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Defense Acquisition University 2015 Catalog

defense acquisition university

9820 Belvoir Road

Fort Belvoir, Virginia 

22060-5565

2015 Catalog

www.dau.mil/icatalog
The training you get at DAU lays the foundation for success in your career, 

on the job, and in providing what our warfighters need to prevail and to 

come home safely.
p. 2

Mission

Provide a global learning environment to 

develop qualified acquisition, requirements, and 

contingency professionals who deliver and sustain 

effective and affordable warfighting capabilities

Vision

Enable the Defense Acquisition Workforce to 

achieve better acquisition outcomes
p. 3

introduction p. 4

The Defense Acquisition University

Message from the President 

What’s New

section 1 p. 10

The Defense Acquisition University

Our Work

Our Accreditation 

Our History

Our Organization 

Organizations Colocated 

with DAU

Our Faculty and Staff 

Our Facilities 

DAU Leadership

DAU Board of Visitors

Regions and Colleges

section 2 p. 32

DAU’s Learning Assets

Training and Continuous 

Learning Courses 

Mission Assistance

Knowledge Sharing

Other Services

section 3 p. 40

The Defense Acquisition Workforce Communities and Programs

Functional Leaders Defense Acquisition Communities

section 4 p. 118

Acquisition Workforce Management and Administration

Overview of Acquisition Workforce 

Career Management 

U.S. Army DACM

U.S. Navy and Marine Corps DACM

U.S. Air Force DACM

4th Estate DACM

DAU Administrative Information

Appendix A: 

Training Courses p. 130

Appendix B:

Course Prerequisites p. 158

Appendix C:

Targeted Training p. 166

Appendix D:

Continuous Learning p. 176

Appendix E:

Workshops p. 230

Appendix F:

Auditing p. 234

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Contents

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2|

a|

b|

c|

d|

e|

f|
4

Message from the President 

What’s New

Introduction:The Defense 

Acquisition University

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5
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DAU offers a full range of learning assets to professionals 

from the Defense Acquisition Workforce and from the other 

communities that work to deliver and sustain effective and 

affordable warfighting capabilities. As the primary acquisition 

training organization for the Department of Defense, DAU 

works every day to provide you the training and information 

you need and expect, while also adapting to the changing 

environment and finding new ways to help further improve the 

professionalism and performance of the acquisition workforce. 

At DAU, we take pride in delivering quality, timely, and relevant 

training in the classroom and online. This catalog provides 

details of the classes we have designed to help you achieve 

Defense Acquisition Workforce Improvement Act certification 

and to help you build the foundation for your acquisition career. 

We recognize that learning extends beyond the classroom 

and into the workplace. Our online continuous-learning and 

knowledge-sharing products are available to you around the 

clock to enhance job performance and help you achieve mission 

success. We also come to your organization to provide what we 

call mission assistance—consulting, leadership development, 

and training tailored to the specific needs of your organization, 

when your organization needs it. This catalog provides details 

of many of these learning assets. Additional information is 

available at www.dau.mil.

DAU also works hard to ensure the quality of your education by 

maintaining high standards for our processes, infrastructure, 

and programs. We recently completed a reaffirmation of 

accreditation site visit by the Council on Occupational 

Education (COE), certifying that we are meeting stringent 

criteria approved by the U.S. Department of Education. After a 

year-long self-study and a successful site visit by a COE team, 

our reaffirmation of accreditation is pending a vote by the COE 

commissioners. We will continue to create an environment 

that exceeds these requirements so that you have the learning 

experience you deserve. 

While our warfighters are still engaged in active conflict, the 

acquisition community has largely entered the between-thewars phase, where we must look ahead to what the future 

may require. These periods inevitably bring uncertainty and 

budget pressure that add new challenges to the work you 

do. The environment for DAU is changing as well. We have 

a new generation of students with different learning needs. 

We will continue to upgrade course content and delivery 

methods, improve the online learning experience, and use 

resources wisely to give you what you need to excel in these 

interesting times.

James P. Woolsey

President

Defense Acquisition University

Message From the President
7

DEFENSE ACQUISITION UNIVERSITY 

9820 BELVOIR ROAD, FORT BELVOIR, 

VIRGINIA 22060-5565

The Defense Acquisition University
8

NEW DAU PRESIDENT APPOINTED

Mr. James P. Woolsey was appointed as president 

of DAU on January 17, 2014. He previously served 

as the first deputy director for performance 

assessments (PA) in the office of Performance 

Assessments and Root Cause Analyses. In 

standing up the PA organization, he created 

the processes and practices that allowed it to 

perform its statutory responsibility of assessing 

the progress of all major defense acquisition 

programs (MDAPs). The new office also made 

a substantial contribution to re-invigorating 

the Defense Acquisition Executive Summary 

process and provided the Under Secretary 

of Defense for Acquisition, Technology, and 

Logistics with unique analyses to give him 

improved insight into the status of the MDAP 

portfolio. Mr. Woolsey was previously an 

assistant director in the Cost Analysis and 

Research Division of the Institute for Defense 

Analyses. His responsibilities included 

management of the division’s cost analysis and 

research, and leadership of a wide range of cost 

and acquisition studies. His work included a 

congressionally directed cost benefit analysis 

of the F-35 alternate engine, an evaluation of 

KC-767A lease prices, C-5 re-engineering costs 

and benefits, F-22 production readiness, Joint 

Air-to-Surface Standoff Missile costs, and space 

launch alternatives. Mr. Woolsey also served on 

a Defense Science Board Task Force on longrange strike. Mr. Woolsey’s other prior positions 

include service as a structures engineer for 

F/A-18 aircraft at Naval Air Systems Command 

and work as an engineer for Lockheed Martin 

airlift programs. Mr. Woolsey has a bachelor of 

science in aerospace engineering from Virginia 

Polytechnic Institute and State University and a 

master’s in business administration from George 

Mason University. He was also a fellow in the 

Massachusetts Institute of Technology Seminar 

XXI on International Relations.

WHAT'S NEW

STUDENT INFORMATION SYSTEM

To help meet the needs of an expanding 

acquisition workforce and enable more active 

acquisition career management, DAU is launching 

a new Student Information System. The vision 

is clear—a student information system has the 

potential to transform how the career training 

of Defense Acquisition Workforce members

is managed by integrating people, processes, 

and technology.

Students will be able to scan the catalog, 

register for courses, understand certification 

requirements, and communicate with faculty, all 

through one simple interface. Implementation of 

the new Student Information System is expected 

in the summer of 2015.

NEW COURSES

The following courses will be deployed in FY 2015. 

For additional details on each, see Appendix A. For 

information on registration, see pages 126-129.

ENG 301—Leadership in Engineering 

Defense Systems

Responding to student feedback and the refreshed 

Engineering functional area competency list, DAU 

has rewritten its 300-level DAWIA certification 

course for the Engineering workforce. This 2-week 

course will instruct students on how to lead 

engineering teams in the execution and technical 

risk management of complex, multidisciplinary 

technical projects. Its 21 modules combine lectures 

with extensive exercises, covering a variety of 

topics including system security engineering, open 

architectures, reliability, and maintainability. 

Precourse work and a pretest will be required of 

students. This course is expected to be available for 

enrollment in January 2015.

LOG 215—Technical Data Management 

The new LOG 215 (Technical Data Management) 

course is being launched early in 2015. This course 

provides a comprehensive knowledge of technical 

data management strategies, planning, processes, 

products, and tools across the life cycle. It is based 

on DoD policy, guidance, processes, procedures, 

and best business practices from across the four 
9

Services and industry. LOG 215 was developed as an 

interdisciplinary course for life-cycle logisticians, 

program managers, systems engineers, and 

contracting officers.

LOG 365—Executive Product Support 

Manager’s Course 

Designed as an executive-level course for DoD 

product support managers (PSMs), LOG 365 

focuses on enhancing a PSM’s ability to field 

and sustain DoD systems. Modeled after PMT 

402 (Executive Program Manager’s Course), 

LOG 365 takes as its central unifying themes 

the DoD PSM’s roles and responsibilities plus 

proven practices for developing, validating, 

and implementing an affordable and successful 

product support strategy. Experienced PSMs and 

guest speakers share their lessons learned and 

leadership tips. Premier learning resources to 

enhance a PSM’s understanding of business, cost 

estimating, contracting, program management, 

leadership, and systems engineering are also key 

aspects for this course.

Introductory and Intermediate Systems 

Acquisition Courses

The introductory and intermediate systems 

acquisition courses are being updated and 

enhanced. The updates incorporate changes found 

in the new DoD Instruction 5000.02 (Operation 

of the Defense Acquisition System) as well as in a 

number of the Better Buying Power 2.0 initiatives. 

Enhancements to the visual look and feel, as well 

as the addition of a capstone simulation activity, 

are also being introduced to the distance learning 

courses (formally ACQ 101 and ACQ 201A). FY 

2015 opens with the deployment of ACQ 202 

and ACQ 203 (replacing ACQ 201A and ACQ 

201B respectively), followed by ACQ 102 late 

in the second quarter (replacing the long-time 

introductory course, ACQ 101).

SOCIAL MEDIA

The popularity of technology, coupled with 

consumers’ expectations for fast and relevant 

information, has led government organizations 

into the world of social media. DAU is no 

exception and has been building a social media 

presence—within the limits of DoD network 

security considerations—to stay connected to our 

customers and stakeholders.

If you have any questions or suggestions 

for DAU’s social media team, email 

communications@dau.mil.

Facebook

DAU is reaching many members of the Defense 

Acquisition Workforce with targeted messages 

about the university’s learning assets and events, 

as well as relaying new DoD policy and initiatives. 

In turn, customers and stakeholders have posted 

valuable feedback on innovations that are 

important to them. Check us out at www.facebook.com/

DAUnow.

Flickr

The photo-hosting Web site Flickr allows DAU 

to give users a glimpse into life at the university 

and to share high-resolution photos of acquisition 

award winners. Take a look at www.flickr.com/

defenseacquisitionuniversity.

LinkedIn

DAU’s primary organizational page on LinkedIn 

can be found at https://www.linkedin.com/company/defenseacquisition-university?trk=company_name; however, LinkedIn 

also provides an interest group page, where DAU 

users are able to communicate with professional 

contacts, creating a community where acquisition 

workforce members can network, share, and learn 

from one another. DAU’s interest group page on 

LinkedIn welcomes users at www.linkedin.com/groups/

Defense-Acquisition-University-4556755.

Twitter

The official DAU Twitter account, @DAUnow, 

allows workforce members to keep up with the 

latest course offerings, events, facility closings, 

system outages, and other Defense and acquisition 

news in 140 characters or less. Follow the 

university at https://twitter.com/daunow.

YouTube

DAU is leveraging YouTube’s extensive reach 

to promote its learning assets and to spread 

awareness of Defense acquisition. Although some 

DoD organizations block access to the YouTube 

Web site due to bandwidth concerns, the page is 

accessible to external audiences where they use 

the Web site most—at home. Watch at www.youtube.

com/defenseacquisition.
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Our Work

Our Accreditation

Our History

Our Organization

Organizations Colocated with DAU

Our Faculty and Staff

Our Facilities

DAU Leadership

DAU Board of Visitors

Regions and Colleges

Section 1: The Defense 

Acquisition University

10
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DAU also is an International 

Association for Continuing Education and Training 

(IACET) Authorized Provider.

IACET is known as the premier 

standard-setting organization 

for continuing education and 

training. Since 2006, IACET 

has been approved by the 

American National Standards 

Institute (ANSI) as a Standards 

Developer. In order to award IACET Continuing 

Education Units (CEUs), an organization must 

become an IACET Authorized Provider (AP). 

During the AP application process, the organization provides evidence that it meets the ANSI/

IACET Standard for Continuing Education and 

Training. The organization’s policies, procedures, 

processes, and supporting documentation are 

reviewed for compliance with the ANSI/IACET 

standard, and the applicant agrees to a site visit to 

verify the contents of the written application.

DAU chose to become an AP because IACET’s 

commitment to promoting quality education 

aligns with the university’s mission to develop 

qualified professionals. By being an IACET AP 

and adhering to the ANSI/IACET standard, DAU 

is authorized to award IACET CEUs and does so 

for all its regularly scheduled training courses.

Our History

The Defense Acquisition Workforce Improvement 

Act (DAWIA), Public Law 101-510, Title 10 United 

States Code (U.S.C.), of the fiscal year 1991 

National Defense Authorization Act, was enacted 

to improve the effectiveness of the personnel 

who manage and implement defense acquisition 

programs. The act required the creation of the 

Defense Acquisition University, and, per DoD 

Directive 5000.57, the university was to provide 

for the professional educational development and 

training of the acquisition workforce and research 

and analysis of defense acquisition policy issues 

from an academic perspective.

Since the university’s founding, it has expanded 

to five regional campuses throughout the United 

States—allowing the university to provide local 

Our Work

The Defense Acquisition University (DAU) is 

the one institution that touches every member of 

the Defense Acquisition Workforce throughout 

all professional career stages. The university 

provides a full range of basic, intermediate, and 

advanced certification training and assignmentspecific training. Additionally, DAU provides 

targeted training to address an organization's 

unique needs and rapid deployment training to 

quickly train the workforce on new acquisition 

policy and initiatives. DAU supports acquisition 

workforce members on the job through online, 

self-paced, continuous learning modules; online 

knowledge sharing resources and performance 

support tools; and job-relevant applied research. 

We also support acquisition organizations 

through our mission assistance program, 

consisting of consulting, acquisition workshops 

for intact teams, tailored training, executive 

coaching, and leadership development.

Our Accreditation

The Defense Acquisition University is accredited 

by the Commission of the Council on Occupational Education.

DAU selected the Council on Occupational 

Education (COE) as its accrediting body because 

the standards and criteria established by COE 

correspond with the university’s training certification mission and the broader view of learning 

and development. DAU was first awarded accreditation in 2003, it was reaffirmed in 2008, and is 

pending reaffirmation in late 2014.

The American Council on Education’s College 

Credit Recommendation Service has recommended many DAU courses for graduate and 

undergraduate college credit, helping workforce 

members get a head start in completing their 

degrees. For more information, see http://www.dau.mil/

training/Pages/studentinformation.aspx.

DAU has been 

accredited as 

an Authorized 

Provider by the 

International 

Association 

for Continuing 

Education and 

Training (IACET)

The Defense Acquisition 

University
13

training to the Defense Acquisition Workforce—

and two colleges providing specialized training 

to the Defense Acquisition Workforce members 

no matter where they are located. DAU also 

has strategically partnered with academic 

institutions, professional organizations, 

corporations, and government agencies to 

provide professional development, equivalencies, 

academic credit toward degree programs, as well 

as certificates for DAU courses.

Our Organization

DAU’s leaders are committed to ensuring the 

university provides the best learning capabilities 

to those who use DAU learning resources.

The DAU president is responsible for the overall 

leadership and direction of DAU and reports to the 

Assistant Secretary of Defense for Acquisition.

The DAU president directs all of the acquisition 

education activities of the university, including 

training, continuous learning, mission assistance, 

research, knowledge sharing, and strategic 

partnerships. Additionally, he directs the 

internal activities necessary for DAU to deliver 

learning assets. These include strategic planning, 

performance and resource management, human 

resources, curricula development, and e-learning 

and technology analysis and acquisition.

The vice president assumes the president’s duties 

when the president is unable to perform them. The 

vice president is responsible for mission execution 

and for overseeing the university’s product 

development and delivery elements.

The chief of staff is responsible for mission 

execution and for overseeing the university’s 

operational product delivery elements, including 

operations, human resources, and information 

technology. The chief of staff also supervises those 

elements of the Office of the President responsible 

for strategic planning, annual performance 

planning and assessment, accreditation, the 

Board of Visitors, corporate communications, 

strategic partnerships, faculty policy, learning 

analytics, and leadership support.

The director of Performance and Resource 

Management is responsible for the evaluation 

and performance measurement of all of our 

products and services as well as the financial 

management of the university. The director chairs 

the DAU Resource Council, which is responsible 

for setting financial priorities for the university. 

The director maintains the course schedule and 

workload system for the university and provides 

financial management analysis and a centralized 

programming and budgeting system to control 

the allocation of resources for conducting 

defense acquisition training, research, and 

publication activities.

The director of Mission Assistance and 

Knowledge Repository is responsible for aligning 

all DAU mission assistance and knowledge 

management activities with the Office of the 

Under Secretary of Defense for Acquisition, 

Technology, and Logistics (OUSD[AT&L]) and 

with DAU goals and priorities. The director 

coordinates with the associate deans for Outreach 

and Mission Assistance at each of the regions and 

at Defense Systems Management College (DSMC) 

for mission assistance efforts. The director is 

responsible for the operation and maintenance 

of the DAU Knowledge Repository and Acker 

Archives (formerly the David D. Acker Library); 

and for the AT&L Knowledge Management 

System, which includes the Defense Acquisition 

Portal, ACQuipedia, Communities of Practice, 

and performance learning tools.

The director of Strategic Planning and Learning 

Analytics is responsible for developing the 

strategic plan and annual performance plan for 

the university. The director is also responsible for 

end-of-course/event survey administration, data 

collection and analysis, and program evaluation 

of learning assets at each of the four levels in the 

Kirkpatrick model.

The director of Human Resources reports to the 

DAU chief of staff and advises the president, vice 

president, and chief of staff on the appropriate 

implementation of DAU’s human capital goals 

and objectives. The director formulates the 

DAU Human Capital Plan and is responsible for 

managing workforce planning, recruiting and 

hiring, employee retention, and performance 

measurement and appraisal.
14

The director of the Operations Support Group 

oversees contracting and logistics support, facilities maintenance, protocol and operations, video 

services, and visual arts and press. The director also chairs the DAU Facility Council, which 

reviews major facility issues and initiatives and 

is responsible for setting priorities and approving 

large facility projects or expansions/changes.

The director of Information Technology (IT) 

oversees all computer and information systems 

at DAU, including hardware, software, firmware, 

infrastructure, Local Area Network (LAN), Wide 

Area Network (WAN), telecommunications, 

and continuity of operations. The director is 

responsible for daily operations and maintenance 

of the IT infrastructure; procurement of IT 

equipment and supplies; operation of the Help 

Desk; Web and application development, database 

management, and data integration; network and 

information security; and system certification and 

accreditation. The director of IT also serves as the 

chief information officer (CIO). The CIO provides 

advice to the president, vice president, and chief 

of staff to ensure that information resources are 

acquired, used, and managed in accordance with 

DoD Directive 8000.01. The CIO sets corporatewide information resource management policies 

and chairs the DAU Technology Council.

The general counsel provides policy guidance and 

serves as the attorney-advisor for administrative 

and civil law matters. The general counsel 

furnishes legal advice and opinions, decisions, 

and services arising out of the administration 

and operation of the university, including civilian 

personnel; Freedom of Information Act and 

Privacy Act matters; use of appropriated and 

nonappropriated funds; standards of conduct 

and conflicts of interests; questions relating to 

congressional inquiries; fiscal law; memoranda 

of agreements/understanding; and review and 

revision of DAU regulations.

The Pentagon liaison serves as a link between 

DAU and all elements of DoD senior staff. The 

liaison establishes, monitors, and closes out 

action items from DoD.

The industry chair provides insight to the 

president, faculty, and students regarding 

international acquisition and defense industry 

motivations, concerns, and attitudes. The 

industry chair also assists with the placement of 

industry students in select DAU resident courses 

and helps DAU obtain guest speakers from 

the defense industry for classes, conferences, 

symposia, and other forums.

The director of the Learning Capabilities 

Integration Center is responsible for curricula 

policy interfaces and interrelationships. 

The director develops and manages learning 

assets, including certification and Core-Plus 

resident and online courses and continuous 

learning modules; develops course content and 

determines delivery methods; and prepares course 

materials. The director coordinates delivery of 

distance learning and manages the operation 

of the learning management system and the 

curriculum authoring/revision tool. The director 

oversees the Continuing Education Unit (CEU) 

program; serves as the university’s liaison with 

the functional leaders and respective executive 

secretaries regarding content requirements; 

and oversees the management and sustainment 

of the DAU course equivalency program for 

both internal DoD and external institutions. 

The director also is responsible for faculty 

professional development.

The regional branch deans are responsible 

for leading, planning, mission execution, and 

management in their respective regions. They 

develop DAU-aligned internal regional policies 

and procedures as necessary to manage their 

regions effectively; to deliver acquisition 

training courses, focused training, and mission 

assistance to customers using the most effective 

and efficient means; and to support curricula 

development, continuous learning, and knowledge 

sharing efforts.

The dean of DSMC is responsible for the operation 

of the college, which provides professional 

education to selected military officers and 

civilian personnel in all facets of defense systems 

management. The dean develops, manages, 

plans, schedules, and conducts executive 

program management, assignment-specific, 

international, and requirements courses, and 

The Defense Acquisition 

University
15

provides executive-level continuing education 

and mission assistance to support the Defense 

Acquisition Workforce. The dean also coordinates 

the university’s applied research program and 

products and supervises the Leadership Learning 

Center of Excellence.

The dean of the College of Contract Management 

is responsible for developing, maintaining, 

and delivering a full range of curricula, course 

offerings, and associated educational development 

opportunities for specific areas in Contract 

Management (CM). These areas include 

contracting, engineering and analysis, aircraft 

operations, and portfolio management and 

integration. The dean advises the director of the 

Defense Contract Management Agency and the 

DAU president on matters of CM workforce career 

development, management, and training.

The 4th Estate director of acquisition career 

management (DACM) reports to the DAU 

president and is responsible for providing 

policies, guidance, and oversight to the 4th 

Estate components (i.e., DoD components 

outside the military departments) to ensure 

uniform implementation of planning, programs, 

and procedures of the DAWIA. The DACM 

also represents the 4th Estate as a member of 

the Senior Steering Board and the Workforce 

Management Group.

Organizations Colocated 

with DAU

The director of Human Capital Initiatives 

performs Defense Acquisition Workforce 

strategic analysis and human capital planning for 

the OUSD(AT&L).

The Federal Acquisition Institute, established 

in 1976 under the Office of Federal Procurement 

Policy Act, facilitates and promotes career 

development and strategic human capital 

management for the civilian acquisition 

workforce.

Our Faculty and Staff

DAU faculty members have extensive 

experience in acquisition as well as the ability to 

communicate their knowledge in the classroom, 

online, and in the workplace during consulting 

efforts. Faculty members are expert practitioners 

who can draw on real-world experience to relate 

to students in the classroom and online and 

to develop training products that are directly 

applicable to the current challenges students face. 

Many faculty members join DAU following highimpact careers in the military, defense industry, 

and civil service because they are seeking an 

opportunity to share their experiences, to truly 

make a difference in the lives of the members of 

the Defense Acquisition Workforce, and to support 

the vitally important mission of DoD.

DAU staff members provide the support necessary 

to keep the university running efficiently, 

including operating and maintaining the 

university’s automation networks and providing 

audio, video, and telecommunications in support 

of classes and DAU/acquisition events. DAU 

staff also provides services in the areas of public 

affairs, protocol, administration and logistics, 

publications management and graphic design, 

academic support, and information systems 

support to all of DAU. The university’s staff 

is highly skilled in the support it provides the 

university and is essential to ensuring each 

student receives a positive experience at DAU.

Our Facilities

DAU facilities reflect the university’s 

commitment to providing an integrated, 

interactive learning environment. The university 

has seen unprecedented growth in the number of 

acquisition students it serves, and, in response, 

DAU has increased its number of classrooms 

and support infrastructure. The university’s 

capabilities include the following:

» Almost 100 classrooms located throughout the 

university’s regions and college campuses

» More than 175 breakout rooms that can be used 

for small group discussions during classes

» More than 2,200 laptops available for 

classrooms, providing each student a computer

» Multiple TelePresence sites, allowing professors 

to connect remotely to classes and students

» A 400-seat main conference center

» Numerous small conference rooms, seating 25 to 

100 people each
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Dr. James McMichael

Vice President

Mr. Joseph Johnson 

Chief of Staff 

Mr. Richard 

Hoeferkamp

Pentagon Liaison

Mr. Mark Whiteside

Director, Performance and 

Resource Management

RADM Lenn Vincent, 

USN (Ret.)

Industry Chair

Mr. Mark Lumb

Dean, South Region

Dr. Kevin R. Carman 

Dean, West Region

Dr. Kurt Stonerock 

Dean, College of Contract 

Management

Mr. Travis Stewart

Dean, Midwest Region

Dr. Roy Wood

Dean, Defense Systems 

Management College

Mr. Scott Ilg 

Dean, Mid-Atlantic Region (Acting)

Mr. Tim Hamm 

Director, Information Technology/

Chief Information Officer

Mr. Tim Shannon

Director, Learning Capabilities 

Integration Center

Mr. Leo Filipowicz

Director, Operations Support 

Group

Ms. Meg Hogan-Roy 

Director, Human Resources 

Ms. Clothilda Taylor

Acting Director, Human Capital 

Initiatives

Dr. Chris Hardy

Director, Strategic Planning and 

Learning Analytics

Mr. Timothy Wray 

General Counsel

Ms. Joanne Schoonover 

Dean, Capital and Northeast 

Region

Mr. Robert Daugherty 

4th Estate DACM

Mr. John Higbee

Director, Mission Assistance and 

Knowledge Repository

DAU Leadership

Mr. James P. Woolsey

President
17

DAU Board 

of Visitors

Since its inception as an 

academic institution, DAU has 

received guidance from the DAU 

Board of Visitors. The Board of 

Visitors consists of individuals 

selected for their preeminence 

in academia, business, and 

industry. The members advise 

the Under Secretary of Defense 

for Acquisition, Technology, 

and Logistics and the DAU 

president on matters such as 

the university’s organizational 

management, curricula, methods 

of instruction, and facilities. All 

Board of Visitors members, past 

and present, have been invaluable 

to the foresight, planning, and 

progress of DAU as an institution.

Mr. Curtis Gray

Senior VP, Human Resources, 

BAE SYSTEMS

GEN William G.T. 

Tuttle, Jr., USA (Ret.) 

Chairperson

Mr. Bob Mosher 

Chief Learning Evangelist, 

APPLY Synergies

*Board Candidate

Mr. Christopher 

Raymond

VP for Business Development 

and Strategy, Boeing Defense, 

Space and Security

Gen. Ronald W. Yates,

USAF (Ret.)

Consultant

LTG William Phillips, 

USA (Ret.)

Consultant

*Board Candidate

Mr. E. J. "Gene" 

Fraser

VP for Programs, Quality 

and Engineering, Northrup 

Grumman Corporation

*Board Candidate

Brig. Gen. Michael 

Brogan, USMC (Ret.) 

Senior Vice President,

ManTech International Corporation

Dr. Allison Rossett 

Professor Emerita, San Diego 

State University 

*Board Candidate

Mr. Louis Kratz 

VP and Managing Director, 

Logistics and Sustainment, 

Lockheed Martin Corporation

*Board Candidate

Maj. Gen. Erv Lessel, 

USAF (Ret.)

Director,

Deloitte Consulting

VADM Walter B. 

Massenburg, USN 

(Ret.)

Senior Director, Mission 

Assurance Business Execution,

Raytheon Integrated Defense 

Systems
18

The DAU West Region is the primary acquisition 

learning location for 30,013 Defense Acquisition 

Workforce professionals in the Pacific Rim. The 

headquarters of DAU West Region is strategically 

located in San Diego to support a large contingent 

of the Defense Acquisition Workforce. From an 

ideal location on the Pacific Rim, San Diego is 

the anchor for a region poised for success in an 

era of growing needs for acquisition learning. 

The region also has satellite locations in Hill Air 

Force Base, UT; Los Angeles, CA; Port Hueneme, 

CA; and Pearl Harbor, HI.

The region’s primary customers are Air Force 

Space and Missile Center; Space and Naval 

Warfare Center; Nuclear Warfare Center; AF 

Air Logistics Center (Hill AFB); Navy Facilities 

Engineering Command; AF Space Command; and 

various other acquisition-centric organizations.

DAU has numerous partnerships with colleges 

and organizations in the DAU West Region. A list 

of all DAU partnerships can be found at www.dau.mil/

aboutDAU/Lists/StrategicPartnership/itemdv.aspx.

LOCATIONS

DAU West Region

San Diego, CA

33000 Nixie Way, Bldg. 50, Suite 345

San Diego, CA 92147-5117

619-524-4814, DSN 524

Fax: 619-524-4794

Training Centers:

Hill Air Force Base, UT

6022 Fir Avenue, Bldg. 1238

Hill AFB, UT 84056

801-775-3518

Los Angeles, CA

222 N. Sepulveda Boulevard

Suite 1220

El Segundo, CA 90245-5659

310-606-5914

Port Hueneme, CA

3502 Goodspeed Street

Bldg. 1444, Suite 5

Port Hueneme, CA 93043-4425

805-982-2151, DSN 551

Fax: 805-982-4843

Pearl Harbor, HI

Ford Island 

Bldg. 39, Room 106

239 Lexington Boulevard

Pearl Harbor, HI 96860

808-472-1937

DAU West Region

www.dau.mil/Locations/default.aspx
19

San Diego, California 

HAVE QUESTIONS? CONTACT dauwest@dau.mil
20

The DAU Midwest Region campus is located in 

Kettering, OH, just south of Wright-Patterson 

Air Force Base near the city of Dayton. There 

are three satellite campuses within the region, 

located in Columbus, OH; Rock Island, IL; and 

Sterling Heights, MI. The region supports the 

training needs of 21,307 workforce members.

The DAU Midwest Region faculty and staff 

members focus on teaching, research, and mission 

assistance (targeted training, consulting, and 

partnering with agencies). Their agenda includes 

working with organizations within the region and 

staying current on major issues and needs of the 

Defense Acquisition Workforce.

Highly knowledgeable and experienced faculty 

members teach resident Defense Acquisition 

Workforce Improvement Act certification classes 

in various functional disciplines at the Kettering 

and satellite campuses, as needed at DAU regional 

campuses nationwide, and at customer sites 

across the United States and worldwide when 

required. The region’s faculty support distance 

learning courses taught over the Internet.

Responsible for mission assistance (consulting 

and other noncertification training) for the 

Defense Acquisition Workforce within the entire 

U.S. Midwest area, the DAU Midwest Region 

serves multiple Department of Defense and 

other federal organizations. DAU has numerous 

partnerships with colleges and organizations 

in the DAU Midwest Region. A list of all DAU 

partnerships can be found at www.dau.mil/aboutDAU/Lists/

StrategicPartnership/itemdv.aspx.

LOCATIONS

DAU Midwest Region

Kettering, OH

3100 Research Boulevard 

Pod 3, 3rd Floor

Kettering, OH 45420

937-781-1025

Fax: 937-781-1026

Training Centers:

Columbus, OH

Bldg. 11, Section 6

3990 E. Broad Street

Columbus, OH 43216

614-692-1559, DSN 850

Fax: 614-692-1552

Sterling Heights, MI 

38219 Mound Road, 2nd Floor

Sterling Heights, MI 48310

586-276-2167

Fax: 586-276-0069

Rock Island, IL

Bldg. 56, 2nd Floor, Room 222

1 Rock Island Arsenal

Rock Island, IL 61299-7640

309-782-0454, DSN 793

Fax: 309-782-0518

DAU Midwest Region

www.dau.mil/Locations/default.aspx
21

Kettering, Ohio

HAVE QUESTIONS? CONTACT daumidwest@dau.mil
22

With its headquarters in Huntsville, AL, DAU 

South Region supports the goals and objectives 

of 35,114 Defense Acquisition Workforce 

members by providing products and services 

to the acquisition community. The faculty and 

staff members of the DAU South Region provide 

teaching, research, and mission assistance 

(targeted training, consulting, and partnering 

with agencies). They focus on working with their 

customers and staying current on major issues 

and needs of the acquisition workforce throughout 

the region.

The South Region main campus is a 

68,000-square-foot state-of-the-art teaching 

facility opened in Huntsville in 2010. DAU 

South can accommodate diverse student needs, 

providing classrooms furnished to enhance the 

overall learning experience and with extensive 

e-learning capabilities. The building also offers 

a fitness center, convenient parking, access 

to nearby shopping, a wide variety of dining 

facilities, and hotel accommodations.

In addition to the Huntsville campus, satellite 

facilities at Eglin Air Force Base, FL, and Warner 

Robins, GA, provide teaching and mission-support 

activities to the region’s acquisition community.

DAU has numerous partnerships with colleges 

and organizations in the South Region. A list of 

all DAU partnerships can be found at www.dau.mil/

aboutDAU/Lists/StrategicPartnership/itemdv.aspx.

LOCATIONS

DAU South Region

Huntsville, AL

7115 Old Madison Pike 

Huntsville, AL 35806

256-922-8020

Fax: 256-922-1077

Training Centers:

Eglin AFB, FL

Defense Acquisition University

96 FSS/FSDE (Bldg. 871)

108 N. McCarthy Avenue

Eglin AFB, FL 32542

850-882-8785

Fax: 850-882-6384

Warner Robins, GA

Defense Acquisition University

80 Cohen Walker Drive 

Bldgs. C and H

Warner Robins, GA 31088

478-218-3224

Fax: 478-988-6829

DAU South Region

www.dau.mil/Locations/default.aspx
23

Huntsville, Alabama

HAVE QUESTIONS? CONTACT dausouth@dau.mil
24

The DAU Mid-Atlantic Region headquarters is 

strategically located in the town of California, 

MD, just 7 miles from the Patuxent River 

Naval Air Station. The headquarters offers a 

state-of-the-art training facility that includes 

a telepresence capability. The site has ample 

parking, a fitness center, and convenient access 

to nearby hotel accommodations, shopping, and 

dining. The Mid-Atlantic Region also has three 

additional training centers, which are located in 

Chester, VA; Norfolk, VA; and Sembach-Heuberg, 

Germany.

The faculty and staff of the Mid-Atlantic Region 

serve a Defense Acquisition Workforce of 

approximately 29,000 members, and concentrate 

their efforts on teaching, research, and mission 

assistance (targeted training, consulting, and 

partnering with agencies). The region’s faculty 

members also have extensive knowledge and 

background in acquisition, which allows them 

to draw upon real-world experiences to relate 

to students in the classroom, across various 

functional disciplines. 

The region’s largest customers are Naval Air 

Systems Command, the Defense Commissary 

Agency, Defense Logistics Agency, Defense 

Contract Management Agency, Langley Air 

Force Base, U.S. Army Training and Doctrine 

Command, Space and Naval Warfare Systems 

Command, U.S. Army Europe, U.S. Air Forces in 

Europe, and the Naval Surface Warfare Center 

Dahlgren.

DAU has numerous partnerships with colleges 

and organizations in the DAU Mid-Atlantic 

Region. A list of all DAU partnerships can be 

found at www.dau.mil/aboutDAU/Lists/StrategicPartnership/itemdv.

aspx.

LOCATIONS

DAU Mid-Atlantic Region

California, MD

23330 Cottonwood Parkway

Suite 200

California, MD 20619

240-895-7344

Fax: 240-895-7333

Chester, VA

3600 Festival Park Plaza

Chester, VA 23831

804-425-2946

Fax: 804-425-2947

Norfolk, VA

1968 Gilbert Street, Suite 660

Norfolk, VA 23511

757-443-2350, DSN 564

Fax: 757-443-2343 

Sembach-Heuberg, Germany

Defense Acquisition University

Bldg. 213

Sembach Kaserne

Sembach Heuberg, Germany 67681

240-577-0979

DAU Mid-Atlantic Region

www.dau.mil/Locations/default.aspx
25

California, Maryland

HAVE QUESTIONS? CONTACT daumidatlantic@dau.mil
26

The DAU Capital and Northeast Region provides 

acquisition training and mission assistance 

services to customers both internationally and 

regionally. The region serves the needs of 37,846 

Defense Acquisition Workforce members.

The regional area covers the states of Maine, 

Vermont, New Hampshire, Connecticut, 

Massachusetts, Rhode Island, New York, 

Pennsylvania, New Jersey, Delaware, most of 

Maryland (excluding the Patuxent River Naval 

Air Station), and in Virginia from the Richmond 

area north, including the national capital area and 

the District of Columbia. Due to its location in the 

national capital area, the region has a multitude 

of key customers, including the Army, Navy, Air 

Force, Marines, and defense agencies, along with 

numerous federal agencies.

The DAU Capital and Northeast Region's main 

campus is at Fort Belvoir, VA. The post provides 

a full array of services, including a commissary, 

post exchange, library, and fitness facility. Student 

parking is conveniently located nearby. The area 

surrounding the post offers a wide variety of 

dining establishments and hotel accommodations.

DAU has numerous partnerships with colleges 

and organizations in the DAU Capital and 

Northeast Region. A list of all DAU partnerships 

can be found at www.dau.mil/aboutDAU/Lists/

StrategicPartnerships/itemdv.aspx.

PRIMARY LOCATI ONS

DAU Capital and Northeast Region

Fort Belvoir, VA

9820 Belvoir Road

Fort Belvoir, VA 22060-5565

703-805-2764, DSN 655

Fax: 703-805-2877

Operational Status: Call 1-800-845-7606, 

Option 1

Aberdeen Proving Ground

6175 Guardian Gateway, Suite S

Aberdeen Proving Ground, MD 21005

Director’s Office: 410-272-9470

Coordinator’s Office: 410-272-9471

Fax: 410-272-9479

Operational Status: 410-278-SNOW (7669)

University of Mary Washington

121 University Boulevard, Building 121

Fredericksburg, VA 22406

Coordinator’s Office: 540-286-8056

Fax: 540-286-8150

Operational Status: 540-654-2424

Hanscom Education and 

Training Center

29 Chennault Street, Bldg. 1728

Hanscom AFB, MA 01731

781-377-3583

Fax: 781-377-8577

Defense Supply Center—Philadelphia

700 Robbins Avenue, Bldg. 5

Philadelphia, PA 19111-5092

215-737-0409

DAU Capital and 

Northeast Region

www.dau.mil/Locations/default.aspx
27

Fort Belvoir, Virginia

HAVE QUESTIONS? CONTACT daucne@dau.mil
28

Colocated with DAU Headquarters at Fort Belvoir, 

VA, the Defense Systems Management College 

(DSMC) is chartered to provide executive-level, 

international acquisition management and 

requirements management training, consulting, 

and research. DAU’s Leadership Learning Center 

of Excellence is an integral part of DSMC.

A core faculty of former DoD and industry 

program managers and other senior acquisition 

practitioners manages a dynamic curriculum and 

mentors course participants both during and after 

their DSMC residency. Executive-level courses 

are tailored to the responsibilities and needs of 

senior leaders in the DoD and other organizations. 

Requirements management courses meet the 

congressionally mandated certification training 

for operational leaders who identify and establish 

warfighting capability needs for DoD. International offerings include courses and seminars that 

promote excellence in structuring, negotiating, 

and executing international programs. The Leadership Learning Center of Excellence provides a 

portfolio of leadership courses for Defense Acquisition Workforce leaders and manages DAU’s 

Executive Coaching program.

LOCATION

DSMC Fort Belvoir, VA

9820 Belvoir Road

Fort Belvoir, VA 22060-5565

703-805-2436, DSN 655

Fax: 703-805-3201

Defense Systems 

Management College 

www.dau.mil/Locations/default.aspx
29

Fort Belvoir, Virginia

HAVE QUESTIONS? CONTACT dsmcspm@dau.mil
30

The College of Contract Management (CCM) is 

colocated with Defense Contract Management 

Agency (DCMA) headquarters at Fort Lee, VA. 

The CCM is chartered to ensure well-trained 

faculty, well-designed curricula, and a costeffective methodology to provide the training 

necessary to enhance the skills of the workforce 

within DCMA.

Courses and online learning assets will continue 

to be fielded throughout fiscal year 2015. Curricula 

will focus on contract management functional 

areas such as contract administration, pricing, 

quality assurance, industrial manufacturing, 

earned value management, software engineering, 

engineering technical support to pricing, and 

aircraft operations. 

The CCM will support DCMA’s provision of 

customer-focused contract administration 

services, which offer acquisition insight and 

engagement to enable the Defense Acquisition 

Workforce to produce the right product or service 

(quality) at the right time (delivery) and the 

right price (value). To this end, CCM’s curricula 

will focus on delivering both formal training on 

contract management competencies needed for 

DCMA functional personnel to carry out their 

jobs and informal learning assets providing 

on-demand performance support.

CCM training will be in addition to and in 

alignment with other training under the Defense 

Acquisition Workforce Improvement Act that 

DCMA functional personnel will continue to 

receive. Portions of the CCM curricula also will 

be of benefit to non-DCMA personnel performing 

contract management functions.

LOCATION

College of Contract Management

3901 A Avenue

Building 10500

Fort Lee, VA 23801-1809

804-734-0803, DSN 687

Fax: 804-734-0687

College of Contract 

Management

www.dau.mil/Locations/default.aspx
31

Fort Lee, Virginia

HAVE QUESTIONS? CONTACT dauccm@dau.mil
32

Training and Continuous Learning Courses

Mission Assistance

Knowledge Sharing 

Other Services

Section 2: DAU's 

Learning Assets

32
33
34

As the Defense Acquisition Workforce’s premier 

learning and development center, DAU aligns 

its certification training with the specific career 

field requirements as outlined by the various 

acquisition career field functional leaders. In 

addition, the university has taken innovative 

measures to ensure that learning and acquisition 

support are available beyond certification, 

creating a global learning environment at the 

point of need. All DAU's services, individually and 

in combination, support the workforce throughout 

a professional’s career, from entry level to senior 

leadership. The overview that follows summarizes 

DAU’s numerous services.

Training and Continuous 

Learning Courses

Training. DAU delivers training courses in 

support of the Defense Acquisition Workforce 

Improvement Act (DAWIA) requirements, 

allowing a member of the Defense Acquisition 

Workforce to be certified at Levels I, II, or III. 

The directors of acquisition career management 

(DACMs) for the Services and DoD agencies 

manage attendance at these courses. Normally, 

the DACMs give priority to Defense Acquisition 

Workforce members who are pursuing 

certification in an acquisition career field. For 

updates to these course descriptions during the 

training year, consult the online version of the 

catalog at http://icatalog.dau.mil/.

Continuous Learning. DAU also delivers online 

learning assets designed to help members of 

the Defense Acquisition Workforce continue to 

learn about vital acquisition topics for personal 

awareness. The DAU Continuous Learning 

Center (CLC) provides those continuous 

learning modules. Easy-to-use online modules 

sponsored by Harvard ManageMentor 10 

provide information on topics fundamental to 

managerial success. These topics range from 

running an effective meeting or managing a 

project to negotiating skills. Information on these 

opportunities is available at www.dau.mil/clc. DAU 

continually develops and adds new offerings to the 

CLC site. To see what’s new, check the CLC Web 

site frequently.

Targeted/Tailored Team Training is offered 

on demand. Our faculty meets with leadership 

from an acquisition organization to determine 

specific or unique training needs. Courses focus 

on particular acquisition-related topics and 

are delivered onsite. See Appendix C for a list of 

courses. These courses also can be tailored to an 

organization’s requirements.

Rapid Deployment Training provides quick 

notification and training by posting new policy 

training materials online within hours of policy 

release, then sending DAU training teams to major 

acquisition field organizations. Rapid deployment 

training has included DoD 5000-series changes, 

life-cycle support policy (including creation of 

the program support manager), and Better Buying 

Power initiatives.

Mission Assistance

Today’s acquisition environment is complex 

and presents many challenges in business, 

technical, and management areas. Shrinking DoD 

budgets are creating extraordinary pressures on 

acquisition organizations and their teams. DAU 

Mission Assistance provides direct support to 

acquisition organizations and teams in meeting 

these challenges. The collective acquisition 

experience and knowledge of our faculty across 

DoD acquisition disciplines is available to 

help with your programs. This assistance is 

offered through consulting services, acquisition 

workshops, customized team-training events, and 

leadership development programs. We also offer 

rapid deployment training to provide immediate 

training resources on new acquisition policies. 

Consulting Services are provided by our 

seasoned faculty and staff on either a long- or 

short-term basis. Consulting and facilitation 

services are offered in many areas, such as 

strategic planning, acquisition strategy, milestone 

preparation, collaborative problem solving, and 

organizational assessments.

MDAP/MAIS Mission Assistance. Major 

defense acquisition programs (MDAPs) and major 

automated information systems (MAISs) face 

many challenges throughout their life cycle. An 

experienced “thinking partner” can help reconcile 

a wide range of challenges, from leadership to 

DAU’s Learning Assets
35

programmatic, and has proven invaluable for 

many program managers (PMs) and program 

management offices (PMOs).

Collaborative Problem-Solving events, 

facilitated by DAU faculty, provide opportunities 

for group deliberation and decisionmaking. 

Teams use networked computers to share 

information, brainstorm, develop plans, examine 

alternatives, and address complex problems. This 

support is available at all DAU locations.

Program Workshops help program office teams 

navigate through critical stages of a program’s

life cycle.

» Acquisition Program Transition Workshops 

(APTW) help acquisition teams smoothly 

transition from one acquisition life-cycle phase 

to the next one via a well-executed milestone 

preparation and review process. They 

address the importance of quickly establishing 

effective working relationships and task 

priorities between government and industry 

program offices. 

» Service Acquisition Workshops are just-intime workshops designed to facilitate 

specific requirements. Using a seven-step 

process, DAU faculty members facilitate 

hands-on training for acquisition teams 

to develop and execute performance-based 

Service requirements in their specific domains.

Leadership Development Courses include 

Leading in the Acquisition Environment, 

Integrated Acquisition for Decision Makers, and 

Forging Stakeholder Relationships. Descriptions 

are available online at icatalog.dau.mil.

Defense Acquisition Executive Overview 

Workshops provides general/flag officers and 

members of the Senior Executive Service an 

executive-level understanding of the defense 

acquisition system and supporting processes. 

Workshop content is tailored to the needs of the 

executive, conducted on demand, and delivered in 

a one-on-one, desk-side session.

Executive Coaching offers one-on-one support 

for acquisition executives with an experienced 

executive coach who serves as a mentor and 

sounding board on current activities and future 

objectives.

For more information on DAU Mission Assistance 

offerings and points of contact, visit dau.mil/ma.

Knowledge Sharing

Knowledge sharing—achieved by blending people, 

processes, and information technology—improves 

organizational performance through increased 

efficiency, effectiveness, and innovation. 

Leveraging advanced portal and collaboration 

technologies, DAU supports Defense Acquisition 

Workforce members’ informal learning and job 

performance. Online resources and interactive 

venues facilitate the sharing of documented 

knowledge, experiences, and lessons learned 

among individuals and organizations. DAU’s 

primary components of knowledge sharing 

are the AT&L (Acquisition, Technology, and 

Logistics) Knowledge Management System 

(AKMS)—composed of the Defense Acquisition 

Portal (DAP), the Acquisition Community 

Connection (ACC), the DoD Acquisition Proven 

Practices & Lessons Learned (ACQ P2L2

), Ask 

A Professor (AAP), and the DoD Acquisition 

Encyclopedia (ACQuipedia)—as well as the DAU 

Knowledge Repository and Acker Archives. Users 

can view short videos and get additional details 

on all elements of the AKMS at https://acc.dau.mil/at&lkm.

Defense Acquisition Portal (DAP)

The DAP is the central repository for acquisition 

policy and reference materials. It focuses on 

“Big A” processes—describing all phases of 

the acquisition process, from requirements 

generation and budget development through 

overall management of the acquisition process.

Using the DAP, the acquisition professional 

can quickly access necessary information 

to accomplish specific tasks directly related 

to program and project support. The DAP is 

organized as a series of pages under tabbed labels, 

making it easy for the user to locate information. 

The DAP provides the Defense Acquisition 

Workforce with information on and links to

the following:

» Better Buying Power Initiative Gateway 

(http://bbp.dau.mil/)

» Acquisition Proven Practices and Lessons 

Learned—A consolidation of proven practices 

and lessons learned including the BBP Shouldcost repository (https://dap.dau.mil/apl)

» Defense acquisition policy and regulations

» Defense Acquisition Guidebook 

(https://dag.dau.mil)

» Milestone Document Identification tool 

(https://dap.dau.mil/mdid)

» Federal Acquisition Regulation (FAR), Defense 

Federal Acquisition Regulation Supplement, and 

other FAR supplements

» Education and professional development

» Career management and DoD human capital 

initiatives

» Community areas
36

» Overview of industry’s role in DoD processes

» Special topic and functional “Gateways”

» News, publications, and events

» Ask A Professor site (https://dap.dau.mil/aap)

» DAU Video Stream library 

(https://dap.dau.mil/daustream)

» Application “smart” page of DAU quick-links to 

acquisition Web sites, education/training, job 

aides, guides, and other resources 

(https://dap.dau.mil/smart)

» Service Acquisition Mall and Acquisition 

Requirements Roadmap Tool (http://sam.dau.mil)

» ACQuipedia site 

(https://dap.dau.mil/acquipedia)

» Glossaries and acronyms

Users can access information and sites directly 

using the URLs provided or through the DAP at 

https://dap.dau.mil.

Acquisition Community Connection 

(ACC)

The ACC is an online forum that includes 

communities of practice and collaborative 

workspaces centered on acquisition-specific 

topics. ACC is available to the Defense 

Acquisition Workforce 24/7 to collaborate, 

share, and connect with one another in an 

online environment. Community members 

are able to interact and share lessons learned 

and experiences to support job performance, 

avoid the duplication of effort, and advance the 

connection of people and ideas.

Communities play a central role in helping the 

workforce stay connected to expertise and in 

providing the tools, resources, and connections 

that help people improve performance. Users can 

access the ACC at https://acc.dau.mil or through their 

DAU single sign-on capability.

Performance Support Tools

Performance support tools fill the gaps between 

formal courses and on-the-job learning. These 

tools assist you by enhancing online certification 

courses, continuous learning modules, and 

knowledge sharing opportunities by providing 

job support at the point of need and enabling 

you to "learn by doing." These tools include the 

Program Manager's e-Tool Kit and the Acquisition 

Requirements Roadmap Tool (ARRT) These and 

DAU’s Learning Assets
37

other tools can be accessed at https://acc.dau.mil then 

clicking on "Guidebooks and Tools."

ACQuipedia

ACQuipedia is an online encyclopedia of common 

defense acquisition topics and was developed as 

a collaborative project to create content around 

acquisition-related topics. ACQuipedia provides 

the Defense Acquisition Workforce with quick 

access to information in a succinct and digestible 

format. Article content aggregates the most 

relevant references and learning assets to focus 

users and quickly provide high-value content.

Each topic is identified as an article, and each 

article contains a definition, a brief narrative that 

provides context, and links to the most pertinent 

policy, guidance, tools, practices, and training 

on the subject. ACQuipedia articles support the 

DoD Integrated Product Support Implementation 

Roadmap, community-of-practice libraries, and 

course material, as well as the PM e-Tool Kit 

and other performance learning tools. Users can 

access ACQuipedia at https://dap.dau.mil/acquipedia.

Program Managers e-Tool Kit

The Web version of the popular Program 

Managers e-Tool Kit is easy to update with the 

latest information; key text and diagrams link 

directly to cited policy, related communities 

of practice, and comprehensive ACQuipedia 

articles. Visitors to the e-Tool Kit will find a 

table of contents listing all information in the 

handbook, and clicking on a topic will send them 

directly to that page in the handbook. Table of 

contents topics are available in the left-hand 

menu, and clearly labeled navigation buttons 

allow users to view each individual page in 

the handbook. Users can access the Program 

Managers e-Tool Kit at https://pmtoolkit.dau.mil.

DAU Video Stream's iTunes University, 

and YouTube

The DAU video library provides access to videos 

on a variety of topics for all Defense Acquisition 

Workforce career fields, and the university 

continues to add new videos. The DAU Video 

Stream is merged with iTunes, making DAU the 

first corporate university to appear on Apple’s 

iTunes University, and it provides users with 

video access from their mobile devices. All 

content is free to the public. The videos are 

available at https://deimos.apple.com/WebObjects/Core.woa/

Browse/dau.mil or open iTunes, click on the iTunes 

Store link, select the Universities & Colleges 

link, and look for Defense Acquisition University. 

And iTunesU Media can be accessed via iTunesenabled mobile devices such as the iPhone, 

iTouch, or iPad. DAU also is leveraging You Tube's 

extensive reach to promote its learning assets and 

to spread awareness of Defense acquisition.

Users can access the DAU video stream at https://

dap.dau.mil/daustream. 

DAU Knowledge Repository

and Acker Archives

The DAU Knowledge Repository and Acker 

Archives (KR & AA) is positioning itself to 

reach beyond the DAU community and support 

the greater Defense Acquisition Workforce. It 

will provide products, via physical and virtual 

environments, and exceptional user-oriented 

service to facilitate a Defense Acquisition 

Workforce that is fully knowledge-enabled by 

the focused power of information and enhanced 

in its ability to agilely support the warfighter’s 

capability needs, both now and in the future. As a 

result, the current KR & AA Web site, www.dau.mil/

pubscats/Pages/Acker%20Library.aspx, is in transition

and will be optimizing its resources to support 

the workforce. 

The Acker Archives provides access to historical 

DAU and other uniquely relevant materials that 

are deemed pertinent in the history of Defense 

acquisition. Digitization efforts are underway to 

provide online access to these materials. Archival 

assistance (working with the requestor to identify 

and provide requested materials) is available via 

appointment with the KR & AA staff. The KR & 

AA physical collection is located in Building 270 

at DAU Fort Belvoir. Interlibrary loans through 

the Online Computer Library Center are obtained 

for items not available in the collection. 

Other Services

Strategic Partnerships

DAU has established strategic partnerships with 

universities and colleges so Defense Acquisition 

Workforce members can apply DAU coursework 

toward college and university degrees and 

certificates. While each partnership is unique 

in what it offers, the objective of the partnership 

program is to provide workforce members 

with opportunities to maximize academic 

accomplishments by receiving credit for DAU 

courses toward a graduate, undergraduate, or 

certificate program offered by a strategic partner.
38

For help in finding a program that suits individual 

needs, prospective students can visit the DAU 

Strategic Partnership page at the DAU Web site 

(www.dau.mil/aboutDAU/Lists/StrategicPartnership/itemdv.aspx). 

Various colleges and universities with which DAU 

has current partnership agreements are listed 

on that page. To view specific information on 

the various partnership benefits offered by each 

school, simply click the school’s name to be linked 

to a corresponding landing page. Landing pages 

will provide additional information on degree and 

certificate programs, including a point of contact 

at the school and application directions.

The Strategic Partnership page also contains 

a link to the Excelerate program. This unique 

partnership with select schools allows DAU 

students who have achieved Level II and Level 

III Defense Acquisition Workforce Improvement 

Act (DAWIA) certification to apply these 

credits toward bachelor’s and master’s degrees 

and certificates. For a current list of partners 

participating in the Excelerate program, go to 

www.dau.mil/AboutDAU/pages/excelerate.aspx.

Equivalency Program

DAU has partnered with other education and 

training providers that offer courses, programs 

of instruction, or assessment processes that are 

substantially similar to the learning outcomes 

addressed in specific DAU courses. Equivalency 

courses can be used in lieu of a DAU course when 

seeking certification in an acquisition career field.

For current and potential providers of equivalency 

courses, go to http://icatalog.dau.mil/appg.aspx.

Senior Service College Fellowship

The Senior Service College Fellowship (SSCF) 

program at DAU conducts offerings in Huntsville, 

AL; Warren, MI; and Aberdeen Proving Ground, 

MD. This 10-month, in-residence, leadership 

education program is a partnership between the 

Army and DAU designed to provide senior-level 

civilians equivalent training to their military 

counterparts in preparation for senior-level 

leadership responsibilities.

Target Attendees: Civilians at the GS-14 or -15 

level (or equivalent pay band) in all acquisition 

career fields who are members of the Army 

Acquisition Corps and seek to develop and apply 

leadership skills and competencies.

Prerequisite(s): Level III certification in a 

primary acquisition career field; commander’s 

letter of endorsement. Participants in this 

program are selected by a central selection board 

convened annually by the Army Acquisition 

Corps in Washington, DC. Upon completion of 

the program, participants will receive credit by 

the Army for Senior Service College equivalent 

to its Army War College (Military Education 

Level-1) attendance and credit for the Program 

Manager’s Course (PMT 401). This program also 

offers the opportunity to secure a master’s degree 

in leadership.

The program contains the following core 

areas: leadership, mentoring, and research. 

The program offers nationally recognized 

speakers, university courses, a national security 

module, PMT 401, battlefield and Unified 

Combatant Command tours, and a number of 

DAU classes related to leadership. The SSCF 

program assistance is centrally funded by the 

U.S. Army Acquisition Support Center. The 

program is intense and provides time to think 

and reflect without the distractions of the typical 

government workplace.

Center for Defense Acquisition Research

The DAU Center for Defense Acquisition 

Research supports the Defense Acquisition, 

Technology, and Logistics (AT&L) community by 

focusing research on the acquisition of defenserelated materiel and services. The Center helps 

bring analytical research and insight to bear on 

critical issues that affect policies, processes, and 

the workforce. These issues have been identified 

by the leaders of the entire AT&L community, 

across government, industry, and academia. The 

Center coordinates investigations performed by 

a wide range of researchers: DAU faculty, staff, 

and students; federally funded research and 

development centers; think tanks; academia; and 

members of the wider acquisition community, 

in both government and industry, whether in the 

United States or abroad.

DAU’s Learning Assets
39

Learn more about research products and 

participate in the creation of new knowledge at 

https://acc.dau.mil/research or contact research@dau.mil.

Periodicals

In an effort to maximize resources, the Defense 

AT&L magazine and the Defense Acquisition 

Research Journal (ARJ) are now available to 

individual subscribers only online.

For the latest issue of Defense AT&L or to obtain a 

free subscription to Defense AT&L magazine and/

or the Defense Acquisition Research Journal, go 

to www.dau.mil/pubscats/Pages/DefenseAtl.aspx. For the latest 

issue of Defense ARJ, go to http://www.dau.mil/publications/

DefenseARJ/default.aspx .

To be alerted by email when the new issue of 

either publication is available, sign up for the DAU 

LISTSERV by sending an email to datlonline@

dau.mil and/or darjonline@dau.mil with “Add to 

LISTSERVE” in the subject line.

Publications

The DAU Press offers a wide range of publications 

to the Defense Acquisition Workforce. Current 

publications can be viewed at http://www.dau.mil/

Publications/default.aspx.

Printed copies of Defense AT&L and Defense ARJ 

are available only to organizations and technical 

libraries, while supplies last. Requests should be 

sent to DAU, ATTN: Publications, 9820 Belvoir 

Road, Suite 3, Fort Belvoir, VA 22060-5565; call 

703-805-4923; or fax requests to 703-805-3726.
Functional Leaders 

Acquisition and Program Management 

Functional Community 

International Acquisition Functional 

Community

Auditing Functional Community

Business Functional Communities

Contracting, Purchasing, and Industrial/

Contract Property Management Functional 

Communities

 

Engineering and Technical Management 

Functional Communities

Facilities Engineering Functional Community 

Information Technology Functional 

Community 

Life Cycle Logistics Functional Community

Science and Technology Functional 

Community 

Test and Evaluation Functional Community

Defense Contract Management Community

Earned Value Management Functional 

Community

Small Business Functional Community 

Services Acquisition Functional Community 

Section 3: The Defense 

Acquisition Workforce 

Communities and Programs

40
The certification standards published 

in this Catalog are in effect as of 

October 1, 2014. Updates are posted in 

the DAU iCatalog at www.icatalog.dau.mil

as they occur. Check the iCatalog for 

current information on certification 

standards and courses. 

41
p. 42

Functional Leaders

The functional leaders are senior leaders who 

specialize in a functional area of acquisition, 

technology, and logistics. Requirements for 

career fields may change as a result of new 

technologies, mission requirements, or Service 

member needs, and it is the job of the functional 

leaders to ensure that their respective career 

fields maintain relevance. Functional leaders 

are involved in chairing integrated product 

teams (IPTs) to address career development 

issues and identify training, education, and 

experience requirements.

The results from the IPTs help provide course 

relevance and direction of course content to 

curricula developers and course authors, as well 

as a rigorous, ongoing quality assessment of 

DAU course offerings.

An overview of each functional leader’s area 

of responsibility and the certification and core 

plus table for the functional area are provided 

on the following pages.
p. 43
p. 44

Section 3

44

Ms. Darlene J. 

Costello

Principal Deputy Assistant 

Secretary of Defense, 

Acquisition

Director, Acquisition and 

Program Management

Mr. Keith 

Webster

Director, International 

Cooperation, OUSD(AT&L)

Acquisition and Program Management 

Functional Community

Acquisition professionals in the Program Management career field are 

concerned with all of the functions of a program management office 

(PMO) or a program executive office (PEO). Program management 

professionals serve in a wide range of PMO and PEO positions to 

accomplish program objectives for the development, production, and 

sustainment of systems to meet the user’s operational needs. They 

may also serve in a number of support and management positions 

throughout the workforce. A program manager (PM) exercises 

authority and responsibility to accomplish program objectives 

for planning, organizing, staffing, controlling, and leading the 

combined efforts of acquisition personnel in the management of 

a defense acquisition program throughout the system’s life cycle. 

The fundamental responsibilities of the PM are to balance and be 

accountable for credible cost, schedule, and performance reporting; 

to interpret the DoD 5000 Series regulations and tailor procedures 

consistent with sound business practices and the risks associated with 

the product being acquired; and to ensure that high-quality, affordable, 

supportable, and effective defense systems are delivered to satisfy 

warfighter needs on or ahead of schedule and within budget.

International Acquisition Functional 

Community

International Acquisition is a career path created by the Under 

Secretary of Defense for Acquisition, Technology, and Logistics. 

International Acquisition establishes a formal career path across 

all applicable acquisition career fields. Formalizing the career path 

systematically with the personnel systems enables two important 

actions. First, specific billets can be subcoded as international 

acquisition positions requiring individuals possessing both core and 

international acquisition qualifications to fill the respective positions 

and receive the necessary training. Second, the existing personnel 

management infrastructure will record each Defense Acquisition 

Workforce member’s achievement toward this special qualification. 

This information ultimately will provide visibility to members of senior 

management, enabling them to identify and select internationally 

qualified persons to lead international programs. 

http://icatalog.dau.mil/
p. 45 45

Program Management Level I

Type of Assignment Representative Activities

» Weapon Systems

• Participates in an IPT delivering a weapon system, Command and Control (C2)/networkcentric system, or space system

• Performs financial and status reporting and basic logistic activities

• Supports pre-award contract activities and workload planning and scheduling

» Services Assists in acquisition planning, assessing risk (technical, cost, and schedule), and contract 

tracking and performance evaluation

» Business Management Systems/IT Participates in a business process IPT, fundamentals of enterprise integration, and outcomebased performance measures

» International Acquisition Participates in a variety of international-related programs/tasks, either cooperative or security 

assistance in nature

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training

• SYS 101 Fundamentals of Systems Planning, Research, Development, and Engineering

• CLB 007 Cost Analysis

• CLV 016 Introduction to Earned Value Management 

» Education Formal education not required for certification

» Experience 1 year of acquisition experience with cost, schedule, and performance responsibilities

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Weapon 

Systems Services Business 

Mgmt/IT

International 

Acquisition

ACQ 120 Fundamentals of International Acquisition (FIAC) 

ACQ 130 Fundamentals of Technology Security/Transfer (FTS/T) 

CLC 011 Contracting for the Rest of Us   

CLE 025 Information Assurance (IA)    

CLL 008 Designing for Supportability in DoD Systems  

CLL 011 Performance-Based Life-Cycle Product Support (PBL)  

CLM 017 Risk Management   

IRM 101 Basic Information Systems Acquisition   

LOG 101 Acquisition Logistics Fundamentals  

SAM 101 Basic Software Acquisition Management  

TST 102 Fundamentals of Test and Evaluation 

Education: Baccalaureate degree, preferably with a major in engineering, systems management, or business administration

Experience: 1 year of acquisition experience (in addition to core certification experience)

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: 

• Some continuous learning (CL) modules have been created by extracting lessons in their entirety from a training course. If this is the case for the CL module(s) identified in the above core certification standards, the course the CL module was extracted from is identified in the “Notes” section of the CL course 

description, and the course can be substituted to meet the certification standard. 
p. 46

Section 3

46

Program Management Level II 

Type of Assignment Representative Activities

» Weapon Systems

• Structures and guides systems engineering activities

• Establishes a risk/opportunity program; structures and conducts technical reviews

• Works with contracting personnel

• Maintains configuration control

• Leads IPTs in support of developing and delivering a weapon system, Command and Control 

(C2)/network-centric system, or space system

» Services

• Structures incentives tied to desired outcomes for service contracts, prepares plans for 

mitigating risks, provides contract tracking and oversight

• Performs most acquisition planning tasks as established in Attachment 1 to AT&L Services 

Memo of Oct. 2, 2006

» Business Management Systems/IT

Leads IPTs, identifies and manages enterprise-level business systems and issues, and applies 

performance measures within the acquisition community and program office context that 

directly impact systems under development

» International Acquisition

Participates in successful cooperative development, production partnership, or system modification/transfer during pre-system acquisition or system acquisition with allied and friendly 

nations, either cooperative or security assistance in nature.

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training • ACQ 202 Intermediate Systems Acquisition, Part A

• ACQ 203 Intermediate Systems Acquisition, Part B (R)

» Functional Training

• CON 121 Contract Planning

• CON 124 Contract Execution

• CON 127 Contract Management

• EVM 101 Fundamentals of Earned Value Management

• IRM 101 Basic Information Systems Acquisition

• PMT 251 Program Management Tools Course, Part 1

• PMT 257 Program Management Tools Course, Part 2

» Education Formal education not required for certification

» Experience 2 years in program management with cost, schedule, and performance responsibilities

Unique Position Training Standards2

» International Acquisition 

• ACQ 120 Fundamentals of International Acquisition (FIAC) 

• ACQ 130 Fundamentals of Technology Security/Transfer (FTS/T)

• ACQ 230 International Acquisition Integration (R)

Core Plus Development Guide3

(Desired training, education, and experience) Type of Assignment

Training Weapon 

Systems Services Business 

Mgmt/IT

International 

Acquisition

ACQ 315 Understanding Industry (Business Acumen) (R)    

BCF 215Operating and Support Cost Analysis (R)   

CLE 004Introduction to Lean Enterprise Concepts   

CLE 006 Enterprise Integration Overview 

CLE 022Program Manager Introduction to Anti-Tamper 

CLL 002Defense Logistics Agency Support to the PM  

CLL 006 Depot Maintenance Partnering  

CLM 025 Commercial-Off-The-Shelf (COTS) Acquisition for Program 

Managers 

  

CLM 031 Improved Statement of Work  

LOG 102 Fundamentals of System Sustainment Management  

PQM 101 Production, Quality, and Manufacturing Fundamentals  

Education: Master’s degree, preferably with a major in engineering, systems management, business administration, or a related field

Experience: 2 additional years acquisition experience, preferably in a systems program office or similar organization

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 Workforce members assigned to the positions listed in the Unique Position Training Standards section MUST meet these training standard(s) within 24 months of assignment. 

3

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 47 47
p. 48

Section 3

48

Program Management Level III

Type of Assignment Representative Activities

» Weapon Systems

• Leads and provides oversight of IPTs delivering a weapon system, Command and Control 

(C2)/network-centric system, or space system

• Leads tasks supporting pre-award contracts, financial management, risk management, 

systems engineering, total ownership cost determination, contract coordination, and 

communications

» Services

• Organizes and leads DoD professional, administrative, and management support service 

contracting as relates to developing clearly stated and actionable requirements packages

• Coordinates with local procurement contracting officers, and ensures opportunities for 

socioeconomic business concerns

• Performs all acquisition strategy requirements actions noted in Attachment 1 to AT&L 

Services Memo of Oct. 2, 2006

» Business Management Systems/IT Oversees transformation integration, planning and performance, and investment management 

as applies to the acquisition community, program office(s), and system(s) under development

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None required

» Functional Training

• ACQ 315 Understanding Industry (Business Acumen) (R)

• BCF 103 Fundamentals of Business Financial Management

• LOG 103 Reliability, Availability, and Maintainability (RAM)

• PMT 352A Program Management Office Course, Part A

• PMT 352BProgram Management Office Course, Part B (R)

• SYS 202 Intermediate Systems Planning, Research, Development, and Engineering, Part 1

» Education Formal education not required for certification

» Experience

• 4 years in program management with cost, schedule, and performance responsibilities

• At least 2 years in a program office or similar organization (dedicated matrix support to a 

PM, PEO, DCMA program integrator, or supervisor of shipbuilding). These 2 years may run 

concurrent with the preceding 4-year requirement. 

OR

• Level III DAWIA certification in a another acquisition functional community

• 2 years in program management with cost, schedule, and performance responsibilities

• 2 years in a program office or similar organization (dedicated matrix support to a PM, PEO, 

DCMA program integrator, or supervisor of shipbuilding). These 2 years may run concurrent 

with the preceding Level III or 2-year requirements.

Unique Position Training Standards

» International Acquisition2 

• ACQ 120 Fundamentals of International Acquisition (FIAC)

• ACQ 130 Fundamentals of Technology Security/Transfer (FTS/T)

• PMT 304 Advanced International Management Workshop (R) 

• PMT 313 Advanced Technology Security/Control Workshop (R)

» PEOs; PM/DPM of MDAP/MAIS; PM/DPM of significant nonmajor programs3

• PMT 401 Program Manager’s Course (R) 

• PMT 402 Executive Program Manager’s Course (R) 

Core Plus Development Guide4

(Desired training, education, and experience)

Type of Assignment

Training Weapon Systems Services Business 

Mgmt/IT

ACQ 265Missioned-Focused Services Acquisition (R)  

ACQ 370Acquisition Law (R)   

ACQ 452Forging Stakeholder Relationships (R)   

BCF 207Comparative Analysis (R)   

BCF 209Acquisition Reporting for MDAPs and MAIS (R)  

CLE 008Six Sigma: Concepts and Processes   

CLE 301Reliability and Maintainability  

CLL 022Title 10 Depot Maintenance Statute Overview   

CLL 201 Diminishing Manufacturing Sources and Material Shortages 

(DMSMS) Fundamentals   

LOG 200Intermediate Acquisition Logistics, Part A  

LOG 201 Intermediate Acquisition Logistics, Part B (R)  

LOG 204Configuration Management  

LOG 235Performance-Based Logistics  

1 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2 Workforce members assigned to these positions MUST meet these training standard(s) within 24 months of assignment. 

3

 Workforce members assigned to these positions MUST meet these training standard(s) within 6 months of assignment. 

4

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 49 49

Core Plus Development Guide4

(Desired training, education, and experience)

Type of Assignment

Training Weapon Systems Services Business 

Mgmt/IT

PMT 400Program Manager’s Skills Course (R)   

PQM 201AIntermediate Production, Quality, and Manufacturing, Part A 

SAM 301Advanced Software Acquisition Management (R)   

SYS 203 Intermediate Systems Planning, Research, Development, and 

Engineering, Part 2 (R) 

TST 204Intermediate Test and Evaluation (R) 

Education: At least 24 semester hours from among accounting, business finance, law, contracts, purchasing, economics, industrial management, marketing, quantitative 

methods, and organization and management (DANTES equivalency may be substituted)

Experience: 2 additional years acquisition experience, preferably in a systems program office or similar organization (in addition to core certification experience)

1 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2 Workforce members assigned to these positions MUST meet these training standard(s) within 24 months of assignment. 

3

 Workforce members assigned to these positions MUST meet these training standard(s) within 6 months of assignment. 

4

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 

Image credit: Eric S. WIlterdink
p. 50

Section 3

50

Auditing Functional Comm unity

Persons in this career field perform contract auditing, accounting, and 

financial advisory services for DoD and other government agencies 

in negotiation, administration, and settlement of contracts and 

subcontracts. Duties include evaluating information about contractor 

economic assertions, comparing those assertions to established 

criteria, and reporting the results to interested third parties.

Some reasons for audits include proposal submissions, incurred cost, 

compliance with the Truth in Negotiations Act, compliance with 

the Cost Accounting Standards, contract terminations, claims for 

abnormal conditions, contractor financial condition, and contractor 

systems and operations.

Mr. Patrick 

Fitzgerald

Director, Defense Contract 

Audit Agency

http://icatalog.dau.mil/
p. 51 51

Auditing Level I

Type of Assignment Representative Activities

» Auditor

Audits financial records, reports, management controls, policies, and practices affecting or 

reflecting the financial condition and operation of the Department of Defense and other federal 

agency contractors

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None required

» Functional Training • AUD 1150 Technical Indoctrination (R)

» Education

• A baccalaureate degree in accounting; or

• A baccalaureate degree in a business-related field with at least 24 semester credit 

hours in accounting; or

• 4 years of experience in accounting; or

• An equivalent combination of accounting experience, college education, and training

» Experience 1 year of contract auditing experience

Core Plus Development Guide2

(Desired training, education, and experience) Type of Assignment

Training Auditor

AUD 1113 Orientation to DCAA 

AUD 1261 Scanning Guidance 

AUD 1265 APPS Performance Support Module 

AUD 1601 FAR 31, Allowable and Unallowable Costs 

AUD 1602 Allowable Costs with Restrictions (Nonemployee) 

AUD 1603 Allowable Costs with Restrictions (Employee) 

Education: None specified

Experience: None specified

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

• For information on AUD courses, contact the Defense Contract Audit Institute at 901-325-6100.

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 52

Section 3

52

Auditing Level II

Type of Assignment Representative Activities

» Auditor

Audits financial records, reports, management controls, policies and practices affecting or 

reflecting the financial condition and operation of the Department of Defense and other federal 

agency contractors

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None required

» Functional Training

Complete one of the following:

• AUD 1231 Intermediate Contract Auditing (R)

• AUD B4121 Statistical Sampling (R)

» Education

Entry below GS-9: Same as Level I

Entry at GS-9: Same as Level I AND 

— 2 full years of graduate education leading to a master’s degree in accounting, auditing, or 

related field such as business administration or finance; or

— 1 full year of professional accounting, auditing, or related experience

» Experience 2 years of contract auditing experience of increasing complexity and responsibility

Core Plus Development Guide2

(Desired training, education, and experience) Type of Assignment

Training Auditor

AUD 1121 Briefing Contracts 

AUD 1122 Accounting System Survey 

AUD 1126 Adequacy of Proposals 

AUD 1142 Progress Payments 

AUD 1221 Basic Flowcharting 

AUD 1249 Agreed-Upon Procedures 

AUD 1269 Working Paper Documentation 

AUD 1271 Permanent Files 

AUD 1283 Fraud Awareness 

AUD 1541 Cost Accounting Standards (R) 

AUD 6115 Effective Report Writing (R) 

AUD 6220 Auditor Interview and Interpersonal Reactions (R) 

AUD 6240 Oral Presentation Workshop (R) 

Education: • Begin graduate studies leading to a master’s degree in accounting or business 

 • Professional certification—CPA, CMA, CIA, CISA

Experience: Experience in performing increasingly complex audits for normal position progression and with increasing independence

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

• For information on AUD courses, contact the Defense Contract Audit Institute at 901-325-6100.

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 53 53

Auditing Level III

Type of Assignment Representative Activities

» Auditor Supervises those performing contract audits; or acts as the subject matter expert in technical 

audit areas (technical specialist); or acts as the liaison between DCAA and buying commands

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None required

» Functional Training None required

» Education Same as Level II

» Experience 3 years of contract auditing experience and attainment of position beyond senior auditor

Unique Position Training Standards

» Financial Liaison Auditor2 • ACQ 101 Fundamentals of Systems Acquisition Management

» Supervisory Auditor4

• AUD 1440 GAGAS

• AUD 4035 Quantitative Methods Refresher (R)

• AUD 8414 DDI Leadership Skills (R)

• AUD 8564 Administration and Management of Audits for Supervisors (R)

• AUD 8565 Supervision (R) 

• AUD 8611 EEO for Supervisors 

• AUD 8655 Human Resources for Supervisors

» Technical Specialist2

• AUD 1541 Cost Accounting Standards (R)

• AUD 2311 Defective Pricing 

• AUD 4035 Quantitative Methods Refresher (R)

• AUD S5651 Retrieving and Analyzing Electronic Data Using SAS (R)

Core Plus Development Guide3

(Desired training, education, and experience) Type of Assignment

Training Auditor

ACQ 101 Fundamentals of Systems Acquisition Management 

AUD 1570 CAS—Administration and Coverage 

AUD 1571 CAS 401, 402, and 405 

AUD 1572 CAS 403, 410, 418, and 420 

AUD 1573 CAS 404 and 409 

AUD 1574 CAS 414 and 417 

AUD 1575 CAS 406 

AUD 1576 CAS 408 and 415 

AUD 1577 CAS 407 

AUD 1578 CAS 416 

AUD 1579 CAS 411 

AUD 1580 CASB Disclosure Statements 

AUD 2311 Defective Pricing 

AUD 8414 DDI Leadership Skills (R) 

AUD 8564 Administration and Management of Audits for Supervisors (R) 

Education: None specified

Experience: None specified

1 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 Workforce members assigned to the position(s) listed in the Unique Position Training Standards section MUST meet these training standard(s) within 6 months of assignment. 

3

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

4

 For Supervisory auditors, AUD 8414 is required within 6 months. All other courses must be completed within 1 year except AUD 4035, which is completed in years 2–5. 

NOTES: 

• For information on AUD courses, contact the Defense Contract Audit Institute at 901-325-6100.

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 54

Section 3

54

Business Functional Comm unities

Business—Cost Estimating

Business—Financial Management

These career fields encompass all aspects of business and financial 

management. They include cost estimating and analysis, financial 

planning, formulating financial programs and budgets, budget 

analysis and execution, and earned value management. As advisors 

to commanders, program executive officers, program managers, and 

other acquisition decision makers, members of these career fields are 

responsible for business–financial management of defense acquisition 

programs in direct support of the defense acquisition process.

Business—Cost Estimating

This is the area of Business where engineering judgment and experience are utilized in the application of scientific principles and 

techniques to the problems of cost estimation, cost control, and profitability. The key objective in cost estimating is to arrive at a defendable 

estimate that provides leadership with realistic funding expectations. 

This functional community covers positions that manage, supervise, 

lead, or perform scientific work that involves designing, developing, and 

adapting mathematical, statistical, econometric, and other scientific 

methods and techniques. The work also involves analyzing management problems and providing advice and insight about the probable 

effects of alternative solutions to these problems.

Business—Financial Management

This is the area of Business concerned primarily with the total 

financial affairs of an organization, department, or program and the 

translation of actions past, present, and proposed into meaningful 

and relevant information for use in management. It includes the 

functions of budgeting, accounting, reporting, and the analysis and 

interpretation of the financial significance of past events and future 

plans. It sometimes also includes other related functions such as 

internal auditing, management analysis, and others. It is not primarily 

concerned with the technical procedures and methodology of those 

individual functions.

Financial management involves the art of interrelating data to obtain 

a perspective of the total financial situation that will assist managers 

in program planning and decisionmaking. A very simple operating 

program may require only a minimum of financial management, 

and this, in some cases, can be provided by the manager. Complex 

programs need broad financial advice and know-how, and this can only 

be furnished following the synthesizing, analyzing, and interrelating 

of meaningful financial data with programming and planning 

information by an organization and officials particularly adept in 

financial matters.

Dr. Nancy L. 

Spruill

Director, Acquisition 

Resources and Analysis, 

OUSD(AT&L)

http://icatalog.dau.mil/
p. 55 55

Business—Cost Estimating Level I

Type of Assignment Representative Activities

» Cost Estimator Relates the processes of life-cycle cost estimating within the context of materiel system 

acquisition in the DoD

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training

• BCF 103 Fundamentals of Business Financial Management

• BCF 106 Fundamentals of Cost Analysis

• BCF 107 Applied Cost Analysis (R)

• EVM 101 Fundamentals of Earned Value Management

» Education

• Baccalaureate degree (any field of study)

• 3 semester credit hours from a calculus course

• 21 semester credit hours in any combination of the following fields of study: operations 

research, economics, mathematics, chemistry, physics, or other sciences in which the 

student utilized advanced mathematical skills in geometry, trigonometry, statistics, 

probability, and/or quantitative analysis 

» Experience 2 years of acquisition experience in cost estimating

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Cost Estimator

CLB 014 Acquisition Reporting Concepts and Policy Requirements 

CLC 005 Simplified Acquisition Procedures 

CLM 016 Cost Estimating 

CLV 016 Introduction to Earned Value Management 

CLV 017 Performance Measurement Baseline 

CLV 018 Earned Value and Financial Management Reports 

CLV 019 Estimate at Completion 

CLV 020 Baseline Maintenance 

Educati on: Baccalaureate degree in engineering, statistics, or other math-intensive field of study

Expe rience : 2 years of acquisition experience in cost estimating

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 56

Section 3

56

Business—Cost Estimating Level II

Type of Assignment Representative Activities

» Cost Estimator Applies the cost-estimating process in the construction of a cost estimate

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training • ACQ 202 Intermediate Systems Acquisition, Part A

• ACQ 203 Intermediate Systems Acquisition, Part B (R)

» Functional Training

• BCF 204 Intermediate Cost Analysis (R)

• BCF 206 Cost/Risk Analysis (R)

• BCF 215 Operating and Support Cost Analysis (R)

• BCF 220 Acquisition Business Management Concepts

• BCF 225 Acquisition Business Management Application (R)

• CLB 026 Forecasting Techniques

• CLB 030 Data Collection and Sources

» Education

• Baccalaureate degree (any field of study)

• 3 semester credit hours from a calculus course

• 21 semester credit hours in any combination of the following fields of study: operations 

research, economics, mathematics, chemistry, physics, or other sciences where the 

student utilizes advanced mathematical skills in geometry, trigonometry, statistics, 

probability, and/or quantitative analysis

» Experience 4 years of acquisition experience in cost estimating

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Cost Estimator

ACQ 265 Mission-Focused Services Acquisition (R) 

BCF 207 Comparative Analysis (R) 

CLC 007 Contract Source Selection 

CLC 008 Indirect Costs 

CLC 104 Analyzing Profit or Fee 

CLL 015 Product Support Business Case Analysis (BCA) 

CLL 017 Introduction to Defense Distribution 

CLM 012 Scheduling 

CLM 014 IPT Management and Leadership 

CLM 024 Contracting Overview 

CLM 032 Evolutionary Acquisition 

EVM 262 EVMS Validation and Surveillance (R) 

EVM 263 Principles of Schedule Management (R) 

LOG 101 Acquisition Logistics Fundamentals 

PMT 251 Program Management Tools Course, Part 1 

PMT 257 Program Management Tools Course, Part 2 

SAM 101 Basic Software Acquisition Management 

Education: Baccalaureate degree in engineering, statistics, or other math-intensive field of study

Experience: 4 years of acquisition experience in cost estimating

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 57 57

Business—Cost Estimating Level III

Type of Assignment Representative Activities

» Cost Estimator Performs analyses and estimates for a variety of programs and takes on management activities 

to ensure cost analysis is conducted properly

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training Acquisition Training identified at Level II must have been completed

» Functional Training

• Functional Training identified at Level II must have been completed

• BCF 302 Advanced Concepts in Cost Analysis (R)

• CLB 023 Software Cost Estimating

• CLB 029 Rates

» Education

• Baccalaureate degree (any field of study)

• 3 semester credit hours from a calculus course

• 21 semester credit hours in any combination of the following fields of study: operations 

research, economics, mathematics, chemistry, physics, or other sciences in which the 

student utilizes advanced mathematical skills in geometry, trigonometry, statistics, 

probability, and/or quantitative analysis

» Experience 7 years of acquisition experience in cost estimating

Core Plus Development Guide2

(Desired training, education, and experience) Type of Assignment

Training Cost Estimator

ACQ 450 Leading in the Acquisition Environment (R) 

ACQ 451 Integrated Acquisition for Decision Makers (R) 

ACQ 452 Forging Stakeholder Relationships (R) 

PMT 352A Program Management Office Course, Part A 

PMT 352B Program Management Office Course, Part B (R) 

Education: Graduate degree in engineering, statistics, or other math-intensive field of study

Experience: 7 years of acquisition experience in cost estimating

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 58

Section 3

58

Business—Financial Management Level I

Type of Assignment Representative Activities

» Budget/Program FM Analyst 

• Applies basic concepts of budget and program principles, policies, procedures, 

concepts, standards, terminology, and a general knowledge of the financial 

management and business operation systems

• Possesses a basic knowledge of acquisition; recognizes the life-cycle process of an 

acquisition program

• Reviews, allocates, or manages acquisition resources and programs

» EVM Analyst

Relates earned value management to acquisition and financial management associated processes, identifies DoD and DFARS earned value contractual requirements, calculates simple 

EVM metrics from EVM data

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training

• BCF 103 Fundamentals of Business Financial Management

• BCF 106 Fundamentals of Cost Analysis

• EVM 101 Fundamentals of Earned Value Management

» Education Formal education not required for certification

» Experience 2 years of acquisition experience in budgeting, financial ,and/or earned value management

Core Plus Development Guide2

(Desired training, education, and experience) Type of Assignment

Training Budget/Program FM Analyst EVM Analyst

BCF 107 Applied Cost Analysis (R)  

CLB 014 Acquisition Reporting Concepts and Policy Requirements  

CLC 008 Indirect Costs 

CLC 024 Basic Math Tutorial  

CLC 102 Administration of Other Transactions  

CLM 016 Cost Estimating  

CLM 021 Introduction to Reducing Total Ownership Costs (R-TOC)  

CLM 032 Evolutionary Acquisition  

CLV 017 Performance Measurement Baseline  

CLV 018 Earned Value and Financial Management Reports  

CLV 019 Estimate at Completion  

CLV 020 Baseline Maintenance  

Education: Associate in Applied Science (A.A.S.) degree or equivalent in business or a business-related field

Experience: 2 years of acquisition experience in budgeting, financial, and/or earned value management in support of an acquisition program

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 59 59

 Business—Financial Management Level II

Type of Assignment Representative Activities

» Budget/Program FM Analyst 

• Applies general knowledge of budget and program principles, policies, procedures, 

concepts, standards, terminology, and financial management and business operation 

systems

• Applies knowledge of acquisition life-cycle process and supports development and 

preparation of acquisition documents

• Prepares and/or reviews acquisition and financial management documents

• Reviews, allocates, or manages acquisition resources and programs

» EVM Analyst

• Interprets program status and predicts trends by analyzing earned value cost and 

schedule data as elements of integrated program management

• Applies EVM concepts as principal EVM member of an IBR review IPT

• Interprets ANSI EVM standard as entry-level EVMS review team evaluator

• Completes EVM requirements for acquisition solicitation packages

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training • ACQ 202 Intermediate Systems Acquisition, Part A

• ACQ 203 Intermediate Systems Acquisition, Part B (R)

» Functional Training

• BCF 106 Fundamentals of Cost Analysis

If not already completed (as required) at Level I, AND

• BCF 205 Contractor Business Strategies (R)

• BCF 220 Acquisition Business Management Concepts

• BCF 225 Acquisition Business Management Application (R)

• CLM 017 Risk Management

• CLM 024 Contracting Overview

• EVM 201 Intermediate Earned Value Management (R)

» Education Formal education not required for certification

» Experience 4 years of acquisition experience in budgeting, financial, and/or earned value management

Core Plus Development Guide2

(Desired training, education, and experience) Type of Assignment

Training Budget/Program FM Analyst EVM Analyst

BCF 204 Intermediate Cost Analysis (R) 

BCF 206 Cost/Risk Analysis (R)  

BCF 207 Comparative Analysis (R)  

BCF 215 Operating and Support Cost Analysis (R)  

CLC 005 Simplified Acquisition Procedures  

CLC 007 Contract Source Selection  

CLC 011 Contracting for the Rest of Us 

CLC 030 Essentials of Interagency Acquisitions/Fair Opportunity  

CLC 106 Contracting Officer’s Representative with a Mission Focus  

CLG 001 DoD Government Purchase Card 

CLM 012 Scheduling  

CLM 040 Proper Financial Accounting Treatments for Military Equipment 

EVM 262 EVMS Validation and Surveillance (R) 

EVM 263 Principles of Schedule Management (R)  

Education: Baccalaureate degree in business or a business-related field

Experience: 4 years of acquisition experience in budgeting, financial, and/or earned value management in support of an acquisition program

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 60

Section 3

60

Business—Financial Management Level III

Type of Assignment Representative Activities

» Budget/Program FM Analyst 

• Manages development and evaluation of budget and program improvement plans and 

resolves complex issues, identifies options, and negotiates with internal and external 

stakeholders for implementation

• Advises senior management on fiscal aspects of program management, ensures fiscal 

integrity, supports integration of acquisition disciplines

• Manages all aspects of the business financial management process for defense 

acquisition programs

• Reviews, allocates, or manages acquisition resources and programs

» EVM Analyst

• Plans and manages the IBR process as program manager’s principal earned 

value advisor

• Leads EVMS validation reviews as review director or principal deputy

• Analyzes and applies EVM data to determine root causes of existing cost and schedule 

problems, to forecast potential cost and schedule problems, and to forecast final 

project costs

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training Acquisition Training identifed at Level II must have been completed

» Functional Training

• Functional Training identified at Level II must have been completed

• BCF 301 Business, Cost Estimating, and Financial Management Workshop (R)

• CLM 013 Work-Breakdown Structure

• CLM 031 Improved Statement of Work

» Education Formal education not required for certification

» Experience 6 years of acquisition experience in budgeting, financial, and/or earned value management

Core Plus Development Guide2

(Desired training, education, and experience) Type of Assignment

Training Budget/Program FM Analyst EVM Analyst

ACQ 450Leading in the Acquisition Environment (R)  

ACQ 451 Integrated Acquisition for Decision Makers (R)  

ACQ 452 Forging Stakeholder Relationships (R)  

CLL 015 Product Support Business Case Analysis (BCA)  

CLM 014 IPT Management and Leadership  

CLM 200 Item-Unique Identification 

CON 121 Contract Planning 

CON 124Contract Execution 

CON 127Contract Management 

PMT 251 Program Management Tools Course, Part 1  

PMT 257 Program Management Tools Course, Part 2  

PMT 352A Program Management Office Course, Part A  

PMT 352B Program Management Office Course, Part B (R)  

Education: Graduate degree in business, or a business-related field

Experience: 6 years of acquisition experience in budgeting, financial, and/or earned value management in support of an acquisition program

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction.
p. 61 61
p. 62

Section 3

62

Contracting, Purchasing, and 

Industrial/Contract Property 

Management Functional Comm unities

Contracting

Contracting specialists create effective, efficient, and proper business 

arrangements, have a strategic focus on acquisition, and leverage DoD 

spending to use taxpayers’ money prudently based upon customers’ 

needs. The Contracting career field includes the positions of contract 

negotiator, contract specialist, contract administrator, contract 

termination specialist, contract price and/or cost analyst, procuring 

contracting officer, administrative contracting officer, termination 

contracting officer, small business specialist, and procurement 

analyst. These individuals develop, manage, supervise, or perform 

procedures involving the procurement of supplies and services 

(including construction and research and development); acquisition 

planning; cost and price analysis; solicitation packages; competitive 

source selections; preparation, negotiation, and award of contracts 

through sealed bidding or negotiation procedures; all phases of contract 

administration; and termination or closeout of contracts. Individuals 

are required to have knowledge of the legislation, policies, regulations, 

and methods used in contracting, as well as knowledge of business 

and industry practices, sources of supply, cost factors, cost and price 

analysis techniques, negotiation techniques, and general requirements 

characteristics.

Industrial/Contract Property Management

The Property career field includes the industrial property management 

specialist and industrial property clearance specialist, which includes 

the property administrator and plant clearance officer. It can also 

include contract and industrial specialists, if they are assigned 

contract property management responsibilities. Individuals in this 

career field oversee and manage life-cycle processes for governmentowned property being utilized by contractors; provide advice and 

assistance on property-related matters during acquisition planning, 

contract formation, and contract management; review the contractor’s 

purchasing system as it pertains to property; audit the contractor’s 

property management system; coordinate and process contract 

property disposal actions; perform investigations of instances of 

loss, theft, damage, or destruction of government property and grant 

relief or recommend liability; and develop policies and procedures for 

government property management.

Purchasing

Purchasing career field members typically are purchasing agents 

or supervisory purchasing agents. They purchase, rent, or lease 

supplies, services, and equipment through either simplified acquisition 

procedures or placement of orders against pre-established contractual 

instruments to support operational requirements. This function 

requires knowledge of legislation, policies, and regulations pertaining 

to these methods of acquisition, as well as knowledge of commercial 

supply sources and of common business practices for roles, prices, 

discounts, deliveries, stocks, and shipments.

Mr. Richard 

Ginman

Director, Defense 

Procurement and 

Acquisition Policy

http://icatalog.dau.mil/
p. 63 63

Contracting Level I 

Type of Assignment Representative Activities

» 1 - Operational Contracting Contracting functions in support of post, camp, or stations

» 2 - Research and Development Contracting functions in support of research and development

» 3 - Systems Acquisition Contracting functions in support of systems acquisition, including all ACAT programs

» 4 - Logistics and Sustainment Contracting functions performed by the Defense Logistics Agency or by other offices to sustain 

weapon systems

» 5 - Construction/A&E Contracting functions in support of construction and/or architect and engineering services

» 6 - Contingency/Combat Operations Contracting functions performed in a contingency or combat environment

» 7 - Contract Administration Office Contracting functions primarily focused on contract administration

» 8 - Contract Cost/Price Analyst Contracting functions primarily focused on advanced cost/price analysis

» 9 - Small Business Specialist Contracting functions primarily focused on advising small businesses or on strategies for 

maximizing use of small businesses

» 10 - Other Contracting functions that perform a variety of assignments or are at a headquarters, secretariat, or OSD

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None Required 

» Functional Training

• CLC 025 Small Business Program for Contracting Officers

• CLC 033 Contract Format and Structure for DoD e-Business Environment

• CLC 057 Performance-Based Payments and Value of Cash Flow

• CLC 058 Introduction to Contract Pricing

• CON 090 Federal Acquisition Regulation (FAR) Fundamentals (R)

• CON 100 Shaping Smart Business Arrangements

• CON 121 Contract Planning

• CON 124 Contract Execution

• CON 127 Contract Management

• CON 170 Fundamentals of Cost and Price Analysis (R)

» Education2

• At least 24 semester hours in accounting, law, business, finance, contracts, purchasing, 

economics, industrial management, marketing, quantitative methods, or organization 

and management

• Baccalaureate degree (any field of study)

» Experience 1 year of contracting experience

Unique Position Training Standards3

» Level I Contracting personnel assigned to support an 

 MDAP/MAIS program ACQ 101 Fundamentals of Systems Acquisition Management 

Core Plus Development Guide4 

(Desired training, education, and experience) Type of Assignment

Training All

See Contracting Matrix on the following page 

Education: None specified

Experience: None specified

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 See 10 U.S.C. 1724 (provides for limited exceptions).

3

 Workforce members assigned to the position(s) listed in the Unique Position Training Standards section should meet the training standard(s) identified within 1 year of assignment. 

4

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 

• Some continuous learning (CL) modules have been created by extracting lessons in their entirety from a training course. If this is the case for the CL module(s) identified in the above core certification standards, the course the CL module was extracted from is identified in the “Notes” section of the CL course 

description, and the course can be substituted to meet the certification standard. 
p. 64

Section 3

64

Core Plus Development Guide4 

(Desired training, education, and experience) Type of Assignment

Training 1 2 3 4 5 6 7 8 9 10

CLC 003 Sealed Bidding   

CLC 004 Market Research          

CLC 005 Simplified Acquisition Procedures         

CLC 009 Service-Disabled, Veteran-Owned Small Business Program         

CLC 020 Commercial Item Determination          

CLC 024 Basic Math Tutorial         

CLC 028 Past Performance Information         

CLC 030 Essentials of Interagency Acquisitions/Fair Opportunity          

CLC 043 Defense Priorities and Allocations System         

CLC 045 Partnering        

CLC 046 Green Procurement          

CLC 054 Electronic Subcontracting Reporting System (eSRS)          

CLC 055 Competition Requirements          

CLC 060 Time and Materials Contracts          

CLC 062 Intra-Governmental Transactions          

CLC 113 Procedures, Guidance, and Information          

CLC 131 Commercial Item Pricing       

CLC 132 Organizational Conflicts of Interest          

CLC 133 Contract Payment Instructions          

CLG 001 DoD Government Purchase Card          

CLG 004 DoD Government Purchase Card Refresher Training          

CLG 005 Purchase Card Online System (PCOLS)          

CLM 023 DAU AbilityOne Contracting         

CON 237 Simplified Acquisition Procedures         

CON 243 Architect-Engineer Contracting (R) 

CON 244 Construction Contracting (R) 

FAC 007 Certificate of Competency Program         

LOG 101 Acquisition Logistics Fundamentals     

LOG 102 Fundamentals System Sustainment Management     

SPS 101 Standard Procurement System and Federal Procurement Data 

System—Next Generation User

         

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 See 10 U.S.C. 1724 (provides for limited exceptions).

3

 Workforce members assigned to the position(s) listed in the Unique Position Training Standards section should meet the training standard(s) identified within 1 year of assignment. 

4

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 

• Some continuous learning (CL) modules have been created by extracting lessons in their entirety from a training course. If this is the case for the CL module(s) identified in the above core certification standards, the course the CL module was extracted from is identified in the “Notes” section of the CL course 

description, and the course can be substituted to meet the certification standard. 
p. 65 65

Contracting Level II

Type of Assignment Representative Activities

» 1 - Operational Contracting Contracting functions in support of post, camp, station, or base

» 2 - Research and Development Contracting functions in support of research and development

» 3 - Systems Acquisition Contracting functions in support of systems acquisition, including all ACAT programs

» 4 - Logistics and Sustainment Contracting functions performed by the Defense Logistics Agency or by other offices to 

sustain weapon systems

» 5 - Construction/A&E Contracting functions in support of construction and/or architect and engineering services

» 6 - Contingency/Combat Operations Contracting functions performed in a contingency or combat environment

» 7 - Contract Administration Office Contracting functions primarily focused on contract administration

» 8 - Contract Cost/Price Analyst Contracting functions primarily focused on advanced cost/price analysis

» 9 - Small Business Specialist Contracting functions primarily focused on advising small businesses or on strategies for 

maximizing use of small businesses

» 10 - Other Contracting functions that perform a variety of assignments or are at a headquarters, 

secretariat, or OSD

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training

• CLC 051 Managing Government Property in the Possession of Contractors

• CLC 056 Analyzing Contract Costs 

• CON 200 Business Decisions for Contracting

• CON 216 Legal Considerations in Contracting

• CON 270 Intermediate Cost and Price Analysis (R)

• CON 280 Source Selection and Administration of Service Contracts (R)

• CON 290 Contract Administration and Negotiation Techniques in a Supply 

Environment (R)

• HBS 428 Negotiating

» Education2

• At least 24 semester hours in accounting, law, business, finance, contracts, purchasing, 

economics, industrial management, marketing, quantitative methods, or organization 

and management 

• Baccalaureate degree (any field of study)

» Experience 2 years of contracting experience

Unique Position Training Standards3

» Level II Contracting personnel assigned to support an 

MDAP/MAIS program

• ACQ 202 Intermediate Systems Acquisition, Part A

• ACQ 203 Intermediate Systems Acquisition, Part B (R) 

Core Plus Development Guide4 

(Desired training, education, and experience) Type of Assignment

Training All

See Contracting Matrix on the following page 

Education: Graduate studies in business administration or procurement

Experience: 2 additional years of contracting experience

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 See 10 U.S.C. 1724 (provides for limited exceptions).

3

 Workforce members assigned to the position(s) identified in the Unique Position Training Standards section should meet the training standard(s) identified within 6 months of assignment. 

4

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 66

Section 3

Core Plus Development Guide4 

(Desired training, education, and experience) Type of Assignment

Training 1 2 3 4 5 6 7 8 9 10

CLC 001 Defense Subcontract Management         

CLC 006 Contract Terminations        

CLC 007 Contract Source Selection          

CLC 008 Indirect Costs     

CLC 013 Services Acquisition         

CLC 019 Leveraging DCMA for Program Success   

CLC 026 Performance-Based Payments Overview          

CLC 027 Buy American Act          

CLC 031 Reverse Auctioning  

CLC 035 Other Transaction Authority for Prototype Projects: Comprehensive Coverage

  

CLC 039 Contingency Contracting Simulation: Barda Bridge 

CLC 040 Predictive Analysis and Scheduling   

CLC 041 Predictive Analysis and Systems Engineering    

CLC 042 Predictive Analysis and Quality Assurance   

CLC 044 Alternative Dispute Resolution        

CLC 047 Contract Negotiation Techniques          

CLC 102 Administration of Other Transactions   

CLC 103 Facilities Capital Cost of Money         

CLC 104 Analyzing Profit or Fee         

CLC 107 OPSEC Contract Requirements        

CLC 108 Strategic Sourcing Overview          

CLC 110 Spend Analysis Strategies          

CLC 112 Contractors Accompanying the Force        

CLC 114 Contingency Contracting Officer Refresher 

CLC 120 Utilities Privatization Contract Administration 

CLC 125 Berry Amendment       

CLL 011 Performance-Based Life-Cycle Product Support      

CLL 036 Product Support Manager (PSM)      

CLM 013 Work-Breakdown Structure   

CLM 031 Improved Statement of Work      

CLM 032 Evolutionary Acquisition  

CLM 038 Corrosion Prevention and Control Overview        

CLM 040 Proper Financial Accounting Treatments for Military Equipment         

CLM 200 Item-Unique Identification          

CON 232 Overhead Management of Defense Contracts (R)    

CON 234 Joint Contingency Contracting (R) 

CON 252 Fundamentals of Cost Accounting Standards (R)    

CON 260A The Small Business Program, Part A 

CON 260B The Small Business Program, Part B (R) 

GRT 201 Grants and Agreements Management (R)  

HBS 433 Presentation Skills          

HBS 440 Team Leadership          

HBS 441 Team Management          

LOG 235 Performance-Based Logistics      

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 See 10 U.S.C. 1724 (provides for limited exceptions).

3

 Workforce members assigned to the position(s) identified in the Unique Position Training Standards section should meet the training standard(s) identified within 6 months of assignment. 

4

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 68

Contracting Level III

Type of Assignment Representative Activities

» 1 - Operational Contracting Contracting functions in support of post, camp, station, or base

» 2 - Research and Development Contracting functions in support of research and development

» 3 - Systems Acquisition Contracting functions in support of systems acquisition including all ACAT programs

» 4 - Logistics and Sustainment Contracting functions performed by the Defense Logistics Agency or by other offices to sustain 

weapon systems

» 5 - Construction/A&E Contracting functions in support of construction and/or architect and engineering services

» 6 - Contingency/Combat Operations Contracting functions performed in a contingency or combat environment

» 7 - Contract Administration Office Contracting functions primarily focused on contract administration

» 8 - Contract Cost/Price Analyst Contracting functions primarily focused on advanced cost/price analysis

» 9 - Small Business Specialist Contracting functions primarily focused on advising small businesses or on strategies for 

maximizing use of small businesses

» 10 - Other Contracting functions that perform a variety of assignments or are at a headquarters, secretariat, or OSD

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 202 Intermediate Systems Acquisition, Part A

» Functional Training

• CON 360 Contracting for Decision Makers (R)

1 additional course from the Harvard Business Management Modules 

1 additional course from the list below:

+ ACQ 265 Mission-Focused Services Acquisition (R)

+ ACQ 315 Understanding Industry (Business Acumen) (R)

+ ACQ 370 Acquisition Law (R)

+ CON 232 Overhead Management of Defense Contracts (R)

+ CON 244 Construction Contracting (R)

+ CON 252 Fundamentals of Cost Accounting Standards (R)

+ CON 334 Advanced Contingency Contracting Officer’s Course (R)

+ CON 370 Advanced Contract Pricing (R)

Through FY 2015, the course below may be used to meet this requirement: 

+ CON 250 Fundamentals of Cost Accounting Standards—Part 1 (R)

» Education2

• At least 24 semester hours in accounting, law, business, finance, contracts, purchasing, 

economics, industrial management, marketing, quantitative methods, or organization 

and management

• Baccalaureate degree (any field of study)

» Experience 4 years of contracting experience

Unique Position Training Standards3

» Level III Contracting personnel assigned to or devoting at least 

50 percent of their time in support of an MDAP/MAIS program ACQ 203 Intermediate Systems Acquisition, Part B (R)

Core Plus Development Guide4 

(Desired training, education, and experience) Type of Assignment

Training 1 2 3 4 5 6 7 8 9 10

ACQ 203 Intermediate Systems Acquisition, Part B (R)          

ACQ 450 Leading in the Acquisition Environment (R)          

ACQ 451 Integrated Acquisition for Decision Makers (R)          

ACQ 452 Forging Stakeholder Relationships (R)          

ACQ 453 Leader as Coach (R)          

CLB 007 Cost Analysis         

CLB 011 Budget Policy 

CLC 023 Commercial Item Determination Executive Overview          

CLL 001 Life Cycle Management and Sustainment Metrics   

CLV 016 Introduction to Earned Value Management   

EVM 101 Fundamentals of Earned Value Management  

Education: Master’s degree in business administration or procurement

Experience: 4 additional years of contracting experience

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 See 10 U.S.C. 1724 (provides for limited exceptions).

3

 Workforce members assigned to the position(s) identified in the Unique Position Training Standards section should meet the training standard(s) identified within 6 months of assignment. 

4

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 

• Some continuous learning (CL) modules have been created by extracting lessons in their entirety from a training course. If this is the case for the CL module(s) identified in the above core certification standards, the course the CL module was extracted from is identified in the “Notes” section of the CL course 

description, and the course can be substituted to meet the certification standard. 
p. 68

Section 3

68

Industrial/Contract Property Management Level I

Type of Assignment Representative Activities

» Industrial and/or Contract Property Management 

• Oversees and manages life-cycle processes for government-owned property utilized by 

contractors (i.e., government property in the possession of contractors and, in some 

instances, government-owned, contractor-operated plants)

• Provides advice and assistance on property-related matters during acquisition 

planning, contract formation, and contract management

• Reviews contractor’s purchasing system as it pertains to property management

• Performs investigations of instances of lost, stolen, damaged, or destroyed government 

property—and either grants relief or recommends liability

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None required

» Functional Training

• CON 100 Shaping Smart Business Arrangements

• CON 121 Contract Planning

• CON 124 Contract Execution

• CON 127 Contract Management

• IND 105 Contract Property Fundamentals (R)

» Education Formal education not required for certification

» Experience 1 year of property management experience

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Industrial and/or Contract Property Management

ACQ 101 Fundamentals of Systems Acquisition Management 

Educati on: Baccalaureate degree or at least 24 semester hours in accounting, law, business, finance, contracts, purchasing, economics, industrial management, 

marketing, quantitative methods, or organization and management

Expe rience : None specified

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 69 69

Industrial/Contract Property Management Level II

Type of Assignment Representative Activities

» Industrial and/or Contract Property Management 

• Develops policy and procedures for government property management

• Oversees and manages life-cycle processes for government-owned property being 

utilized by contractors (i.e., government property in the possession of contractors and, 

in some instances, government-owned contractor-operated plants)

• Provides advice and assistance on property-related matters during acquisition 

planning, contract formation, and contract management

• Reviews contractor’s purchasing system as it pertains to property management

• Performs investigations of instances of lost, stolen, damaged, or destroyed government 

property—and either grants relief or recommends liability

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training

• CON 200 Business Decisions for Contracting

• CON 216 Legal Considerations in Contracting

• IND 205 Contract Government Property Management Systems and Auditing 

Concepts (R)

» Education Formal education not required for certification

» Experience 2 years of experience in an industrial property management position

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Industrial and/or Contract Property Management

ACQ 202 Intermediate Systems Acquisition, Part A 

CLM 040 Proper Financial Accounting Treatments for Military Equipment 

CLM 200 Item-Unique Identification 

HBS 405 Change Management 

HBS 434 Process Improvement 

HBS 437 Strategic Thinking 

Education: Baccalaureate degree or at least 24 semester hours in accounting, law, business, finance, contracts, purchasing, economics, industrial management, 

marketing, quantitative methods, or organization and management

Experience: None specified

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 70

Section 3

70

Industrial/Contract Property Management Level III

Type of Assignment Representative Activities

» Industrial and/or Contract Property Management 

• Develops policy and procedures for government property management

• Oversees and manages life-cycle processes for government-owned property being 

utilized by contractors (i.e., government property in the possession of contractors and, 

in some instances, government-owned contractor-operated plants)

• Provides advice and assistance on property-related matters during acquisition 

planning, contract formation, and contract management

• Reviews contractor’s purchasing system as it pertains to property management

• Performs investigations of instances of lost, stolen, damaged, or destroyed government 

property—and either grants relief or recommends liability

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 202 Intermediate Systems Acquisition, Part A

» Functional Training

• CON 360 Contracting for Decision Makers (R)

1 additional course from the Harvard Business Management Modules identified in the 

Core Plus Developmental Guide below 

» Education Formal education not required for certification

» Experience 4 years of experience in industrial property management positions of increasing responsibility 

and complexity

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Industrial and/or Contract Property Management

ACQ 203 Intermediate Systems Acquisition, Part B (R) 

CLE 015 Continuous Process Improvement Familiarization 

HBS 406 Coaching 

HBS 424 Leading and Motivating 

Education: Baccalaureate degree or at least 24 semester hours in accounting, law, business, finance, contracts, purchasing, economics, industrial management, 

marketing, quantitative methods, or organization and management

Experience: 4 additional years of experience in industrial property management

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 71 71

Purchasing Level I

Type of Assignment Representative Activities

» Purchasing Agent or Supervisory Purchasing Agent 

Purchases, rents, or leases supplies, services, and equipment through either simplified acquisition procedures or placement of orders against pre-established contractual instruments to 

support operational requirements

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None required

» Functional Training

• CLC 025 Small Business Program for Contracting Officers

• CLC 030 Essentials of Interagency Acquisitions/Fair Opportunity

• CLC 058 Introduction to Contract Pricing

• CLG 001 DoD Government Purchase Card

• CON 100 Shaping Smart Business Arrangements

• CON 237 Simplified Acquisition Procedures

» Education Formal education not required for certification

» Experience 1 year of purchasing experience

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Purchasing/Supervisory Agent

CLC 003 Sealed Bidding 

CLC 004 Market Research 

CLC 009 Service-Disabled, Veteran-Owned Small Business Program 

CLC 046 Green Procurement 

CLC 054 Electronic Subcontracting Reporting System (eSRS) 

CLC 055 Competition Requirements 

CLC 062 Intra-Governmental Transactions 

CLC 113 Procedures, Guidance, and Information 

CLG 001 DoD Government Purchase Card 

CLG 005 Purchase Card Online System (PCOLS) 

CLM 023 DAU AbilityOne Contracting 

SPS 101 Standard Procurement System and Federal Procurement Data 

System—Next Generation User



Educati on: 16 semester hours of undergraduate work with emphasis in business

Expe rience : None specified

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 

• Some continuous learning (CL) modules have been created by extracting lessons in their entirety from a training course. If this is the case for the CL module(s) identified in the above core certification standards, the course the CL module was extracted from is identified in the “Notes” section o f the CL course 

description, and the course can be substituted to meet the certification standard. 
p. 72

Section 3

72

Purchasing Level II1

Type of Assignment Representative Activities

» Purchasing Agent or Supervisory Purchasing Agent 

Purchases, rents, or leases supplies, services and equipment through either simplified acquisition procedures or placement of orders against pre-established contractual instruments to 

support operational requirements

Core Certification Standards2 (Required for DAWIA certification)

» Acquisition Training None required

» Functional Training

• CON 121 Contract Planning

• CON 124 Contract Execution

• CON 127 Contract Management

• CLC 033 Contract Format and Structure for DoD e-Business Environment 

» Education Formal education not required for certification

» Experience 2 years of experience in purchasing

Core Plus Development Guide3 

(Desired training, education, and experience) Type of Assignment

Training Purchasing/Supervisory Agent

ACQ 101 Fundamentals of Systems Acquisition Management 

CLC 020 Commercial Item Determination 

CLC 023 Commercial Item Determination Executive Overview 

CLC 027 Buy American Act 

CLC 060 Time and Materials Contracts 

CLC 104 Analyzing Profit or Fee 

CLC 131 Commercial Item Pricing 

CLG 004 DoD Government Purchase Card Refresher Training 

CON 216 Legal Considerations in Contracting 

Education: 32 semester hours of undergraduate work with emphasis in business 

Experience: None specified

1

 Level II is the highest certification level for this career field. 

2

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. To attain certification at Level II, workforce members must also possess a Level I certification in Purchasing. 

3

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 

• Some continuous learning (CL) modules have been created by extracting lessons in their entirety from a training course. If this is the case for the CL module(s) identified in the above core certification standards, the course the CL module was extracted from is identified in the “Notes” section of the CL course 

description, and the course can be substituted to meet the certification standard. 
p. 73 73
p. 74

Section 3

74

Engineering and Technical 

Management Functional Comm unities

In the Engineering and the Production, Quality, and Manufacturing 

career fields, our emphasis is on acquisition excellence. Our goal is 

to position the Defense Acquisition Workforce for future success 

by focusing on technical excellence and providing consistent and 

integrated policy and guidance. This will help ensure we have the right 

breadth and depth of skills and capabilities in the workforce.

Engineering

The Engineering career field’s workforce has a vital role in fielding 

high-quality, affordable, supportable, and effective defense systems. 

Its role requires evolving and verifying an integrated, total life-cycle, 

balanced set of systems, people, and process solutions that satisfy 

the customer’s needs and meet DoD affordability goals. This 

requires technical competency, critical and strategic thinking, 

knowledge of various product domains, and knowledge of other 

engineering disciplines.

The Engineering career field curriculum is designed to bring 

breadth and depth of knowledge to the workforce at the appropriate 

certification level. The curriculum focuses on the technical processes, 

technical management processes, application of system engineering 

throughout the system acquisition life cycle, and the ability to 

apply critical systems-thinking concepts to complex technical 

management problems. 

Production, Quality, and Manufacturing (PQM)

The PQM career field plays a vital role in ensuring DoD products are 

delivered on time, perform as expected, and are cost effective. The evolution in systems design has increased the demand for manufacturing 

talent throughout the full acquisition life cycle. The DoD will continue 

to develop sophisticated systems, which frequently push the state of the 

art, as DoD responds to a variety of demands. To address our systems’ 

complexity, DoD needs a competent PQM workforce.

The PQM curriculum reflects the understanding that production 

readiness should not wait until the end of the development process. 

Producibility should be systematically examined throughout the design 

and development process so manufacturing cost drivers and risks can 

be identified and mitigated early in system development. PQM courses 

are designed to produce quality professionals who can advise and 

collaborate with customers and suppliers to help them integrate quality 

practices into their manufacturing processes.

Last year the functional leader reorganized the Systems, Planning, 

Research, Development and Engineering (SPRDE) career field by 

merging the SPRDE-Systems Engineering and SPRDE Program 

Systems Engineer career paths into a single career field and renaming 

the combined population as the Engineering career field.

Mr. Stephen 

Welby

Deputy Assistant 

Secretary of Defense, 

Systems Engineering

http://icatalog.dau.mil/
p. 75 75

Engineering Level I

Type of Assignment Representative Activities

» Functional Engineer

• Plans, organizes, conducts, and/or monitors engineering activities relating to the 

design, development, fabrication, installation, modification, sustainment, and/or 

analysis of systems or systems components for a functional specialty (i.e., reliability and 

maintainability, systems safety, materials, avionics, structures, propulsion, chemical/

biological, human systems interfaces, weapons, computer engineer/scientist, etc.)

• Demonstrates how systems engineering technical processes and technical management 

processes guide engineering activities for a functional specialty

» General Engineer 

• Plans, organizes, conducts, and/or monitors engineering design, development, and 

sustainment activities for systems or systems components

• Demonstrates how systems engineering technical processes and technical management 

processes guide design, development, and sustainment activities

» Research Engineer or Scientist

• Plans, organizes, and conducts science and technology research and engineering activities 

supporting acquisition programs, projects, or activities

• Demonstrates how systems engineering technical processes and technical management 

processes guide science and technology research and engineering activities

» Technical Support (applicable to Level I only)

• Plans, organizes, and conducts technical activities relating to the design, development, 

research, fabrication, installation, modification, sustainment, inspection, production, 

application, standardization, testing, and/or analysis of systems or systems components for 

a technical specialty

• Demonstrates how systems engineering technical processes and technical support 

processes guide design, development, and sustainment activities

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training

• CLE 001 Value Engineering

• CLE 004 Introduction to Lean Enterprise Concepts 

• CLM 017 Risk Management

• SYS 101 Fundamentals of Systems Planning, Research, Development, and Engineering

» Education

Baccalaureate or graduate degree in a technical or scientific field such as engineering, physics, 

chemistry, biology, mathematics, operations research, engineering management, or computer 

science

Note: Civilians serving as an 0802, 0856, or 0895 must meet the OPM education requirements 

in lieu of this education standard.

Note: Civilians serving in an 08XX Professional Engineering series position must meet the 

OPM education requirements in lieu of this education standard.

» Experience

• 1 year of technical experience in an acquisition position from among the following career 

fields/paths: ENG, S&TM, IT, T&E, PQM, FE, PM, or LCL

• Similar experience gained from other government positions or industry is acceptable as long 

as it meets the above standard. 

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Func Eng General Eng Res Eng/Sci Tech Spt

BCF 106 Fundamentals of Cost Analysis  

BCF 107 Applied Cost Analysis (R)  

CLB 009 Planning, Programming, Budgeting, and Execution and Budget 

Exhibits

   

CLB 024 Cost Risk Analysis Introduction   

CLB 026 Forecasting Techniques   

CLB 029 Rates 

CLC 008 Indirect Costs   

CLC 011 Contracting for the Rest of Us    

CLC 056 Analyzing Contract Costs  

CLC 060 Time and Materials Contracts   

CLE 009 ESOH in Systems Engineering   

CLE 011 Modeling and Simulation for Systems Engineering   

CLE 015 Continuous Process Improvement Familiarization    

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction.
p. 76

Section 3

76

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Func Eng General Eng Res Eng/Sci Tech Spt

CLE 021 Technology Readiness Assessments    

CLE 045 Introduction to DoD Science and Technology Management   

CLL 011 Performance-Based Life-Cycle Product Support 

CLM 013 Work-Breakdown Structure    

CLM 021 Introduction to Reducing Total Ownership Costs (R-TOC)   

CLV 016 Introduction to Earned Value Management  

EVM 101 Fundamentals of Earned Value Management   

IRM 101 Basic Information Systems Acquisition  

LOG 101 Acquisition Logistics Fundamentals   

LOG 102 Fundamentals of System Sustainment Management   

PQM 101 Production, Quality, and Manufacturing Fundamentals  

TST 102 Fundamentals of Test and Evaluation    

Education: None specified

Experience: 1 year of technical experience (in addition to core certification experience)

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction.
p. 77 77

Engineering Level II

Type of Assignment Representative Activities

» Functional Engineer 

• Organizes, analyzes, conducts, and/or monitors/oversees engineering activities in 

a functional specialty relating to the design, development, fabrication, installation, 

modification, sustainment, and/or analysis of systems or systems components

• Applies systems engineering technical and technical management processes to a 

functional specialty in IPT environments

» General Engineer

• Organizes, conducts, and/or monitors engineering design and development activities 

for systems or systems components

• Applies systems engineering technical and technical management processes during 

systems development

» Research Engineer or Scientist

• Organizes, conducts, and/or monitors science and technology research and 

engineering activities supporting acquisition programs, projects, or activities

• Applies systems engineering technical and technical management processes to 

managing or conducting science and technology research and engineering activities

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training • ACQ 202 Intermediate Systems Acquisition, Part A

• ACQ 203 Intermediate Systems Acquisition, Part B (R)

» Functional Training

• CLE 003 Technical Reviews

• LOG 103 Reliability, Availability, and Maintainability (RAM)

• SYS 202 Intermediate Systems Planning, Research, Development, and Engineering, Part 1

• SYS 203 Intermediate Systems Planning, Research, Development, and Engineering, Part 2 (R)

» Education

Baccalaureate or graduate degree in a technical or scientific field such as engineering, 

physics, chemistry, biology, mathematics, operations research, engineering management, or 

computer science

» Experience

• 2 years of technical experience in an acquisition position with

+ At least 1 year in an ENG or an S&TM position

+ Remainder may come from IT, T&E, PQM, PM, or LCL

• Similar experience gained from other government positions or industry is acceptable 

as long as it meets the above standard.

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Func Eng General Eng Res Eng/Sci

BCF 103 Fundamentals of Business Financial Management  

BCF 220 Acquisition Business Management Concepts   

BCF 225 Acquisition Business Management Application (R)   

CLB 030 Data Collection and Sources  

CLC 041 Predictive Analysis and Systems Engineering  

CLC 063 Sole Source Proposal Technical Evaluations   

CLE 007 Lean Six Sigma for Manufacturing  

CLE 008 Six Sigma: Concepts and Processes   

CLE 016 Outcome-Based Performance Measures 

CLE 017 Technical Planning   

CLE 026 Trade Studies   

CLE 036 Engineering Change Proposals for Engineers   

CLE 062 Human Systems Integration   

CLE 066 Systems Engineering for Systems of Systems   

CLL 012 Supportability Analysis  

CLM 014 IPT Management and Leadership   

CLM 031 Improved Statement of Work   

CLM 032 Evolutionary Acquisition  

1

The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 

• Some continuous learning (CL) modules have been created by extracting lessons in their entirety from a training course. If this is the case for the CL module(s) identified in the above core certification standards, the course the CL module was extracted from is identified in the “Notes” section

of the CL course description, and the course can be substituted to meet the certification standard. 
p. 78

Section 3

78

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Func Eng General Eng Res Eng/Sci

CLV 017 Performance Measurement Baseline 

IRM 202 Intermediate Information Systems Acquisition (R)  

LOG 200 Intermediate Acquisition Logistics, Part A  

LOG 201 Intermediate Acquisition Logistics, Part B (R)  

LOG 204 Configuration Management   

LOG 211 Supportability Analysis (R)  

LOG 235 Performance-Based Logistics  

PMT 251 Program Management Tools Course, Part 1   

PQM 201A Intermediate Production, Quality, and Manufacturing, Part A  

STM 202 Intermediate S&T Management (R) 

TST 204 Intermediate Test and Evaluation (R)   

Education: Graduate degree in a discipline such as engineering, physics, chemistry, biology, mathematics, operations research, engineering management, or computer 

science

Experience: 2 years of technical experience (in addition to core certification experience)

1

The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 

• Some continuous learning (CL) modules have been created by extracting lessons in their entirety from a training course. If this is the case for the CL module(s) identified in the above core certification standards, the course the CL module was extracted from is identified in the “Notes” section

of the CL course description, and the course can be substituted to meet the certification standard. 
p. 79 79

Engineering Level III

Type of Assignment Representative Activities

» Functional Engineer 

• Leads and/or manages engineering activities in a functional specialty relating to the design, 

development, fabrication, installation, modification, sustainment, and/or analysis of 

systems or systems components

• Ensures appropriate systems engineering technical and technical management processes 

are properly applied to functional specialty activities that support IPT environments

» General Engineer 

• Leads and/or manages design and development activities for systems or systems components

• Ensures appropriate systems engineering processes are properly applied during systems 

development

» Research Engineer or Scientist

• Leads and/or manages science and technology research and engineering activities 

supporting acquisition programs, projects, or activities

• Ensures appropriate systems engineering processes are properly applied during science and 

technology activities

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None

» Functional Training

• CLE 012 DoD Open Systems Architecture (OSA)

• CLE 068 Intellectual Property and Data Rights

• CLL 008 Designing for Supportability in DoD Systems

• SYS 302 Technical Leadership in Systems Engineering (R)

» Education

Baccalaureate or graduate degree in a technical or scientific field such as engineering, physics, 

chemistry, biology, mathematics, operations research, engineering management, or computer 

science

» Experience

• 4 years of technical experience in an acquisition position with

+ At least 3 years in an ENG or an S&TM position

+ Remainder may come from IT, T&E, PQM, PM, or LCL

• Similar experience gained from other government positions or industry is acceptable as long 

as it meets the above standard. 

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Func Eng Gen Eng Res Eng/Sci

ACQ 370 Acquisition Law (R)   

ACQ 450 Leading in the Acquisition Environment (R)   

ACQ 451 Integrated Acquisition for Decision Makers (R)   

ACQ 452 Forging Stakeholder Relationships (R)   

ACQ 453 Leader as Coach (R)   

BCF 302 Advanced Concepts in Cost Analysis (R)   

CLC 113 Procedures, Guidance, and Information   

CLC 131 Commercial Item Pricing   

CLL 015 Product Support Business Case Analysis (BCA)   

CLL 022 Title 10 Depot Maintenance Statute Overview  

CLL 023 Title 10 U.S.C. 2464 Core Statute Implementation  

CLL 024 Title 10 Limitations on the Performance of Depot-Level Maintenance (50/50)  

CLL 025 Depot Maintenance Interservice Support Agreements (DMISA)  

CLL 203 Diminishing Manufacturing Sources and Material Shortages 

(DMSMS) Essentials  

CLL 204 Diminishing Manufacturing Sources and Material Shortages 

(DMSMS) Case Studies  

CLM 005 Industry Proposals and Communication  

CLM 016 Cost Estimating  

CLM 034 Science and Technology—Lesson from PMT 352A   

CLM 035 Environmental Safety and Occupational Health—Lesson from 

PMT 352A 

  

CLM 055 Program Leadership   

1

The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 

• Some continuous learning (CL) modules have been created by extracting lessons in their entirety from a training course. If this is the case for the CL module(s) identified in the above core certification standards, the course the CL module was extracted from is identified in the “Notes” section of the CL course 

description, and the course can be substituted to meet the certification standard. 
p. 80

Section 3

80

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Func Eng Gen Eng Res Eng/Sci

CLR 151 Analysis of Alternatives   

EVM 201 Intermediate Earned Value Management (R)   

IRM 304 Advanced Information Systems Acquisition (R)   

LOG 206 Intermediate Systems Sustainment Management  

LOG 350 Enterprise Life-Cycle Logistics Management (R)   

PMT 257 Program Management Tools Course, Part 2   

PMT 352A Program Management Office Course, Part A  

PMT 352B Program Management Office Course, Part B (R)  

PMT 400 Program Manager’s Skills Course (R)   

PMT 401 Program Manager’s Course (R)   

PQM 201B Intermediate Production, Quality, and Manufacturing, Part B 

(R)  

PQM 203 Preparation of Commercial Item Description for Engineering and 

Technical Personnel 

 

PQM 301 Advanced Production, Quality, and Manufacturing (R)  

SAM 301 Advanced Software Acquisition Management (R) 

STM 303 Advanced S&T Management (R) 

TST 303 Advanced Test and Evaluation (R)   

Educati on: Graduate degree in a discipline such as engineering, physics, chemistry, biology, mathematics, operations research, engineering management, or computer 

science

Expe rience : 4 years of technical experience (in addition to core certification experience)

1

The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 

• Some continuous learning (CL) modules have been created by extracting lessons in their entirety from a training course. If this is the case for the CL module(s) identified in the above core certification standards, the course the CL module was extracted from is identified in the “Notes” section of the CL course 

description, and the course can be substituted to meet the certification standard. 
p. 81 81

Production, Quality, and Manufacturing Level I

Type of Assignment Representative Activities

» Engineer 

• Establishes production planning and control process and measures the overall effectiveness 

of the organization, methods, systems, and procedures

• Builds producibility into designs (tooling, facilities, and products)

• Builds quality characteristics into the designs of products and services

» Industrial Specialist

• Develops and carries out plans for the expansion, conversion, integration, or utilization 

of industrial production facilities and conducts surveys of industrial plants to determine 

capacity and potential for production of specific commodities.

• Performs production surveillance/oversight of Defense contractors providing services or 

supplies (including contractor proposal reviews) based on mission and function of each 

agency and local organization.

• Performs industrial base studies for capability and capacity. 

• Participates in pre- and post-award conferences as subject matter experts. 

» Quality Assurance Specialist 

• Ensures the proper quality characteristics have been integrated into the products and 

validates/verifies adherence to specified requirements through test and measurement

• Performs quality assurance surveillance/oversight of Defense contractors providing services 

or supplies (including contractor proposal reviews) based on mission and function of each 

agency and local organization

• Performs industrial base studies for quality management

• Participates in pre- and post-award conferences as subject matter experts

» Business/Industrial Specialist 

Performs planning, estimating, scheduling, or inspecting of the use of labor, machines, and 

materials in manufacturing operations producing equipment, systems, facilities, supplies,

or maintenance

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training

• PQM 101 Production, Quality, and Manufacturing Fundamentals

• CLE 003 Technical Reviews

• CLM 017 Risk Management

» Education Formal education not required for certification

» Experience

• 1 year of acquisition experience in manufacturing, production, or quality assurance

• Similar experiences gained from other government or industry positions that meet above 

standards

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Eng Ind Spc QA Spc Bus & Ind Spc

BCF 106 Fundamentals of Cost Analysis    

CLB 007 Cost Analysis  

CLC 001 Defense Subcontract Management    

CLC 006 Contract Terminations   

CLC 007 Contract Source Selection    

CLC 011 Contracting for the Rest of Us    

CLE 001 Value Engineerg    

CLE 004 Introduction to Lean Enterprise Concepts    

CLE 011 Modeling and Simulation for Systems Engineering  

CLE 201 ISO 9000    

CLM 014 IPT Management and Leadership    

CLM 024 Contracting Overview    

CLM 032 Evolutionary Acquisition    

EVM 101 Fundamentals of Earned Value Management    

LOG 101 Acquisition Logistics Fundamentals    

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 

• Some continuous learning (CL) modules have been created by extracting lessons in their entirety from a training course. If this is the case for the CL module(s) identified in the above core certification standards, the course the CL module was extracted from is identified in the “Notes” section of the CL course 

description, and the course can be substituted to meet the certification standard. 
p. 82

Section 3

82

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Eng Ind Spc QA Spc Bus & Ind Spc

LOG 102 Fundamentals of System Sustainment Management   

SYS 101 Fundamentals of Systems Planning, Research, Development, and 

Engineering 

  

TST 102 Fundamentals of Test and Evaluation   

Education: Baccalaureate degree in engineering, chemistry, physical science, mathematics, statistics, manufacturing or production management, industrial technology or 

management, business, quality assurance, or a related field

Experience: At least 4 weeks of rotational assignments at a contractor and/or governmental industrial facility that includes experience in quality assurance, manufacturing, 

engineering, and contracting

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 

• Some continuous learning (CL) modules have been created by extracting lessons in their entirety from a training course. If this is the case for the CL module(s) identified in the above core certification standards, the course the CL module was extracted from is identified in the “Notes” section of the CL course 

description, and the course can be substituted to meet the certification standard. 
p. 83 83

Production, Quality, and Manufacturing Level II

Type of Assignment Representative Activities

» Engineer 

• Leads teams in establishing production planning and control processes and optimizing the 

overall effectiveness of the organization, methods, systems, and procedures

• Leads teams in building producibility into designs (tooling, facilities, and products) and 

evaluating their effectiveness

• Leads teams in building quality characteristics into the designs of products and services and 

evaluating their effectiveness

» Industrial Specialist

• Reviews and evaluates adequacy of plans for the expansion, conversion, integration, or 

utilization of industrial production facilities and conducts surveys of industrial plants to 

determine capacity and potential for production of specific commodities

• Performs production surveillance/oversight of Defense contractors providing services or 

supplies (including contractor proposal reviews) based on mission and function of each 

agency and local organization

• Performs industrial base studies for capability and capacity

• Participates in pre- and post-award conferences as subject matter experts

» Quality Assurance Specialist 

• Reviews and evaluates the adequacy of plans, activities, and systems to ensure the proper 

quality characteristics have been integrated into the products and validates/verifies 

adherence to specified requirements through test and measurement

• Performs quality assurance surveillance/oversight of Defense contractors providing 

services or supplies (including contractor proposal reviews) based on mission and function 

of each agency and local organization

• Performs industrial base studies for quality management

• Participates in pre- and post-award conferences as subject matter experts

» Business/Industrial Specialist 

Reviews and evaluates adequacy of plans, estimates, schedules, or the use of labor, machines, 

and materials in manufacturing operations producing equipment, systems, facilities, supplies, 

or maintenance

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training • ACQ 202 Intermediate Systems Acquisition, Part A

• ACQ 203 Intermediate Systems Acquisition, Part B (R)

» Functional Training • PQM 201A Intermediate Production, Quality, and Manufacturing, Part A

• PQM 201B Intermediate Production, Quality, and Manufacturing, Part B (R)

» Education Formal education not required for certification

» Experience

• 2 years of acquisition experience in manufacturing, production, or quality assurance

• Similar experiences gained from other government or industry positions are acceptable as 

long as they meet the above standard.

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Eng Ind Spc QA Spc Bus & Ind Spc

BCF 103 Fundamentals of Business Financial Management    

BCF 107 Applied Cost Analysis (R)    

CLC 040 Predictive Analysis and Scheduling    

CLC 041 Predictive Analysis and Systems Engineering    

CLC 042 Predictive Analysis and Quality Assurance   

CLE 007 Lean Six Sigma for Manufacturing    

CLE 008 Six Sigma: Concepts and Processes    

CLE 015 Continuous Process Improvement Familiarization    

CLE 017 Technical Planning  

CLE 028 Market Research for Engineering and Technical Personnel   

CLE 032 Sustainable Manufacturing for DoD—Part 1    

CLE 301 Reliability and Maintainability    

CLM 021 Introduction to Reducing Total Ownership Costs (R-TOC)    

CLM 025 Commercial-Off-The-Shelf (COTS) Acquisition for Program 

Managers

   

CLV 017 Performance Measurement Baseline    

HBS 434 Process Improvement    

HBS 437 Strategic Thinking    

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 

• Some continuous learning (CL) modules have been created by extracting lessons in their entirety from a training course. If this is the case for the CL module(s) identified in the above core certification standards, the course the CL module was extracted from is identified in the “Notes” section 

of the CL course description, and the course can be substituted to meet the certification standard. 
p. 84

Section 3

84

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Eng Ind Spc QA Spc Bus & Ind Spc

LOG 103 Reliability, Availability, and Maintainability (RAM)   

LOG 200 Intermediate Acquisition Logistics, Part A    

LOG 204 Configuration Management    

PMT 251 Program Management Tools Course, Part 1    

PMT 257 Program Management Tools Course, Part 2    

PQM 203 Preparation of Commercial Item Description for Engineering and 

Technical Personnel



SYS 202 Intermediate Systems Planning, Research, Development, and 

Engineering, Part 1 



SYS 203 Intermediate Systems Planning, Research, Development, and 

Engineering, Part 2 (R) 

TST 204 Intermediate Test and Evaluation (R) 

Education: Baccalaureate degree (desired) in engineering, chemistry, physical science, mathematics, statistics, manufacturing or production management, industrial 

technology or management, business, quality assurance, or a related field

Experience: At least one 30-day rotational assignment at a contractor and/or government industrial facility that includes experience in quality assurance, manufacturing, 

engineering, and contracting; 2 years of experience in manufacturing, production, or quality assurance (in addition to core certification experience)

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 

• Some continuous learning (CL) modules have been created by extracting lessons in their entirety from a training course. If this is the case for the CL module(s) identified in the above core certification standards, the course the CL module was extracted from is identified in the “Notes” section 

of the CL course description, and the course can be substituted to meet the certification standard. 
p. 85 85

Production, Quality, and Manufacturing Level III

Type of Assignment Representative Activities

» Engineer 

• Trains, organizes, and provides guidance to teams in establishing production planning and 

control processes and optimizing the overall effectiveness of the organization, methods, 

systems, and procedures

• Trains, organizes, and provides guidance to teams in building producibility into and 

evaluating effectiveness of designs (tooling, facilities, and products)

• Trains, organizes, and provides guidance to teams in building quality characteristics 

into and evaluating effectiveness of quality systems used in the designs of products and 

services

» Industrial Specialist 

• Trains, organizes, and provides guidance to teams reviewing and evaluating adequacy of 

plans for the expansion, conversion, integration, or utilization of industrial production 

facilities and conducting surveys of industrial plants to determine capacity and potential for 

production of specific commodities

• Trains, organizes, and provides guidance to teams performing production surveillance/

oversight of Defense contractors providing services or supplies (including contractor 

proposal reviews) based on mission and function of each agency and local organization

• Trains, organizes, and provides guidance to teams performing industrial base studies for 

capability and capacity

• Trains, organizes, and provides guidance to teams performing pre- and post-award 

conferences as subject matter experts

» Quality Assurance Specialist 

• Trains, organizes, and provides guidance to teams reviewing and evaluating the adequacy 

of plans, activities, and systems to ensure the proper quality characteristics have been 

integrated into the products and validating/verifying adherence to specified requirements 

through test and measurement

• Trains, organizes, and provides guidance to teams performing quality surveillance/

oversight of Defense contractors providing services or supplies (including contractor 

proposal reviews) based on mission and function of each agency and local organization

• Trains, organizes, and provides guidance to teams performing industrial base studies for 

quality management

• Trains, organizes, and provides guidance to teams performing pre- and post-award 

conferences as subject matter experts. 

» Business/Industrial Specialist 

Trains, organizes, and provides guidance to teams reviewing and evaluating adequacy of plans, 

estimates, schedules, or the use of labor, machines, and materials in manufacturing operations 

producing equipment, systems, facilities, supplies, or maintenance

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None required

» Functional Training PQM 301 Advanced Production, Quality, and Manufacturing (R)

» Education Formal education not required for certification

» Experience

• 4 years of acquisition experience in manufacturing, production, or quality assurance

• Similar experiences gained from other government or industry positions are acceptable as 

long as they meet the above standard.

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Eng Ind Spc QA Spc Bus & Ind Spc

ACQ 370 Acquisition Law (R)    

CLE 021 Technology Readiness Assessments   

CLL 008 Designing for Supportability in DoD Systems   

CLM 055 Program Leadership    

HBS 406 Coaching    

HBS 409 Decision Making    

HBS 424 Leading and Motivating    

HBS 427 Meeting Management    

HBS 441 Team Management    

PMT 352A Program Management Office Course, Part A 

SYS 302 Technical Leadership in Systems Engineering (R) 

Education: Master’s degree (desired) in engineering, chemistry, physical science, mathematics, statistics, manufacturing or production management, industrial technology or 

management, business, quality assurance, or a related field

Experience: At least one 90-day rotational assignment at a contractor and/or government industrial facility that includes experience in quality assurance, manufacturing, 

engineering, and contracting

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 86

Section 3

86
p. 87 87

Image credit: Joseph Scanlan
p. 88

Section 3

88

Facilities Engineering Functional 

Comm unity

The Facilities Engineering career field encompasses a variety of 

professional individuals with diverse skills focused on the design, 

construction, and life-cycle maintenance of military installations, 

facilities, civil works projects, airfields, roadways, and oceanic 

facilities. It involves all facets of life-cycle management from planning 

through disposal, including design, construction, environmental 

protection, base operations and support, housing, real estate, and 

real property maintenance. Additional duties include advising 

or assisting commanders and acting as, or advising, program 

managers and other officials as necessary in executing all aspects 

of their responsibilities for facility management and the mitigation 

or elimination of environmental impact in direct support of the 

defense acquisition process.

Mr. James 

Dalton, P.E.

Chief, Engineering 

and Construction, 

U.S. Army Corps

of Engineers

http://icatalog.dau.mil/
p. 89 89

Facilities Engineering Level I

Type of Assignment Representative Activities

» Facilities Engineer 

• Conducts actions that support one or more facets of facilities engineering—planning; 

design; construction; environmental management; base operations, support, and 

housing; real estate; and real property maintenance

• May serve as an IPT member, representing a specific Facilities Engineering functional area

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training None required

» Education Formal education not required for certification

» Experience 1 year of acquisition experience in facilities engineering

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Facilities Engineer

CLC 028 Past Performance Information 

CLM 017 Risk Management 

CLM 024 Contracting Overview 

CLM 035 Environmental Safety and Occupational Health—Lesson from 

PMT 352A 



Education: Baccalaureate degree in engineering, architecture, physics, chemistry, mathematics, community planning, business, or related fields

Experience: None specified

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 90

Section 3

90

Facilities Engineering Level II 

Type of Assignment Representative Activities

» Facilities Engineer 

• Organizes, conducts, and/or monitors one or more facets of facilities engineering— 

planning; design; construction; environmental management; base operations, support, 

and housing; real estate; and real property maintenance

• May serve as an IPT leader for a specific project, representing a specific FE functional 

area or supervising multiple disciplines

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None required

» Functional Training FE 201 Intermediate Facilities Engineering

» Education Formal education not required for certification

» Experience 2 years of acquisition experience in facilities engineering

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Facilities Engineer

CLE 001 Value Engineering 

CLM 012 Scheduling 

CLM 013 Work-Breakdown Structure 

CLM 016 Cost Estimating 

CLV 016 Introduction to Earned Value Management 

Education: • Baccalaureate degree in engineering, architecture, physics, chemistry, mathematics, community planning, business, or related fields 

 • 9 semester credit hours selected from accounting, business finance, law, economics, industrial management, quantitative methods, or organization and

 management

Experience: 2 years of experience in acquisition positions of increasing responsibility and complexity (in addition to core certification experience)

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 91 91

Facilities Engineering Level III

Type of Assignment Representative Activities

» Facilities Engineer 

• Leads, manages, and/or executes one or more facet of facilities engineering—planning; 

design; construction; environmental management; base operations, support, and housing; 

real estate; and real property maintenance 

• May lead multiple IPT’s for specific projects or perform FE program management

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None required

» Functional Training FE 301 Advanced Facilities Engineering (R)

» Education Formal education not required for certification

» Experience 4 years of acquisition experience in facilities engineering

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Facilities Engineer

CLC 108 Strategic Sourcing Overview 

CLE 008 Six Sigma: Concepts and Processes 

CLM 014 IPT Management and Leadership 

Education: • Baccalaureate degree in engineering, architecture, physics, chemistry, mathematics, community planning, business, or related fields

 • Advanced degree from an accredited institution of higher learning in engineering, physics, chemistry, operations research, community planning, management, 

 business, public administration, or related fields

 • 12 semester credit hours selected from accounting, business finance, law, economics, industrial management, quantitative methods, or organization and 

 management

Experience: 4 additional years of experience in acquisition positions of increasing responsibility and complexity

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 92

Section 3

92

Information Technology Functional 

Comm unity

This career field includes computer scientists, information 

technology (IT) management specialists, computer engineers, 

telecommunications managers, IT program and project managers, 

and others who directly support the acquisition of IT. Personnel in this 

career field typically provide direct support for acquisitions that use 

IT, including national security systems, Defense business systems, and 

platform IT for weapon systems. They apply IT-related laws, policies, 

and directives, and provide IT-related guidance throughout the total 

acquisition life cycle. The employee typically identifies requirements; 

writes and/or reviews specifications; identifies costs; obtains resources 

(manpower, funding, and training); conducts or supports portfolio 

management, cybersecurity risk management framework, Joint 

Information Environment and Department of Defense Information 

Network compliance, and IT architecture-related activities; and tests, 

evaluates, plans, obtains, and manages IT life-cycle development and 

support (operations, maintenance, and replacement).

Mr. Gary Evans

Director, Information 

Management and IT/IM 

Workforce

DoD Office of the Chief 

Information Officer

http://icatalog.dau.mil/
p. 93 93

Information Technology Level I

Type of Assignment Representative Activities

» CIO Office 

Identifies and describes the following: policies, laws, and regulations; emerging IT acquisition 

strategies; best practices; IT-related performance measures and quality management; capital 

planning and investment control; acquisition planning, solicitation, and administration; and 

information assurance/cybersecurity

» Central Design Activity (CDA)

Identifies and describes the following: basic concepts of software engineering and development 

activities; enterprise architecture; best practices; IT systems engineering; information assurance/cybersecurity; IT-related technologies; test and evaluation processes; and verification and 

validation processes

» Project Office/Field Activities

Identifies and describes the following: IT program management approaches; emerging 

IT acquisition strategies; best practices; IT-related performance measures and quality 

management; acquisition planning, solicitation, and administration; information assurance/

cybersecurity; test and evaluation processes; verification and validation processes; and fielding 

and sustaining IT systems

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training

• IRM 101 Basic Information Systems Acquisition

OR

• SAM 101 Basic Software Acquisition Management

» Education Formal education not required for certification

» Experience 1 year of acquisition experience in information technology

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training CIO Off CDA PO/Fld Act

BCF 103 Fundamentals of Business Financial Management 

CLB 007 Cost Analysis  

CLC 011 Contracting for the Rest of Us   

CLE 004 Introduction to Lean Enterprise Concepts   

CLE 015 Continuous Process Improvement Familiarization   

CLV 016 Introduction to Earned Value Management   

LOG 101 Acquisition Logistics Fundamentals   

SYS 101 Fundamentals of Systems Planning, Research, Development, and 

Engineering 

  

TST 102 Fundamentals of Test and Evaluation  

Education: Baccalaureate degree, preferably with a major in computer science, information systems management, business administration, cybersecurity, or a related 

field

Experience: None specified

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction.
p. 94

Section 3

94

Information Technology Level II

Type of Assignment Representative Activities

» CIO Office 

Applies the following: policies, laws, and regulations; emerging IT acquisition strategies; best 

practices; IT-related performance measures and quality management; capital planning and 

investment control; acquisition planning, solicitation, and administration; and information 

assurance/cybersecurity

» Central Design Activity (CDA)

Applies the following: basic concepts of software engineering and development activities; 

enterprise architecture; best practices; IT systems engineering; information assurance/

cybersecurity; IT-related technologies; test and evaluation processes; and verification and 

validation processes

» Project Office/Field Activities

Applies the following: IT program management approaches; emerging IT acquisition strategies; 

best practices; IT-related performance measures and quality management; acquisition planning, solicitation, and administration; information assurance/cybersecurity; test and evaluation processes; verification and validation processes; and fielding and sustaining IT systems

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training • ACQ 202 Intermediate Systems Acquisition, Part A

• ACQ 203 Intermediate Systems Acquisition, Part B (R)

» Functional Training IRM 202 Intermediate Information Systems Acquisition (R)

» Education Formal education not required for certification

» Experience 2 years of acquisition experience; at least 1 year of this experience must be in information 

technology

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training CIO Off CDA PO/Fld Act

BCF 106 Fundamentals of Cost Analysis   

BCF 107 Applied Cost Analysis (R)   

CLE 003 Technical Reviews 

CLE 006 Enterprise Integration Overview  

CLE 007 Lean Six Sigma for Manufacturing   

CLE 016 Outcome-Based Performance Measures  

CLE 017 Technical Planning 

CLE 025 Information Assurance (IA)   

CLE 301 Reliability and Maintainability  

CLL 015 Product Support Business Case Analysis (BCA)  

CLV 017 Performance Measurement Baseline   

EVM 101 Fundamentals of Earned Value Management   

PMT 251 Program Management Tools Course, Part 1   

SYS 202 Intermediate Systems Planning, Research, Development, and 

Engineering, Part 1

 

Education: Master’s degree, preferably with a major in computer science, management information systems, business administration, cybersecurity, or a related field

Experience: 2 years of information technology acquisition experience, preferably in a program office or similar organization (in addition to core certification experience)

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 95 95

Information Technology Level III

Type of Assignment Representative Activities

» CIO Office 

Interprets, evaluates, and develops policies and/or influences laws/regulations for emerging IT acquisition strategies; best practices; IT-related performance measures and quality 

management; capital planning and investment control; acquisition planning, solicitation, and 

administration; and information assurance/cybersecurity

» Central Design Activity (CDA)

Interprets, evaluates, and/or develops basic concepts of software engineering and development 

activities; enterprise architecture; best practices; IT systems engineering; information assurance/cybersecurity; IT-related technologies; test and evaluation processes; and verification and 

validation processes

» Project Office/Field Activities

Interprets, evaluates, and/or develops IT program management approaches; emerging 

IT acquisition strategies; best practices; IT-related performance measures and quality 

management; acquisition planning, solicitation, and administration; information assurance/

cybersecurity; test and evaluation processes; verification and validation processes; and fielding 

and sustaining IT systems

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None Required

» Functional Training • IRM 304 Advanced Information Systems Acquisition (R)

• SAM 301 Advanced Software Acquisition Management (R)

» Education Formal education not required for certification

» Experience 4 years of information technology or software-intensive systems acquisition experience

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training CIO Off CDA PO/Fld Act

CLE 021 Technology Readiness Assessments 

CLL 008 Designing for Supportability in DoD Systems  

CLM 014 IPT Management and Leadership   

LOG 103 Reliability, Availability, and Maintainability (RAM)  

LOG 200 Intermediate Acquisition Logistics, Part A 

PMT 257 Program Management Tools Course, Part 2   

PMT 352A Program Management Office Course, Part A  

SYS 203 Intermediate Systems Planning, Research, Development, and 

Engineering, Part 2 (R)  

Education: Master’s degree, preferably with a major in computer science, information systems management, business administration, cyber security, or a related field

Experience: 4 years of information technology acquisition experience (in addition to core certification experience)

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 96

Section 3

96

Life Cycle Logistics 

Functional Community

The Life Cycle Logistics career field spans the 

system life cycle, encompassing acquisition and 

sustainment activities, and includes professionals 

responsible for planning, development, 

implementation, and management of effective 

and affordable weapons, materiel, or information 

systems product support strategies. Details are 

available in the Defense AT&L Workforce Position 

Category Description for the Life Cycle Logistics 

functional community and in the 2008 DoD 

Logistics Human Capital Strategy.

Life-cycle logisticians perform a critical 

joint and/or DoD-component logistics role to 

ensure that product support strategies meet 

program goals for operational effectiveness 

and readiness; ensure that supportability 

requirements are addressed consistently with 

cost, schedule, and performance; ensure that 

supportability considerations are implemented 

during system design; meet system materiel 

availability, reliability, operating and support 

cost, and mean downtime objectives; and deliver 

optimal life-cycle product support. They must 

be proficient across the following 7 competency 

areas spanning the 12 Integrated Product Support 

(IPS) Elements: (1) logistics design influence, (2) 

integrated logistics support planning, (3) product 

support and sustainment, (4) configuration 

management, (5) reliability and maintainability 

analysis, (6) technical/product data management, 

and (7) supportability analysis.

Life-cycle logisticians pursue two primary 

objectives: to see that weapon systems are 

designed, maintained, and modified to 

continuously reduce the demand for logistics; and 

to ensure effective and efficient logistics support. 

The resources required for product support 

must be minimized while meeting warfighter 

needs and guaranteeing long-term affordable 

materiel readiness. They achieve these objectives 

by ensuring integration across the 12 IPS 

elements to maximize supportability, reliability, 

availability, maintainability, mission effectiveness, 

and affordability of the system throughout its life 

cycle. They influence system design and provide 

effective, timely product support capabilities that 

drive effective, best-value product support planning 

and execution. Emphasis is placed on guaranteeing 

materiel readiness at optimal life-cycle costs and 

integrating life-cycle management principles by 

designing and implementing performance-based lifecycle product support strategies to provide effective 

system support. Life-cycle logisticians can work 

directly in a program management office, in support 

of the program manager (PM), or in other logistics 

activity offices for support and sustainment. 

Defense Acquisition Workforce Improvement Act 

Level III-certified life-cycle logisticians can also 

serve as DoD product support managers, responsible 

for the following: 

» Providing weapon systems product support subject 

matter expertise to the PM for execution of the PM’s 

duties as the total life-cycle systems manager

» Developing and implementing a comprehensive, 

outcome-based product support strategy

» Promoting opportunities to maximize competition 

while meeting the objective of providing best-value, 

long-term outcomes to the warfighter

» Seeking to leverage enterprise opportunities across 

programs and DoD components

» Using appropriate analytical tools and conducting 

appropriate cost analyses to determine the most 

affordable and effective product support strategy

» Developing and implementing appropriate product 

support arrangements

» Assessing and adjusting resource allocations and 

performance requirements for product support to 

meet validated warfighter requirements and optimize 

implementation of the product support strategy

» Documenting the product support strategy in the Life 

Cycle Sustainment Plan

» Conducting periodic product support strategy reviews 

and revalidating the supporting business case analysis

» Ensuring that the product support strategy maximizes 

small business participation at the appropriate tiers

» Ensuring identification of obsolete parts utilized in 

specifications and developing plans for suitable 

replacements

» Influencing the system design and sustainment 

strategy to achieve affordability goals and caps

Thus, both life-cycle logisticians and product 

support managers are ultimately responsible for 

designing, developing, implementing, and sustaining 

tailored life-cycle product support that optimizes 

affordability, materiel readiness, and joint warfighter 

requirements, thereby providing the Nation an 

enduring strategic advantage over its adversaries. 

Mr. Paul D. 

Peters

Acting Assistant Secretary 

of Defense for Logistics 

and Materiel Readiness

http://icatalog.dau.mil/
p. 97 97

Life Cycle Logistics Level I

Type of Assignment Representative Activities

» L1 Product Support Management Support and provide inputs into cost and performance management across the product support 

value chain, from design through disposal.

» L2 Supply Support

Support the identification, planning, resourcing, and implementation of management actions to 

acquire repair parts, spares, and all classes of supply to ensure the best equipment/capability is 

available to support the warfighter or maintainer when it is needed at the lowest possible cost. 

» L3 Packaging, Handling, Storage and Transportation

Support the identification, planning, resourcing, and implementation of management actions 

to facilitate acquisition of packaging/preservation, handling, storage, and transportation 

(PHS&T) requirements to maximize availability and usability of the materiel, including 

support items whenever they are needed for training or mission.

» L4 Maintenance Planning and Management

Support the identification, planning, resourcing, and implementation of maintenance concepts 

and requirements to ensure the best possible equipment/capability is available when the warfighter needs it at the lowest possible Total Ownership Cost (TOC).

» L5 Design Interface

Understand and support the systems engineering process to impact the design from its inception throughout the life cycle, facilitating supportability to maximize the availability, effectiveness and capability of the system at the lowest Total Ownership Cost (TOC).

» L6 Sustaining Engineering Understand, recognize the importance of, and assist in supporting inservice systems in their 

operational environments.

» L7 Technical Data

Support the identification, planning, resourcing, and implementation of management actions 

to facilitate development and acquisition of information to operate, install, maintain, and train 

on the equipment to maximize its effectiveness and availability; effectively catalog and acquire 

spare/repair parts, support equipment, and all classes of supply; define the configuration 

baseline of the system (hardware and software) to support the warfighter effectively with the 

best capability at the time it is needed.

» L8 Computer Resources

Support the identification, planning, resourcing, and implementation of actions to facilitate the 

acquisition and maintenance of facilities, hardware, software, documentation, and personnel 

necessary for planning and management of mission-critical computer hardware and software 

systems. Coordinate and implement agreements necessary to manage technical interfaces and 

to manage the work performed during maintenance activities. Establish and update plans for 

periodic test and certification activities required throughout the life cycle.

» L9 Facilities and Infrastructure

Support the identification, planning, resourcing, and implementation of actions to facilitate 

the acquisition and maintenance of facilities to enable training, maintenance, and storage to 

maximize the effectiveness of system operation and the logistics support system at the lowest 

Total Ownership Cost (TOC). Identify and prepare plans for the acquisition of facilities to 

enable responsive support for the warfighter.

» L10 Manpower and Personnel

Support the identification, planning, resourcing, and implementation of actions to facilitate the 

acquisition and support of personnel, civilian and military, with the grades and skills required 

to operate equipment, to complete the missions, to fight or support the fight effectively, to win 

our Nation’s wars; and to support the warfighter effectively and ensure the best capability is 

available for the warfighter when needed. 

» L11 Support Equipment

Support the identification, planning, resourcing, and implementation of management actions 

to acquire and maintain support equipment (mobile or fixed) required to sustain the operation 

and maintenance of the system to ensure that the system is available to the warfighter when it is 

needed at the lowest Total Ownership Cost (TOC).

» L12 Training and Training Support

Support the identification, planning, resourcing, and implementation of a cohesive integrated 

strategy early in the development process to train military and civilian personnel to maximize 

the effectiveness of the doctrine and of the personnel’s ability to operate, fight with, and 

maintain the equipment throughout the life cycle. As part of the strategy, to plan, resource, 

and implement management actions that identify, develop, and acquire training aids, devices, 

simulators and simulations (TADSS) to maximize the effectiveness of the personnel’s ability to 

operate, fight with, and sustain equipment at the lowest Total Ownership Cost (TOC). 

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training

• ACQ 101 Fundamentals of Systems Acquisition Management

• SYS 101 Fundamentals of Systems Planning, Research, Development, 

and Engineering 

» Functional Training

• CLL 008 Designing for Supportability in DoD Systems

• CLL 011 Performance-Based Life-Cycle Product Support (PBL)

• LOG 101 Acquisition Logistics Fundamentals

• LOG 102 Fundamentals of System Sustainment Management

• LOG 103 Reliability, Availability, and Maintainability (RAM)

» Education Formal education not required for certification

» Experience 1 year of life-cycle logistics in an acquisition and/or sustainment organization.

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 

• Some continuous learning (CL) modules have been created by extracting lessons in their entirety from a training course. If this is the case for the CL module(s) identified in the above core certification standards, the course the CL module was extracted from is identified in the “Notes” section of the CL course 

description, and the course can be substituted to meet the certification standard. 
p. 98

Section 3

98

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training L1 L2 L3 L4 L5 L6 L7 L8 L9 L10 L11 L12

BCF 106 Fundamentals of Cost Analysis 

BCF 107 Applied Cost Analysis (R) 

CLB 007 Cost Analysis 

CLB 009 Planning, Programming, Budgeting, and Execution and Budget 

Exhibits 



CLC 007 Contract Source Selection 

CLC 011 Contracting for the Rest of Us   

CLC 013 Services Acquisition   

CLC 045 Partnering  

CLC 108 Strategic Sourcing Overview  

CLC 112 Contractors Accompanying the Force     

CLE 003 Technical Reviews  

CLE 012 DoD Open Systems Architecture (OSA)    

CLE 015 Continuous Process Improvement Familiarization   

CLE 026Trade Studies    

CLE 062 Human Systems Integration   

CLE 301Reliability and Maintainability       

CLL 002 Defense Logistics Agency Support to the PM    

CLL 006 Depot Maintenance Partnering  

CLL 013 DoD Packaging   

CLL 017 Introduction to Defense Distribution  

CLL 021Product Support Arrangements   

CLL 022 Title 10 Depot Maintenance Statute Overview  

CLL 030 Reliability-Centered Maintenance (RCM)     

CLL 032 Preventing Counterfeit Parts from Entering DoD Supply System      

CLL 033 Logistician’s Responsibilities During Technical Reviews  

CLL 034SLAMIS  

CLL 037 DoD Supply Chain Fundamentals    

CLL 038Provisioning and Cataloging  

CLL 039Product Support Requirements Identification      

CLL 046The Twelve Integrated Product Support Elements            

CLL 062Counterfeit Prevention Awareness            

CLL 202 Diminishing Manufacturing Sources and Material Shortages 

(DMSMS) Executive Overview         

CLM 003 Overview of Acquisition Ethics            

CLM 013 Work-Breakdown Structure   

CLM 021 Introduction to Reducing Total Ownership Costs (R-TOC) 

CLM 024 Contracting Overview 

CLM 030 Common Supplier Engagement 

CLM 032 Evolutionary Acquisition   

CLM 071 Introduction to Data Management    

CLM 072 Data Management Strategy Development  

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 

• Some continuous learning (CL) modules have been created by extracting lessons in their entirety from a training course. If this is the case for the CL module(s) identified in the above core certification standards, the course the CL module was extracted from is identified in the “Notes” section of the CL course 

description, and the course can be substituted to meet the certification standard. 
p. 99 99

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training L1 L2 L3 L4 L5 L6 L7 L8 L9 L10 L11 L12

CLR 101 Introduction to the Joint Capabilities Integration and Development 

System



CLV 016 Introduction to Earned Value Management   

IRM 101 Basic Information Systems Acquisition    

TST 102 Fundamentals of Test and Evaluation     

Education: Baccalaureate degree in a technical, scientific, or managerial field Leadership and management courses such as Harvard Business School (HBS) training 

modules on the Continuous Learning page of the iCatalog. 

Experience: 2 years of life-cycle logistics experience in support of acquisition or sustainment of DoD weapons/materiel systems

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 

• Some continuous learning (CL) modules have been created by extracting lessons in their entirety from a training course. If this is the case for the CL module(s) identified in the above core certification standards, the course the CL module was extracted from is identified in the “Notes” section of the CL course 

description, and the course can be substituted to meet the certification standard. 
p. 100

Section 3

100

Life Cycle Logistics Level II

Type of Assignment Representative Activities

» L1 Product Support Management Plan and manage cost and performance across the product support value chain, from design 

through disposal.

» L2 Supply Support 

Identify, plan for, resource, and implement management actions to acquire repair parts, spares, 

and all classes of supply to ensure the best equipment/capability is available to support the 

warfighter or maintainer when it is needed at the lowest possible cost. 

» L3 Packaging, Handling, Storage and Transportation

Identify, plan, resource, and acquire packaging/preservation, handling, storage, and transportation (PHS&T) requirements to maximize availability and usability of the materiel, including 

support items whenever they are needed for training or mission.

» L4 Maintenance Planning and Management

Identify, plan, resource, and implement maintenance concepts and requirements to ensure the 

best possible equipment/capability is available when the warfighter needs it at the lowest possible Total Ownership Cost (TOC).

» L5 Design Interface

Participate in and leverage the systems engineering process to impact the design from its 

inception throughout the life cycle, facilitating supportability to maximize the availability, 

effectiveness, and capability of the system at the lowest Total Ownership Cost (TOC).

» L6 Sustaining Engineering Support inservice systems in their operational environments.

» L7 Technical Data

Identify, plan, resource and implement management actions to develop and acquire information 

to operate, install, maintain, and train on the equipment to maximize its effectiveness and 

availability; effectively catalog and acquire spare/repair parts, support equipment, and all 

classes of supply; define the configuration baseline of the system (hardware and software) to 

support the warfighter effectively with the best capability at the time it is needed.

» L8 Computer Resources

Identify, plan, resource, and acquire facilities, hardware, software, documentation, and 

personnel necessary for planning and management of mission-critical computer hardware and 

software systems. Coordinate and implement agreements necessary to manage technical interfaces, and to manage the work performed during maintenance activities. Establish and update 

plans for periodic test and certification activities required throughout the life cycle.

» L9 Facilities and Infrastructure

Identify, plan, resource, and acquire facilities to enable training, maintenance, and storage to 

maximize the effectiveness of system operation and the logistics support system at the lowest 

Total Ownership Cost (TOC). Identify and prepare plans for the acquisition of facilities to 

enable responsive support for the warfighter.

» L10 Manpower and Personnel

Identify, plan, resource, and acquire personnel, civilian and military, with the grades and skills 

required to operate equipment, to complete the missions, to fight or support the fight effectively, 

to win our Nation’s wars; and to support the warfighter effectively and ensure the best capability 

is available for the warfighter when needed. 

» L11 Support Equipment

Identify, plan, resource, and implement management actions to acquire and support the 

equipment (mobile or fixed) required to sustain the operation and maintenance of the system 

to ensure that the system is available to the warfighter when it is needed at the lowest Total 

Ownership Cost (TOC).

» L12 Training and Training Support

Plan, resource, and implement a cohesive integrated strategy early in the development process 

to train military and civilian personnel to maximize the effectiveness of the doctrine and of 

the personnel’s ability, to operate, fight with, and maintain the equipment throughout the life 

cycle. As part of the strategy, to plan, resource, and implement management actions to identify, 

develop, and acquire training aids devices simulators, and simulations (TADSS) to maximize 

the effectiveness of the personnel’s ability to operate, fight with, and sustain equipment at the 

lowest Total Ownership Cost (TOC).

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training • ACQ 202 Intermediate Systems Acquisition, Part A

• ACQ 203 Intermediate Systems Acquisition, Part B (R)

» Functional Training

• CLC 011 Contracting for the Rest of Us

• CLL 001 Life Cycle Management and Sustainment Metrics 

• CLL 012 Supportability Analysis

• LOG 200 Intermediate Acquisition Logistics, Part A

• LOG 201 Intermediate Acquisition Logistics, Part B (R)

• LOG 206 Intermediate System Sustainment Management

• LOG 235 Performance-Based Logistics

AND choose one of the following five (5) course options:

• EVM 101 Fundamentals of Earned Value Management

• LOG 204 Configuration Management

• LOG 215 Technical Data Management

• RQM 110 Core Concepts for Requirements Management

option 5 includes all three (3) of the CON courses listed below:

• CON 121 Contract Planning

• CON 124 Contract Execution

• CON 127 Contract Management

» Education Formal education not required for certification

» Experience 2 years of acquisition and/or sustainment experience in life cycle logistics

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 101 101

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training L1 L2 L3 L4 L5 L6 L7 L8 L9 L10 L11 L12

ACQ 120 Fundamentals of International Acquisition (FIAC)            

ACQ 130 Fundamentals of Technology Security/Transfer (FTS/T)        

BCF 220 Acquisition Business Management Concepts 

BCF 225 Acquisition Business Management Application (R) 

CLC 004 Market Research 

CLC 046 Green Procurement    

CLC 057 Performance-Based Payments and Value of Cash Flow  

CLE 001 Value Engineering   

CLE 004 Introduction to Lean Enterprise Concepts   

CLE 007 Lean Six Sigma for Manufacturing   

CLE 009 ESOH in Systems Engineering  

CLE 016 Outcome-Based Performance Measures   

CLE 028 Market Research for Engineering and Technical Personnel    

CLE 036 Engineering Change Proposals for Engineers   

CLE 040 IUID Marking     

CLE 064 Standardization in the Acquisition Life Cycle   

CLE 068 Intellectual Property and Data Rights   

CLI 001 International Armaments Cooperation (IAC), Part 1            

CLI 002 International Armaments Cooperation (IAC), Part 2            

CLI 003 International Armaments Cooperation (IAC), Part 3            

CLI 004 Information Exchange Program (IEP), DoD Generic       

CLI 007 Technology Transfer and Export Control            

CLL 003 Supportability Test and Evaluation     

CLL 019 Technology Refreshment Planning   

CLL 023 Title 10 U.S.C. 2464 Core Statute Implementation  

CLL 024 Title 10 Limitations on the Performance of Depot-Level

Maintenance (50/50)  

CLL 025 Depot Maintenance Interservice Support Agreements (DMISA) 

CLL 027 Depot Source of Repair (DSOR) 

CLL 029 Condition-Based Maintenance Plus (CBM+) 

CLL 031 Performance-Based Logistics (PBL) Contracting Strategies   

CLL 036 Product Support Manager (PSM) 

CLL 040 Business Case Analysis Tools 

CLL 042 Supportability Analysis Techniques, Procedures, and Tools 

CLL 043 Green Logistics: Planning for Sustainability    

CLL 051 System Retirement, Reclamation, Demilitarization, and Materiel 

Disposition

  

CLL 057 Level of Repair Analysis—Introduction  

CLL 058 Level of Repair Analysis—Theory and Principles  

CLL 059 Sustaining Engineering     

CLL 119 Technical Refreshment Implementation Module   

CLL 206 Introduction to Parts Management    

CLM 037 Physical Inventories  

CLM 059 Small Business Program for Program Managers 

CLM 075 Data Acquisition  

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 102

Section 3

102

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training L1 L2 L3 L4 L5 L6 L7 L8 L9 L10 L11 L12

CLM 076 Data Markings 

CLR 030 Environment, Safety, and Occupational Health in JCIDS    

CLR 151 Analysis of Alternatives 

FE 201 Intermediate Facilities Engineering  

PMT 251 Program Management Tools Course, Part 1 

PMT 257 Program Management Tools Course, Part 2 

PQM 101 Production, Quality, and Manufacturing Fundamentals   

PQM 201A Intermediate Production, Quality, and Manufacturing, Part A  

PQM 201B Intermediate Production, Quality, and Manufacturing, Part B (R)  

SAM 101 Basic Software Acquisition Management   

SYS 202 Intermediate Systems Planning, Research, Development, and 

Engineering, Part 1

  

TST 204 Intermediate Test and Evaluation (R)   

Education: Baccalaureate degree in a logistics, business, management, or technical field, and/or completion of a certificate program in systems design and operational 

effectiveness or similar systems engineering/technical education, business administration, and/or supply chain management

Leadership and management courses such as Harvard Business School (HBS) training modules on the Continuous Learning page of the iCatalog. 

Experience: 4 years of life-cycle logistics experience in support of acquisition or sustainment of DoD weapons/materiel systems

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 103 103

Life Cycle Logistics Level III

Type of Assignment Representative Activities

» L1 Product Support Management Lead and oversee cost and performance across the product support value chain, from design 

through disposal.

» L2 Supply Support 

Oversee the identification, planning, resourcing, and implementation of management actions to 

acquire repair parts, spares, and all classes of supply to ensure the best equipment/capability is 

available to support the warfighter or maintainer when it is needed at the lowest possible cost.

» L3 Packaging, Handling, Storage and Transportation

Oversee the identification, planning, resourcing, and acquisition of packaging/preservation, handling, storage, and transportation (PHS&T) requirements to maximize availability and usability 

of the materiel, including support items whenever they are needed for training or mission.

» L4 Maintenance Planning and Management

Oversee the identification, planning, resourcing, and implementation of maintenance concepts 

and requirements to ensure the best possible equipment/capability is available when the warfighter needs it at the lowest possible Total Ownership Cost (TOC).

» L5 Design Interface

Collaboratively engage in and leverage the systems engineering process to impact the design 

from its inception throughout the life cycle, facilitating supportability to maximize the availability, effectiveness, and capability of the system at the lowest Total Ownership Cost (TOC).

» L6 Sustaining Engineering Oversee, lead, or influence the design, implementation, and execution of support for inservice 

systems in their operational environments.

» L7 Technical Data

Oversee the identification, planning, resourcing, and implementation of management actions 

to develop and acquire information to operate, install, maintain, and train on the equipment to 

maximize its effectiveness and availability; effectively catalog and acquire spare/repair parts, 

support equipment, and all classes of supply; define the configuration baseline of the system 

(hardware and software) to support the warfighter effectively with the best capability at the time 

it is needed.

» L8 Computer Resources

Oversee the identification, planning, resourcing, and implementation of management actions to 

acquire and maintain facilities, hardware, software, documentation, and personnel necessary 

for planning and management of mission-critical computer hardware and software systems. 

Coordinate and implement agreements necessary to manage technical interfaces, and to manage 

the work performed during maintenance activities. Establish and update plans for periodic test 

and certification activities required throughout the life cycle.

» L9 Facilities and Infrastructure

Oversee the identification, planning, resourcing, and implementation of management of facilities 

to enable training, maintenance, and storage to maximize the effectiveness of system operation 

and the logistics support system at the lowest Total Ownership Cost (TOC). Identify and prepare 

plans for the acquisition of facilities to enable responsive support for the warfighter.

» L10 Manpower and Personnel

Oversee the identification of requirements for, planning for, resourcing, and implementation of 

management of personnel, civilian and military, with the grades and skills required to operate 

equipment, to complete the missions, to fight or support the fight effectively, to win our Nation’s 

wars; and to support the warfighter effectively and ensure the best capability is available for the 

warfighter when needed.

» L11 Support Equipment

Oversee the identification of requirements for, planning for, resourcing, and implementation of 

management actions to acquire and maintain support equipment (mobile or fixed) required to 

sustain the operation and maintenance of the system to ensure that the system is available to the 

warfighter when it is needed at the lowest Total Ownership Cost (TOC).

» L12 Training and Training Support

Oversee the identification of requirements for, planning for, resourcing, and implementation 

of management actions to acquire and support a cohesive integrated strategy early in the 

development process to train military and civilian personnel to maximize the effectiveness of 

the doctrine, and of the personnel’s ability, to operate, fight with, and maintain the equipment 

throughout the life cycle. As part of the strategy, to plan, resource, and implement management 

actions to identify, develop, and acquire training aids devices simulators and simulations 

(TADSS) to maximize the effectiveness of the personnel’s ability to operate, and sustain equipment at the lowest Total Ownership Cost (TOC). 

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training • No additional requirements

» Functional Training

• CLL 005 Developing a Life-Cycle Sustainment Plan (LCSP)

• CLL 015 Product Support Business Case Analysis (BCA)

• CLL 020 Independent Logistics Assessments

• LOG 340 Life-Cycle Product Support (R)

• LOG 350 Enterprise Life-Cycle Logistics Management (R)

AND one of the following options:

• ACQ 265 Mission-Focused Services Acquisition (R)

• ACQ 315 Understanding Industry (Business Acumen) (R)

• BCF 215 Operating and Support Cost Analysis (R)

• LOG 211 Supportability Analysis (R)

» Education Formal education not required for certification

» Experience 4 years of life-cycle logistics experience in an acquisition and/or sustainment organization

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2 The training listed in the Unique Position Training Standards section for workforce members assigned to these positions is recommended.

3

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 104

Section 3

104

Unique Position Training Standards2

» PSMs for ACAT I/II and former ACAT I/II programs that are 

post-IOC or no longer have a PM reporting to a CAE • LOG 365 Executive Product Support Manager’s Course (R)

Core Plus Development Guide3 

(Desired training, education, and experience) Type of Assignment

Training L1 L2 L3 L4 L5 L6 L7 L8 L9 L10 L11 L12

ACQ 230 International Acquisition Integration (R) 

ACQ 315 Understanding Industry (Business Acumen) (R)  

ACQ 405 Executive Refresher Course (R)            

ACQ 450 Leading in the Acquisition Environment (R)            

ACQ 451 Integrated Acquisition for Decision Makers (R)            

ACQ 452 Forging Stakeholder Relationships (R)           

ACQ 453 Leader as Coach (R)            

CLB 011 Budget Policy 

CLC 026 Performance-Based Payments Overview 

CLC 051 Managing Government Property in the Possession of Contractors  

CLC 055 Competition Requirements 

CLE 008 Six Sigma: Concepts and Processes   

CLE 011 Modeling and Simulation for Systems Engineering   

CLE 023 Modeling and Simulation for Test and Evaluation 

CLE 025 Information Assurance (IA)  

CLE 039 Environmental Issues in Testing and Evaluation 

CLE 065 Standardization Documents  

CLE 070 Corrosion and Polymeric Coatings   

CLE 201 ISO 9000  

CLL 007 Lead-Free Electronics Impact on DoD Programs   

CLL 016 Joint Logistics 

CLL 018 Joint Deployment Distribution Operations Center (JDDOC)  

CLL 026 Depot Maintenance Capacity Measurement 

CLL 035 Operating and Support Cost Estimating for the Product Support 

Manager 



CLL 041 Life-Cycle Cost (LCC) Analysis Tools 

CLL 056 Sustainment of Software Intensive Systems      

CLL 120 The DoD Shelf-Life Program   

CLL 201 Diminishing Manufacturing Sources and Material Shortages 

(DMSMS) Fundamentals      

CLL 203 Diminishing Manufacturing Sources and Material Shortages 

(DMSMS) Essentials  

CLL 204 Diminishing Manufacturing Sources and Material Shortages 

(DMSMS) Case Studies  

CLL 205 Diminishing Manufacturing Sources and Material Shortages 

(DMSMS) for Technical Professionals  

CLM 014 IPT Management and Leadership    

CLM 016 Cost Estimating 

CLM 017 Risk Management            

CLM 035 Environmental Safety and Occupational Health—Lesson from 

PMT 352A 

 

CLM 038 Corrosion Prevention and Control Overview    

CLM 044 Radio Frequency Identification  

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2 The training listed in the Unique Position Training Standards section for workforce members assigned to these positions is recommended.

3

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 105 105

Core Plus Development Guide3 

(Desired training, education, and experience) Type of Assignment

Training L1 L2 L3 L4 L5 L6 L7 L8 L9 L10 L11 L12

CLM 047 Fiscal and Physical Accountability and Management of DoD 

Equipment 



CLM 073 Data Management Planning System 

CLM 074 Technical Data and Computer Software Rights  

CLM 077 Data Management Protection and Storage 

CLM 200 Item-Unique Identification    

CLM 201 Serialized Item Management (SIM)    

CLR 250 Capabilities-Based Assessment 

CLR 252 Developing Key Performance Parameters 

CON 237 Simplified Acquisition Procedures 

CON 280 Source Selection and Administration of Service Contracts (R) 

FE 301 Advanced Facilities Engineering (R) 

PMT 352A Program Management Office Course, Part A 

PMT 352B Program Management Office Course, Part B (R) 

PMT 400 Program Manager’s Skills Course (R) 

PQM 301 Advanced Production, Quality, and Manufacturing (R)   

SYS 120 Defense Standardization Workshop (R)   

SYS 130 Specification Selection and Application (R)   

SYS 203 Intermediate Systems Planning, Research, Development, and 

Engineering, Part 2 (R)  

TST 303 Advanced Test and Evaluation (R) 

Education: Master’s degree in a logistics, business, management, or technical field, such as systems design and operational effectiveness, or similar systems 

engineering/technical education, business administration, and/or supply chain management

Joint Professional Military Education (JPME) such as the Dwight D. Eisenhower School for National Security and Resource Strategy

Leadership and management courses such as Harvard Business School (HBS) training modules on the Continuous Learning page of the iCatalog. 

Experience: 8 years of life-cycle logistics experience in support of acquisition or sustainment of DoD weapons/materiel systems

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2 The training listed in the Unique Position Training Standards section for workforce members assigned to these positions is recommended.

3

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 106

Section 3

106

Science and Technology Functional 

Comm unity

Science and Technology Manager

Science and technology managers are typically scientists and 

engineers primarily involved in the material solution analysis, 

technology maturation, and risk reduction phases of the defense 

acquisition system. They may, however, be involved in any phase of 

the acquisition process from basic research through deployment and 

demilitarization. Primary duties include developing overall program 

goals for science and technology funds; acquiring the services of 

scientists, engineers, and technical support personnel who are 

experts in their fields to perform science and technology research 

for DoD; providing funds to and oversight of science and technology 

performers (including universities, industry, and federal government 

organizations); and interfacing with the customer to expedite the 

transition of technology to the user.

Dr. John Fischer

Director, Laboratory Office, 

ODDR&E

http://icatalog.dau.mil/
p. 107 107

Science and Technology Manager Level I

Type of Assignment Representative Activities

» Science and Technology Conducts, and/or monitors science and technology activities including basic research, applied 

research, and/or advanced technology development, in support to acquisition programs

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training

• CLE 045 Introduction to DoD Science and Technology Management

• CLE 068 Intellectual Property and Data Rights

• SYS 101 Fundamentals of Systems Planning, Research, Development, and Engineering

» Education

Baccalaureate or graduate degree in a technical or scientific field such as, but not limited 

to, engineering, physics, chemistry, biology, psychology, mathematics, operations research, 

engineering management, or computer science

» Experience 1 year of technical experience related to science and technology management

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment 

Training Science and Technology

CLB 009 Planning, Programming, Budgeting, and Execution and Budget 

Exhibits



CLE 011 Modeling and Simulation for Systems Engineering 

CLE 022 Program Manager Introduction to Anti-Tamper 

CLE 062 Human Systems Integration 

CLM 013 Work-Breakdown Structure 

CLM 016 Cost Estimating 

CLM 017 Risk Management 

CLM 024 Contracting Overview 

IRM 101 Basic Information Systems Acquisition 

TST 102 Fundamentals of Test and Evaluation 

Education: None specified

Experience: None specified

1

The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 108

Section 3

108

Science and Technology Manager Level II

Type of Assignment Representative Activities

» Science and Technology 

Organizes, conducts, and/or monitors science and technology activities including basic 

research, applied research, and/or advanced technology development; may also provide direct 

support to acquisition program managers

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 202 Intermediate Systems Acquisition, Part A

» Functional Training • CLE 021 Technology Readiness Assessments

• STM 202 Intermediate S&T Management (R)

» Education

Baccalaureate or graduate degree in a technical or scientific field such as, but not limited 

to, engineering, physics, chemistry, biology, psychology, mathematics, operations research, 

engineering management, or computer science

» Experience 2 years of technical experience related to science and technology management

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training Science and Technology

CLB 011 Budget Policy 

CLC 060 Time and Materials Contracts 

CLC 063 Sole Source Proposal Technical Evaluations 

CLC 106 Contracting Officer's Representative with a Mission Focus 

CLE 003 Technical Reviews 

CLE 009 ESOH in Systems Engineering 

CLE 301 Reliability and Maintainability 

CLL 008 Designing for Supportability in DoD Systems 

CLL 012 Supportability Analysis 

CLM 012 Scheduling 

CLM 031 Improved Statement of Work 

CLM 035 Environmental Safety and Occupational Health—Lesson from 

PMT 352A 



CLV 016 Introduction to Earned Value Management 

LOG 101 Acquisition Logistics Fundamentals 

Education: None specified

Experience: None specified

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

• “(R)” following a course title indicates the course is delivered as resident-based instruction. 

• Some continuous learning (CL) modules have been created by extracting lessons in their entirety from a training course. If this is the case for the CL module(s) identified in the above core certification standards, the course the CL module was extracted from is identified in the “Notes” section of the CL course 

description, and the course can be substituted to meet the certification standard. 
p. 109 109

Science and Technology Manager Level III

Type of Assignment Representative Activities

» Science and Technology 

Leads and/or manages science and technology activities including basic research, applied 

research, and/or advanced technology development; may also provide direct support to acquisition program managers

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training CLM 014 IPT Management and Leadership

» Functional Training • CLE 069 Technology Transfer

• STM 303 Advanced S&T Management (R)

» Education

Baccalaureate or graduate degree in a technical or scientific field such as, but not limited 

to, engineering, physics, chemistry, biology, psychology, mathematics, operations research, 

engineering management, or computer science

» Experience 4 years of technical experience related to science and technology management

Unique Position Training Standards2

» Science and Technology Managers (individuals with primary 

management responsibilities for BA 3 projects such as, but 

not limited to, Advanced Technology Demonstrations, Joint 

Capability Demonstrations, and Future Naval Capabilities 

Programs). The training listed in this section is considered very 

important.

• ACQ 203 Intermediate Systems Acquisition, Part B (R)

• CLE 026 Trade Studies

• CLV 017 Performance Measurement Baseline 

• CLV 018 Earned Value and Financial Management Reports 

• CLV 020 Baseline Maintenance 

• PMT 251 Program Management Tools Course, Part 1

• PMT 257 Program Management Tools Course, Part 2

• PMT 352A Program Management Office Course, Part A 

Core Plus Development Guide3 

(Desired training, education, and experience) Type of Assignment

Training Science and Technology

 CLE 046 Fundamentals of Executing a JCTD Project 

CLM 021 Introduction to Reducing Total Ownership Costs (R-TOC) 

CLV 017 Performance Measurement Baseline 

GRT 201 Grants and Agreements Management (R) 

Education: Graduate-level degree in engineering, physics, chemistry, biology, mathematics, operations research, management, or a related field

Experience: None specified

1

 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

 The training listed in the Unique Position Training Standards section for workforce members assigned to these positions is recommended. 

3

 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 110

Section 3

110

Test and Evaluation Functional 

Comm unity

As the functional leader for the Test and Evaluation (T&E) career field, 

my primary goals are to enhance the quality of the T&E workforce and 

guide consistent and integrated T&E policy. The responsibility to train 

and maintain the T&E workforce requires that we keep current the 

T&E functional acquisition competencies, certification standards, and 

T&E position category description.

T&E professionals assist program managers in improving cost, 

schedule, and performance of their acquisition programs by providing 

timely, objective assessments at key decision points. Our T&E courses 

provide essential knowledge that T&E professionals need to perform 

DoD T&E activities effectively. This includes understanding technical 

maturity and performance baselines; knowledge and application of 

technical reviews, design considerations, and reliability growth; and 

the practical use of T&E concepts and principles during planning, 

execution, and reporting on an acquisition program. 

My priority is to focus on earlier Developmental T&E activities to 

identify and fix problems during development. My initiatives include 

improving the current curriculum to ensure T&E professionals 

are able to create developmental evaluation frameworks as well as 

understand how to conduct T&E activities relating to interoperability, 

cybersecurity, reliability, and maintainability.

The T&E workforce requires increasing knowledge and skills to 

adequately evaluate complex systems. Since T&E in joint programs and 

system-of-systems comprehension presents challenges, it is important 

to prepare the workforce for complex system dependencies and 

interoperability issues. A part of my mission is to ensure a high-quality 

T&E workforce to provide the warfighter with affordable, supportable, 

and effective performance-based systems.

As the functional leader, I oversee DAU T&E education and training 

requirements and validate the certification standards for all T&E 

levels and for the Chief Developmental Tester. The requirements are 

updated when necessary and reflect the latest changes in statutory 

and regulatory acquisition policies, practices, and procedures. On an 

annual basis, we review and update the curriculum to ensure technical 

accuracy and consistency with DoD acquisition policy.

Dr. C. David 

Brown

Deputy Assistant Secretary 

of Defense, Developmental 

Test and Evaluation

Director, Test Resource 

Management Center

http://icatalog.dau.mil/
p. 111 111

Test and Evaluation Level I

Type of Assignment Representative Activities

» Headquarters and Staff (OSD, JS, COCOMs, JITC,

SYSCOMs, etc.) 

• Supports research and development of T&E policy, practices, metrics, and procedures

• Supports development of evaluation methodology and framework

• Supports the identification, direction, and guidance applicable to the Service/agency 

involvement in T&E

• Supports T&E office representative to T&E meetings and other forums

• Supports tracking/auditing of the T&E aspects of products/systems in the acquisition 

process

• Supports development of the T&E career management plan for recruiting, training, and 

retaining a professional T&E workforce

• Supports development and execution of T&E processes, standards, methods, and techniques

» Program Management and Matrix Support 

• Supports the program’s T&E working-level IPT

• Member of Chief Developmental Tester’s team developing a test and evaluation master plan 

(TEMP)

• Supports development of program’s test and evaluation strategy, approach, process, 

schedule, and resource requirements

• Supports implementation of evaluation methodology and framework relative to product/

system under test

• Supports development of T&E documentation and data for technical and progress reviews, 

including risk assessment

» Range/Lab/Field Supporting Activities 

• Supports identification, process, schedule for T&E resources including workforce, 

infrastructure, and budgets to support testing as expected for the respective facility

• Supports facility test plan development

• Assists in test execution, data collection, analysis, and reporting

• Supports the maintenance of the physical facility, environment, and coordination of 

renovations and repairs as necessary

• Assists in the execution of Service/agency or DoD cybersecurity and system assurance 

(SA) testing

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training

• CLE 023 Modeling and Simulation for Test and Evaluation 

• CLE 025 Information Assurance (IA)

• SYS 101 Fundamentals of Systems Planning, Research, Development, and Engineering

• TST 102 Fundamentals of Test and Evaluation

» Education Associate’s degree in any discipline

» Experience 1 year of test and evaluation experience

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training HQ & Staff PM/Matrix Spt Rg/Lab/Fld Spt Act

CLE 004 Introduction to Lean Enterprise Concepts  

IRM 101 Basic Information Systems Acquisition   

Education: None specified

Experience: None specified

1 The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2 When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTES: 

•“(R)” following a course title indicates the course is delivered as resident-based instruction. 

•Some continuous learning (CL) modules have been created by extracting lessons in their entirety from a training course. If this is the case for the CL module(s) identified in the above core certification standards, the course the CL module was extracted from is identified in the “Notes” section of the CL course 

description, and the course can be substituted to meet the certification standard. 
p. 112

Section 3

112

Test and Evaluation Level II

Type of Assignment Representative Activities

» Headquarters and Staff (OSD, JS, COCOMs, JITC,

SYSCOMs, etc.) 

• Supports research and development of test and evaluation strategy (TES), policy, practices, 

procedures, and implementation direction and guidance 

• Supports development of evaluation methodology and framework

• Supports the identification, direction, and guidance applicable to the headquarters

• Serves as or supports the T&E office representative at T&E meetings and other forums

• Manages tracking/auditing of the T&E aspects of products/systems in the acquisition 

process and identifies T&E issues

• Coordinates TES, test and evaluation master plans (TEMPs), test concepts, and test plans, 

as well as certifies annual T&E budgets

• Supports development of the T&E career management plan for recruiting, training, and 

retaining a professional T&E workforce

• Supports development and execution of T&E processes, standards, methods, and techniques

» Program Management and Matrix Support 

• Member of the program’s T&E working-level IPT

• Directs/manages development and/or implementation of evaluation methodology and 

framework relative to product/system under test

• Drafts and coordinates TEMP

• Directs coordination of cybersecurity test and evaluation per DoD Risk Management 

Framework Process

• Directs/manages development of program’s T&E approach, process, schedule, and resource 

requirements

• Directs/manages development of T&E materials/data for technical and progress reviews, 

including risk assessment

• Identifies and coordinates T&E personnel and financial resources requirements

• Provides guidance on development of test concepts and test plans and submits annual T&E budgets

» Range/Lab/Field Supporting Activities 

• Identifies and schedules facility resources for T&E resources, including workforce, 

infrastructure, and budgets to support testing

• Ensures facility test and evaluation tools (IT, video, targets, simulators, stimulators, 

instrumentation, etc.) are capable of supporting T&E as expected for the respective facility

• Leads facility test plan development and coordination

• Ensures technical adequacy of T&E plans and mitigation of safety risks for test plans and 

during test execution

• Leads test execution, data collection, analysis, and reporting

• Supports the maintenance of the physical facility, environment, and coordination of 

renovations and repairs as necessary

• Manages the implementation of Service/agency or DoD cybersucurity and system assurance 

(SA) policies

• Leads the evaluation and reporting of test results

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training • ACQ 202 Intermediate Systems Acquisition, Part A

• ACQ 203 Intermediate Systems Acquisition, Part B (R)

» Functional Training

• CLE 003 Technical Reviews

• CLE 029 Testing in a Joint Environment

• CLE 035 Introduction to Probability and Statistics

• CLE 301 Reliability and Maintainability

• CLM 013 Work-Breakdown Structure

• CLM 016 Cost Estimating

• CLR 101 Introduction to the Joint Capabilities Integration and Development System

• SYS 202 Intermediate Systems Planning, Research, Development, and Engineering, Part 1

• TST 204 Intermediate Test and Evaluation (R)

» Education

Baccalaureate degree of higher (any field of study)

A total of 24 semester hours or equivalent in technical or scientific courses such as mathematics (e.g., calculus, probability, statistics), physical sciences (e.g., chemistry, biology, physics), 

psychology, operations research/systems analysis, engineering, computer science, and 

information technology.

» Experience 2 years of test and evaluation experience

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training HQ & Staff PM/Matrix Spt Rg/Lab/Fld Spt Act

CLB 007 Cost Analysis   

CLE 015 Continuous Process Improvement Familiarization   

CLE 017 Technical Planning   

CLE 021 Technology Readiness Assessments   

CLE 037 Telemetry 

CLE 038 Time-Space-Position Information 

1

The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 113 113

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training HQ & Staff PM/Matrix Spt Rg/Lab/Fld Spt Act

CLE 039 Environmental Issues in Testing and Evaluation   

CLE 060 Practical Software and Systems Measurement  

CLM 013 Work-Breakdown Structure  

CLM 016 Cost Estimating   

CLM 017 Risk Management   

CLM 035 Environmental Safety and Occupational Health—Lesson from 

PMT 352A 

  

CLV 016 Introduction to Earned Value Management  

IRM 202 Intermediate Information Systems Acquisition (R)   

LOG 101 Acquisition Logistics Fundamentals   

LOG 103 Reliability, Availability, and Maintainability (RAM)   

PQM 101 Production, Quality, and Manufacturing Fundamentals  

SPS 106 Database Maintenance  

Education: None specified

Experience: At least 1 year of hands-on T&E field activities

1

The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 114

Section 3

114

Test and Evaluation Level III

Type of Assignment Representative Activities

» Headquarters and Staff (OSD, JS, COCOMs, JITC,

SYSCOMS, etc.) 

• Manages the identification, development, and implementation of T&E strategy, policy, 

practices, and procedures

• Manages development of evaluation methodology and framework

• Supports the identification, direction, and guidance applicable to the respective 

Service/agency

• Represents principal T&E office at T&E meetings and other forums

• Directs/manages tracking/auditing of the T&E aspects of products/systems in the 

acquisition process, identifies T&E issues, and recommends corrective actions as necessary

• Manages development of the T&E career management plan for recruiting, training, and 

retaining a professional T&E workforce

• Approves test and evaluation master plans (TEMPs), test concepts, and test plans, as well as 

certifies annual T&E budgets

• Manages the development and execution of T&E processes, standards, methods, and 

techniques

» Program Management and Matrix Support 

• Includes the Chief Developmental Tester for MDAP and MAIS programs.

• Chairs or serves as a key member of the program’s T&E working-level IPT

• Manages TEMP development and secures final approvals

• Directs/manages development of program’s T&E approach, process, schedule, and resource 

requirements

• Directs/manages development of T&E materials for technical and progress reviews, 

including risk assessment

• Identifies and coordinates T&E personnel and financial resources requirements

• Provides guidance on development of test concepts and test plans and submits annual 

T&E budgets

• Provides guidance on the cybersecurity test and evaluation per the DoD Risk Management 

Framework Process

» Range/Lab/Field Supporting Activities 

• Manages the identification, process, and schedule for T&E resources, including workforce, 

infrastructure, and budgets to support testing

• Ensures facility tools (IT, targets, video, simulators, stimulators, instrumentation, etc.) are 

capable of supporting T&E

• Directs/manages facility test plan development, coordination, and approval

• Directs/manages technical and safety reviews of test plans

• Directs/manages test execution, data collection, data management, and data analysis

• Directs/manages evaluation and reporting of test results

• Directs/manages development of new T&E techniques, capture of lessons learned, and 

development of T&E best practices 

• Manages the maintenance of the physical facility and environment and coordinates 

renovations and repairs as necessary

• Directs/manages the implementation of Service/agency or DoD cybersecurity and system 

assurance (SA) policies applicable to test facility

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training Acquisition Training identified at Level II must have been completed 

» Functional Training

• Functional Training identified at Level II must have been completed 

• CLB 008 Program Execution

• CLB 009 Planning, Programming, Budgeting, and Execution and Budget Exhibits

• CLL 015 Product Support Business Case Analysis (BCA)

• CLM 014 IPT Management and Leadership

• CLM 031 Improved Statement of Work

• CLV 016 Introduction to Earned Value Management

• TST 303 Advanced Test and Evaluation (R) 

» Education

Baccalaureate or graduate degree in a technical or scientific field such as engineering, physics, 

chemistry, biology, mathematics, operations research, engineering management, or computer 

science. 

» Experience 4 years of test and evaluation experience

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training HQ & Staff PM/Matrix Spt Rg/Lab/Fld Spt Act

CLC 011 Contracting for the Rest of Us  

CLE 009 ESOH in Systems Engineering   

CLE 066 Systems Engineering for Systems of Systems   

CLL 012 Supportability Analysis   

1

The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
p. 115 115

Core Plus Development Guide2 

(Desired training, education, and experience) Type of Assignment

Training HQ & Staff PM/Matrix Spt Rg/Lab/Fld Spt Act

CLM 032 Evolutionary Acquisition  

CLR 151 Analysis of Alternatives  

CLR 250 Capabilities-Based Assessments  

HBS 409 Decision Making   

HBS 427 Meeting Management   

HBS 441 Team Management   

PMT 251 Program Management Tools Course, Part 1  

PMT 257 Program Management Tools Course, Part 2   

SYS 203 Intermediate Systems Planning, Research, Development, and 

Engineering, Part 2 (R)   

Education: None specified

Experience: At least 2 years of hands-on T&E field activities

1

The Core Certification Standards section lists the training, education, and experience REQUIRED for certification at this level. 

2

When preparing your Individual Development Plan (IDP), you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if not already completed. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 

Image credit: Alisa Helin
p. 116

Section 3

116

Defense Contract Management 

Comm unity

The Defense Contract Management Agency (DCMA) is the DoD 

component that works directly with Defense suppliers to help ensure 

that DoD, federal, and allied government supplies and services meet 

all performance requirements and are delivered on time, at projected 

cost. DCMA directly contributes to the military readiness of the United 

States and its allies and helps preserve the Nation’s freedom.

DCMA professionals serve as “information brokers” and in-plant 

representatives for military, federal, and allied government buying 

agencies—both during the initial stages of the acquisition cycle and 

throughout the life of the resulting contracts.

Before contract award, DCMA professionals provide advice and information to help construct effective solicitations, identify potential risks, 

select the most capable contractors, and write contracts that meet the 

needs of our customers in DoD, federal, and allied government agencies. 

After contract award, DCMA professionals monitor contractors’ 

performance and management systems to ensure that cost, product 

performance, and delivery schedules comply with the terms and 

conditions of the contracts.

Colocated with the DCMA headquarters at Fort Lee, VA, the College of 

Contract Management (CCM) is chartered to ensure that well-trained 

faculty, well-designed curricula, and a cost-effective methodology will 

provide the professional, accredited courses necessary to enhance 

the skills of the workforce within the DCMA. Portions of the CCM’s 

curricula are envisioned to benefit non-DCMA personnel performing 

contract management functions.

Earned Value Management Functional 

Comm unity

Earned Value Management (EVM) is a disciplined, program 

management approach to integrating the cost, schedule, and technical 

work scope aspects of the contract. As such, EVM has earned the 

reputation as one of DoD’s and industry’s most powerful program 

management tools and plays an important role in successfully 

delivering acquisition programs by providing program managers and 

their integrated product teams (IPTs), with timely insight into ongoing 

program performance. EVM analysis provides actionable information 

to the IPT so it can proactively manage the many factors that influence 

cost, schedule, technical performance, and programmatic risk, 

thereby contributing to the timely delivery of high-quality, affordable, 

supportable, and effective defense systems to warfighters. 

EVM requires cross-functional understanding of integrated 

program management competencies in various Defense Acquisition 

Workforce career fields. As the EVM functional leader, the director 

of Performance Assessments and Root Cause Analyses (PARCA) 

supports other OSD functional leaders by providing EVM expertise to 

influence the competency requirements for effective and efficient EVM 

application within their respective functional areas. 

Lt. Gen. Wendy 

Masiello, USAF

Director, Defense Contract 

Management Agency

Mr. Gary Bliss

Director, Performance 

Assessments and Root 

Cause Analyses (PARCA), 

OUSD(AT&L)

http://icatalog.dau.mil/
p. 117 117

Small Business Functional Comm unity

As functional leader for the Small Business (SB) career field, my 

top priority is to align SB training with Defense readiness efforts. 

SB professionals play a vital role in maximizing competition and 

expanding the DoD’s industrial base. In order to optimize small 

business programs and Defense procurements, SB professionals should 

be proficient in performing a wide range of functions. The courses in 

the SB curriculum aim to develop the necessary skills to ensure that 

SB professionals can do the best job possible for the Department. The 

following are some of the key functions performed by these individuals:

» Developing, managing, and/or tracking procurement legislation, regulations, 

and policies affecting small business

» Forming acquisition strategies and participating in peer reviews and program 

management reviews of planned acquisitions

» Developing and managing subcontracting programs to ensure compliance with 

requirements

» Determining and recommending the appropriate level of small business 

participation during the acquisition planning process 

» Providing market research expertise

» Collecting and analyzing information regarding commercial capabilities, 

processes, pricing, incentives, warranties, delivery, and other standard terms 

and conditions

» Assessing and analyzing the effectiveness of established command or agency 

small business program initiatives and objectives

Services Acquisition Functional 

Comm unity

The Services Acquisition Directorate is responsible for developing, 

implementing, governing, and executing the acquisition oversight 

framework for services, and for the championing of strategic sourcing 

policy and initiatives, for the DoD. A relatively new organization in 

the office of Defense Procurement and Acquisition Policy, Services 

Acquisition (DPAP/SA) is tasked to improve the tradecraft in the 

acquisition of services. Contracted services represent more than 50 

percent of the DoD’s total contract spending. DPAP/SA is responsible 

for ensuring that services procurement results in the best value at the 

most reasonable cost. As much of the spending is executed in smaller 

contracts, the DoD wishes to improve its oversight capabilities, develop 

an expert understanding of where services dollars are spent, and use 

the knowledge of services tradecraft to make strategic decisions about 

how to meet the needs of the warfighter most efficiently. Better Buying 

Power 2.0 has tasked DPAP/SA to:

» Coordinate improvements with military department and 4th Estate senior 

managers for acquisition of services.

» Measure productivity using the DoD services taxonomy.

» Improve requirements definition and prevent requirements creep.

» Increase effective use of market research.

» Strengthen contract management outside the normal acquisition chain.

» Expand use of requirements review boards and tripwires.

Andre Gudger

Director, Office of Small 

Business Programs,

Office of the Secretary of 

Defense for Acquisition, 

Technology, and Logistics

Mr. Richard 

Ginman

Director, Defense 

Procurement and 

Acquisition Policy

117
p. 118

Section 4

118

Overview of Acquisition Workforce Career Management 

U.S. Army DACM

U.S. Navy and Marine Corps DACM

U.S. Air Force DACM

4th Estate DACM

DAU Administrative Information

Section 4: Acquisition 

Workforce Management 

and Administration

118
p. 119 119
p. 120

Section 4

120

Overview of Acquisition Workforce 

Ca reer Management

Directors, Acquisition Career Management (DACMs)

The DACMs assist in managing the accession, training, education, 

and career development of their respective components. There is 

a DACM representative for each of the military Services as well 

as for the 4th Estate. The 4th Estate DACM represents civilian 

agencies within the department and outside the military Services.

The DACMs coordinate with DAU to ensure the learning and 

developmental needs of the Defense Acquisition Workforce are 

addressed. The DACMs are instrumental in supporting enterprise 

human capital initiatives to create a high-performing Defense 

Acquisition Workforce. The following pages list important links 

and information regarding each DACM.

How to Register

To register for a DAU course, go to your appropriate DACM page 

in this catalog for links to registration Web sites and contact 

information. If you do not work as a member of the DoD—for 

instance, if you are a federal government employee in a civilian 

agency, an employee working for a company that supports DoD, or 

an international representative—go to the Registration Procedures 

for Non-DoD Students section of this catalog.

You are encouraged to review the DAU administrative information 

in this section, which provides an overview of DAU’s policies and 

procedures regarding attendance, cancellation, accommodations, 

transcript services, and other important information regarding 

taking a course at DAU.
p. 121 121

The U.S. Army Director, Acquisition Career Management 

(DACM) is charged with the responsibility to implement the 

Defense Acquisition Workforce Improvement Act (DAWIA) 

for the Army Acquisition Workforce (AAW). The DACM is an 

advisor and staff assistant to the Assistant Secretary of the 

Army for Acquisition, Logistics, and Technology (ASA[ALT]) 

and represents the assistant secretary in all matters relating to 

efforts to improve the acquisition workforce and its associated 

acquisition processes through education, training, and 

career management. The Army DACM reports directly to the 

ASA(ALT) and also serves as the Principal Military Deputy to 

the ASA(ALT). The Army DACM is supported by the Deputy 

DACM, who also serves as the Director of the U.S. Army 

Acquisition Support Center (USAASC). USAASC’s mission 

is to provide command-level resource management, human 

resources, and force structure support to the program executive 

offices and serve as the advocate for the entire AAW to ensure 

their professional growth and career development in order to 

continually improve Army combat capability.

The DACM promotes leadership and professional development 

of the AAW and ensures individual acquisition skill sets are 

matched with relevant work requirements, all while promoting 

an environment of open communication where the workforce 

can understand its role in equipping and sustaining the world’s 

premier fighting force. The Army DACM Office also fosters 

the professional growth of the AAW through functional, 

developmental, and leadership training.

The DACM’s responsibilities are to: 

» Establish and oversee the mission and vision of the Army 

Acquisition Corps (AAC) and the associated programs for the 

development and readiness of a professional civilian 

and military workforce

» Oversee the AAC and the AAW while establishing human 

capital plans, programs, and strategies to accomplish 

the acquisition mission and vision for the Army

» Ensure the readiness of a professional civilian and military 

acquisition workforce through relevant training, education, and 

experience opportunities

» Oversee all career management activities for the AAC and AAW 

(e.g., policies, training, opportunities, etc.) in accordance with 

statutory requirements and congressional mandates

» Grant AAC membership and DAWIA certification and approve 

waivers

» Designate senior-level representatives to provide guidance and 

to advise on matters that affect the education, training, and 

career development of the AAW

» Establish forums/opportunities to address issues facing the 

acquisition community from the perspective of Army senior 

leaders

» Represent the Army Acquisition Executive in all matters 

pertaining to the acquisition mission for the Army

The AAW comprises more than 

39,000 civilian and military 

workforce members who 

occupy 13 acquisition career 

fields. The largest numbers of 

workforce members serve in 

the acquisition career fields 

of Engineering, followed by 

Contracting and Life Cycle 

Logistics.

Where to find 

information

The Army DACM Office resides 

within the USAASC at Fort Belvoir, 

Virginia. Its Web site (http://asc.army.

mil/web/career-development/dacm-office/) 

contains information on everything 

related to acquisition careers. Some 

of the Army acquisition workforce 

topic areas, application systems, 

customer support, and news forums 

are highlighted below:

» ACC career planning and 

certification

» Civilian and military proponency

» Legislation and policy

» Tuition assistance, leadership 

training and development 

programs

» Army Defense Acquisition 

University registration: https://

www.atrrs.army.mil/channels/aitas/

» Certification Management System 

and AAC Membership System

» The award-winning Army AL&T

magazine

» News and developments

» FAQs and contact information

LTG Michael E. 

Williamson

Army DACM

U.S. Army DACM

121
p. 122

Section 4

122

The Department of the Navy (DoN) Director, Acquisition Career 

Management (DACM) is the focal point for the management 

and development of the Navy and Marine Corps military and 

civilian acquisition workforce. Having the right people in the 

right job at the right time will translate to effective and efficient 

program management, execution, and delivery of the finest 

warfighting capability to our sailors and marines. The DACM 

seeks to improve the workforce through education, training, and 

career management.

The foundation of the DACM Office support to the Department 

of the Navy acquisition workforce is contained in the Better 

Buying Power (BBP) 2.0 initiative. BBP 2.0 provides guidance on 

enhancing buying power, improving industry productivity, and 

providing an affordable, value-added military capability. One of 

the seven tenets of BBP 2.0 is “Improve the Professionalism of 

the Total Acquisition Workforce.”

In conjunction with BBP 2.0, the DoN DACM has targeted 

revitalizing and sustaining a strong, fully trained and qualified 

acquisition workforce as its key objective. The fundamental 

precept that guides our acquisition workforce strategy is that 

the design, development, procurement, and sustainment of 

the most complex warfighting systems in the world demand a 

highly skilled and knowledgeable acquisition workforce that is 

competent across all career fields. 

The DACM goals are to:

» Revitalize the acquisition workforce through improved 

education, training, and career management

» Focus on developing and sustaining acquisition professionals 

with critical skills needed to increase the capability of the 

acquisition workforce

» Implement policies and processes that lead to an appropriately 

sized acquisition workforce

The DACM responsibilities are to:

» Develop acquisition workforce strategies and policies

» Collaborate with other DoD military Services, agencies, and 

functional leaders on matters relating to the acquisition 

workforce education, training, and career development

» Analyze acquisition workforce requirements to ensure the DoN 

acquisition workforce has the personnel and skills it needs, now 

and into the future

» Manage critical acquisition positions/key leadership positions 

and ACAT I/IA and ACAT II program manager assignments

» Manage career development programs and opportunities

» Manage the DoN Defense Acquisition Workforce Development 

Fund Program 

» Oversee the DoN centrally managed Naval Acquisition 

Development Program

» Manage acquisition workforce awards and recognition

» Ensure workforce reporting requirements are met

Where to find 

information

Visit the DoN DACM Web site at 

http://www.secnav.navy.mil/rda/workforce/

for DoN-specific acquisition career 

management policies and procedures.

To register for acquisition training, visit the 

DoN eDACM Web site at

https://www.atrrs.army.mil/channels/

navyedacm.

Ms. René 

Thomas-Rizzo

Navy DACM

U.S. Navy and Marine Corps DACM
p. 123 123

Where to find 

information

Visit the Career/APDP section of the 

Acquisition functional area on the AF 

Portal. The site includes the following 

topics and links:

» Certification and training

» Professional currency

» How to update your record

» Acquisition Corps requirements 

and responsibilities

» Education opportunities and 

tuition assistance

» Guide to assignment-specific 

training

» Career Field Development Teams

» Awards and recognition

» Position qualification and tenure 

waivers

» Professional development

» Workforce announcements

» Policy references

» Career points of contact

Register for DAU Training

https://www.atrrs.army.mil/channels/acqnow/

Register for AFIT Training

https://www.atrrs.army.mil/channels/afitnow/

Track Continuous Learning

https://www.atrrs.army.mil/channels/acqnowcl/

Apply for APDP certification

https://www.atrrs.army.mil/channels/acqnowcert/

Review Your Acquisition Career Record 

(ACMS)

https://w20.afpc.randolph.af.mil/AFPCSecureNet20/

CheckPortal.aspx

The U.S. Air Force Director, Acquisition Career Management 

(DACM) is designated by the Assistant Secretary of the Air 

Force for Acquisition as the focal point for management and 

development of the acquisition workforce. The Air Force DACM 

works with the Office of the Under Secretary of Defense for 

Acquisition, Technology, and Logistics; the Defense Acquisition 

University (DAU); other Services and defense agencies; Air 

Force acquisition career field functional managers; and 

Air Force Acquisition Workforce members to improve the 

acquisition workforce through education, training, and career 

management.

The Air Force DACM responsibilities are to:

» Assist the Service Acquisition Executive with oversight and 

execution of acquisition workforce responsibilities

» Develop the Air Force acquisition professional workforce 

through directing, coordinating, and reviewing actions 

mandated by the Defense Acquisition Workforce 

Improvement Act (DAWIA) and DoD directives

» Develop, implement, and oversee policies and procedures 

for the Air Force Acquisition Professional Development 

Program (APDP)

» Establish programs, as required, to provide career 

development opportunities for the acquisition workforce 

in accordance with DAWIA, associated regulations, 

and Air Force Acquisition Workforce human capital 

strategic planning objectives

» Develop, review, and coordinate policy regarding the Air 

Force Acquisition Workforce, including both organic (Air 

Force civilians and military) and contracted resources

» Represent the Air Force as point of contact with DAU 

and other DoD military Services and agencies for 

matters relating to the AT&L Workforce Education, Training,

and Career Development Program

» Oversee Air Force acquisition training selection boards, 

including the Program Manager’s Course and Industrial 

College of the Armed Forces Senior Acquisition Course, for 

the acquisition community

» Manage training matters associated with DAWIA 

implementation, including DAU course quotas, acquisition 

training funds, and student course registration 

» Centrally administer Defense Acquisition Workforce 

Development Funds to ensure the Air Force Acquisition 

Workforce has the capacity it needs in both personnel

and skills

» Establish and maintain acquisition career management 

information systems for training, continuous learning, 

certification, acquisition personnel records review and waivers, 

as needed, to execute acquisition workforce responsibilities

Mr. David A. 

Slade

SAF/AQH

U.S. Air Force DACM

123
p. 124

Section 4

124

The 4th Estate Director, Acquisition Career Management 

(DACM) represents civilians assigned to the defense agencies 

outside the military departments—a community comprising 

more than 21,000 Defense Acquisition Workforce members. 

The 4th Estate DACM is responsible for collaborating with 

the defense agencies on all facets of career development and 

management of the Defense Acquisition Workforce.

The 4th Estate DACM responsibilities include:

» Supporting enterprise human capital initiatives to create a highperforming Defense Acquisition Workforce

» Collaborating and coordinating with defense agencies to 

support implementation of the Defense Acquisition Workforce 

Development Fund

» Providing policy interpretations on Defense Acquisition 

Workforce Improvement Act (DAWIA) matters

» Collaborating with senior leaders and functional leaders 

on matters relating to supporting and improving the Defense 

Acquisition Workforce

» Ensuring career management tools are available to the 4th 

Estate community, including a continuous learning tracking 

system and online application processes for certification and 

Defense Acquisition Corps membership

» Formulating concepts to develop innovative tools and resources 

to increase efficiencies

The following career management functions are 

performed at your specific agency:

» Approval of applications for DAU training

» Approval of DAWIA certification applications

» Approval of Acquisition Corps applications

» Processing and approval of waivers and fulfillment requests

» Documentation of course equivalencies

» Coding and management of acquisition personnel information

Where to find 

information

The 4th Estate DACM Web site, 

www.dau.mil/doddacm, provides 

additional information on the 

following areas:

» Class registration 

https://www.atrrs.army.mil/channels/

acqtas

» Managing your acquisition career 

» Career management tools

» Acquisition Corps

» DAWIA certification 

» Workforce manager resources

» Workforce policy 

» 4th Estate metrics

Points of Contact:

ACQTAS Help Desk, 

acqtashelp@asmr.com, 

703-645-0161

ACQTAS Travel Desk, 

acqtastravel@asmr.com, 

703-645-0161

Mr. Robert 

Daugherty

4th Estate DACM

4th Estate DACM
p. 125 125
p. 126

Section 4

126

Course Offerings

DAU courses are offered in a variety of modes:

» Resident—Workforce member attends class at 

one of the DAU training sites.

» Local—DAU instructor teaches at locations that 

have sufficient numbers of attendees 

to constitute a class.

» Distance Learning—Course material is offered 

entirely or in part via the Internet.

» Facilitated Online Learning Environment—

Material is offered online; instruction may be 

online or in the classroom.

» Hybrid—Course includes both distance learning 

and classroom (Parts A and B).

Online Requirements

E-learning assets should be developed in 

accordance with the following minimum 

specifications for learners’ computers:

» Windows 7 Service Pack 1

» Internet Explorer 8.0 

» Browser Settings:

» Pop-up blockers disabled

» Cookies enabled at medium-low security level

» Java Runtime Environment: Enabled, version 1.7 

or above—AJAX has replaced the necessity

for Java. 

» Adobe Flash Player Version 12.0+

» Windows Media Player 12.0+

» Adobe Acrobat Reader Version 10.1.9+

» Adobe Shockwave Player 12.0+

» Apple Quicktime 7.7.4

» Intel Pentium 4 Processor (1.6–2.4 GHz)

or faster

» 40 GB of available hard disk space

» 1 GB of RAM

» Recommended Display Settings:

» 1024 x 768 minimum resolution

» Font size or DPI set to normal or 100%

» Internet connection: 56 Kbps+ (1.5 Mbps 

recommended)

» 16-bit sound card and speakers

When logging on to the DAU Virtual Campus at 

https://learn.dau.mil, students should review 

the computer requirements in the “System 

Requirements” option under the “Help” menu. 

This will help students ensure that their 

computers are able to run online courseware 

successfully. Some online courses have additional 

software requirements that are explained at the 

beginning of the course.

Reporting Instructions

After being accepted for admission into a DAU 

course, students will receive an email from the 

university with instructions on how to proceed. 

In the case of online courses, an email will 

explain how to access the course material online. 

For classroom courses, students will receive an 

email with specific reporting instructions and 

information on lodging, meals, facilities, and 

appropriate classroom attire.

DAU offers students Web-based support for 

classroom activities and precourse assignments 

through the Blackboard learning management 

system. Blackboard provides Web sites for elected 

DAU courses so students can access readings 

and course activities on demand. Blackboard can 

support a variety of learning activities as required 

by a class: assignments, quizzes, surveys, and 

discussions. It supports group work and provides 

a place to store and submit files to instructors. A 

student enrolled in a course using Blackboard will 

receive information about the course’s Web site in 

course-welcome materials.

Travel, Per Diem, and Reimbursement

Each Service Acquisition Career Management 

Office or parent organization funds travel 

expenses and per diem for eligible students based 

on Service- or agency-specific policy. Students 

should consult the appropriate Acquisition Career 

Management Office for policy and guidance 

concerning travel requirements. It is very 

important that students arrive with a government 

credit card to pay for all legitimate travel-related 

expenses or, if needed, draw cash advances in lieu 

of receiving advance per diem payments. DAU 

cannot process travel claims or provide advance 

per diem payments. Students should know the 

name and telephone number of the government 

credit card program coordinator for their Services 

or organizations. This person will be the student’s 

point of contact for government credit cardrelated questions.

Defense Acquisition Workforce members may be 

eligible for funding of travel and per diem when 

attending courses required for certification. This 

is strictly based on the Service component policy. 

Students should contact their Service component 

point of contact for the specific funding policy 

DAU ADMINISTRATIVE 

INFORMATION
p. 127 127

covering DAU training. Funding is not provided 

to cover travel and per diem costs for workforce 

members who attend DAU courses for the purpose 

of continuous learning.

Course Registration and Quota Allocation

DAU uses the Army Training Requirements and 

Resources System (ATRRS) to maintain course 

schedules, allocate quotas, and manage class 

registration. Agencies with quota allocations 

should register workforce members as early as 

possible before the class start date to ensure 

their employees are in the ATRRS system and 

that employees have sufficient time to make 

necessary arrangements for attending class. 

After applying for a course, a student will receive 

an email identifying his or her status as waitlisted, disapproved, or as having a reservation. 

Approximately 60 days before the class starts 

(later for late registrants), those with class 

reservations will receive an email from DAU 

providing reporting instructions, class start and 

end times, and location-specific information 

(e.g., points of contact, hotels, and directions). 

Points of contact for most courses and locations 

are listed in the online course schedule. Any 

workforce member who is registered and has not 

received reporting instructions 15 days before 

the class start date should contact the Center for 

Scheduling and Student Support at either 866-

568-6924 (Option 1) or 703-805-3459 (Option 1).

Attendance Policy

Students are expected to attend all scheduled 

course sessions (including teleconferencing, 

satellite, and synchronous online sessions) and 

complete all coursework. Whenever possible, 

students shall request permission from the 

instructor in advance of absences, which must 

be for valid reasons such as illness or family 

emergency. Cumulative absences that exceed 

5 percent of contact time may be grounds for 

disenrollment (e.g., for a 40-hour course, students 

are expected to participate in at least 38 hours). 

Some courses permit students who miss periods of 

class time to complete supplemental work before 

receiving a graduation certificate.

Concerning various categories of leave, DAU 

follows established DoD and Office of Personnel 

Management guidance for civilians and Service 

regulations for military personnel.

Transcripts

To obtain transcripts, students should go to http://

www.dau.mil/faq/pages/Transcriptscertificates.aspx#official and 

click “Request a DAU Transcript.” The students 

will be directed to the online transcript system, 

where they will be asked to log on using either a 

Common Access Card (CAC) or Social Security 

number/date of birth. Once in the transcript 

system, students can print a transcript at their 

desk or request that an official transcript with a 

raised DoD seal be sent to a college. Transcripts 

are usually processed within 5 working days, 

though sometimes it takes longer; students will 

receive an email notice when their transcript has 

been processed. Questions regarding transcripts 

should be directed to the Center for Scheduling 

and Student Support at dauhelp@dau.mil.

Disability Accommodations

Those with disabilities who are scheduled to 

attend DAU classes should notify their local 

training office and the Center for Scheduling 

and Student Support as soon as possible 

before the start date of the class to ensure that 

appropriate accommodations are made. DAU 

fully supports the requirements of Section 

508 of the Rehabilitation Act Amendments of 

1998. Section 508 requires federal agencies that 

develop, procure, maintain, or use electronic and 

information technology to ensure that federal 

employees with disabilities have access to and use 

of that information and data. To that end, all new 

DAU courseware is developed to comply with the 

standards set forth in Section 508.

Student Policies

A complete overview of all student policies can be 

found at http://www.dau.mil/training/Pages/studentinformation.

aspx.

Academic Integrity

Absolute integrity is expected of every DAU 

student in all academic undertakings. Integrity 

entails a firm adherence to a set of values, and the 

values most essential to an academic community 

are grounded on the concept of honesty with 

respect to the intellectual efforts of oneself and 

others. Academic integrity is expected not only in 

formal coursework situations, but in all university 

relationships and interactions connected to 

the educational process, including the use of 

university resources.
p. 128

Section 4

128

Dress Policy

Unless otherwise noted in the welcome letter 

or email, civilian and military students are 

authorized to wear business casual attire: dress 

slacks, collared shirts, dress shoes/loafers and 

the equivalent attire for women. Examples 

of inappropriate attire are shorts; flip flops; 

strapless, excessively short or sheer garments; 

exposed midriffs; jeans; and athletic wear of any 

kind. The instructor, in advance, may specify 

exceptions to the above in support of a particular 

class event. Students also are requested to be 

cognizant that the heavy use of colognes and 

perfumes can be a distraction in class and cause 

allergic reactions in other students. In the case 

of DAU courses conducted at customer sites, 

alternative standards, consistent with those of the 

local command or organization, may prevail.

Cancellation Policy

If circumstances dictate canceling course 

attendance after a student receives notification 

of acceptance, the procedures set forth by the 

student’s respective Service or agency should 

be followed. This may afford other workforce 

members an opportunity to attend the course.

Grievance Policy

Any grievance a student may have, academic or 

otherwise, will first be addressed with the lead 

instructor of the course. If the lead instructor 

cannot resolve the issue to the student’s 

satisfaction, the issue can be elevated as outlined 

in DAU Directive 704, Student Academic and 

Administrative Policies. Directive 704 is available 

at http://www.dau.mil/training/Pages/studentinformation.aspx.

Registration Procedures 

for Non-DoD Students

International Students

Foreign military and civilian employees of a 

foreign government must apply for DAU courses 

through their country’s training officer, who 

will coordinate the training request through 

the U.S. Army security assistance officer in the 

Office of Defense Cooperation or an appropriate 

official in the U.S. Embassy. The U.S. Army 

Security Assistance Training Field Activity 

(SATFA), which is the executive agent for foreign 

members attending DAU courses, will process 

each individual’s application through appropriate 

channels. The SATFA will coordinate all training 

requests with the DAU Non-DoD Registrar at 

nondod.registrar@dau.mil or 703-805-4498. 

Security assistance officers or U.S. Embassy 

officials sponsoring training requests from 

the host country should go to http://jko.jten.mil for 

information on training available through the 

foreign military sales training program.

Military and civilian employees of countries 

that are members of the North Atlantic Treaty 

Organization (NATO) should initiate their 

training requests through the SATFA by calling 

757-788-3255. The SATFA desk officer for NATO 

affairs will put the student in contact with 

appropriate NATO training officials to process 

and coordinate the training request.

A non-U.S. citizen employed by a U.S. defense 

industry corporation, working for a foreign 

corporation that has a contract with DoD or any 

of the military departments, or assigned to a 

U.S. military agency or activity may be eligible 

to apply for DAU courses. For information about 

applying for a course, contact the DAU Academic 

Support Office at industry.registrar@dau.mil or 

703-805-4498.

Acquisition Personnel with Federal 

Civilian Agencies

Federal civilian personnel interested in 

acquisition or acquisition-related training should 

first consult the Federal Acquisition Institute 

(FAI) Web site at www.fai.gov, which provides 

information about career, certification, and 

training programs. Federal civilian personnel 

interested in attending DAU- or FAI-sponsored 

training must submit an application using the FAI 

electronic registration system on the Web at https://

www.atrrs.army.mil/faitas/External/Login/?ReturnUrl=%2ffaitas%2f, 

the FAI Internet Training Application (FAITAS) 

Web site.

Federal civilian personnel can attend DAU and 

FAI courses at no cost, on a space-available 

basis for DAU courses. The electronic system 

streamlines the reservation process and allows 

DAU ADMINISTRATIVE 

INFORMATION
p. 129 129

prospective students to initiate their own training 

requests via the Internet.

For additional information, students should 

contact their local acquisition career managers. 

Points of contact available to assist students are 

listed on the FAI Web site. You can also contact 

the FAI help desk at 703-752-9604 or visit www.fai.

gov/drupal/content/contact-us.

Defense Industry Certification

Unless an organization has its own certification 

standards, there is no organization or association 

that confers certification in a functional area 

for defense industry employees similar to the 

certification program administered by DoD for 

its acquisition workforce members. Industry 

employees may demonstrate comparable training 

to the members of the DoD Acquisition Workforce 

by successfully completing DAU courses. They 

can register for courses at https://www.atrrs.army.mil/

channels/nondod/logon.asp and will be accepted on a 

space-available basis.
p. 130

Appendix A:

Training Courses

Required course prerequisites are 

listed online in the iCatalog within each 

course concept card. A consolidated 

listing is also accessible from the 

iCatalog Home page at: 

http://icatalog.dau.mil/

See pp. 126-129 for course registration 

procedures.

130
p. 131

131
p. 132

Distance Learning or Facilitated/Online Resident/Local

Training Courses

132

ties. FTS/T covers the purpose of technology security in 

international programs, the key legislation and key players 

involved, and the role of the acquisition professional in the 

process. Upon completion of this course, students should be 

able to identify technology security principles, information, 

and processes, as well as describe the relationships between 

technology security and acquisition.

Course Length: Approximately 12 hours

Method of Delivery: Distance Learning

ACQ 202 

Intermediate Systems Acquisition, 

Part A

This is Part A of a two-course series designed for mid-level 

acquisition professionals. It presents a dynamic, real-time 

learning environment oriented towards developing the 

requisite skills and knowledge to work in integrated product 

teams by providing an overview of systems acquisition 

principles, policies, and processes. 

Course Length: To be determined

Method of Delivery: Distance Learning

ACQ 203 

Intermediate Systems Acquisition, 

Part B

This is Part B of a two-course series designed for mid-level 

acquisition professionals. It presents a dynamic, real-time 

learning environment oriented towards developing the 

requisite skills and knowledge to work in integrated product 

teams by providing an overview of systems acquisition 

principles, policies, and processes.

Course Length: 4.5 classroom days

Method of Delivery:Resident

ACQ 101 

Fundamentals of Systems 

Acquisition Management

This course provides a broad overview of the DoD systems 

acquisition process, covering all phases of acquisition. It 

introduces the Joint Capabilities Integration and Development System; the planning, programming, budgeting, and 

execution process; the DoD 5000-series policy documents; 

and current issues in systems acquisition management. 

Designed for individuals who have little or no experience 

in DoD acquisition management, this course has proven 

very useful to personnel in headquarters, program management, and functional or support offices. (This course will be 

replaced by ACQ 102 in the second quarter of fiscal year 2015.)

Course Length: Approximately 25 hours

Method of Delivery: Distance Learning

ACQ 120 

Fundamentals of International 

Acquisition (FIAC)

This course teaches the fundamentals of international 

acquisition and its relationship to Security Cooperation, 

including relevant laws and policies and the roles of involved 

U.S. Government organizations. It covers International 

Armaments Cooperation (IAC) and Security Assistance 

programs, how they relate to the Defense Acquisition 

System, and the processes and procedures used for these 

forms of international acquisition. The course also covers 

international contracting, international logistics, and 

systems engineering activities as they relate to program protection and interoperability, and technology security basics.

Course Length: Approximately 21 hours

Method of Delivery: Distance Learning

ACQ 130 

Fundamentals of Technology 

Security/Transfer (FTS/T)

This course is intended to provide the student with a 

comprehensive understanding of technology security and 

transfer as it pertains to international acquisition activiAppendix A Training Courses

Distance Learning or Facilitated/Online Resident/Local
p. 133

133

ACQ 315 

Understanding Industry 

(Business Acumen)

This course covers a wide range of business acumen 

competencies, including industry orientation, organization, 

cost and financial planning, business strategy/development, 

supplier management, incentives, and negotiating strategies. Business skills will be learned for aligning company 

strategies, finances, and operations that motivate company 

decisions, in order to meet business goals and gain fair and 

reasonable profits while providing best taxpayer value to the 

government on defense products.

Course Length: 4.5 classroom days

Method of Delivery:Resident

ACQ 370 

Acquisition Law

DoD policy now mandates that the acquisition process be 

conducted through integrated product teams. The employment of integrated product teams in the acquisition process 

has resulted in the involvement of many non-contracting 

government personnel. ACQ 370 provides an overview of 

government contract law, specifically laws and regulations 

that are applicable to government contracts.

Course Length: 4.5 classroom days

Method of Delivery:Resident

ACQ 230 

International Acquisition 

Integration

This course teaches students to plan, integrate, and implement international acquisition programs within the Defense 

Acquisition System. It is designed to meet the needs of 

Defense Acquisition Workforce members in various career 

fields that are responsible for international acquisition 

program efforts. The course covers the International Acquisition Career Path competencies using a comprehensive, 

integrated approach with practical exercises that address 

the following areas/mechanisms: cooperative programs, 

foreign military sales, direct commercial sales, building 

partnership capacity programs, technology security and 

foreign disclosure, and defense exportability integration.

Course Length: 4.5 classroom days

Method of Delivery: Resident

ACQ 265 

Mission-Focused Services 

Acquisition

This course aims to improve tradecraft in the acquisition of 

services. It uses a multifunctional approach that gives 

acquisition team members the tools and techniques 

necessary to analyze and apply performance-based 

principles when developing requirements documents and 

effective business strategies for contractor-provided 

services. The course employs the seven-step Service 

Acquisition Process, a team-oriented approach, and multiple 

interactive, hands-on, learning sessions to apply the 

principles. ACQ 265 is designed for those who need to 

improve their skills in developing and defining service 

requirements, supporting business strategies, and effectively managing the resulting contractor performance. 

However, this course also offers an opportunity for experienced acquisition personnel to strengthen their understanding of the Service Acquisition Process.

Course Length: 4 classroom days

Method of Delivery:Resident
p. 134

Distance Learning or Facilitated/Online Resident/Local

Training Courses

134

ACQ 401 

Senior Acquisition Course

For Acquisition Level III (or equivalent) certified students 

selected to attend The Dwight D. Eisenhower School for 

National Security and Resource Strategy: A preeminent 

course for members of the acquisition workforce, the 

Senior Acquisition Course (SAC) consists of the 10-month 

Eisenhower School curriculum, complemented by a choice of 

acquisition-related focus electives, graduate-level lessons/

seminars, and individual/group research and writing. A 

limited number of SAC students may take the Defense 

Acquisition University Program Manager’s Course, PMT 

401, in lieu of the focus elective and individual/group 

research and writing, as a general elective in partial fulfillment of the SAC and the National Security and Resource 

Strategy curriculum requirements. Those who complete the 

SAC receive a Master of Science degree in National Security 

Resource Strategy from The Eisenhower School and a 

diploma signifying completion of the course. Professionals 

who also take the Program Manager’s Course as part of their 

curriculum earn PMT 401 diplomas as well.

Target Attendees: Participants are selected by their 

respective Services or agencies. Military officers are 

selected as part of the Senior Service School Selection 

Process and designated by the directors of acquisition career 

management.

Course Length: 10 months

Method of Delivery:Resident

ACQ 403 

Defense Acquisition Executive 

Overview Seminar

This innovative course provides general/flag officers and 

members of the Senior Executive Service with an executivelevel understanding of the defense acquisition system and 

supporting processes. Tailored to the needs of the executive, 

the seminar is conducted on demand and delivered in a oneon-one, desk-side forum.

Target Attendees: This course is for DoD general/flag 

officers; career and political Senior Executive Service 

personnel; congressional staff; and other executives, such 

as employees of the Government Accountability Office 

who are involved in or interface with the DoD acquisition 

system and processes. Executive participants may include 

a limited number of direct reports to enhance the value of 

the learning and dialogue on matters of specific importance to the executive.

Course Length: Varies depending on the number of topics 

to be addressed; typically 1/2 to 2 classroom days

Method of Delivery: Resident

ACQ 404 

Systems Acquisition Management Course

This course provides an understanding of the defense 

acquisition system, key processes, and current issues and 

initiatives appropriate for senior decision makers. Distinguished speakers provide the executive participants a forum 

to discuss motivations, constraints, and perspectives of government and defense executives and those of the Congress 

and the Government Accountability Office.

Target Attendees: General, flag officers, members of the 

Senior Executive Service

Course Length: 4.5 classroom days

Method of Delivery: Resident

ACQ 405 

Executive Refresher Course

This course provides senior acquisition professionals, 

from all career fields, an update on DoD acquisition policy, 

processes, and lessons learned. The ultimate goal is for 

participants to synthesize classroom information and 

define their roles and responsibilities as acquisition leaders. 

Participants hone their expertise through discussions led by 

DoD, congressional, Government Accountability Office, and 

industry guest speakers on acquisition updates. Sessions 

also include specific career field updates provided by DAU 

instructors in areas such as financial management, systems 

engineering, contracting, logistics, and test and evaluation. 

Learners also will participate in specific group discussions 

on contemporary management and leadership topics, such as 

partnering with industry, risk management, human capital 

management, earned value oversight, time management, 

and leading change.

Appendix A Training Courses
p. 135

135

decisionmaking tools, participants will formulate strategies 

that promote effective integration and collaboration for a 

current integration challenge. Participants will gain a wider 

view of the acquisition environment and their respective 

roles and responsibilities.

Target Attendees: This class is for civilian (GS-13–15) 

and military (O–5 and O–6) personnel who are Level IIIcertified (any career field/path) and have at least 3 years of 

acquisition experience serving in a Level III-coded position. 

Industry and allied participants are eligible to attend and 

are encouraged to register on a space-available basis.

Course Length: 3.5 classroom days

Method of Delivery: Resident

ACQ 452 

Forging Stakeholder Relationships

This action-based course introduces professionals to 

the methods and skills necessary to identify, assess, and 

promote the building of stakeholder relationships required 

for success in the acquisition environment. Experiential 

activities will include a pre-course stakeholder assessment as well as simulation, communication, and criticalthinking activities that will facilitate the development of 

tailored stakeholder action plans. At the end of the course, 

professionals will be able to build ownership of acquisition 

outcomes across the enterprise.

Target Attendees: This class is for civilian (GS-13–15) 

and military (O–5 and O–6) personnel who are Level IIIcertified (any career field/path) and have at least 3 years of 

acquisition experience serving in a Level III-coded position. 

Industry and allied participants are eligible to attend and 

are encouraged to register on a space-available basis.

Course Length: 3 classroom days plus a few hours of preand post-course work

Method of Delivery: Resident

Target Attendees: This course is for DAWIA Level 

III-certified members of all career fields who are (or have 

been selected for) O–6, GS-15, or the industry equivalents 

who are working in DoD weapons systems or information 

systems acquisition. This course is not designed for individuals currently assigned as program managers for MDAP 

or MAIS programs.

Course Length: 8.5 classroom days

Method of Delivery: Resident

ACQ 450 

Leading in the Acquisition 

Environment

This action-based-learning course provides an overview of the competencies and skills needed to lead in an 

acquisition environment. Experiential activities include 

role-playing, simulation, communication, and criticalthinking exercises; a leadership challenge; and completion of a 360-degree feedback instrument and executive 

coaching to develop action plans related to the feedback. 

Participants will learn to apply strategies for leading up, 

down, and across in an acquisition organization.

Target Attendees: This class is for civilians (GS-13–15) 

and military (O–5 and O–6) personnel in supervisory positions, Level III-certified (any career field/path), and who 

have at least 3 years of acquisition experience serving in a 

Level III-coded position. Industry and allied participants 

are eligible to attend and are encouraged to register on a 

space-available basis.

Course Length: 4 classroom days 

Method of Delivery: Resident

ACQ 451 

Integrated Acquisition

for Decision Makers

This participant-driven, action-based course exposes 

Defense Acquisition Workforce members to the multidisciplinary acquisition perspectives, integration challenges, and 

influencing strategies necessary for successful integrated 

acquisition decisionmaking. Through facilitated discussions, simulations, exercises, case studies, and exposure to 
p. 136

Distance Learning or Facilitated/Online Resident/Local

Training Courses

136

ACQ 453 

Leader as Coach

This course focuses on the thinking, behaviors, skills, and 

strategies needed to accomplish a paradigm shift from 

managers who primarily direct and evaluate subordinates 

to managers who encourage and reward innovation, agility, 

listening, collaboration, continuous and purposeful growth, 

results, and accountability. As leaders, students will develop 

greater personal awareness and increase the impact of their 

energy and the energy of their organizations. Students will 

do this by learning and applying the principles and behaviors 

of effective performance coaches.

Target Attendees: Civilian and military Defense Acquisition Workforce leaders, primarily supervisors in grades 

equivalent to GS-13–15 and O–4 through O–6, as well as 

leaders of integrated product teams (IPTs).

Course Length: 3 classroom days

Method of Delivery: Resident

For all Auditing courses, see Appendix F.

BCF 103 

Fundamentals of Business 

Financial Management

Using interactive, computer-based training, professionals will develop the skills necessary for formulating and 

executing a program office budget. Topics covered in this 

course include cost analysis; funding policies; the DoD 

planning, programming, budgeting, and execution process; 

the congressional enactment process; and the budget 

execution process.

Course Length: Approximately 26 hours

Method of Delivery: Distance Learning

BCF 106 

Fundamentals of Cost Analysis

Professionals are introduced to policies and techniques 

that are used for preparing system cost estimates, including 

DoD estimating requirements and guidance, estimate use 

and structure, analogy estimates, parametric estimating, 

improvement curves, inflation, risk, economic analysis, 

and software cost estimating. Through practical exercises, 

professionals gain the opportunity to apply the policies and 

techniques to real-world examples.

Course Length: Approximately 37 hours

Method of Delivery: Distance Learning

BCF 107 

Applied Cost Analysis

In this course, cost-estimating techniques learned in BCF 

106 are applied in developing cost estimates. Professionals 

will engage in guided discussions, investigate case scenarios, develop recommendations, and learn how to present 

their findings. Professionals also will explore techniques for 

using Excel and other computer applications to analyze data, 

develop cost-estimating relationships, and create supporting documentation.

Course Length: 4.5 classroom days

Method of Delivery: Resident

BCF 204 

Intermediate Cost Analysis

Intermediate Cost Analysis emphasizes development 

and application of cost-analysis techniques and estimate 

interpretation. The course addresses estimate definition and 

planning, data collection, formulation, review and presentation, and documentation. Estimating techniques—such as 

parametrics, analogies, expert opinions, and cost improvement curves—are discussed in more depth. Computations 

are done using both spreadsheets and automated costestimating integrated tools.

Course Length: 9.5 classroom days

Method of Delivery: Resident

Appendix A Training Courses
p. 137

137

BCF 207 

Comparative Analysis

This course prepares professionals to conduct analyses 

within the DoD environment. Topics include decision analysis, cost analysis, present value, and sensitivity analysis.

Course Length: To be determined

Method of Delivery: Resident 

BCF 209 

Acquisition Reporting for MDAPs 

and MAIS

Acquisition Reporting for MDAPs (Major Defense Acquisition Programs) and MAIS (Major Automated Information 

Systems) provides training on how to prepare an Acquisition 

Program Baseline (APB), a Defense Acquisition Executive Summary (DAES), and a Selected Acquisition Report 

(SAR). Nunn-McCurdy unit cost reporting for MDAPs is 

also addressed. During the in-class lecture and computerassisted case studies, the participants learn step-by-step 

report preparation using the Defense Acquisition Management Information Retrieval Web application.

Course Length: 5 classroom days

Method of Delivery: Resident

BCF 215 

Operating and Support 

Cost Analysis

Participants learn the concepts and methodologies needed 

to develop operating and support cost estimates, total 

ownership cost-reduction studies, cost as an independent 

variable, management processes, and other management 

decisions in which operating and support costs are relevant.

Course Length: 4.5 classroom days

Method of Delivery: Resident

BCF 205

Contractor Business Strategies

Contractor Business Strategies is an active-learning 

experience designed to improve professionals’ understanding of the federal government marketplace from a business 

perspective. Initially, participants are actively engaged in 

the life-cycle process by which a typical manufacturing 

company produces and sells a product, receives payment 

for that sale, and ultimately earns a profit or incurs a loss. 

During this process, the participants interact with company 

customers, bankers, shareholders, boards of directors, and 

other stakeholders. Participants deal with the allocation of 

indirect costs to multiple products, analyze the impact on 

overhead rates of the loss of projected government contracts, 

and develop a pricing strategy to win a government contract. 

While the scenarios and dilemmas focus primarily on 

these business activities from a contractor’s perspective, 

participants are also placed in the position of a government 

employee to evaluate the impact that contractors’ business 

strategies have on the government.

Course Length: 3.5 classroom days

Method of Delivery: Resident

BCF 206 

Cost Risk Analysis

Cost analysts taking this course receive an overview of

how to model the cost/risk associated with a defense 

acquisition program. Topics covered include basic probability concepts, subjective probability assessment, goodnessof-fit testing, basic simulation concepts, and spreadsheetbased simulation. Practical exercises and a small-group, 

Monte Carlo simulation-based, cost/risk case reinforce the 

techniques taught.

Course Length: 3.5 classroom days

Method of Delivery: Resident
p. 138

Distance Learning or Facilitated/Online Resident/Local

Training Courses

138

BCF 220 

Acquisition Business 

Management Concepts 

The objective of this Web-based course is to give mid-level 

financial management professionals an ample grasp of the 

concepts and procedures necessary for application during 

follow-on, in-class exercises. Although BCF 220 is designed 

for students who are required to take BCF 225, a resident 

course, it may also provide an opportunity for experienced 

acquisition personnel to improve their understanding of 

common financial topics such as cost estimating; earned 

value management (EVM) analysis; planning, programming, budgeting, and execution (PPBE); congressional 

enactment; and budget preparation and execution.

Course Length: Approximately 27 hours

Method of Delivery: Distance Learning

BCF 225 

Acquisition Business Management 

Application 

This course offers hands-on experience in dealing with 

common financial issues in acquisition that include cost 

estimating; earned value management (EVM) analysis; 

planning, programming, budgeting, and execution 

(PPBE); congressional enactment; and budget preparation 

and execution.

Course Length: 5 classroom days

Method of Delivery: Resident

BCF 301 

Business, Cost Estimating, and 

Financial Management Workshop

This capstone course teaches professionals how to apply 

business, cost estimating, and financial management

concepts, techniques, and on-the-job experience to 

functional interrelationships and opportunities among the 

disciplines of cost estimating, earned value management, 

and financial management.

Course Length: 8.5 classroom days

Method of Delivery: Resident

BCF 302 

Advanced Concepts

in Cost Analysis

This course is designed for mid- to senior-level cost estimators to apply their skills in developing cost estimates for 

all ACAT levels within the major automated information 

system (MAIS) and major defense acquisition program 

(MDAP) designations. Students will use their critical-thinking and analytical skills to execute all steps in assessing 

credible, repeatable, and defensible cost estimates. Case 

study-driven practical exercises will require cost estimators 

to conduct research and perform leadership responsibilities 

in a small group, decisionmaking environment.

Course Length: 8.5 classroom days

Method of Delivery: Resident

CMA 211 

Government Flight 

Representative (GFR)

This course provides certification required to perform 

surveillance of a contractor’s flight and ground operations 

in accordance with the contract and Defense Contract Management Agency Instruction (DCMAI) 8210.1. The course is 

intended for rated U.S. Military officers, or government civilians in an aviation position, to whom the Approving Authority will delegate responsibility for approval of contractor 

flights, procedures, and crewmembers, and for ensuring 

contractor compliance with the contract and DCMAI 8210.1.

Course Length: 4 classroom days

Method of Delivery: Resident

Appendix A Training Courses
p. 139

139

a given contract, thereby enabling industrial specialists, 

industrial engineers, and supply management specialists to 

make informed acquisition decisions. Prior completion of 

Statistics and Probability in Six Sigma (SkillPort course ID: 

Oper_07_a02_bs_enus) is recommended.

Course Length: 10 classroom days

Method of Delivery: Resident

CMQ 101

Government Contract Quality 

Assurance Fundamentals

This is a 2-week classroom course providing reduction-topractice training on the competencies needed for Defense 

Contract Management Agency (DCMA) 1910s to perform 

their job responsibilities at their desk or on the shop floor 

consistent with DCMA quality assurance policies.

Course Length: 9.5 classroom days

Method of Delivery: Resident

CMQ 220 

Root Cause Analysis (RCA)

The purpose of CMQ 220 is to enable students to understand 

RCA as a procedure for ascertaining and analyzing the 

causes of problems in an effort to determine what can be 

done to solve or prevent them. This course uses a variety of 

instructional methods—including online demonstrations, 

practical exercises, and case studies—to provide students 

with an in-depth understanding of how to analyze a system 

to identify the root causes of problems.

Course Length: To be determined

Method of Delivery: Distance Learning

CMA 221 

Government Ground 

Representative (GGR)

This course provides certification required to perform 

surveillance of a contractor’s ground operations in accordance with the contract and Defense Contract Management Agency Instruction (DCMAI) 8210.1. This course is 

intended for U.S. Military aircraft maintenance officers or 

NCOs (E–7 or above), or government civilian equivalent, 

with responsibility for surveillance of contractor aircraft 

ground operations in accordance with the applicable provisions of the contract and DCMAI 8210.1.

Course Length: 4 classroom days

Method of Delivery: Resident

CMA 231 

DCMA Aviation Safety Officer 

(ASO)

This course provides required training to perform surveillance of a contractor’s ground operations in accordance with 

the contract and Defense Contract Management Agency 

(DCMA) Instruction 8210.1. The course is intended for 

U.S. Military rated officers onboarding to DCMA, who are 

serving in the position of Government Flight Representative 

(GFR) at DCMA units with flight operations conducted by 

DCMA aircrews.

Course Length: 2 classroom days

Method of Delivery: Resident

CMM 100 

Surveillance Implications of 

Manufacturing and Subcontractor 

Management

The course provides students with concepts and tools in 

manufacturing planning and control and in supply chain 

management, enabling them to assess manufacturing 

systems, predict costs, monitor technical performance, 

and evaluate supply-chain risk levels. After completing 

the course, participants will be able to evaluate the likelihood that a given supplier will fulfill the requirements of 
p. 140

Distance Learning or Facilitated/Online Resident/Local

Training Courses

140

CON 090 

Federal Acquisition Regulation 

(FAR) Fundamentals

This foundational course for new hires provides a total 

immersion into the Federal Acquisition Regulation (Parts 

1-53) and the Defense Federal Acquisition Regulation 

Supplement (DFARS). It will prepare the 21st-century 

acquisition workforce to operate successfully in a Webenabled environment. CON 090 is a limited lecture, 

research-intensive, exercise-based curriculum. Participants 

will analyze contracting business scenarios developed 

through research of the FAR and DFARS. The course has 

four modules: Contracting Overview, Using the FAR and 

DFARS, Contract Acquisition Planning, Contract 

Formation, and Contract Management/Administration. 

Students are expected to become familiar with FAR Parts 

1–53, and they will be quizzed daily on it—based in part on 

knowledge, lecture/lesson content, and homework. Students 

should be prepared to dedicate 2 to 3 hours per evening for 

homework. Classroom laptop computers will be provided 

for each student.

Course Length: 4 weeks in classroom

Method of Delivery: Resident

CON 100 

Shaping Smart Business 

Arrangements

Personnel new to the contracting career field will gain a 

broad understanding of the environment in which they will 

serve. Students will develop professional skills for making 

business decisions and for advising acquisition team 

members in successfully meeting customers’ needs. Before 

beginning their study of technical knowledge and contracting procedures, students will learn about the various DoD 

mission areas and the types of business arrangements and 

procurement alternatives commonly used to support each 

area. Information systems, knowledge management, and 

recent DoD acquisition initiatives will be introduced in the 

course, which will also offer interactive exercises.

Course Length: Approximately 20 hours

Method of Delivery: Distance Learning

CON 121 

Contract Planning

This course will introduce personnel new to the contracting field to their role as a business advisor in the acquisition 

process. It focuses on the students’ role in understanding 

their customers’ mission and their ability to plan successful 

mission support strategies based upon their knowledge of 

the contracting environment and their customers’ needs. 

Students will learn how to use the Federal Acquisition Regulation (FAR) and Defense Federal Acquisition Regulation 

Supplement (DFARS) to conduct effective market research, 

develop alternative acquisition strategies, and understand 

how socioeconomic programs support the acquisitionplanning process.

Course Length: Approximately 12 hours

Method of Delivery: Distance Learning

CON 124 

Contract Execution

This is the second of three online Level I contracting 

courses. It focuses on executing the acquisition planning 

through soliciting industry and awarding a contract. It 

provides students with the knowledge necessary to execute 

an acquisition that optimizes customer mission performance. Students will learn the techniques and benefits of 

early industry involvement in shaping requirements. They 

will also learn basic acquisition procedures for both commercial and noncommercial requirements, effective analysis 

of market data, and how to determine when a price is fair 

and reasonable. Finally, students will learn how to conduct 

basic competitive acquisitions, process awards, and handle 

protests before and after contract award.

Course Length: Approximately 13 hours

Method of Delivery: Distance Learning

CON 127 

Contract Management

This is the final of three online courses. It builds on the 

foundation established in CON 121 and CON 124 and 

provides students with the knowledge necessary to identify 

Appendix A Training Courses
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141

mission-support strategies and executing an acquisition 

that optimizes customer mission performance. Participants 

will learn various techniques for building successful business relationships, the benefits of strategic sourcing and 

spend analysis, and the ins and outs of providing contract 

financing. Students will also take an in-depth look at 

subcontracting, how to conduct a formal source selection, 

and how to analyze the information necessary to determine 

contractor responsibility.

Course Length: Approximately 19 hours

Method of Delivery: Distance Learning

CON 216 

Legal Considerations

in Contracting

This course focuses on legal considerations in the procurement process. Participants are introduced to the basic 

principles and sources of law relevant to procurement, 

including fiscal law. The course also addresses other legal 

issues that may develop during the course of a contract, such 

as protests, assignment of claims, disputes, fraud, contractor 

debt, performance issues, and contract termination.

Course Length: Approximately 23 hours

Method of Delivery: Distance Learning

CON 232 

Overhead Management of Defense 

Contracts

This course provides an understanding of industry overhead 

costs and the costs’ impact on seller pricing/business strategies under various acquisition environments with differing 

contract types. Attendees will understand the development 

and application of overhead rates used in contract formation, administration, and closeout. A case study provides 

hands-on application of the overhead-rate process, in which 

attendees determine their own final overhead rates.

Course Length: 10 classroom days

Method of Delivery: Resident

and utilize appropriate performance metrics when evaluating contractor performance. Students will explore processes for working with their customer to ensure contract 

performance is meeting mission requirements. They will 

also learn performance assessment strategies and remedies 

for contractual noncompliance, as well as how to make and 

price contract changes after award, handle disputes, and 

close out completed contracts. Additionally, students will 

gain a fundamental knowledge of the characteristics and 

principles of the contract termination process.

Course Length: Approximately 10 hours

Method of Delivery: Distance Learning

CON 170 

Fundamentals of Cost and Price 

Analysis

The course begins with an in-depth review of the market 

research process and provides instruction to help students 

understand and analyze contractor pricing strategies. 

Students will learn to accomplish cost-volume-profit 

analysis, calculate contribution margin estimates, and 

develop cost-estimating relationships in order to accomplish 

an effective price analysis pursuant to Federal Acquisition 

Regulation Subpart 15.4. The course provides an overview of 

the regulations and processes of cost analysis and for requiring certified cost and pricing data. Finally, after learning the 

basic elements of cost and price analysis, students will build 

and defend a prenegotiation objective, including a minimum 

and maximum pricing objective with a weighted guidelines 

assessment. Students are also provided in-depth instruction 

on contract-financing techniques, including the development and administration of progress payments based on cost 

and performance-based payments. Students will become 

proficient with the use of the PBP Analysis Tool.

Course Length: 10 classroom days

Method of Delivery: Resident

CON 200 

Business Decisions

for Contracting

This course builds on contracting Level I pre-award 

business and contracting knowledge necessary to process 

complex procurements. It emphasizes planning successful 
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CON 234 

Joint Contingency Contracting 

Course

This course develops skills for contracting support provided 

to Joint Forces across the full spectrum of military and 

disaster-relief operations. Exercises focus on unique aspects 

of contingency, critical-thinking skills, and the execution of 

appropriate contractual instruments.

Course Length: 8 classroom days

Method of Delivery: Resident

CON 237 

Simplified Acquisition Procedures

Professionals participating in this course will gain training on Part 13 of the Federal Acquisition Regulation and 

Part 213 of the Defense Federal Acquisition Regulation 

Supplement.

Course Length: Approximately 6 hours

Method of Delivery: Distance Learning

CON 243 

Architect-Engineer Contracting

Focusing on contracting for architect-engineers, this course 

covers issues across the contracting spectrum, including 

acquisition planning, source selection, proposal analysis, 

contract award and work, and contract management. 

Specific topics and practical exercises allow professionals 

to gain knowledge of the Brooks Act, Standard Form 330, 

the slate and selection process, the review of government 

estimates, liability, Title II services, modifications, and 

the responsibilities of the contracting officer’s technical 

representative.

Course Length: 4.5 classroom days

Method of Delivery: Resident

CON 244 

Construction Contracting

This course focuses on issues involving acquisition planning, contract performance management, funding, environmental concerns, construction contract language, construction contracting in the commercial setting, the Davis-Bacon 

Act, design/build, basic schedule delay analysis, constructive changes, acceleration, and construction contract

quality management.

Course Length: 4.5 classroom days

Method of Delivery: Resident

CON 252 

Fundamentals of Cost Accounting 

Standards 

This course replaces former courses CON 250 and CON 251. 

The course provides detailed, hands-on instruction in the 

various aspects of Public Law 100-679, including the rules 

and regulations of the Cost Accounting Standards Board, the 

requirements of the cost accounting standards, disclosure 

statements, cost accounting practice changes, and calculating cost impacts for federal contracts.

Course Length: 8 classroom days

Method of Delivery: Resident

CON 260A 

The Small Business Program, 

Part A

This course provides an overview of the fundamentals of the 

DoD Small Business Program and focuses particular attention on the small business specialist’s role as a vital member 

of the acquisition team.

Course Length: Approximately 10 hours

Method of Delivery: Distance Learning

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CON 280 

Source Selection and 

Administration of Service Contracts

This course builds on the foundation established through 

the Level I curriculum and the course prerequisites. The 

primary focus is on the acquisition of services under Federal 

Acquisition Regulation Part 15 procedures, with an emphasis on performance-based acquisitions (PBA) for services, 

contract types, contract incentives, source selection, and 

contract administration. Students will learn the fundamentals of a performance-based service acquisition—from 

acquisition planning to contract closeout—through a realistic case study. The course takes students through the solicitation process using the mandatory DoD Source Selection 

Procedures. Students will prepare contractual documents 

and develop and deliver high-level source selection briefings 

with recommendations for contract award.

Course Length: 9.5 classroom days

Method of Delivery: Resident

CON 290 

Contract Administration

and Negotiation Techniques

in a Supply Environment

In this case-based course, students apply contracting 

concepts and techniques learned in prerequisite courses to 

meet customer supply requirements and resolve complex 

contracting issues. Special emphasis is placed on applying 

legal concepts from CON 216, intermediate pricing concepts 

from CON 270, and negotiation techniques from HBS 428. 

Students experience the full spectrum of contracting processes and issues by following a supply requirement through 

all phases of the acquisition life cycle, from acquisition 

planning through contract close-out. Research, analysis, 

and communication skills are honed through development 

and presentation of a critical-thinking project requiring 

in-depth focus on one area of contracting. Negotiation skills 

are sharpened through active student participation in two 

simulated contract negotiations.

Course Length: 9.5 classroom days

Method of Delivery: Resident

CON 260B 

The Small Business Program, 

Part B

A follow-on to CON 260A, this course focuses on developing the skills and knowledge necessary for a small business 

specialist. Associated programs and initiatives that support 

the program and DoD’s efforts to improve small business 

participation in both prime contracting and subcontracting 

will also be reviewed, with particular attention to the

small business specialist’s role as a vital member of the 

acquisition team.

Course Length: 3 classroom days

Method of Delivery: Resident

CON 270 

Intermediate Cost and Price 

Analysis

This course builds upon the fundamental contract-pricing 

principles covered in the Level I Contracting curriculum, 

the Contract Pricing Reference Guide, and DoD policy. The 

course is divided into three segments, which address contract 

pricing issues from pre-award, negotiation-preparation, 

and post-award perspectives. In the course, students will be 

introduced to quantitative techniques and tools used to quantify and facilitate decisionmaking in determining a fair and 

reasonable price. Students will apply various cost analysis 

techniques and quantitative tools to analyze a contractor’s 

cost proposal and to develop a government negotiation range 

and objective. The course is designed to prepare students 

for follow-on DAWIA Level II certification courses; serve as 

a gateway into more advanced, targeted, contract-pricing 

courses; and give the students some practical tools in pricing 

government contracts. The ultimate objective of the course

is to help students become better business advisors in developing contract arrangements that are in the best interest of 

the government.

Course Length: 9.5 classroom days

Method of Delivery: Resident
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CON 334 

Advanced Contingency 

Contracting Officer’s Course

This course develops skills for people who will be running 

the contingency contracting support operation provided

to Joint Forces across the full spectrum of military operations. Exercises focus on unique aspects of contingency 

operations, critical-thinking skills, and the execution of 

appropriate contractual instruments. Attendees will gain 

insight into tactical and strategic Contingency Contracting 

Mission Support.

Course Length: 4 classroom days

Method of Delivery: Resident

CON 360 

Contracting for Decision Makers

Through realistic, scenario-based learning, students work 

individually and in teams to practice developing sound 

business solutions as valued strategic and expert business 

advisors. Students will learn to analyze complex contracting situations, with emphasis on critical thinking, problem 

solving, research, and risk reduction. Student course work 

is designed to contribute real solutions on real acquisition 

problems to senior leadership and local supervisors.

Course Length: 9.5 classroom days

Method of Delivery: Resident

CON 370 

Advanced Contract Pricing

This course uses a scenario-based approach to lead students 

to a deeper understanding of defense acquisition policy, 

the factors affecting price comparability, and quantitative 

analysis techniques. Topics include selected areas of business microeconomics; interpreting and shaping regulatory 

policy; data normalization; forecasting techniques; Monte 

Carlo risk analysis; simple linear, nonlinear, and multivariate regression techniques; cost improvement curve 

methodologies such as the unit and cumulative average 

formulations; and dealing with breaks in production.

Course Length: 9.5 classroom days

Method of Delivery: Resident

COR 206 

Contracting Officer’s 

Representative in a Contingency 

Environment

This course is designed specifically for Contracting Officer’s 

Representatives (CORs) who are deployed in a contingency 

environment. It covers the basics of contracting, along with 

the ethical situations and cultural differences a COR may 

experience while deployed in a contingency operation. Note: 

The course is offered only at the requesting agency’s location 

(typically not DAU) under a fee arrangement between the 

requesting organization and DAU.

Course Length: 3 hours

Method of Delivery: Resident

COR 222 

Contracting Officer’s 

Representative Course 

This course will provide Contracting Officer’s Representatives (CORs) with the breadth of knowledge required to 

perform their responsibilities, including fundamentals of 

contracting regulations, types, phases, and other elements; 

awareness of ethical and legal factors that affect COR 

responsibilities; and information necessary to evaluate 

situations effectively, apply knowledge gained, and make 

correct decisions to carry out COR responsibilities. This 

is a fee-for-service, onsite course delivered for requesting 

organizations after coordination between the organization’s 

representative and the appropriate DAU representative. The 

course is also available to individuals as a distance learning 

course (see CLC 222).

Course Length: 4 classroom days

Method of Delivery: Resident

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ENG 205 

Applied Systems Engineering

in Defense Acquisition, Part 2

This course gives students the opportunity to use the DoD 

systems engineering processes and techniques learned in 

SYS 202. Participants will work in integrated product teams 

and apply systems engineering technical processes and 

technical management processes to a defense system as it 

gets developed across the various phases of the acquisition 

life cycle. (This course replaces SYS 203; it is scheduled to 

deploy in January 2015.)

Course Length: To be determined

Method of Delivery: Resident

ENG 301 

Leadership in Engineering

Defense Systems

Designed for senior DoD technical acquisition personnel, 

ENG 301 focuses on the application of technical leadership 

skills within a typical DoD systems engineering environment. Participants must have sufficient background knowledge of DoD systems engineering management processes, 

knowledge of the application of systems engineering to each 

acquisition phase, and the capability to apply these concepts 

to complex technical management problems involving 

critical thinking. This 2-week course will instruct students 

on how to lead engineering teams in the execution and 

technical risk management of complex, multidisciplinary 

technical projects while promoting a holistic life-cycle 

perspective to defense system development. Its 21 modules 

combine lectures with extensive exercises to cover a variety 

of topics, including system security engineering, open 

architectures, reliability, and maintainability. Precourse 

work and a pretest are also required. (This course replaces 

SYS 302; it is scheduled to deploy in January 2015.)

Course Length: 9.5 classroom days

Method of Delivery: Resident

ENG 102 

Fundamentals of Systems 

Engineering

This course is a technically rigorous, comprehensive introduction to systems engineering and the various technical 

and technical management processes involved in its application. Based on the systems engineering processes outlined 

in the Defense Acquisition Guidebook, ENG 102 provides 

the foundation needed for systems planning, research, 

development, and engineering careerists and others—such 

as program management personnel and life-cycle support 

managers—to participate effectively in the application and 

management of DoD systems engineering processes and 

their related activities. (This course replaces SYS 101; it is 

scheduled to deploy in January 2015.)

Course Length: To be determined

Method of Delivery: Distance Learning

ENG 204 

Applied Systems Engineering

in Defense Acquisition, Part 1

This course provides an understanding of how DoD’s 

systems engineering technical and technical management 

processes can be applied to a notional system within the 

context of the acquisition life cycle. The course content 

includes information on the scope and role of systems engineering, its major inputs and outputs, timing of technical 

baselines, the role of technical reviews, important design 

considerations, and other related areas. (This course replaces 

SYS 202; it is scheduled to deploy in January 2015.)

Course Length: To be determined

Method of Delivery: Distance Learning
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EVM 101 

Fundamentals of Earned Value 

Management

In a virtual classroom environment, professionals learn 

additional information about earned value management 

(EVM), which is introduced in ACQ 101. The course summarizes the language, data reports, metrics, graphs, and 

management processes associated with EVM as they apply 

to DoD acquisition management. Professionals also learn 

the processes related to the performance measurement 

baseline, the Integrated Baseline Review, and the American 

National Standards Institute/Electronic Industries Alliance (ANSI/EIA) for EVM systems. Finally, professionals 

evaluate and compute basic EVM metrics and EVM metricbased estimates at completion.

Course Length: Approximately 18 hours

Method of Delivery: Distance Learning

EVM 201 

Intermediate Earned Value 

Management

Professionals taking this course work as members of an integrated product team for the system development and demonstration phase of a small ACAT I program. In the context 

of integrated program management, participants review, 

develop, and experience the earned value management 

(EVM)-related processes associated with requirements 

generation, acquisition strategy development, requestfor-proposal development, source selection, risk management, Integrated Baseline Review, and analysis during 

program execution.

Course Length: 8.5 classroom days 

Method of Delivery: Resident

EVM 262 

EVMS Validation and Surveillance

Gain the knowledge needed to review integrated management systems and to determine their compliance with the 

American National Standards Institute/Electronic Industries Alliance (ANSI/EIA) 748B Earned Value Management 

System (EVMS) standard. Course material, individual 

exercises, and group exercises review the 32 ANSI/EIA 

748B EVMS guidelines and the processes associated with 

validation and surveillance of contractor and government 

integrated management systems.

Course Length: 8 classroom days

Method of Delivery: Resident

EVM 263 

Principles of Schedule 

Management

This course provides the knowledge needed to interpret 

network schedules required by DoD policy and the American 

National Standards Institute/Electronic Industries Alliance (ANSI/EIA) 748 Earned Value Management System 

(EVMS) standard. Course material, individual exercises, 

and group exercises using Microsoft Project demonstrate 

the schedule development/maintenance process. Two 

scored exercises require participants to create a Microsoft 

Project network schedule and apply a schedule assessment 

model to analyze a complex, 700-line Microsoft Project 

network schedule.

Course Length: 3 classroom days

Method of Delivery: Resident

FE 201 

Intermediate Facilities 

Engineering

The course provides a broad understanding of the overall 

facilities-engineering process and the roles and responsibilities of acquisition team members as they relate to the facility 

life cycle in support of military missions.

Course Length: Approximately 18 hours

Method of Delivery: Distance Learning

Appendix A Training Courses
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Students will explore the Federal Acquisition Regulation 

(FAR); Defense Federal Acquisition Regulation Supplement 

(DFARS); DFARS Procedures, Guidance and Information 

(PGI); and other relevant guidance. The course will take 

students through the contract formation process, identification of contract content pertaining to contract property, 

administration requirements, and disposal processes for 

contract property. Students are expected to complete selfpaced online tasks and study assignments before arriving in 

the classroom.

Course Length: 9 classroom days

Method of Delivery: Resident

IND 205 

Contract Government Property 

Management Systems and 

Auditing Concepts

This course will enable students to identify the factors that 

help determine the adequacy of a contractor’s property 

management system (PMS). This will include fundamental auditing concepts. Lessons will teach students how 

to select the sample size for a given population; evaluate 

the sample and generalize to the population; analyze the 

essentials required for a PMS audit; prepare the spreadsheets and narratives involved with a PMS audit; determine 

the requirements for the disposal of contract inventory; 

and analyze a property management case study, including 

background information, solutions, alternative solutions, 

and documentation.

Course Length: 9.5 classroom days

Method of Delivery: Resident

FE 301 

Advanced Facilities Engineering

Advanced Facilities Engineering is the Level III certification course in the Facilities Engineering (FE) career field. 

Through realistic, scenario-based learning, professionals 

work in teams to practice developing solutions to a variety 

of challenges that FE professionals encounter within DoD. 

Course work is designed to teach professionals how to 

contribute solutions to senior leadership and how to provide 

resources for the FE career field via the course community 

of practice.

Course Length: 4.5 classroom days, preceded by required 

online assignments

Method of Delivery: Resident

GRT 201 

Grants and Agreements 

Management

This course presents the foundational knowledge required 

to work as a grants officer. Course participants learn about 

grants, cooperative agreements, and technology investment 

agreements. The course also provides a brief overview of 

other types of assistance transactions. Please note that this 

course does not address other transactions used to carry out 

prototype projects, which involve acquisitions instead of 

assistance, and therefore fall outside the scope of this course.

Course Length: 4 classroom days

Method of Delivery: Resident

IND 105 

Contract Property Fundamentals

This course provides foundational knowledge, training, and 

skill development on the placement and administration of 

contract property, with special attention given to the administration of the contractor’s property management system 

for contract property, the disposal of contract property, 

and the identification of risks inherent in such placement. 

Instruction will also include the life cycle of a property 

management system and the processes and outcomes 

to be evaluated in a property management system audit. 
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IRM 101 

Basic Information Systems 

Acquisition

Within the framework of a program office integrated product 

team (IPT), this course covers introductory concepts in DoD 

information systems and software acquisition management. 

Key areas covered include DoD regulatory and technical 

frameworks, common software risks, software and system 

architectures, life-cycle reviews, and software development 

and integration processes. Software standards, information 

assurance, software and system measures, testing, contracting issues, software quality, the role of process maturity, and 

best practices for the management of software systems are 

also introduced.

Course Length: Approximately 34 hours

Method of Delivery: Distance Learning

IRM 202 

Intermediate Information 

Systems Acquisition

This course focuses on the application of DoD policies, 

concepts, and best practices for the management and 

acquisition of software-intensive and information technology systems. Exercises, lectures, group discussion, and 

a comprehensive student-led practicum are used in IRM 

202 to cover topics such as strategic planning, information 

assurance, architectures, system engineering, requirements management, software design and development, risk 

management, contracting, cost estimation, metrics, process 

maturity, quality, and testing.

Course Length: 9.5 classroom days

Method of Delivery: Resident

IRM 304 

Advanced Information Systems 

Acquisition

Via the use of case studies, this course focuses on decision making and management in the development of DoD 

information technology (IT) systems, the role of capital 

planning and investment control, use of enterprise architectures, information assurance, acquisition planning, and IT 

systems engineering. Supplemented with industry speakers 

who provide industry perspectives on IT management and 

contracting, IRM 304 integrates a variety of advanced topics 

critical to successful IT systems acquisition.

Course Length: 5 classroom days preceded by required 

online assignments

Method of Delivery: Resident

LOG 101 

Acquisition Logistics 

Fundamentals

Acquisition Logistics Fundamentals provides a broad overview of the role of acquisition logistics in the systems acquisition life cycle and systems engineering processes. Modules 

cover the logistics-relevant aspects of requirements identification, life-cycle costing, integrated product-and-process 

development, sustainment logistics, supportability analysis, 

product support, contracting, and contractor support.

Course Length: Approximately 27 hours

Method of Delivery: Distance Learning

LOG 102 

Fundamentals of System 

Sustainment Management 

This course provides a broad overview of the life-cycle 

logistician’s role during the sustainment phase of a weapon 

system’s life cycle. Modules cover logistics/supply-chain 

management concepts, maintenance processes, end-to-end 

distribution, best commercial practices as applied to weapon 

systems sustainment, performance metrics, partnering/

alliance opportunities and experiences, performance-based 

support, enterprise business environment and opportunities, and reduction in life-cycle/total ownership costs.

Course Length: Approximately 25 hours

Method of Delivery: Distance Learning

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LOG 103 

Reliability, Availability, and 

Maintainability (RAM)

Professionals who take this course will be able to understand the relationship between reliability, availability, 

and maintainability (RAM) as a critical factor in design, 

performance, cost, and sustainment. The course addresses 

the cross-disciplinary actions of program management, 

systems engineering, test and evaluation, acquisition 

logistics, and sustainment to evaluate the impact of reliability and maintainability decisions. Stressing a conceptual 

approach, the course presents basic RAM terminology and 

engineering practices. It discusses current legislation and 

DoD policy that have invigorated systems engineering and 

logistics engineering to improve the requirements process, 

minimize risk through reliability growth programs, and 

ensure effectiveness and suitability through developmental 

and operational test and evaluation.

Course Length: Approximately 20 hours

Method of Delivery: Distance Learning

LOG 200 

Intermediate Acquisition 

Logistics, Part A

LOG 200 is the first part in a two-course series designed for 

intermediate acquisition logistics professionals. It provides a dynamic, real-time learning environment oriented 

toward developing the managerial and technical logistics 

competencies of the life-cycle logistician. Special emphasis 

is placed on the roles and responsibilities of the life-cycle 

logistician in the areas of regulatory environment, oversight, 

and review; management processes; technical activities; and 

the DoD planning, programming, budgeting, and execution 

process. The course requires participants to review current 

policy and guidance and demonstrate an understanding of 

how early integration of operational supportability into the 

system development process leads to achievement of DoD’s 

strategic logistics goals.

Course Length: Approximately 32 hours

Method of Delivery: Distance Learning
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LOG 201 

Intermediate Acquisition 

Logistics, Part B

LOG 201 is the second part in a two-course series designed 

for intermediate acquisition logistics professionals. 

The course provides a dynamic, group-based, facilitated 

learning environment oriented toward further developing 

logistics competencies required by the life-cycle logistician 

during weapons and equipment systems development. It 

challenges the professional to think critically, differentiate support alternatives, and provide solutions to ensure 

the early integration of operational supportability into 

the system development process. These skills are refined 

by instructor-facilitated group exercises and discussions. 

Special emphasis is placed on developing and delivering 

the required logistics inputs that ensure supportability is 

designed into a system.

Course Length: 4.5 classroom days

Method of Delivery: Resident

LOG 204 

Configuration Management

This fast-paced, cross-disciplinary course teaches professionals about the interrelationship of configuration 

management and life-cycle activities, while covering 

configuration management concepts and basic practices 

such as configuration identification, status accounting, 

audits and verification, configuration change management, 

performance measures, and configuration management 

planning. The course also provides an overview of requirements for designing, developing, implementing, overseeing, 

and operating a configuration management program across 

the system life cycle. Professionals will gain knowledge of 

the impact on configuration management by issues such as 

total life-cycle systems management, product data management, item-unique identification, evolutionary acquisition, 

performance-based logistics, condition-based maintenance, 

prognostics and health management, and diminishing 

manufacturing sources and material shortages.

Course Length: Approximately 18 hours

Method of Delivery: Distance Learning

LOG 206 

Intermediate Systems 

Sustainment Management

This course provides a comprehensive understanding of 

logistics sustainment management principles and fundamentals, including the roles, responsibilities, and functions 

of a logistician assigned to a major weapon systems acquisition program. The course explains the role of a life-cycle 

logistician during the sustainment phase of a weapon 

system’s life cycle; identifies concepts, policies, and practices 

of logistics/supply chain management as they apply to new 

and legacy systems during the sustainment phase of their 

respective life cycles; identifies best practices in developing 

and implementing performance-based logistics support; 

explains materiel availability, materiel reliability, and 

mean downtime principles; relates the principles contained 

in recent DoD guidance regarding logistics sustainment 

enablers; and explains the concepts of systems sustainment 

as described by DoD Instruction 5000.02, paragraph 3.9.

Course Length: Approximately 27 hours

Method of Learning: Distance Learning

LOG 211 

Supportability Analysis 

Designed as DAU’s foundational course for the instruction of 

supportability analysis, LOG 211 builds on the supportability 

concepts presented in LOG 201. It uses a notional scenario 

to engage life-cycle logisticians and other students within 

the systems engineering career field and to ensure that 

design characteristics such as reliability, availability, and 

maintainability (RAM), as well as affordability, are included 

as system performance requirements, and that the system 

is concurrently designed, developed, and acquired with the 

optimal product-support infrastructure and resources. 

In addition, LOG 211 provides detailed process-oriented 

instruction in specific techniques and tools of supportability analysis. The instructional methodology uses student 

exercises, gaming, and simulations focused on selected 

subsystems and components to illustrate the influence of 

supportability principles and trade studies in maturing both 

the system design and its sustainment infrastructure while 

achieving affordability.

Course Length: 4.5 classroom days

Method of Delivery: Resident

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LOG 215 

Technical Data Management

This course provides a comprehensive knowledge and 

understanding of technical data management strategies, 

planning, processes, products, and tools across the life

cycle based on DoD policy, guidance, processes, procedures, 

and best business practices from across the four Services 

and industry.

Course Length: Approximately 38 hours

Method of Delivery: Distance Learning

LOG 235 

Performance-Based Logistics

Performance-Based Logistics provides a dynamic, realtime learning environment oriented toward developing a 

range of logistics competencies. It challenges the participant to review current policy and demonstrate an understanding of how early integration of performance-based 

support concepts into the systems-development process 

leads to the achievement of DoD’s logistics goals. It is 

intended for mid-level logistics professionals who need the 

skills required to excel in today’s demanding and dynamic 

product-support environment.

Course Length: Approximately 19 hours

Method of Delivery: Distance Learning

LOG 340 

Life-Cycle Product Support

This course is designed to help prepare the life-cycle logistician to perform in a senior-level life-cycle logistics role 

over the life cycle of a system as a product support manager. 

It emphasizes developing and implementing a life-cycle 

product-support strategy. Students will apply tools and techniques from the 12-Step Product Support Strategy Process 

Model in analyzing and comparing alternative product-support strategies for adoption. The course challenges students 

to think critically in instructor-facilitated group exercises 

to justify and make sound recommendations in devising the 

best mix of product support providers that will satisfy the 

warfighter’s outcome-based requirements.

Course Length: 4.5 classroom days

Method of Delivery: Resident

LOG 350 

Enterprise Life-Cycle Logistics 

Management

This course prepares the life-cycle logistician to perform in 

senior-level life-cycle logistics management and policymaking positions. Professionals are required to conduct 

research, engage in critical-thinking exercises, and perform 

leadership responsibilities in a small group decisionmaking 

environment. Professionals engage in a dynamic, fast-paced, 

threaded exercise addressing complex relationships in lifecycle logistics support planning, acquisition policy, supportability analysis, program management, performance-based 

logistics, and business case analysis. The course spans a 

system’s entire life cycle from concept through demilitarization and disposal, including planning for acquisition 

logistics and operations-and-support sustainment.

Course Length: 9.5 classroom days

Method of Delivery: Resident

LOG 365 

Executive Product Support 

Manager’s Course

Designed as an executive-level course for DoD product 

support managers (PSMs), LOG 365 focuses on enhancing 

a PSM’s ability to field and sustain DoD systems. PSM roles 

and responsibilities—as well as best practices for developing, 

validating, and implementing a product support strategy—

serve as the central unifying themes. Premier learning 

resources to improve a PSM’s business and technical skills 

will also be highlighted. Course participants will create 

their own Stakeholder Tactical Engagement Plan (STEP) 

and a Professional Development Plan to enhance their 

effectiveness at fielding and sustaining defense systems. 

PSMs and speakers will share their lessons learned and 

leadership tips.

Course Length: 9.5 classroom days

Method of Delivery: Resident
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PMT 251 

Program Management Tools 

Course, Part 1

This course provides application skills needed in a program 

office as an integrated product team lead. It is a follow-on 

course to ACQ 203 and is designed to enhance journeymanlevel skills. This course prepares defense acquisition professionals for work in the program offices and for the Program 

Management Office Course, PMT 352, Parts A and B.

Course Length: Approximately 20 hours over 60 calendar 

days to complete this course

Method of Delivery: Distance Learning

PMT 257 

Program Management Tools 

Course, Part 2

This course provides application skills needed in a program 

office as an integrated product team lead. It is a follow-on 

course to PMT 251 and is designed to enhance journeymanlevel skills. This course prepares defense acquisition professionals for work in the program offices and for the Program 

Management Office Course, PMT 352, Parts A and B.

Course Length: 4.5 classroom days

Method of Delivery: Facilitated/Online

PMT 304 

Advanced International 

Management Workshop

This course is designed to prepare professionals to participate effectively in the development and negotiation of 

defense armaments cooperation agreements ranging from 

simple data exchange annexes to complex cooperative development, production, and support agreements. Students who 

successfully complete this course will be able to synthesize, 

integrate, and apply U.S. policy on international cooperative 

defense acquisition, including policies of the Departments 

of Defense, State, Commerce, and Treasury. The final 

outcome of the week is to formulate and practice negotiation 

of international acquisition agreements in accordance with 

U.S. policies, statutes, and regulations.

Course Length: 5 classroom days

Method of Delivery: Resident

PMT 313 

Advanced Technology Security/

Control Workshop

This course explores issues associated with the proper 

means of analyzing, synthesizing, and applying security 

principles and concepts for effective technology transfer. 

Specific topics include DoD policies and experiences, the 

role of executive departments and Congress, International 

Traffic in Arms Regulations (ITAR) exemptions, international security policy documentation, anti-tamper, NATOEU-other international organizations’ defense policies, and 

export control reform.

Course Length: 5 classroom days

Method of Delivery: Resident

PMT 352A

Program Management Office 

Course, Part A

This is the first part of the Level III certification course in 

the Program Management career field. It is a follow-on to 

ACQ 203 and PMT 257 and is designed to train Level II certified professionals to be effective leaders in a program office 

by honing analysis, synthesis, and evaluative skills. PMT 

352A focuses on key program management office knowledge 

and skills not covered in the prerequisite courses. This 

course must be completed before attending PMT 352B.

Course Length: Approximately 22 hours

Method of Delivery: Distance Learning

Appendix A Training Courses
p. 153

153

media training, and management simulations round out and 

enrich the course.

Target Attendees: Level III Program Management career 

field members who have demonstrated the potential to 

become major program or project managers. Also, limited 

numbers (up to 15 percent) of high-potential Level III acquisition professionals in other career fields, such as Contracting, Logistics, and Financial Management. Participants 

must be O–5 or GS-14 or above with extensive experience 

in acquisition, including 4 years in or directly supporting a 

program organization. Industry participants with equivalent experience are also sought. Board–selected ACAT I or 

II program managers should attend the course before beginning their assignment.

Course Length: 10 weeks

Method of Delivery: Resident

PMT 402 

Executive Program Manager’s 

Course

This assignment-specific course is designed to meet the 

learning and performance needs of newly selected PEOs, 

DPEOs, and ACAT I and II program managers and deputy 

program managers. Skills and behaviors are developed 

through a concentrated 4-week period, preceded by

approximately 8–16 hours of work on an advanced precourse assignment.

Target Attendees: PEOs, DPEOs, ACAT I and II program 

managers and deputy program managers

Course Length: 20 classroom days preceded by an online 

workshop

Method of Delivery: Resident

PQM 101 

Production, Quality, and 

Manufacturing Fundamentals

This entry-level course emphasizes basic production, 

manufacturing, and quality assurance principles, policies, 

processes, and practices.

Course Length: Approximately 13 hours

Method of Delivery: Distance Learning

PMT 352B

Program Management Office 

Course, Part B

This is the second part of the Level III certification course 

in the Program Management career field. It is a follow-on 

to ACQ 203 and PMT 257 and is designed to train Level II 

certified professionals to be effective leaders in a program 

office by honing analysis, synthesis, and evaluative skills. 

In a classroom setting, PMT 352B gives attendees scenariobased practical exercises with topical themes such as 

interoperability, prototyping, and evolutionary acquisition.

Course Length: 18.5 classroom days

Method of Delivery: Resident

PMT 400 

Program Manager’s Skills Course

This course provides O–5/GS-14, Level III Program Management career field professionals with the latest acquisition 

policies and proven practices in the areas of requirements, 

acquisition, finance, and technical management. Additionally, students will have an opportunity to examine and 

discuss key program manager skills and lessons learned

and to develop a plan for strengthening their skills for 

program success.

Course Length: 9.5 classroom days

Method of Delivery: Resident

PMT 401 

Program Manager’s Course

This course is designed to improve DoD acquisition outcomes by strengthening the analytical, critical thinking, and 

decisionmaking skills of potential leaders of major defense 

acquisition programs and program support organizations. 

Applying the proven doctrine of “train as you fight,” participants analyze acquisition case studies representing contemporary acquisition program challenges and dilemmas; 

apply a broad cross-section of knowledge of the acquisition 

environment and experience; and deepen their understanding of acquisition principles and practices through peer and 

instructor mentoring and coaching. Speakers, team projects, 
p. 154

Distance Learning or Facilitated/Online Resident/Local

Training Courses

154

characterization of commercial items, the development 

and use of market acceptability criteria, and the development of performance-based salient characteristics. 

Current policy on the use of commercial item descriptions 

and performance specifications is discussed. This course 

uses an interactive, asynchronous learning environment 

focused on self-paced learning that is demonstrated in a 

virtual group environment.

Course Length: Approximately 12 hours within 15 

calendar days

Method of Delivery: Facilitated/Online

PQM 301 

Advanced Production, Quality,

and Manufacturing

This rigorous leadership course is structured around integrated production, quality, and manufacturing processes. 

Professionals will learn and practice advanced production and quality approaches supporting DoD acquisition 

activities. Key areas covered include problem-solving and 

decisionmaking issues relevant to successfully managing 

core technical areas.

Course Length: 9.5 classroom days

Method of Delivery: Resident

RQM 110 

Core Concepts for Requirements 

Management

In this course, professionals study the role of the requirements manager and requirements management within the 

“Big A” acquisition construct. They examine the capabilities and the process from an end-to-end perspective that 

highlights the intersection between acquisition, resources, 

and requirements.

Course Length: Approximately 19 hours

Method of Delivery: Distance Learning 

PQM 201A 

Intermediate Production, Quality, 

and Manufacturing, Part A

This journeyman-level course exposes participants to 

manufacturing and quality processes, production scheduling and control techniques, surveillance activities, and 

systems-level production and quality planning. It provides 

an understanding of production, quality, and manufacturing 

processes and their relationships to systems engineering 

activities throughout the life cycle. Course content includes 

the contracting aspects of the job; planning for manufacturing and quality; lean concepts; material control; and technical, ethical, and quality issues.

Course Length: Approximately 12 hours

Method of Delivery: Distance Learning

PQM 201B 

Intermediate Production, Quality, 

and Manufacturing, Part B

This journeyman-level course requires participants to apply 

the manufacturing and quality planning processes and 

techniques learned in PQM 201A. Participants will work 

in integrated product teams to develop manufacturing and 

quality plans, apply lean techniques, use cost-estimating 

techniques, and make progress payment recommendations 

based on completion of a physical progress review. Course 

content includes the contracting aspects of the job; use 

of continuous process improvement tools in a production 

environment; planning for manufacturing and quality; 

lean concepts; material control; and technical, ethical, and 

quality issues.

Course Length: 4.5 classroom days

Method of Delivery: Resident

PQM 203 

Preparation of Commercial Item 

Description for Engineering

and Technical Personnel

This course presents instruction on the preparation 

and use of commercial item descriptions, including 

Appendix A Training Courses
p. 155

155

RQM 310 

Advanced Concepts and Skills

for Requirements Management

The functions of requirements managers and their supervisors are studied in RQM 310, which begins by reviewing 

the prerequisite material, Capability-Based Assessments 

(CBAs), and developing requirements. The course continues 

by examining the requirements manager’s interactions with 

the Defense Acquisition System (DAS), within the Joint 

Capabilities Integration and Development System (JCIDS), 

and with Functional Capability Boards (FCBs).

Course Length: 4.5 classroom days

Method of Delivery: Resident

RQM 403 

Requirements Executive Overview 

Workshop

This course discusses the top-level functions of requirements management and meets the certification requirement for general- and flag-level executives. It examines the 

interactions between the Joint Capabilities Integration 

and Development System (JCIDS), the Defense Acquisition 

System (DAS), and planning, programming, budgeting, and 

execution (PPBE).

Target Attendees: This course is for DoD general/flag officers, equivalent career Senior Executive Service personnel, 

and political appointees.

Course Length: Varies depending on the number of topics 

to be addressed; typically 1 classroom day

Method of Delivery: Resident

RQM 413 

Senior Leader Requirements 

Course

This course discusses the top-level functions of requirements management. It examines the interactions between 

the Joint Capabilities Integration and Development System 

(JCIDS), the Defense Acquisition System (DAS), and planning, programming, budgeting, and execution (PPBE).

RQM 413 meets the requirements certification requirement 

for four-star-level executives.

Course Length: Approximately 2 hours

Method of Delivery: Resident

SAM 301 

Advanced Software Acquisition 

Management

This is a seminar-based course for senior personnel who 

acquire, engineer, test, and evaluate DoD software-intensive 

systems. SAM 301 is also for acquisition professionals 

interested in obtaining comprehensive insight into the risks 

and issues associated with developing and implementing 

complex DoD software systems. Exercises, lectures, group 

discussion, and labs are used to cover topics such as strategic 

planning, information assurance, architectures, advancing 

technologies, requirements management, cost estimation, 

metrics, process maturity, quality, and testing.

Course Length: 4.5 classroom days

Method of Delivery: Resident

STM 202 

Intermediate S&T Management

This course provides, for personnel associated with Science 

and Technology (S&T) project management and others, an 

understanding of the procedures and mechanisms that DoD 

uses to transition advanced technologies into warfighting 

systems. Students will be able to describe the challenges in 

successfully transitioning technologies into DoD’s weapons 

system acquisition process or transitioning them directly to 

the warfighter; to assess the implications of various technology transition mechanisms; and to apply effective technology transition practices.

Course Length: 3 classroom days

Method of Delivery: Resident 
p. 156

Distance Learning or Facilitated/Online Resident/Local

Training Courses

156

for individuals and groups emphasize the application of 

standardization tools, policies, and procedures described in 

CLE 028 (Market Research for Engineering and Technical 

Personnel), CLE 064 (Standardization in the Acquisition 

Life Cycle), and CLE 065 (Standardization Documents).

Course Length: 2.5 classroom days

Method of Delivery: Resident

SYS 130 

Specification Selection and Application 

This course provides instruction on the appropriate selection and correct application of nongovernmental standards, 

commercial item descriptions, specifications and standards, 

and related documents in the acquisition process. Emphasis 

is placed on current acquisition initiatives such as interoperability and the proper use of standardization documents.

Course Length: 2 classroom days

Method of Delivery: Resident

SYS 202 

Intermediate Systems Planning, 

Research, Development,

and Engineering, Part 1

This distance learning course provides an understanding 

of how DoD’s systems engineering technical and technical 

management processes can be applied to a notional system 

within the context of the acquisition life cycle. Course 

content includes the scope and role of systems engineering and its major technical inputs and outputs, timing of 

technical baselines, the role of technical reviews, important 

design considerations, and other related areas. (This course 

is expected to be replaced by ENG 204 in January 2015.)

Course Length: Approximately 9 hours

Method of Delivery: Distance Learning

STM 303 

Advanced S&T Management

This course provides Science and Technology (S&T) professionals and others with an understanding of the procedures 

and mechanisms that can be used to transition emerging 

technologies into the DoD’s warfighting systems and the 

critical skills needed to do so. In areas such as budgeting, 

systems engineering, and test and evaluation, attendees will 

be able to apply skills that are essential for effective technology project management. Additionally, they will learn how to 

analyze and apply effective technology transition practices 

from basic research to acquisition or deployment.

Course Length: 3.5 classroom days

Method of Delivery: Resident

SYS 101 

Fundamentals of Systems 

Planning, Research, Development, 

and Engineering

This course is a technically rigorous, comprehensive introduction to systems engineering and the various technical 

management processes involved in its application. Based on 

the systems engineering processes outlined in the Defense 

Acquisition Guidebook, SYS 101 provides the foundations 

needed for systems planning, research, development, 

and engineering careerists and others—such as program 

management personnel and life-cycle support managers—to 

participate effectively in the application and management 

of DoD systems engineering processes and their related 

activities. (This course is expected to be replaced by ENG 102 

in January 2015.)

Course Length: Approximately 35 hours

Method of Delivery: Distance Learning

SYS 120 

Defense Standardization Workshop 

The Defense Standardization Workshop covers DoD policies and procedures for developing, managing, and using 

nongovernment standards, commercial item descriptions, 

and specifications and standards. Practical exercises 
p. 157

157

the integrated T&E processes outlined in the Defense Acquisition Guidebook and provides the foundational knowledge 

needed by T&E professionals and others to participate more 

effectively in DoD T&E activities.

Course Length: Approximately 18 hours

Method of Delivery: Distance Learning

TST 204 

Intermediate Test and Evaluation

This course builds upon professionals’ knowledge, skills, 

and on-the-job experience relating to DoD test and evaluation (T&E) policies, processes, and practices. A number of 

problem-solving situations engage participants in the application of T&E concepts and principles. Course topics include 

the role of T&E in systems acquisition; T&E planning and 

the T&E strategy; T&E master plan development; managing 

a T&E program; and planning, conducting, and processing 

the results of T&E events.

Course Length: 9.5 classroom days

Method of Delivery: Resident

TST 303 

Advanced Test and Evaluation

Designed for senior DoD acquisition personnel, this course 

focuses on leadership and management issues in a test

and evaluation (T&E) environment. TST 303 involves 

facilitated discussion of current DoD policies, strategies, 

processes, and practices as they are applied and used in the 

T&E planning and management of DoD systems. This

course covers a variety of knowledge-building and interactive problem-solving skills using case studies developed 

around lessons learned from actual system acquisitions. 

Class discussion and study group efforts culminate in 

participant presentations based on case analysis and solution analysis. Knowledge and skills developed in this course 

will facilitate successful professional participation as a T&E 

member in integrated planning and development activities 

for major programs.

Course Length: 4.5 classroom days

Method of Delivery: Resident

SYS 203 

Intermediate Systems Planning, 

Research, Development,

and Engineering, Part 2

This course gives students an opportunity to use the DoD 

systems engineering processes and techniques learned in 

SYS 202. Participants will work in integrated product teams 

and apply systems engineering technical processes and 

technical management processes to a defense system as its 

development progresses through the various phases of the 

acquisition life cycle. (This course is expected to be replaced 

by ENG 205 in January 2015.)

Course Length: 4.5 classroom days

Method of Delivery: Resident

SYS 302 

Technical Leadership in Systems 

Engineering

Designed for senior DoD acquisition personnel, SYS 302 

focuses on the application of technical leadership skills 

within a typical DoD systems engineering environment. 

Participants are expected to have sufficient background 

knowledge of the DoD’s systems engineering management 

processes, knowledge of the application of systems engineering to each acquisition phase, and the capability to apply 

these concepts to complex technical management problems 

involving critical thinking. As part of the SYS 302 course, 

participants will lead and participate in an engineering

team that analyzes and resolves a variety of technical engineering critical issues. Class exercises are supplemented by 

lessons on current policy, architectures, and design considerations. (This course is expected to be replaced by ENG 301 in 

January 2015.)

Course Length: 9.5 classroom days

Method of Delivery: Resident

TST 102 

Fundamentals of Test

and Evaluation

This course emphasizes basic DoD test and evaluation 

(T&E) principles, policies, processes, and practices. It covers 
p. 158

Appendix B:

Course Prerequisites

See pp. 126-129 for course registration procedures.

158
p. 159

159
p. 160

Distance Learning or Facilitated/Online Resident/Local

Training Courses

160

Identification Course Title Prerequisites

Acquisition Management

ACQ 101 Fundamentals of Systems Acquisition Management None

ACQ 120 Fundamentals of International Acquisition (FIAC) ACQ 101

ACQ 130 Fundamentals of Technology Security/Transfer (FTS/T) ACQ 101

ACQ 202 Intermediate Systems Acquisition, Part A ACQ 101

ACQ 203 Intermediate Systems Acquisition, Part B ACQ 202

ACQ 230 International Acquisition Integration

ACQ 120

ACQ 130

ACQ 202

ACQ 265 Mission-Focused Services Acquisition CLC 013

ACQ 315 Understanding Industry (Business Acumen) 

Any one of the following:

BCF 301

BCF 302

CON 360

FE 301

IRM 304

LOG 350

PMT 352A

PQM 301

STM 303

SYS 302

TST 303

ACQ 370 Acquisition Law None

ACQ 401 Senior Acquisition Course None

ACQ 403 Defense Acquisition Executive Overview Seminar PMT 352B 

ACQ 404 Systems Acquisition Management Course None

ACQ 405 Executive Refresher Course None

ACQ 450 Leading in the Acquisition Environment None

ACQ 451 Integrated Acquisition for Decision Makers None

ACQ 452 Forging Stakeholder Relationships None

ACQ 453 Leader as Coach None

Business, Cost Estimating, and Financial Management

BCF 103 Fundamentals of Business Financial Management ACQ 101

BCF 106 Fundamentals of Cost Analysis ACQ 101

BCF 107 Applied Cost Analysis BCF 106

BCF 204 Intermediate Cost Analysis BCF 106

BCF 107

BCF 205 Contractor Business Strategies ACQ 203

BCF 206 Cost Risk Analysis 

BCF 106

BFC 107

CLB 024

BCF 209 Acquisition Reporting for MDAPs and MAIS CLB 014

BCF 215 Operating and Support Cost Analysis None

BCF 220 Acquisition Business Management Concepts

BCF 103

BCF 106

EVM 101

Appendix B Course Prerequisites
p. 161

161

Identification Course Title Prerequisites

BCF 225 Acquisition Business Management Application

BCF 103

BCF 106

BCF 220

EVM 101

BCF 301 Business, Cost Estimating, and Financial Management Workshop BCF 225

BCF 302 Advanced Concepts in Cost Analysis

BCF 204

BCF 206

BCF 215

BCF 225

CLB 023

CLB 026

CLB 029

CLB 030

Contract Management - Air Operations

CMA 211 Government Flight Representative (GFR) CLX 110

CMA 221 Government Ground Representative (GGR) CLX 110

CMA 231 DCMA Aviation Safety Officer (ASO) CLX 130

Contract Management - Manufacturing

CMM 100 Surveillance Implications of Manufacturing and Subcontractor 

Management None

Contract Management - Quality

CMQ 101 Government Contract Quality Assurance Fundamentals ACQ 101

CMQ 100 when deployed

CMQ 220 Root Cause Analysis (RCA) CMQ 100 when deployed

Contracting

CON 090 Federal Acquisition Regulation (FAR) Fundamentals None

CON 100 Shaping Smart Business Arrangements None

CON 121 Contracting Planning CON 090 (only if you are assigned to 

the Contracting career field)

CON 124 Contracting Execution

CON 090 (only if you are assigned to 

the Contracting career field)

CON 121

CON 127 Contracting Management

CON 090 (only if you are assigned to 

the Contracting career field)

CON 121

CON 124

CON 170 Fundamentals of Cost and Price Analysis

CLC 057

CLC 058

CON 090 (only if you are assigned to 

the Contracting career field)

CON 127

CON 200 Business Decisions for Contracting CON 170 (only if you are assigned to 

the Contracting career field)

CON 216 Legal Considerations in Contracting CON 200

CON 232 Overhead Management of Defense Contracts None

CON 234 Joint Contingency Contracting Course CON 127

CON 237 Simplified Acquisition Procedures None

CON 243 Architect-Engineer Contracting CON 216
p. 162

Distance Learning or Facilitated/Online Resident/Local

Training Courses

162

Identification Course Title Prerequisites

CON 244 Construction Contracting 

CLC 056

CON 127

CON 216

CON 252 Fundamentals of Cost Accounting Standards None

CON 260A The Small Business Program, Part A None

CON 260B The Small Business Program, Part B CON 260A

CON 270 Intermediate Cost and Price Analysis CLC 056

CON 170

CON 280 Source Selection and Administration of Service Contracts

ACQ 101

CLC 051

CLC 056

CLC 057

CON 200

CON 216

CON 270 

HBS 428

CON 290 Contract Administration and Negotiation Techniques

in a Supply Environment

ACQ 101

CLC 051

CLC 056

CLC 057

CON 200

CON 216

CON 270 

HBS 428

CON 334 Advanced Contingency Contracting Officer’s Course CLC 007

CON 234

CON 360 Contracting for Decision Makers CON 280

CON 290

CON 370 Advanced Contract Pricing None

Earned Value Management

EVM 101 Fundamentals of Earned Value Management ACQ 101

EVM 201 Intermediate Earned Value Management ACQ 202

EVM 101

EVM 262 EVMS Validation and Surveillance EVM 101

EVM 263 Principles of Schedule Management 

ACQ 101

CLM 012

CLV 016

Engineering (expected to deploy in January 2015)

ENG 102 Fundamentals of Systems Engineering ACQ 101

ENG 204 Applied Systems Engineering in Defense Acquisition, Part 1 ACQ 203

ENG 102 or SYS 101

ENG 205 Applied Systems Engineering in Defense Acquisition, Part 2

ACQ 203

CLE 003

ENG 204 or SYS 202

ENG 301 Leadership in Engineering Defense Systems

ACQ 203

CLE 003

ENG 205 or SYS 203

Appendix B Course Prerequisites
p. 163

163

Identification Course Title Prerequisites

Facilities Engineering

FE 201 Intermediate Facilities Engineering ACQ 101

FE 301 Advanced Facilities Engineering FE 201

Grants

GRT 201 Grants and Agreements Management None

Industrial/Contract Property Management

IND 105 Contract Property Fundamentals

CON 100

CON 121

CON 124

CON 127

IND 205 Contract Government Property Management Systems

and Auditing Concepts IND 105

Information Resource Management 

IRM 101 Basic Information Systems Acquisition ACQ 101

IRM 202 Intermediate Information Systems Acquisition

ACQ 203

CLE 003

CLE 060

IRM 101 or SAM 101 if SAM 101 completed after Nov. 15, 2005

IRM 304 Advanced Information Systems Acquisition ACQ 203

IRM 202

Logistics

LOG 101 Acquisition Logistics Fundamentals ACQ 101

LOG 102 Fundamentals of System Sustainment Management ACQ 101

LOG 103 Reliability, Availability, and Maintainability (RAM) ACQ 101

LOG 200 Intermediate Acquisition Logistics, Part A 

ACQ 203

LOG 101

LOG 102

LOG 103

LOG 201 Intermediate Acquisition Logistics, Part B LOG 200

LOG 204 Configuration Management ACQ 101

LOG 206 Intermediate Systems Sustainment Management LOG 201

LOG 211 Supportability Analysis CLL 008

CLL 012

LOG 215 Technical Data Management LOG 201

LOG 235 Performance-Based Logistics None

LOG 340 Life-Cycle Product Support

ACQ 203

CLL 005 

CLL 015 

CLL 020 

LOG 201

LOG 235

LOG 350 Enterprise Life-Cycle Logistics Management ACQ 203

LOG 340

LOG 365 Executive Product Support Manager’s Course None
p. 164

Distance Learning or Facilitated/Online Resident/Local

Training Courses

164

Identification Course Title Prerequisites

Program Management

PMT 251 Program Management Tools, Part 1 ACQ 203

PMT 257 Program Management Tools, Part 2 ACQ 203

PMT 251

PMT 304 Advanced International Management Workshop 

ACQ 230

or

PMT 202 and PMT 203

PMT 313 Advanced Technology Security/Control Workshop 

ACQ 230

or

PMT 202 and PMT 203

PMT 352A Program Management Office Course, Part A

ACQ 203

BCF 103

ENG 204 or SYS 202

LOG 103

PMT 257

PMT 352B Program Management Office Course, Part B PMT 352A

PMT 400 Program Manager's Skills Course PMT 352B

PMT 401 Program Manager's Course PMT 352B

PMT 402 Executive Program Manager's Course PMT 401

Production, Quality, and Manufacturing

PQM 101 Production, Quality, and Manufacturing Fundamentals ACQ 101

PQM 201A Intermediate Production, Quality, and Manufacturing, Part A ACQ 203

PQM 101

PQM 201B Intermediate Production, Quality, and Manufacturing, Part B PQM 201A

PQM 203 Preparation of Commercial Item Descriptions for Engineering

and Technical Personnel None

PQM 301 Advanced Production, Quality, and Manufacturing ACQ 203

PQM 201B

Requirements Management

RQM 110 Core Concepts for Requirements Management CLR 101

RQM 310 Advanced Concepts and Skills for Requirements Management RQM 110

RQM 403 Requirements Executive Overview Workshop None 

RQM 413 Senior Leader Requirements Course None 

Software Acquisition Management

SAM 301 Advanced Software Acquisition Management ACQ 203

IRM 304

Science and Technology Management

STM 202 Intermediate S&T Management 

ACQ 202

CLE 021

CLE 045

CLE 068

ENG 102 or SYS 101

STM 303 Advanced S&T Management STM 202

CLM 014

Appendix B Course Prerequisites
p. 165

165

Identification Course Title Prerequisites

Systems Planning, Research, Development, and Engineering

SYS 101 (expected to retire in Jan. 

2015)

Fundamentals of Systems Planning, Research, Development, and 

Engineering ACQ 101

SYS 120 Defense Standardization Workshop 

CLE 028

CLE 064

CLE 065

SYS 130 Specification Selection and Application None

SYS 202 (expected to retire in Jan. 

2015)

Intermediate Systems Planning, Research, Development, and Engineering, Part 1 ACQ 203

SYS 101

SYS 203 (expected to retire in Jan. 

2015)

Intermediate Systems Planning, Research, Development, and Engineering, Part 2

ACQ 203

CLE 003

SYS 202

SYS 302 (expected to retire in Jan. 

2015) Technical Leadership in Systems Engineering 

ACQ 203

CLE 003

SYS 203

Test and Evaluation

TST 102 Fundamentals of Test and Evaluation ACQ 101

ENG 102 or SYS 101

TST 204 Intermediate Test and Evaluation 

ACQ 202

ACQ 203

CLE 035

CLE 301

CLR 101

TST 102

TST 303 Advanced Test and Evaluation 

ACQ 203

CLB 009

CLM 014

TST 203
p. 166g. 16

Appendix C:

Targeted Training

Visit http://icatalog.dau.mil to request Targeted 

Training courses.

166
p. 167

167
Appendix C Targeted Training

Generally, these are resident courses at DAU.

168

Business

TTB 001

Activity-Based Costing Principles (ABCP)

This course provides an overview of the activity-based 

costing methodology, which allows acquisition professionals 

to establish a realistic cost (including indirect costs) for all 

activity resources for products and services.

Course Length: 3.5 classroom days

TTB 002

Budget Execution

This course reviews the monetary concepts of commitment, 

obligation, expenditure, and outlay. It also discusses the 

preparation of obligation and expenditure plans, variance 

reports, and reclaims to budget adjustments proposed by 

higher headquarters.

Course Length: 1 classroom day

TTB 004

DoD Budget “Primer”

This course explores how funds are programmed, budgeted, 

enacted, and executed to enable a successful acquisition 

program.

Course Length: 1 classroom day

TTB 007

POM Development Process

This course provides an introduction to Program Objective 

Memorandum (POM) development in the context of the 

planning, programming, budgeting, and execution process. 

It includes how the POM is developed, the process of submitting it to the Office of Secretary of Defense (OSD), and 

how it is reviewed and adjusted during the OSD integrated 

program and budget review.

Course Length: 1 classroom day

TTB 008

Earned Value Management

This course examines the earned value management (EVM) 

process, which is key in establishing a realistic program 

baseline and can help identify program trends for technical, 

cost, or schedule performance.

Course Length: 3 classroom days

TTB 009

Business Financial Management 

Integration into Programs

Discover how the business financial manager integrates 

cost estimating, budget development, and budget defense, 

as well as ensures timely budget execution to enable the 

program manager to succeed.

Course Length: 1 classroom day 

TTB 011

Practical Cost-Benefit Analysis 

A cost-benefit analysis (CBA) is a structured method of 

quickly and concisely showing the costs and benefits of 

making a change, thereby detailing the quantifiable impact 

of making that decision. The course follows the methodology of the U.S. Army Cost Benefit Analysis Guide and gives 

helpful hints and more detailed guidance on what to expect 

and how to avoid the most common failings. The Office of 

the Deputy Assistant Secretary of the Army, Cost Estimating (DASA-CE) has reviewed and approved the course as 

meeting the intent of the CBA creation process against 

which it will be evaluating proposals. This hands-on course 

spends more than half of its allotted time analyzing and 

working through examples and exercises.

Course Length: 3.5 classroom days
169

TTB 015

Advanced Acquisition Financial 

Management

This targeted training uses lecture, discussion, and team 

and individual exercises to help students think like a financial manager within an acquisition program management 

office. It is designed as an advanced learning opportunity 

after taking BCF 103 and BCF 225 but before taking BCF 

301. The exercises are designed to have students interpret 

complex information and apply it to scenarios to determine 

meaning, impact, and solutions.

Course Length: 2 classroom days

Contracting

TTC 004

Sole Source Commercial Item Pricing

This course examines when a sole source commercial supply 

or service should be used and provides methods to determine 

whether the price is reasonable.

Course Length: 1 classroom day

TTC 005

Source Selection

This course provides an overview of the source selection 

process, which applies to competitive negotiated acquisitions per Federal Acquisition Regulation (FAR) and the 

mandatory DoD Source Selection Procedures.

Course Length: 2 classroom days

TTC 006

Alternative Dispute Resolution (ADR)

This course reviews the ADR process, which can assist the 

government and contractor in resolving disputes, leading 

to mutual agreements that benefit both parties.

Course Length: 2 classroom days

TTB 012

Executive Cost-Benefit Analysis

Designed for executives and other reviewers of cost-benefit 

analyses, this fast-paced course provides an overview and 

some practice in reviewing the submissions. The format 

consists of short lectures about the terms and the rules of 

the topic area, followed by examples and exercises. This 

hands-on course spends more than half of its allotted time 

analyzing and working through examples and exercises.

Course Length: 1 classroom day 

TTB 013

Earned Value Management 

Refresher

Using a combination of lecture and group exercises, this 

course provides an opportunity for students to refresh their 

knowledge and skills related to key terms, metrics, and 

scheduling principles of earned value management (EVM) 

before attending EVM 201.

Course Length: 2 classroom days

TTB 014

Intermediate Acquisition 

Financial Management

This targeted training uses lecture, discussion, and team 

and individual exercises to refresh and reinforce the financial manager’s role within an acquisition program management office. It is designed as an intermediate learning 

opportunity after taking BCF 103 but before taking

BCF 225. It may be taken before or after BCF 220. The 

exercises are designed to have students interpret basic 

information and apply it to scenarios to determine meaning, 

impact, and solutions.

Course Length: 2 classroom days
Appendix C Targeted Training

Generally, these are resident courses at DAU.

170

TTC 015

Negotiation Training

for the Acquisition Seminar

This 2-day, interactive course teaches acquisition professionals how to use interest-based negotiation (IBN) techniques to 

reach mutually beneficial agreements with vendors, internal 

departments, colleagues, and other stakeholders. The course 

includes dynamic, hands-on negotiating exercises that 

allow participants to apply collaborative problem-solving 

techniques to realistic acquisition challenges.

Course Length: 2 classroom days

TTC 019

Supervisory Contracting: Refresh 

and Reboot 

This course provides a senior-level overview for contracting 

supervisors and leaders. It discusses Federal Acquisition 

Regulation concepts such as “contracting authority” and 

“inherently governmental,” as well as the requirement to 

include earned value management in some contracts.

Course Length: 4 classroom days (supervisors with Level 

III certification in contracting); 1 day for general officers, flag 

officers, and members of the Senior Executive Service.

Professional Development

TTD 003

Leading Project Teams Course

Through the use of practical examples and exercises, this 

course emphasizes best practices for building and maintaining high-performing teams.

Course Length: 3.5 classroom days

TTD 004

Myers-Briggs Type Indicator (MBTI) 

Seminar

The MBTI is a self-report personality inventory based 

on the theory of psychological types developed by Swiss 

psychiatrist Carl Jung. This seminar allows participants to 

complete the instrument and receive individual feedback on 

their results.

Course Length: 1 classroom day

TTD 005

Crucial Conversations®

This course shows how individuals, teams, and organizations can overcome problems stemming from under-communicating, withholding information, or failing to act with 

unity and conviction.

Course Length: 2 classroom days

TTD 006 

Leading at the Speed of Trust 

This 2-day seminar, based on the bestselling book The 

Speed of Trust by Stephen M. R. Covey, elevates “trust” from 

an undervalued or transparent element of organizational 

effectiveness to a visible element of strategic significance. 

Leaders and organizations learn that trust enables collaboration, innovation, effectiveness, and efficiency, and that 

they are able to harvest and reinvest the “dividends” of trust. 

This highly interactive seminar uses hands-on activities to 

engage leaders at all levels in identifying and closing trust 

gaps in their organization. 

Course length: 2 classroom days

TTD 007

Strength Deployment Inventory® 

Seminar

The Strength Deployment Inventory (SDI) is a proven, 

memorable tool for improving team effectiveness and 

reducing the costs of conflict. During the seminar, you will 

receive a brief overview of the tool, complete the assessment 

instrument, do a self-validation, participate in fun activities 

to reinforce learning, and receive general feedback.

Course Length: 4 hours
171

TTD 012

Mount Everest Leadership

and Team Simulation

This is a web-based, multimedia, multi-user simulation that 

employs the dramatic context of a Mount Everest expedition 

to reinforce student learning about leading effective team 

decisionmaking processes. The challenge course involves a 

series of activities that require various degrees of teamwork 

and problem solving. The teaching points for the exercise 

focus on how teams make complex decisions when critical 

information is distributed unevenly among members and 

when members have partially conflicting goals.

Course Length: 4 hours

TTD 013

Crucial Accountability

CrucialAccountability provides a step-by-step process for 

how managers can identify and resolve performance gaps, 

strengthen accountability, eliminate inconsistency, and 

reduce resentment throughout an office or organization.

Course Length: 2 classroom days (1-day version available 

for those who have completed TTD 005)

Engineering and Technology

TTE 002

Problem-Solving Techniques

for Quality Improvement (PSTQ)

How can you achieve continuous quality improvement of 

work processes? This course examines a problem-solving 

methodology and associated statistical techniques and 

offers a “tool kit” of ideas that may be used to achieve quality 

improvement goals.

Course Length: 3 classroom days

TTD 009

Influencer

Influencer training is ideal for individuals, teams, and 

organizations looking to overcome profound, persistent, and 

resistant problems in their organization, team, or personal 

life. The training provides individuals at any level of an organization with the skills to develop an effective and comprehensive influencer strategy to overcome these problems.

Course Length: 2 classroom days

TTD 010

360 Survey Seminar 

This seminar is designed to help organizations assess 

their employees’ strengths and development needs in their 

working relationships. The Development Dimensions International Leadership Mirror—a Web-based, multilingual, 

360-degree feedback survey—is used to gather observational 

information. The data are collected from several perspectives regarding the individual’s leadership performance. 

This includes a self-survey and surveys from supervisors, 

peers, and subordinates.

Course Length: Generally 30 to 35 days

TTD 011

Critical Thinking for Decision 

Makers and Teams

This training provides an overview of critical thinking, 

focusing on defining it and demonstrating “how to do it.” 

Through facilitated discussions and case study exercises, 

participants will gain an understanding of the criticalthinking process and identify the crucial steps in thinking critically, as well as learn about the different kinds of 

thinkers and strategies for developing or improving critical 

thinking.

Course Length: 4 hours
Appendix C Targeted Training

Generally, these are resident courses at DAU.

172

TTE 003

Navy Systems Engineering Guide

This course reviews the Naval Air Systems Command’s 

(NAVAIR) approach to systems engineering, focusing on 

NAVAIR’s internal policies and procedures and how to tailor 

this corporate approach to specific programs or projects.

Course Length: 5 classroom days

TTE 004

DISA Information Systems 

Engineering Seminar (ISES)

Aimed at Defense Information Systems Agency (DISA) software management teams, this course discusses DISA’s role 

in DoD acquisition and introduces fundamental information 

regarding procurement, acquisition, and basic systems and 

software engineering.

Course Length: 3 classroom days

TTE 005

Systems Engineering Plan (SEP)

This course provides students with the knowledge, material, 

and understanding of internal program documentation to 

develop an executable SEP for their programs.

Course Length: 4 classroom days

TTE 006

Engineering Management Seminar 

(EMS)

Using hands-on engineering experience and software-intensive skills needed to build an operating robot, students gain 

an understanding of the defense acquisition life cycle from a 

systems- and software-engineering perspective.

Course Length: 5 classroom days

TTE 007

Technology Assessment

and Transition Management

This course prepares students to conduct technology assessments; reviews mechanisms available to support transition; 

and provides training on technology development strategies, 

technology transition agreements, and other technology 

transition documentation.

Course Length: 2 classroom days

TTE 008

Resources for the Test

and Evaluation Professional

This course explores information and resources available to 

assist the test and evaluation workforce in performing their 

day-to-day duties.

Course Length: 1 classroom day

TTE 009

Design of Experiments—Industrial Strength 

(DOE-IS)

This course provides an overview of the design-of-experiments methodology, which is an iterative product/process 

improvement method and an important part of a student’s 

Lean, Six Sigma, or quality improvement plans.

Course Length: 10 classroom days (accelerated version, 5 

classroom days)

TTE 014

Technical Project Management 

Using Intermediate Product 

Breakdown Structures (IPBS)

This course reviews how Naval Air Systems Command’s 

systems engineers/class desk officers should plan,

organize, and manage the engineering staffing efforts

of acquisition programs.

Course Length: 2.5 classroom days
173

TTE 015

JCTD Execution (How to Run

a JCTD)

This course explores the necessary programmatic, technical, operational, and transition management skills and 

knowledge that students need to become effective, productive members of the Joint Capability Technology Demonstrations (JCTD) execution team.

Course Length: 2.5 classroom days

TTE 016

JCTD Transition Management Course

This course introduces the Joint Capability Technology 

Demonstrations (JCTD) management team to procurement 

and acquisition situations that affect many JCTDs during 

transition.

Course Length: 4 classroom days

TTE 018

Reliability and Maintainability 

(R&M) for Engineers

This course explores how to apply R&M models commonly 

used by DoD weapons system contractors to the design and 

development of equipment and systems.

Course Length: 3 classroom days

TTE 019

ISO 9000 – 2000

This course is an introduction to the application, interpretation, and evaluation of the ISO 9000 series

standards for quality management systems as used

in defense acquisitions.

Course Length: 2 classroom days

Logistics

TTL 001

Performance-Based Logistics

Performance-Based Logistics examines problem-solving 

and statistical methodologies. It provides students with 

techniques to improve work processes and achieve quality 

improvement goals.

Course Length: 2.5 classroom days

TTL 002

Provisioning Management

Provisioning Management examines management-level 

planning and oversight of logistics-support development

for a new system, ensuring that students gain a sound

understanding of the normal sequence of events in

system provisioning.

Course Length: 3 classroom days

TTL 003

Reliability and Maintainability

for Logisticians

This course presents an overview of acquisition reliability 

and maintainability policy and its application to logistics 

support.

Course Length: 3 classroom days
174

Appendix C Targeted Training

Generally, these are resident courses at DAU.

TTL 006

Logistics Test and Evaluation

This course provides an overview of DoD Directive 5000.1 

and DoD Instruction 5000.2, as well as acquisition

processes involved with systems engineering, test and 

evaluation, acquisition logistics (including reliability, maintainability, and availability), and contractor operations-andtest reporting.

Course Length: 2 classroom days

TTL 007

Supportability Test and Evaluation

This course teaches students how to extract quantitative 

requirements from the program documents, develop supportability test and evaluation (ST&E) inputs to the test 

plan, conduct the tests, and provide ST&E inputs to the DT/

OT Transition Report. Students will also learn how to use 

the Logistics Survey Database. It is strongly suggested that 

students complete CLL 003 (Supportability Test and Evaluation) before attending this course.

Course Length: 3 classroom days

Acquisition and Management

TTM 001

Joint Service Program Attorneys Course

This course facilitates interactions and advice given by 

the program attorney to programmatic and contracting 

personnel by providing program attorneys insight into the 

challenges their clients face in trying to execute a successful 

program. About half of the instruction consists of overviews 

by DAU faculty of the DoD Decision Support Systems, 

acquisition strategy formulation, contract types and their 

use, program management tools, cost-estimating methodologies, and recent policy and regulatory developments. The 

other half of the course focuses on case studies, applications, 

and issues of current critical interest presented by senior 

attorneys, program managers, executive officers, financial 

management experts, and other guest speakers.

Course Length: 4.5 classroom days

TTM 002

Risk Management Seminar

This seminar provides an overview of risk management and 

explores a step-by-step process to identify, evaluate, and 

develop risk-handling strategies, allowing the student to 

effectively perform and communicate risk planning.

Course Length: 1 classroom day

TTM 004

Program Management Through 

the Looking Glass

Using the Looking Glass interactive behavioral management simulation, program managers and their team explore 

personal leadership and management styles and receive 

feedback on improving the team’s performance.

Course Length: 3 classroom days

TTM 005

Integrated Baseline Review Seminar

This seminar reviews the integrated baseline review (IBR) 

process—which was developed to assess the reasonableness, adequacy, and accuracy of this baseline plan—and 

provides tailored feedback on how best to conduct an IBR for 

a student’s particular project.

Course Length: 2 classroom days 

174
175

TTM 007

Stakeholder Management

This fast-paced, daylong class provides hands-on experience 

with identifying, prioritizing, and analyzing stakeholders 

critical to DoD program success. Attendees will create 

action plans to improve their relationships with key stakeholders, increasing engagement/commitment and program 

outcomes. Practical tools, examples, and best practices 

from defense acquisition and sustainment programs are 

highlighted throughout.

Course Length: 1 classroom day

TTM 008

Developing Performance 

Requirements for Service Acquisitions 

This fast-paced, daylong class/seminar provides overview 

training on the service acquisition process contained in 

the Defense Acquisition Guidebook for the acquisition of 

services, practical lessons learned, and best practices in 

developing service requirements. It also offers hands-on 

experience with the Acquisition Requirements Roadmap 

Tool (ARRT). Attendees will use the ARRT to create a 

Performance Work Statement (PWS) based on a case study 

PWS employed during the class. Practical tools such as the 

Service Acquisition Mall and best practices from defense 

service acquisitions are highlighted throughout the day.

Course Length: 1 classroom day

TTM 009

Work Statement Seminar (SOW, 

SOO, PWS)

This seminar provides program management personnel 

an overview of the function of the Work Statement in the 

acquisition process and gives a procedure for planning, 

developing, and writing Work Statements.

Course Length: 4 classroom days

175
p. 176

Appendix D:

Continuous Learning

See pp. 126-129 for course registration procedures.

176
p. 177

177
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

178

Business

CLB 007

Cost Analysis

Cost Analysis focuses on the basic cost analysis process, 

one of the fundamental building blocks of any acquisition 

program. At the end of this module, you should be able to 

define various financial management terms as they relate 

to the defense acquisition process, determine when various 

cost estimates should be prepared, know which estimating 

methodology is most appropriate, and know what cost data 

are of interest to various program stakeholders.

Course Length: Approximately 4 hours

CLB 008

Program Execution

Program Execution describes the budget execution process, 

including the legal concerns and potential impact of poor 

budget execution. At the end of this module, you should be 

able to describe the apportionment process (including rules 

for deferral and rescission), describe the funds execution 

process and laws that govern it, identify the purposes and 

contents of obligation and expenditure plans, and identify 

rules for reprogramming.

Course Length: Approximately 3 hours

CLB 009

Planning, Programming, 

Budgeting, and Execution

and Budget Exhibits

Planning, Programming, Budgeting, and Execution (PPBE) 

and Budget Exhibits focuses on explaining the PPBE 

process, including the relationship of each phase to the 

systems acquisition process. At the end of this module, you 

should be able to recall the primary purpose of each of the 

phases of PPBE, identify the interrelationship between 

PPBE and the defense acquisition system, and identify 

the purpose, content, and dimensions of the Future Years 

Defense Program.

Course Length: Approximately 3 hours

CLB 010

Congressional Enactment

Congressional Enactment focuses on the congressional 

processes that lead to a budget resolution, an authorization 

act, and an appropriation act, and the implications of those 

outcomes for defense acquisition programs. At the end of this 

module, you should be able to identify key DoD and Service 

organizations that provide liaison to the congressional 

committees; describe the budget resolution, the authorization and appropriation phases, and their key products; 

understand the basic rules of DoD appeals; recognize when 

a continuing resolution is required; and recognize when a 

program is considered a “new start.”

Course Length: Approximately 4 hours

CLB 011

Budget Policy

Budget Policy focuses on appropriations and the funding 

policies that are associated with each appropriation. It 

will relate a defense acquisition program’s cost estimate 

to its programming and budgeting requirements. At the 

end of this module, you should be able to identify the major 

appropriation categories of interest to the defense acquisition community, identify the funding policy that applies to 

each, recognize situations where exceptions to the funding 

policies are appropriate, and identify the most appropriate 

time-phased budget estimate to a given situation.

Course Length: Approximately 5 hours

CLB 014

Acquisition Reporting Concepts 

and Policy Requirements

This module introduces terms, policies, and requirements 

for MDAPs and MAIS programs, specifically the APB, 

the DAES, the SAR, and the UCR. Upon completion of the 
179

CLB 026

Forecasting Techniques

The goal of this module is to provide the learner with 

information on forecasting for the Defense Acquisition 

Workforce. This will include various forecasting techniques, 

approaches, and practical exercises, all designed to give the 

learner foundational knowledge of forecasting.

Course Length: Approximately 2 hours

CLB 029

Rates

The Rates module introduces the basics of wrap rate 

development as it relates to cost estimating. At the conclusion of this module, you should be familiar with and be able 

to describe portions of a cost estimate that require the use 

of wrap rate calculations. You will also be able to describe 

the components for building an estimate using engineering 

standards as well as calculate a wrap rate or a fully burdened 

labor rate (FBLR).

Course Length: Approximately 2 hours

CLB 030

Data Collection and Sources

This module introduces the basics of data sources and collection as they relate to cost estimating. At the conclusion of 

this module, students should be familiar with and be able to 

describe various data sources used in the construction of a 

cost estimate. Students also will be able to explain the necessity of having programmatic and technical data in addition 

to cost data and provide illustrations of various problems 

relating to the collection and analysis of data.

Course Length: Approximately 2 hours 

module, students will be able to apply these concepts and 

policies in the preparation and review of reports generated 

using the Defense Acquisition Management Information 

Retrieval (DAMIR) software.

Course Length: Approximately 3 hours

CLB 023

Software Cost Estimating

This module provides an overview of software cost estimating. It comprises the five steps of preparation and review 

of a software cost estimate and will enable managers to 

determine whether an estimate is realistic and defendable.

Course Length: Approximately 2 hours

CLB 024

Cost Risk Analysis Introduction

This module provides the foundation for an understanding of 

risk management as it relates to cost estimation. It addresses 

program risks that help ensure that program costs, schedule, 

and performance objectives are met.

Course Length: Approximately 3 hours

CLB 025

Total Ownership Cost

The goal of this course is to provide business cost-estimating 

and financial management personnel with the framework 

necessary to estimate total ownership cost (TOC) within the 

acquisition process. It is not intended to duplicate information documented in various DoD and Service-level policy, 

guidance, and implementing instructions, but to provide a 

frame of reference for developing TOC estimates.

Course Length: Approximately 3 hours
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

180

CLB 031

Time-Phasing Techniques

This module focuses on the methods that cost estimators 

can use to time phase a cost estimate. Students will learn to 

recognize the definition, purpose, and utility of time-phasing methods and how they are used in the cost-estimating 

career field.

Course Length: Approximately 1.5 hours 

CLB 032

Force Structure Costing

This module explains the definition, purpose, and utility of 

DoD force-structure-costing techniques as used in the costestimating career field.

Course Length: Approximately 1.5 hours

CLB 033

Databases for Cost Estimates

This module introduces students to a cross-section of 

some of the more well-known DoD databases. It is primarily intended for members of the business cost-estimating 

functional community and also may be of interest to other 

DoD functional communities. Access to most of the DoD 

databases is controlled or, in some cases, classified; this 

limits the databases that can be openly discussed.

Course Length: Approximately 2.5 hours

CLB 034

Probability Trees

This module focuses on probability or decision trees used 

in the context of cost estimating. The module is primarily intended for members of the business cost-estimating 

functional community and may be of interest to other DoD 

functional communities.

Course Length: Approximately 2 hours 

Contracting

CLC 001

Defense Subcontract Management

This module provides an overview of the laws, government 

policies, and regulations that apply to subcontracts and subcontract management. The module addresses subcontracting activities from the perspective of the staff of a defense 

acquisition program office. Topics include small business 

subcontracting plans; contractor purchasing system reviews 

and consent to subcontract; flow-down clauses; subcontract 

pricing; subcontract administration; and other topics in 

subcontracting. (This module is temporarily unavailable 

because it is undergoing an update.)

Course Length: Approximately 4 hours 

CLC 003

Sealed Bidding

This module builds upon the sealed bidding process 

presented in Federal Acquisition Regulation Part 14. The 

course is designed to provide acquisition professionals 

with experience in understanding sealed bidding concepts 

and processes when contracting for supplies and services. 

The module covers concerns about using sealed bidding, 

procedures for soliciting bids, methods for bid receipt and 

correct handing of bids, how to correct common mistakes 

in bids, and selection of the correct contractor for award.

Course Length: Approximately 2 hours 

CLC 004

Market Research

This module provides a foundational understanding of the 

benefits of effective market research to reduce acquisition 

costs and cycle times and to afford greater access to advanced 

technologies. The module covers the differences between 

tactical and strategic market research and shows how to 

consolidate market research results to develop an acquisition 

strategy.

Course Length: Approximately 3 hours
181

mination of actual contract costs. This module aims to serve 

as a primer for those who are unfamiliar with indirect costs.

Course Length: Approximately 1 hour 

CLC 009

Service-Disabled, Veteran-Owned 

Small Business Program

The Service-Disabled, Veteran-Owned Small Business 

Program provides certain benefits for businesses owned 

by Service-disabled veterans seeking contracts with the 

federal government. This training module explains the basic 

requirements of the program.

Course Length: Approximately 1 hour 

CLC 011

Contracting for the Rest of Us

This module provides people who do not work in the Contracting career field with a basic knowledge of some of the 

essential processes and considerations that DoD contracting 

professionals encounter to satisfy their customers’ requirements. The module also provides an introduction to some of 

the topics that are covered in greater depth in other contracting modules.

Course Length: Approximately 2 hours 

CLC 013

Services Acquisition

This module describes a disciplined seven-step process for 

the acquisition of services, using the requirements roadmap 

process to define high-level objectives and tasks, standards, 

allowable variations, and method of inspection. It will teach 

the student how to develop acquisition documents such as 

the performance work statement (PWS) and quality assurance surveillance plan (QASP).

Course Length: Approximately 3 hours

CLC 005

Simplified Acquisition Procedures

This module is an interactive tutorial designed to provide 

federal procurement and acquisition professionals with 

a better understanding of contracting for supplies and 

services using simplified acquisition procedures.

Course Length: Approximately 2 hours

CLC 006

Contract Terminations

There are many ways to terminate the obligations of a contract. Most often, parties conclude their contract obligations 

by performing them. However, sometimes problems arise, 

and parties cannot or will not complete their obligations 

under the contract. This module will enable you to prepare 

and process a termination notice when appropriate. 

Course Length: Approximately 2 hours

CLC 007

Contract Source Selection

This interactive module is designed to provide federal 

procurement and acquisition professionals with a better 

understanding of the source selection process and its 

goals. The module covers planning for source selection, the 

source selection organization, roles of source selection team 

members, and notifications and debriefings of offerors. The 

module emphasizes the importance of close communication 

between the government and offerors throughout the source 

selection process.

Course Length: Approximately 3 hours

CLC 008

Indirect Costs

An indirect cost is any cost not directly identified with a 

single, final cost objective, but rather is identified with two 

or more final cost objectives. Indirect costs are used for the 

pricing of contracts, interim contract billing, and the deter-
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

182

CLC 020

Commercial Item Determination

This module is designed to aid acquisition personnel in 

developing sound business strategies for procuring commercial items. It provides professionals a clear understanding of the guidance and tools contained in the Commercial 

Item Determination Handbook, a practical reference used in 

such acquisitions.

Course Length: Approximately 3.5 hours

CLC 023

Commercial Item Determination 

Executive Overview

This self-paced module explores the commercial item 

determination process as outlined in the Commercial 

Item Determination Handbook, a practical reference used 

in such acquisitions. DoD has designed this module to 

aid acquisition personnel in developing sound business 

strategies for procuring commercial items and to gain a 

clear understanding of the guidance and tools contained in 

the handbook.

Course Length: Approximately 30 minutes

CLC 024

Basic Math Tutorial

This module will help students refresh/increase their basic 

math skills. Mathematics is a necessary and useful tool 

when determining price and cost reasonableness. Several 

performance support tools exist that can assist you with 

many of the calculations to accomplish your job; however, 

you may still need to perform your own calculations without 

the aid of a tool or calculator.

Course Length: Approximately 2 hours

CLC 025

Small Business Program

for Contracting Officers

This module explains the role of the contracting officer 

in working with small businesses in the DoD Acquisition 

Program. DoD policy requires that a fair proportion of 

DoD total purchases and contracts be placed with small 

businesses and that such businesses have the maximum 

practicable opportunity to participate in DoD acquisitions.

Course Length: Approximately 2 hours

CLC 026

Performance-Based Payments 

Overview

This module presents an overview of the fundamental 

concepts of performance-based payments (PBPs) and the 

guidance necessary for implementing a PBP financing 

structure as part of a fixed-price contract.

Course Length: Approximately 1 hour

CLC 027

Buy American Act

This module provides explanatory materials and practical examples that explain Federal Acquisition Regulation 

(FAR) Part 25 and Defense Federal Acquisition Regulation 

Supplement (DFARS) 225, which make up the Buy American 

Act. This module is intended for contract specialists and 

contracting officers.

Course Length: Approximately 3 hours

CLC 028

Past Performance Information

This self-paced module addresses the rationale behind collecting past performance information, why it should be used, 

and how its use improves contractor performance. It is based 

on the DoD guidebook titled A Guide to Collection and Use of 
183

CLC 035

Other Transaction Authority 

for Prototype Projects: 

Comprehensive Coverage

This module comprises six lessons that present the mandatory requirements and other guidelines to consider and 

apply, as appropriate, when utilizing other transaction 

authority for prototype projects.

Course Length: Approximately 3 hours

CLC 039

Contingency Contracting 

Simulation: Barda Bridge 

The Barda Bridge simulation offers professionals an immersion experience in predeployment and deployment decision 

making. It will provide feedback on how your decisions 

as a deploying individual and contingency contracting 

officer affect your family back home as well as your mission 

forward.

Course Length: Approximately 2 hours

CLC 040

Predictive Analysis and Scheduling

This module provides an overview of the various types of 

schedules that are used by Defense Contract Management 

Agency personnel and a background of how predictive analysis is utilized to determine and maintain schedules.

Course Length: Approximately 1 hour

CLC 041

Predictive Analysis and Systems 

Engineering

This module provides an overview of how predictive analysis plays a role in systems engineering. Professionals also 

learn about various systems engineering tools.

Course Length: Approximately 2 hours

Past Performance Information, which can be found at http://

www.acq.osd.mil/dpap/Docs/PPI_Guide_2003_final.pdf.

Course Length: Approximately 3 hours

CLC 030

Essentials of Interagency 

Acquisitions/Fair Opportunity

This module is designed to provide DoD acquisition professionals with a better understanding of the need to ensure 

that non-DoD contracting instruments are appropriately 

used by DoD contracting personnel. It provides an overview 

of current policy; key concepts and requirements on scope, 

competition, and fiscal law; and the roles and responsibilities 

of the requesting agencies and assisting agencies.

Course Length: Approximately 2.5 hours

CLC 031

Reverse Auctioning

Reverse Auctioning is a self-paced module that provides an 

introduction to a new, Internet-based contracting technique 

employed by the DoD acquisition community to achieve 

significant cost savings through the use of e-commerce capabilities. The course is intended for entry- and middle-level 

acquisition managers who might use the technique in their 

daily business environment.

Course Length: Approximately 1 hour

CLC 033

Contract Format and Structure

for DoD e-Business Environment

Effective structuring of contracts is more important 

than ever. This is due to the increased automation of the 

contracting process and centralization of bill paying 

through the Defense Finance and Accounting Service; a 

loss of institutional knowledge among the DoD procurement workforce; and requirements for proper valuation 

and tracking of equipment.

Course Length: Approximately 3 hours
184

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

CLC 042

Predictive Analysis and Quality 

Assurance

This module provides an overview of quality assurance 

activities and how they relate to the use of predictive analysis as a tool to form assumptions of future events.

Course Length: Approximately 1 hour

CLC 043

Defense Priorities and Allocations 

System

This module aims to ensure that government and industry users are thoroughly familiar with the priorities and 

allocations authority of the Defense Production Act. It also 

explains the purpose of the Defense Priorities and Allocations System, which is to assure the timely availability of 

industrial resources to meet current and future national 

security and emergency preparedness requirements.

Course Length: Approximately 3 hours

CLC 044

Alternative Dispute Resolution

Alternative Dispute Resolution is a tool for resolving contract disputes without litigation. This module explains how 

to use this tool effectively when disputes arise.

Course Length: Approximately 4 hours

CLC 045

Partnering

The Partnering module gives an overview of the benefits 

of developing good government-contractor relationships. 

The partnering concept, designed to enhance contractor 

performance—a key component of alternative dispute 

resolution—is one method used to prevent disputes as well as 

minimize disputes that may occur.

Course Length: Approximately 2 hours

CLC 046

Green Procurement

Green procurement is the purchase of products and services 

with favorable energy or environmental attributes in 

accordance with federally mandated “green” procurement 

preference programs. DoD’s Green Procurement Program is 

a comprehensive strategy for implementing environmentally 

preferred practices while sustaining the overall mission. 

The overall purpose of this lesson is to identify the objectives 

and background of DoD’s Green Procurement Program.

Course Length: Approximately 2 hours

CLC 047

Contract Negotiation Techniques

This module will help professionals obtain a better understanding of various analysis techniques and tools to use in 

the development of a contract’s negotiation range. After completion of this course, professionals will be better prepared 

to develop strategies for their contract negotiations.

Course Length: Approximately 2 hours

CLC 051

Managing Government Property 

in the Possession of Contractors

This module provides an overview of the policies, processes, 

and procedures used to manage government property in the 

possession of contractors. It also introduces the concept of 

government property, terminology used in the management 

of government property, and accounting and treatment of 

government property in the possession of contractors.

Course Length: Approximately 1.5 hours

CLC 052

Contracting with Canada

This module is intended to provide a “one stop shop” for 

information specific to the DoD when contracting with 

Canadian suppliers.

Course Length: Approximately 3 hours
185

CLC 054

Electronic Subcontracting 

Reporting System (eSRS)

This module presents an overview of the primary purpose 

of eSRS, which is to provide insight and transparency about 

how government contracting dollars are being distributed 

among small disadvantaged businesses. The Internet-based 

eSRS streamlines the reporting process of subcontracting 

plans and provides agencies with access to analytical data on 

subcontracting performance.

Course Length: Approximately 1.5 hours

CLC 055

Competition Requirements

This module is appropriate for all personnel involved in the 

requirements and acquisition process. It emphasizes key 

concepts for promoting competition, which is the cornerstone of the acquisition process. This training addresses 

responsibilities, policies, and procedures critical for ensuring that DoD funds are properly spent to obtain the right 

equipment, supplies, and services at the right price and on 

time.

Course Length: Approximately 2 hours

CLC 056

Analyzing Contract Costs

In this module, the student assumes the role of a contract 

specialist/intern who has been afforded the opportunity to 

work with the contracting officer of a large, complex, baseoperating services contract. The contracting officer acts as 

a mentor, providing guidance and direction as the student 

performs various cost and price analysis tasks.

Course Length: Approximately 17 hours
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

186

CLC 057

Performance-Based Payments

and Value of Cash Flow

This module provides an introduction and overview for 

performance-based payments (PBP) as applied to structuring and negotiating Win-Win PBP agreements with 

contractors. A tutorial on the use of the PBP Analysis Tool 

also is provided.

Course Length: Approximately 4 hours

CLC 058

Introduction to Contract Pricing

During the most recent Contracting Competency Assessment, senior leadership from all Services and agencies 

viewed cost and price analysis as a fundamental skill for 

contracting professionals to focus on early in their contracting career. As a result, DAU is infusing cost and price 

analysis into the entire Defense Acquisition Workforce 

Improvement Act (DAWIA) curriculum, beginning with the 

fundamental topics and issues presented in CLC 058, a Level 

I certification requirement and prerequisite to CON 170, 

Fundamentals of Cost and Price Analysis.

Course Length: Approximately 2 hours

CLC 060

Time and Materials Contracts

The Time and Materials Contracts module provides 

professionals with an overview of new time and materials 

contracting policies—including links to the Federal Acquisition Regulation and Defense Federal Acquisition Regulation 

Supplement changes and examples of how those documents 

should be used.

Course Length: Approximately 1 hour

CLC 062

Intra-Governmental Transactions

This module presents an introduction and overview of IntraGovernmental Transactions (IGTs). It covers the basics 

of IGTs and the root causes of certain challenges, while 

introducing strategies for addressing problems. An in-depth 

study of the intra-governmental process through the Business Enterprise Architecture (BEA) and the Intra-governmental Value Added Network (IVAN) system is provided.

Course Length: Approximately 3 hours

CLC 063

Sole Source Proposal Technical 

Evaluations

This module provides the government technical evaluation 

team with facts, data, and tools needed to conduct an exceptional technical evaluation. The module focuses strictly on 

the evaluation of sole source proposals for new contracts or 

orders or for changes to existing contracts or orders.

Course Length: Approximately 3 hours

CLC 064

Wage Determinations for Service 

and Construction Contracts

This module introduces students to the laws and regulations 

governing the minimum wage and fringe rates to be paid 

in most construction and service contracts. It is intended 

primarily for contracting (1102 series) professionals.

Course Length: Approximately 2.5 hours

CLC 065

Suspension and Debarment

This module addresses the fundamental concepts associated with suspension and debarment in the federal government. It covers the bases, causes, and effects of suspension 

and debarment; government roles and responsibilities; and 

the System for Award Management Exclusions.

Course Length: Approximately 1 hour
187

CLC 106

Contracting Officer’s Representative 

with a Mission Focus

This module provides an overview of the acquisition 

process, teaming, ethics and integrity, authorities, contract 

classification, contract types, proper file documentation, 

performance assessment methods, remedies for poor 

performance, invoice requirements, contract modifications, 

and contract management. The construct of this module 

provides a flexible training set that can be tailored to your 

agency’s contracting officer’s representative training 

certification program.

Course Length: Approximately 8 hours

CLC 107

OPSEC Contract Requirements

When a program manager determines that it is appropriate 

to include operational security (OPSEC) requirements in a 

contract, it is important that the contract include sufficient 

guidance to convey to the contractor his or her OPSEC 

responsibilities. The objectives of this module are to outline 

the basic elements of OPSEC, identify the role of OPSEC 

within DoD, and recognize the OPSEC responsibilities of 

program managers and contracting officers.

Course Length: Approximately 1 hour

CLC 108

Strategic Sourcing Overview

This module provides an overview of strategic sourcing 

concepts and techniques for helping organizations begin to 

make the shift from tactical to strategic purchasing.

Course Length: Approximately 4.5 hours

CLC 102

Administration of Other 

Transactions

Other transactions, authorized by 10 U.S.C. 2371, are 

conducted outside most federal procurement laws and 

regulations and are not subject to most of the laws and regulations applicable to grants and cooperative agreements. 

This module is designed to help professionals distinguish 

other transactions from contracts, grants, and cooperative 

agreements; understand what regulations govern other 

transactions; learn the responsibilities of the various parties 

involved in managing other transactions; describe the 

financial implications of other transactions; explain intellectual property, data, and real property rights under other 

transaction arrangements; and know the issues involved 

with modification and termination of other transactions.

Course Length: Approximately 1.5 hours

CLC 103

Facilities Capital Cost of Money

This module will help professionals learn to develop a prenegotiation position for facilities capital cost of money that 

is fair and reasonable, given market research and proposed 

information from the offeror.

Course Length: Approximately 1.5 hours

CLC 104

Analyzing Profit or Fee

Determining profit or fee involves rewarding the contractor 

for performance and acceptance of risk. But what is a reasonable profit or fee for a given contract? Different individuals’ perspectives may vary substantially on this question. 

That is why proper use of the structured approach required 

by the Federal Acquisition Regulation is so important. In 

this module, professionals will learn about this approach

and the guidelines for developing a reasonable profit or

fee position.

Course Length: Approximately 1 hour
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

188

CLC 110

Spend Analysis Strategies

This module explains the value and strategies of spend 

analysis. Spend analysis is one of several tools the U.S. 

Department of Defense and other federal agencies are using 

to gain critical insights into the procurement history and 

spend patterns for purchased goods and services.

Course Length: Approximately 3.5 hours

CLC 112

Contractors Accompanying the Force

This brief module addresses the roles and responsibilities of a commander in planning for the use of contractors 

authorized to accompany U.S. Armed Forces, with a focus on 

the guidance in DoD Instruction (DoDI) 3020.41, Contractor 

Personnel Authorized to Accompany the U.S. Armed Forces. 

The module also introduces basic acquisition and contract 

management requirements related to implementing DoDI 

3020.41 in field conditions.

Course Length: Approximately 2 hours

CLC 113

Procedures, Guidance, and Information

The Procedures, Guidance, and Information (PGI) module 

is a companion resource to the Defense Federal Acquisition Regulation Supplement (DFARS). The PGI is a Webbased tool for simple and rapid access to guidance and 

information relevant to Federal Acquisition Regulation 

and DFARS topics.

Course Length: Approximately 1 hour

CLC 114

Contingency Contracting Officer 

Refresher

It is important that contingency contracting officers (CCOs) 

receive the training they need to excel during their assignments. CCOs need to apply sound procurement techniques, 

understand funding implications, and effectively administer 

their contracts while demonstrating exemplary integrity 

and ethics. CCOs help DoD to accomplish its contingency 

mission and funnel much-needed funds into regional 

economies.

Course Length: Approximately 2 hours

CLC 120

Utilities Privatization Contract 

Administration

This module explains how the government transfers 

ownership of a utilities system to a qualified contractor. It 

was developed to provide information to DoD professionals 

involved in the post-award, contract administration stage of 

utilities privatization services contracts. The success of this 

stage depends largely on performing effective quality assurance checks and properly managing contract price changes.

Course Length: Approximately 2 hours

CLC 125

Berry Amendment

After completing this module, DoD acquisition personnel 

responsible for procuring textiles and other covered items 

will be able to select the necessary statutory requirements to 

apply during the acquisition process in order to comply with 

the provisions of the Berry Amendment.

Course Length: Approximately 1 hour

CLC 131

Commercial Item Pricing

This training module presents an overview of the new 

procedures, guidance, and information concerning solesource commercial items and elaboration on the requirements of Federal Acquisition Regulation (FAR) 15.4. It 

includes links to relevant parts of the FAR; procedures, 

guidance, and information; and Contract Pricing Reference Guide sections; as well as examples of applications 
189

CLC 222

Contracting Officer’s 

Representative (COR) Online 

Training

This is the same as COR 222, but delivered in a distancelearning environment. This course is specifically 

designed for CORs who are responsible for ensuring that 

contractors are performing the technical portion of their 

job. It will provide knowledge related to COR roles and 

responsibilities, as well as fundamentals of contracting 

regulations, types, phases, and other elements; awareness of ethical, legal, and cultural factors that affect COR 

responsibilities; and information necessary to evaluate 

situations effectively, apply knowledge gained, and make 

correct decisions to carry out COR responsibilities.

Course Length: Approximately 32 hours

Engineering and 

Technology

CLE 001

Value Engineering

Value engineering (VE) is recognized as an effective 

technique for reducing costs, increasing productivity, and 

improving quality-related features of systems, equipment, 

facilities, services, and supplies for the purpose of achieving 

the essential functions at the lowest life-cycle cost consistent with required performance. This module provides 

an overview of VE from both the acquirer and contractor 

perspective, how VE can be applied and implemented, and 

how VE change proposals can be effectively used.

Course Length: Approximately 3 hours

of the material. The module’s overall learning objective 

is to identify the various pricing methodologies that can 

be used to determine fair and reasonable prices for a 

commercial acquisition.

Course Length: Approximately 1 hour

CLC 132

Organizational Conflicts

of Interest

This module provides an overview on how to recognize

situations that could lead to an organizational conflict

of interest.

Course Length: Approximately 1 hour

CLC 133

Contract Payment Instructions

This module provides an overview of how to identify and 

apply Defense Federal Acquisition Regulation Supplement 

(DFARS) procedures, guidance, and information requirements, as well as procedures for payment and billing under 

DoD contracts. The module contains valuable illustrative 

examples of contract line item structure as it pertains to 

contract payment.

Course Length: Approximately 1 hour

CLC 206

Contracting Officer’s 

Representatives in a Contingency 

Environment

This is the same as COR 206, but delivered in a distancelearning environment. CLC 206 is designed specifically 

for contracting officer’s representatives (CORs) who are 

deployed in a contingency environment. It covers the basics 

of contracting, along with the ethical situations and cultural 

differences a COR may experience while deployed in a 

contingency operation.

Course Length: Approximately 3 hours
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

190

CLE 003

Technical Reviews

This module provides a systematic process for employing 

technical reviews to assess design maturity, technical risk, 

development status, and programmatic risk for acquisition 

programs. The module also presents essential, practical 

guidelines on the effective use of technical reviews as part of 

the DoD acquisition life cycle and provides access to detailed 

checklists that can be tailored to support the conduct of 

individual technical reviews.

Course Length: Approximately 3 hours

CLE 004

Introduction to Lean Enterprise 

Concepts

This module focuses on the lean concepts most applicable to 

manufacturing and the management of industrial facilities. It addresses the five fundamental lean principles; lean 

value streams; lean metrics; identifying manufacturing and 

information waste within an enterprise; and techniques 

for implementing lean principles beyond the factory floor, 

including value stream analysis and mapping.

Course Length: Approximately 3.5 hours

CLE 006

Enterprise Integration Overview

This module introduces fundamental enterprise integration 

(EI) concepts and implementation strategies and describes 

suggested EI best practices. The course also gives professionals an overview of the legal and regulatory frameworks, 

as well as a typical EI acquisition life cycle.

Course Length: Approximately 3 hours

CLE 007

Lean Six Sigma for Manufacturing

As a continuation of the concepts presented in CLE 004, 

Introduction to Lean Enterprise Concepts, this module 

addresses the role that lean manufacturing plays as part 

of an integrated lean technical process and includes its 

objectives and priorities. It also summarizes the most 

important lean tools and techniques, such as single piece 

flow, level production (heijunka), waste (muda), continuous 

improvement (kaizen), just in time, and automation with a 

human touch (jidoka).

Course Length: Approximately 6 hours

CLE 008

Six Sigma: Concepts and Processes

This module focuses on Six Sigma concepts most applicable 

to manufacturing and the management of industrial facilities. It provides an in-depth overview of Six Sigma concept 

processes, the associated tools and how they can be applied 

to real-life situations for eliminating waste, and an outline of 

various quality-measurement methods.

Course Length: Approximately 8 hours

CLE 009

ESOH in Systems Engineering 

This module integrates the environment, safety, and 

occupational health (ESOH) considerations into the DoD 

systems engineering process. It is based on the requirements 

of DoD Instruction (DoDI) 5000.02, Operation of the 

Defense Acquisition System, and identifies the key ESOH 

activities conducted as part of systems engineering during 

each phase of the system’s life cycle. DoDI 5000.02 requires 

programs to either eliminate identified hazards or reduce 

the associated risks to acceptable levels for hazards that 

cannot be eliminated.

Course Length: Approximately 3.5 hours
191

CLE 015

Continuous Process Improvement 

Familiarization

This module familiarizes students with the various continuous process improvement methodologies—such as Six 

Sigma, lean concepts, and the theory of constraints—which 

can be employed to improve overall organizational performance. Roles and responsibilities are addressed as well as 

effective deployment strategies.

Course Length: Approximately 1.5 hours

CLE 016

Outcome-Based Performance 

Measures

This module covers performance measurement terminology, 

DoD policy, and the rationale for their creation; identifies 

how outcome-based performance measures can be linked to 

strategic plans; and provides guidance on formulating effective outcome-based performance measures for information 

technology investments as required by Title 40. Students 

will be familiarized with the balanced scorecard approach, 

ways and processes by which effective outcome-based 

performance measures can be developed, and the role of the 

post-implementation review.

Course Length: Approximately 3 hours

CLE 017

Technical Planning

This module presents essential and practical guidance to 

assist students in formulating a sound technical-planning 

approach and in learning how it should be integrated into the 

overall program-planning process.

Course Length: Approximately 3 hours

CLE 010

Privacy Protection

This module addresses the scope of privacy protection, 

including laws, policies, and key guidance. It covers potential 

risks to privacy protection, procedures to promote privacy 

protection, and ways to recognize privacy breaches. Via a 

series of three short case studies, the Privacy Protection 

module enables students to recognize and respond 

appropriately to fundamental privacy concerns when 

performing activities in acquisition, requirements 

development, and research.

Course Length: Approximately 1 hour

CLE 011

Modeling and Simulation for 

Systems Engineering

This module provides an overview of how modeling and 

simulation (M&S) supports the DoD acquisition process, 

outlines relevant DoD acquisition policy and guidance, 

and summarizes how M&S supports systems engineering. 

Students will learn its effective use; the reuse of M&S assets; 

the key aspects of verification, validation, and accreditation; 

and how the government should plan for contracting support 

for M&S. (This module is temporarily unavailable because it 

is undergoing an update.)

Course Length: Approximately 3 hours

CLE 012

DoD Open Systems Architecture 

(OSA)

This module introduces DoD open systems architecture 

(OSA), explains its principles from a business and a technical perspective, and provides examples of successfully 

implemented OSA programs. It also suggests sources that 

can assist an organization in implementing OSA.

Course Length: Approximately 2 hours
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

192

CLE 018

E3 and Spectrum Supportability 

for Acquisition Professionals

This module introduces students to the proper ways to 

consider electromagnetic environmental effects (E3) and 

spectrum supportability (SS) as part of the DoD acquisition process. It also offers an appreciation of how E3 and 

SS certification affect systems acquisition. A checklist for 

E3/SS processes is provided, and the associated tasks are 

reviewed to ensure that E3/SS is taken into consideration 

during systems design, production, and integration to 

avoid degraded performance, program schedule delays, and 

funding issues.

Course Length: Approximately 2 hours

CLE 021

Technology Readiness 

Assessments

This module presents the technology readiness assessment 

(TRA) process as it relates to defense acquisition. It will 

enable you to participate in a TRA and to determine how 

to use the TRA process to enhance program success. The 

module also provides TRA best practices. This module is 

primarily intended for program office staff, S&T staff, and 

subject-matter experts.

Course Length: Approximately 3 hours

CLE 022

Program Manager Introduction

to Anti-Tamper

This module introduces program managers to the steps 

involved in integrating Anti-Tamper into a program or 

project in order to protect DoD critical program information. Students will learn the importance of Anti-Tamper, the 

threats to critical DoD technology, current DoD initiatives 

and programs designed to mitigate them, how to plan for 

effective use of Anti-Tamper, and how it can be effectively 

integrated into the overall program.

Course Length: Approximately 3 hours

CLE 023

Modeling and Simulation for Test 

and Evaluation

This module provides key information, from a test and 

evaluation (T&E) perspective, about the requirements, 

benefits, and challenges regarding modeling and simulation 

(M&S) planning and execution. Effective use of M&S for 

T&E over the life cycle of a system can substantially reduce 

program risk and has benefits for program managers, 

systems engineers, decision makers, and system users.

Course Length: Approximately 3 hours

CLE 025

Information Assurance (IA)

This module discusses the incorporation of IA into defense 

acquisition programs. It identifies key IA attributes, IA 

statutory and regulatory requirements, IA strategies for 

acquisition programs, steps for successfully implementing 

IA, and an explanation of the IA certification and accreditation process. This module enables program managers and 

other acquisition professionals to integrate IA into acquisition programs.

Course Length: Approximately 4 hours

CLE 026

Trade Studies

This module addresses the important role that trade studies 

play in systems acquisition and discusses processes for 

conducting effective trade studies. It describes a four-phase 

process that can be used to initiate, develop, evaluate, and 

perform follow-on action with respect to trade studies, and it 

outlines success factors.

Course Length: Approximately 4 hours
193

DIACAP. This module is designed to provide an understanding of that process.

Course Length: Approximately 2 hours

CLE 035

Introduction to Probability

and Statistics 

This module aims to provide participants with a basic 

introduction to and understanding of probability and 

statistics for the Test and Evaluation career field. The course 

should enable participants to describe and apply key aspects 

of probability, to assess computer-required sample size for 

testing, and to perform hypothesis testing.

Course Length: Approximately 4 hours

CLE 036

Engineering Change Proposals

for Engineers

This module addresses the important role that engineering 

change proposals play in systems acquisition. Students are 

introduced to engineering change proposals and requests for 

deviation. They also learn processes to plan, request, submit, 

evaluate, recommend, and implement engineering change 

proposals effectively.

Course Length: Approximately 5 hours

CLE 037

Telemetry

This module will provide an overview of telemetry, including 

the components of telemetry systems and applications. 

Coverage of the material begins with telemetry nomenclature; outlines a brief history of the field of telemetry; moves 

to the subsystems of a telemetry system; discusses the 

personnel who work with telemetry data; and touches upon 

range applications, testing, recording, display, and analysis 

of telemetry data.

Course Length: Approximately 6 hours

CLE 028

Market Research for Engineering 

and Technical Personnel

This module describes market research from the perspective of technical personnel. It explains the practical value 

of market research and discusses the government mandate 

to conduct it. The course addresses market research team 

membership, sources for obtaining market data, and 

techniques for technical evaluation and documentation of 

market information.

Course Length: Approximately 4 hours

CLE 029

Testing in a Joint Environment

This module will familiarize DoD test and evaluation 

personnel and other acquisition professionals with

the basic principles and practices related to testing in a

joint environment.

Course Length: Approximately 3 hours

CLE 032

Sustainable Manufacturing for DoD 

– Part 1

The overall goal of this module is to address environmental 

topics in sustainability from a very broad perspective and 

then narrow the focus to look at sustainable manufacturing 

considerations.

Course Length: Approximately 5 hours

CLE 034

DIACAP: Understanding the DoD 

Information Assurance Certification 

and Accreditation Process

In order to operate, each DoD information system must be 

certified and accredited using a standard set of activities 

defined within the Department of Defense Information 

Assurance Certification and Accreditation Process, or 
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

194

CLE 038

Time-Space-Position Information

This Defense Test and Evaluation Professional Institute 

learning module provides a general overview of time-spaceposition information (TSPI), including the importance 

of the error volume concept associated with each of the 

methods to be discussed. This is followed by detailed 

sections on radars, the global positioning system, optical 

systems, other TSPI systems, and a discussion of various 

scoring or miss-distance measurement systems.

Course Length: Approximately 6 hours

CLE 039

Environmental Issues in Testing 

and Evaluation

This Defense Test and Evaluation Professional Institute 

learning module focuses on the broad environmental issues 

and associated procedures affecting the DoD mission related 

to testing and evaluation.

Course Length: Approximately 5 hours

CLE 040

IUID Marking

This module teaches students how to go about marking 

a data matrix on an item. It covers technical details of 

encoding the data matrix; standard practices, methods, and 

technologies for data matrix marking; and technical documentation requirements and quality considerations.

Course Length: Approximately 3 hours

CLE 041

Software Reuse

This module introduces software reuse. It explains the 

principles of effective reuse and how these principles can be 

applied to software reuse in the national security systems.

Course Length: Approximately 2 hours

CLE 045

Introduction to DoD Science

and Technology Management

This module provides students with an understanding of 

DoD Science and Technology (S&T) review processes; the 

process of S&T development through basic research, applied 

research, and advanced technology development; the Service 

processes and DoD technology initiatives; and the concept of 

technology maturity, including technology readiness levels, 

critical technology elements, and their use in acquisition 

technology readiness assessments.

Course Length: Approximately 2 hours

CLE 046

Fundamentals of Executing

a JCTD Project 

This module provides foundational knowledge, best practices, and lessons learned for the management and execution 

of a Joint Capability Technology Demonstrations (JCTD) 

Project. It introduces the JCTD program, addresses the 

processes used to successfully execute JCTD projects, and 

discusses project roles and responsibilities.

Course Length: Approximately 4 hours

CLE 047

Grounding, Bonding, and Shielding

This relatively technical module provides students with 

a comprehensive understanding of the importance of 

a properly grounded, bonded, and shielded system for 

minimizing electromagnetic interference (EMI). Students 

become acquainted with specialized terminology, grounding 

schematics, bonding practices and types, and the basic rules 

for the implementation of shields to control radiated EMI.

Course Length: Approximately 2 hours
195

It introduces you to standardization and its application 

across phases of the acquisition life cycle, discusses standardization policy in the DoD, and addresses the management and use of standardization documents. The module is 

designed for professionals involved in the development or 

management of standardization documents.

Course Length: Approximately 4 hours

CLE 065

Standardization Documents

This module provides the student with knowledge of the 

standardization documents managed within the DoD. It 

covers technical details of the specific purpose of each type 

of document; how to distinguish each type of document 

based on the document identifier; general rules for stating 

requirements in standardization documents; policy regarding the adoption and use of nongovernment standards; 

and format and content requirements for commercial item 

descriptions and DoD specifications, standards, and handbooks. This module also provides an introduction to federal 

standards, federal specifications, and guide specifications.

Course Length: Approximately 4 hours

CLE 066

Systems Engineering for Systems 

of Systems 

This module is intended for program managers, project 

managers, systems engineers, technical team leaders, 

logistical support leaders, and others supporting systemsof-systems (SoS) work, particularly as part of a systems 

engineering (SE) team in an SoS environment. The goal of 

this module is to provide a resource for those in the SE community by introducing the insights gained by the acquisition 

community on the issues and approaches to SE for SoS.

Course Length: Approximately 4 hours

CLE 060

Practical Software and Systems 

Measurement

This module provides an approach for and develops skills in 

obtaining and analyzing measurement data and in developing and assessing a measurement process. The module is 

intended for acquisition professionals, suppliers, managers, 

technical leads, and measurement analysts.

Course Length: Approximately 5 hours

CLE 062

Human Systems Integration (HSI)

This module provides the learner with a basic understanding of human systems integration (HSI) as part of DoD’s 

total systems engineering approach for optimizing system 

performance and minimizing total ownership costs. Students also will be introduced to the HSI domains of human 

factors engineering, personnel, habitability, manpower, 

training, environment, safety and occupational health, and 

survivability.

Course Length: Approximately 2 hours

CLE 063

Capability Maturity Model 

Integration (CMMI)

The CMMI product suite includes models, training, and 

appraisal methods that provide a set of best practices and 

a path that suppliers and acquirers can follow to improve 

their internal processes. The CMMI can be used by both 

government and industry to increase process capability and 

improve organizational maturity.

Course Length: Approximately 1 hour

CLE 064

Standardization in the Acquisition 

Life Cycle 

This module explores the role of effective standardization in 

defense acquisition and its contribution to program success. 
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

196

CLE 067

Strategic Material Selection: 

Chemical Ranking System 

A chemical ranking system (CRS) is a tool for helping DoD 

users select safer chemicals and also decrease life-cycle 

costs. A CRS can assist in evaluating the human health and 

environmental effects of a range of chemicals used by the 

DoD. This summary-level module describes the attributes of 

a CRS and highlights two DoD CRSs currently in use.

Course Length: Approximately 2 hours

CLE 068

Intellectual Property

and Data Rights 

This module provides fundamental information about 

intellectual property and the effective management of rights 

in technical data and computer software and their contribution to programmatic success. It addresses concepts and 

legal guidance related to intellectual property, focusing on 

the rights in technical data and computer software that are 

the concerns of the government and of defense contractors. 

This module is primarily intended for technology managers 

and other acquisition professionals charged with ensuring 

that the DoD has the legal rights to the intellectual property 

necessary to provide the best technology to our warfighters.

Course Length: Approximately 4 hours 

CLE 069

Technology Transfer

This continuous learning module enables students to apply 

the principles of technology transfer to the technologies 

they are developing, with the goal of increasing the rate of 

technology transfer.

Course Length: Approximately 3.5 hours

CLE 070

Corrosion and Polymeric Coatings 

This module provides a fundamental overview understanding of how polymeric coatings can be used to help address 

corrosion prevention and mitigation issues in applications 

across the DoD.

Course Length: Approximately 1 hour

CLE 201

ISO 9000

This module describes the International Organization for 

Standardization (ISO) and explains the benefits of the ISO 

9000 Quality Management System Standard as well as 

lessons learned regarding its implementation and use. This 

module is primarily intended for GS-9 to GM-15 personnel 

in the Production, Quality, and Manufacturing (PQM) and 

Systems Planning, Research, Development, and Evaluation 

(SPRDE) career fields.

Course Length: Approximately 3 hours

CLE 301

Reliability and Maintainability

This module defines reliability, availability, and maintainability; explores the significant influence of reliability 

and maintainability on systems; and provides practical 

techniques that may be applied in an acquisition program to 

achieve the desired levels of reliability and maintainability.

Course Length: Approximately 4 hours

Government 

Purchase Card Training

CLG 001

DoD Government Purchase Card

This module presents the requirements and guidelines to 

consider and apply, as appropriate, when using the government purchase card. Government purchase cardholders and 
197

CLI 002

International Armaments 

Cooperation (IAC), Part 2

This module introduces processes and programs that play 

vital roles in international armaments cooperation. Personnel responsible for implementing cooperative programs 

will learn about the key policies and processes that apply to 

DoD international program efforts. This module is second 

in a three-part series on IAC, which should be completed in 

sequence. This module is primarily intended for acquisition 

program managers and other DoD acquisition personnel 

who may be responsible for or play some role in international 

programs in the course of their career. Individuals with 

nonacquisition job responsibilities for security assistance 

and foreign disclosure also will find helpful information in 

this module.

Course Length: Approximately 2 hours

CLI 003

International Armaments 

Cooperation (IAC), Part 3

This module provides learners with a solid foundation and 

basic knowledge about IAC program activities by introducing specific processes and programs that are vital to IAC. It 

is third in a three-part series on IAC.

Course Length: Approximately 1.5 hours

CLI 004

Information Exchange Program (IEP), 

DoD Generic

This module addresses DoD component-wide requirements for developing, coordinating, negotiating, and 

executing IEP annexes. CLI 001, 002, and 003 are prerequisites for this module.

Course Length: Approximately 2 hours

billing officials will learn to be at ease with using the government purchase card responsibly and accountably.

Course Length: Approximately 3.5 hours

CLG 004

DoD Government Purchase Card 

Refresher Training

This module presents the requirements and guidelines to 

consider and apply when using the government purchase 

card. This refresher course is based on the key points in the 

DoD Government Purchase Card module as well as important new areas of emphasis. It was developed to provide 

refresher training for government purchase cardholders and 

approving officials.

Course Length: Approximately 3.5 hours

CLG 005

Purchase Card Online System (PCOLS)

This module is designed to inform students about the Purchase Card Online System (PCOLS) and how to obtain help 

and support when beginning to implement PCOLS within 

a government purchase card organization. It also provides 

a detailed presentation of all four PCOLS components currently being used.

Course Length: Approximately 4 hours

International

Armaments and Information 

Exchange Training

CLI 001

International Armaments 

Cooperation (IAC), Part 1

This module is the first in a three-part series that covers 

laws, regulations, and policies for conducting IAC and 

describes the organizations and forums throughout the DoD 

that are stakeholders in IAC. Part 1 also addresses factors for 

consideration when planning IAC.

Course Length: Approximately 2 hours
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

198

CLI 005

RDT&E (IEP), Army-Specific

This module addresses the purpose of the Information 

Exchange Program (IEP); details the Army IEP Annex 

package, the working-level integrated product team, and the 

Annex Management Framework; and describes the Army’s 

use of the International Online (IOL) business management 

system. To learn and fully understand the material presented in this module, students must have an understanding 

of the material presented in the DoD generic IEP module, 

CLI 004.

Course Length: Approximately 2.5 hours

CLI 006

RDT&E (IEP), Navy-Specific

This module ensures that Navy acquisition workforce 

members understand the Navy-specific procedures for 

implementing DoD’s Information Exchange Program (IEP), 

why they should participate in the IEP, and how to execute 

IEP information exchanges.

Course Length: Approximately 1 hour

CLI 007

Technology Transfer and Export Control 

This module aims to ensure that program managers and 

other acquisition workforce members understand the 

fundamentals of technology transfer in the context of export 

control. This course formerly was CLM 036, but it has been 

renumbered to align it with other international continuous 

learning modules.

Course Length: Approximately 2 hours

Logistics

CLL 001

Life-Cycle Management

and Sustainment Metrics 

This module addresses the development of life-cycle 

management and sustainment metrics, a critical element of 

performance-based product support. The module explores 

how these metrics are derived and the role of the life-cycle 

logistician in developing them. It also covers how these 

metrics evolve over the life cycle of a weapon system and how 

the logistician’s role evolves with them.

Course Length: Approximately 4 hours

CLL 002

Defense Logistics Agency (DLA)

Support to the Program Manager

This module introduces participants to the capabilities of 

the DLA in delivering support to the warfighter. It gives an 

overview of the DLA and the benefits the agency provides to 

the program manager, operational units, and Service inventory control points.

Course Length: Approximately 3 hours

CLL 003

Supportability Test and Evaluation

The objective of this module is to provide a resource to the 

logistics community to assist in managing the risks involved 

in developing, producing, operating, and sustaining systems 

and capabilities.

Course Length: Approximately 3 hours

CLL 004

Life-Cycle Logistics for the Rest of Us

The goal of this module is to provide individuals who do 

not work in the logistics field with a basic knowledge of 
199

CLL 008

Designing for Supportability

in DoD Systems

This module provides a comprehensive overview of and 

introduction to incorporating systems engineering principles throughout the system life cycle in order to design, 

develop, produce, and sustain operationally reliable, supportable, and effective systems. It also introduces the system 

operational effectiveness model and process. It demonstrates how consistent application of the system operational 

effectiveness process, during all phases of the acquisition life 

cycle, facilitates the optimization of system supportability 

and operational effectiveness.

Course Length: Approximately 3 hours

CLL 011

Performance-Based Life-Cycle 

Product Support

This module presents performance-based logistics as the 

DoD strategy for product support, focusing on weapon 

system support as performance outcomes rather than more 

traditional (and potentially suboptimal) functional transactions to meet the DoD 5000 series requirements. These 

requirements expect program managers to (a) develop and 

implement performance-based logistics strategies that 

optimize total system availability while minimizing the 

cost and logistics footprint, and (b) develop sustainment 

strategies that include the best use of public and private 

sector capabilities through government-industry partnering initiatives, in accordance with statutory requirements.

Course Length: Approximately 3 hours

some of the essential processes and considerations that 

DoD logistics professionals encounter as they satisfy their 

customers’ requirements.

Course Length: Approximately 3 hours

CLL 005

Developing a Life-Cycle 

Sustainment Plan (LCSP)

This module covers the purpose of a Life-Cycle Sustainment Plan (LCSP), the associated personnel, and the LCSP’s 

development process and evolution across a program’s life 

cycle. It complements the material in the Defense Acquisition 

Guidebook, Chapter 5, Life-Cycle Logistics.

Course Length: Approximately 3 hours

CLL 006

Depot Maintenance Partnering

This module introduces professionals to ways in which 

depot maintenance partnering can be used as a cost-effective technique for applying a performance-based logistics 

philosophy in the real world.

Course Length: Approximately 2 hours

CLL 007

Lead-Free Electronics Impact

on DoD Programs

This module provides an overview of the impact of commercial lead-free mandates and their effect on DoD electronics 

programs. The module addresses the major lead-free-related 

directives, DoD-related risks and mitigations, program considerations associated with lead-free initiatives, and DoD’s 

response to the various mandates and policy directives.

Course Length: Approximately 3 hours
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

200

CLL 012

Supportability Analysis

This cross-functional module’s overall goal is to advance 

the knowledge and understanding of supportability analysis 

and how it is employed through all phases of the defense 

acquisition process. The course will examine supportability 

analysis with a particular emphasis on how the life-cycle 

logistician participates in the process and incorporates the 

results in product support planning.

Course Length: Approximately 4 hours

CLL 013

DoD Packaging

This module will allow professionals to obtain knowledge of 

the value of the packaging, handling, storage, and transportation process. An effective knowledge and application of packaging, handling, storage, and transportation principles will 

benefit professionals throughout the life cycle of a program.

Course Length: Approximately 3 hours

CLL 015

Product Support Business Case 

Analysis (BCA)

This module provides an overview of DoD’s policy, guidance, 

and application of Product Support BCA. The primary focus 

of the module is the structure, format, process, and methodology of Product Support BCA. In addition, the module 

addresses the application of this methodology in the DoD 

context, which is currently oriented toward employing it to 

aid best-value selection of product support strategies using 

performance-based logistics for weapon system programs.

Course Length: Approximately 3 hours

CLL 016

Joint Logistics

This module provides professionals with knowledge of 

functional assignments that involve joint-planning, interService, and multinational logistics support, as well as 

joint logistics in a theater of operations. By completing this 

module, professionals will recognize the important roles 

and responsibilities within the joint logistics environment; 

the capabilities that joint logistics delivers; the important 

factors related to planning, executing, and controlling joint 

logistics; and the factors that will ensure a successful future 

for joint logistics.

Course Length: Approximately 3 hours

CLL 017

Introduction to Defense 

Distribution

This module provides a brief overview of the vision, mission, 

and components of U.S. Transportation Command; assignment of the DoD distribution process owner; key players 

in the joint deployment and distribution enterprise, and 

their roles and responsibilities; different types of planning 

processes and tools; supply, transportation, and joint theater 

logistics processes and systems within the joint deployment and distribution enterprise, as well as key concepts of 

deployment and sustainment across these processes; and 

customer service transformational efforts.

Course Length: Approximately 2 hours

CLL 018

Joint Deployment Distribution 

Operations Center (JDDOC)

This module provides basic knowledge of the JDDOC. It will 

provide DoD, other governmental personnel, and nongovernmental personnel a detailed understanding of the roles, 

responsibilities, organizational structure, and concept of 

employment of the JDDOC idea.

Course Length: Approximately 18 hours

CLL 019

Technology Refreshment Planning

This module provides professionals with an overview of 

technology refreshment planning as it applies across the 
201

CLL 023

Title 10 U.S.C. 2464 Core Statute 

Implementation

This module provides an introductory presentation of DoD 

maintenance and reviews the capabilities, methodology, 

roles, and responsibilities required for services. Public 

law mandates that DoD maintain an organic core logistics 

capability with ready and controlled resources necessary 

to ensure effective and timely responses to mobilizations, 

national defense contingencies, and other emergency 

requirements.

Course Length: Approximately 3 hours

CLL 024

Title 10 Limitations on the 

Performance of Depot-Level 

Maintenance (50/50)

This module gives an introductory presentation of DoD 

maintenance. It provides professionals with a review of 

Section 2466 of Title 10 U.S.C., which mandates that the

Services and combatant commanders may not have more 

than 50 percent of depot maintenance performed by 

non-DoD personnel.

Course Length: Approximately 3 hours

CLL 025

Depot Maintenance Interservice 

Support Agreements (DMISA)

This module is for maintenance interservice support offices; 

managers; and others who prepare, review, negotiate, and 

manage DMISAs. The module explains key duties and the 

process for creating DMISAs. Professionals will improve the 

efficiency of DoD depot maintenance planning through their 

successful implementation of DMISAs.

Course Length: Approximately 5 hours

weapons system life cycle. The module will cover basic 

concepts, regulatory material, the planning process, and 

applications used in technology refreshment.

Course Length: Approximately 3 hours

CLL 020

Independent Logistics Assessments

This module provides an introduction to independent 

logistics assessments, which is a formal review of the state 

of a program’s logistics planning and documentation. This 

review occurs before Milestone B, before Milestone C, and 

before full-rate production. Independent logistics assessment checklists, handbooks, and references can also be used 

to assist in early logistics support and sustainment planning, 

including assisting in planning for Milestone A.

Course Length: Approximately 3 hours

CLL 021

Product Support Arrangements

This module aims to provide the product support manager 

with an understanding of the policies, processes, roles, and 

responsibilities of the various organizations that participate 

in the development of product support arrangements. It is 

not intended to duplicate all the information documented in 

various DoD and Service-level policy, guidance, and implementing instructions, but to provide a frame of reference for 

developing product support arrangements.

Course Length: Approximately 2 hours

CLL 022

Title 10 Depot Maintenance 

Statute Overview

This module provides a review of the definition of DoD 

maintenance, the public policy environment within which 

DoD depot-level maintenance operates, the various sections 

of Title 10 U.S.C. that affect depot-level maintenance, and 

DoD policy for the maintenance of military materiel.

Course Length: Approximately 2 hours
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

202

CLL 026

Depot Maintenance Capacity 

Measurement

This module provides professionals with a basic understanding of the methods used to measure, record, and 

report capacity and utilization data for organic activities 

related to depot maintenance.

Course Length: Approximately 4 hours

CLL 029

Condition-Based Maintenance 

Plus (CBM+)

This module provides the learner with an overview and 

introduction to depot maintenance management and operations needed in DoD legacy systems. The module will cover 

DoD maintenance, CBM+ information and background, 

essential elements, CBM+ implementation, and managing 

initiatives and measuring success.

Course Length: Approximately 2 hours

CLL 030

Reliability-Centered Maintenance 

(RCM)

This module provides the learner with information on RCM 

for the Defense Acquisition Workforce. This will include 

a definition of RCM, an introduction to its history and 

development, and the process and application of RCM. The 

overarching objective is for the student to understand RCM, 

its fundamental process, and its applications.

Course Length: Approximately 2 hours

CLL 032

Preventing Counterfeit Parts from 

Entering the DoD Supply System 

This self-paced computer-based training program is 

designed to facilitate learning about different types of commercial and industry nonconforming, suspect, and counterfeit items; how these items enter the commercial and DoD 

supply chains; the economic impact of these items; and how 

to develop basic skills for identifying possible nonconforming 

and suspect counterfeit items. Participants will also learn 

how to mitigate the risks involved in procuring these items 

and how to report these items through the proper channels.

Course Length: Approximately 1.5 hours

CLL 033

Logistician’s Responsibilities 

During Technical Reviews 

Technical reviews provide oversight and management of 

the definition, development, and demonstration of system, 

subsystem, and component design in accordance with 

established systems engineering technical processes and 

technical management processes. This course describes 

the life-cycle logistician’s role in technical reviews and 

how the logistician can use that involvement to improve 

supportability of the system. This module will examine the 

most common technical reviews and the specific steps the 

life-cycle logistician can take to prepare for and participate 

in the review.

Course Length: Approximately 4 hours

CLL 034

SLAMIS

This module is an overview of the SSN-LIN Automated 

Management and Integrating System (SLAMIS) application. It provides a basic understanding of the many SLAMIS 

modules and capabilities as well as of the events that led to 

the development of this application, which replaced several 

legacy processes. Today, SLAMIS continues to address key 

equipment procurement, fielding, and sustainment issues 

using the stakeholder’s institutional knowledge, regulations, 

and expert recommendations to improve processes through 

the use of automation.

Course Length: Approximately 4 hours
203

CLL 039

Product Support Requirements 

Identification 

This module explains how the logistician translates warfighter requirements into product support requirements. It 

defines terms and acronyms used in the creation, revision, 

and implementation of warfighter and product support 

requirements, and it provides links to references on issues 

discussed in the module.

Course Length: Approximately 3 hours

CLL 040

Business Case Analysis Tools

The objective of this module is to familiarize DoD personnel 

with the process, concepts, and application of tools for business case analyses performed to the standards and conventions documented in the DoD Product Support Business Case 

Analysis Guidebook.

Course Length: Approximately 3 hours

CLL 041

Life-Cycle Cost (LCC) Analysis Tools 

This module provides an overview of life-cycle cost 

analysis and briefly introduces key tools, including methodologies and processes, as well as representative products 

of such analyses.

Course Length: Approximately 3 hours

CLL 035 

Operating and Support Cost Estimating 

for the Product Support Manager

This module, primarily intended for logisticians, addresses 

the role and importance of Operating and Support cost 

estimating in life-cycle product support planning.

Course Length: Approximately 6 hours

CLL 036

Product Support Manager (PSM)

This module provides a basic understanding of the evolution 

of product support and the role of the PSM in its planning 

and execution. The module also describes the PSM’s role 

in assisting in executing the program manager’s life-cycle 

management responsibilities.

Course Length: Approximately 4 hours

CLL 037

DoD Supply Chain Fundamentals

This learning asset teaches students to identify and recognize key characteristics of DoD supply chain management 

fundamentals and of effective/efficient supply chains.

Course Length: Approximately 4 hours

CLL 038

Provisioning and Cataloging

This continuous learning module provides instruction on 

the basics of provisioning and cataloging as an integral part 

of identifying and fielding initial and replenishment spares 

during weapon systems product support and sustainment.

Course Length: Approximately 6 hours
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

204

CLL 042

Supportability Analysis 

Techniques, Procedures, and Tools 

This module addresses the importance of defining and 

understanding supportability analysis techniques, procedures, and tools. Students should take CLL 012, Supportability Analysis, before taking CLL 042.

Course Length: Approximately 5 hours

CLL 043 

Green Logistics: Planning

for Sustainability 

This module introduces and addresses the responsibilities 

of the life-cycle logistician in supporting both DoD and the 

program manager in planning for the life-cycle “sustainability” of weapon systems and programs. Decisions made 

regarding sustainability and environmental challenges 

often have a profound effect on life-cycle product support 

planning and on life-cycle cost. It is imperative that the lifecycle logistician, as with other system design considerations, 

become an integral part of the system engineering team.

Course Length: Approximately 4 hours

CLL 045

Designing for Transportability

The overall objective of this module is to familiarize 

program managers, life-cycle logisticians, product support 

managers, systems engineers, and other defense acquisition 

members with the approval and certification processes used 

to ensure the safe and effective transportability of vehicles 

and equipment.

Course Length: Approximately 4 hours

CLL 046

The Twelve Integrated Product 

Support (IPS) Elements 

This module provides guidance on the 12 IPS elements 

reflected in the DoD Product Support Manager Guidebook 

and the Integrated Product Support Element Guidebook. 

It defines the 12 IPS elements, explains their purpose, and 

tells how they are developed, integrated, and implemented 

throughout the life cycle. It also gives an introduction to the 

Integrated Product Support Element Guidebook and suggests 

how to apply it to product support.

Course Length: Approximately 4 hours

CLL 051

System Retirement, Reclamation, 

Demilitarization, and Materiel 

Disposition 

The goal of this module is to provide the product support 

managers and life-cycle logisticians familiarity with the 

terms, activities, and participating organizations associated 

with system retirement, materiel disposition, reclamation, 

demilitarization, and disposal. It is not intended to duplicate 

all the information documented in various DoD and 

Service-level policy, guidance, and implementing instructions, but to provide a frame of reference for making 

system retirement decisions.

Course Length: Approximately 4 hours

CLL 056

Sustainment of Software 

Intensive Systems

This module provides the learner with information regarding the terminology, processes, acquisition policy, considerations, and challenges that affect DoD software system 

sustainment.

Course Length: Approximately 3.5 hours
205

CLL 119

Technical Refreshment 

Implementation Module

This module introduces you to the basic concepts to be 

considered in assessing opportunities, planning, and budgeting issues, and addresses the steps necessary to manage 

effectively the implementation of technology insertion or 

refreshment.

Course Length: Approximately 3 hours 

CLL 120

The DoD Shelf-Life Program

Some items managed by the Department of Defense and the 

federal supply system have a shelf life (expiration date). CLL 

120 includes an introduction and information on acquisition 

and procurement, integrated material management, receiving, storing, monitoring, material disposition, and use of the 

Shelf- Life Extension System (SLES) located on the DoD 

Shelf-Life Program Web site.

Course Length: Approximately 7 hours

CLL 201

Diminishing Manufacturing 

Sources and Material Shortages 

(DMSMS) Fundamentals

This module provides professionals with a working-level 

overview of DMSMS issues. While professionals will not be 

experts after completing the course, they will have a working 

knowledge of DMSMS history, issues, tools, and current 

initiatives, and will have seen real examples of successful 

proactive DMSMS programs. Professionals will understand 

why standardization of policies and procedures within 

the DMSMS community is so important and will become 

familiar with many other related topics.

Course Length: Approximately 3 hours

CLL 057

Level of Repair 

Analysis—Introduction

The Level of Repair Analysis (LORA) is a critical component 

of the supportability analysis and maintenance planning 

processes and the most important business decision made 

about physical supportability analysis during the acquisition 

of a system. This module describes the process of LORA, 

its benefits, its limitations, and when it is conducted. The 

module also introduces the broad concept of supportability 

analysis and how LORA interfaces with other design and 

support analyses necessary to maintain the operational 

readiness of military systems and equipment.

Course Length: Approximately 3 hours

CLL 058

Level of Repair Analysis—Theory 

and Principles 

This is part two of a two-part continuous learning series 

(CLLs 057 and 058) on Level of Repair Analysis (LORA). The 

principal purpose of LORA is to determine the most effective 

maintenance and support structure for a system through 

iterative evaluations of both economic and noneconomic 

considerations. This module describes the analytical theory 

of LORA and its economic and noneconomic factors. It 

describes the steps in conducting LORA, as well as policies 

and processes that have shaped and still guide its implementation. The module also provides a detailed explanation 

of how LORA models are designed and how input data is 

structured. The module discusses how LORA develops a 

least-cost maintenance recommendation and how those 

costs are estimated.

Course Length: Approximately 3 hours

CLL 062

Counterfeit Prevention Awareness 

This is an entry-level introduction to the issues of counterfeit materiel and counterfeiting’s impact on DoD programs 

and products. The course discusses means of identifying, 

reporting, and disposing of counterfeit items.

Course Length: Approximately 1 hour
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

206

CLL 202

Diminishing Manufacturing 

Sources and Material Shortages 

(DMSMS) Executive Overview

The module provides concise DMSMS information for 

executives or program managers who require an understanding of how DMSMS affects their operations.

Course Length: Approximately 1 hour

CLL 203

Diminishing Manufacturing 

Sources and Material Shortages 

(DMSMS) Essentials

The DMSMS Essentials module is for professionals who 

have a working knowledge of DMSMS regulations and 

policies, and it is recommended that professionals first 

complete CLL 201 and CLL 202. This module focuses 

on DMSMS problems regarding electronics, as well as 

mechanical items and materials. The module will introduce 

professionals to the Defense Logistics Agency’s DMSMS 

programs and capabilities and will review basic techniques 

for component research.

Course Length: Approximately 2 hours

CLL 204

Diminishing Manufacturing 

Sources and Material Shortages 

(DMSMS) Case Studies

This module is for professionals who have a working knowledge of DMSMS regulations and policies, and it is recommended that professionals first complete CLL 201, CLL 

202, and CLL 203. In this module, professionals will have 

an opportunity to review some DMSMS program scenarios, 

evaluating the program’s level of proactivity, and will be able 

to make DMSMS management decisions.

Course Length: Approximately 2 hours

CLL 205

Diminishing Manufacturing 

Sources and Material Shortages 

(DMSMS) for Technical 

Professionals

While not mandatory, it is assumed that students have previously taken the DMSMS Fundamentals, DMSMS Essentials, and DMSMS Case Studies modules and have a working 

knowledge of these topics. These core modules explain 

the basics of proactive DMSMS management, developing 

a DMSMS plan, component research and cataloging, cost 

avoidance, and other essential topics. This module covers 

the current processes, policies, and procedures used by 

technical professionals to practice proactive management. 

It focuses on the high-level best practices for running each 

program. Students can adjust the procedures and techniques 

to their Service as appropriate.

Course Length: Approximately 2 hours

CLL 206

Introduction to Parts Management

Parts management, previously known as parts control, 

has been a discretionary practice or a requirement in DoD 

weapon systems or equipment acquisition contracts since 

1957. Today’s weapon systems and equipment acquisition 

environment is characterized by rapidly changing designs, 

increases in the use of commercial part types, offshore 

manufacturing of parts, and diminishing manufacturing 

sources and material shortages (DMSMS). These factors 

have increased risk for DoD weapon systems and equipment 

acquisition contracts. Because of these risks, contractors need more than ever before to have an effective parts 

management program. The parts management program 

is an integral part of the acquisition process for design, 

development, modification, and support of weapon systems 

and equipment.

Course Length: Approximately 1.5 hours
207

CLM 013

Work-Breakdown Structure

This module addresses two fundamental and interrelated 

types of work-breakdown structures: the program workbreakdown structure that is developed by a program management office and the contract work-breakdown structure 

that is developed by a contractor.

Course Length: Approximately 6 hours

CLM 014

IPT Management and Leadership

This module introduces management and leadership 

concepts used to organize, manage, and lead an integrated 

product team (IPT). IPTs are used throughout the acquisition process to open the cross-functional and crossorganizational lines of communication and are formed for 

the specific purpose of delivering a product for a customer.

Course Length: Approximately 8 hours

CLM 016

Cost Estimating

This module focuses on basic cost-estimating tools and 

techniques. Cost estimates are one of the fundamental 

building blocks of the acquisition process. The cost estimate 

and its supporting budget are a part of the baseline against 

which a program’s progress and success are measured.

Course Length: Approximately 8 hours

Acquisition and Management

CLM 003

Overview of Acquisition Ethics

This module reinforces the most important legal ethics standards governing interaction between government personnel 

and DoD contractors. Areas addressed include conflicts 

of interest; gratuities from contractors; the Procurement 

Integrity Act; job-hunting for a position with private 

industry while still employed with the federal government; 

restrictions on post-government employment of a former 

federal employee or officer; and ethical problems that can 

arise when both government and contractor personnel work 

in common spaces on common goals as a single team.

Course Length: Approximately 2 hours

CLM 005

Industry Proposals

and Communication 

This module identifies actions that the government can take 

to create an environment conducive to industry developing 

better, more timely solutions to meet government needs

at affordable prices. The student will be introduced to

budget realities and steps to building better buying power

for the government.

Course Length: Approximately 3 hours

CLM 012

Scheduling

This module focuses on scheduling processes and tools 

that can be used to develop schedules for a defense systems 

acquisition project. Scheduling is the focus of the planning and control process and depends, to a great extent, 

on program risk and the resources available (time, money, 

facilities, personnel, and workforce skills). Scheduling is a 

roadmap for systems development, and thus, it is an inherent 

part of program management.

Course Length: Approximately 12 hours
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

208

CLM 017

Risk Management

Risk is always a concern in the DoD systems acquisition 

process. The acquisition process itself is designed, to a large 

degree, to allow risk to be managed from conception to delivery of the system. Although risk is inherent in any program, 

risk management ensures that managers take measures 

to assess and handle risks. This module focuses on tools 

and processes that can be used to manage risk on a defense 

systems acquisition project.

Course Length: Approximately 8 hours

CLM 021

Introduction to Reducing Total 

Ownership Costs (R-TOC)

This module provides R-TOC ideas, tools, and strategies to 

professionals in the acquisition and logistics communities. 

The module emphasizes a systems perspective as it orients 

professionals to the R-TOC requirement, defines key R-TOC 

concepts, and describes best practices. It is helpful for 

professionals taking this course to have a solid background 

in the planning, program, and budgeting system; acquisition process; system engineering; or familiarity with supply 

chain management.

Course Length: Approximately 3 hours

CLM 023

DAU AbilityOne Contracting

There are over 14 million Americans with severe disabilities, 

and the unemployment rate for people with severe disabilities is 70 percent. The AbilityOne program helps people with 

disabilities who are unable to obtain or maintain employment on their own. This module provides professionals and 

DoD purchase cardholders a better understanding of the 

AbilityOne program.

Course Length: Approximately 1 hour

CLM 024

Contracting Overview

The Contracting Overview module gives a summary of the 

market research process, the process for developing criteria 

or factors for teams to use in evaluating contractors during 

source selection, and the use of the uniform contract format.

Course Length: Approximately 8 hours

CLM 025

Commercial-Off-The-Shelf (COTS) 

Acquisition for Program Managers

This module provides an overview of the fundamental challenges faced by organizations when they integrate commercial items to form a system. It addresses the issues involved 

in buying from the commercial marketplace, summarizes 

lessons learned from programs that have made extensive use 

of commercial items, and offers suggestions.

Course Length: Approximately 3 hours

CLM 030

Common Supplier Engagement

This module is designed to help professionals navigate the 

changes that have occurred because of the government’s 

elimination of paper methods that were previously used 

in acquisitions. The module provides an overview of the 

electronic e-business practices used in acquisitions, including topics on e-business and e-government, and how both of 

these relate to common supplier engagement.

Course Length: Approximately 2 hours

CLM 031

Improved Statement of Work

This module will help professionals improve statements 

of objectives, statements of work, and performance work 

statements that are developed and evaluated by all acquisi-
209

CLM 035

Environmental Safety

and Occupational Health—Lesson 

from PMT 352A

This module, excerpted from PMT 352A, focuses on the 

increased emphasis and importance of environmental 

safety and occupational health as they relate to acquisition management. Program managers must ensure their 

programs, regardless of acquisition category, comply with 

environmental safety and occupational health statutory and 

regulatory requirements.

Course Length: Approximately 4 hours

CLM 037

Physical Inventories

This module provides professionals with a basic awareness of the duties and responsibilities of an accountable 

property officer or property custodian. The module will 

describe the preparation, physical count, and reconciliation aspects of physical inventories as well as when and 

how they should be applied.

Course Length: Approximately 1.5 hours

CLM 038

Corrosion Prevention and Control 

Overview

This module provides professionals with training in corrosion prevention and control, and it serves as an accessible 

reference guide to answer future questions.

Course Length: Approximately 8 hours

tion career fields. The module presents the statement of work 

purpose, preparation, evaluation, and lessons learned so that 

professionals will understand and appreciate the critical 

role of requirements development in the acquisition process.

Course Length: Approximately 4 hours

CLM 032

Evolutionary Acquisition

This module introduces the ideas and principles of evolutionary acquisition and teaches how to apply them in a 

rapidly changing environment.

Course Length: Approximately 2 hours

CLM 033

DAWIA II

The Defense Acquisition Workforce Improvement Act 

(DAWIA) was amended significantly during fiscal years 

2004 and 2005. These amendments (generally referred as 

DAWIA II) provide a number of flexibilities that enable the 

DoD to develop and manage the Defense Acquisition Workforce more effectively. This module explains the transformative changes that took place in DAWIA II.

Course Length: Approximately 3 hours

CLM 034

Science and Technology—Lesson 

from PMT 352A

This module, excerpted from the PMT 352A course, provides 

background on the importance of the science and technology 

(S&T) role in the systems acquisition process and identifies 

sources of S&T information. It contains activities that allow 

participants to assess an S&T project’s compatibility with 

the Advanced Threat Infrared Countermeasure/Common 

Missile Warning System Program and to recommend strategies for incorporating the emerging technology.

Course Length: Approximately 4 hours
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

210

CLM 039

Foundations of Government 

Property

This module provides DoD financial accounting and 

property management professionals an overview of 

government property management. This module will 

increase professionals’ knowledge and understanding of 

the DoD accounting and accountability approach to the 

property management life cycle. It also will introduce 

professionals to essential tools that will help them 

manage government property.

Course Length: Approximately 1.5 hours

CLM 040

Proper Financial Accounting 

Treatments for Military 

Equipment

This module is designed to provide a better understanding 

of how military equipment values are determined and the 

process used to ensure consistent execution; the important 

roles that program managers, business/financial management analysts, and procurement contracting officers play 

in this process; and the actions required by each role so a 

structure is in place that ensures proper financial accounting treatments for military equipment.

Course Length: Approximately 1.5 hours

CLM 044

Radio Frequency Identification

This module is designed to provide defense contracting 

officers with the knowledge necessary to insert the passive 

radio frequency identification (RFID) Defense Federal 

Acquisition Regulation Supplement (DFARS) clause into 

appropriate contracts, thus streamlining DoD’s receiving 

process. The module also reviews RFID technology and 

DoD’s RFID implementation strategies.

Course Length: Approximately 3 hours

CLM 047

Fiscal and Physical Accountability 

and Management of DoD Equipment

This module builds upon the concepts presented in the 

Foundations of Government Property module (CLM 039). 

DoD professionals responsible for DoD fiscal and physical 

property management play a crucial role in the acquisition and life cycle of DoD equipment end-items—both for 

the warfighter and for the American taxpayer. The module 

provides an overview of the acquisition and sustainment 

policy guidance, business rules, and life-cycle management of DoD equipment.

Course Length: Approximately 2 hours

CLM 048

Audit Readiness Requirements

for DoD Equipment

This module provides key personnel, both financial and nonfinancial managers, with “how-to” details on the requirements and processes necessary to prepare for an audit of 

DoD equipment requiring capitalization.

Course Length: Approximately 2 hours

CLM 049

Procurement Fraud Indicators

This module provides an awareness of procurement fraud 

indicators. This course was developed as a result of a 

department-wide review of vulnerabilities to fraud, waste, 

and abuse in contracting, as directed by Congress.

Course Length: Approximately 2 hours

CLM 051

Time Management

This module introduces the basics of time management, 

including the identification of common time thieves

and an analytical framework for rebalancing the lifework paradigm.

Course Length: Approximately 1 hour
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CLM 059

Small Business Program

for Program Managers

This module is designed to provide program managers with 

the tools and understanding of how to best utilize small 

businesses in the Defense Acquisition Management System 

to the maximum extent practical so that both small business 

and DoD acquisition programs are successful.

Course Length: Approximately 4 hours

CLM 071

Introduction to Data Management 

This module explains why data management is critical 

to enhancing support throughout the system life cycle. 

CLMs 071–CLM 077 will provide acquisition professionals with the fundamental knowledge required to create 

better data management plans and obtain the necessary 

data rights for systems being delivered to the warfighter, 

thus affording opportunities to reduce life-cycle cost and 

increase Operating and Support competition. CLM 071 is 

one of seven data management (DM) modules in the DM 

series (CLM 071–CLM 077).

Course Length: Approximately 1.5 hours

CLM 072

Data Management Strategy Development 

With advancements in technology and robust products that 

use those technologies, it has become even more important 

that the government obtain the necessary data, rights, and 

licenses to support and maintain its programs. Developing a 

data management strategy (DMS) is one of the first steps in 

ensuring this is possible. This module presents the requirements, tools, and processes needed to complete a comprehensive DMS. CLM 072 is one of seven data management 

(DM) modules in the DM series (CLM 071–CLM 077).

Course Length: Approximately 1.5 hours

CLM 055

Program Leadership

This module identifies the most important leadership 

competencies necessary for program managers (PMs) in the 

defense acquisition process and analyzes the attributes of 

successful PMs through interviews with two highly successful PMs. This module also provides tips on self-assessment 

of PM leadership skills and references for more information 

on how to strengthen those skills.

Course Length: Approximately 1.5 hours

CLM 056

Portfolio Management 

This module introduces the concepts and practices of portfolio management as it occurs in the Department of Defense 

environment. It also exposes students to a mixture of simple 

and complex techniques and tools to employ these concepts 

and practices.

Course Length: Approximately 1 hour

CLM 057

Joint DoD-DoE Nuclear Weapons 

Life-Cycle Activities

This is an entry-level introduction to the full nuclear system 

life cycle, but with major emphasis on the joint processes 

and responsibilities for the sustainment of nuclear weapons, 

also known as phase 6.X. Every member of the nuclear 

community should at least be aware of the 6.X process; and 

every member who actually works on the sustainment of our 

nuclear triad, either within the DoD or within the joint DoDEnergy Department environment, needs to be a practitioner 

of the 6.X process. The current target audience is all Air 

Force personnel entering the nuclear acquisition workforce.

Course Length: Approximately 3 hours
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

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CLM 073

Data Management Planning System 

This module explains how conscientious data management 

(DM) planning contributes to the success of major weapon 

systems acquisitions. It explores such topics as key personnel roles in DM planning, recent events and changes to 

DM-planning practices, and the roles of configuration management and the Integrated Digital Environment. Students 

will emerge with an understanding of the goals, benefits, and 

challenges associated with DM planning. CLM 073 is one 

of seven data management (DM) modules in the DM series 

(CLM 071–CLM 077).

Course Length: Approximately 1.5 hours

CLM 074

Technical Data and Computer 

Software Rights 

This module explores types of data rights and explains how 

proper allocation of these rights is mutually beneficial to 

the government and contractors. The module also examines 

the major factors that must be considered when determining which data rights are appropriate for product support 

throughout the system’s life cycle. CLM 074 is one of seven 

data management (DM) modules in the DM series (CLM 

071–CLM 077).

Course Length: Approximately 3 hours

CLM 075

Data Acquisition 

This module identifies the activities and requirements 

associated with data acquisition. The goal of this module 

is to present the activities and requirements associated 

with drafting a request for proposal (RFP), the process for 

responding to offerors’ proposals, and the data management considerations after contract award. CLM 075 is one 

of seven data management (DM) modules in the DM series 

(CLM 071–CLM 077).

Course Length: Approximately 4 hours

CLM 076

Data Markings 

Proper markings are vital to ensuring that data are available to the right people at the right time and that data are 

protected from unauthorized dissemination. This module 

explains how to apply the correct markings and distribution 

statements to technical data and computer software. CLM 

076 is one of seven data management (DM) modules in the 

DM series (CLM 071–CLM 077).

Course Length: Approximately 3.5 hours

CLM 077

Data Management Protection 

and Storage 

Information is one of our Nation’s greatest sources of power. 

We must treat information as a strategic asset, and we 

must protect information and information systems against 

adverse events. This module explains the vital role that data 

protection and storage play in a major weapon system acquisition program. CLM 077 is one of seven data management 

(DM) modules in the DM series (CLM 071–CLM 077).

Course Length: Approximately 1.5 hours

CLM 103

Quality Assurance Auditing

The Quality Assurance Auditing module contains material 

that covers three general types of audits: system, process, 

and product. These audits are described in three distinct 

phases: planning and preparation, performance, and reporting and follow-up.

Course Length: Approximately 2 hours

CLM 200

Item-Unique Identification

Item-unique identification enables item tracking in DoD 

business systems and provides reliable and accurate data for 

management, financial accountability, and asset manage-
213

subject matter or domain expertise, document staffing and 

coordination, and/or administrative support.

Course Length: Approximately 3.5 hours

CLR 151

Analysis of Alternatives

This module presents the process used by DoD to conduct 

an Analysis of Alternatives (AoA) in support of requirements, system acquisition, and resourcing. The AoA is the 

analytical process that DoD organizations use to assess and 

prioritize potential materiel solutions to a validated military 

capability need.

Course Length: Approximately 3 hours

CLR 250

Capabilities-Based Assessment

This module introduces the planning and organizing of capabilities-based assessments (CBAs). It contains four lessons, 

dealing with definitions, planning research, team building and 

planning, and the study phase. The module explains how to 

conduct and assist effective and efficient CBAs in support of 

the Joint Capabilities Integration and Development System.

Course Length: Approximately 5 hours

CLR 252

Developing Key Performance 

Parameters

This module explains how to develop key performance 

parameters (KPPs) and key system attributes (KSAs). It 

also discusses mandatory KPPs, examines the relationship 

of KPPs and KSAs to technical requirements, includes an 

in-depth look at Net Ready-KPP, and explains how to get 

top-level requirements through staffing and validation. The 

module is for requirements managers and other managers 

who prepare and apply system attributes such as KPPs.

Course Length: Approximately 5 hours

ment purposes. This module provides an overview of itemunique identification.

Course Length: Approximately 2 hours

CLM 201

Serialized Item Management 

(SIM)

This module provides students with an understanding of 

serialized item management, which enables effective and 

efficient life-cycle management of material.

Course Length: Approximately 2.5 hours

Requirements

CLR 030

Environment, Safety, and Occupational 

Health in JCIDS

The module is designed to help the environment, safety, 

and occupational health (ESOH) practitioner generate 

concise ESOH wording appropriate for Joint Capabilities 

Integration and Development System (JCIDS) documents. 

The module offers practical guidance in negotiating the 

JCIDS process where different interests, ESOH related and 

non-ESOH related, often compete among stakeholders in a 

resource-constrained context.

Course Length: Approximately 4 hours

CLR 101

Introduction to Joint Capabilities Integration 

and Development System

This module provides an overview of JCIDS. The five lessons 

focus on terms, definitions, basic concepts, processes, and 

roles and responsibilities involved within JCIDS, as well 

as on JCIDS’ interaction with the Defense Acquisition 

System (DAS) and planning, programming, budgeting, and 

execution (PPBE). The module is designed for DoD professionals who contribute to requirements generation and the 

capability-development process, including JCIDS analysis, 
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

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Earned Value Management

CLV 016

Introduction to Earned Value 

Management

This module introduces the basics of earned value management (EVM) as it relates to acquisition program management. You will learn the five independent earned-value 

variables and the three most common EVM metrics. At the 

conclusion of this module, you should be familiar with EVMrelated laws passed by Congress, the Office of Management 

and Budget’s implementation of these laws, and current DoD 

policy guidance regarding EVM requirements. Additionally, you should recognize how work scope, schedule, and 

resources are combined to establish the EVM performance 

measurement baseline.

Course Length: Approximately 1 hour 

CLV 017

Performance Measurement Baseline

This module introduces the earned value management 

language and processes associated with developing the 

performance measurement baseline. The course defines the 

concepts of total allocated budget, negotiated contract cost, 

authorized unpriced work, contract budget baseline, overtarget baseline, summary-level planning packages, undistributed budget, management reserve, and the performance 

measurement baseline. The module describes a generic 

process for developing performance measurement baselines. 

It concludes by explaining the most common earned value 

techniques and relating the relative desirability and risks 

associated with each.

Course Length: Approximately 4.5 hours

CLV 018

Earned Value and Financial 

Management Reports

This module reviews the most common DoD data reports 

associated with earned value management, cost estimating, and financial management. It examines the purpose 

and relationship between the data item description and the 

contract data requirements list; identifies key players and 

purposes in reports; and outlines the DoD contract performance report and the tailoring guidance for the integrated 

master schedule, provided in the Earned Value Management 

Implementation Guide.

Course Length: Approximately 1 hour

CLV 019

Estimate at Completion

This module reviews the process for computing an estimateat-completion range when given earned value management 

(EVM) data. It defines the meaning of the cost performance 

index, the schedule performance index, and the earned 

value metrics of the to-complete performance index. It also 

reviews favorable and unfavorable trends in the performance trend charts of the cost performance index and 

schedule performance index and walks through the calculations needed to compute an estimate-at-completion range by 

using the standard EVM estimate-at-completion equation.

Course Length: Approximately 1 hour

CLV 020

Baseline Maintenance

This module reviews the concepts associated with performance measurement baseline maintenance. It describes 

the contract performance chart and the earned value 

management (EVM) metrics chart for cost/schedule variance. It also defines what a front-loaded baseline, rubber 

baseline, over-target baseline, and single-point adjustment mean in the context of EVM, and it uses a hypothetical database to depict the effects of contract modifications, 

management reserve use, the various baselines, and 

single-point adjustments on the contract performance and 

cost variance charts.

Course Length: Approximately 1 hour
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Contract Management

CLX 110

Fundamentals of GFR and GRR

This module is one component of the overall Government 

Flight Representative (GFR) and Government Ground

Representative (GGR) training program. It presents information on acquisition and contracting, ground and flight 

operations, contractor procedures, assessments, and safety 

and mishaps.

Course Length: Approximately 5 hours

CLX 130

Fundamentals of Aviation Safety Officer 

Responsibilities

This module gives the Aviation Safety Officer the information needed to perform the duties and responsibilities of 

that position successfully. It includes the applicable laws, 

regulations, and guidance, as well as relevant processes and 

procedures.

Course Length: Approximately 6 hours

Federal Acquisition Institute 

Courses and Modules

FAC 001

HUBZone Empowerment 

Contracting Program—

Certification and Eligibility

This module familiarizes procurement officials with the 

certification and eligibility requirements for program 

participation in the Historically Underutilized Business 

Zone (HUBZone) Empowerment Contracting Program. The 

program encourages economic development in HUBZones 

through the establishment of federal contract award preferences for qualified small businesses located in such areas. 

Course Length: Approximately 30 minutes

FAC 002

HUBZone Empowerment 

Contracting Program—

Contractual Assistance

This module familiarizes procurement officials with 

the types of Historically Underutilized Business Zone 

(HUBZone) contracts and the HUBZone small business’ 

contract performance requirements. The HUBZone 

Program encourages economic development in HUBZones 

through the establishment of federal contract award preferences for qualified small businesses located in such areas.

Course Length: Approximately 1 hour

FAC 003

HUBZone Empowerment 

Contracting Program—

Historical Overview

This module familiarizes procurement officials with the historical development of the Historically Underutilized Business Zone (HUBZone) Program and provides an explanation 

of the program’s statutory and regulatory development. The 

HUBZone Program encourages economic development in 

HUBZones through the establishment of federal contract 

award preferences for qualified small businesses located in 

such areas.

Course Length: Approximately 30 minutes

FAC 004

HUBZone Empowerment 

Contracting Program—Protests 

and Appeals

This module familiarizes procurement officials with the procedures for filing a Historically Underutilized Business Zone 

(HUBZone) protest and/or appeal. The HUBZone Program 

encourages economic development in HUBZones through 

the establishment of federal contract award preferences for 

qualified small businesses located in such areas.

Course Length: Approximately 1 hour
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

216

FAC 005

Just-in-Time Compliance 

Training: Central Contractor 

Registration

All DoD contractors must be registered in the Central 

Contractor Registration to help streamline the acquisition 

process and broaden the use and reliance on e-business 

applications. The Central Contractor Registration was 

established to eliminate the need to maintain paper-based 

sources of contractor information. This module provides an 

overview of the registration process.

Course Length: Approximately 1 hour

FAC 006

The SAFETY Act and Federal 

Acquisitions

The SAFETY Act is designed to encourage the development 

and deployment of anti-terrorism technologies and services 

that will substantially enhance the protection of the Nation. 

This module will explain the SAFETY Act and explain how 

to incorporate it into an acquisition when appropriate.

Course Length: Approximately 1.5 hours

FAC 007

Certificate of Competency Program

The Certificate of Competency (COC) Program administered by the Small Business Administration (SBA) is 

authorized by statutory authority: Section 8(b)(7) of the 

Small Business Act of 1953 and Regulatory Implementation Code of Federal Regulations (CFR), 13 Part 125.5; 

Federal Acquisition Regulation (FAR) 48 Part 19.6. The 

COC Program allows a small business to appeal a contracting officer’s determination that it is unable to fulfill the 

requirements of a specific government contract on which it 

is the apparent low bidder. The COC is an appeal procedure 

available to the apparent successful small business offeror 

and gives the small business the opportunity to demonstrate it has the capability to perform on a specific federal 

prime contract. This is not a Certificate of Compliance or 

Conformance. It is a determination that a firm is responsible or not to perform a specific government contract.

Course Length: Approximately 30 minutes

FAC 008

Competition in Contracting Act (CICA)

This module, targeted toward the United States Agency 

for International Development’s (USAID) procurement 

workforce, provides an overview of the CICA. The module 

involves a review of the Federal Acquisition Regulation 

(FAR), the USAID Acquisition Regulation (USAID’s 

supplement to the FAR), and specific USAID guidance 

related to CICA. Although this module is targeted toward 

USAID’s procurement workforce, all USAID employees 

are encouraged to take it.

Course Length: Approximately 1 hour

FAC 010

Small Business Innovation Research/

Small Business Technology Transfer 

(SBIR/STTR) Programs

This module gives an overview of SBIR/STTR programs, 

which encourage small businesses to explore their technological potential by providing them with the incentive to 

profit from its commercialization. Including qualified small 

businesses in the Nation’s research and development arena 

stimulates high-tech innovation and promotes the entrepreneurial spirit as the United States meets its specific research 

and development needs. 

Course Length: Approximately 1 hour

FAC 013

Shaping Smart Business 

Arrangements—Expert Edition

This is designed for personnel newly assigned to the contracting workforce. Participants will gain a broad, comprehensive understanding of the environment in which they 

will serve; develop professional skills for making business 
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FAC 019

FAPIIS Training 

The public availability of Federal Awardee Performance and 

Integrity Information System (FAPIIS) information, in combination with the mandatory use of FAPIIS, heightens the need for 

training on the appropriate application of FAPIIS information 

to the evaluation of potential contract and grant awardees. This 

module provides the knowledge and skills needed to use FAPIIS 

effectively to make appropriate decisions related to contract and 

grant awards.

Course Length: Approximately 1.5 hours

FAC 021

Price Analysis 

This module provides acquisition personnel with a tool that 

explains how to conduct price analysis. It also illustrates the 

proper way to document the results of a business negotiation. 

Users can take the full course for a solid foundation and then 

return to it as a resource and refresher on particular topics on an 

as-needed basis.

Course Length: Approximately 8 hours

FAC 022

Combating Human Trafficking 

This module informs acquisition professionals about Federal 

Acquisition Regulation (FAR) clause 52.222-50, in order to assist 

them in upholding the zero tolerance policy and to provide formal 

training to heighten awareness across the federal government.

Course Length: Approximately 1 hour

decisions and advising other acquisition team members 

how to meet customers’ needs; be introduced to knowledge 

management and information systems; and prepare to 

provide contracting support within the overarching business relationships of government and industry.

Course Length: Approximately 11.5 hours

FAC 016

Buy American Act

This module covers the Buy American Act (BAA) history, 

applicable statutes and regulations, the policy for supplies, 

and the exceptions and trade agreements that may waive

the BAA. The module provides guidelines for applying 

the BAA to the solicitation and evaluation of supplies and, 

through a series of scenarios, guides the learner in applying 

those guidelines.

Course Length: Approximately 2 hours

FAC 017

COTR Refresher 

This refresher course consists of two modules. Module 1, 

“Bridging the Gap,” provides a review of content taken from 

the contracting officer’s technical representative (COTR) 

certification course using a game board main screen and a 

scoring device. Module 1 tests the learner’s ability to recall 

and apply key COTR concepts in response to scenario-based 

questions. Module 2, “COTR Contract Administration,” 

comprises 10 performance-based exercises, using a threaded 

case study of a service contract as the vehicle through which 

learners will exercise the COTR’s authority while fulfilling 

duties and responsibilities when administering a contract.

 

Course Length: Approximately 8 hours

FAC 018

Green Purchasing for Civilian Acquisition

This course offers federal acquisition professionals an 

overview of the policies, requirements, and best practices for 

purchasing sustainable products and services.

 

Course Length: Approximately 2 hours
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

218

and costing requirements is vital for agencies to get fair and 

reasonable prices for contracts. This module provides acquisition personnel with a tool that explains how to conduct 

cost estimation and analysis. For those new to the field, this 

module provides a good foundation and a future resource; for 

experienced professionals, the most current information.

Course Length: Approximately 8 hours

FAC 027

GSA Schedules and the Utilization 

of Small Business

Students will learn how buyers in the federal marketplace 

can utilize small businesses under the GSA Multiple Award 

Schedules (MAS) program. Every agency is concerned with 

meeting its annual socioeconomic goals; the MAS program 

is a simple and easy way to do so.

Course Length: Approximately 1 hour

FAC 028

GSA Schedules and Sustainable 

Acquisition

This course will teach students about government-wide sustainability goals and how the GSA Multiple Award Schedule 

can help achieve those goals.

Course Length: Approximately 1 hour

FAC 029

GSA Schedules vs. Open Market 

There are three commonly used acquisition methods: 

issuing task and delivery orders using GSA’s Multiple Award 

Schedules (MAS) under Federal Acquisition Regulation 

(FAR) Subpart 8.4 and negotiating a stand-alone order or 

contract under FAR Part 13 and FAR Part 15. The module 

explores the differences and similarities of these three 

methods, their advantages and disadvantages in various 

situations, and how to analyze alternatives as you develop 

your acquisition strategy.

Course Length: Approximately 2 hours

FAC 023

Basic Contracting for GSA Schedules 

In this module, you will learn about the procedures for 

placing orders for supplies and services against Multiple 

Award Schedules as outlined in Federal Acquisition Regulation (FAR) Subpart 8.4. The module is not about general FAR 

procedures such as protests, acquisition planning, preparation of statements of work, and contract files management, 

but does discuss these topics as they relate to schedules 

contracting and ordering procedures.

Course Length: Approximately 4 hours

FAC 024

GSA Global Supply 

Students will learn about the GSA Global Supply program 

and its role within the National Supply System. Information on GSA-managed products, as well as key ordering and 

fulfillment information, will also be covered.

Course Length: Approximately 2 hours

FAC 025

Energy Savings Performance 

Contracting Online Course

Learn about one of the government’s premier tools to finance 

facility energy improvements. Energy Savings Performance 

Contracting (ESPC) is a contracting vehicle that allows 

federal agencies to accomplish energy projects for their 

facilities without depending on appropriations to pay for the 

improvements. An ESPC project is a partnership between 

the customer (a government organization) and an energy 

service company.

Course Length: Approximately 8 hours

FAC 026

Cost Analysis

Federal acquisition requirements are growing in complexity 

and increasing in cost. Training on current contract pricing 
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FAC 030

A-76 Post-Competition 

Accountability Training

This is a Federal Acquisition Institute interactive online 

training module that will help professionals understand 

how to manage a service provider awarded through the 

competitive sourcing process. This module explains the 

steps a federal agency must take to successfully implement 

the results of a competition between a government entity 

and private sector vendors. The training illustrates best 

practices and lessons learned across the federal government 

and provides an educational tool for stakeholders after the 

award selection of an A-76 competition.

Course Length: Approximately 1.5 hours

FAC 031

Small Business Programs

Small businesses make up about 99 percent of all the 

Nation’s businesses and employ half of all Americans, and 

they are the source for many of our greatest innovations. 

This module provides federal contracting professionals and 

program officials an overview of small business types and 

programs, and provides them with the information they need 

to encourage small business participation in government 

acquisitions. It will also help contracting professionals meet 

specific acquisition requirements related to small business 

concerns and achieve agency small business goals, while 

supporting increased opportunities for small businesses.

Course Length: Approximately 2.5 hours

FAC 033

Contract Management: Strategies 

for Mission Success

This module focuses on improvements made to federal 

contract management through the collaboration of 

public and private sector acquisition professionals as 

part of the Partnership for Public Service’s Acquisition 

Innovation Initiative.

Course Length: Approximately 3 hours

FAC 034

Interagency Acquisitions Basics

This online training module is an interactive multimedia 

presentation. It defines and identifies the features and

benefits of interagency acquisition; describes the different 

types of interagency acquisitions; and provides a foundational understanding of what is required to make the

decision to use this method, how to get started, keys to 

success, and resources available to support interagency 

acquisition activities.

Course Length: Approximately 1 hour

FAC 036

GSA Schedules BPAs and CTAs

This module will discuss the GSA Multiple Award Schedules 

Program as it pertains to the use of blanket purchase agreements (BPAs) and contractor team arrangements (CTAs).

Course Length: Approximately 2 hours

FAC 037

GSA eBuy: An Overview 

Students will learn about the GSA eBuy program and

how it functions to benefit both the government buyer and 

the vendor.

Course Length: Approximately 2 hours

FAC 038

How to Integrate Green

into Acquisition 

This module examines additional options for minimizing 

the environmental impact of acquisitions beyond requiring 

the use or supply of green products. It is possible to incorporate environmental considerations into any acquisition. 

Course Length: Approximately 2 hours
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

220

FAC 043

Ethics and Procurement Integrity 

for the Acquisition Workforce 

The Department of Homeland Security (DHS) courseware, 

“Ethics and Procurement Integrity for the Acquisition 

Workforce,” satisfies the annual U.S. Office of Government 

Ethics training requirement for DHS Financial Disclosure 

Report filers (OGE Form 450 and OGE Form 278) and the 

annual DHS procurement-ethics-training requirement.

Course Length: Approximately 1 hour

FAC 044

Contractor Performance Assessment 

Reporting System (CPARS )

This online course provides federal employees of civilian 

agencies with training on CPARS.

Course Length: Approximately 6 hours

FAC 045

Federal Procurement Data 

System—Next Generation 

(FPDS-NG)

This online course provides an overview of the Federal 

Procurement Data System–Next Generation. Accessible by 

multiple user groups, including the public, the FPDS–NG is 

a single repository for federal procurement award data.

Course Length: Approximately 3 hours

FAC 047

Micro-purchases and Section 508 

Requirements

This continuous learning module explains what a micropurchase is, and how and where Section 508 Requirements 

apply to an information, communication, and technology 

(ICT) micro-purchase.

Course Length: Approximately 0.5 hour

FAC 039

GSA’s Governmentwide 

Acquisition Contracts (GWACs) 

for IT Service 

Because most, if not all, government agencies have a need 

to buy IT services and solutions, the General Services 

Administration (GSA) has made this purchasing convenient 

through its GWAC programs. In this module, students learn 

about the four GWAC programs offered through GSA.

Course Length: Approximately 4 hours

FAC 040

GSA’s GWAC VETS 

Here students will learn about the Veterans Technology 

Services (VETS) governmentwide acquisition contract 

(GWAC) offered through GSA to facilitate purchase of IT 

services and solutions.

Course Length: Approximately 2 hours

FAC 041

GSA Alliant GWAC 

Learn about the Alliant & Alliant Small Business GWAC 

(governmentwide acquisition contract) program offered 

through GSA to facilitate purchase of IT services and 

solutions.

Course Length: Approximately 2 hours

FAC 042

GSA’s GWAC: 8(a) STARS II

In this module, learn about the governmentwide acquisition 

contract (GWAC) 8(a) STARS II offered through GSA to 

facilitate purchase of IT services and solutions.

Course Length: Approximately 2 hours
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FAC 048

The GSA MAS Program: Buying 

Services Through GSA Schedules

The General Services Administration (GSA) Schedules 

program offers a vast array of services and products as well 

as an easy, streamlined way to acquire them. This course 

provides valuable information about the services available 

through GSA Schedules, how to find them, and the procedures and requirements that apply when ordering them.

Course Length: Approximately 4 hours

FAC 054

Federal Strategic Sourcing ALS 

Video 11/2013

This module consists of a recorded acquisition learning 

seminar from November 20, 2013. During the seminar, a 

panel of five experts addresses the core characteristics

of strategic sourcing, describes the Federal Strategic

Sourcing Initiative (FSSI), and reviews the overall

sourcing-process cycle.

Course Length: Approximately 1 hour

Harvard Business School

Publ ishing ManageMentor

HBS 301

Managing Difficult Conversations

This module immerses managers in dialogue-based situations that foster learning by doing, where they make key 

decisions that drive the dialogue and ensuing results. It 

helps managers identify and adjust thought patterns before 

approaching the difficult conversations that arise in business. The module provides firsthand experiences in a safe 

environment and gives managers the opportunity to use 

interactive tools and apply follow-up action plans.

Course Length: Approximately 3 hours

HBS 302

Negotiating for Results

This module immerses managers in dialogue-based 

situations that foster learning by doing, where they make 

key decisions that drive the dialogue and ensuing results. 

Managers will learn how to avoid common traps and find 

common ground for opportunities. The interactive module 

helps managers prepare for and conduct effective negotiations that produce a winning edge for their organizations. 

The interactive environment will enable managers to tap 

expert insights, discover proven tactics, and sharpen their 

own skills for getting results when negotiating.

Course Length: Approximately 3 hours

HBS 303

Leading Teams with Emotional 

Intelligence

This module immerses managers in dialogue-based situations that foster learning by doing, where they make key 

decisions that drive the dialogue and ensuing results. The 

module puts the students in situations where they must be 

flexible with their own emotional intelligence skills to drive 

high team performance. Engaging interactive exercises 

reveal the secret behind exceptionally productive teams. The 

interactive environment will enable managers to tap into 

expert insights, discover proven tactics, and sharpen their 

own skills in the area of emotional intelligence.

Course Length: Approximately 3 hours

HBS 304

Managing Difficult Conversations,

High Bandwidth

This module immerses managers in dialogue-based situations that foster learning by doing, where they make key 

decisions that drive the dialogue and ensuing results. It 

helps managers identify and adjust thought patterns before 

approaching the difficult conversations that arise in business. The module provides firsthand experiences in a safe 

environment and gives managers the opportunity to use 

interactive tools and apply follow-up action plans.

Course Length: Approximately 3 hours
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

222

HBS 305

Negotiating for Results, High 

Bandwidth

This module immerses managers in dialogue-based 

situations that foster learning by doing where they make 

key decisions that drive the dialogue and ensuing results. 

Managers will learn how to avoid common traps and find 

common ground for opportunities. The interactive module 

helps managers prepare for and conduct effective negotiations that produce a winning edge for your organization. The 

interactive environment will enable managers to tap expert 

insights, discover proven tactics, and sharpen their own 

skills for getting results when negotiating.

Course Length: Approximately 3 hours

HBS 306

Leading Teams with Emotional 

Intelligence, High Bandwidth

This module immerses managers in dialogue-based situations that foster learning by doing, where they make key 

decisions that drive the dialogue and ensuing results. The 

module puts the student in situations where they must be 

able to flex their own emotional intelligence skills to drive 

high team performance. Engaging interactive exercises 

reveal the secret behind exceptionally productive teams. 

The interactive environment will enable managers to tap 

into expert insights, discover proven tactics, and sharpen 

their own skills in the area of emotional intelligence.

Course Length: Approximately 3 hours

HBS 309

Coaching for Results

In today’s environment of changing technology and evolving 

organizations, coaching can have a strategic impact. It 

provides continuous learning and develops people to meet 

current and future needs. Coaching is an investment that 

you make in developing your key resource—people—for the 

long-term benefit of your organization.

Course Length: Approximately 3 hours

HBS 310

Influencing and Motivating Others

This module examines the principles underlying leaders’ 

abilities to influence other people and to motivate their 

employees. It is primarily intended for all members of the 

acquisition community, especially managers and leaders.

Course Length: Approximately 3 hours

HBS 401

Budgeting 

This module takes students step by step through the process 

of building better, more accurate budgets in less time. Learn 

how to create a budget that functions as a critical strategic 

tool while exploring the advantages and disadvantages of 

new techniques and approaches. The course includes easyto-use budget templates for fast implementation of concepts.

Course Length: Approximately 2 hours

HBS 402

Business Case Development 

This module takes you step by step through the process of 

creating a soundly reasoned and compelling case for your 

new business initiatives. It addresses topics ranging from 

identifying business opportunities to measuring their 

success. The module includes recommendations for

assessing risk, weighing costs, developing an implementation plan, and communicating recommendations in a 

convincing manner.

Course Length: Approximately 2 hours

HBS 403

Business Plan Development 

This module moves step by step through the process of 

preparing an effective plan for a business proposal. The steps 

taught are applicable to launching a new internal product as 

well as seeking funding for a new start-up business.

Course Length: Approximately 2 hours
223

ment and contingency thinking to postcrisis management. It 

is relevant for managers at all levels.

Course Length: Approximately 2 hours

HBS 408

Customer Focus 

Customer Focus is a vital orientation tool with value for 

every employee. This module covers the critical components of servicing internal or external customers, with a 

compelling overview of the importance of customer service, 

its relationship to customer satisfaction, and its link to 

company profitability.

Course Length: Approximately 2 hours

HBS 409

Decision-Making 

Effective business decisions require time and input from 

many individuals throughout an organization. In this 

module, students will learn to identify underlying issues 

related to a decision, generate multiple alternatives, evaluate those alternatives, and communicate and implement 

the decision.

Course Length: Approximately 2 hours

HBS 410

Delegating 

In this module, students will learn how to use proven tools 

for assessing any assignment, matching employee skills to 

tasks, selecting the right person, and supporting the delegation all the way through completion. It includes strategies for 

communicating the assignment, monitoring progress, and 

dealing with “reverse delegation.”

Course Length: Approximately 2 hours

HBS 404

Career Management

This module teaches students how to develop a straightforward approach to managing their career or helping others 

manage theirs. It includes tools for matching interests, 

values, and skills to the right job or development opportunity. It also gives valuable advice on resources such as career 

counselors, mentors, networking, informational interviewing, and professional development reviews.

Course Length: Approximately 2 hours

HBS 405

Change Management 

This module is a practical guide to implementing, managing, and communicating change in an organization. Learn 

how to approach change with an open mind and use it as a 

stimulus to encourage new ideas and harness enthusiasm for 

further progress. This module includes steps to help units or 

organizations become change-ready and planning tools to 

address resistance to change.

Course Length: Approximately 2 hours

HBS 406

Coaching

Here students will learn how to get the best from their 

direct reports and, through coaching, help others master 

new skills. They will learn how to use a four-step process to 

facilitate the professional growth of those they have agreed 

to coach. Participants will discover how to strengthen their 

skills so they can be more effective coaches.

Course Length: Approximately 2 hours

HBS 407

Crisis Management 

For managers who know what to do, every crisis is an 

opportunity to shine. This module instructs how to chart a 

course through crisis situations, from crisis plan develop-
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

224

HBS 411

Developing Employees

Here students will be taught how to easily apply recommendations for addressing employees’ developmental needs. 

This module includes strategies for maximizing return on 

management, growing competent employees, and keeping 

star performers motivated. It also addresses use of development planning to help team members improve individual 

performance, make the most of career opportunities, and 

maximize contributions to an organization’s performance.

Course Length: Approximately 2 hours

HBS 412

Difficult Interactions 

Learn how to discuss and resolve difficult interactions in 

the workplace—whether with employees, peers, bosses, or 

even customers and suppliers. This module includes tools 

and techniques to help students decide which situations are 

worth resolving, find the source of the difficulty, productively 

discuss the emotions that difficult interactions can rouse, 

and overcome barriers to action.

Course Length: Approximately 2 hours

HBS 413

Dismissing an Employee 

Dismissing an employee is one of the most difficult, painful 

tasks a manager can face. Learn how to manage a dismissal 

effectively—including making key decisions before, during, 

and after the critical event. Handled skillfully, dismissing 

an employee can set a team—and a company—on a positive 

new path.

Course Length: Approximately 2 hours

HBS 414

Diversity 

Learn how to manage diversity to extract maximum value 

from employees’ differences—including how to recruit 

diverse talent, resolve diversity-related conflicts, and communicate with employees and customers from other cultures.

Course Length: Approximately 2 hours

HBS 415

Ethics at Work 

Here students will learn how to use a three-step framework 

to solve “right versus right” ethical dilemmas and how to 

foster a climate of integrity within an organization.

Course Length: Approximately 2 hours

HBS 416

Feedback Essentials 

Learn how and when to use various types of feedback to 

maximize openness and encourage learning. This module 

covers information on establishing a receptive work 

environment, giving effective feedback, receiving feedback 

openly, being patient with noncommunicators, and managing barriers to feedback.

Course Length: Approximately 2 hours

HBS 417

Finance Essentials 

This primer shows nonfinancial managers how their units 

fit into the company’s overall financial picture. It includes 

easy-to-understand explanations of the income statement, 

balance sheet, and cash-flow statement, plus practical 

advice for pulling together a department’s budget and justifying an investment or expenditure.

Course Length: Approximately 2 hours

HBS 418

Global Collaborations 

This module focuses on how to manage a global collaboration—including how to negotiate, build trust, overcome 
225

creative ideas. Innovation results when a creative idea is put 

to use. However, the implementation phase is where many 

good ideas fail. Learn how to implement an innovation, from 

crafting a vision statement to managing resistance.

Course Length: Approximately 2 hours

HBS 423

Laying Off Employees 

Implementing a layoff is one of the most difficult and painful 

tasks a manager can face. This module teaches how to 

effectively manage a layoff—including making key decisions 

before, during, and after the critical event. Handled skillfully, a layoff can set a team—and a company—on a positive 

new path.

Course Length: Approximately 2 hours

HBS 424

Leading and Motivating

A synopsis of the essential tasks of leadership: setting direction, aligning people, and motivating others. Learn how to 

recognize the skills and characteristics of effective leaders, 

create an inspiring vision, and energize people to support 

and work toward goals.

Course Length: Approximately 2 hours

HBS 425

Managing Upward

Gain insight into developing a mutually rewarding relationship, with skills for communicating and negotiating with a 

manager. Students will learn tips for presenting problems or 

opportunities to a supervisor and accepting responsibility 

for proposed actions.

Course Length: Approximately 2 hours

language barriers, and navigate geographical as well as 

cultural challenges.

Course Length: Approximately 2 hours

HBS 419

Goal Setting 

Here students learn how to organize their work around clear 

and meaningful objectives, with tools and techniques for 

establishing realistic goals, creating a task list, tracking 

milestones, and evaluating achievement.

Course Length: Approximately 2 hours 

HBS 420

Hiring 

Learn techniques for finding, interviewing, and selecting top 

performers. This module covers information on screening 

resumes, checking references, asking effective questions, 

making the hiring decision, and extending the offer. It also 

includes tools for creating a job profile, preparing for an 

interview, and evaluating job candidates.

Course Length: Approximately 2 hours

HBS 421

Innovation and Creativity 

This module shows how to stimulate creative thinking in 

an intellectually diverse workgroup. Learn to assess and 

then tailor the physical and psychological environment to 

stimulate creative thought, and how to manage the process 

of innovation for maximum impact on an organization.

Course Length: Approximately 2 hours

HBS 422

Innovation Implementation 

This module provides a framework for turning an innovative idea into reality. Innovation is not only about generating 
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

226

HBS 426

Marketing Essentials

Developed especially for nonmarketing managers, this 

module includes fundamentals that will help people 

throughout the organization better understand the importance of marketing and how it relates to them.

Course Length: Approximately 2 hours

HBS 427

Meeting Management 

This module is a timesaving guide to planning and conducting meetings from start to finish. It includes preparation, 

keeping the meeting on track, and follow-up. It gives expert 

advice for dealing with problem behaviors exhibited by 

meeting participants.

Course Length: Approximately 2 hours

HBS 428

Negotiating 

Students will learn about the negotiation process, when 

different types of negotiations are appropriate, essential 

negotiating strategies, and how to become an effective negotiator. A practical guide includes assessing interests of all 

parties, developing opportunities that create value, avoiding 

common barriers to agreement, and implementing strategies 

to make the negotiation run smoothly.

Course Length: Approximately 2 hours

HBS 429

New Manager Transitions 

Learn what it means to be a manager, as well as how to 

navigate the complex and often stressful transition from 

individual contributor to a new manager.

Course Length: Approximately 2 hours

HBS 430

Performance Appraisal 

This module provides instruction in how to prepare for, 

conduct, and follow up on performance evaluations—in ways 

that link employee performance to company and group goals. 

This topic includes information on how to use informal 

performance assessments and feedback as part of regular 

employee interactions, prepare for a formal performance 

meeting with a direct report, document a performance 

meeting, and create a development plan with an employee.

Course Length: Approximately 2 hours

HBS 431

Performance Measurement 

This module includes a review of financial and nonfinancial 

measures used in all areas of organizational performance. 

It addresses both stand-alone measures (including ROI, 

EVA, and BET) and measurement frameworks such as 

dashboards, quality models, and the balanced scorecard. 

Included is a systematic process for tracking performance

of initiatives that can generate improvements across

the organization.

Course Length: Approximately 2 hours

HBS 432

Persuading Others 

Learn how to master the art and science behind successful 

persuasion and begin changing others’ attitudes, beliefs, 

or behavior to create win-win solutions. Formal authority 

no longer gets managers as far as it once did. To do their 

job—accomplishing work through others—managers must 

develop and use skills of persuasion rather than simply 

issue orders.

Course Length: Approximately 2 hours
227

HBS 437

Strategic Thinking 

This module offers practical advice for managers in charge 

of shaping and executing organizational strategy, including 

tips for analyzing opportunities, challenges, and the potential 

consequences of high-level action plans. It addresses identification of broad patterns and trends, creative thinking, analysis of complex information, and prioritization of actions.

Course Length: Approximately 2 hours

HBS 438

Strategy Execution 

Learn what strategy is, how senior management and units 

work together to develop strategy, and how units support a 

company’s strategy by developing and executing action plans 

for strategic initiatives. In many companies, senior management and units are involved in the strategic-planning 

process. Why? This ensures that a company’s strategies— 

both corporate and unit—are tightly aligned and can be 

successfully implemented.

Course Length: Approximately 2 hours

HBS 439

Stress Management 

This module offers practical, hands-on suggestions for 

managing workplace stress—from short-term “quick fixes” 

to long-term methods for both changing situations and 

changing how students respond to them. It teaches the difference between positive stress that enhances productivity 

and negative stress that breeds tension, lowers productivity, 

and undercuts job satisfaction. Strategies are taught for 

dealing with underlying causes of worry and stress, with tactical advice and coping mechanisms for immediate problem 

management.

Course Length: Approximately 2 hours

HBS 433

Presentation Skills 

This module gives sound advice on preparing and delivering presentations that command attention, persuade, and 

inspire. It includes rehearsal techniques as well as tips for 

creating and using more effective visuals. The module also 

addresses the importance of understanding objectives and 

the audience to create a presentation with impact.

Course Length: Approximately 2 hours

HBS 434

Process Improvement 

Learn what business processes are, why improving them is 

essential, and how to carry out a business process improvement (BPI) initiative.

Course Length: Approximately 2 hours

HBS 435

Project Management 

This module teaches the nuts and bolts of project management, including project planning, budgeting, team building, 

execution, and risk analysis. It also covers useful tools and 

techniques such as GANTT and PERT charts, work breakdown structure, and variance analysis.

Course Length: Approximately 2 hours

HBS 436

Retaining Employees 

Why do employees stay with—or leave—their jobs? This 

model teaches strategies for attracting and keeping top 

performers, how to handle common obstacles to retention such as burnout and work/life imbalance, and how 

to develop programs that address the diverse needs and 

interests of a workforce.

Course Length: Approximately 2 hours
Continuous Learning

Appendix D Continuous Learning

Generally, Continuous Learning courses are offered online.

228

HBS 443

Virtual Teams 

Learn how to form a virtual team, assess technology and 

communication needs, keep virtual projects on track, and 

ensure that virtual teams produce high-quality work. This 

module provides concrete suggestions for forming virtual 

teams, including assessing their technology and communication needs, structuring the team to build trust, and 

keeping the team on track.

Course Length: Approximately 2 hours

HBS 444

Writing Skills 

Students will learn to put readers’ needs first to take the 

headache out of writing. Skillful writing can enhance 

respect, extend one’s influence, and help to accomplish 

business objectives. This module teaches students to create 

clearer, more effective written communication and includes 

specific guidelines for preparing memos, letters, emails, and 

other common business documents.

Course Length: Approximately 2 hours

Standard Procurement 

System Training

SPS 100

Standard Procurement System and 

Federal Procurement Data System—

Next Generation System Administrator

This module contains information required to work at a 

system-administrator level with the Standard Procurement 

System (SPS) and Federal Procurement Data System–Next 

Generation (FPDS-NG) Integration. SPS is one of the first 

automated contract-writing systems to receive certification 

for integration with FPDS-NG v1.2. This module is designed 

primarily for SPS system administrators, and it will enable 

them to set up their sites, allow users to interact with FPDSNG, and troubleshoot issues related to user and system 

access with FPDS-NG.

Course Length: Approximately 1 hour

HBS 440

Team Leadership 

This module explains how to establish a team with the 

right mix of skills and personalities and a culture that 

promotes collaborative work. It includes steps to leading 

an effective team and innovative, easy-to-implement 

self-evaluation tools. This course will help students decide 

whether they should establish a team and how to form a 

productive team, launch a team effort effectively, lead a 

team skillfully, and assess the team’s performance.

Course Length: Approximately 2 hours

HBS 441

Team Management 

Learn about the problems that frequently throw a team 

off course and how to prevent them or, if necessary, how 

to get a team back on track. Focus is essential to effective 

teamwork. Learn how to diagnose and overcome common 

problems—such as poor communication and interpersonal 

conflict—that can impede team progress. Learn to take 

corrective measures to remove team problems and improve 

team performance.

Course Length: Approximately 2 hours

HBS 442

Time Management 

This module will teach students effective time management— how to take control of their schedules and use 

their time wisely. Students will learn to analyze how they 

spend time and to prioritize tasks and avoid common time 

wasters. They also will be taught to identify which tasks are 

most critical to achieving their long-term goals; how to use 

scheduling tools for greater efficiency; and how to put their 

schedules into action, evaluating and modifying them along 

the way as needed.

Course Length: Approximately 2 hours
229

SPS 101

Standard Procurement System 

and Federal Procurement Data 

System—Next Generation User 

This module provides professionals with the information 

required to work with the Standard Procurement System 

(SPS) and Federal Procurement Data System–Next Generation (FPDS-NG) at the user level. SPS is one of the first 

automated contract-writing systems to receive certification 

for integration with FPDS-NG v1.2. This module teaches 

SPS users how SPS interfaces with FPDS-NG and about the 

various types of contract action reports that can be created 

in FPDS-NG through SPS.

Course Length: Approximately 2.5 hours

SPS 102

Contracts for Production

This module supports the daily functions of a contract professional. Consisting of 10 lessons, it focuses on the procurement process as it introduces the “basics” of PD2 Advisor 

and explains the specific components of the performance 

requirements process.

Course Length: Approximately 4 hours

SPS 103

SPS System Administration

This module is aimed at system administrators responsible 

for executing tasks related to configuring and maintaining an organization’s PD2 system. It begins by providing 

background on the general PD2 environment, and it shows 

students how to utilize the system’s extensive built-in

help resources.

Course Length: Approximately 11 hours

SPS 104

Report Writing

This course is an online version of the existing instructorled training currently offered by the Joint Program Management Office. The purpose of the conversion is to open the 

training to more procurement professionals than can be 

accommodated in the classroom setting, and it is a viable 

option for procurement professionals who cannot fit the 

classroom training into their busy schedules.

Course Length: Approximately 7 hours

SPS 105

Adapter Online Support Tool

This module was created to assist the user/learner in troubleshooting the most common problems the field encounters 

with the PD2 Adapter. This module will review attributes, 

characteristics, and architecture to provide the learner with 

a better understanding of how to utilize the PD2 Adapter.

Course Length: Approximately 2 hours

SPS 106

Database Maintenance

This module is an online version of the existing instructorled training offered by the Joint Program Management 

Office. The purpose of this conversion is to provide a viable 

option for procurement professionals who cannot fit the 

classroom training into their busy schedules.

Course Length: Approximately 4 hours
p. 230g. 230

Appendix E:

Workshops

Visit http://icatalog.dau.mil to request Workshop 

courses.

230
p. 231

231
Appendix E Workshops

Generally, these are resident courses at DAU.

232

WS 001

Service Acquisition Workshop 

(SAW)

The SAW is a facilitated workshop built round a specific 

acquisition team for their acquisition. The workshop walks 

the complete team through the service acquisition process 

from beginning to end. A key focus is on assisting the team 

in developing their performance requirement using the 

Acquisition Requirements Roadmap Tool and their supporting business strategy. For the SAW to be effective, all 

key members of the acquisition team, program manager, 

contracting officer, and contracting officer’s representatives 

must attend the complete workshop. It should also be scheduled and conducted early in the acquisition process, before a 

requirement and acquisition strategy has been finalized.

Course Length: 4 classroom days

WS 002

Acquisition Program Transition 

Workshop

This workshop emphasizes better government and industry 

collaboration after contract award, and it is tailored to meet 

the specific needs of each program team.

Course Length: 3.5 classroom days
233
p. 234

Appendix F:

Auditing

Visit http://www.dcaa.mil/DCAA_Course_Catalog_13_

All.pdf for more information on Auditing 

courses offered through the Defense 

Contract Audit Institute. 

234
p. 235

235
p. 236

Distance Learning or Facilitated/Online Resident/Local

236

AUD 1113 

Orientation to DCAA 

This course is the first in a series of self-study orientation 

courses. The series is designed to introduce new auditors to 

the Defense Contract Audit Agency (DCAA), government 

contract auditing, and federal procurement laws and regulations. This course provides an overview of DCAA and its role 

in the federal procurement process.

Course Length: About 5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1121 

Briefing Contracts 

Students will learn to apply the basic skills required to

brief routine government contracts. As a result of this 

course, students will be able to (1) identify and interpret the 

various parts of Standard Form 26, which is used to award 

contracts; (2) understand the timing of contract briefings; 

(3) identify and understand the parts of a contract; and (4) 

be aware of the significance of special provisions included in 

the contract.

Course Length: About 3 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1122 

Accounting System Survey 

Students will learn to describe the basic skills required to 

perform an accounting system review. This course consists 

of a student guide with integrated video clips. The video 

clips simulate an auditor performing an accounting system 

review from the initial contact with the contractor through 

the exit conference. The course also discusses the purpose of 

the review, highlights key items to review during the audit, 

and provides guidance on completing the Standard Form 

1408, Preaward Survey of Prospective Contractor Accounting System.

Course Length: About 4 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1126 

Adequacy of Proposals 

Students will learn to determine whether a contractor’s 

proposal is adequate based on the requirements of Federal 

Acquisition Regulation (FAR) 15.4. Upon completion of 

this course, students will be able to (1) perform an initial 

assessment of proposal adequacy before beginning audit 

field work; (2) determine the adequacy of the contractor’s 

supporting data for individual cost elements based on FAR 

15.4 criteria; (3) describe the contractor’s and auditor’s 

responsibilities regarding an adequate proposal; (4) list the 

steps required when inadequacies are identified; and (5) 

describe requirements.

Course Length: About 10 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1142 

Progress Payments 

DCAA auditors make up the target audience. Students will 

be able to (1) discuss the advantages, risks, and sensitivities of contract financing; (2) identify the types of contract 

financing; (3) distinguish between the types of progress payments; (4) access the Central Contractor Registration (CCR) 

database; (5) describe the various functions of the progress 

payment team; (6) identify types of risk assessment; (7) 

discuss supervision of progress payments; (8) identify the 

Risk Assessment–Audit Planning Considerations; (9) evaluate the propriety of the information in the progress payment 

request; and (10) prepare an audit report in accordance 

with the Contract Audit Manual chapter 10-2 and 10-1200 

requirements for progress payment evaluations.

Course Length: About 7.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

Appendix F Auditing
p. 237

237

Upon Procedures (AUP) in compliance with Generally 

Accepted Government Auditing Standards (GAGAS), and 

agency policy.

Course Length: About 1 hour

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1261 

Scanning Guidance 

Students will learn how to identify what constitutes 

sufficient and appropriate audit evidence, Contract Audit 

Manual (CAM) guidance on evidence documentation, CAM

guidance on scanning, and CAM guidance on controls over 

scanned documents.

Course Length: About 1 hour

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1265 

APPS Performance Support Module

Defense Contract Audit Institute requires that all new 

auditors take this course and complete the final exam before 

attending AUD 1150, Technical Indoctrination. This course 

introduces new auditors to the APPS interface and APPS’ 

working paper and reporting processes. The course also 

reviews significant Microsoft Office tools used in APPS to 

create, manage, and navigate APPS’ electronic workingpaper packages.

Course Length: About 2.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1269 

Working Paper Documentation 

This course provides an overview of DCAA audit workingpaper documentation requirements.

Course Length: About 3.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1150 

Technical Indoctrination

Newly hired auditors taking this course will learn the basic 

concepts, techniques, and procedures of contract auditing; 

the organizational structure of the Defense Contract Audit 

Agency; and audit guidance processes. Students need a basic 

proficiency in Microsoft Windows and Office applications.

Course Length: 10 classroom days

Method of Delivery: Resident

AUD 1221 

Basic Flowcharting 

Students will learn to define the basic principles of flowcharting techniques as they relate to systems and program 

flowcharts: flowchart symbols and techniques, systems 

and program flowcharting, the purposes and processes of 

flowcharting systems, and preparing flowcharts for various 

contractor systems.

Course Length: About 3.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1231 

Intermediate Contract Auditing

Staff auditors taking this course will obtain information 

needed to adequately plan and conduct a forward-pricing 

proposal audit. Class discussions, practical exercises, and 

group case studies are used to highlight problem areas and 

evaluate alternative courses of action.

Course Length: 5 classroom days

Method of Delivery: Resident

AUD 1249 

Agreed-Upon Procedures 

Students will learn how to determine the appropriate 

requirements for performing and reporting on Agreed-
p. 238

Distance Learning or Facilitated/Online Resident/Local

238

AUD 1271 

Permanent Files 

Here students will learn to identify the basic skills needed 

in order to create or upgrade permanent files. The course 

discusses the purpose and uses for the permanent file, 

methods for working with contractors to access records, the 

difference between a permanent file and a current file, and 

the electronic Permanent File (ECPF) System.

Course Length: About 3.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1283 

Fraud Awareness 

This course offers an overview of the auditor’s responsibility 

for the consideration of fraud in DCAA’s audits and aims to 

heighten auditor awareness of the possibility of fraudulent 

activities.

Course Length: About 6.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1440 

GAGAS 

The student will learn to identify and apply the requirements 

of Generally Accepted Government Auditing Standards 

(GAGAS). This course provides information necessary 

to perform an audit in accordance with these standards. 

Exercises, examples, and review questions are used to help 

reinforce the key points throughout each lesson.

Course Length: About 9 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1541 

Cost Accounting Standards 

This course is designed to provide the field auditor the ability 

to apply the Cost Accounting Standards Board (CASB)

rules, regulations, and standards most often encountered, 

including CAS coverage, direct and indirect cost allocation, cost accounting practice changes, and cost impacts. 

Participants must be GS-11 and above with at least 2 years of 

DCAA service.

Course Length: 5 classroom days

Method of Delivery: Resident

AUD 1570 

CAS—Administration

and Coverage 

Students will learn to recognize the provisions for administration of the Cost Accounting Standards (CAS) and the 

general requirements for CAS coverage. CAS administration topics include basic CAS definitions, comparisons of 

CAS with Federal Acquisition Regulation and Generally 

Accepted Accounting Procedures, format of the standards, 

and the contractor’s responsibilities under Public Law 

91-379. CAS coverage topics include primary CAS exemption 

criteria, dollar thresholds for full and modified coverage, and 

effective and applicable dates.

Course Length: About 6 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1571 

CAS 401, 402, and 405 

Students will learn to identify the fundamental requirements of Cost Accounting Standard (CAS) 401—Consistency in Estimating, Accumulating, and Reporting Costs; 

CAS 402—Consistency in Allocating Costs Incurred 

for the Same Purpose; and CAS 405—Accounting for 

Unallowable Costs. This course provides information 

necessary to determine whether a contractor’s policies, 

procedures, and practices comply with these standards. 

Exercises, examples, and review questions are used to help 

reinforce the key points throughout each lesson.

Course Length: About 4.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

Appendix F Auditing
p. 239

239

dards. Exercises, examples, and review questions are used to 

help reinforce the key points throughout each lesson.

Course Length: About 6.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1575 

CAS 406 

Students will learn to identify the fundamental requirements of Cost Accounting Standard (CAS) 406, Cost 

Accounting Period. This course provides information 

necessary to determine whether a contractor’s policies, procedures, and practices comply with this standard. Exercises, 

examples, and review questions are used to help reinforce 

the key points throughout each lesson.

Course Length: About 5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1576 

CAS 408 and 415 

Students will learn to identify the fundamental requirements of Cost Accounting Standard (CAS) 408, Accounting 

for Costs of Compensated Personal Absence, and CAS 

415, Accounting for the Costs of Deferred Compensation. 

This course provides information necessary to determine 

whether a contractor’s policies, procedures, and practices 

comply with these standards. Exercises, examples,

and review questions reinforce key points throughout

each lesson.

Course Length: About 6.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1572 

CAS 403, 410, 418, and 420 

Students will learn to identify the fundamental requirements of Cost Accounting Standard (CAS) 403—Allocation 

of Home Office Expenses to Segments; CAS 410—Allocation 

of Business Unit General and Administrative Expenses to 

Final Cost Objectives; CAS 418—Allocation of Direct and 

Indirect Costs; and CAS 420—Accounting for Independent 

Research and Development and Bid and Proposal Costs. 

Information is provided to determine whether a contractor’s policies, procedures, and practices comply with these 

standards. Exercises, examples, and review questions help 

reinforce the key points throughout each lesson.

Course Length: About 10 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1573 

CAS 404 and 409 

This course teaches how to identify the fundamental 

requirements of Cost Accounting Standard (CAS) 404—

Capitalization of Tangible Assets and CAS 409—Depreciation of Tangible Capital Assets. Information is provided for 

determining whether a contractor’s policies, procedures, and 

practices comply with these standards. Exercises, examples, 

and review questions are used to help reinforce the key points 

throughout each lesson.

Course Length: About 6.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1574 

CAS 414 and 417 

Students will learn to apply the concepts of Cost Accounting 

Standard (CAS) 414—Cost of Money as an Element of the 

Cost of Facilities Capital and CAS 417— Cost of Money as an 

Element of the Cost of Capital Assets Under Construction 

and to understand the Cost Accounting Standards Board–

Facilities Capital Cost of Money. This course provides 

information necessary to determine whether a contractor’s 

policies, procedures, and practices comply with these stan-
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AUD 1577 

CAS 407 

This course teaches how to identify the fundamental 

requirements of Cost Accounting Standard (CAS) 407, Use 

of Standard Costs for Direct Material and Direct Labor. 

This course provides information necessary to determine 

whether a contractor’s policies, procedures, and practices 

comply with this standard. Exercises, examples, and review 

questions are used to help reinforce key points throughout 

each lesson.

Course Length: About 3 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1578 

CAS 416 

Students will learn to identify the fundamental requirements of Cost Accounting Standard (CAS) 416, Accounting 

for Insurance Costs. This course provides information 

necessary to determine whether a contractor’s policies, procedures, and practices comply with this standard. Exercises, 

examples, and review questions are used to help reinforce 

the key points throughout each lesson.

Course Length: About 4 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1579 

CAS 411 

This course teaches how to identify the fundamental 

requirements of Cost Accounting Standard (CAS) 411, 

Accounting for the Acquisition Cost of Material. This course 

provides information necessary to determine whether a 

contractor’s policies, procedures, and practices comply with 

this standard. Exercises, examples, and review questions 

help reinforce the key points throughout each lesson.

Course Length: About 5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1580 

CASB Disclosure Statements 

Students will learn the basic knowledge and skills to audit 

Disclosure Statements and to fulfill the auditor’s continuous responsibilities. This course provides a foundation 

for working with contractor Cost Accounting Standards 

Board (CASB) Disclosure Statements, Form CASB DS-1. 

Topics include the purpose of the disclosure statement, 

requirements for disclosure of cost accounting practices, 

audits of disclosure statements, and the auditor’s continuing 

disclosure statement responsibilities.

Course Length: About 9 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1601 

FAR 31, Allowable and Unallowable 

Costs 

This course covers selected cost principles in Federal 

Acquisition Regulation (FAR) 31.2. It teaches how to identify 

the types of contracts covered by the cost principles and 

how to define allowability, allocability, reasonableness, and 

total cost. Students also will learn which costs are always 

allowable or unallowable, and how to apply the applicable 

cost principles in audits of commercial activities. Specific 

costs covered are bonding, labor relations, maintenance and 

repair, manufacturing and production engineering, material, 

plant protection, service and warranty, transportation, other 

business expenses, bad debts, contributions or donations, 

entertainment, losses on other contracts, organization, 

goodwill, and alcoholic beverages.

Course Length: About 6.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1602 

Allowable Costs with Restrictions 

(Non-Employee) 

This course covers selected cost principles in Federal 

Acquisition Regulation (FAR) 31.2. Students will learn 

about allowable and unallowable costs, with restrictions on 

nonemployee-related costs. The course also shows how to 

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AUD 4035 

Quantitative Methods Refresher 

Students will learn to use the current quantitative methods 

(statistical sampling, regression analysis, and improvement 

curves) in contract audits. They will learn to discuss statistical and analytical terms and concepts; identify proper audit 

applications for statistical sampling, regression analysis, 

and improvement curve techniques; understand and use the 

Windows-based EZ-Quant applications for statistical sampling, regression analysis, and improvement curves; evaluate key QM measures and graphs associated with EZ-Quant 

output; suggest methods of improving EZ-Quant statistical 

results; and explain how QM results and graphs should be 

incorporated into the overall audit package and report.

Course Length: 40 duty hours

Method of Delivery: Resident

AUD 6115 

Effective Report Writing 

Students will learn how to write quality audit reports and 

explain the audit process by which they are generated. This 

course examines the audit process and relates the audit 

report to this process. The audit process includes communication (writing techniques), planning (audit program), 

working papers (conclusion/note), the audit report (purpose, 

attributes), and follow-up.

Course Length: 5 classroom days

Method of Delivery: Resident

ties. Specific costs covered are public relations, advertising, 

lobbying, political activity, consultant, professional activity, 

insurance, legal, cost of money, depreciation, gains and 

losses related to the sale of buildings and equipment, idle 

facilities, plant reconversion, special tooling and equipment, business combinations, rental, internal research and 

development, patent, selling, economic planning, taxes, and 

other business costs.

Course Length: About 6.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1603 

Allowable Costs with Restrictions 

(Employee) 

This course covers selected cost principles in Federal 

Acquisition Regulation (FAR) 31.2. Students will learn 

about restrictions on labor costs and when those costs are 

allowable and unallowable. The course also shows how to 

apply the applicable cost principles in audits of commercial 

activities. Specific costs covered in the course are compensation for personal services; employee morale, health, 

welfare, food service, and dormitory costs and credits; 

recruitment costs; training and educational costs; pensions; 

travel; and relocation.

Course Length: About 6.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 2311 

Defective Pricing 

Students will learn to develop and reinforce skills for 

planning and performing defective-pricing reviews. This 

course provides a description and explanation of the law 

and leads the student through a defective-pricing audit 

using integrated video clips.

Course Length: About 9.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel
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AUD 6220 

Auditor Interview

and Interpersonal Reactions 

This course teaches students how to improve communications with contractor, procurement, and DCAA personnel. 

Students will learn how to identify interpersonal challenges 

in the audit environment; develop a model of communication and discuss the various components; describe effective 

listening guidelines and barriers; recognize the difference 

between positive and negative manipulation; identify the 

four communication styles and discuss the characteristics 

of each style; identify a systematic approach for effective 

interviews; and identify expressed and wanted behavior 

with respect to inclusion, control, and affection. Students 

will demonstrate understanding of course concepts through 

role-playing exercises.

Course Length: 5 classroom days

Method of Delivery: Resident

AUD 6240 

Oral Presentation Workshop 

This course offers instruction in making informative and 

persuasive presentations. Students will be able to describe to 

an audience the assertions in their audit reports; effectively 

use common visual aids; employ bridging techniques when 

answering tough discussion questions; use techniques to 

decrease stage fright; and explain and apply professional 

nonverbal modes of communication.

Course Length: 5 classroom days

Method of Delivery: Resident

AUD 8414 

DDI Leadership Skills 

This course explores how communication and relationship 

skills tie into the Defense Contract Audit Agency’s (DCAA) 

Core Values of integrity, mutual respect, trust, excellence, 

accountability, and teamwork. The course also explores the 

DCAA leadership principles of exhibiting a positive attitude, 

being involved, communicating interactively, modeling 

professionalism, demonstrating ethical behavior, responding flexibly, acting decisively, and showing responsibility.

Course Length: 5 classroom days

Method of Delivery: Resident

AUD 8564 

Administration and Management 

of Audits for Supervisors 

Students will learn to prepare a program plan; prepare and 

manage an operating plan; prepare reimbursable billings; 

use the Defense Contract Audit Agency Management 

Information System (DMIS) to set up an assignment; and 

document supervisory review, including initial and interim 

guidance and final review comments. They will use DMIS 

in disposition assignments, calculate audit statistics for 

incurred cost and forward pricing, and describe the Price 

Negotiation Memorandum follow-up process. Students 

will also learn to identify the critical reports available for 

managing the life cycle of audits.

Course Length: 5 classroom days

Method of Delivery: Resident

AUD 8565

Supervision 

This course stresses the importance of employee development and active supervisory involvement in achieving the 

Defense Contract Audit Agency’s goal to deliver quality 

audits. It discusses a broad range of human resource topics.

Course Length: 5 classroom days

Method of Delivery: Resident

AUD 8611 

EEO for Supervisors 

Upon successful completion of this course, the student will 

be able to understand Equal Employment Opportunity (EEO) 

laws, the complaint process, and EEO-related issues commonly faced by supervisors. The student also will be able to 

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understand procedures and resources for providing reasonable accommodations and be able to define sexual harassment and understand the supervisor’s role in preventing it.

Course Length: About 1.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 8655 

Human Resources for Supervisors 

The student will learn to understand and comply with 

human resource policies and regulations. The course 

provides the supervisor with an understanding of the Merit 

System Principles, prohibited personnel practices, position 

classification, staffing and recruiting, employee development, performance management, disciplinary actions, leave, 

grievances, labor relations, employee records, emergencies, 

and quality of work life programs.

Course Length: About 4 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD B4121 

Statistical Sampling

Statistical Sampling concentrates on the knowledge and 

skills necessary to perform statistical sampling in the 

contract audit environment.

Course Length: 5 classroom days

Method of Delivery:Resident

AUD S5651 

Retrieving and Analyzing 

Electronic Data Using SAS

Students will learn to retrieve and analyze electronic contractor data using Base SAS for Windows.

Course Length: 5 classroom days

Method of Delivery:Resident
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Image credit: Octavia Davis