address human and fiscal resources,        |
|                         | contingency support agreements with other  |
|                         | agencies, etc.                             |
+-------------------------+--------------------------------------------+
|                         | 10.5 LO 7: Describe the CIO's role in the  |
|                         | development and promulgation of misuse     |
|                         | policies.                                  |
+-------------------------+--------------------------------------------+
|                         | 10.5 LO 8: Describe the learning           |
|                         | opportunities that may arise from          |
|                         | \"incidents.\" Develop feedback processes  |
|                         | to maximize these learning opportunities.  |
+-------------------------+--------------------------------------------+
| **11.0 Enterprise       | *General Discussion: An enterprise         |
| Architecture**          | architecture (EA) establishes an           |
|                         | agency-wide roadmap to achieve the         |
|                         | agency's mission through optimal           |
|                         | performance of its core business processes |
|                         | within an efficient information technology |
|                         | (IT) environment. Enterprise architectures |
|                         | are "blueprints" for systematically and    |
|                         | completely defining an organization's      |
|                         | current (baseline) or desired (target)     |
|                         | environment. Enterprise architectures are  |
|                         | essential for evolving information systems |
|                         | and developing new systems that optimize   |
|                         | their mission value. This is accomplished  |
|                         | in logical or business terms (e.g.,        |
|                         | mission, business functions, information   |
|                         | flows, and systems environments) and       |
|                         | technical terms (e.g., software, hardware, |
|                         | communications), and includes a sequencing |
|                         | plan for transitioning from the baseline   |
|                         | environment to the target environment.*    |
+-------------------------+--------------------------------------------+
|                         | 11.0 LO 1: Discuss the Clinger-Cohen       |
|                         | mandate for developing IT-enabled business |
|                         | solutions according to an enterprise       |
|                         | architecture framework.                    |
+-------------------------+--------------------------------------------+
| **Competency            | 11.1 LO1: Identify and describe potential  |
| 11.1-Enterprise         | architectural roles and responsibilities   |
| architecture functions  | within an organization, such as the Chief  |
| and governance**        | or Enterprise Architect and Solutions      |
|                         | Architects.                                |
+-------------------------+--------------------------------------------+
|                         | 11.1 LO 2: Describe how IT visionary       |
|                         | strategic planning is related to           |
|                         | enterprise/program visionary planning.     |
+-------------------------+--------------------------------------------+
|                         | 11.1 LO 3: List and discuss the Federal    |
|                         | architecture guidance for business and     |
|                         | technology drivers. Include GPEA, FOIA,    |
|                         | GPRA, OMB Circulars A-130 and A-11, GAO    |
|                         | and the Federal CIO Council and discuss    |
|                         | the importance of each.                    |
+-------------------------+--------------------------------------------+
|                         | 11.1 LO 4: Describe the role of the        |
|                         | Federal CIO EA Governance Subcommittee in  |
|                         | implementing Enterprise Architecture       |
|                         | throughout the Federal Government.         |
+-------------------------+--------------------------------------------+
|                         | 11.1 LO 5: Identify the enterprise         |
|                         | architecture responsibilities of various   |
|                         | agency managerial groups such as the       |
|                         | Technical Review Committee, Capital        |
|                         | Investment Council, and Executive Steering |
|                         | Committee.                                 |
+-------------------------+--------------------------------------------+
| **Competency 11.2- Key  | 11.2 LO 1: Identify and describe the main  |
| enterprise architecture | elements of an enterprise architecture,    |
| concepts**              | including architecture drivers, strategic  |
|                         | direction, current and target              |
|                         | architectures, the sequencing plan,        |
|                         | architectural segments and models, and     |
|                         | standards.                                 |
+-------------------------+--------------------------------------------+
|                         | 11.2 LO 2: Describe business reasons for   |
|                         | developing an enterprise architecture (EA) |
|                         | and discuss benefits that can be derived   |
|                         | from successful implementation of a sound  |
|                         | EA.                                        |
+-------------------------+--------------------------------------------+
|                         | 11.2 LO 3: Describe the technology         |
|                         | architectures, i.e., systems, hardware,    |
|                         | software, and communications.              |
+-------------------------+--------------------------------------------+
|                         | 11.2 LO 4: Describe ongoing developments   |
|                         | as well as current mainstream standards    |
|                         | for web information, web services and      |
|                         | enterprise application integration.        |
|                         | Include discussion of other key            |
|                         | technologies such as Public Key            |
|                         | Infrastructure (PKI), Extensible Markup    |
|                         | Language (XML), the Simple Object Access   |
|                         | Protocol (SOAP), Web Services Description  |
|                         | Language (WSDL), and the Universal         |
|                         | Description, Discovery and Integration     |
|                         | (UDDI) initiative.                         |
+-------------------------+--------------------------------------------+
|                         | 11.2 LO 5: Compare and contrast the        |
|                         | dimensions of different architectural      |
|                         | frameworks. Discuss Federal and DoD        |
|                         | architecture frameworks.                   |
+-------------------------+--------------------------------------------+
|                         | 11.2. LO 6: Describe the use of reference  |
|                         | models in identifying software components, |
|                         | component functions and the relationships  |
|                         | among them. Discuss the benefits of model  |
|                         | and artifact repositories.                 |
+-------------------------+--------------------------------------------+
|                         | 11.2 LO 7: Compare and contrast the key    |
|                         | elements of widely used reference models   |
|                         | such as the Technical Architecture         |
|                         | Framework for Information Management       |
|                         | (TAFIM) model, Common Object Request       |
|                         | Broker Architecture (CORBA) model, and the |
|                         | European Computer Manufacturers            |
|                         | Association (ECMA) model.                  |
+-------------------------+--------------------------------------------+
|                         | 11.2 LO 8: Describe the OMB Federal        |
|                         | reference model initiative and discuss its |
|                         | utilization within the Federal Enterprise  |
|                         | Architecture.                              |
+-------------------------+--------------------------------------------+
|                         | 11.2 LO 9: Discuss the latest changes in   |
|                         | commercial architectural constructs,       |
|                         | including Service Oriented Architectures   |
|                         | (SOA); Model Driven Architectures (MDA);   |
|                         | and Architectural Patterns and Profiles.   |
+-------------------------+--------------------------------------------+
|                         | 11.2 LO 10 Discuss the need for security   |
|                         | as it relates to and is integrated into    |
|                         | the enterprise architecture. Include       |
|                         | issues such as cross-realm security,       |
|                         | security consequences of aggregated        |
|                         | architectural data, common identity        |
|                         | management approaches, and                 |
|                         | revocation/repudiation mechanisms.         |
+-------------------------+--------------------------------------------+
| **Competency 11.3-      | 11.3 LO 1: Characterize the baseline       |
| Enterprise architecture | architecture of an organization's/agency's |
| development and         | IT/IRM.                                    |
| maintenance**           |                                            |
+-------------------------+--------------------------------------------+
|                         | 11.3 LO 2: Evaluate the value of the CRUD  |
|                         | matrix (Create, Retrieve, Update, and      |
|                         | Delete) when developing architectures.     |
+-------------------------+--------------------------------------------+
|                         | 11.3 LO 3: Describe basic architecture     |
|                         | development methodologies (e.g., Object    |
|                         | Oriented, Structured Analysis, etc.).      |
+-------------------------+--------------------------------------------+
|                         | 11.3 LO 4: Justify the need to build or    |
|                         | develop a history of the organization's    |
|                         | architecture and the business cases that   |
|                         | were used to support it.                   |
+-------------------------+--------------------------------------------+
|                         | 11.3 LO 5: Discuss the need for, and the   |
|                         | development of, a transition (sequencing)  |
|                         | plan to move IT from where it is to where  |
|                         | it will be going.                          |
+-------------------------+--------------------------------------------+
|                         | 11.3 LO 6: Create a notional migration     |
|                         | chart to document planned evolution from   |
|                         | baseline to target architecture.           |
+-------------------------+--------------------------------------------+
|                         | 11.3 LO 7: Describe the multi-dimensional  |
|                         | nature of architecture and its need to     |
|                         | evolve over time.                          |
+-------------------------+--------------------------------------------+
|                         | 11.3 LO 8: Discuss the strategic planning  |
|                         | process and its importance in anticipating |
|                         | and forecasting the impact of future       |
|                         | trends.                                    |
+-------------------------+--------------------------------------------+
|                         | 11.3 LO 9: Compare, contrast and evaluate  |
|                         | internal and external sources of           |
|                         | information that will assure awareness and |
|                         | understanding of new and emerging          |
|                         | technology and its business implications.  |
+-------------------------+--------------------------------------------+
|                         | 11.3 LO 10: Describe and define the role   |
|                         | that architectural principles play in      |
|                         | establishing an enterprise architecture.   |
+-------------------------+--------------------------------------------+
|                         | 11.3 LO 11: Walk students through the      |
|                         | process of developing an enterprise        |
|                         | architecture to include the information,   |
|                         | technical, business, and data aspects.     |
+-------------------------+--------------------------------------------+
| **Competency 11.4- Use  | 11.4 LO 1: Assess the agency's baseline    |
| of enterprise           | architecture in terms of its effectiveness |
| architecture in IT      | in meeting enterprise/program strategic    |
| investment decision     | goals and performance goals and identify   |
| making**                | gaps that should be addressed.             |
+-------------------------+--------------------------------------------+
|                         | 11.4 LO 2: Describe the ways in which a    |
|                         | strategic plan, annual performance plan,   |
|                         | specific architecture requirements, and    |
|                         | the capital planning process must drive    |
|                         | the acquisition strategy.                  |
+-------------------------+--------------------------------------------+
|                         | 11.4 LO 3: Describe the potential          |
|                         | difficulties in implementing competing IT  |
|                         | architectural principles and the need to   |
|                         | document resolution of conflicting         |
|                         | decisions.                                 |
+-------------------------+--------------------------------------------+
|                         | 11.4 LO 4: Given the rate of change in IT, |
|                         | as well as changing agency requirements,   |
|                         | describe strategies for creating an        |
|                         | adaptive budgeting process to support the  |
|                         | enterprise architecture.                   |
+-------------------------+--------------------------------------------+
|                         | 11.4 LO 5: Identify and evaluate the range |
|                         | of alternatives to acquisition that should |
|                         | be explored in the pre-phase of the        |
|                         | project. Include the role of technology,   |
|                         | reengineering, architecture, training,     |
|                         | processes, procedures, elimination of      |
|                         | functions, etc, in the listing of          |
|                         | alternatives (same as 8.1 LO 3).           |
+-------------------------+--------------------------------------------+
|                         | 11.4 LO 6: Describe the relationship       |
|                         | between the Federal Enterprise             |
|                         | Architecture Business Review Model and     |
|                         | capital planning. Include discussion of    |
|                         | OMB Circulars A-11 and A130.               |
+-------------------------+--------------------------------------------+
|                         | 11.4 LO 7: Discuss the importance of       |
|                         | mapping major IT capital investments to    |
|                         | the organization's strategic plans and     |
|                         | business lines, in accordance with an      |
|                         | agency's enterprise architecture.          |
+-------------------------+--------------------------------------------+
| **Competency 11.5-      | 11.5 LO 1: Discuss and compare at least    |
| Interpretation of       | two enterprise architecture models and     |
| enterprise architecture | popular tools to assist in building them.  |
| models and artifacts**  |                                            |
+-------------------------+--------------------------------------------+
|                         | 11.5 LO 2: Identify the reasons that a CIO |
|                         | would need to know the status of the       |
|                         | current technology architecture, including |
|                         | systems documentation, equipment           |
|                         | inventories, network configuration         |
|                         | diagrams, policies, and procedures.        |
|                         | Describe the process by which current      |
|                         | technology architecture, including         |
|                         | platforms, networks, etc., are identified. |
+-------------------------+--------------------------------------------+
|                         | 11.5 LO 3: Discuss the importance and key  |
|                         | aspects of model interpretation in         |
|                         | understanding and sharing metadata,        |
|                         | integration and component reuse, and       |
|                         | achieving interoperability.                |
+-------------------------+--------------------------------------------+
| **Competency 11.6-Data  | 11.6 LO 1: Discuss the value of relating   |
| management**            | information management and data management |
|                         | plans to the use of information by the     |
|                         | agency.                                    |
+-------------------------+--------------------------------------------+
|                         | 11.6 LO 2: Discuss the criticality of data |
|                         | interoperability and the role of data      |
|                         | standardization in it.                     |
+-------------------------+--------------------------------------------+
|                         | 11.6 LO 3: Contrast information management |
|                         | with data management.                      |
+-------------------------+--------------------------------------------+
|                         | 11.6 LO 4: Discuss reliability and         |
|                         | validity of data issues, including         |
|                         | originating source and processing of the   |
|                         | data.                                      |
+-------------------------+--------------------------------------------+
|                         | 11.6 LO 5: List and describe the           |
|                         | attributes (availability, accessibility,   |
|                         | security, volatility, usability,           |
|                         | manipulability, etc.) of data management.  |
+-------------------------+--------------------------------------------+
|                         | 11.6 LO 6: Discuss both traditional and    |
|                         | emerging concepts and technologies of data |
|                         | management including process modeling;     |
|                         | Enterprise Application Integration (EAI),  |
|                         | data cleaning, data modeling, intelligent  |
|                         | agents, tools and applications, data       |
|                         | mining, data warehousing, data exchange    |
|                         | and interchange.                           |
+-------------------------+--------------------------------------------+
|                         | 11.6 LO 7: Describe and analyze problems   |
|                         | of scale. Measure, evaluate and justify    |
|                         | the cost and value of data and data        |
|                         | quality.                                   |
+-------------------------+--------------------------------------------+
| **Competency 11.7-**    | 11.7 LO 1: Define and describe performance |
| **Performance           | goals and distinguish performance goals    |
| measurement for         | from performance standards.                |
| enterprise              |                                            |
| architecture**          |                                            |
+-------------------------+--------------------------------------------+
|                         | 11.7 LO 2: Discuss and describe the role   |
|                         | of IT performance goals and standards with |
|                         | respect to the enterprise/program          |
|                         | strategic plan, general goals and          |
|                         | performance goals.                         |
+-------------------------+--------------------------------------------+
|                         | 11.7 LO 3: Identify tools that can be used |
|                         | to establish performance indicators for a  |
|                         | CIO's "dashboard" for enterprise           |
|                         | architecture performance. (See also 5.3 LO |
|                         | 2, 5.5 LO 3, and 5.6 LO 1)                 |
+-------------------------+--------------------------------------------+
|                         | 11.7 LO 4: Evaluate various IT performance |
|                         | analysis and assessment processes in       |
|                         | regards to enterprise architecture.        |
+-------------------------+--------------------------------------------+
| **12.0 Technical**      | *General Discussion: One must distinguish  |
|                         | between technical and technology. A CIO    |
|                         | [must have an integrative                  |
|                         | understanding]{.underline} of how          |
|                         | technology works, but not be technical in  |
|                         | the sense of a developer. The CIO must     |
|                         | understand the strengths and weaknesses of |
|                         | tools, how they work, what they are good   |
|                         | for, and also their limits.\               |
|                         | **[Communication skills]{.underline}** are |
|                         | essential for CIOs. There is a huge        |
|                         | dichotomy between the people and           |
|                         | technology sides of an organization. The   |
|                         | CIO must play the role of a \"universal    |
|                         | translator\" especially regarding          |
|                         | technical ideas and terms. The CIO must be |
|                         | able to ask the right technology questions |
|                         | and understand the answers since the CIO   |
|                         | needs to make decisions and judgments.\    |
|                         | The CIO needs to know what the             |
|                         | state-of-the-art technology is, and must   |
|                         | have more breadth (rather than depth) in   |
|                         | emerging technology.\                      |
|                         | [The CIO must be able to make use of       |
|                         | analytical processes, including            |
|                         | statistical measures, in order to make     |
|                         | competent decisions]{.underline}.\         |
|                         | The CIO should bring **technical vision**  |
|                         | (interaction between the business and      |
|                         | technology) to guide the organization into |
|                         | new business directions while remembering  |
|                         | that the business rules must be the        |
|                         | drivers of the technology.\                |
|                         | It is critical that the CIO be \"savvy\"   |
|                         | about the **organizational culture** and   |
|                         | is able to manage not just the culture,    |
|                         | but also the culture\'s expectations.      |
|                         | Thus, interpersonal skills are as          |
|                         | essential as technology in facilitating    |
|                         | complex social and people issues.\         |
|                         | The CIO must distinguish between the       |
|                         | technology itself and the process of       |
|                         | applying the technology, and must take a   |
|                         | **systems-approach** to technical issues.* |
+-------------------------+--------------------------------------------+
|                         | 12.0 LO 1: Discuss approaches for          |
|                         | translating information technology needs   |
|                         | into knowledge and skill sets for the      |
|                         | workforce.                                 |
+-------------------------+--------------------------------------------+
|                         | 12.0 LO 2: Describe the various methods    |
|                         | for assessing the state of organizational  |
|                         | and individual training. Include an        |
|                         | understanding of a \"gap analysis\" that   |
|                         | portrays to the rest of the agency the     |
|                         | need for specific organizational and       |
|                         | individual IT training. (See also 2.2 LO   |
|                         | 6, 2.6 LO 13, 3.1 LO 13, 3.3 LO 5, 3.4 LO  |
|                         | 10, 10.1 LO 4, 10.1 LO 14, and 12.3 LO 2.) |
+-------------------------+--------------------------------------------+
|                         | 12.0 LO 3: Evaluate methods for developing |
|                         | individual and organizational training     |
|                         | plans, measuring the effectiveness of the  |
|                         | training conducted and certifying, when    |
|                         | possible, the training of individuals and  |
|                         | organizations.                             |
+-------------------------+--------------------------------------------+
| **Competency            | 12.1 LO 1: Classify technology by \"state  |
| 1                       | of the art\" and by organization.          |
| 2.1-Emerging/developing |                                            |
| Technologies**          |                                            |
+-------------------------+--------------------------------------------+
|                         | 12.1 LO 2: Design a process that monitors  |
|                         | emerging technologies and provides some    |
|                         | evaluation of the technologies.            |
+-------------------------+--------------------------------------------+
|                         | 12.1 LO 3: Design a process that evolves   |
|                         | standards                                  |
+-------------------------+--------------------------------------------+
|                         | 12.1 LO 4: Distinguish between risk        |
|                         | management approaches to legacy and        |
|                         | pioneering technologies.                   |
+-------------------------+--------------------------------------------+
|                         | 12.1 LO 5: Discuss Enterprise Application  |
|                         | Integration (EAI) and Identify ways to     |
|                         | integrate emerging technologies into       |
|                         | existing processes and into existing and   |
|                         | planned IT infrastructure.                 |
+-------------------------+--------------------------------------------+
| **Competency 12.2       | 12.2 LO 1: Discuss information delivery    |
| Information delivery    | technology trends.                         |
| technology (Internet,   |                                            |
| intranet, kiosks,       |                                            |
| etc.)**                 |                                            |
+-------------------------+--------------------------------------------+
|                         | 12.2 LO 2: Discuss the legalities and      |
|                         | subtleties of electronic communication     |
|                         | technologies, including when to use        |
|                         | written, verbal, fax, e-mail, etc. as well |
|                         | as hardware and software considerations.   |
+-------------------------+--------------------------------------------+
|                         | 12.2 LO 3: Compare and contrast            |
|                         | communication media, considering impact    |
|                         | and architecture. Include Net-iquette,     |
|                         | iconographic communication, layers of      |
|                         | meaning, etc.                              |
+-------------------------+--------------------------------------------+
|                         | 12.2 LO 4: Compare, contrast, and evaluate |
|                         | the strengths and limitations of various   |
|                         | communications media.                      |
+-------------------------+--------------------------------------------+
|                         | 12.2 LO 5: Describe and define             |
|                         | communication protocols.                   |
+-------------------------+--------------------------------------------+
|                         | 12.2 LO 6: Discuss current ethical and     |
|                         | intellectual property issues.              |
+-------------------------+--------------------------------------------+
|                         | 12.2 LO 7: Evaluate the public policy      |
|                         | implications of media choices.             |
+-------------------------+--------------------------------------------+
|                         | 12.2 LO 8: Describe and evaluate potential |
|                         | liabilities inherent in adopting new       |
|                         | technology.                                |
+-------------------------+--------------------------------------------+
|                         | 12.2 LO 9: Discuss the equal access issues |
|                         | in information delivery. Include both      |
|                         | Section 508 (handicapped access) and       |
|                         | limited access to selected communities.    |
+-------------------------+--------------------------------------------+
| **Competency 12.3-Desk  | 12.3 LO 1: Identify the steps needed, and  |
| top technology tools**  | develop a plan to create an environment    |
|                         | that encourages continuous learning, such  |
|                         | learning to include competency in the use  |
|                         | and applications of desktop technologies.  |
|                         | (See also 2.2 LO 2 and 7.1 LO 1.)          |
+-------------------------+--------------------------------------------+
|                         | 12.3 LO 2: Discuss the implications,       |
|                         | cost-benefit, productivity, etc. of        |
|                         | training mandates such as those contained  |
|                         | in Executive Order 11299 and other         |
|                         | directives. (See also 2.2 LO 6, 2.6 LO 13, |
|                         | 3.1 LO 13, 3.3 LO 5, 3.4 LO 10, 10.1 LO 4, |
|                         | 10.1 LO 14, and 12.0 LO 2.)                |
+-------------------------+--------------------------------------------+