Multifamily Retrofit Project 

Manager Job/Task Analysis and 

Report 

September 2013 

Corina M. Owens, Ph.D. 

Professional Testing Inc. 

Orlando, Florida 

NREL Technical Monitor: Christina Larney 

NREL is a national laboratory of the U.S. Department of Energy 

Office of Energy Efficiency & Renewable Energy 

Operated by the Alliance for Sustainable Energy, LLC 

This report is available at no cost from the National Renewable Energy 

Laboratory (NREL) at www.nrel.gov/publications. 

Subcontract Report 

NREL/SR-7A40-60446 

September 2013 

Contract No. DE-AC36-08GO28308 
 

 

 

 

 

 

National Renewable Energy Laboratory 

15013 Denver West Parkway 

Golden, CO 80401 

303-275-3000 • www.nrel.gov 

Multifamily Retrofit Project 

Manager Job/Task Analysis 

and Report 

September 2013 

Corina M. Owens, Ph.D. 

Professional Testing Inc. 

Orlando, Florida 

NREL Technical Monitor: Christina Larney 

Prepared under Subcontract No. AXL-3-23317-01 

NREL is a national laboratory of the U.S. Department of Energy 

Office of Energy Efficiency & Renewable Energy 

Operated by the Alliance for Sustainable Energy, LLC 

This report is available at no cost from the National Renewable Energy 

Laboratory (NREL) at www.nrel.gov/publications. 

Subcontract Report 

NREL/SR-7A40-60446 

September 2013 

Contract No. DE-AC36-08GO28308 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

This publication received minimal editorial review at NREL. 

NOTICE 

This report was prepared as an account of work sponsored by an agency of the United States government. 

Neither the United States government nor any agency thereof, nor any of their employees, makes any warranty, 

express or implied, or assumes any legal liability or responsibility for the accuracy, completeness, or usefulness of 

any information, apparatus, product, or process disclosed, or represents that its use would not infringe privately 

owned rights. Reference herein to any specific commercial product, process, or service by trade name, 

trademark, manufacturer, or otherwise does not necessarily constitute or imply its endorsement, recommendation, 

or favoring by the United States government or any agency thereof. The views and opinions of authors 

expressed herein do not necessarily state or reflect those of the United States government or any agency thereof. 

This report is available at no cost from the National Renewable Energy 

Laboratory (NREL) at www.nrel.gov/publications. 

Available electronically at http://www.osti.gov/bridge 

Available for a processing fee to U.S. Department of Energy 

and its contractors, in paper, from: 

U.S. Department of Energy 

Office of Scientific and Technical Information 

P.O. Box 62 

Oak Ridge, TN 37831-0062 

phone: 865.576.8401 

fax: 865.576.5728 

email: mailto:reports@adonis.osti.gov 

Available for sale to the public, in paper, from: 

U.S. Department of Commerce 

National Technical Information Service 

5285 Port Royal Road 

Springfield, VA 22161 

phone: 800.553.6847 

fax: 703.605.6900 

email: orders@ntis.fedworld.gov 

online ordering: http://www.ntis.gov/help/ordermethods.aspx 

Cover Photos: (left to right) photo by Pat Corkery, NREL 16416, photo from SunEdison, NREL 17423, photo by Pat Corkery, NREL 

16560, photo by Dennis Schroeder, NREL 17613, photo by Dean Armstrong, NREL 17436, photo by Pat Corkery, NREL 17721. 

Printed on paper containing at least 50% wastepaper, including 10% post consumer waste. 
 

 

 

 

Project Overview 

The U.S. Department of Energy (DOE) Weatherization Assistance Program (WAP) and the 

National Renewable Energy Laboratory (NREL) developed the Guidelines for Home Energy 

Professionals (Guidelines) project to support and promote high-quality energy upgrade work 

within the WAP. 

The development of job/task analyses (JTAs) is one of three components of the Guidelines 

project and will allow industry to leverage these components to develop training resources, 

quality assurance protocols, accredited training programs, and professional certifications. The 

development of these foundational materials for the WAP, and for the home performance 

industry, will facilitate a growing, skilled home energy upgrade workforce that is able to meet 

the increasing demand for energy upgrade work while maintaining quality assurance for 

homeowners and employers. 

NREL secured the services of Professional Testing, Inc. to develop JTAs and specifically to 

identify and catalog all of the tasks performed by individuals in each of the multifamily-specific 

job categories listed below, as well as the knowledge, skills, and abilities (KSAs) needed to 

perform the identified tasks. 

• Multifamily Energy Auditor 

• Multifamily Building Operator 

• Multifamily Retrofit Project Manager 

• Multifamily Quality Control Inspector 

This report describes the JTA development process, provides a summary of the JTA validation 

study and an analysis of the study data, and contains a content outline and “developing a 

curriculum” (DACUM) chart for multifamily retrofit project managers. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) iii 

at www.nrel.gov/publications. 
 

 

 

 

 

 

Table of Contents 

Project Overview ........................................................................................................................................ iii
 

Introduction ................................................................................................................................................. 1
 

Process for Selecting Subject Matter Experts......................................................................................... 1
 

Methods........................................................................................................................................................ 3
 

Overview of Job Analysis Process ......................................................................................................... 3
 

Job/Tasks Analysis Workshop ............................................................................................................... 3
 

JTA Workshop Attendees ............................................................................................................. 5
 

Job/Task Analysis Validation Study ...................................................................................................... 5
 

Development of Demographic Questions for the Online Validation Study.................................. 6
 

Development of Task-Rating Scales for the Online Validation Study.......................................... 6
 

Administration of the Online Validation Study............................................................................. 7
 

Results ......................................................................................................................................................... 9
 

Online Validation Study......................................................................................................................... 9
 

Study Respondent Demographics ................................................................................................. 9
 

Overview of Study Respondents’ Ratings for Task Statements.................................................. 17
 

Reliability of Task Ratings.......................................................................................................... 19
 

Post-Validation Review Meeting Results............................................................................................. 19
 

Review of Study Respondent Demographics.............................................................................. 20
 

Review of Low-Rated Tasks ....................................................................................................... 20
 

Review of Missing Tasks and Additional Comments ................................................................. 22
 

Final Weighting of Task List and Proposed Content Outline ..................................................... 23
 

References................................................................................................................................................. 28
 

Appendix A. Opportunity Announcement .............................................................................................. 29
 

Appendix B. Job/Task Analysis for a Multifamily Retrofit Project Manager....................................... 30
 

Multifamily Retrofit Project Manager Job Description........................................................................ 30
 

Introduction .......................................................................................................................................... 30
 

Subject Matter Expert Selection Process.............................................................................................. 31
 

Job/Task Analysis Workshop............................................................................................................... 31
 

Results .................................................................................................................................................. 32
 

References ............................................................................................................................................ 32
 

Nomenclature ....................................................................................................................................... 32
 

Proposed Content Outline..................................................................................................................... 33
 

Knowledge............................................................................................................................................ 34
 

Skills, Abilities, and Attributes ............................................................................................................ 38
 

Physical Conditions.............................................................................................................................. 40
 

Tools, Equipment, and Resources ........................................................................................................ 41
 

DACUM Chart ..................................................................................................................................... 43
 

Appendix C. Announcement of Multifamily Job Task Analyses Validation Study............................. 60
 

June 19, 2013........................................................................................................................................ 60
 

Appendix D. Validation Study.................................................................................................................. 61
 

National Renewable Energy Laboratory (NREL) 

This report is available at no cost from the 

iv
 at www.nrel.gov/publications.
 
 

 

 

 

 

 

 

 

List of Figures 

Figure 1. Two-dimensional scale for rating duties and tasks ................................................................. 4
 

Figure 2. Sizes of organization of respondents....................................................................................... 9
 

Figure 3. Sector in which respondents were working .......................................................................... 11
 

Figure 4. Jobs held by respondents in the multifamily building sector................................................ 11
 

Figure 5. Categories of current jobs held by respondents .................................................................... 12
 

Figure 6. Years of experience respondents had as a multifamily building retrofit project manager.... 12
 

Figure 7. Years of experience respondents had in industry.................................................................. 13
 

Figure 8. Highest levels of education completed by respondents ........................................................ 13
 

Figure 9. How respondents heard about the study................................................................................ 17
 

List of Tables 

Table 1. Rating Scales ............................................................................................................................ 7
 

Table 2. States in Which Respondents Reported Working .................................................................... 9
 

Table 3. Professional Societies and Organizations to which Respondents Belonged .......................... 14
 

Table 4. Multifamily Building Credentials of Respondents................................................................. 15
 

Table 5. Means and Standard Errors of Frequency and Importance Task Ratings .............................. 17
 

Table 6. Combined Means and Frequencies of Duties and Tasks........................................................ 20
 

Table 7. Tasks Identified by Study Respondents as Missing from the JTA Task Lista

........................ 22
 

Table 8. Additional Comments Identified by Study Respondentsa ...................................................... 23
 

Table 9. Comparison of Validation Study Results with JTA SME Panelists Weights......................... 24
 

Table 10. Final Content Outline for Multifamily Retrofit Project Managers....................................... 25
 

Table B-1. List of Acronyms and Abbreviations ................................................................................. 32
 

Table B-2. Proposed Content Outline for Multifamily Retrofit Project Managers .............................. 33
 

Table B-3. Specialized Knowledge Required of Multifamily Retrofit Project Managers.................... 35
 

Table B-4. General Knowledge Required of Multifamily Retrofit Project Managers ......................... 37
 

Table B-5. Skills, Abilities, and Attributes Required of Multifamily Retrofit Project Managers........ 38
 

Table B-6. Physical Conditions Recommended for Multifamily Retrofit Project Managers............... 40
 

Table B-7. Tools, Equipment, and Resources Used by Multifamily Retrofit Project Managers ......... 41
 

Table B-8. DACUM Chart for Multifamily Retrofit Project Managers............................................... 44
 

National Renewable Energy Laboratory (NREL) 

This report is available at no cost from the 

v 

at www.nrel.gov/publications.
 
 

 

 

 

 

 

 

 

 

Introduction 

Job/task analysis (JTA) is a procedure for analyzing the tasks performed by individuals in an 

occupation, as well as the knowledge, skills, and abilities (KSAs) necessary to perform those 

tasks. Specifically, JTAs can be defined as “any systematic procedure for collecting and 

analyzing job-related information to meet a particular purpose” (Raymond 2001, p. 372). 

The use of JTAs (also known as job analysis, task analysis, practice analysis, or role delineation) 

to define the content domain is a critical component in establishing the content validity of a 

training or examination program. Content validity refers to the extent to which the domain 

outline of the training or examination program overlaps with the important components (KSAs) 

of a job. 

A well-defined JTA includes participation by a representative group of subject matter experts 

(SMEs) who reflect the diversity within the job. Diversity refers to regional or job context factors 

and to SME factors such as years of experience, and education. Demonstration of content 

validity is accomplished through the practical experience of industry professionals and SMEs. 

The process is enhanced by conducting a validation study that allows for the inclusion of larger 

numbers of industry professionals and SMEs 

JTAs can be used for multiple purposes, including, but not limited to, job description, job 

classification, job evaluation, performance appraisal, training, worker mobility, workforce 

planning, efficiency, safety, and legal and quasi-legal requirements (Brannick et al. 2007). Job 

analyses are traditionally used by secondary and post-secondary educators, business or industry 

trainers, government or military trainers, and test developers. Although there are multiple 

methods for conducting JTAs, this project used the “developing a curriculum” (DACUM) 

method. 

DACUM is an occupational analysis led by a trained facilitator, in which practitioners in a 

specific occupation come together for a multiday workshop to provide input about the specific 

tasks, knowledge, and skills needed to perform their jobs. Modified small-group brainstorming 

techniques are used to obtain the collective expertise and consensus of the committee. DACUM 

has proven to be a very effective method of quickly determining, at relatively low cost, the 

competencies or tasks that must be performed by persons employed in a given job or 

occupational area. 

The DACUM chart that results from the DACUM analysis is a detailed portrayal of the skills or 

competencies involved in the occupation being studied. The DACUM analysis can be used as a 

basis for various aspects of an education/training or certification program, including curriculum 

development, student learning, training needs assessments, worker performance evaluations, and 

competency test development. 

Process for Selecting Subject Matter Experts 

Professional Testing, Inc. helped establish the criteria for selecting the panel of SMEs. Active 

practitioners interested in participating in the study were invited to submit their credentials 

through a publicly announced online submission process. To be eligible for participation in the 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 1 

at www.nrel.gov/publications. 
 

 

 

 

JTA workshop, applicants had to be current, active practitioners and available to attend the entire 

workshop session in person. 

A total of 136 applications were received for participation in the multifamily JTA workshops and 

of these, 126 were qualified as current practitioners in the multifamily energy upgrade industry. 

When applying, applicants provided rankings as to which job designation they preferred most 

and each applicant was considered for up to two JTA workshops. A total of 68 applicants were 

considered for the multifamily retrofit project manager JTA workshop. 

To create a representative panel of participants, Professional Testing, Inc. used criteria including: 

• Geographic (including regional/climatic) diversity 

• Representation of a wide range of experience levels (novice to expert) 

• No single organization or organization size dominated the group 

• All sectors were represented with no single sector dominating (public versus private) 

• Diversity of industry-related credentials, represented by the panelists. 

Twelve applicants meeting the above criteria were selected to create the multifamily retrofit 

project manager SME panel. 

A copy of the opportunity announcement that solicited applications for the multifamily JTA 

workshops is included in Appendix A. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 2 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Methods 

Overview of Job Analysis Process 

A job analysis or practice analysis is a foundational requirement of any valid credentialing 

program, and it helps define the core knowledge areas, critical work functions, and/or skills that 

are common across a representative sampling of current practitioners or incumbent workers. 

The DACUM Philosophy 

•	 Practitioners can describe 

and define their jobs more 

accurately than anyone else. 

•	 One of the most effective 

ways to define a job is to 

describe the tasks that 

practitioners perform. 

•	 All jobs can be effectively 

and sufficiently described in 

the terms of the tasks that 

successful workers perform. 

•	 All tasks, to be performed 

correctly, demand certain 

knowledge, skills, abilities, 

attributes, and tools. 

Empirical results from the job analysis provide 

examinees and the public the basis of a valid, 

reliable, fair, and realistic assessment that reflects 

the KSAs required for competent job performance. 

For existing credentials, a job analysis should be 

performed periodically to maintain the validity of the 

content on the exam. 

Professional Testing, Inc. conducted a JTA 

workshop with a group 12 SMEs to identify the 

duties, tasks, steps, and essential knowledge, skills, 

and attributes associated with the job performed by a 

multifamily retrofit project manager. 

Following the JTA workshop, Professional Testing 

developed an online study to validate the initial 

results of the study and finalize a content outline. 

The online validation study was started by 65 

participants and completed by 46 multifamily retrofit 

project managers across the United States. 

Job/Tasks Analysis Workshop 

The multifamily retrofit project manager JTA workshop was held in Lakewood, Colorado, May 

6–8, 2013. 

The first day of the workshop consisted of an introduction to the DACUM process. The trained 

DACUM facilitator explained the JTA process and provided the SME panel with duty and task 

statement definitions. A duty reflects a large area of work for a specific profession; multiple 

tasks describe how to perform each duty. 

The introduction was followed by a discussion about multifamily retrofit project managers, more 

specifically the “who, how, what, and why” of the profession. The SME panelists compiled this 

information into a comprehensive list to capture key multifamily retrofit project manager job 

components. 

The next step was to identify duty (or domain) areas. The SME panelists identified duty areas, 

and facilitators wrote the duty areas on large index cards and placed them on a wall for the whole 

group to see. Once panelists reached consensus on the duty areas, they delineated each duty by 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 3 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

identifying the required tasks. After all the tasks were identified, they were ordered sequentially 

and entered onto a spreadsheet. 

On the second day of the workshop, the facilitators projected a spreadsheet that contained the 

identified duty areas and corresponding task statements. The facilitators asked the SMEs, while 

looking at the projected task list, to list the steps that occur under each task and identify the 

KSAs, tools, equipment, and resources required to perform each task. This component of the job 

analysis process occupied the majority of time on the second day. 

On the last day of the workshop, the SMEs finalized the remaining task statements. And, the 

SMEs were asked to report how much of their time they spent on each of the duty and task areas. 

The SMEs rated each duty and task on the two-dimensional scale shown in Figure 1. 

Figure 1. Two-dimensional scale for rating duties and tasks 

The SMEs were asked to consider each task in terms of frequency and importance. Specifically, 

study respondents were asked to consider whether the tasks were performed more or less 

frequently as well as whether the tasks were more or less important to perform successfully as a 

minimally competent multifamily retrofit project manager. The SMEs were asked to select a 

number from zero to two based on the two dimensions of frequency and importance. 

The mean frequency and importance ratings were calculated for all of the SME panelists’ 

responses, and a preliminary content outline was developed. 

As a final activity, the SMEs reviewed and finalized the following overarching job description 

for multifamily retrofit project managers: 

Multifamily retrofit project managers direct and assure the successful completion 

of the building performance assessment, work scope development, and 

installation of conservation measures to reduce operating costs and achieve 

energy savings while ensuring the health and environmental safety of the building 

occupants. 

The job profile that resulted from the JTA workshop is a detailed portrayal of a multifamily 

retrofit project manager and is initially documented in the form of a draft job and task analyses 

report. The draft JTA report appears in Appendix B. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 4 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

JTA Workshop Attendees 

SME Panelists 

Nathan Aronson 

Technical Director 

Richard Heath and Associates, Inc. 

Chico, CA 

Dan Auer 

Project Manager for Multifamily 

Weatherization 

King County Housing Authority 

Seattle, WA 

Dave Bone 

Owner/Building Analyst
 

Bone Energy Services
 

Philadelphia, PA
 

Xia Fang 

Building Energy Engineer
 

Group14 Engineering, Inc. 

Denver, CO
 

Duane Ford 

Former Technical Assistance 

Manager 

Energy Auditor 

South Central Human Resource 

Agency 

Thompson’s Station, TN 

Larry Hasterok 

Principal
 

The Energy Keep, LLC
 

Milton, WI
 

Meeting Facilitation 

Professional Testing 

David Hepinstall 

Executive Director 

Association for Energy Affordability, Inc. 

Bronx, NY 

Jeff Huntley 

Manager Project Analysis and Energy Auditing 

The Energy Partners 

Asheville, NC 

Ted Leopkey 

Lead Environmental Engineer 

U.S. Environmental Protection Agency 

Washington, DC 

Mark Lorentzen 

Vice President 

TRC Energy Services 

Ithaca, NY 

Lindsay Robbins 

Senior Project Manager 

NYSERDA 

New York, NY 

Glen Salas 

Sr. Engineer 

Simonson Management Services 

Albuquerque, NM 

Reed Castle, Ph.D.
 

Corina Owens, Ph.D. 

Job/Task Analysis Validation Study 

Validation of the JTA workshop outcome is perhaps the single most important component of the 

JTA development process. It provides an opportunity for other industry experts to verify the 

accuracy of the job profile as defined by the representative sample of practitioners (SME 

panelists). 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 5 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

Once the JTA document formulated from the workshop had been reviewed by NREL, an online 

validation study was launched and used to collect feedback on frequency and importance ratings 

of the job tasks identified by the JTA workshop panelists and to capture any additional tasks and 

comments believed by respondents to pertain to the job of a multifamily retrofit project manager. 

A copy of the validation study announcement is included in Appendix C. 

Development of Demographic Questions for the Online Validation Study 

The first step in developing the online validation study was to create key demographic questions 

to capture the representativeness of study respondents and help evaluate the validity of study 

responses. Each participant was asked 10 demographic questions: 

1.	 What is the size of your organization? 

2.	 In which state do you work? 

3.	 In which sector do you currently work? 

4.	 Which of the following jobs have you held in the multifamily (MF) building sector? 

5.	 Which of the following categories best describes your current position? 

6.	 How many years of experience have you had working as a multifamily retrofit project 

manager (total combined years)? 

7.	 How many years of total experience do you have in the MF building industry (all jobs)? 

8.	 What is your highest completed level of education? 

9.	 To what professional societies/organizations do you belong? 

10. What building performance credentials do you currently hold? 

Development of Task-Rating Scales for the Online Validation Study 

The second step in developing the online validation study was to identify the rating scales that 

survey participants use to rate the tasks performed by a multifamily retrofit project manager. 

There are multiple models of rating scales used in job analyses; however, for the purposes of this 

study, two study scales were used: task frequency and importance. 

Task frequency was chosen because tasks performed more often should receive more emphasis, 

as reported by Newman, Slaughter, and Taranath (1999). Task importance was chosen because it 

is the most common scale used to evaluate tasks for licensure or certification job analysis 

(Newman et al. 1999); moreover, as illustrated in the Standards for Educational and 

Psychological Testing (American Educational Research Association 1999), “the content domain 

to be covered by a credentialing test should be defined clearly and justified in terms of the 

importance of the content for credential-worthy performance in an occupation or profession” 

(AERA, APA, NCME, 1999, p. 161). The two rating scales used for the validation study are 

illustrated in Table 1. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 6 

at www.nrel.gov/publications. 
 

 

— — 

 

 

 

 

 

 

 

 

 

 

 

Table 1. Rating Scales 

Frequency How frequently is this task 

performed? 

Importance How important is this task to 

the performance of the job? 

1: Never 1: Not important 

2: Perform occasionally 2: Somewhat important 

3: Perform fairly often 3: Important 

4: Perform very often 4: Very important 

An overall rating scale was calculated using the following formula: 

Overall rating scale = 2*Importance + Frequency 

The overall rating scale was used to develop weights for the duties and tasks within the content 

outline. 

Administration of the Online Validation Study 

Study participants received an email invitation (with a URL link to the study) from NREL that 

(1) invited them to participate in a nationwide research study investigating the practices, 

characteristics, and activities of four multifamily building job categories and (2) encouraged 

them to take this opportunity to directly contribute to the development of the workforce for 

multifamily home energy upgrades. 

The initial email invitation was sent June 19, 2013 to approximately 3,290 multifamily SMEs 

either directly from NREL, through the Guidelines e-newsletter mailing list, or through a 

Building Performance Institute, Inc. (BPI) mailing list. The announcement was also posted to 

DOE’s Weatherization and Intergovernmental Program news website1 (which received 25 page 

views during the validation study) and the Home Energy Pros Forum on July 1, 2013 ( which 

received 235 page views on the Home Energy Pros Blog & Forum during study). 

Reminder notices were staggered and sent the weeks of July 8, 2013 and July 15, 2013, 

announcing the closing date of July 19, 2013. Approximately 1,450 reminder emails were sent 

directly to multifamily SMEs. In addition, Economic Opportunities Studies, Inc. (EOS) posted 

the announcement on its Facebook page, and it received 194 “likes” and an announcement was 

made during a DOE/EOS webinar on July 12, 2013 that was attended by 150 individuals. 

NREL also made approximately 150 phone calls to the multifamily JTA workshop participants, 

applicants, and SME list members, encouraging people to participate and to inform other 

multifamily professionals. These calls were made on Thursday, July 11, 2013 and Friday, July 

12, 2013 and on Monday, July 15, 2013 and Tuesday, July 16, 2013. 

Notices announcing an extension of the validation study were sent on July 22, 2013 and July 23, 

2013. These 6,363 emails were sent directly to SMEs, and several partnering organizations were 

asked to forward the extension notice; only SPEER (30), BPI (1,964), and EOS (4,300) 

1 http://www1.eere.energy.gov/wip/news.html 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 7 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

confirmed they had forwarded the notice (their estimated numbers are included in the total 

above). 

In addition to NREL’s outreach, the Association for Energy Affordability, Inc. (AEA) made 

approximately 10 phone calls specifically to building operators asking for their participation; 

AEA’s direct links to those working in the multifamily industry drove up the number of 

participants in the extended week of the study, enabling the minimum participation mark of 40 to 

be attained in the job designations of building operator, retrofit project manager, and quality 

control inspector. 

In total, approximately 8,667 emails were sent to multifamily SMEs and to industry association 

members and mailing list affiliated with the multifamily retrofit industry over the course of the 

validation study. In addition, 604 contacts were made via page views, Facebook “likes,” and the 

DOE/EOS webinar announcement. There is potential for significant overlap in these lists, and 

the multifamily SME contacts that NREL used are likely to be on at least one or two of the other 

lists and possibly more. 

All of the study participants had access to internet-capable computers via their homes, places of 

employment, or public libraries. Any computer with a Web browser and a Web connection could 

be used to access the study. 

The online validation study for the multifamily retrofit project manager consisted of 36 job tasks 

separated into six content domains (or duty areas). A copy of the study is included in Appendix 

D. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 8 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

Results 

Online Validation Study 

Study Respondent Demographics 

The validation study respondents make up the study sample. The background and demographic 

portions of the online validation study assist with determining how representative the study 

sample is of the population of interest. The multifamily retrofit project manager study sample 

consisted of 65 respondents, with 46 fully completing the survey. 

Sixty-five participants answered the question about the size of their organizations. Of the 65 

participants, 60% worked at organizations with fewer than 50 people, as illustrated in Figure 2. 

What is the size of your organization? 

22% 

38% 

34% 

6% 

1-10 people (22%) 

11-50 people (38%) 

51-500 people (34%) 

Figure 2. Sizes of organization of respondents 

Among the 65 participants who responded to the study, 23 states were represented, with 10 

respondents indicating they worked in multiple states. It was determined that these results 

provided an adequate representation for the industry since 7 of the 8 U.S. mainland climate 

regions were represented by respondents. Table 2 contains the responses to this question and 

shows the geographic distribution of study respondents. 

Table 2. States in Which Respondents Reported Working 

States 

Number of 

Respondents 

Alaska 2 

Arizona 3 

California 7 

Colorado 6 

Connecticut 1 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 9 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

States 

Number of 

Respondents 

Georgia 1 

Illinois 1 

Maine 1 

Maryland 2 

Missouri 1 

New Jersey 1 

New York 8 

Ohio 1 

Oregon 3 

Pennsylvania 2 

Rhode Island 1 

South Carolina 1 

Tennessee 2 

Texas 2 

Vermont 1 

Virginia 2 

Washington 4 

Wisconsin 2 

Multiple States 10 

Grand Total 65 

Next, study respondents were asked to report the sector in which they worked at the time of the 

survey. The majority (77%) reported they worked in the private sector. Figure 3 shows the 

results of this question. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 10 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

In which sector do you currently work? 

77% 

23% 

Private 

Public (government at any 

level) 

Figure 3. Sector in which respondents were working 

Study respondents were then asked what jobs they held in the multifamily building sector. The 

majority (82%) indicated they had worked as a retrofit project manager in the multifamily 

building sector. The distribution of different jobs is displayed in Figure 4. (Note that respondents 

could select multiple jobs, so the total percentage exceeds 100%). 

Which of the following jobs have you held in the 

multifamily (MF) building sector (Select all that 

apply)? 

63% 

82% 

9% 

34% 

MF Energy Auditor 

MF Retrofit Project 

Manager 

MF Building Operator 

MF Quality Control 

Inspector 

Figure 4. Jobs held by respondents in the multifamily building sector 

When respondents were asked to categorize their current position, the majority (54%) selected 

“MF Building Retrofit Project Manager Practitioner.” The distribution of different categories is 

displayed in Figure 5. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 11 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

Which of the following categories best describe 

your current position? 

5% 

54% 

14% 

MF Retrofit Project 

Manager Curriculum 

Developer 

MF Retrofit Project 

Manager Practitioner 

MF Retrofit Project 

Manager Trainer/Proctor 

Figure 5. Categories of current jobs held by respondents 

The study results suggest a wide range of experience from the participants working as 

multifamily retrofit project managers. However, the largest percentage of study respondents 

(48%) reported working five years or less as a multifamily retrofit project manager while 19% of 

respondents stated that they had more than 20 years of experience. Figure 6 displays the results. 

How many years of experience have you had 

working as a Multifamily Retrofit Project 

Manager (total combined years)? 

5 Years or Less 

6-10 Years 

11-15 Years 

16-20 Years 

More than 20 Years 

48% 

23% 

8% 

2% 

19% 

Figure 6. Years of experience respondents had as a multifamily building retrofit project manager 

The majority of respondents (52%) indicated they had less than 10 years of total experience in 

the multifamily building industry (all jobs). However, there was a good representation of study 

respondents across all levels of experience in the multifamily building industry as a whole. 

Figure 7 displays the results. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 12 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

How many years of total experience do you have 

in the multifamily building industry (all jobs)? 

5 Years or Less 

6-10 Years 

11-15 Years 

16-20 Years 

More than 20 Years 

31% 

21% 8% 

11% 

29% 

Figure 7. Years of experience respondents had in industry 

Next, study respondents were asked to report their highest completed level of education. The 

majority (41%) indicated a bachelor’s degree was their highest level of education, followed by 

those who reported earning a graduate degree (28%). Figure 8 displays the results. 

What is your highest completed level of 

education? 

High School 

Some College 

Technical/Vocational 

School 

Bachelor’s Degree 

Graduate Degree 

5% 

18% 

8% 

41% 

28% 

Figure 8. Highest levels of education completed by respondents 

Study respondents were asked to report the professional societies and organizations they 

belonged to and were allowed to select more than one. The largest number of respondents (16) 

indicated they belonged to the U.S. Green Building Council (USGBC), while the other top two 

organizations were the Association of Energy Engineers (AEE) with 13 respondents and the 

American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE) with 

nine respondents, as illustrated in Table 3. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 13 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Table 3. Professional Societies and Organizations to which Respondents Belonged 

Society or Organization Number of 

Respondents 

None 27 

AABC Commissioning Group (ACG) 0 

American Institute of Architects (AIA) 2 

American Society of Civil Engineers (ASCE) 1 

American Society of Mechanical Engineers (ASME) 2 

American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE) 9 

APPA 0 

Association for the Advancement of Cost Engineering (AACE) 0 

Association for Facilities Engineering 1 

Association of Energy Engineers (AEE) 13 

Building Commissioning Association (BCA) 2 

Building Owners and Managers Association (BOMA) 2 

Construction Specifications Institute (CSI) 1 

International Association of Plumbing and Mechanical Officials (IAPMO) 0 

International Building Performance Simulation Association (IBPSA) 1 

International Code Council (ICC) 1 

International Facility Management Association (IFMA) 1 

International Union of Operating Engineers (IUOE) 0 

Institute of Electrical and Electronics Engineers (IEEE) 1 

Laborers’ International Union of North America (LIUNA) 0 

National Fire Protection Association (NFPA) 0 

National Institute of Building Sciences (NIBS) 1 

Service Employees International Union 1 

Sheet Metal Workers’ International Association (SMWIA) 0 

United Association of Journeymen and Apprentices of the Plumbing and Pipe Fitting 

Industry of the United States and Canada (UA) 0 

United Brotherhood of Carpenters 0 

United Steelworkers (USW) 0 

U.S. Green Building Council (USGBC) 16 

Other Professional Organizations 16 

Study respondents were also asked about their current building credentials. The top three 

credentials all belonged to BPI, with the largest number of respondents (28) indicating they hold 

the BPI Building Analyst credential, 20 respondents indicating they hold the BPI Multifamily 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 14 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Professional credential, and 11 respondents indicating they hold the BPI Envelope Professional 

credential. The next highest credential category marked by respondents was AEE’s Certified 

Energy Manager (CEM) designation; this category had seven respondents. Table 4 provides the 

complete list of credentials and the number of respondents who held each credential. 

Table 4. Multifamily Building Credentials of Respondents 

Credentials Number of 

Respondents 

None 15 

AABC Commissioning Group Certified Commissioning Authority (CxA) 0 

AABC Commissioning Group Certified Commissioning Technician (CxT) 0 

American Society of Heating, Refrigerating and Air-Conditioning Engineers Building 

Energy Modeling Professional (BEMP) 1 

American Society of Heating, Refrigerating and Air-Conditioning Engineers 

Commissioning Process Management Professional (CPMP) 1 

American Society of Heating, Refrigerating and Air-Conditioning Engineers Operations 

and Performance Management Professional (OPMP) 0 

Association for Facilities Engineering Certified Plant Engineer (CPE) 0 

Association for Facilities Engineering Certified Plant Maintenance Manager (CPMM) 0 

Association for Facilities Engineering Certified Plant Supervisor 0 

Association of Energy Engineers Certified Building Energy Simulation Analyst (BESA) 0 

Association of Energy Engineers Certified Building Commissioning Professional 

(CBCP) 0 

Association of Energy Engineers Certified Energy Auditor (CEA) 1 

Association of Energy Engineers Certified Energy Manager (CEM) 7 

Association of Energy Engineers Existing Building Commissioning Professional 

(EBCP) 0 

Association of Energy Engineers Energy Manager in Training (EMIT) 1 

Association of Energy Engineers/Efficiency Valuation Organization Certified 

Measurement and Verification Professional 0 

BOMI International Facilities Management Administrator (FMA) 0 

BOMI International Real Property Administrator (RPA) 0 

BOMI International Systems Maintenance Administrator (SMA) 0 

BOMI International Systems Maintenance Technician (SMT) 0 

BPI Energy Auditor 5 

BPI Retrofit Installer 3 

BPI Crew Leader 0 

BPI Quality Control Inspector 2 

BPI Building Analyst 28 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 15 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Credentials Number of 

Respondents 

BPI Envelope Professional 11 

BPI Residential Building Envelope Whole House Air Leakage Control Installer 0 

BPI Manufactured Housing Professional 0 

BPI Heating Professional 3 

BPI Air Conditioned Heat Pump Professional 2 

BPI Multifamily Professional 20 

Building Commissioning Association Certified Commissioning Professional (CCP) 0 

Building Operator Certification – Level I (BOC Level I) 1 

Building Operator Certification – Level II (BOC Level II) 0 

The City University of New York Energy Management and Indoor Air Quality 

Certification 0 

Energy Audit Institute Commercial Energy Audit Certification 0 

General Professional Accreditations Licensed Architect 0 

General Professional Accreditations Professional Engineer (PE) 3 

International Facility Management Association Facility Management Professional 

(FMP) 0 

International Facility Management Association Certified Facility Manager (CFM) 0 

National Energy and Sustainability Institute Commercial Energy Auditor Certification 0 

National Environmental Balancing Bureau Building Systems Commissioning Certified 

Professional 0 

National Environmental Balancing Bureau Retro Commissioning Certified Professional 0 

Northwest Energy Education Institute Energy Management Certification (EMC) 0 

Testing, Adjusting, and Balancing Bureau Certified Commissioning Contractor (CCC) 0 

Testing, Adjusting, and Balancing Bureau Certified Commissioning Supervisor (CCS) 0 

University of California, Davis Professional Certification in Energy Resource 

Management 0 

The University of Wisconsin, Madison Commissioning Process Certification 0 

U.S. Green Building Council LEED AP BD+C 8 

U.S. Green Building Council LEED AP Homes 0 

U.S. Green Building Council LEED AP ID+C 0 

U.S. Green Building Council LEED AP ND 0 

U.S. Green Building Council LEED AP O+M 2 

U.S. Green Building Council LEED Green Associate 2 

Other Building performance credential 13 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 16 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Lastly, study respondents were asked how they heard about the study. The majority of study 

respondents (68%) indicated they heard about the study through a direct email invitation, as 

illustrated in Figure 9. 

How did you hear about this study? 

68% 

6% 

9% 

Direct email invitation 

Listserve 

Received forwarded 

invitation from a 

colleague 

Figure 9. How respondents heard about the study 

Overview of Study Respondents’ Ratings for Task Statements 

The mean ratings for task frequency ranged from 2.18 to 3.64, and the mean importance ratings 

ranged from 2.71 to 3.78. The standard deviation (SD) of the mean was calculated for each task 

to illustrate how closely the study responses tracked to each task mean. The smaller the SD, the 

more clustered the study responses are in relation to the mean and conversely, the greater the SD, 

the less clustered the study responses are in relation to the mean. 

The standard error of the mean (SEM) was also computed for each of the task statements. The 

average of ratings of all tasks had a standard error of 0.13 (frequency ratings) and 0.11 

(importance ratings), indicating that if the study were to be repeated with a different sample of 

study respondents the same results would be expected. Table 5 contains the results of the 

frequency and importance ratings as well as associated standard error of the means. 

Table 5. Means and Standard Errors of Frequency and Importance Task Ratings 

Duties and Tasks 

Assessing Project Viability 

Confirm Eligibility for Incentive Programs 

Verify that Building Performance Upgrade 

Opportunities Exist 

Verify Decision Maker's Interest in Energy 

Upgrade Projects 

Verify Source of Funding for Energy Upgrade 

Frequency 

Mean SD 

3.10 1.07 

3.64 0.66 

3.46 0.79 

2.80 1.12 

SEM 

0.15 

0.09 

0.11 

0.16 

Importance 

Mean SD 

3.33 0.93 

3.78 0.50 

3.67 0.55 

3.33 0.95 

SEM 

0.13 

0.07 

0.08 

0.13 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 17 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Duties and Tasks Frequency Importance 

Mean SD SEM Mean SD SEM 

Verify Internal Capacity to Perform Energy 

Upgrade Projects 2.98 0.94 0.13 3.25 0.80 0.11 

Assess Key Risks to Project Completion 2.94 0.93 0.13 3.18 0.84 0.12 

Propose Project Schedule 3.16 0.91 0.13 3.31 0.76 0.11 

Develop Initial Services Agreement 3.14 0.97 0.14 3.37 0.72 0.10 

Overseeing Building Performance Assessment 

Develop Building Performance Assessment Plan 2.94 1.00 0.14 3.14 0.90 0.13 

Schedule Initial Building Performance Assessment 2.98 0.98 0.14 3.16 0.84 0.12 

Manage On-Site Building Performance 

Assessment 3.08 0.92 0.13 3.16 0.77 0.11 

Manage Production of Building Performance 

Assessment Report 3.14 0.95 0.13 3.26 0.69 0.10 

Manage Quality Control of Building Performance 

Assessment Report 3.12 1.02 0.14 3.38 0.73 0.10 

Negotiating Statement of Work 

Present Building Performance Assessment 

Recommendations to Decision Maker 3.44 0.86 0.12 3.71 0.50 0.07 

Obtain Design Services 2.57 1.00 0.14 2.88 0.92 0.13 

Finalize Program Scope of Work for Installations 3.54 0.68 0.10 3.65 0.48 0.07 

Create a Contract for Work 3.20 1.01 0.14 3.47 0.67 0.09 

Identify Procurement Requirements 3.18 0.94 0.13 3.38 0.73 0.10 

Comply with Funding Approval Requirements 3.28 1.01 0.14 3.58 0.73 0.10 

Procuring Installation 

Develop Conservation Measure Specifications 3.18 0.94 0.14 3.32 0.83 0.12 

Select Qualified Contractors Based on 

Procurement Method 3.11 0.91 0.14 3.23 0.86 0.13 

Finalize Scope of Work for Installations 3.49 0.66 0.10 3.73 0.50 0.08 

Monitoring Construction 

Determine Documentation Requirements 3.18 0.81 0.12 3.22 0.77 0.11 

Establish Change Order Process 2.89 1.03 0.15 3.07 0.87 0.13 

Conduct Pre-Construction Meeting 3.27 0.72 0.11 3.31 0.73 0.11 

Develop Inspection Plan 3.02 0.75 0.11 3.11 0.78 0.12 

Perform Inspections 3.42 0.69 0.10 3.56 0.62 0.09 

Ensure Installations Meet Requirements 3.60 0.62 0.09 3.69 0.56 0.08 

Approve Invoices 3.47 0.79 0.12 3.55 0.63 0.09 

Confirming Project Completion 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 18 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

Duties and Tasks 

Perform Final Diagnostic Testing 

Reconcile Documentation 

Create Post-Monitoring Plan 

Create Owner's Manuals 

Facilitate Building Staff Training 

Facilitate Resident Training 

Finalize Payments 

Frequency 

Mean SD 

2.93 0.99 

3.02 0.81 

2.29 0.89 

2.18 1.03 

2.42 0.87 

2.20 0.92 

3.24 1.09 

SEM 

0.15 

0.12 

0.13 

0.15 

0.13 

0.14 

0.16 

Importance 

Mean SD 

3.36 0.80 

3.13 0.76 

2.71 0.73 

2.75 1.01 

3.02 0.79 

2.73 0.82 

3.60 0.72 

SEM 

0.12 

0.11 

0.11 

0.15 

0.12 

0.12 

0.11 

Reliability of Task Ratings 

In order to determine the reliability of the frequency and importance task ratings, Cronbach’s 

alpha was computed for both the frequency and importance scales. Cronbach’s alpha ranges from 

zero to one and is affected by the number of questions and the number of respondents. An alpha 

value greater than 0.70 is considered acceptable, one greater than 0.80 is considered good, and 

one greater than 0.90 is considered excellent. For this study, the frequency scales had an alpha of 

0.92 and the alpha for the importance scale was 0.90. These values indicate that the frequency 

and importance ratings for each of the tasks have excellent reliability and we can be confident 

that, as a whole, if these tasks were rated again by the same respondents the same results would 

be obtained. 

Post-Validation Review Meeting Results 

A subgroup of the original JTA SME panel for the multifamily retrofit project manager 

workshop was convened via webinar and conference call on Friday, August 9, 2013, to conduct 

the following activities: 

•	 Ensure that appropriate and representative individuals responded to the study as 

understood by the JTA SME panel subgroup 

•	 Review the tasks identified as having relatively low combined ratings (thus indicating 

they were ranked low in frequency or importance or both) to determine whether the tasks 

should be removed 

•	 Review study respondent comments to determine whether any tasks were missed during 

the JTA meeting 

•	 Determine the final content outline. 

The post-validation study participants were as follows: 

•	 Aronson, Nathan 

•	 Bone, Dave 

•	 Hasterok, Larry 

•	 Lorentzen, Mark 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 19 

at www.nrel.gov/publications. 
20 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

• Hepinstall, Dave

• Robbins, Lindsay 

• Salas, Glen

Review of Study Respondent Demographics

The post-validation study meeting participants reviewed the demographic information associated 

with the study participants and determined that a representative sample of individuals responded 

to the study. In other words, the post-validation study meeting participants—after reviewing 

summarized demographic data for the respondents—felt that the group of respondents 

adequately reflected the profession. 

Review of Low-Rated Tasks

The purpose of this activity was to direct SME attention to the tasks that were rated relatively 

low by the study respondents and to discuss those tasks to ensure they belong on the final content 

outline. Tasks that had a combined mean frequency and importance rating below 8.00 (implying 

that the task is performed less than “occasionally” and is less important) were flagged for review 

during the post-study webinar. 

The frequency and importance data was combined to form a single scale using the formula 

below: 

Overall rating scale = 2*Importance + Frequency

Importance ratings were given extra weight in the combined scale. This is because while both 

frequency of task performance and task importance are both valuable rankings in certification 

credentialing examinations, importance is often thought of as having more bearing and therefore, 

should receive greater emphasis in the content outline. 

There were three tasks that received a rating under 8 (listed in italics in Table 6). These tasks 

were reviewed by the reconvened SME panelists. Based on the frequency and importance ratings 

of the validation study, the post-validation study meeting participants decided to keep all three of 

the identified tasks, as they were determined to be important to the job of a multifamily retrofit 

project manager and should therefore be included in the final content outline. 

Table 6. Combined Means and Frequencies of Duties and Tasks 

Duties and Tasks Frequency Mean

Assessing Project Viability

Confirm Eligibility for Incentive Programs 9.77

Verify that Building Performance Upgrade Opportunities Exist 11.21

Verify Decision Maker's Interest in Energy Upgrade Projects 10.79

Verify Source of Funding for Energy Upgrade 9.47

Verify Internal Capacity to Perform Energy Upgrade Projects 9.49

Assess Key Risks to Project Completion 9.29
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Duties and Tasks Frequency Mean 

Propose Project Schedule 9.79 

Develop Initial Services Agreement 9.89 

Overseeing Building Performance Assessment 

Develop Building Performance Assessment Plan 9.22 

Schedule Initial Building Performance Assessment 9.30 

Manage On-Site Building Performance Assessment 9.40 

Manage Production of Building Performance Assessment Report 9.66 

Manage Quality Control of Building Performance Assessment Report 9.88 

Negotiating Statement of Work 

Present Building Performance Assessment Recommendations to Decision Maker 10.85 

Obtain Design Services 8.33 

Finalize Program Scope of Work for Installations 10.83 

Create a Contract for Work 10.14 

Identify Procurement Requirements 9.94 

Comply with Funding Approval Requirements 10.44 

Procuring Installation 

Develop Conservation Measure Specifications 9.81 

Select Qualified Contractors Based on Procurement Method 9.57 

Finalize Scope of Work For Installations 10.94 

Monitoring Construction 

Determine Documentation Requirements 9.62 

Establish Change Order Process 9.03 

Conduct Pre-Construction Meeting 9.89 

Develop Inspection Plan 9.24 

Perform Inspections 10.53 

Ensure Installations Meet Requirements 10.98 

Approve Invoices 10.56 

Confirming Project Completion 

Perform Final Diagnostic Testing 9.64 

Reconcile Documentation 9.29 

Create Post-Monitoring Plan 7.71 

Create Owner's Manuals 7.68 

Facilitate Building Staff Training 8.47 

Facilitate Resident Training 7.65 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 21 

at www.nrel.gov/publications. 
22 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties and Tasks Frequency Mean

Finalize Payments 10.44

Review of Missing Tasks and Additional Comments

Study respondents were given an opportunity to identify tasks they felt were missing from the 

content provided in the online validation study. Six respondents submitted tasks, and all such 

items are included in Table 7. The post-validation study meeting participants reviewed each task 

and determined whether the content was already covered in the existing DACUM chart or 

whether it was outside the scope of professional practice. If it was not covered, the SMEs were 

asked to add the task to the job description. All missing tasks identified by the study respondents 

were already addressed or outside the scope of the profession. To that end, no additional tasks 

were added.

The result of the SME review was that all of the missing tasks identified by the study 

respondents were already addressed or outside the scope of the profession. To that end, no 

additional tasks were added based on this review. However, the comment listed in italics resulted 

in a suggestion to add the step “Review site-specific safety plan for occupants and workers” to 

the task “Determine Documentation Requirements” under the duty “Monitoring Construction.” 

Table 7. Tasks Identified by Study Respondents as Missing from the JTA Task Lista 

Missing Tasks 

Production work over sight. Tracking phases/stages of each step in the process to ensure they are carried 

out on schedule.

Ongoing facility mgt. calibration (annual and/or as personnel change); as well as we can design and 

implement solutions, it is the facilities mgt that must keep it working and address changing conditions

Setting EE and Green Building standards, selecting verification methodology, in-house education for staff 

and management, personal development plan, building a culture of sustainability, life-cycle cost analysis, 

building contractor pool, managing consultants, developing management systems, benchmarking, post 

occupancy evaluation, developing and updating standard specifications, and more but I can't read the list 

of tasks anymore to review your list the way this survey is organized.

Oversee and manage others who perform similar functions in pursuit of the common goals of retrofit 

project completion.

Inspection of contractors equipment to ensure capacity

Develop realization monitoring for energy savings and indoor air quality

Training before or during installation for installers to the job particulars. Each job is unique.

More emphasis on creation and enforcement of site-specific safety plan.

ensure defect free work, not quality control, Generally in our world there is a overall PM that 

communicates with our PM and PM's of other trades on the project. The overall PM was probably not 

involved in the audit which is viewed as a sales and project development function. The PM's role is to build 

the project. Our PM's integrate to the overall PM to ensure we are on time, on budget, defect free, well 

documented. As our scope was developed by us change orders are virtually non-existent. Our PM's 

additional role is to further our relationship with our client at all levels continuously. 

Knowledge of codes and Standards

Verify valid building permits for work
23 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Missing Tasks 

Human resource needs and management Code and specification compliance Specialty equipment 

requirements Project safety requirements Tenant Law requirements

Applying for incentive funds, providing completion verification to incentive provider

Customer survey on meeting building owners expectation.

a Tasks are noted in their original format, without edits, to maintain their integrity.

Lastly, study respondents were given an opportunity to provide additional comments. A total of 

eight study respondents submitted comments, and all such items are included in Table 8. Upon 

reviewing the submissions, the post-validation study meeting participants determined that the 

comments specifically related to duties, and tasks were already covered by the proposed content 

outline. 

Table 8. Additional Comments Identified by Study Respondentsa 

Additional Comments 

In the private sector, it's all about ROI (if it isn't just an 'emergency'); getting the final assessment results 

into a format such as a commercial 'HERS Index' can help as it justifies market value ... but even so, the 

split incentive problem is one that we all have to solve

The list as presented includes individual project functions but missed the long-range planning and 

educational functions necessary for high levels of achievement.

Thank you for the opportunity to participate in this survey. Developing a certification for this position is 

important.

Good luck.

This looks really program specific. It would be great if it served the public and private sectors. In the 

private sector we need to deliver defect free work every day on-time. My impression and experience is 

that this is not the case within public programs.

Not sure whether Project Management is really often practices a separate activity from the substantive 

Energy Auditing function.

Some of the roles described here are performed at the auditor level. Developing an assessmant plan, 

scheduling an assessment, creation of contracts and presentation to decision makers are all important, 

but these tasks are performed by the professional, experienced auditors, not the poject manager. The 

project manager comes in when a viable project is ready to be signed and then moves forward.

Been involved as general contractor to build & develop multifamily for 20 yrs. + All energy audits and 

retrofits now...

a Comments are noted in their original format, without edits, to maintain their integrity.

Final Weighting of Task List and Proposed Content Outline

The post-validation study meeting participants reviewed the results of the study and compared 

the results to the proposed content outline that resulted from the original JTA meeting. Table 9 

contains the content outline with the original task weights proposed by the JTA panelists

(column labeled SME Weights) and the weights resulting from the validation study (column 

labeled Study Weights). The strike-through text indicates changes to task weights made by the 

subgroup of reconvened multifamily SMEs during the post-validation review meeting. 
24 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Table 9. Comparison of Validation Study Results with JTA SME Panelists Weights

Duties and Tasks Overall 

Ratings

Study 

Weights

SME 

Weights

Assessing Project Viability 22.8% 16%

Confirm Eligibility for Incentive Programs 9.77 2.8% 3%

Verify that Building Performance Upgrade Opportunities Exist 11.21 3.2% 3%

Verify Decision Maker's Interest in Energy Upgrade Projects 10.79 3.1% 3%

Verify Source of Funding for Energy Upgrade 9.47 2.7% 1%

Verify Internal Capacity to Perform Energy Upgrade Projects 9.49 2.7% 1%

Assess Key Risks to Project Completion 9.29 2.7% 3%

Propose Project Schedule 9.79 2.8% 1%

Develop Initial Services Agreement 9.89 2.8% 1%

Overseeing Building Performance Assessment 13.6% 20%

Develop Building Performance Assessment Plan 9.22 2.6% 4%

Schedule Initial Building Performance Assessment 9.30 2.7% 4%

Manage On-Site Building Performance Assessment 9.40 2.7% 4%

Manage Production of Building Performance Assessment Report 9.66 2.8% 4%

Manage Quality Control of Building Performance Assessment Report 9.88 2.8% 4%

Negotiating Statement of Work 17.4% 17%

Present Building Performance Assessment Recommendations to 

Decision Maker 10.85 3.1% 3%

Obtain Design Services 8.33 2.4% 2%

Finalize Program Scope of Work for Installations 10.83 3.1% 3%

Create a Contract for Work 10.14 2.9% 3%

Identify Procurement Requirements 9.94 2.9% 3%

Comply with Funding Approval Requirements 10.44 3.0% 3%

Procuring Installation 8.7% 13%

15%

Develop Conservation Measure Specifications 9.81 2.8% 4%

4.50%

Select Qualified Contractors Based on Procurement Method 9.57 2.8% 4%

4.50%

Finalize Scope of Work For Installations 10.94 3.1% 5%

6%

Monitoring Construction 20.0% 18%

16%

Determine Documentation Requirements 9.62 2.8% 3%
25 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties and Tasks Overall 

Ratings

Study 

Weights

SME 

Weights

Establish Change Order Process 9.03 2.6% 2%

Conduct Pre-Construction Meeting 9.89 2.8% 2%

Develop Inspection Plan 9.24 2.7% 2%

Perform Inspections 10.53 3.0% 3%

2%

Ensure Installations Meet Requirements 10.98 3.1% 3%

Approve Invoices 10.56 3.0% 3%

2%

Confirming Project Completion 17.5% 16%

Perform Final Diagnostic Testing 9.64 2.8% 3%

Reconcile Documentation 9.29 2.7% 3%

Create Post-Monitoring Plan 7.71 2.2% 1%

Create Owner's Manuals 7.68 2.2% 2%

Facilitate Building Staff Training 8.47 2.4% 2%

Facilitate Resident Training 7.65 2.2% 2%

Finalize Payments 10.44 3.0% 3%

After much discussion, the content outline was finalized, taking into consideration the results of 

the JTA meeting together with the validation study results. The SMEs decided to modify some of 

their weightings based on the results of the study. Specifically, adjustments were made to two 

task areas: “Procuring Installation” and “Monitoring Construction.” The final content outline

appears in Table 10 and provides an initial basis from which an assessment (e.g., a certification 

or licensure examination) may be constructed and provides curriculum developers with a model 

to align training to the core needs of the occupation. 

Table 10. Final Content Outline for Multifamily Retrofit Project Managers 

Duties and Tasks Weighting

Assessing Project Viability 16% 

Confirm Eligibility for Incentive Programs 3%

Verify that Building Performance Upgrade Opportunities Exist 3%

Verify Decision Maker's Interest in Energy Upgrade Projects 3%

Verify Source of Funding for Energy Upgrade 1%

Verify Internal Capacity to Perform Energy Upgrade Projects 1%

Assess Key Risks to Project Completion 3%

Propose Project Schedule 1%

Develop Initial Services Agreement 1%
26 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties and Tasks Weighting

Overseeing Building Performance Assessment 20%

Develop Building Performance Assessment Plan 4%

Schedule Initial Building Performance Assessment 4%

Manage On-Site Building Performance Assessment 4%

Manage Production of Building Performance Assessment Report 4%

Manage Quality Control of Building Performance Assessment Report 4%

Negotiating Statement of Work 17%

Present Building Performance Assessment Recommendations to Decision Maker 3%

Obtain Design Services 2%

Finalize Program Scope of Work for Installations 3%

Create a Contract for Work 3%

Identify Procurement Requirements 3%

Comply with Funding Approval Requirements 3%

Procuring Installation 13%

Develop Conservation Measure Specifications 4%

Select Qualified Contractors Based on Procurement Method 4%

Finalize Scope of Work For Installations 5%

Monitoring Construction 18%

Determine Documentation Requirements 3%

Establish Change Order Process 2%

Conduct Pre-Construction Meeting 2%

Develop Inspection Plan 2%

Perform Inspections 3%

Ensure Installations Meet Requirements 3%

Approve Invoices 3%

Confirming Project Completion 16%

Perform Final Diagnostic Testing 3%

Reconcile Documentation 3%

Create Post-Monitoring Plan 1%

Create Owner's Manuals 2%

Facilitate Building Staff Training 2%

Facilitate Resident Training 2%

Finalize Payments 3%

Total 100%
27 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

The validation study confirmed that the job description for a multifamily retrofit project manager

developed and compiled by the 12 SME panelists was accurate and thorough. Specifically, the 

study validated the job-related tasks for a multifamily retrofit project manager that had been 

identified by the SME panelist during the 3-day workshop. 

Analysis of the study data (study respondents’ frequency and importance ratings of these jobrelated tasks) also provides a benchmark to evaluate the weighting of the content outline that had 

been developed by the SME panelists. This analysis provides greater assurance that the final 

content outline produced as part of this multifamily retrofit project manager JTA process can be 

used with confidence to develop credentialing programs and/or curriculum. 
 

 

 

References 

American Educational Research Association, American Psychological Association, & National 

Council on Measurement in Education. (1999). Standards for educational and psychological 

testing. Washington, DC: American Educational Research Association. 

Brannick, M. T.; Levine, E. L.; Morgeson, F. P. (2007). Job and work analysis: Methods, 

research and applications for human resource management. Thousand Oaks, CA: Sage. 

Newman, L.S.; Slaughter, R.C.; Taranath, S.N. (April 1999). The selection and use of rating 

scales in task studies: A review of current job analysis practice. Paper presented at the annual 

meeting of the National Council of Measurement in Education, Montreal, Canada. 

Raymond, M.R. (2001). Job analysis and the specification of content for licensure and 

certification examinations. Applied Measurement in Education 14(4), 369–415. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 28 

at www.nrel.gov/publications. 
 

 

 

 

Appendix A. Opportunity Announcement 

The National Renewable Energy Laboratory (NREL) and Professional Testing, Inc. are seeking 

participants for a three-day workshop in Denver, Colorado, to inventory the tasks and skills 

that best define the common body of required knowledge for workers in the multifamily (MF) 

housing sector. 

To facilitate development of these MF-specific JTAs/KSAs, Professional Testing, Inc. is seeking 

current industry practitioners who have the experience and vision to help define and promote 

energy efficiency in the multifamily housing sector by participating in these JTA/KSA 

development workshops. Interested individuals are invited to submit their credentials by 

Monday, April 1st. 

Please note that each JTA/KSA workshop is anticipated to last three full days (excluding travel). 

Reimbursement for travel costs up to a fixed amount, a travel per diem, and an honorarium will 

be awarded to individuals selected for participation. Please visit 

http://proftesting.rapidinsites.com for additional project details, including how practitioners will 

be selected and where to direct project-related questions. 

NREL and Professional Testing, Inc. are excited to facilitate this unique, foundational
 

opportunity for industry practitioners to provide their expertise and insight during this important 

development process. Thank you for your time. 

Sincerely,
 

The NREL Home Energy Professionals Project Team
 

If you have any questions or comments about this email bulletin, please contact
 

workforce.guidelines@nrel.gov.
 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 29 

at www.nrel.gov/publications. 
 

 

 

 

Appendix B. Job/Task Analysis for a Multifamily 

Retrofit Project Manager 

This appendix was developed as a result of the JTA workshop and served as the foundation for 

building the online validation study. 

In addition to providing historical reference, this initial product of the JTA process profiles the 

job of a multifamily retrofit project manager, and may also be used to develop training or 

examination content. 

Multifamily Retrofit Project Manager Job Description 

Multifamily retrofit project managers direct and assure the successful completion of the building 

performance assessment, work scope development, and installation of conservation measures to 

reduce operating costs and achieve energy savings while ensuring the health and environmental 

safety of the building occupants. 

A proposed content outline resulting from this analysis follows. 

Multifamily Retrofit Project Manager Duty Areas 

A Assessing Project Viability 

B Overseeing Building Performance Assessment 

C Negotiating Statement of Work 

D Procuring Installation 

E Monitoring Construction 

F Confirming Project Completion 

This Job/Task Analysis used input from a broad group of industry practitioners and was 

facilitated by Professional Testing, Inc. for the National Renewable Energy Laboratory (NREL) 

and was funded by DOE’s Weatherization Assistance Program (WAP). 

Introduction 

NREL secured the services of Professional Testing to help develop a JTA for multifamily retrofit 

project managers. 

JTA is a procedure for analyzing the tasks performed by individuals in an occupation, as well as 

the knowledge, skills, and abilities required to perform those tasks. Specifically, a JTA can be 

defined as “any systematic procedure for collecting and analyzing job-related information to 

meet a particular purpose” (Raymond 2001). JTA can be used to describe, classify, and evaluate 

jobs; ensure compliance with legal and quasi-legal requirements; develop training, promote 

worker mobility, plan workforces, increase efficiency and safety, and appraise performance 

(Brannick et al. 2007). 

JTA is traditionally used by secondary and postsecondary educators; test developers; and 

business, industry, government, and military trainers to help identify core knowledge areas, 

critical work functions, and skills that are common across a representative sampling of current 

practitioners. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 30 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

This project used the “developing a curriculum” (DACUM) method to conduct a JTA. DACUM 

is an occupational analysis led by a trained facilitator, where practitioners in a specific 

occupation come together for a multiday workshop to provide input about the specific tasks, 

knowledge, and skills needed to perform their jobs. 

This appendix provides draft results of the analysis and will form the basis for a subsequent 

“industry validation” phase, where a larger group of industry practitioners will evaluate the list 

of job-related tasks. This group will ensure that the identified tasks and weighting factors 

accurately represent the job of a multifamily retrofit project manager. This step will also provide 

an opportunity for industry to identify any missed tasks or any that were included erroneously. 

The content presented in this appendix was created by industry practitioners and is intended to 

portray the job of a multifamily retrofit project manager as currently practiced. 

Subject Matter Expert Selection Process 

Professional Testing helped to establish the criteria for selecting the DACUM panel of SMEs. To 

be eligible for the workshop panel, applicants were required to submit an electronic application 

and to demonstrate that they were active practitioners in their field. To create a representative 

panel of practitioners, Professional Testing, with NREL, established criteria to select SMEs from 

a larger applicant pool to ensure: 

• Geographic (including regional/climatic) diversity 

• Representation of a wide range of experience levels (novice to expert) 

• No single organization or organization size dominated the group 

• All sectors were represented with no single sector dominating (public versus private) 

• Diversity of industry-related credentials, represented by the panelists. 

Twelve applicants meeting the above criteria were 

selected for the multifamily retrofit project 

The DACUM Philosophy manager SME panel. 

Practitioners can describe and 

define their jobs more accurately Job/Task Analysis Workshop 

than anyone else. The multifamily retrofit project manager JTA 

One of the most effective ways to workshop was held in Lakewood, Colorado, May
 

define a job is to describe the 6–8, 2013.
 tasks practitioners perform.
 

All jobs can be effectively and Day 1 consisted of an introduction to the DACUM 

sufficiently described in terms of process. The trained DACUM facilitator explained 

the tasks successful workers the JTA process and provided the SME panel with perform. duty and task statement definitions. (A duty 

All tasks, to be performed reflects a large area of work for a specific 

correctly, demand certain profession; multiple tasks describe how to perform knowledge, skills, abilities, each duty.) attributes, and tools. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 31 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

The presentation then shifted to a discussion about multifamily retrofit project managers, more 

specifically the “who, how, what, and why” of the profession. The SME panelists compiled this 

information into a comprehensive list to capture key multifamily retrofit project manager job 

components. 

The next step was to identify duty (or domain) areas. Once the SME panelists reached consensus 

on the duty areas, they delineated each duty by identifying the required tasks. 

On Day 2, the facilitator projected a spreadsheet that contained the identified duty areas and 

corresponding task statements. The SMEs were asked to list the steps under each task and to 

identify the knowledge, skills, abilities, and tools needed to complete each task. 

On Day 3, work concluded with the SMEs finalizing an overarching job description for 

multifamily retrofit project managers. 

Results 

This appendix presents aspects of a multifamily retrofit project manager, as captured by the 12-

member panel during the May 6–8, 2013, JTA workshop in Lakewood, Colorado. The tables that 

follow reflect job requirements and are meant to provide a clear understanding and detailed 

description of the work performed. 

References 

Brannick, M. T.; Levine, E. L.; Morgeson, F. P. (2007). Job and work analysis: Methods, 

research and applications for human resource management. Thousand Oaks, CA: Sage. 

Raymond, M.R. (2001). Job analysis and the specification of content for licensure and 

certification examinations. Applied Measurement in Education 14(4), 369–415 

Nomenclature 

Table B-1 provides a list of the acronyms and abbreviations used in this appendix. In addition to 

increasing the efficiency of communications, many technical and process acronyms are useful in 

memory retention and learning. Occupational acronyms are therefore of interest to trainers and 

curriculum designers. 

Table B-1. List of Acronyms and Abbreviations 

Nomenclature Definition 

ADA Americans with Disabilities Act 

ASHRAE American Society of Heating, Refrigerating and Air Conditioning Engineers 

DACUM Developing a curriculum 

JTA Job/task analysis 

HUD Department of Housing and Urban Development 

OSHA Occupational Safety and Health Administration 

O&M Operations and maintenance 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 32 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Nomenclature Definition 

PPE Personal protective equipment 

RFI Request for information 

ROI Return on investment 

ROM Rough order of magnitude 

SME Subject matter expert 

Proposed Content Outline 

The SMEs rated the list of job-related tasks composing duties defined during the JTA workshop 

based on a two-factor scale: the importance of the duty area to overall job performance and the 

frequency with which duties are performed. The result is a weighted ranking of the duties and 

tasks known as a content outline. After reviewing the results of their ratings, the SMEs made 

qualitative judgments as to how they would adjust the rating to reflect their practice. 

The proposed content outline provides an initial basis from which an assessment (e.g., a 

certification or licensure examination) may be constructed and provides curriculum developers 

with a model to align training to the core needs of the occupation. 

Table B-2. Proposed Content Outline for Multifamily Retrofit Project Managers 

SME 

Duties and Tasks Weighting Suggested 

Weighting 

A Assessing Project Viability 22.95% 16% 

1 

2 

3 

4 

5 

6 

7 

8 

Confirm Eligibility for Incentive Programs 3.05% 3% 

Verify that Building Performance Upgrade Opportunities Exist 3.21% 3% 

Verify Decision Maker's Interest in Energy Upgrade Projects 3.05% 3% 

Verify Source of Funding for Energy Upgrade 2.73% 1% 

Verify Internal Capacity to Perform Energy Upgrade Projects 2.73% 1% 

Assess Key Risks to Project Completion 3.21% 3% 

Propose Project Schedule 2.73% 1% 

Develop Initial Services Agreement 2.25% 1% 

B Overseeing Building Performance Assessment 14.29% 20% 

1 

2 

3 

4 

5 

Develop Building Performance Assessment Plan 2.89% 4% 

Schedule Initial Building Performance Assessment 2.73% 4% 

Manage On-Site Building Performance Assessment 2.73% 4% 

Manage Production of Building Performance Assessment 

Report 2.89% 4% 

Manage Quality Control of Building Performance Assessment 

Report 3.05% 4% 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 33 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

SME 

Duties and Tasks Weighting Suggested 

Weighting 

C Negotiating Statement of Work 16.85% 17%

1 

2 

3 

4 

Present Building Performance Assessment Recommendations 

to Decision Maker 2.89% 3% 

Obtain Design Services 1.93% 2% 

Finalize Program Scope of Work for Installations 3.21% 3% 

Create a Contract for Work 2.89% 3% 

5 

6 

Identify Procurement Requirements 2.73% 3% 

Comply with Funding Approval Requirements 3.21% 3% 

D Procuring Installation 8.51% 15% 

1 

2 

3 

Develop Conservation Measure Specifications 2.73% 4.5% 

Select Qualified Contractors Based on Procurement Method 2.73% 4.5% 

Finalize Scope of Work for Installations 3.05% 6% 

E Monitoring Construction 19.74% 16% 

1 

2 

3 

4 

5 

6 

7 

Determine Documentation Requirements 3.05% 3% 

Establish Change Order Process 2.57% 2% 

Conduct Pre-Construction Meeting 2.57% 2% 

Develop Inspection Plan 2.73% 2% 

Perform Inspections 2.89% 2% 

Ensure Installations Meet Requirements 3.05% 3% 

Approve Invoices 2.89% 2% 

F Confirming Project Completion 17.66% 16% 

1 

2 

3 

4 

5 

6 

7 

Perform Final Diagnostic Testing 2.89% 3% 

Reconcile Documentation 3.05% 3% 

Create Post-Monitoring Plan 1.77% 1% 

Create Owner's Manuals 2.25% 2% 

Facilitate Building Staff Training 2.41% 2% 

Facilitate Resident Training 2.41% 2% 

Finalize Payments 2.89% 3% 

100.00% 100% 

Knowledge 

The SMEs identified and categorized specific types of knowledge needed to be a proficient 

multifamily retrofit project manager (Table B-3). General knowledge areas (calculations, basic 

measurements, and communications), although not exclusive to this occupation, were also 

identified using a group consensus process (Table B-4). The panelists concluded that a 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 34 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

practitioner must master the knowledge in both tables to be competent as a multifamily retrofit 

project manager. 

Table B-3. Specialized Knowledge Required of Multifamily Retrofit Project Managers 

Specialized Knowledge 

ADA Apartment access laws 

Assumptions of service agreement Audit equipment 

Audit recommendations Audit software 

Available funds Average task timelines 

Bidding process Billing analysis 

Blueprints Bonding 

Budget Budgeting 

Building financing Building management structure 

Building ownership Building performance assessment 

Building remodeling fund Building reserve 

Building rules Building science 

Building staff Building systems 

Business laws Change order process 

Change order requests Climate constraints 

Codes, standards, and regulations Conservation measures 

Construction management Construction process 

Construction schedule Construction standards 

Construction status Contract budget 

Contract details Contract execution 

Contract laws Contract requirements 

Contract templates Contractor capacity 

Contractor qualifications Contracts 

Control system Cost estimating 

Data logging Design firms 

Diagnostic testing Emerging technologies 

Energy audit assessment Energy model concepts 

Energy modeling Energy upgrade measures 

Engineering contracting Environmental hazards 

Environmental standards Equipment 

Finance Financial modeling 

Financing Financing programs 

Group dynamics Health and environmental safety standards 

Health and environmental safety Health and environmental safety and comfort 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 35 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Specialized Knowledge 

Health and environmental safety requirements Historical review process 

Incentive programs Income documentation 

Installation of conservation measures Installation standards 

Insurance Invoice policies 

Invoicing process Licensing requirements for trades 

Liens Local code requirements 

Local regulations for notification Material properties 

Measure installation Mechanical design concepts 

Monitoring Multifamily building data 

Multifamily building systems Multifamily financing 

Multifamily regulatory framework Multifamily upgrade measures 

Normal utility usage Occupant surveys 

Operation and maintenance procedures Organization's contracts 

OSHA Owner's representative 

Payment approval process Payment schedule 

Permitting process Physical constraints 

Policies and procedures PPE requirements 

Pricing of measure Procurement 

Program contracts Program requirements 

Program rules Project management 

Project schedule Proposal evaluation 

Quality control best practices Range of measures 

Regulatory requirements Rental industry 

Resident training Resident usage 

RFIs Risk management 

ROI Roles and responsibilities 

Scope of work Sequence of operation 

Special needs population Staff capacity 

Staff skill set Status of payments 

Steps of building performance assessment Sub-contractors capabilities 

Technical audit terms Technical specifications 

Technical specifications of conservation measures Tenant laws 

Testing procedures Timeline 

Trade requirements Types of energy used in buildings 

Vendor capacity to train Wage requirements 

Weather normalization 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 36 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Table B-4. General Knowledge Required of Multifamily Retrofit Project Managers 

General Knowledge 

Calculations 

Change numbers from fractions into decimals and 

back 

Change numbers from percentages into decimals 

and back 

Collect information to solve a problem Compare numbers 

Figure averages Make rough estimates 

Perform math operations using signed (positive 

and negative) numbers 

Perform math operations using single and multiple 

digit numbers 

Perform mathematical operations with decimals Perform mathematical operations with fractions 

Perform simple math operations of addition Perform simple math operations of division 

Perform simple math operations of multiplication Perform simple math operations of subtraction 

Solve percent problems Solve problems with graphs 

Solve ratio problems Transfer number sequences from a source into a 

column 

Use a calculator 

Basic Measurements 

Calculate the perimeter and areas of common 

figures 

Convert measurements from one unit to another 

(English to Metric, etc.) 

Estimate and approximate measurements Find distances and directions on land maps 

Find the dimensions of an object from a scale 

drawing Make simple scale drawings 

Measure area (square inches, square centimeters, 

etc.) Measure board feet 

Measure length to 1/4 of an inch Measure linear distances (length, width, etc.) 

Measure temperature to within 1 degree 

Fahrenheit Measure volume (cubic inches, liters, etc.) 

Read and apply coefficient measurements 

indicated in a table or chart Read and use the scale of a drawing 

Read measurements taken with common 

measuring tools Read, interpret, and use size-scale relationships 

Record measurements, using appropriate unit 

notations (feet, yards, etc.) 

Use tools to measure quantities and solve 

problems involving measurements 

Communications 

Apply assertiveness Ask questions 

Communicate using the vocabulary/terminology of 

a related trade 

Communicate with co-workers and/or business 

people in writing (letters, memos) 

Communicate with co-workers and/or business 

people verbally (face-to-face) 

Communicate with co-workers and/or business 

people verbally (telephone, radio) 

Compare names Evaluate options/alternatives 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 37 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

General Knowledge 

Evaluate solutions Explain procedures 

Find information in catalogs Find information in references (machinery 

handbook, tap/drill charts, etc.) 

Follow verbal job instructions Listen 

Participate in brainstorming Present to others 

Read and follow a map, chart, plan, etc. 

Communications 

Read and follow directions found in equipment 

manuals and code books 

Read and interpret directions found on labels, 

packages, or instruction sheets 

Read codes (building codes, electrical codes, 

standards, etc.) Read drawings and specifications sheets 

Read flowcharts Read information from tables and graphs (bar, 

circle, etc.) 

Read statistical data Research information 

Speak to large groups Summarize information 

Write reports Write words and numbers legibly 

Skills, Abilities, and Attributes 

A proficient worker possesses key skills, abilities, and attributes that influence job success. Skills 

are developed through experience and training and may apply to a wide range of tasks; proper 

skills enable workers to perform their tasks with precision and quality. 

Abilities and attributes are more fundamental than knowledge and skills; they represent 

underlying, enduring traits, both cognitive and physical, that support the successful performance 

of a wide range of job tasks. 

The panelists identified task-specific skills and abilities, as well as broad attributes (e.g., analytic, 

creative, patient); to define the recommended traits a multifamily retrofit project manager should 

possess (Table B-5). 

Human resource professionals and job analysts often analyze skills, abilities, and attributes to 

compare jobs in terms of worker characteristics. 

Table B-5. Skills, Abilities, and Attributes Required of Multifamily Retrofit Project Managers 

Skills, Abilities, and Attributes 

Accurate/Precise Adaptable/Flexible 

Analytical Appropriate dresser 

Basic accounting Basic math 

Billing analysis Budgeting 

Common sense Communication 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 38 

at www.nrel.gov/publications. 
 

 

 

 

Skills, Abilities, and Attributes 

Computer Confident 

Conflict resolution Conscientious 

Contract writing Cooperative 

Coordination Courteous 

Creative Creativity 

Critical thinking Customer-oriented 

Data collection Decision-making 

Decisive Dependable 

Detail-oriented Eager to learn new things 

Editing Empathetic 

Enthusiasm Estimating 

Ethical Facilitation 

Financing Flexibility 

Focused Free of substance abuse 

Friendly Goal-oriented 

Helpful Honest 

Industrious Initiative 

Inspection Integrity 

Interpersonal Interviewing 

Lack of prejudice (bias) Leader 

Leadership Listening 

Manage stress/pressure Meeting management 

Meticulous Multi-tasking 

Neat Negotiating 

Non-aggressive Observation 

Open-minded to change Organizational 

Patience Perseverance 

Persistent Personal hygiene 

Persuasion Positive attitude 

Presentation Pride in job 

Prioritizing Problem solving 

Professional Publishing 

Punctual Quality focused 

Read mechanical drawings Reporting 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 39 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Skills, Abilities, and Attributes 

Research Respectful 

Responsible/accountable Safety conscious 

Sales Scheduling 

Self-control Self-discipline 

Self-esteem Self-motivated 

Sensitive to thoughts of others Social skills 

Tactful Team player 

Technical writing Thorough 

Time estimating Time management 

Timely Tolerant 

Training Trustworthy 

Unbiased Work efficiently (resources) 

Work efficiently (time) Work in teams 

Physical Conditions 

In any job, the environment in which tasks are completed and the specific physical requirements 

necessary to complete each task must be understood. Awareness of physical conditions is useful 

for a variety of purposes, including ergonomic design, safety analysis, and the identification of 

job elements that are deemed essential functions for compliance with the Americans with 

Disabilities Act. 

Table B-6 contains the list of panelist-recommended physical conditions a multifamily retrofit 

project manager should possess. 

Table B-6. Physical Conditions Recommended for Multifamily Retrofit Project Managers 

Physical Conditions 

Carry objects of up to 25 pounds Climb ladders, stairs, poles, etc. using legs 

and/or arms 

Crawl or creep Detect abnormal noises 

Hear speech Hold or move objects using the fingers 

Hold or move objects using the hands but not the 

fingers 

Judge depth (the position and distance of 

objects) with the eyes 

Lift objects from ground to waist level Reach with arms and hands in any direction 

See clearly at 20 feet or more (with/without optical 

assistance) 

See clearly at 20 inches or less (with/without 

optical assistance) 

Sit part of the time Stand at all (could the work be performed from a 

sitting position?) 

Stand part of the time Stoop kneel or crouch 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 40 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Physical Conditions 

Talk Walk 

Work around or near high voltage power sources 

or equipment 

Work around or near magnetic equipment or 

materials 

Work at heights of 1 to 25 feet above ground or 

floor level 

Work at heights of 26 to 75 feet above ground or 

floor level 

Work at heights of 76 feet or higher above ground 

or floor level 

Work in changing temperatures (in and out of 

buildings repeatedly) 

Work in confined spaces Work in damp places (high humidity, some 

standing water) 

Work in dry places (lacking any natural moisture 

or humidity) Work in dust, oils, fumes, or smells 

Work in high temperatures (85 to 130 degrees 

Fahrenheit) 

Work in low temperatures (0 to 45 degrees 

Fahrenheit) 

Work in noisy places (85 decibels or higher with 

ear protection) Work in one place (no change of work location) 

Work in stale air (with some oxygen depletion) Work inside 

Work on slippery surfaces Work outside 

Work while standing on portable ladders Work while standing on scaffolding 

Work while wearing protective equipment 

(respirators, hoods, etc.) Work with hands and arms over head level 

Work with or near fiberglass or asbestos materials Write or type at a fast speed 

Tools, Equipment, and Resources 

Each occupation requires a unique set of support materials. It is important to identify the tools, 

equipment, and other tangible objects, as well as the resources (e.g., information technologies, 

codes, and standards) required for a worker to effectively accomplish tasks. Table B-7 lists the 

panelist-identified inventory of tools, equipment, and resources necessary to perform the 

identified tasks. 

Table B-7. Tools, Equipment, and Resources Used by Multifamily Retrofit Project Managers 

Tools, Equipment, and Resources 

General Tools, Equipment, and Resources 

Accounting department Accounting software 

Architectural scale Billing analysis software 

Binders Budget tracking software 

Budgeting software Calculator 

Camera Clip board 

Combustion efficiency test Codes of all authorities having jurisdiction 

Computer projector Computer 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 41 

at www.nrel.gov/publications. 
 

 

 

 

 

 

Tools, Equipment, and Resources 

Contract documents Construction contracts 

Contracting board Contract template 

Contracts Debarred list of contractors 

Digital camera Diagnostic equipment 

Editor Energy modeling software 

Equipment documentation Equipment inventory 

Equipment manuals Estimating software 

Flashlight Financial department 

Food Handouts 

Health and environmental safety plan Health and environmental safety procedures 

HUD Infrared camera 

Installed equipment manuals Installed equipment specifications 

Internet Invoice templates 

Ladder Lawyers 

List of licensed contractors Meeting location 

Moisture meter Monitoring equipment 

Monitoring software Office supplies 

Organization's health and environmental safety 

plan OSHA 

OSHA laws Owner's manual 

Personal protective equipment Phone 

Photographs Policy and procedure manuals 

Presentation software Printer 

Procurement manuals Product sample 

Professional network Program documents 

Program requirements Project management software 

Projector Publishing software 

Purchasing manager Regulations 

Scheduling software Spreadsheet software 

Standard testing methodology Technical specifications 

Word processing software 

Personal Protective Equipment (PPE) 

Booties Personal carbon monoxide detector 

Dust Mask Respirator mask 

Gloves Safety glasses 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 42 

at www.nrel.gov/publications. 
 

 

 

 

 

Tools, Equipment, and Resources 

Hard hat Supportive footwear 

Kneepads Tyvek suit 

Diagnostic Equipment 

Blower door Duct blower 

Carbon monoxide monitor Flow hood 

Combustion analyzer Infrared camera 

Computer Moisture meter 

Data Loggers Pressure diagnostic tools 

DACUM Chart 

The DACUM chart (Table B-8) is a tabular representation of the JTA. Capital letters identify 

major job duty areas. Numbers identify tasks, and lowercase letters identify the steps required to 

accomplish each task. Moving horizontally across the chart, adjacent columns detail (1) 

specialized knowledge, (2) skills and abilities, and (3) tools, equipment, and resources required 

to perform each task. The information contained in these columns is related to each task and does 

not necessarily correspond to a specific step. 

The importance of the DACUM chart is to show the relationship between job tasks and the 

specialized knowledge, skills and abilities, and tools, equipment, and resources required to 

perform each task. This concept, called job-relatedness, is essential to compliance with key legal 

and professional validity standards pertaining to the use of JTA information in employee 

selection. Such information is also critical to the development of high-stakes assessments for 

occupational licensing and certification examinations. 

The DACUM chart depicts the job element relationships associated with each task and can 

therefore easily be used to assess the relevance of current programs (curriculum), develop 

instructional objectives and training content, sequence instructional materials, and develop 

examination, competency, and performance evaluation instruments. 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 43 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Table B-8. DACUM Chart for Multifamily Retrofit Project Managers 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications. 

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources 

A Assessing Project Viability 

1 Confirm Eligibility for Incentive Programs 

a Review program requirements Building ownership 

Incentive programs 

Income documentation 

Multifamily building data 

Multifamily regulatory 

framework 

Analytical 

Creativity 

Data collection 

Decision-making 

Detail-oriented 

Persistent 

Research 

Computer 

HUD 

Internet 

Phone 

Professional 

network 

b Collect relevant data on building 

c Identify relevant incentive programs 

d Match building with appropriate incentive 

programs 

2 Verify that Building Performance Upgrade Opportunities Exist 

a Collect building information necessary for scoping Building science 

Environmental hazards 

Health and environmental 

safety and comfort 

Multifamily building 

systems 

Multifamily upgrade 

measures 

Normal utility usage 

Types of energy used in 

buildings 

Billing analysis 

Data collection 

Detail-oriented 

Interviewing 

Persuasion 

Tactful 

Clip board 

Combustion 

efficiency test 

Digital camera 

Flashlight 

Infrared camera 

Ladder 

Moisture meter 

PPE 

b Collect energy use data 

c Collect water use data 

d Perform scoping session (walk-thru) 

e Review existing building systems 

f Benchmark energy data 

g Benchmark water data 

h Identify environmental hazards 

i Define scope of opportunity 

3 Verify Decision Maker's Interest in Energy Upgrade Projects 

a Identify building decision maker Available funds 

Building financing 

Building management 

structure 

Analytical 

Communication 

Interviewing 

Listening 

Computer 

Photographs 

Presentation 

software 

b Interview building decision maker 

c Communicate initial findings to building decision 

maker 

44 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources 

d Educate decision maker about their 

responsibilities in implementing projects 

Income documentation 

Multifamily financing 

Program requirements 

Project schedule 

Printer 

e 

f 

Determine the building decision maker's capacity 

to pay for the probable scope of work 

Determine decision maker's interest in energy 

upgrade 

4 Verify Source of Funding for Energy Upgrade 

a 

b 

c 

d 

e 

f 

Create preliminary budget Building remodeling fund 

Building reserve 

Finance 

Financing programs 

Incentive programs 

Pricing of measure 

Analytical 

Budgeting 

Detail-oriented 

Organizational 

Research 

Time management 

Budgeting software 

Calculator 

Computer 

Internet 

Professional 

network 

Spreadsheet 

software 

Identify financing opportunities 

Create the preliminary financing plan 

Apply to incentive programs 

Apply to financing programs 

Identify leveraging opportunities 

5 Verify Internal Capacity to Perform Energy Upgrade Projects 

a 

b 

c 

d 

e 

f 

Review back log of staff Staff skill set Communication 

Prioritizing 

Time estimating 

Time management 

Computer 

Equipment inventory 

Professional 

network 

Scheduling software 

Determine if staff has requisite skill set 

Review proposed work 

Identify need for external resources 

Identify staff training needs 

Identify equipment needs 

6 Assess Key Risks to Project Completion 

a 

b 

c 

Review insurance requirements ADA 

Bonding 

Health and environmental 

Detail-oriented 

Research 

Codes of all 

authorities having 

jurisdiction 

OSHA laws 

Verify liability coverage is in place 

Obtain insurance 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 45 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources 

d 

e 

f 

Identify health and environmental safety hazards safety hazards 

Historical review process 

Insurance 

Local code requirements 

OSHA 

Wage requirements 

Program 

requirements 

Regulations Identify code deficiencies 

Identify special populations 

g 

h 

i 

j 

Identify other planned capital improvements 

Identify regulatory approvals 

Identify when to defer project 

Identify when to refer project to other resources 

7 Propose Project Schedule 

a 

b 

c 

d 

e 

f 

g 

Outline project framework Average task timelines 

Climate constraints 

Construction management 

Contractor capacity 

Physical constraints 

Project management 

Staff capacity 

Detail-oriented 

Estimating 

Multi-tasking 

Scheduling 

Computer 

Phone 

Project management 

software 

Scheduling software 

Determine energy and water audit schedule 

Identify constraints to the project schedule 

Identify project staff and contractors 

Develop procurement schedule 

Develop construction schedule 

Develop inspection schedule 

8 Develop Initial Services Agreement 

a 

b 

c 

d 

e 

f 

Create initial services agreement Business laws 

Contracts 

Cost estimating 

Sub-contractors 

capabilities 

Negotiating Calculator 

Computer 

Financial 

department 

Lawyers 

Printer 

Spreadsheet 

software 

Create initial services budget 

Negotiate initial services agreement with building 

decision maker 

Execute initial services agreement 

Create sub-contractor agreements 

Execute sub-contractor agreements 

B Overseeing Building Performance Assessment 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 46 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources 

1 Develop Building Performance Assessment Plan 

a 

b 

Identify scope of building performance 

assessment plan 

Assumptions of service 

agreement 

Blueprints 

Emerging technologies 

Program requirements 

Steps of building 

performance assessment 

Communication 

Empathy 

Interpersonal 

Architectural scale 

Computer 

Internet 

Phone 

Determine sampling protocol based on program 

requirements 

c 

d 

e 

f 

g 

h 

i 

j 

k 

l 

m 

Update utility bill data 

Determine diagnostic testing requirements 

Determine common areas' auditing requirements 

Obtain building plans 

Obtain maintenance records 

Identify key building occupants 

Obtain appliance inventory 

Obtain mechanical equipment inventory 

Identify key building staff 

Identify building access requirements 

Identify opportunities for using new technologies 

2 Schedule Initial Building Performance Assessment 

a 

b 

c 

d 

e 

f 

Determine staff availability Apartment access laws 

Building rules 

Local regulations for 

notification 

Occupant surveys 

Special needs population 

Scheduling 

Research 

Computer 

Determine legal apartment entry requirements Phone 

Notify tenants of building performance assessment 

schedule according to local regulations 

Identify building personnel for interviews 

Assure residents are interviewed 

Identify building personnel for access 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 47 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources 

g Coordinate schedule with personnel 

3 Manage On-Site Building Performance Assessment 

a 

b 

c 

d 

Determine when to conduct site visits Audit equipment 

Building performance 

assessment 

Energy audit assessment 

Conservation measures 

Technical audit terms 

Communication 

Coordination 

Facilitation 

Leadership 

Reporting 

Determine equipment needs 

Verify that energy audit plan meets all project 

requirements 

Conduct a kick-off meeting 

e 

f 

Track building performance assessment expenses 

against budget 

Track building performance assessment progress 

against schedule 

4 Manage Production of Building Performance Assessment Report 

a 

b 

c 

d 

e 

Check status of energy modeling against schedule Audit software 

Cost estimating 

Energy modeling 

Communication 

Conflict resolution 

Flexibility 

Multi-tasking 

Problem solving 

Scheduling 

Budget tracking 

software 

Computer 

Estimating software 

Internet 

Phone 

Professional 

network 

Scheduling software 

Check status of final building performance 

assessment report 

Resolve conflicts within the report process 

Assist in cost estimating 

Update building decision maker of report progress 

5 Manage Quality Control of Building Performance Assessment Report 

a 

b 

Reconcile recommendations against program 

requirements 

Audit recommendations 

Health and environmental 

safety requirements 

Detail-oriented 

Editing 

Technical writing 

Energy modeling 

software 

Spreadsheet Ensure engineering quality control was completed 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 48 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources 

c 

d 

e 

f 

g 

h 

i 

Review final building performance assessment 

report 

Program requirements 

Quality control best 

practices 

software 

Word processing 

software 

Review health and environmental safety 

requirements 

Review measure costs estimates 

Proofread report 

Review billing analysis 

Review financial modeling results 

Review energy modeling results 

C Negotiating Statement of Work 

1 Present Building Performance Assessment Recommendations to Decision Maker 

a 

b 

c 

d 

e 

Prepare summary level presentation for decision 

maker 

Conservation measures 

Financing 

Program requirements 

Rental industry 

ROI 

Negotiating 

Presentation 

Sales 

Computer 

Presentation 

software Schedule meeting with decision maker 

Discuss recommendations with decision maker 

Obtain decision maker's input on 

recommendations 

Negotiate installation scope of work 

2 Obtain Design Services 

a 

b 

c 

d 

Identify conservation measures that require a 

design 

Design firms 

Engineering contracting 

Measure specifications 

Mechanical design 

concepts 

Communication 

Read mechanical 

drawings 

Scheduling 

Time management 

Computer 

Scheduling software 

Engage design firm to perform design 

specifications 

Facilitate contract with design firms 

Revise master schedule to accommodate design 

services 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 49 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources 

e Manage design firm contract 

3 Finalize Program Scope of Work for Installations 

a 

b 

c 

d 

e 

f 

Verify energy model is updated with scope 

changes 

Contracts 

Energy model concepts 

Energy upgrade measures 

Financing 

Risk management 

Budgeting 

Negotiating 

Scheduling 

Technical writing 

Budgeting software 

Computer 

Phone 

Scheduling software 

Spreadsheet 

software 

Word processing 

software 

Verify cost estimates are updated with scope 

changes 

Verify financial plan is updated 

Revise budget to reflect negotiated changes 

Update the building performance assessment 

report 

Obtain approvals from stakeholders 

4 Create a Contract for Work 

a 

b 

c 

d 

e 

f 

Identify location of work Business laws 

Contract laws 

Contract templates 

Licensing requirements for 

trades 

Contract writing Computer 

Contract template 

Word processing 

software 

Identify contracting entities 

Incorporate scope of work into contract 

Incorporate project schedule into contract 

Incorporate budget into contract 

Execute contract 

5 Identify Procurement Requirements 

a 

b 

c 

d 

Compare costs to procurement thresholds Procurement Communication 

Research 

Time management 

Computer 

Phone 

Purchasing manager 

Review building decision maker's procurement 

requirements 

Review program procurement requirements 

Define procurement plans 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 50 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources 

e Adjust project schedule to reflect procurement 

plans 

6 Comply with Funding Approval Requirements 

a 

b 

c 

Prepare program submittals Program rules Detail-oriented 

Patience 

Persistent 

Computer 

Phone 

Policy and 

procedure manuals 

Submit documentation to funding authority 

Revise scope of work based on funding authority 

feedback 

D Procuring Installation 

1 Develop Conservation Measure Specifications 

a 

b 

Determine which conservation measures from the 

building performance assessment report require 

specification 

Bidding process 

Conservation measures 

Installation of conservation 

measures 

Procurement 

Technical specifications 

Detail-oriented 

Research 

Technical writing 

Codes, standards, 

and regulations 

Computer 

Editor 

Word processing 

software 

Research existing measure specification 

c Write technical specifications 

2 Select Qualified Contractors Based on Procurement Method 

a 

b 

c 

d 

e 

f 

g 

h 

i 

Issue technical specification package to bidders Bidding process 

Business laws 

Contractor qualifications 

Measure installation 

Procurement 

Program requirements 

Proposal evaluation 

Trade requirements 

Analytical 

Decisive 

Detail-oriented 

Integrity 

Negotiating 

Organizational 

Tactful 

Technical writing 

Unbiased 

Computer 

Contracting board 

Debarred list of 

contractors 

Estimating software 

List of licensed 

contractors 

Procurement 

manuals 

Professional 

network 

Spreadsheet 

Determine required qualifications of bidders 

Establish bidding schedule 

Advertise bid 

Host pre-bid conference 

Develop bid documents 

Align general conditions with purchasing policies 

Respond to bidders questions 

Develop selection criteria for contractor 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 51 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources 

j 

k 

l 

m 

n 

Evaluate bids software 

Word processing 

software Notify bidders 

Negotiate with successful bidders 

Determine winning bidders 

Establish final measure cost 

3 Finalize Scope of Work For Installation 

a 

b 

c 

d 

e 

f 

Review bids with building decision maker Budgeting 

Contract execution 

Contractor qualifications 

Financial modeling 

Organization's contracts 

Program contracts 

Program requirements 

Analytical 

Budgeting 

Communication 

Financing 

Negotiating 

Scheduling 

Computer 

Compile final measure costs Program documents 

Reconcile measure cost with projected savings 

Allocate costs to funding sources 

Reconcile actual cost with projected cost 

Finalize scope of work with building decision 

maker 

g 

h 

i 

j 

Revise contract to reflect updated scope of work 

Execute contract 

Execute sub-contractor contracts 

Identify construction management plan 

E Monitoring Construction 

1 Determine Documentation Requirements 

a 

b 

c 

d 

Review program requirements Codes, standards, and 

regulations 

Permitting process 

Program requirements 

Regulatory requirements 

Analytical 

Detail-oriented 

Code, standards, 

and regulations 

Health and 

environmental safety 

plan 

Review conservation measures to be installed 

Review building management organization 

Identify permits 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 52 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources 

e 

f 

Review health and environmental safety 

requirements 

Office supplies 

Program documents 

Identify construction documentation requirements 

2 Establish Change Order Process 

a 

b 

c 

d 

Review program requirements Change order process 

Installation of conservation 

measures 

Construction process 

Contract budget 

Policies and procedures 

Roles and responsibilities 

Technical specifications of 

conservation measures 

Problem solving 

Technical writing 

Calculator 

Computer 

Word processing 

software 

Review contract for change order process 

Define stakeholder roles and responsibilities 

Write change order process 

3 Conduct Pre-Construction Meeting 

a 

b 

c 

Identify attendees Construction process 

Contract details 

Program requirements 

Scope of work 

Timeline 

Conflict resolution 

Leadership 

Meeting management 

Presentation 

Computer 

PPE 

Presentation 

software 

Projector 

Schedule pre-construction meeting 

Develop agenda for meeting 

d 

e 

f 

g 

h 

Create presentation for meeting 

Conduct building tour 

Verify contractors are present 

Discuss health and environmental safety 

requirements 

Document meeting minutes 

4 Develop Inspection Plan 

a 

b 

Review results of pre-construction meeting Building rules 

Codes, standards, and 

Analytical 

Detail-oriented 

Organization's 

health and 

Review construction schedule environmental safety 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 53 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources 

c 

d 

e 

f 

g 

h 

Review capacity for inspection regulations 

Construction standards 

Environmental standards 

Health and environmental 

safety standards 

OSHA 

Program requirements 

Tenant laws 

plan 

OSHA 

Technical 

specifications 

Develop inspection schedule by trade 

Develop on-site checklists 

Identify required equipment 

Identify required documentation 

Identify health and environmental safety 

requirements 

5 Perform Inspections 

a 

b 

c 

d 

e 

f 

g 

h 

Review inspection schedule Building rules 

Construction schedule 

Construction standards 

Conservation measures 

Owner's representative 

PPE requirements 

Program requirements 

Scope of work 

Analytical 

Coordination 

Inspection 

Camera 

Diagnostic 

equipment 

Installed equipment 

manuals 

Installed equipment 

specifications 

PPE 

Coordinate inspection with contractor 

Coordinate site visits with stakeholder 

Coordinate with third party inspectors 

Coordinate with funding source 

Follow inspection plan 

Document inspection findings 

Document extent of construction progress 

6 Ensure Installations Meet Requirements 

a 

b 

c 

d 

e 

Compare as-built conditions to contract 

requirements 

Change order requests 

Construction process 

Construction schedule 

Health and environmental 

safety requirements 

Installation standards 

Material properties 

Analytical 

Communication 

Detail-oriented 

Negotiating 

Observation 

Camera 

Computer 

Construction 

contracts 

Diagnostic 

equipment 

Equipment 

documentation 

Identify deficiencies 

Notify sub-contractors of any deficiencies 

Collaborate with program representative to resolve 

any issues 

Document inspection deficiencies 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 54 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources 

f 

g 

Process change orders Program requirements 

RFIs 

Sequence of operation 

Testing procedures 

Equipment manuals 

Health and 

environmental safety 

procedures 

Phone 

PPE 

Resolve inspection deficiencies with subcontractors 

7 Approve Invoices 

a 

b 

c 

d 

e 

f 

g 

Reconcile invoices against estimates Invoice policies 

Payment approval process 

Payment schedule 

Scope of work 

Basic math 

Detail-oriented 

Organizational 

Perseverance 

Timely 

Accounting 

department 

Calculator 

Computer 

Contracts 

Invoice templates 

Spreadsheet 

software 

Program documents 

Reconcile invoices against payment schedule 

Assess penalties 

Review inspection documents 

Obtain authorization to approve payment 

Track invoices 

Submit invoices to financial department 

F Confirming Project Completion 

1 Perform Final Diagnostic Testing 

a 

b 

c 

Identify diagnostic testing Building science 

Diagnostic testing 

Health and environmental 

safety 

Program requirements 

Analytical 

Detail-oriented 

Interviewing 

Research 

Diagnostic 

equipment 

PPE 

Program documents 

Standard testing 

methodology 

Identify program quality assurance requirements 

Comply with program quality assurance 

requirements 

d 

e 

f 

g 

Schedule diagnostic testing 

Conduct diagnostic testing 

Finalize diagnostic testing 

Review results from diagnostic testing 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 55 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources 

h 

i 

Reconcile results against health and 

environmental safety plan 

Reconcile results against program requirements 

2 Reconcile Documentation 

a 

b 

c 

d 

e 

f 

g 

h 

Update building performance assessment report Bonding 

Contract requirements 

Liens 

Permitting process 

Program requirements 

Analytical 

Detail-oriented 

Negotiating 

Organizational 

Persistent 

Technical writing 

Thorough 

Codes, standards, 

and regulations 

Computer 

Contract documents 

Phone 

Program documents 

Update documents for program compliance 

Track status of construction permits 

Obtain material lien releases from contractors 

Obtain bond releases for contractors 

Verify contract requirements have been met 

Obtain required sign-offs 

Finalize program documentation 

3 Create Post-Monitoring Plan 

a 

b 

c 

d 

e 

f 

g 

Determine program requirements for monitoring Billing analysis 

Control system 

Data logging 

Monitoring 

Program rules 

Weather normalization 

Analytical 

Computer 

Data collection 

Billing analysis 

software 

Computer 

Equipment 

documentation 

Internet 

Monitoring 

equipment 

Monitoring software 

Define monitoring protocol 

Identify data sources for monitoring plan 

Define roles and responsibilities 

Identify necessary documentation for monitoring 

plan 

Review fee schedule 

Update fee schedule 

4 Create Owner's Manuals 

a 

b 

Obtain equipment documentation Building staff 

Equipment 

Communication 

Organizational 

Binders 

Obtain equipment warranties Camera 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 56 

at www.nrel.gov/publications. 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources 

c 

d 

e 

f 

g 

h 

Collect as-built documentation Operation and 

maintenance procedures 

Scope of work 

Publishing 

Technical writing 

Computer 

Office supplies 

Publishing software 

Word processing 

software 

Collect contractor contact information 

Present diagnostic results of scope of work 

Develop O&M manual 

Assemble owner's manual 

Deliver owner's manual to owner 

5 Facilitate Building Staff Training 

a 

b 

c 

d 

e 

Identify changes in building operations Building staff 

Equipment 

Scope of work 

Vendor capacity to train 

Communication 

Coordination 

Presentation 

Scheduling 

Training 

Computer 

Handouts 

Owner's manual 

Product sample 

Professional 

network 

Projector 

Identify staff requiring training 

Prepare building staff training materials 

Identify vendor training resources 

Schedule vendor training sessions 

6 Facilitate Resident Training 

a 

b 

c 

d 

e 

Determine changes in building systems Building systems 

Group dynamics 

Resident training 

Resident usage 

Scope of work 

Communication 

Presentation 

Computer projector 

Food 

Handouts 

Meeting location 

Identify resident needs 

Develop resident training materials 

Schedule resident training 

Identify trainer for resident training 

7 Finalize Payments 

a 

b 

c 

d 

Reconcile submitted invoices with paid invoices Budget 

Construction status 

Contracts 

Invoicing process 

Analytical 

Basic accounting 

Communication 

Organizational 

Accounting software 

Computer 

Spreadsheet 

software 

Reconcile punch list with completed work 

Review payment schedules in contracts 

Reconcile final budget with expenditures 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 57 

at www.nrel.gov/publications. 
58 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Duties, Tasks, and Steps Special Knowledge Skills and Abilities Tools, Equipment, 

and Resources

e Approve final invoices Status of payments

f Submit final invoices to financial department
59 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

DACUM PERFORMED FOR: National Renewable Energy Laboratory 

15013 Denver West Parkway 

Golden, CO 80401 

DACUM PERFORMED BY: Professional Testing, Inc.

7680 Universal Blvd., Suite 300 

Orlando, Florida 32819 

DACUM FACILITATORS: Reed Castle, Ph.D.

Professional Testing, Inc.

Corina Owens, Ph.D. 

Professional Testing, Inc.

DACUM PANEL:

Nathan Aronson

Technical Director

Richard Heath and Associates, Inc.

Chico, CA 

David Hepinstall 

Executive Director

Association for Energy Affordability, Inc. 

Bronx, NY 

Dan Auer 

Project Manager for Multifamily 

Weatherization

King County Housing Authority 

Seattle, WA

Jeff Huntley

Manager Project Analysis and Energy 

Auditing 

The Energy Partners

Asheville, NC 

Dave Bone 

Owner/Building Analyst 

Bone Energy Services 

Philadelphia, PA 

Ted Leopkey 

Lead Environmental Engineer 

U.S. Environmental Protection Agency 

Washington, DC 

Xia Fang

Building Energy Engineer 

Group14 Engineering, Inc. 

Denver, CO 

Mark Lorentzen

Vice President

TRC Energy Services 

Ithaca, NY 

Duane Ford 

Former Technical Assistance Manager

Energy Auditor 

South Central Human Resource Agency 

Thompson’s Station, TN 

Lindsay Robbins 

Senior Project Manager

NYSERDA

New York, NY

Larry Hasterok

Principal

The Energy Keep, LLC 

Milton, WI 

Glen Salas

Sr. Engineer 

Simonson Management Services

Albuquerque, NM 
60 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Appendix C. Announcement of Multifamily Job Task 

Analyses Validation Study

June 19, 2013

Professional Testing, Inc. and the National Renewable Energy Laboratory invite you to 

participate in a nationwide research study validating the practices, characteristics, and activities 

of four multifamily building job categories. This is your opportunity to directly contribute to the 

development of the multifamily home energy upgrade workforce. 

If you are a practitioner in one or more of the four multifamily building job categories listed 

below, please complete the corresponding study as soon as possible (by the end of June is 

preferable). Your participation should take approximately 20–30 minutes, and individuals may 

complete more than one validation study, if applicable. 

This validation study is the next step in developing Job Task Analyses (JTAs), which will help 

define the duties, tasks, and skills needed to perform each of the jobs listed below. 

• Multifamily Energy Auditor

• Multifamily Retrofit Project Manager

• Multifamily Building Operator

• Multifamily Quality Control Inspector

Please note: The above studies should only be completed by professionals who have actual job 

experience or who have trained those performing the job, specifically for multifamily 

buildings. 

Your participation is voluntary and individual responses will be kept confidential. Your 

responses will be combined with those from other respondents and used to improve the job 

descriptions for the multifamily building energy upgrade workforce. 

Additionally, we would greatly appreciate any help you could provide in sharing this request 

with other individuals and stakeholder groups who also participate in the specified multifamily 

job categories.

The comment period will remain open until July 19, 2013. You may direct any questions to 

workforce.guidelines@nrel.gov. Thank you in advance for your participation in this important 

process.

Sincerely,

The NREL Multifamily JTA Project Team

If you have any questions or comments about this email bulletin, please contact 

workforce.guidelines@nrel.gov. 
61 

This report is available at no cost from the 

National Renewable Energy Laboratory (NREL) 

at www.nrel.gov/publications.

Appendix D. Validation Study 
Page 1

Multifamily Retrofit Project Manager JTA Validation Study<br>

Welcome

Professional Testing and the National Renewable Energy Laboratory (NREL) are asking for your participation in an 

industry study critical to the profession of Multifamily Retrofit Project Managers. The goal of the study is to determine the 

essential tasks that describe the role of today’s Multifamily Retrofit Project Managers.

While Multifamily Retrofit Project Managers work in a variety of settings and specialties, this study depends on your 

individual experience and opinion relating to your current role as a Multifamily Retrofit Project Manager.

The study is divided into three sections:

Demographic information ­ The first step in completing this study is to provide demographic information. The 

information you provide in this section will be used to ensure that a representative sample of responses is received, thus 

providing a better understanding of the variations that occur in performing the job of a Multifamily Retrofit Project Manager.

Task ratings ­ The second section presents the tasks performed by Multifamily Retrofit Project Managers. The tasks are 

organized into six performance domains: Assessing Project Viability; Overseeing Building Performance Assessment; 

Negotiating Statement of Work; Procuring Installation; Monitoring Construction; and Confirming Project Completion. You 

will be asked to rate each task on two scales: (1) the frequency of task performance and (2) the importance of the task to 

overall job performance.

Additional comments ­ A panel of subject matter experts (SMEs), representing diverse backgrounds, education, and 

work environment experiences as a multifamily retrofit project manager, identified this list of important tasks. However, if 

after completing the study you feel that there are critical tasks that were not included, you will have an opportunity to 

identify additional tasks.

The definition of a multifamily building for purposes of this study is: any dwelling that contains living units, which share 

one or more building systems.

Your responses will be kept confidential, and we appreciate your participation. If you have any difficulty accessing or 

completing this study, please contact us at cowens@proftesting.com or call (800) 330­3776.

To begin, click on the Next button below.
Page 2

Multifamily Retrofit Project Manager JTA Validation Study<br>

Please answer the following demographic questions. Your responses will be kept confidential and this information will 

only be used for statistical purposes.

What is the size of your organization?

In which state do you work?

In which sector do you currently work?

Which of the following jobs have you held in the multifamily (MF) building sector?

(Select all that apply)

Which of the following categories best describe your current position?

Demographics

6

nmlkj 1­10 people

nmlkj 11­50 people

nmlkj 51­500 people

nmlkj more than 500 people

nmlkj Public (government at any level)

nmlkj Private

gfedc MF Energy Auditor

gfedc MF Retrofit Project Manager

gfedc MF Building Operator

gfedc MF Quality Control Inspector

gfedc Other (please specify)

nmlkj MF Retrofit Project Manager Practitioner

nmlkj MF Retrofit Project Manager Curriculum Developer

nmlkj MF Retrofit Project Manager Trainer/Proctor

nmlkj Other (please specify)
Page 3

Multifamily Retrofit Project Manager JTA Validation Study<br>

How many years of experience have you had working as a Multifamily Retrofit Project 

Manager (total combined years)?

How many years of total experience do you have in the multifamily building industry (all 

jobs)?

What is your highest completed level of education?

nmlkj None

nmlkj 5 Years or Less

nmlkj 6­10 Years

nmlkj 11­15 Years

nmlkj 16­20 Years

nmlkj More than 20 Years

nmlkj None

nmlkj 5 Years or Less

nmlkj 6­10 Years

nmlkj 11­15 Years

nmlkj 16­20 Years

nmlkj More than 20 Years

nmlkj Some High School

nmlkj High School

nmlkj Some College

nmlkj Technical/Vocational School

nmlkj Bachelor’s Degree

nmlkj Graduate Degree
Page 4

Multifamily Retrofit Project Manager JTA Validation Study<br>

To what professional societies/organizations do you belong?

(Select all that apply)

gfedc None

gfedc AABC Commissioning Group (ACG)

gfedc American Institute of Architects (AIA)

gfedc American Society of Civil Engineers (ASCE)

gfedc American Society of Mechanical Engineers (ASME)

gfedc American Society of Heating, Refrigerating and Air­Conditioning Engineers (ASHRAE)

gfedc APPA

gfedc Association for the Advancement of Cost Engineering (AACE)

gfedc Association for Facilities Engineering

gfedc Association of Energy Engineers (AEE)

gfedc Building Commissioning Association (BCA)

gfedc Building Owners and Managers Association (BOMA)

gfedc Construction Specifications Institute (CSI)

gfedc International Association of Plumbing and Mechanical Officials (IAPMO)

gfedc International Building Performance Simulation Association (IBPSA)

gfedc International Code Council (ICC)

gfedc International Facility Management Association (IFMA)

gfedc International Union of Operating Engineers (IUOE)

gfedc Institute of Electrical and Electronics Engineers (IEEE)

gfedc Laborers’ International Union of North America (LIUNA)

gfedc National Fire Protection Association (NFPA)

gfedc National Institute of Building Sciences (NIBS)

gfedc Service Employees International Union

gfedc Sheet Metal Workers’ International Association (SMWIA)

gfedc United Association of Journeymen and Apprentices of the Plumbing and Pipe Fitting Industry of the United States and Canada (UA)

gfedc United Brotherhood of Carpenters

gfedc United Steelworkers (USW)

gfedc U.S. Green Building Council (USGBC)

gfedc Other (please specify)
Page 5

Multifamily Retrofit Project Manager JTA Validation Study<br>

What building performance credentials do you currently hold?

(Select all that apply)

gfedc None

gfedc AABC Commissioning Group Certified Commissioning Authority (CxA)

gfedc AABC Commissioning Group Certified Commissioning Technician (CxT)

gfedc American Society of Heating, Refrigerating and Air­Conditioning Engineers Building Energy Modeling Professional (BEMP)

gfedc American Society of Heating, Refrigerating and Air­Conditioning Engineers Commissioning Process Management Professional (CPMP)

American Society of Heating, Refrigerating and Air­Conditioning Engineers Operations and Performance Management Professional 

(OPMP)

gfedc

gfedc Association for Facilities Engineering Certified Plant Engineer (CPE)

gfedc Association for Facilities Engineering Certified Plant Maintenance Manager (CPMM)

gfedc Association for Facilities Engineering Certified Plant Supervisor

gfedc Association of Energy Engineers Certified Building Energy Simulation Analyst (BESA)

gfedc Association of Energy Engineers Certified Building Commissioning Professional (CBCP)

gfedc Association of Energy Engineers Certified Energy Auditor (CEA)

gfedc Association of Energy Engineers Certified Energy Manager (CEM)

gfedc Association of Energy Engineers Existing Building Commissioning Professional (EBCP)

gfedc Association of Energy Engineers Energy Manager in Training (EMIT)

gfedc Association of Energy Engineers/Efficiency Valuation Organization Certified Measurement and Verification Professional

gfedc BOMI International Facilities Management Administrator (FMA)

gfedc BOMI International Real Property Administrator (RPA)

gfedc BOMI International Systems Maintenance Administrator (SMA)

gfedc BOMI International Systems Maintenance Technician (SMT)

gfedc BPI Energy Auditor

gfedc BPI Retrofit Installer

gfedc BPI Crew Leader

gfedc BPI Quality Control Inspector

gfedc BPI Building Analyst

gfedc BPI Envelope Professional

gfedc BPI Residential Building Envelope Whole House Air Leakage Control Installer
Page 6

Multifamily Retrofit Project Manager JTA Validation Study<br>

gfedc BPI Manufactured Housing Professional

gfedc BPI Heating Professional

gfedc BPI Air Condiditioned Heat Pump Professional

gfedc BPI Multifamily Professional

gfedc Building Commissioning Association Certified Commissioning Professional (CCP)

gfedc Building Operator Certification – Level I (BOC Level I)

gfedc Building Operator Certification – Level II (BOC Level II)

gfedc The City University of New York Energy Management and Indoor Air Quality Certification

gfedc Energy Audit Institute Commercial Energy Audit Certification

gfedc General Professional Accreditations Licensed Architect

gfedc General Professional Accreditations Professional Engineer (PE)

gfedc International Facility Management Association Facility Management Professional (FMP)

gfedc International Facility Management Association Certified Facility Manager (CFM)

gfedc National Energy and Sustainability Institute Commercial Energy Auditor Certification

gfedc National Environmental Balancing Bureau Building Systems Commissioning Certified Professional

gfedc National Environmental Balancing Bureau Retro Commissioning Certified Professional

gfedc Northwest Energy Education Institute Energy Management Certification (EMC)

gfedc Testing, Adjusting, and Balancing Bureau Certified Commissioning Contractor (CCC)

gfedc Testing, Adjusting, and Balancing Bureau Certified Commissioning Supervisor (CCS)

gfedc University of California, Davis Professional Certification in Energy Resource Management

gfedc The University of Wisconsin, Madison Commissioning Process Certification

gfedc U.S. Green Building Council LEED AP BD+C

gfedc U.S. Green Building Council LEED AP Homes

gfedc U.S. Green Building Council LEED AP ID+C

gfedc U.S. Green Building Council LEED AP ND

gfedc U.S. Green Building Council LEED AP O+M

gfedc U.S. Green Building Council LEED Green Associate

gfedc Other (please specify accreditation and conferring organization)

5

6
Page 7

Multifamily Retrofit Project Manager JTA Validation Study<br>

How did you hear about this study?

nmlkj Listserve

nmlkj Direct email invitation

nmlkj Received forwarded invitation from a colleague

nmlkj BLOG

nmlkj Website

nmlkj Other (please specify)
Page 8

Multifamily Retrofit Project Manager JTA Validation Study<br>

Below is a list of tasks performed by Multifamily Retrofit Project Managers.

The tasks are organized into six performance domains: Assessing Project Viability; Overseeing Building Performance 

Assessment; Negotiating Statement of Work; Procuring Installation; Monitoring Construction; and Confirming Project 

Completion.

In this section you will rate each task on two dimensions – Frequency and Importance – according to the rating scales 

below:

FREQUENCY ­ Rate each task statement based on the average frequency that you perform the task:

Never perform

Occasionally perform

Perform fairly often

Perform very often

IMPORTANCE ­ Rate each task statement based on how important the task is to the performance of the job:

Not important

Somewhat important

Important

Very important

(To answer, use your mouse to click the down arrow to reveal a set of options. Then select an option for both Frequency 

and Importance. To change your selection, click on another option in the drop down menu.)

Assessing Project Viability: 

Task Ratings

Frequency ­ How frequently is this task 

performed?

Importance ­ How important is the task to 

the performance of the job?

Confirm Eligibility for Incentive Programs 6 6

Verify that Building Performance Upgrade Opportunities 

Exist

6 6

Verify Decision Maker's Interest in Energy Upgrade 

Projects

6 6

Verify Source of Funding for Energy Upgrade 6 6

Verify Internal Capacity to Perform Energy Upgrade 

Projects

6 6

Assess Key Risks to Project Completion 6 6

Propose Project Schedule 6 6

Develop Initial Services Agreement 6 6
Page 9

Multifamily Retrofit Project Manager JTA Validation Study<br>

Overseeing Building Performance Assessment: 

Negotiating Statement of Work:

Frequency ­ How frequently is this task 

performed?

Importance ­ How important is the task to 

the performance of the job?

Develop Building Performance Assessment Plan 6 6

Schedule Initial Building Performance Assessment 6 6

Manage On­Site Building Performance Assessment 6 6

Manage Production of Building Performance Assessment 

Report

6 6

Manage Quality Control of Building Performance 

Assessment Report

6 6

Frequency ­ How frequently is this task 

performed?

Importance ­ How important is the task to 

the performance of the job?

Present Building Performance Assessment 

Recommendations to Decision Maker

6 6

Obtain Design Services 6 6

Finalize Program Scope of Work for Installations 6 6

Create a Contract for Work 6 6

Identify Procurement Requirements 6 6

Comply with Funding Approval Requirements 6 6
Page 10

Multifamily Retrofit Project Manager JTA Validation Study<br>

Below is a list of tasks performed by Multifamily Retrofit Project Managers.

The tasks are organized into six performance domains: Assessing Project Viability; Overseeing Building Performance 

Assessment; Negotiating Statement of Work; Procuring Installation; Monitoring Construction; and Confirming Project 

Completion.

In this section you will rate each task on two dimensions – Frequency and Importance – according to the rating scales 

below:

FREQUENCY ­ Rate each task statement based on the average frequency that you perform the task:

Never perform

Occasionally perform

Perform fairly often

Perform very often

IMPORTANCE ­ Rate each task statement based on how important the task is to the performance of the job:

Not important

Somewhat important

Important

Very important

(To answer, use your mouse to click the down arrow to reveal a set of options. Then select an option for both Frequency 

and Importance. To change your selection, click on another option in the drop down menu.)

Procuring Installation:

Task Ratings

Frequency ­ How frequently is this task 

performed?

Importance ­ How important is the task to 

the performance of the job?

Develop Conservation Measure Specifications 6 6

Select Qualified Contractors Based on Procurement 

Method

6 6

Finalize Scope of Work For Installations 6 6
Page 11

Multifamily Retrofit Project Manager JTA Validation Study<br>

Monitoring Construction:

Confirming Project Completion:

Frequency ­ How frequently is this task 

performed?

Importance ­ How important is the task to 

the performance of the job?

Determine Documentation Requirements 6 6

Establish Change Order Process 6 6

Conduct Pre­Construction Meeting 6 6

Develop Inspection Plan 6 6

Perform Inspections 6 6

Ensure Installations Meet Requirements 6 6

Approve Invoices 6 6

Frequency ­ How frequently is this task 

performed?

Importance ­ How important is the task to 

the performance of the job?

Perform Final Diagnostic Testing 6 6

Reconcile Documentation 6 6

Create Post­Monitoring Plan 6 6

Create Owner's Manuals 6 6

Facilitate Building Staff Training 6 6

Facilitate Resident Training 6 6

Finalize Payments 6 6
Page 12

Multifamily Retrofit Project Manager JTA Validation Study<br>

Are there any tasks that are missing from this survey?

Would you like to provide any additional comments?

Additional Comments

nmlkj No

nmlkj Yes

If yes, what?

5

6

nmlkj No

nmlkj Yes

If yes, what?

5

6
Page 13

Multifamily Retrofit Project Manager JTA Validation Study<br>

You have completed the study. Professional Testing, Inc. and NREL would like to thank you for taking the time to 

participate in the Multifamily Retrofit Project Manager JTA development process.

If you have questions about the Multifamily JTA Project, please contact NREL at workforce.guidelines@nrel.gov.

Thank you!