![](media/image1.png){width="0.8in" height="0.6625in"}

  ------------------------- ------- ------------------- ------- ------- -------- ------------ ------- ------- ----------- -------- ----------
  **Supervisor/Employee**           Deputy Project                               **Title**                                         
                                    Manager/Resources                                                                              

  **Organization**                                                               **Center**                                        

  **Appraisal Period: May                               2007    **to    2008     **If other,                              **to**        
  1,**                                                          April            from**                                            
                                                                30,**                                                              
  ------------------------- ------- ------------------- ------- ------- -------- ------------ ------- ------- ----------- -------- ----------

  -----------------------------------------------------------------------
  **Performance Plan Development**

  -----------------------------------------------------------------------

Performance requirements for the above period have been established,
discussed with, and provided to the employee.

Employee's Signature
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
Date \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Rating Official's Name and Signature
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
Date \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

  -----------------------------------------------------------------------
  **Progress Review**

  -----------------------------------------------------------------------

A minimum of one progress review must be conducted during the appraisal
period, generally mid-point in the period. If performance requirements
have changed, the plan should be modified accordingly.

A Progress Review has been conducted by the Rating Official with the
employee.

Employee's Signature
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
Date \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Rating Official's Signature
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
Date \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

  -----------------------------------------------------------------------
  **Development Discussion(s)**

  -----------------------------------------------------------------------

Both the progress review and the end of the appraisal period discussion
provide opportunities to discuss an employee's training and development
needs; such a discussion may be initiated by either the Rating Official
or the employee.

Employee's Signature
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
Date \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Rating Official's Signature
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
Date \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Individual Development Plan (IDP) offered. Yes No *(Note: The offer of
an IDP is optional unless required by Center policy.)*

Employee's Initials/Date
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
Rating Official's Initials/Date
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

  -----------------------------------------------------------------------
  **Performance Appraisal -- Performance Summary Rating Level**

  -----------------------------------------------------------------------

RATING OF RECORD *(A Rating of Record must be supported by the narrative
summary.)*

[DISTINGUISHED](#Distinguished) [ACCOMPLISHE](#Meets2)D [FULLY](#Fails2)
SUCCESSFUL NEEDS IMPROVEMENT UNACCEPTABLE

Rating Official's Signature
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
Date \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

*(A performance summary rating of Distinguished, Needs Improvement, or
Unacceptable must be reviewed and approved by a higher-level official.)*

Reviewing Official's Signature
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
Date \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

  -----------------------------------------------------------------------
  **Acknowledgment**

  -----------------------------------------------------------------------

I acknowledge receipt of this rating; however, my signature on this form
does not imply agreement with the rating received. I may request
reconsideration of the rating within 15 calendar days.

Employee's Signature
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
Date \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

I request reconsideration. Employee's Signature
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
Date \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

  -----------------------------------------------------------------------
  **Disposition of Form:** *This form is subject to the provisions of the
  Privacy Act. The original signed form must be retained in the Employee
  Performance File for 4 years.*

  -----------------------------------------------------------------------

**NASA FORM 1762** MAR 07 Page 1 of 10

**EPCS Performance Planning and
Appraisal**![](media/image2.wmf){width="0.6638888888888889in"
height="0.6548611111111111in"}

**Instructions, Requirements, and Guidelines**

**[OVERVIEW]{.underline}** - The NASA Employee Performance Communication
System (EPCS) establishes a systematic process for planning, monitoring,
developing, assessing, and rewarding employee performance that
contributes to achieving the Agency\'s Vision, mission, and goals. The
EPCS ensures alignment with the Agency\'s goals, promotes a performance
culture that focuses on two-way communication and accountability for
results, and clearly differentiates between high and low performers.

**[PERFORMANCE PLANNING]{.underline}** - The Rating Official (usually
the immediate supervisor) must meet with the employee to discuss the
performance requirements for the appraisal period and give the employee
an opportunity to provide input to his/her performance plan. The plan
must include at least two critical elements - a
Program/Project/Functional Objective element specific to the position
and a standard Supervisory Competencies element. A critical element is a
work assignment or responsibility of such importance that unacceptable
performance in that element would result in a determination that an
employee\'s overall performance summary rating is Unacceptable \[5 CFR
430.203\]. An additional critical or non-critical element(s) may be
identified at the discretion of the Rating Official. A non-critical
element is a dimension or aspect of individual, team, or organizational
performance, exclusive of a critical element, that is used in assigning
a performance summary rating level. Failure on a non-critical element
cannot be used as a basis for a performance-based adverse action nor can
the employee\'s performance be summarized as \"Unacceptable\" overall
based on that failure \[5 CFR 430.203\]; however, non-critical does not
mean not important. Performance standards must be written at the Meets
Expectations performance level. Both the Rating Official and the
employee must sign the plan.

**[Program/Project/Functional Objective]{.underline}** -The primary work
assignment or responsibility of the employee that supports the
achievement of an Agency strategic goal(s) should be identified as the
Program/Project/Functional Objective and will be the critical element
that holds an employee accountable for achieving measurable results.
This objective must address the following:

**[Alignment]{.underline}** - In accordance with Figure 4.3.2-1 of NPD
1000, Strategic Management and Governance Handbook, the employee\'s
performance plan must show the linkage to projects up through the
Agency\'s strategic goals/objectives (i.e., individual performance plan
projects programs annual performance goals performance outcomes
strategic goals/objectives). Therefore, the plan must identify at least
one annual performance goal (APG) and/or organizational performance goal
related to the APG to which the employee will contribute. The goal(s)
should follow the performance plans of the chain of authority within the
organization (i.e., from senior executive to manager to supervisor to
employee). Alignment should be obvious; however, it is the
responsibility of the Rating Official to ensure that the employee
understands how his/her performance supports the achievement of the
Agency\'s goals/objectives.

**[Measurable Results]{.underline}** - Performance standards are
statements of performance thresholds, requirements, or expectations
written at the Meets Expectations performance level, commensurate with
the knowledge and skills required for the position. Standards
communicate what an employee has to do or achieve to meet the
performance element. Performance standards should be described in terms
of clear, credible measures of performance and identify the expected
results/accomplishments (not activities or tasks). General measures of
performance are:

> *Quality* - How well work is performed and/or how accurate or how
> effective the service or final product is.
>
> *Quantity* - How much work is produced (can be expressed as an error
> rate, such as a number or percentage of errors allowable per unit of
> work).
>
> *Timeliness* - How quickly, when, or by what date the work is
> produced; however, a timeliness measure must not be absolute leaving
> no margin for error.
>
> *Cost-effectiveness* - Dollar savings to the Government or working
> within a budget (may include such aspects as maintaining or
>
> reducing costs, reducing time it takes to produce a product or
> service, or reducing waste).

These general measures of performance must be further defined and must
be **SMART**:

> **S**pecific - What is being measured (i.e., the expected result) is
> easily understood.
>
> **M**easurable - A target can be established; data to support the
> metric is available and quantifiable.
>
> **A**ggressive yet Achievable - The target, established at the Meets
> Expectations performance level, is challenging and significant but not
> so challenging that it is not really achievable.
>
> **R**esults oriented - Identifies the expected accomplishments (a
> product or service) described as a noun (not an activity or task
>
> described as a verb).
>
> **T**ime based - Identifies a specific time frame for the achievement
> of the target.

**[Supervisory Competencies Element]{.underline}** - The performance
standards identified are those management competencies for senior
executives that are applicable to a supervisory position. They cannot be
modified; however, if it is determined that a performance standard for a
specific competency is not applicable to the supervisor, it should be so
identified during the performance planning stage and justified with a
narrative explanation in the comments block.

**NASA FORM 1762** MAR 07 Page 2 of 10

**EPCS Performance Planning and
Appraisal**![](media/image2.wmf){width="0.6638888888888889in"
height="0.6548611111111111in"}

**Instructions, Requirements, and Guidelines**

**[PROGRESS REVIEW]{.underline}** - At a minimum, one progress review
must be conducted during the appraisal period, generally midpoint in the
period; however, a progress review may be initiated at any time during
the appraisal period by either the Rating Official or the employee. The
primary purpose of the review is to discuss the employee\'s performance
to date; provide feedback on his/her progress in accomplishing the
performance requirements described in the performance plan; and provide,
when necessary, advice and assistance on how to improve his/her
performance. If necessary, the performance plan should be annotated to
document any new performance requirements or changes to existing
performance requirements at this time. The Rating Official must offer
the employee an opportunity to provide input on his/her accomplishments
for the progress review. Both the Rating Official and the employee must
sign the plan to indicate that the review was held.

**[DEVELOPMENT DISCUSSION]{.underline}** - Both the progress review and
the end of the appraisal period discussion provide opportunities to
discuss an employee\'s training and development needs; such a discussion
may be initiated by either the Rating Official or the employee.

**[PERFORMANCE ASSESSMENT]{.underline}** - At the end of the appraisal
period, the Rating Official must meet with the employee to discuss both
the employee\'s accomplishments and the organization\'s achievements.
The Rating Official must offer the employee an opportunity and strongly
encourage the employee to identify specific accomplishments and results;
if provided, the employee\'s input must be retained as part of the
appraisal documentation. In assessing the employee\'s performance for
the Program/Project/Functional Objective element, the Rating Official
must consider the overall organization\'s performance taking into
account the results achieved in the organization\'s senior executive\'s
mission-related or functional area of responsibility as evidenced by the
Agency\'s annual Performance and Accountability Report, Program
Assessment Rating Tool (PART) ratings, and/or other assessments/reports.
In assessing the employee\'s Supervisory Competencies element, the
Rating Official should consider the employee\'s performance relative to
each of the competencies individually before assigning a performance
element rating in order to accurately reflect the performance of all
supervisory competencies. In addition, the Rating Official must consider
the effectiveness, productivity, and performance of the employee\'s
subordinates; the fairness and consistency of the performance ratings
and awards of the employee\'s subordinates and whether or not they
reflect meaningful performance distinctions; his/her compliance with
merit system principles; and if safety and diversity goals have been
met. The perspectives of subordinate employees of the supervisor must be
considered in this assessment and that of customers as appropriate. An
additional performance element should be left unrated (i.e., Not Rated)
only if the employee has had an insufficient opportunity to demonstrate
performance on the element; in such cases, this must be documented on
the appraisal form. The plan must be signed by both the Rating Official
and the employee to indicate the appraisal was held.

**[RATING LEVEL DEFINITIONS]{.underline}**

**[Performance Element Rating Levels]{.underline}**

SIGNIFICANTLY EXCEEDS EXPECTATIONS - Performance that consistently
exceeds the performance standards to an exceptional degree.

EXCEEDS EXPECTATIONS - Performance that consistently exceeds the
performance standards to a high degree.

MEETS EXPECTATIONS - Performance that fully and consistently meets the
performance standards.

NEEDS IMPROVEMENT - Performance that does not fully meet the performance
standards.

FAILS TO MEET EXPECTATIONS - Performance that fails to meet the
established performance standards.

**[Performance Summary Rating Levels]{.underline}**

DISTINGUISHED (Level 5) - Performance when all elements are rated
\"Significantly Exceeds Expectations.\"

ACCOMPLISHED (Level 4) - Performance when all elements are rated no
lower than \"Exceeds Expectations.\"

FULLY SUCCESSFUL (Level 3) - Performance when no element is rated below
\"Meets Expectations.\"

NEEDS IMPROVEMENT (Level 2) - Performance when any element is rated
below \"Meets Expectations.\"

UNACCEPTABLE (Level 1) - Performance when any critical element is rated
\"Fails to Meet Expectations.\"

The performance summary rating level assigned at the end of the
appraisal period (i.e., Rating of Record) must be supported by the
narrative summary. A performance summary rating of Distinguished, Needs
Improvement, or Unacceptable must be reviewed and approved by a
higher-level official.

**[PERFORMANCE AWARD ELIGIBILITY]{.underline}** - An employee who
receives a performance summary rating of \"Distinguished\" is eligible
for monetary performance awards, non-monetary recognition, and/or a
quality step increase \[5 CFR 531.504\]. An employee who receives a
performance summary rating of \"Accomplished\" or \"Fully Successful\"
is eligible for monetary awards and non-monetary recognition based on
performance. An employee who receives a \"Needs Improvement\" or
\"Unacceptable\" performance summary rating is not eligible for monetary
or non-monetary awards based on performance. An award and/or recognition
bestowed on an employee must be commensurate with the level of his/her
performance, responsibility, and progress toward the achievement of the
Agency\'s/organization\'s goals and objectives and relative to the
performance of other supervisory employees in the organization. The
process for determining the level of award and recognition must be fair,
consistent, and transparent to others.

**NASA FORM 1762** MAR 07 Page 3 of 10

  -------------- --------------------- ------------- ------ ------- ------ -------- ----------- -------- -----------
  **Employee**   **Deputy Project      **Period**:   2007   to      2008   **Or**   **     **   **to**   **     **
                 Manager/Resources**   May 1,               April                                        
                                                            30,                                          

  -------------- --------------------- ------------- ------ ------- ------ -------- ----------- -------- -----------

![](media/image1.png){width="0.8in" height="0.6625984251968504in"}

+-----------------------------------------------------------------------+
| In the accomplishment of the performance elements and standards       |
| below, the employee shall abide by NASA's values of Safety, Teamwork, |
| Integrity, and Mission Success.                                       |
+-----------------------------------------------------------------------+
| In accordance with NPD 1000, Strategic Management and Governance      |
| Handbook, the employee\'s performance plan must show the linkage to   |
| projects up through the Agency\'s strategic goals/objectives (i.e.,   |
| individual performance plan projects programs annual performance      |
| goals performance outcomes strategic goals/objectives). Identify at   |
| least one annual performance goal (APG) and/or organizational         |
| performance goal related to the APG to which the employee will        |
| contribute. The goal(s) should follow the performance plans of the    |
| chain of authority within the organization (i.e., from senior         |
| executive to manager to supervisor to employee). *(See Alignment      |
| under Performance Planning in Instructions, Requirements, and         |
| Guidelines.):*                                                        |
|                                                                       |
| Use appropriate Stratagic goals and/or subgoals depending on the      |
| project                                                               |
+-----------------------------------------------------------------------+
| **1. PROGRAM/PROJECT/FUNCTIONAL OBJECTIVE** *(Insert the primary work |
| assignment or responsibility of the employee that supports the        |
| achievement of the goal(s)/objective(s) above per instructions.)*     |
|                                                                       |
| Serves as the Deputy Project Manager for Resources for the XX         |
| Project; advocates and oversees the execution of the Project budget   |
| that supports the development of the XX spacecraft; provides overall  |
| guidance and support to all resources, business, and logistics        |
| activities.                                                           |
+-----------------------------------------------------------------------+
| **Performance Standards** *(Identify in sufficient detail (i.e.,      |
| number of standards), the expected results defined by credible        |
| measures):*                                                           |
|                                                                       |
| Performance milestones and schedules are established by the Rating    |
| Official, as well as the Program/Division Manager and the Center      |
| OCFO. Overall evaluation of performance on the metrics below is based |
| on the feedback from these offices/managers. The Rating Official is   |
| generally satisfied that the employee usually performs the following  |
| in a timely and efficient manner:                                     |
|                                                                       |
| 1\. Leadership of the annual PPBE process for Code 4XX. Making sure a |
| comprehensive, accurate, Project-level requirements budget is         |
| submitted in accordance with the Project/Program schedule and         |
| guidance from center management.                                      |
|                                                                       |
| 2\. Oversight and execution of the Projects\' budgets including       |
| effectively monitoring obligation and costing of funds                |
|                                                                       |
| 3\. Support and training to project Resource Analysts                 |
|                                                                       |
| 4\. Leadership for all manpower, space and resource planning          |
|                                                                       |
| 5\. Procurement planning in association with procurement support      |
| provided by code 210.                                                 |
|                                                                       |
| 6\. Identification of opportunities to improve processes, products    |
| and services and to reduce costs of operations                        |
|                                                                       |
| 7\. Effective interface with both internal and external customers     |
+-----------------------------------------------------------------------+
| **COMMENTS:**                                                         |
|                                                                       |
|                                                                       |
+-----------------------------------------------------------------------+
| **PROGRAM/PROJECT/FUNCTIONAL OBJECTIVE RATING:**                      |
|                                                                       |
| [SIGNIFICANTLY](#Distinguished) EXCEEDS EXPECTATIONS [EXCEEDS         |
| EXPECTATIONS](#Meets2) [MEETS EXPECTATIONS](#Fails2)                  |
|                                                                       |
| NEEDS IMPROVEMENT [FAILS](#Meets2) TO MEET EXPECTATIONS               |
+-----------------------------------------------------------------------+

**NASA FORM 1762** MAR 07 Page 4 of 10

  -------------- --------------------- ------------- ------ ------- ------ -------- ----------- -------- -----------
  **Employee**   **Deputy Project      **Period**:   2007   to      2008   **Or**   **     **   **to**   **     **
                 Manager/Resources**   May 1,               April                                        
                                                            30,                                          

  -------------- --------------------- ------------- ------ ------- ------ -------- ----------- -------- -----------

![](media/image1.png){width="0.8in" height="0.6625984251968504in"}

+-----------------------------------------------------------------------+
| **2. SUPERVISORY COMPETENCIES** *(In rare cases, when it is           |
| determined that a performance standard for a specific competency is   |
| not applicable to the employee it should be identified during the     |
| performance planning stage with a narrative explanation in the        |
| comments block.)*                                                     |
|                                                                       |
| a\. Leading and Managing Change                                       |
|                                                                       |
| b\. Leading and Managing People                                       |
|                                                                       |
| c\. Achieving Results                                                 |
|                                                                       |
| d\. Resources Management                                              |
|                                                                       |
| e\. Communications and Teamwork                                       |
+-----------------------------------------------------------------------+
| **Performance Standards**                                             |
|                                                                       |
| **a. [Leading and Managing Change]{.underline}**                      |
|                                                                       |
| -   The implementation of changes to the organization and workforce   |
|     are accomplished with minimal disruption.                         |
|                                                                       |
| -   Risk taking, creative thinking, and innovation to identify new    |
|     work processes to meet performance requirements and to effect     |
|     change are supported and encouraged.                              |
|                                                                       |
| **b. [Leading and Managing People]{.underline}**                      |
|                                                                       |
| -   An inclusive work environment exists:                             |
|                                                                       |
|     -   That is free of discrimination, harassment, and retaliation   |
|         of any kind and accessible to qualified individuals with      |
|         disabilities.                                                 |
|                                                                       |
|     -   Where employees are valued and respected for their individual |
|         and cultural differences, treat each other with respect, and  |
|         their talents are used regardless of backgrounds.             |
|                                                                       |
|     -   Where commitment to equal opportunity is demonstrated through |
|         observable actions.                                           |
|                                                                       |
| ```{=html}                                                            |
| <!-- -->                                                              |
| ```                                                                   |
| -   Cooperation, collaboration, and teamwork across NASA Centers and  |
|     functions are actively promoted in the accomplishment of the      |
|     targeted performance expectations and results.                    |
|                                                                       |
| -   The work environment encourages the open and honest exchange of   |
|     information and the expression of ideas, diverse opinions, and    |
|     dissenting views while presenting one voice to the public.        |
|                                                                       |
| -   Conflicts are resolved in a positive and constructive manner and  |
|     complaints of discrimination are resolved, if possible, by        |
|     engaging in an Alternate Dispute Resolution (ADR) process.        |
|                                                                       |
| -   A work environment exists that recognizes and supports the needs  |
|     of employees to balance work and personal life.                   |
|                                                                       |
| -   Performance plans and appraisals of subordinate staff members are |
|     completed by the due date; and at least one critical element for  |
|     each is clearly traceable to the Agency\'s goals and objectives   |
|     (e.g., Strategic Plan, Agency Performance Plan, President\'s      |
|     Management Agenda initiatives).                                   |
|                                                                       |
| -   Performance plans and appraisals of the employees reporting to    |
|     subordinate managers and supervisors within the employee\'s       |
|     organization are completed by the due date; and at least one      |
|     critical element for each is clearly traceable to the Agency\'s   |
|     goals and objectives.                                             |
|                                                                       |
| -   Feedback on performance is provided to subordinate staff members  |
|     on a frequent basis. Their performance and that of their          |
|     employees, if applicable, as an individual or as a member of a    |
|     team, is recognized with performance awards that are commensurate |
|     with the level of performance, responsibility, and progress       |
|     towards the goals and objectives. The distribution of annual      |
|     performance awards mirrors the distribution of performance        |
|     ratings.                                                          |
|                                                                       |
| -   Employees are provided opportunities to excel and are encouraged  |
|     to expand their knowledge and skills through coaching, mentoring, |
|     developmental assignments, and training.                          |
|                                                                       |
| -   The performance of subordinate staff members is fairly appraised  |
|     against Specific, Measurable, Aggressive yet Achievable,          |
|     Results-oriented, and Time-based (SMART) performance              |
|     expectations.                                                     |
|                                                                       |
| **c. [Achieving Results]{.underline}**                                |
|                                                                       |
| -   In the pursuit of the accomplishment of the Agency\'s goals and   |
|     objectives, the behaviors exhibited exemplify a commitment to     |
|     NASA\'s values of safety, teamwork, integrity, and mission        |
|     success.                                                          |
|                                                                       |
| -   A commitment to the Agency\'s value --- safety --- is evidenced   |
|     by:                                                               |
|                                                                       |
|     -   Facilitation and/or conduct and documentation of safety       |
|         inspections of assigned area(s) of responsibility as required |
|         and in accordance with applicable safety and occupational     |
|         health regulations, policies, and procedures.                 |
|                                                                       |
|     -   Identification and expeditious action taken to correct unsafe |
|         conditions and/or procedures.                                 |
|                                                                       |
|     -   Compliance with applicable safety and occupational health     |
|         standards, rules, and regulations.                            |
|                                                                       |
| -   Short- and long-term organizational goals and objectives are      |
|     based on the Agency\'s Strategic Plan and Government-wide         |
|     initiatives and are realistic, measurable, and results-oriented.  |
|                                                                       |
| -   Work units are organized and staffed with the appropriate         |
|     technical expertise and the workload is balanced to ensure        |
|     priorities are achieved.                                          |
|                                                                       |
| -   Potential or actual problems relating to the achievement of       |
|     program/project/functional objectives are identified and          |
|     diagnosed with alternative courses of action identified and       |
|     brought to the attention of the appropriate management officials  |
|     in a timely manner.                                               |
|                                                                       |
| -   Performance results and customer feedback are used to develop and |
|     implement initiatives to improve program/project performance,     |
|     functional support, or service delivery.                          |
+-----------------------------------------------------------------------+

**NASA FORM 1762** MAR 07 Page 5 of 10

  -------------- --------------------- ------------- ------ ------- ------ -------- ----------- -------- -----------
  **Employee**   **Deputy Project      **Period**:   2007   to      2008   **Or**   **     **   **to**   **     **
                 Manager/Resources**   May 1,               April                                        
                                                            30,                                          

  -------------- --------------------- ------------- ------ ------- ------ -------- ----------- -------- -----------

![](media/image1.png){width="0.8in" height="0.6625984251968504in"}

+-----------------------------------------------------------------------+
| **d. [Resources Management]{.underline}**                             |
|                                                                       |
| -   Workforce or project teams are deployed to efficiently and        |
|     effectively accomplish the organization\'s goals and objectives.  |
|                                                                       |
| -   Current and future workforce or project team needs are assessed   |
|     based on the organization\'s goals and objectives.                |
|                                                                       |
| -   Program/project/functional budgets are well-defined and           |
|     defensible and prepared within external and internal guidelines   |
|     and by due dates.                                                 |
|                                                                       |
| -   Programs/projects/functions are managed cost-effectively,         |
|     including contractor costs. Any unutilized funds or cost overruns |
|     are identified and immediately brought to the attention of senior |
|     management.                                                       |
|                                                                       |
| -   Programs/projects/functional and contractor performance are       |
|     periodically reviewed to monitor progress against milestones and  |
|     goals. Any problems or schedule delays are identified and         |
|     immediately brought to the attention of senior management.        |
|                                                                       |
| -   Information technology is effectively utilized to organize and    |
|     manage work and resources and to track and assess progress.       |
|                                                                       |
| -   Utilizing all available hiring flexibilities to address skills    |
|     imbalances and succession needs, highly qualified candidates are  |
|     hired, developed, and promoted ensuring adherence to the Merit    |
|     Systems Principles and equal opportunity without regard to race,  |
|     color, national origin, sex, sexual orientation, age, or religion |
|     and by providing, if needed, reasonable accommodation(s) to an    |
|     otherwise qualified individual with a disability.                 |
|                                                                       |
| **e. [Communications and Teamwork]{.underline}**                      |
|                                                                       |
| -   Oral and written presentations are effective (e.g., accurate,     |
|     well organized, and easily understood).                           |
|                                                                       |
| -   Information, results, and decisions are communicated in a timely  |
|     manner.                                                           |
|                                                                       |
| -   Interactions with others demonstrate the ability to listen        |
|     effectively and to seek the opinions, ideas, and expertise of     |
|     others.                                                           |
|                                                                       |
| -   Working relationships, both internal and external, are            |
|     cooperative and demonstrate the ability to be flexible and        |
|     adaptable, facilitating win-win situations and the open exchange  |
|     of ideas and opinions from diverse groups.                        |
|                                                                       |
| -   Interactions with others demonstrate respect and an understanding |
|     of others\' needs, establish trust, and foster support,           |
|     cooperation, and knowledge sharing for the accomplishment of the  |
|     Agency\'s goals and objectives.                                   |
+-----------------------------------------------------------------------+
| **COMMENTS** *(Identify any performance indicator that is not         |
| applicable to the position with a brief justification here.)***:**    |
|                                                                       |
|                                                                       |
+-----------------------------------------------------------------------+
| **SUPERVISORY COMPETENCIES RATING:**                                  |
|                                                                       |
| [SIGNIFICANTLY](#Distinguished) EXCEEDS EXPECTATIONS [EXCEEDS         |
| EXPECTATIONS](#Meets2) [MEETS EXPECTATIONS](#Fails2)                  |
|                                                                       |
| NEEDS IMPROVEMENT [FAILS](#Meets2) TO MEET EXPECTATIONS               |
+-----------------------------------------------------------------------+

**NASA FORM 1762** MAR 07 Page 6 of 10

  -------------- --------------------- ------------- ------ ------- ------ -------- ----------- -------- -----------
  **Employee**   **Deputy Project      **Period**:   2007   to      2008   **Or**   **     **   **to**   **     **
                 Manager/Resources**   May 1,               April                                        
                                                            30,                                          

  -------------- --------------------- ------------- ------ ------- ------ -------- ----------- -------- -----------

![](media/image1.png){width="0.8in" height="0.6625984251968504in"}

+-----------------------------------------------------------------------+
| **3. EQUAL OPPORTUNITY/DIVERSITY**                                    |
|                                                                       |
| Demonstrates a commitment to and support of equal opportunity,        |
| affirmative employment and diversity by complying with EO laws, the   |
| Agency\'s related regulations, policies and procedures, and providing |
| leadership in creating and maintaining a respectful and inclusive     |
| work environment.                                                     |
+-----------------------------------------------------------------------+
| **Performance Standards**                                             |
|                                                                       |
| -   Required training is successfully completed.                      |
|                                                                       |
| -   Real or potential complaints of discrimination are addressed      |
|     quickly and effectively.                                          |
|                                                                       |
| -   Disagreements, disputes, or complaints of discrimination are      |
|     resolved, if appropriate, by engaging in Alternative Dispute      |
|     Resolution.                                                       |
|                                                                       |
| -   Creates and maintains an inclusive organizational environment     |
|     which fosters a culture of openness where employees value         |
|     individual and cultural differences, treat one another with       |
|     respect, and have an opportunity to excel.                        |
|                                                                       |
| -   A commitment to equal opportunity, affirmative employment and     |
|     diversity is evident in hiring, career-enhancing assignments,     |
|     employee development and advancement, and recognition.            |
|                                                                       |
| -   Promotes, encourages and maintains an environment free of         |
|     discrimination and harassment. Takes swift action to remove       |
|     barriers and to ensure accessibility for individuals with         |
|     disabilities.                                                     |
+-----------------------------------------------------------------------+
| **COMMENTS:**                                                         |
|                                                                       |
| **     **                                                             |
+-----------------------------------------------------------------------+
| **EQUAL OPPORTUNITY/DIVERSITY ELEMENT RATING:**                       |
|                                                                       |
| [SIGNIFICANTLY](#Distinguished) EXCEEDS EXPECTATIONS [EXCEEDS         |
| EXPECTATIONS](#Meets2) [MEETS EXPECTATIONS](#Fails2)                  |
|                                                                       |
| NEEDS IMPROVEMENT [FAILS](#Meets2) TO MEET EXPECTATIONS               |
+-----------------------------------------------------------------------+
| **4.      **                                                          |
+-----------------------------------------------------------------------+
| **Performance Standards** (Identify in sufficient detail (i.e.,       |
| number of standards), the expected results defined by credible        |
| measures):                                                            |
|                                                                       |
| **     **                                                             |
+-----------------------------------------------------------------------+
| **COMMENTS:**                                                         |
|                                                                       |
| **     **                                                             |
+-----------------------------------------------------------------------+
| **ELEMENT RATING:**                                                   |
|                                                                       |
| [SIGNIFICANTLY](#Distinguished) EXCEEDS EXPECTATIONS [EXCEEDS         |
| EXPECTATIONS](#Meets2) [MEETS EXPECTATIONS](#Fails2)                  |
|                                                                       |
| NEEDS IMPROVEMENT [FAILS](#Meets2) TO MEET EXPECTATIONS               |
+-----------------------------------------------------------------------+

**NASA FORM 1762** MAR 07 Page 7 of 10

  -------------- --------------------- ------------- ------ ------- ------ -------- ----------- -------- -----------
  **Employee**   **Deputy Project      **Period**:   2007   to      2008   **Or**   **     **   **to**   **     **
                 Manager/Resources**   May 1,               April                                        
                                                            30,                                          

  -------------- --------------------- ------------- ------ ------- ------ -------- ----------- -------- -----------

![](media/image1.png){width="0.8in" height="0.6625984251968504in"}

+-----------------------------------------------------------------------+
| **5.      **                                                          |
|                                                                       |
| **CRITICAL** **NON CRITICAL**                                         |
+-----------------------------------------------------------------------+
| **Performance Standards** (Identify in sufficient detail (i.e.,       |
| number of standards), the expected results defined by credible        |
| measures):                                                            |
|                                                                       |
|                                                                       |
+-----------------------------------------------------------------------+
| **COMMENTS**:                                                         |
|                                                                       |
|                                                                       |
+-----------------------------------------------------------------------+
| **ELEMENT RATING:**                                                   |
|                                                                       |
| [SIGNIFICANTLY](#Distinguished) EXCEEDS EXPECTATIONS [EXCEEDS         |
| EXPECTATIONS](#Meets2) [MEETS EXPECTATIONS](#Fails2)                  |
|                                                                       |
| NEEDS IMPROVEMENT [FAILS](#Meets2) TO MEET EXPECTATIONS               |
| [NOT](#Fails2) RATED                                                  |
+-----------------------------------------------------------------------+
| **6.      **                                                          |
|                                                                       |
| **CRITICAL** **NON CRITICAL**                                         |
+-----------------------------------------------------------------------+
| **Performance Standards** *(Identify in sufficient detail (i.e.,      |
| number of standards), the expected results defined by credible        |
| measures):*                                                           |
|                                                                       |
|                                                                       |
+-----------------------------------------------------------------------+
| **COMMENTS:**                                                         |
|                                                                       |
|                                                                       |
+-----------------------------------------------------------------------+
| **ELEMENT RATING:**                                                   |
|                                                                       |
| [SIGNIFICANTLY](#Distinguished) EXCEEDS EXPECTATIONS [EXCEEDS         |
| EXPECTATIONS](#Meets2) [MEETS EXPECTATIONS](#Fails2)                  |
|                                                                       |
| NEEDS IMPROVEMENT [FAILS](#Meets2) TO MEET EXPECTATIONS               |
| [NOT](#Fails2) RATED                                                  |
+-----------------------------------------------------------------------+

**NASA FORM 1762** MAR 07 Page 8 of 10

  -------------- --------------------- ------------- ------ ------- ------ -------- ----------- -------- -----------
  **Employee**   **Deputy Project      **Period**:   2007   to      2008   **Or**   **     **   **to**   **     **
                 Manager/Resources**   May 1,               April                                        
                                                            30,                                          

  -------------- --------------------- ------------- ------ ------- ------ -------- ----------- -------- -----------

![](media/image1.png){width="0.8in" height="0.6625984251968504in"}

+-----------------------------------------------------------------------+
| **7.      **                                                          |
|                                                                       |
| **CRITICAL** **NON CRITICAL**                                         |
+-----------------------------------------------------------------------+
| **Performance Standards** (Identify in sufficient detail (i.e.,       |
| number of standards), the expected results defined by credible        |
| measures):                                                            |
|                                                                       |
|                                                                       |
+-----------------------------------------------------------------------+
| **COMMENTS**:                                                         |
|                                                                       |
|                                                                       |
+-----------------------------------------------------------------------+
| **ELEMENT RATING:**                                                   |
|                                                                       |
| [SIGNIFICANTLY](#Distinguished) EXCEEDS EXPECTATIONS [EXCEEDS         |
| EXPECTATIONS](#Meets2) [MEETS EXPECTATIONS](#Fails2)                  |
|                                                                       |
| NEEDS IMPROVEMENT [FAILS](#Meets2) TO MEET EXPECTATIONS               |
| [NOT](#Fails2) RATED                                                  |
+-----------------------------------------------------------------------+
| **8.      **                                                          |
|                                                                       |
| **CRITICAL** **NON CRITICAL**                                         |
+-----------------------------------------------------------------------+
| **Performance Standards** *(Identify in sufficient detail (i.e.,      |
| number of standards), the expected results defined by credible        |
| measures):*                                                           |
|                                                                       |
|                                                                       |
+-----------------------------------------------------------------------+
| **COMMENTS:**                                                         |
|                                                                       |
|                                                                       |
+-----------------------------------------------------------------------+
| **ELEMENT RATING:**                                                   |
|                                                                       |
| [SIGNIFICANTLY](#Distinguished) EXCEEDS EXPECTATIONS [EXCEEDS         |
| EXPECTATIONS](#Meets2) [MEETS EXPECTATIONS](#Fails2)                  |
|                                                                       |
| NEEDS IMPROVEMENT [FAILS](#Meets2) TO MEET EXPECTATIONS               |
| [NOT](#Fails2) RATED                                                  |
+-----------------------------------------------------------------------+

**NASA FORM 1762** MAR 07 Page 9 of 10

  -------------- --------------------- ------------- ------ ------- ------ -------- ----------- -------- -----------
  **Employee**   **Deputy Project      **Period**:   2007   to      2008   **Or**   **     **   **to**   **     **
                 Manager/Resources**   May 1,               April                                        
                                                            30,                                          

  -------------- --------------------- ------------- ------ ------- ------ -------- ----------- -------- -----------

![](media/image1.png){width="0.8in" height="0.6625984251968504in"}

+-----------------------------------------------------------------------+
| *(Summarize the employee's significant achievements and results for   |
| the appraisal period.)*                                               |
|                                                                       |
|                                                                       |
+-----------------------------------------------------------------------+

**NASA FORM 1762** MAR 07 Page 10 of 10