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 the right acquisition outcomes

Goals

Provide an integrated, interactive learning environment that develops qualified acquisition, 

requirements and contingency professionals, enabling workforce members, teams, and 

organizations to improve acquisition outcomes

Continuously improve our infrastructure and mission support processes to optimize use of 

resources and technology

Support congressional and DoD acquisition improvement initiatives through thought 

leadership, applied research, and engagement with key acquisition organizations

Foster an environment that encourages continuous development, promotes diversity, 

and rewards achievement to enhance job satisfaction and performance

Proactively engage our customers and stakeholders to understand their mission 

requirements and develop responsive solutions to enhance performance
p. 3

introduction p. 5

The Defense Acquisition University

Message from the President 

What’s New

Where to Find Information

section 1 p. 11

The Defense Acquisition University

Our Work

Our Accreditation 

Our History

Our Organization 

Our Faculty and Staff 

Our Facilities 

DAU Leadership

DAU Board of Visitors

Regions and Colleges

section 2 p. 33

DAU’s Learning Assets

Performance Learning 

Training and Continuous 

Learning Courses 

Mission Assistance

Knowledge Sharing

Other Services

section 3 p. 43

The Defense Acquisition Workforce Communities and Programs

Workforce Management—Functional Leaders Defense Acquisition Communities

section 4 p. 127

Acquisition Workforce Management and Administration

Overview of Acquisition 

Workforce Career Management 

Course Registration Information 

Procedures by Service

Administrative Information

Appendix A: 

Training Courses p. 139

Appendix B: 

Course Prerequisites p. 165

Appendix C:

Continuous Learning p. 173

Appendix D: 

Targeted Training p. 223

Appendix E: 

Auditing p. 233

1|

3|

4|

Contents

I|

2|

a|

b|

c|

d|

e|
pg. 4
pg. 5

p. 06 Message from the President

p. 08 What’s New

Introduction:The Defense 

Acquisition University

i
p. 6

DEFENSE ACQUISITION UNIVERSITY 

9820 BELVOIR ROAD, FORT BELVOIR, VIRGINIA 22060-5565

Message From the President

As the primary acquisition training organization for the 

Department of Defense, the DAU offers a full range of learning 

assets to members of the Defense Acquisition Workforce and 

requirements and contingency professionals who deliver 

and sustain effective and affordable warfighting capabilities. 

Whether you work for one of the military departments or a 

Defense agency, DAU will facilitate your career-long training 

needs.

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

pertinent training in our classroom and online courses. 

But we recognize learning doesn’t end there. We also 

offer mission assistance (consulting and interactive team 

training) targeted to the specific needs of your organization. 

Our online continuous learning and knowledge-sharing 

products are available to you around the clock. This catalog 

provides details of many of these learning assets; additional 

information is available at www.dau.mil .

DAU is accredited by the Council on Occupational Education, 

so you can be sure the training you receive and University 

business practices meet stringent criteria approved by the 

U.S. Department of Education. We take our mission very 

seriously and strive every day to create the right learning 

experience for you and your organization so you can 

effectively accomplish your mission.

This year we are particularly excited about the establishment 

of the seventh DAU branch campus, the College of Contract 

Management. While courses still are in development, this 

catalog will give you a good understanding of the purpose 

of the College of Contract Management and the overall 

framework of courses it soon will be offering.

Through constant improvement of our learning assets and 

business practices, we are committed to developing qualified 

acquisition professionals and fully capable acquisition 

organizations. To further that commitment in 2013, we will 

continue to upgrade course content, make improvements 

to the online learning experience, and use resources wisely 

to meet the training needs of both the individuals and the 

organizations that comprise that workforce.

 James McMichael

 Acting President

 Defense Acquisition University

“We take our mission very 

seriously and strive every day 

to create the right learning 

experience for you and your 

organization so you can 

effectively accomplish your 

mission. ... To further that 

commitment in 2013, we will 

continue to upgrade course 

content, make improvements 

to the online learning 

experience, and use resources 

wisely to meet the training 

needs of both the individuals 

and the organizations that 

comprise that workforce.”

The Defense Acquisition University
p. 7

Introduction
p. 8

What’s New

College of Contract Management

On October 28, 2011, DAU and the Defense 

Contract Management Agency (DCMA) signed 

a Memorandum of Agreement establishing 

the College of Contract Management (CCM). 

The CCM will focus on meeting the contract 

management training requirements of DCMA 

personnel. 

As Dean of the CCM, Dr. Kurt Stonerock is 

coordinating course development with DAU staff 

and DCMA subject-matter experts. Mr. Charlie 

Williams, Director, DCMA, is the Competency 

Lead, who will coordinate with the Functional 

Leaders of other career fields to ensure contract 

management is addressed adequately in the 

respective curricula. 

For more information about the CCM, see p. 

30 and p. 124 of this catalog. In the coming 

training year, watch for course offerings and 

learning assets delivered by CCM at existing DAU 

campuses and DCMA facilities, as well as online. 

Services Acquisition Mall

The Services Acquisition Mall (SAM) streamlines 

the task of creating performance-based service 

acquisition requirements. With a simple click 

of the mouse, students can explore “wings” and 

“stores” within the mall at http://sam.dau.mil—such as 

transportation, electronics and communications, 

medical, and construction services, to name a few.

Acquiring a service contract is a seven-step 

process, with each step building upon the 

previous one. Completing the Service Acquisition 

Process in order will help ensure an acquisition 

team efficiently and effectively delivers the 

performance results its stakeholders need.

The SAM Automated Requirements Roadmap 

Tool (ARRT) is a job aid used to create 

Performance Work Statements (PWS), Quality 

Assurance Surveillance Plans (QASP), and 

Performance Requirement Summaries 

(PRS). ARRT is developed in Microsoft Office 

applications and generates Microsoft Word 

documents for use in an acquisition.

Mission Assistance

Today's acquisition environment is complex and 

presents many technical challenges associated 

with developing new capabilities. Shrinking 

DoD budgets and dynamic statutory, policy, and 

process changes are creating extraordinary 

acquisition pressures for program managers. DAU 

can help.

DAU Mission Assistance professionals—faculty 

members who are subject-matter experts across 

various functional areas—can address and help 

resolve specific complex challenges faced by a 

program office team. These seasoned acquisition 

experts bring valuable insights to assist DoD 

acquisition program organizations facing cost, 

schedule, and performance hurdles.

For more information and points of contact, visit 

www.dau.mil/ma. 

Student Information System

To better 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 peruse the course catalog, 

register for courses, understand certification 

requirements, download pre-course work, and 

communicate with faculty, all through one simple 

interface. Look for implementation late in Fiscal 

Year 2013.

The Defense Acquisition University
p. 9

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.

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/

Defense.Acquisition.University.

Flickr

The photo-hosting Web site Flickr 

allows DAU to highlight our best 

photos, giving users a glimpse into 

life at the university, and to share 

high-resolution photos with external 

award winners. Take a look at www.

flickr.com/defenseacquisitionuniversity.

Introduction

YouTube

DAU is leveraging YouTube’s extensive 

reach to promote its learning assets and to 

spread awareness of Defense acquisition. 

Although many DoD organizations block 

access to the YouTube Web site due to 

security, productivity, and bandwidth 

concerns, the page is accessible to 

external audiences where they are using 

the Web site the most—at home. Watch at 

www.youtube.com/defenseacquisition.

LinkedIn

By joining the DAU interest group, 

users are able to communicate with 

professional contacts, creating a sense 

of community for acquisition workforce 

members to network, share, and learn 

from each other. DAU’s LinkedIn page is 

waiting for users at www.linkedin.com/groups/

Defense-Acquisition-University-4556755.

If you have any questions or suggestions for DAU’s social 

media team, e-mail social.media@dau.mil.
pg. 10
pg. 11

p. 12 Our Work

p. 12 Our Accreditation

p. 12 Our History

p. 13 Our Organization

p. 14 Our Faculty and Staff

p. 14 Our Facilities

p. 16 DAU Leadership

p. 17 DAU Board of Visitors

p. 18 Regions and Colleges

Section 1: The Defense 

Acquisition University

1
p. 12

The Defense Acquisition University

Our Work | Our Accreditation | Our History | Our Organizatiion

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 impact 

acquisition excellence. 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.

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 www.acenet.edu/credit/reviewprocess.

Our History

The Defense Acquisition Workforce Improvement 

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

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 

training to the Defense Acquisition Workforce, 

and two colleges serving national audiences. 

DAU also has strategically partnered with 

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; assignmentspecific training; mission assistance; and 

job-relevant applied research. The university 

also fosters professional development through 

consulting efforts, rapid-deployment training 

on emerging acquisition initiatives, online 

knowledge-sharing tools, and continuous learning 

opportunities. 

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 and was 

reaffirmed in 2008.

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. 

DAU has been 

accredited as 

an Authorized 

Provider by the 

International 

Association 

for Continuing 

Education and 

Training (IACET),/ 

1760 Old Meadow 

Road,/Suite 500/

McLean, Va -22102/

Telephone: 

703-506-3275.
p. 13

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 the chief executive officer 

of the university and directs the acquisition 

education, training, mission assistance, and 

research activities of the university. The DAU vice 

president is responsible for the operations and 

execution of the university’s mission. 

The DAU chief of staff coordinates the strategic 

planning process, human resources management, 

professional development, logistics, and other 

support services.

The Planning, Policy, and Leadership Support 

Office is responsible for strategic planning, 

accreditation, corporate communications and 

outreach, the strategic partnership program, 

enterprise performance management, policy and 

procedures management, and faculty policy. 

The Performance and Resource Management 

Directorate is responsible for business oversight 

and financial management of DAU’s resources 

relating to its program and operations, including 

all resource aspects of DoD’s planning, 

programming, budgeting, and execution process.

The industry chair provides defense industry 

experience, expertise, and perspective to foster 

defense acquisition management training. 

The chair facilitates DAU-industry strategic 

partnerships . 

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.

DAU’s college and regional deans oversee the 

day-to-day functions of their respective areas 

of responsibility, ensuring that DAU properly 

supports professional development and 

partnership/acquisition-related events. The 

Defense Systems Management College provides 

executive-level and international acquisition 

management, and requirements management 

training, consulting, and research. The College 

of Contract Management has been established 

to provide structured and systematized courses 

and learning assets to meet the training needs 

primarily of Defense Contract Management 

Agency (DCMA) personnel.

The Learning Capabilities Integration Center 

(LCIC) is responsible for curricula policy 

interfaces and interrelationships. LCIC 

develops and manages learning assets, including 

certification and Core-Plus courses, and 

continuous learning modules (CLMs); develops 

course content, determining delivery methods, 

and prepares course materials; 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 instititons.

The Global Learning and Technology Center 

provides technology support and learning 

analytics for DAU distance learning products 

and services, continuous learning modules, and 

knowledge-sharing platforms.

The David D. Acker Library and Knowledge 

Repository supports university research by 

providing the latest virtual learning and research 

opportunities afforded by technology to DAU 

students and alumni. The library also has an 

extensive collection of printed materials.

The Operations Support Group supports all 

of DAU in the following areas: public affairs; 

protocol; administrative, logistical, and audio/

visual services; publications; and information 

systems.

The Human Resources Department advises the 

president, vice president, and chief of staff on 

the appropriate implementation of DAU's human 

capital goals and objectives. Human Resources is 

Section 1
p. 14

responsible for managing workforce planning, 

recruiting, and hiring, employee retention, and 

performance measurement and appraisal.

The Director, AT&L Human Capital Initiatives, 

performs Defense Acquisition Workforce 

strategic analysis, and human capital planning for 

the Office of the Under Secretary of Defense for 

Acquisition, Technology and Logistics.

Organizations Colocated with DAU:

The Director, Acquisition Career Management 

(DACM), for the Defense Agencies (4th Estate), 

assists in managing the accession, training, 

education, and career development of the DoD 

components outside the military departments. 

The office also collaborates with the Service 

DACMs in matters related to Defense Acquisition 

Workforce education, training, and career 

development.

The Federal Acquisition Institute (FAI), 

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. In conjunction with its partners, 

FAI seeks to ensure availability of exceptional 

training, provide compelling research, promote 

professionalism, and improve acquisition 

workforce management.

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 upon real-world experience to 

relate to students in the classroom and online, 

and 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 the 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 such as public affairs, 

protocol, human resources, administrative and 

logistical services, publications management 

and graphic design, academic support services, 

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 a comprehensive learning 

environment. The university’s capabilities 

include:

+ More than 80 classrooms located throughout the 

university’s regions and college campuses

+ More than 110 breakout rooms that can be used for 

small group discussions during classes

+ More than 2,200 laptops available for classrooms to 

allow each student his or her own computer

+ Multiple TelePresence sites, allowing professors to 

remotely connect to classes and students

+ A 400-seat main conference center

+ Numerous small conference rooms, seating 

25 to 100 people each

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 also has established a teaching and 

learning lab, which allows professors to test out 

new technologies that aid in the effective delivery 

of course materials.

The Defense Acquisition University

Our Faculty and Staff | Our Facilities
p. 15

Section 1
p. 16

Dr. James McMichael

Acting President

Mr. Joseph Johnson 

Chief of Staff and

Acting Director, Planning, Policy, 

and Leadership Support

RADM Lenn Vincent, 

USN (Ret.)

Industry Chair

Mr. Mark Whiteside

Director, Performance and 

Resource Management

Mr. Richard 

Hoeferkamp

Pentagon Liaison

Mr. Travis Stewart

Dean, Midwest Region

Mr. Andy Zaleski 

Dean, West Region

Dr. Kurt Stonerock 

Dean, College of Contract 

Management

Mr. James L. 

McCullough II

Dean, South Region

Ms. Barbara Smith

Dean, Mid-Atlantic Region

Dr. Roy Wood

Dean, Defense Systems 

Management College

Mr. Robert Daugherty 

Dean, Capital and Northeast 

Region

Mr. Tim Shannon

Director, Learning Capabilities 

Integration Center

Mr. Leo Filipowicz

Director, Operations Support 

Group

Ms. Meg Hogan-Roy 

Director, Human Resources 

Mr. Kenneth Spiro 

Acting Director, Human Capital 

Initiatives

Dr. Chris Hardy

Director, Global Learning and 

Technology Center

Dr. Craig Lush

Director, Library and Knowledge 

Repository

DAU 

Leadership

The Defense Acquisition University

DAU Leadership | DAU Board of Visitors
p. 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

Ms. Susan Coté 

VP of Corporate Contracts, 

Pricing and Supply Chain, 

Northrop Grumman Corp.

GEN William G.T. 

Tuttle, Jr., USA (Ret.) 

Chairperson

Mr. Michael Joyce 

Senior VP of Operations 

and Program Management, 

Lockheed Martin

Mr. Christopher Raymond

VP for Business Development and 

Strategy, Boeing Defense, Space 

and Security

Mr. Norman B. 

Kamikow

President and Editor in Chief, 

MediaTec Publishing, Inc.

Gen. Ronald W. Yates,

USAF (Ret.)

Consultant

BGen Michael Brogan, 

USMC (Ret.)

Senior Vice President,

ManTech International Corporation

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

Section 1
p. 18

The DAU West Region is the primary acquisition 

learning location supporting 30,013 Defense 

Acquisition Workforce professionals located 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 Navy Region 

Southwest, the Space and Naval Warfare Center, 

Naval Base Ventura County, and Los Angeles Air 

Force Base.

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/pages/partnerships.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/sites/locations/w/default.aspx
p. 19

San Diego, California 

HAVE QUESTIONS? CONTACT dauwest@dau.mil

Section 1
p. 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/

pages/partnerships.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/sites/locations/mw/default.aspx
p. 21

Kettering, Ohio

HAVE QUESTIONS? CONTACT daumidwest@dau.mil

Section 1
p. 22

With its headquarters in the dynamic community 

of 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 a diversity of 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, and convenient 

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 DAU South Region. A list 

of all DAU partnerships can be found at 

www.dau.mil/aboutdau/pages/partnerships.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

AAC/EN

102 West D Avenue, 1st Floor

Eglin AFB, FL 32542-6807

850-882-8785

Fax: 850-883-3085

Warner Robins, GA

WRLC/PKP

235 Byron Street

Bldg. 300, West Wing 

Door 23A

Robins AFB, GA 31098

478-222-1508, DSN 468

Fax: 478-327-4829 

DAU South Region

www.dau.mil/sites/locations/s/default.aspx
p. 23

Huntsville, Alabama

HAVE QUESTIONS? CONTACT dausouth@dau.mil

Section 1
p. 24

DAU Mid-Atlantic Region is strategically located 

in the town of California, MD, just 7 minutes from 

Patuxent River Naval Air Station. The California, 

MD, site offers a state-of-the-art training facility, 

located amidst a large and growing Defense 

Acquisition Workforce. The Mid-Atlantic Region 

also has three additional training site locations: 

Chester, VA; Norfolk, VA; and Kaiserslautern, 

Germany. 

The Mid-Atlantic Region’s faculty and staff serve 

a Defense Acquisition Workforce of approximately 

23,000 members. 

The region’s largest customers are Naval Air 

Systems Command, the Defense Commissary 

Agency, Langley Air Force Base, U.S. Army 

Training and Doctrine Command, Joint Forces 

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/pages/partnerships.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 

Kaiserslautern, Germany

Defense Acquisition University

Unit 3115

APO AE 09021-3115

240-895-7344

Fax: 240-895-7333

DAU Mid-Atlantic Region

www.dau.mil/sites/locations/ma/default.aspx
p. 25

California, Maryland

HAVE QUESTIONS? CONTACT daumidatlantic@dau.mil

Section 1
p. 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 such as a commissary, a 

post exchange, library, a fitness facility, and other 

services. The DAU Capital and Northeast campus 

itself provides fitness facilities, a library, and a 

cafeteria. 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/pages/partnerships.

aspx.

PRIMARY LOCATIONS

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

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

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/sites/locations/cne/default.aspx 
p. 27

Fort Belvoir, Virginia

HAVE QUESTIONS? CONTACT daucne@dau.mil

Section 1
p. 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/sites/locations/dsmc/default.aspx
p. 29

Fort Belvoir, Virginia

HAVE QUESTIONS? CONTACT dsmcspm@dau.mil

Section 1
p. 30

Colocated with the Defense Contract Management 

Agency (DCMA) headquarters at Fort Lee, VA, 

the College of Contract Management (CCM) 

is chartered to ensure well-trained faculty, 

well-designed curricula, and a cost-effective 

methodology to provide the professional, 

accredited courses necessary to enhance the skills 

of the workforce within DCMA.

CCM was established in October 2011. The courses 

and online learning assets it will offer are still 

under development and will be fielded throughout 

Fiscal Years 2013 and 2014. Curricula will focus 

on contract management functional areas such as:

+ Contracting

+ Contingency Contracting

+ Pricing

+ Quality Assurance

+ Systems Engineering

+ Software Engineering

+ Earned Value Management

+ Manufacturing

+ Supply Chain Predictability

+ Property

+ Plant Clearance

+ Contract Safety

+ Transportation,

+ Packaging

+ Aircraft Operations (safe handling in contractor 

facilities)

+ Contract Terminations

An overarching course focusing on how DCMA 

functional personnel can best leverage their 

in-plant access and insight to support the Defense 

Acquisition Workforce throughout the acquisition 

life cycle also is envisioned.

CCM will support DCMA's provision of customerfocused Contract Administration Services that 

provide 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 providing 

formal training on contract management 

competencies needed for DCMA functional 

personnel to carry out their jobs. This training 

will be in addition to and in alignment with other 

training under the Defense Acquisition Workforce 

Improvement Act (DAWIA) that DCMA functional 

personnel will continue to receive.

PRIMARY LOCATIONS

College of Contract Management

3901 A Avenue

Building 10500

Fort Lee, VA 23801-1809

804-734-0699, DSN 687

Fax: 804-734-0687

College of Contract Management

www.dau.mil/sites/locations/cne/default.aspx 
p. 31

Fort Lee, Virginia

HAVE QUESTIONS? CONTACT dauccm@dau.mil

Section 1
p. 32
p. 33

p. 34 Performance Learning

p. 34 Training and Continuous Learning 

 Courses

p. 34 Mission Assistance

p. 36 Knowledge Sharing 

p. 39 Other Services

Section 2: DAU's 

Learning Assets

2
p. 34

Performance Learning

Underlying the foundation of training and 

development are DAU’s basic services: training 

courses, mission assistance, continuous learning, 

and knowledge sharing. All these services, 

individually and in combination, support the 

workforce throughout a professional’s career, from 

entry level to senior leadership.

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 total learning environment for careerlong solutions at the point of need. The overview 

that follows summarizes DAU’s numerous 

services.

Training and Continuous Learning 

Courses

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, 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, but nonacquisition professionals can take 

courses as well. For updates to these course 

descriptions during the training year, consult the 

online version of the catalog at www.icatalog.dau.mil.

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-touse 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.

Mission Assistance

DAU Mission Assistance provides support at the 

point of need. Today’s acquisition environment 

is complex and presents many technical 

challenges associated with developing new 

capabilities. Shrinking DoD budgets are creating 

extraordinary acquisition pressures. The ability of 

a program manager to bring in the right support to 

help address specific complex program challenges 

can be an invaluable asset. DAU's Mission 

Assistance offers subject-matter expertise 

and learning assets to the Defense Acquisition 

Workforce by providing the right people, products, 

and services when they are needed.

Consulting Services are offered by DAU in most 

topical areas. Seasoned faculty and staff, from our 

business units located nationwide, can consult 

with government acquisition organizations and 

integrated product teams on either a long- or a 

short-term basis. Faculty members have extensive 

acquisition program experience, education, and 

training to provide solutions to individual, field 

organization, and agency acquisition challenges. 

Consulting and facilitation services are offered 

in many areas, including strategic planning, 

collaborative problem solving, focused workshops, 

and planning of all types.

The Program Transition Workshop is offered 

to facilitate better government and industry 

teaming after contract award on defense 

acquisition programs. The 3- to 5-day workshop 

is tailored to match the specific needs of each 

program and is conducted jointly with government 

and industry teams. Ideally held 2 to 4 weeks after 

contract award, the workshop provides training 

on essential startup activities and creates an 

environment of teamwork, communication, and 

trust. 

Services Acquisition Workshops involve 

both government and industry teams and 

program stakholders in collaboratively planning 

to meet specific program/service acquisition 

challenges. For more detail, see www.dau.mil/ma/Pages/

acquisitionWorkshops.aspx.

DAU’s Learning Assets
p. 35

Collaborative Problem Solving assists in 

group deliberation, collaborative decisionmaking, 

and teamwork of all types. Teams use 

networked computers to share information, 

develop plans, examine alternatives, and 

address complex problems. The university’s 

facilitated decisionmaking services use 

ThinkTank electronic meeting software for 

strategic planning, problem solving, team 

building, brainstorming, and other facilitated 

interventions. ThinkTank and other facilitation 

services can be provided at all DAU campuses. 

Think Tank often is used in conjunction with a 

survey tool called Opinio. 

Rapid-Deployment Training is a capability 

DAU established in response to accelerated 

change in acquisition policies, procedures, and 

best practices. By quickly focusing attention 

on high-value initiatives, DAU can develop and 

deliver training via multiple available media 

to large numbers of the Defense Acquisition 

Workforce soon after an initiative is implemented 

and in a parallel direction with formal course 

changes. 

Targeted Training workshops and minicourses are developed by DAU to meet specific, 

targeted needs of DoD acquisition organizations 

and program offices. DAU faculty members 

continually meet with acquisition professionals 

and organizations to gain a better understanding 

of their requirements. The faculty then can 

tailor existing learning assets, such as Defense 

Acquisition Workforce Improvement Act 

(DAWIA) core courses, to meet the learning 

needs of the professionals or organizations. 

See Appendix D for targeted training courses 

currently available.

DAU can provide Mission Assistance across a very 

broad spectrum of challenges. For any problem 

area not referenced in this catalog or on our Web 

site, please call and DAU Mission Assistance will 

do its best to support your need or point you in the 

right direction. To contact Mission Assistance, 

please use this link: http://www.dau.mil/ma/Pages/

Contact.aspx, then mouse over the “Star” for your 

geographic area to get the phone number of your 

regional representative.

Section 2
p. 36

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 for informal learning and 

job performance support. 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 Knowledge Management System 

(AKMS)—composed of the Defense Acquisition 

Portal (DAP), the Acquisition Community 

Connection (ACC), the DoD Acquisition Best 

Practices Clearinghouse (BPCh), the DoD 

Acquisition Encyclopedia (ACQuipedia), and the 

ACQuire search and discovery system—as well 

as the David D. Acker Library and Knowledge 

Repository. 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. The DAP 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.

Utilizing 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:

+ Better Buying Power Initiative Gateway 

+ Defense Acquisition Guidebook

+ Web-enabled Integrated Defense 

 Acquisition, Technology, and Logistics 

Life Cycle Management Chart

+ Ask A Professor (AAP) system

+ Special topic and functional “Gateways”

+ FAR, DFARS, and other FAR supplements

+ Acquisition processes 

+ Defense acquisition policy and regulations

+ Education and professional development

+ Career management and DoD human capital initiatives

+ Community areas

+ Overview of industry’s role in DoD processes

+ Glossaries and acronyms

+ Software tools

+ News, publications, and events

+ Other AT&L Web sites

+ Guidebooks, handbooks, and forms

+ DAU media library

+ Rapid-deployment training

Users can access 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. The ACC 

software serves as the backbone for performance 

learning tools, such as ACQuipedia at https://

acquipedia.dau.mil, the Defense Acquisition Guidebook

at https://dag.dau.mil, and the Program Managers 

e-Tool Kit at https://pmtoolkit.dau.mil. Users can access 

the ACC at https://acc.dau.mil.

Best Practices Clearinghouse (BPCh)

The DoD Acquisition Best Practices

Clearinghouse (BPCh) is designed to help

improve DoD’s systems acquisition processes by

facilitating the selection and implementation of

recommended or proven practices appropriate

to the needs of individual acquisition programs

in a variety of functional and special topic areas.

BPCh users learn from practical results that may

be applied in their environment. Users can access

the BPCh at https://bpch.dau.mil.

DAU’s Learning Assets
p. 37

Section 2
p. 38

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 

Web-enabled Integrated Defense Acquisition, 

Technology, and Logistics Life Cycle Management 

Chart, 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://acquipedia.dau.mil.

Program Managers e-Tool Kit

The Web version of the popular Program 

Managers Tool Kit is easy to update with the 

latest information; and key text and diagrams link 

directly to cited policy, related communities of 

practice, and comprehensive ACQuipedia articles. 

Visitors to the e-Tool Kit will encounter 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.

iTunes University

The first corporate university to appear on 

Apple’s iTunes University, DAU provides users 

with access to videos on a variety of topics for 

all Defense Acquisition Workforce career fields, 

and the university continues to add new videos. 

All content is free to the public, but users must 

first have iTunes installed on their computers. 

Those who have an iTunes account with Apple 

also can subscribe to a particular career field or 

topic channel and have content delivered as soon 

as it becomes available. 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 iTunes-enabled mobile 

devices such as the iPhone, iTouch, or iPad.

Library and Knowledge Repository

The David D. Acker Library and Knowledge 

Repository supports the university’s curricula and 

its defense acquisition research. Full borrowing 

privileges are available to current DAU students, 

and alumni may register for weekend borrowing 

privileges. The library participates in interlibrary 

loans through the Online Computer Library 

DAU’s Learning Assets
p. 39

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 www.dau.mil/studentinfo/learning/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-resident 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 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 for SSCF 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, the national security module, PMT 

401, tours, and a number of DAU classes related 

to leadership. The SSCF program assistance is 

funded by each fellow’s sending command. The 

program is intense and provides time to think 

and reflect without the distractions of the typical 

government workplace.

Center. The David D. Acker Library Web site, 

www.dau.mil/pubscats/Pages/Acker%20Library.aspx, offers 

extensive online research capabilities for DAU 

students, including an online library catalog, 

which provides easy searches by author, title, 

subject terms, keywords, date, and format. If a 

publication is available on the Web, the online 

catalog will provide a link. The library also has an 

extensive collection of books, periodicals, and 

other research materials available to patrons.

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.

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/pages/partnerships.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 is a unique 

partnership with schools that offer Defense 

Acquisition Workforce credit toward master’s 

degrees and certificates of achievement for Level 

II and Level III Defense Acquisition Workforce 

Improvement Act (DAWIA) certification. For 

a current list of partners participating in the 

Excelerate program, go to www.dau.mil/aboutdau/

aboutdocs/excelerate.aspx. 

Section 2
p. 40

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 defense-related 

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 (FFRDCs); think tanks; 

academia; and members of the wider acquisition 

community, in both government and industry, 

whether in the United States or abroad.

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 online only.

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 www.dau.mil/pubscats/Pages/

ARJ.aspx.

To be alerted by e-mail when the new issue of 

either publication is available, sign up for the DAU 

LISTSERV by sending an e-mail to darjonline@dau.mil

and/or datlonline@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 www.dau.mil/pubscats/

default.aspx. 

DAU students and government employees can 

obtain a free single copy of most publications from 

the DAU Publications Distribution Center in Bldg. 

231, Room 9, at Fort Belvoir. Printed copies of the 

Defense AT&L and Defense ARJ are available on a 

limited basis while supplies last.

To receive a free copy by mail, send a request 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. Those 

who do not qualify for a free single copy from 

the DAU Press or who need multiple copies may 

buy copies directly from the DAU Publications 

Distribution Center by using an Inter-Agency/

Military Interdepartmental Purchase Request or 

by writing a check payable to the U.S. Treasury.

DAU’s Learning Assets
p. 41

Section 2
p. 42
p. 43

p. 44 Workforce Management— 

Functional Leaders 

p. 46 Acquisition and Program 

Management Functional 

Community 

p. 46 International Acquisition 

Functional Community

p. 52 Auditing Functional Community

p. 56 Business Functional Communities

p. 64 Contracting, Purchasing, and 

Industrial/Contract Property 

Management Functional

Communities 

p. 80 Engineering and Technical 

Management Functional 

Communities 

p. 98 Facilities Engineering Functional

Community 

p. 102 Information Technology Functional 

Community 

p. 106 Life Cycle Logistics Functional 

Community 

p. 114 Science and Technology Functional 

Community 

p. 118 Test and Evaluation Functional 

Community

p. 124 Defense Contract Management 

Community 

The certification standards published 

in this Catalog are in effect as of Oct. 1, 

2012. 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. 

Section 3: The Defense 

Acquisition Workforce 

Communities and Programs

3
p. 44

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 to address 

career development issues and identify training, 

education, and experience requirements. 

The results from the integrated product teams 

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. 

The Defense Acquisition Workforce Communities 

and Programs
p. 45

Section 3
p. 46

+ Mr. Dave Ahern 

Director, Strategic 

and Tactical 

Systems

+ Mr. Frank Kenlon 

Acting 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, 

including program integrators and analysts, 

program managers, PEOs, and their deputies. 

They may also serve in a number of support and 

management positions throughout the workforce. 

The fundamental responsibilities of the program 

manager are to balance the many factors that 

influence cost, schedule, and performance; to 

interpret and tailor application of the DoD 5000 

Series regulations; and to ensure that highquality, affordable, supportable, and effective 

defense systems are delivered to the warfighter as 

quickly as possible.

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 within the overall Program 

Management career field. Formalizing the career 

path systematically with the personnel systems 

enables two important actions. First, specific 

program management manpower billets can be 

subcoded as international acquisition positions 

requiring individuals possessing both core and 

international acquisition qualifications to fill 

the respective positions. 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. Nearly 

600 Level II and III PM positions have been 

subcoded international acquisition. 

Total 

Workforce 

Size: 15,840
p. 47

Program Management Level I

Type of Assignment Representative Activities

+ Weapon Systems

•	 Participates in an Integrated Product Team (IPT) delivering a weapon system, 

Command and Control(C2)/network-centric system, or space system

•	 Performs financial and status reporting, and basic logistics activities

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

+ Services Assists inacquisitionplanning, assessing risk (technical, cost, and schedule), and contracttracking and performance evaluation

+ Business Management Systems/IT Participates ina business process IPT,fundamentals of enterprise integration, and

outcome-based performance measures

+ International Acquisition Participates ina variety ofinternational-related programs/tasks, either cooperative or

security assistance innature

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training ACQ 101Fundamentals of SystemsAcquisitionManagement

+ Functional Training

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

•	 CLB 007 Cost Analysis

•	 CLB 016 Introduction to Earned Value Management

+ Education Formal educationnot required for certification

+ Experience 1 year of acquisitionexperience

Core Plus Development Guide2 

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

Training Weapon 

Systems Services Business Mgmt/IT

International 

Acq

CLC 011 Contracting for the Rest of Us + + +

CLE 025 Information Assurance (IA) for Acquisition Professionals + + + +

CLI 001 International Armaments Cooperation (IAC), Part 1 +

CLI 002 International Armaments Cooperation (IAC), Part 2 +

CLI 003 International Armaments Cooperation (IAC), Part 3 +

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 + +

PQM 101 Production, Quality, and Manufacturing 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. 

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. 

Section 3
p. 48

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, C2

network-centric system, or space system

+ Services

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

plans for mitigating risks, provides contracttracking 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 withinthe acquisitioncommunity and program office

contextthat directly impact systems under development

+ International Acquisition

Participates insuccessful cooperative development, productionpartnership, or system

modification/transfer during pre-system acquisitionor system acquisition with allied

and friendlynations, either cooperative or security assistance innature

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training •	 ACQ 201A Intermediate Systems Acquisition, Part A

•	 ACQ 201B Intermediate Systems Acquisition, Part B (R)

+ Functional Training

•	 PMT 251 Program Management Tools Course, Part I

•	 PMT 257 Program Management Tools Course, Part II

•	 CON 110 Mission-Support Planning

•	 or CON 115 Contacting Fundamentals

•	 and either ofthe following completed on or after Nov. 15, 2005:

—SAM 101Basic SoftwareAcquisitionManagement or

—IRM 101 Basic InformationSystemsAcquisition

+ Education Formal educationnot required for certification

+ Experience 2 years of acquisitionexperience; atleast 1 year ofthis experience must be inprogram

management

Unique Position Training Standards2

+ International Acquisition 2

 

•	 PMT 202 Multinational Program Management (R) 

•	 PMT 203 International Security and Technology Transfer/Control (R) 

Core Plus Development Guide3

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

Training Weapon 

Systems Services Business Mgmt/IT

International 

Acq

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

CLE 004 Introduction to Lean Enterprise Concepts + + +

CLE 006 Enterprise Integration Overview +

CLE 022 Program Manager Introduction to Anti-Tamper +

CLI 004 Information Exchange Program (IEP), DoD Generic 

Research, Development, Test, and Evaluation (RDT&E) +

CLL 002 Defense Logistics Agency Support to the PM + +

CLL 006 Depot Maintenance Partnering + +

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

Program Managers + + +

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. 49

Section 3

Core Plus Development Guide3

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

Training Weapon 

Systems Services Business Mgmt/IT

International 

Acq

CLM 031 Improved Statement of Work + +

CLM 036 Technology Transfer and Export Control Fundamentals +

LOG 102Systems Sustainment Management Fundamentals + +

PQM 101Production, 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. 50

Program Management Level III

Type of Assignment Representative Activities

+ Weapon Systems

•	 Leads and provides oversight of IPTs delivering a weapon system, C2/net-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 relating 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 transformationintegration, planning and performance, and investment management applicable to the acquisitioncommunity, program office(s), and system(s) under

development

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training None required

+ Functional Training

•	 BCF 102 Earned Value Management Fundamentals

•	 BCF 103 Business Financial Management Fundamentals

•	 LOG 103 Reliability, Availabilty and Maintainability (RAM)

•	 PMT 352A Program Management Office Course, Part A

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

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

Part I

+ Education Formal educationnot required for certification

+ Experience

4 years acquisitionexperience with atleast:

—2 years ina program office/similar organization(dedicated matrix supportto aPM,PEO,

DCMAprogram integrator, or supervisor of shipbuilding)

—1 year ina program management position with cost, schedule, and performance

responsibilities

Unique Position Training Standards

+ International Acquisition3 through Sept. 30, 2012

•	 PMT 304 Advanced International Management Workshop (R)

•	 PMT 202 Multinational Program Management (R)

•	 PMT 203 International Security and Technology Transfer/Control (R)

+ PEOs; PM/DPM of MDAP/MAIS; PM/DPM of significant nonmajor programs2

•	 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 265 Missioned-Focused Service Acquisition + +

ACQ 370 Acquisition Law + + +

ACQ 452 Forging Stakeholder Relationships (R) + + +

BCF 207 Economic Analysis (R) + + +

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

CLE 008 Six Sigma: Concepts and Processes + + +

CLE 301 Reliability and Maintainability + +

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 6 months of assignment. 

3

 Workforce members assigned to these positions MUST meet these training standard(s) within 24 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. 51

Core Plus Development Guide4 

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

Training Weapon Systems Services Business 

Mgmt/IT

CLL 201 Diminishing Manufacturing Sources and Material Shortages (DMSMS) Fundamentals + + +

LOG 200 Intermediate Acquisition Logistics, Part A + +

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

LOG 204 Configuration Management + +

LOG 235 Performance-Based Logistics, Part A + +

LOG 236 Performance-Based Logistics, Part B (R) + +

PMT 403 Program Manager’s Skills (R) + + +

PQM 201A Intermediate Production, Quality, and Manufacturing, 

Part A

+

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

SYS 203 Intermediate Systems Planning, Research, Development, 

and Engineering, Part II (R) +

TST 203 Intermediate 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 6 months of assignment. 

3

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

Section 3
p. 52

Auditing Functional Community

+ Mr. Patrick Fitzgerald 

Director, Defense Contract 

Audit Agency

Persons in this career field perform contract 

auditing, accounting, and financial advisory 

services to 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 cost 

accounting standards, contract terminations, 

claims for abnormal conditions, contractor 

financial condition, and contractor systems and 

operations.

Total 

Workforce 

Size: 4,273
p. 53

Auditing Level I

Type of Assignment Representative Activities

+ Auditor

Auditsfinancial records, reports, management controls, policies, and practices affecting

or reflecting thefinancial conditionand operationof 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 atleast 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 Manual +

AUD 1601 FAR 31, Allowable and Unallowable Costs +

AUD 1602 Allowable Costs with Restrictions (Non-Employee) +

 AUD 1603 Allowable Costs with Restrictions (Employee) +

 AUD 9201 New Employee Ethics +

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. 

Section 3
p. 54

Auditing Level II

Type of Assignment Representative Activities

+ Auditor

Auditsfinancial records, reports, management controls, policies and practices affecting

or reflecting thefinancial conditionand operationof Department of Defense and other

federal agency contractors

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training None required

+ Functional Training

Complete one ofthe following:

•	 AUD 1231 Intermediate Contract Auditing (R)

•	 AUD 4121 Statistical Sampling (R)

+ Education

Entry below GS-9: Same asLevel I

Entry at GS-9: Same asLevel IAND

—2 full years of graduate educationleading to a master’s degree inaccounting, auditing,

or relatedfield such as business administrationorfinance; or

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

+ Experience 2 years of contract auditing experience ofincreasing 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 1170 Financial Capability +

AUD 1221 Basic Flowcharting +

AUD 1232 Internal Control Assessment +

AUD 1249 Agreed-Upon Procedures +

AUD 1269 Working Paper Documentation +

AUD 1271 Permanent Files +

AUD 1283 Fraud Awareness +

AUD 1325 Internal Control Systems: Planning +

AUD 1541 Cost Accounting Standards +

AUD 5614 Fundamentals of Auditing Information Systems +

AUD 5651 Retrieving and Analyzing Electronic Data Using SAS +

AUD 6115 Effective Report Writing +

AUD 6220 Auditor Interview and Interpersonal Reactions +

AUD 6240 Oral Presentation Workshop +

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. 55

Auditing Level III

Type of Assignment Representative Activities

+ Auditor

Supervises those performing contract audits; or acts as the subject matter expertintechnical audit areas (technical specialist); or acts as the liaisonbetween DCAAand buying

commands

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training None required

+ Functional Training None required

+ Education Same asLevel II

+ Experience 3 years of contract auditing experience and attainment of positionbeyond senior auditor

Unique Position Training Standards2

+ Financial Liaison Auditor •	 ACQ 101 Fundamentals of Systems Acquisition Management

+ Supervisory Auditor4

•	 AUD 8414 DDI Leadership Skills (R) 

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

•	 AUD 4035 Quantitative Methods Refresher (R) 

•	 AUD 1440 GAGAS 

•	 AUD 8611 EEO for Supervisors

•	 AUD 8655 Human Resources for Supervisors

•	 AUD 8565 Supervision (R) 

+ Technical Specialist2

•	 AUD 1541 Cost Accounting Standards (R)

•	 AUD 2311 Defective Pricing

•	 AUD 4035 Quantitative Methods Refresher (R)

•	 AUD 5651 Retrieving and Analyzing Electronic Data Using SAS

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—Cost Accounting Period +

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 +

AUD 8564 Administration and Management of Audits for 

Supervisors 

+

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. 

Section 3
p. 56

Business Functional Communities

Business—Cost Estimating 

Business—Financial Management

+ Dr. Nancy L. Spruill, Director, Acquisition 

Resources and Analysis, OUSD(AT&L)

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 area 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 objectives in 

cost estimating are to arrive at accurate estimates 

and avoid cost overruns. 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 area is defined as 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 decision-making. 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.

Total 

Workforce 

Size: 8,135
p. 57

Cost Estimating Level I

Type of Assignment Representative Activities

+ Cost Estimator Relates the processes oflife cycle cost estimating withinthe context of materiel system

acquisitioninthe Department of Defense

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training ACQ 101 Fundamentals of SystemsAcquisitionManagement

+ Functional Training

•	 BCF 102 Fundamentals of Earned Value Management

•	 BCF 103 Fundamentals of Business Financial Management

•	 BCF 106 Fundamentals of Cost Analysis

•	 BCF 107 Applied Cost Analysis (R)

+ Education

•	 Baccalaureate degree (any field of study)

•	 3 semester credit hours from a calculus course

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

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

student utilized advanced mathematical skills ingeometry,trigonometry, statistics,

probability, and/or quantitative analysis

+ Experience 2 years of acquisitionexperience incost estimating

Core Plus Development Guide2 (Desired training, education, and experience) Type of Assignment

Training Cost Estimator

CLB 014 Acquisition Reporting Concepts and Policy Requirements 

for APB, DAES, and SAR +

CLB 016 Introduction to Earned Value Management +

CLB 017 Performance Measurement Baseline +

CLB 018 Earned Value and Financial Management Reports +

CLB 019 Estimate at Completion +

CLB 020 Baseline Maintenance +

CLC 005 Simplified Acquisition Procedures +

CLM 016 Cost Estimating +

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. 

Section 3
p. 58

Cost Estimating Level II

Type of Assignment Representative Activities

+ Cost Estimator Applies the cost-estimating process inthe constructionof a cost estimate

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training •	 ACQ 201A Intermediate Systems Acquisition, Part A

•	 ACQ 201B Intermediate Systems Acquisition, Part B (R)

+ Functional Training

•	 BCF 204 Intermediate Cost Analysis (R)

•	 BCF 206 Cost/Risk Analysis (R)

•	 BCF 211 Acquisition Business Management (R)

•	 BCF 215 Operating and Support Cost Analysis (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 ofthe 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 acquisitionexperience incost 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 Economic Analysis (R) +

BCF 262 EVMS Validation and Surveillance (R) +

BCF 263 Principles of Schedule Management (R) +

CLC 007 Contract Source Selection +

CLC 008 Indirect Costs +

CLC 104 Analyzing Profit or Fee +

CLL 015 Business Case Analysis +

CLL 017 Introduction to Defense Distribution +

CLM 012 Scheduling +

CLM 014 IPT Management and Leadership +

CLM 024 Contracting Overview +

CLM 032 Evolutionary Acquisition +

LOG 101 Acquisition Logistics Fundamentals +

PMT 251 Program Management Tools Course, Part I +

PMT 257 Program Management Tools Course, Part II +

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. 59

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 AcquisitionTraining identified atLevel II must have beencompleted

+ Functional Training

FunctionalTraining identified atLevel II must have beencompleted

•	 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 ofthe 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 acquisitionexperience incost 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. 

Section 3
p. 60

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 ofthe 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 managementto acquisitionandfinancial management associated

processes,identifies DoD and DFARS earned value contractual requirements, calculates

simpleEVMmetrics from EVMdata

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training ACQ 101 Fundamentals of SystemsAcquisitionManagement

+ Functional Training

•	 BCF 102 Fundamentals of Earned Value Management

•	 BCF 103 Fundamentals of Business Financial Management

•	 BCF 106 Fundamentals of Cost Analysis

+ Education Formal educationnot required for certification

+ Experience 2 years of acquisitionexperience inbudgeting,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 

for APB, DAES, and SAR + +

CLB 017 Performance Measurement Baseline + +

CLB 018 Earned Value and Financial Management Reports + +

CLB 019 Estimate at Completion + +

CLB 020 Baseline Maintenance + +

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 + +

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. 61

 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 IBReview 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 201A Intermediate Systems Acquisition, PartA

•	 ACQ 201B Intermediate Systems Acquisition, Part B (R)

+ Functional Training

•	 BCF 106 Fundamentals of Cost Analysis

Ifnot already completed (as required) atLevel I,AND

•	 BCF 203 Intermediate Earned Value Management (R)

•	 BCF 205 Contractor Business Strategies (R)

•	 BCF 211 Acquisition Business Management (R)

•	 CLM 017 Risk Management

•	 CLM 024 Contracting Overview

+ Education Formal educationnot required for certification

+ Experience 4 years of acquisitionexperience inbudgeting,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 Economic Analysis (R) + +

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

BCF 262 EVMS Validation and Surveillance (R) +

BCF 263 Principles of Schedule Management (R) + +

CLC 005 Simplified Acquisition Procedures + +

CLC 007 Contract Source Selection + +

CLC 010 Proper Use of Non-DoD Contracts + +

CLC 011 Contracting for the Rest of Us +

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 +

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. 

Section 3
p. 62

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 ofthe 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 forecastfinal project

costs

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training AcquisitionTraining identifed atLevel II must have beencompleted

+ 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 educationnot required for certification

+ Experience 6 years of acquisitionexperience inbudgeting,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 450 Leading in the Acquisition Environment (R) + +

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

ACQ 452 Forging Stakeholder Relationships (R) + +

CLL 015 Business Case Analysis + +

CLM 014 IPT Management and Leadership + +

CLM 200 Item-Unique Identification +

CON 110 Mission-Support Planning +

CON 111 Mission Strategy Execution +

CON 112 Mission Performance Assessment +

PMT 251 Program Management Tools Course, Part I + +

PMT 257 Program Management Tools Course, Part II + +

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

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

Education: Graduate degree in 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. 63

Section 3
p. 64

Contracting, Purchasing, and 

Industrial/Contract Property 

Management Functional 

Communities

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 government-owned property 

being utilized by contractors; provide advice 

and assistance on property-related matters 

during acquisition planning, contract formation, 

and contract management; review 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.

Contracting:

Total 

Workforce 

Size: 30,271

Industrial/

Contract 

Property 

Management:

Total 

Workforce 

Size: 465

Purchasing:

Total 

Workforce 

Size: 1,274

+ Richard Ginman

Director, Defense 

Procurement and 

Acquisition Policy

+ Mr. Shay Assad

Director, Defense 

Pricing
p. 65

Section 3
p. 66

Contracting Level I 

Type of Assignment Representative Activities

+ 1 Operational Contracting Contracting functions insupport of post, camp, station, or base

+ 2 Research and Development Contracting functions insupport of research and development

+ 3 Systems Acquisition Contracting functions insupport of systems acquisitionto including allACATprograms

+ 4 Logistics and Sustainment Contracting functions performed by the DefenseLogisticsAgency or by other offices to

sustain weaponsystems

+ 5 Construction/A&E Contracting functions insupport of constructionand/or architect and engineering

services

+ 6 Contingency/Combat Operations Contracting functions performed ina contingency or combat environment

+ 7 Contract Administration Office Contracting functions primarily focused oncontract administration

+ 8 Contract Cost/Price Analyst Contracting functions primarily focused onadvanced cost/price analysis

+ 9 Small Business Specialist Contracting functions primarily focused onadvising small businesses or onstrategies 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

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

•	 CON 100 Shaping Smart Business Arrangements

•	 CON 115 Contracting Fundamentals

•	 CON 170 Fundamental of Cost and Price Analysis

•	 CLC 033 Contract Format and Structure for DoD eBusiness Environment

•	 CLC 058 Introduction to Contract Pricing

+ Education2

•	 Atleast 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 101Fundamentals of SystemsAcquisitionManagement

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. 67

Core Plus Development Guide2 

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

Training 1 2 3 4 5 6 7 8 9 10

CLC 003 SealedBidding + + +

CLC 004 Market Research + + + + + + + + + +

CLC 005 SimplifiedAcquisitionProcedures + + + + + + + + +

CLC 009 Service-Disabled, Veteran-Owned SmallBusiness

Program + + + + + + + + +

CLC 020 Commercial Item Determination + + + + + + + + + +

CLC 024 BasicMathTutorial + + + + + + + + +

CLC 028 PastPerformance Information + + + + + + + + +

CLC 030 Essentials of InteragencyAcquisitions/Fair

Opportunity + + + + + + + + + +

CLC 043 DefensePriorities andAllocations System + + + + + + + + +

CLC 045 Partnering + + + + + + + +

CLC 046 GreenProcurement + + + + + + + + + +

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

CLC 055 Competition Requirements + + + + + + + + + +

CLC 060 Time andMaterialsContracts + + + + + + + + + +

CLC 061 Online Representations & CertificationsApplication

(OCRA) + + + + + + + + + +

CLC 062 Intra-GovernmentalTransactions + + + + + + + + + +

CLC 105 DCMAInternTraining +

CLC 113 Procedures, Guidance, and Information + + + + + + + + + +

CLC 131 Commercial Item Pricing + + + + + + +

CLC 132 OrganizationalConflicts of Interest + + + + + + + + + +

CLC 133 ContractPayment Instructions + + + + + + + + + +

CLG 001 DoD GovernmentPurchaseCard + + + + + + + + + +

CLG 004 DoD GovernmentPurchaseCard RefresherTraining + + + + + + + + + +

CLG 005 PurchaseCard Online System (PCOLS) + + + + + + + + + +

CLM 023 Javits-Wagner-O’Day (JWOD)Tutorial + + + + + + + + +

CON 237 SimplifiedAcquisitionProcedures + + + + + + + + +

CON 243 Architect-EngineerContracting (R) +

CON 244 ConstructionContracting (R) +

FAC 007 Certificate ofCompetencyProgram + + + + + + + + +

SPS 101 StandardProcurement System andFederalProcurement Data

System—Next GenerationUser

+ + + + + + + + + +

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. 

Section 3
p. 68

Contracting Level II

Type of Assignment Representative Activities

+ 1 Operational Contracting Contracting functions insupport of post, camp, station, or base

+ 2 Research and Development Contracting functions insupport of research and development

+ 3 Systems Acquisition Contracting functions insupport of systems acquisitionincluding allACATprograms

+ 4 Logistics and Sustainment Contracting functions performed by the DefenseLogisticsAgency or by other offices to

sustain weaponsystems

+ 5 Construction/A&E Contracting functions insupport of constructionand/or architect and engineering

services

+ 6 Contingency/Combat Operations Contracting functions performed ina contingency or combat environment

+ 7 Contract Administration Office Contracting functions primarily focused oncontract administration

+ 8 Contract Cost/Price Analyst Contracting functions primarily focused onadvanced cost/price analysis

+ 9 Small Business Specialist Contracting functions primarily focused onadvising small businesses or onstrategies 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 SystemsAcquisitionManagement

+ Functional Training

•	 CLC 051 Managing Government Property in the Possession of Contractors

•	 CLC 056 Analyzing Contract Costs

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

•	 CON 200 Business Decisions for Contracting

•	 CON 216 Legal Considerations in Contracting

•	 CON 270 Intermediate Cost and Price Analysis

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

•	 CON 290 Contract Administration and Negotiation Techniques in a Supply	

Environment(R)

•	 HBS 428 Negotiating

+ Education2

•	 Atleast 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 201A Intermediate Systems Acquisition, PartA

•	 ACQ 201B 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. 69

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 SubcontractManagement + + + + + + + + +

CLC 006 ContractTerminations + + + + + + + +

CLC 007 Contract Source Selection + + + + + + + + + +

CLC 008 IndirectCosts + + + + +

CLC 013 Performance-Based ServicesAcquisition + + + + + + + + +

CLC 019 Leveraging DCMAforProgram Success + + +

CLC 026 Performance-BasedPayments Overview + + + + + + + + + +

CLC 027 BuyAmericanAct + + + + + + + + + +

CLC 031 ReverseAuctioning + +

CLC 035 OtherTransactionAuthority forPrototypeProjects:

ComprehensiveCoverage + + +

CLC 036 OtherTransactionAuthority forPrototypeProjects

Overview + + + + + + + + + +

CLC 037 A-76Competitive Sourcing Overview + +

CLC 039 ContingencyContracting Simulation:BardaBridge +

CLC 040 PredictiveAnalysis and Scheduling + + +

CLC 041 PredictiveAnalysis and SystemsEngineering + + + +

CLC 042 PredictiveAnalysis and QualityAssurance + + +

CLC 044 Alternative Dispute Resolution + + + + + + + +

CLC 047 ContractNegotiationTechniques + + + + + + + + + +

CLC 102 Administrationof OtherTransactions + + +

CLC 103 FacilitiesCapitalCost ofMoney + + + + + + + + +

CLC 104 AnalyzingProfit orFee + + + + + + + + +

CLC 107 OPSECContract Requirements + + + + + + + +

CLC 108 Strategic Sourcing Overview + + + + + + + + + +

CLC 110 SpendAnalysis Strategies + + + + + + + + + +

CLC 112 ContractorsAccompanying theForce + + + + + + + +

CLC 114 ContingencyContracting Officer Refresher +

CLC 120 UtilitiesPrivatizationContractAdministration +

CLC 125 BerryAmendment + + + + + + +

CLM 013 Work-BreakdownStructure + + +

CLM 031 Improved Statement ofWork + + + + + +

CLM 032 EvolutionaryAcquisition + +

CLM 038 CorrosionPreventionandControl Overview + + + + + + + +

CLM 040 ProperFinancialAccountingTreatments forMilitary

Equipment + + + + + + + + +

CLM 200 Item-Unique Identification + + + + + + + + + +

CON 232 OverheadManagement of DefenseContracts (R) + + + +

CON 234 JointContingencyContracting (R) +

CON 235 AdvancedContractPricing (R) + + + +

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. 

Section 3
p. 70

Core Plus Development Guide4 

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

Training 1 2 3 4 5 6 7 8 9 10

CON 250 Fundamentals ofCostAccounting Standards—Part I

(R) + + + +

CON 251 Fundamentals of Cost Accounting Standards—Part II (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 + + + + + + + + + +

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. 71

Contracting Level III

Type of Assignment Representative Activities

+ 1 Operational Contracting Contracting functions insupport of post, camp, station, or base

+ 2 Research and Development Contracting functions insupport of research and development

+ 3 Systems Acquisition Contracting functions insupport of systems acquisitionincluding allACATprograms

+ 4 Logistics and Sustainment Contracting functions performed by the DefenseLogisticsAgency or by other offices to

sustain weaponsystems

+ 5 Construction/A&E Contracting functions insupport of constructionand/or architect and engineering

services

+ 6 Contingency/Combat Operations Contracting functions performed ina contingency or combat environment

+ 7 Contract Administration Office Contracting functions primarily focused oncontract administration

+ 8 Contract Cost/Price Analyst Contracting functions primarily focused onadvanced cost/price analysis

+ 9 Small Business Specialist Contracting functions primarily focused onadvising small businesses or onstrategies 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 201A Intermediate SystemsAcquisition,PartA

+ 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 370 Acquisition Law (R)

•	 CON 232 Overhead Management of Defense Contracts (R)

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

•	 CON 235 Advanced Contract Pricing (R)

•	 CON 244 Construction Contracting (R)

•	 CON 250 Fundamentals of Cost Accounting Standards—Part I (R)

+ Education2

•	 Atleast 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 201BIntermediate SystemsAcquisition,PartB(R)

Core Plus Development Guide2 

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

Training 1 2 3 4 5 6 7 8 9 10

ACQ 201BIntermediate SystemsAcquisition,PartB(R) + + + + + + + + + +

BCF 102Fundamentals ofEarned ValueManagement +

CLB 007CostAnalysis + + + + + + + + +

CLB 011BudgetPolicy +

CLB 016IntroductiontoEarned ValueManagement + + +

CLC 023Commercial Item DeterminationExecutive Overview + + + + + + + + + +

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. 

Section 3
p. 72

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, contractformation, 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 115 Contracting Fundamentals (R)

•	 IND 105 Contract Property Fundamentals

+ Education Formal educationnot 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 101Fundamentals 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. 72
p. 73

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, contractformation, 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 SystemsAcquisitionManagement

+ Functional Training

•	 CON 200 Business Decisions for Contracting

•	 CON 216 Legal Considerations in Contracting

•	 IND 205 Contract Government Property, Property Management System, and Auditing

Concepts (R)

+ Education Formal educationnot required for certification

2 years of experience inanindustrial property management position

+ Experience 2 years ofindustrial property management experience

Core Plus Development Guide2 

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

Training Industrial and/or Contract Property Management

ACQ 201A 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. 

Section 3

p. 73
p. 74

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, contractformation, 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 201A Intermediate SystemsAcquisition,PartA

+ 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 educationnot required for certification

+ Experience 4 years of experience inindustrial property management positions ofincreasing responsibility and complexity

Core Plus Development Guide2 

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

Training Industrial and/or Contract Property Management

ACQ 201B 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. 75

Section 3
p. 76

Purchasing Level I

Type of Assignment Representative Activities

+ Purchasing Agent or Supervisory Purchasing Agent 

Purchases, rents, or leases supplies, services, and equipmentthrough either simplified

acquisitionprocedures 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

•	 CON 100 Shaping Smart Business Arrangements

•	 CON 237 Simplified Acquisition Procedures

•	 CLC 030 Essentials of Interagency Acquisitions/Fair Opportunity

•	 CLC 058 Introduction to Contract Pricing

•	 CLG 001 DoD Government Purchase Card

+ Education Formal educationnot 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 061 Online Representations & Certifications Application 

(OCRA) +

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 Javits-Wagner-O’Day (JWOD) Tutorial +

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. 77

Purchasing Level II1

Type of Assignment Representative Activities

+ Purchasing Agent or Supervisory Purchasing Agent 

Purchases, rents, or leases supplies, services, and equipmentthrough either simplified

acquisitionprocedures 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 115 Contracting Fundamentals (R)

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

+ Education Formal educationnot required for certification

+ Experience 2 years of experience inpurchasing

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. 

Section 3
p. 78
p. 79

Section 3
p. 80

Engineering and Technical Management 

Functional Communities

+ Mr. Stephen Welby 

Deputy Assistant Secretary of Defense, 

+ Systems Engineering, DASD(SE)

Note: The Systems Planning, Research, 

Development, and Engineering functional 

community covers three career paths: Systems 

Engineering, Program Systems Engineer, and 

Science and Technology Manager. The Systems 

Engineering and the Program Systems Engineer 

career paths fall under the Engineering and 

Technical Management functional leader. The 

Science and Technology Manager career path is 

overseen by a different functional leader.

As the functional lead for the Technical 

Management career fields—which include 

Systems Planning, Research, Development, and 

Engineering–Systems Engineering (SPRDE–SE); 

Systems Planning, Research, Development, 

and Engineering–Program Systems Engineer 

(SPRDE–PSE); and Production, Quality, and 

Manufacturing (PQM)—I want to take this 

opportunity to emphasize our focus on acquisition 

excellence. Our goal is to position the Defense 

Acquisition Workforce for success in the future 

by ensuring that we have the right mix of skills 

and capabilities in the workforce, focusing on 

technical excellence, and providing consistent 

and integrated policy and guidance to the 

Technical Management community.

In collaboration with DAU, the Services, 

and components, we have put in place an 

infrastructure that appropriately connects 

certification levels to position requirements to 

support an agile workforce.

Systems Planning, Research, Development, 

and Engineering–Systems Engineer 

(SPRDE–SE), and Program Systems 

Engineer (SPRDE–PSE)

The SPRDE–SE and –PSE career paths workforce 

has a vital role in ensuring the fielding of highquality, affordable, supportable, and effective 

defense systems for the 21st century warfighter. 

As a cadre of technical professionals, its role 

requires evolving and verifying an integrated and 

total life cycle balanced set of systems, people, 

and process solutions that satisfy the customer’s 

needs. This requires technical competency, 

critical and strategic thinking, knowledge of 

various product domains, and knowledge of other 

engineering disciplines and how they integrate 

into the system solution.

The overall curricula for the SPRDE–SE and 

–PSE career paths were designed to bring an 

enhanced depth of knowledge to the workforce 

at the appropriate level: entry, journeyman, or 

advanced. These curricula focus on the technical 

processes, technical management processes, 

integrated product team activities, and the ability 

to apply critical systems thinking concepts to 

complex technical management problems. The 

specific duties and qualifications of a SPRDE-SE 

or -PSE workforce member may vary significantly, 

and a wide variety of engineering disciplines 

are represented within the SPRDE-SE and -PSE 

career paths 

Production, Quality, and Manufacturing 

(PQM)

The PQM career field plays a vital role in ensuring 

that DoD products are delivered on time, perform 

as expected whenever they are needed, and are 

cost effective. In order to accomplish this, PQM 

engineers and quality assurance professionals 

must be deeply and actively involved with critical 

defense programs throughout the acquisition life 

cycle. 

The PQM curriculum has been updated to reflect 

that consideration of production readiness should 

no longer wait until the end of the development 

SPRDE–SE, 

SPRDE–PSE:

Total 

Workforce 

Size: 39,553

PQM

Total 

Workforce 

Size: 9,313
p. 81

process. Producibility should be systematically 

examined throughout the development process 

as an integral part of the systems engineering 

technical reviews so manufacturing cost drivers 

can be eliminated in the early stages of 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. Acquisition professionals capable of 

creating this type of partnership achieve a better 

understanding of the customer’s business needs 

and are crucial to successful performance with a 

competitive edge.

We are dedicated to providing more learning 

assets at the point of need, which is critical to the 

success of our Defense Acquisition Workforce 

recruiting, development, and retention strategies. 

Section 3
p. 82

Production, Quality, and Manufacturing Level I

Type of Assignment Representative Activities

+ Quality Assurance Engineer 

•	 Builds quality characteristics (i.e., performance, cost, durability, safety, ease of

use, reliability, maintainability, availability, ease of disposal, simplicity of design, and

configuration management)into the designs ofthe products and services

•	 Ensures consistency of requirements as they f low down to the componentlevel

+ Quality Assurance Specialist 

•	 Ensures the appropriate quality characteristics have been integrated into the products

•	 Monitors products and services through life cycle and the supply chain

•	 Validates/verifies adherence to specified requirements through test and measurement

activities

+ Manufacturing/Production Engineer 

•	 Participates in manufacturing planning

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

•	 Evaluates production capability and capacity of manufacturing processes

+ Manufacturing/Production Specialist 

•	 Performs production surveillance

•	 Monitors schedule and delivery processes

•	 Participates in assessing manufacturing/production readiness

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training ACQ 101 Fundamentals of SystemsAcquisitionManagement

+ Functional Training

•	 PQM 101 Production, Quality, and Manufacturing Fundamentals

•	 CLC 024 Basic Math Tutorial

•	 CLM 017 Risk Management

+ Education Formal educationnot required for certification

+ Experience 1 year of acquisitionexperience in manufacturing, production, or quality assurance

Core Plus Development Guide2 

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

Training Qual Assur 

Eng

Qual Assur 

Spc

Mfg/Prod 

Eng Mfg/Prod Spc

CLE 004 Introduction to Lean Enterprise Concepts + + + +

CLE 011 Modeling and Simulation for Systems Engineering + +

CLE 015 Continuous Process Improvement Familiarization + + + +

CLE 201 ISO 9000:2000 + + + +

LOG 101 Acquisition Logistics Fundamentals + + + +

LOG 102 Systems Sustainment Management Fundamentals + +

PQM 104 Specification Selection and Application (R) + + +

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

SYS 120 Defense Standardization Workshop + + +

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, 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

Production, Quality, and Manufacturing Level II

Type of Assignment Representative Activities

+ Quality Assurance Engineer 

•	 Builds quality characteristics (i.e., performance, cost, durability, safety, ease of

use, reliability, maintainability, availability, ease of disposal, simplicity of design, and

configuration management)into the designs ofthe products and services

•	 Ensures consistency of requirements as they f low down to the componentlevel

+ Quality Assurance Specialist 

•	 Ensures appropriate quality characteristics have been integrated into the product

•	 Monitors the products and services through life cycle and the supply chain

•	 Validates/verifies adherence to specified requirements through test and measurement

activities

•	 Leads and coordinates quality assurance activities

+ Manufacturing/Production Engineer 

•	 Evaluates manufacturing planning

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

•	 Evaluates production capability and capacity of manufacturing processes

•	 Coordinates with systems engineering and design functions

+ Manufacturing/Production Specialist 

•	 Performs production surveillance

•	 Monitors schedule and delivery processes

•	 Evaluates manufacturing/production readiness

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training •	 ACQ 201A Intermediate Systems Acquisition, Part A

•	 ACQ 201B 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)

•	 CLE 003 Technical Reviews

+ Education Formal educationnot required for certification

+ Experience 2 years of acquisitionexperience in manufacturing, production, or quality assurance

Core Plus Development Guide2 

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

Training Qual Assur 

Eng

Quality 

Assur Spc

Mfg/Prod 

Eng Mfg/Prod Spc

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

CLC 042 Predictive Analysis and Quality Assurance + +

CLE 001 Value Engineering + + + +

CLE 008 Six Sigma: Concepts and Processes + +

CLE 009 System Safety in Systems Engineering + + + +

 CLE 017 Technical Planning + +

CLE 028 Market Research for Engineering and Technical Personnel +

CLE 301 Reliability and Maintainability + + + +

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

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

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

LOG 204 Configuration Management + + + +

PQM 203 Preparation Test and Evaluation + +

TST 203 Intermediate Test and Evaluation (R) + +

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 one 30-day rotational assignment at a contractor and/or government industrial facility that includes experience in quality, manufacturing, engineering, and 

contracting. Two (2) years 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. 

Section 3
p. 84

Production, Quality, and Manufacturing Level III

Type of Assignment Representative Activities

+ Quality Assurance Engineer 

•	 Builds quality characteristics (i.e., performance, cost, durability, safety, ease of

use, reliability, maintainability, availability, ease of disposal, simplicity of design, and

configuration management)into the designs ofthe products and services

•	 Ensures consistency of requirements as they f low down to the componentlevel

•	 Manages transition through various life-cycle phases

•	 Inf luences continuous process-improvement activities

+ Quality Assurance Specialist 

•	 Ensures the appropriate quality characteristics have been integrated into the product

•	 Monitors the products and services through life cycle and the supply chain

•	 Validates/verifies adherence to specified requirements through test and measurement

activities

•	 Manages/leads quality-assurance activities

+ Manufacturing/Production Engineer 

•	 Participates in manufacturing planning

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

•	 Evaluates production capability and capacity of manufacturing processes

•	 Inf luences continuous process improvement activities and the design process

+ Manufacturing/Production Specialist 

•	 Performs production surveillance

•	 Monitors schedule and delivery processes

•	 Manages/leads manufacturing/production readiness reviews

•	 Manages/leads manufacturing/production processes and resources

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training None required

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

+ Education Formal educationnot required for certification

+ Experience 4 years of acquisitionexperience in manufacturing, production, or quality assurance

Core Plus Development Guide2 

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

Training Qual Assur 

Eng

Qual Assur 

Spc

Mfg/Prod 

Eng Mfg/Prod Spc

CLC 019 Leveraging DCMA for Program Success + + + +

CLC 040 Predictive Analysis and Scheduling + +

CLC 042 Predictive Analysis and Quality Assurance + +

CLE 007 Lean Six Sigma for Manufacturing + + + +

CLE 021 Technology Readiness Assessments + +

CLL 008 Designing for Supportability in DoD Systems + +

PMT 251 Program Management Tools Course, Part I + + + +

PMT 257 Program Management Tools Course, Part II + + + +

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

Education: Master’s degree in business, production management, engineering, 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, 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. 85

Section 3
p. 86

SPRDE – Program Systems Engineer Level I

Type of Assignment Representative Activities

+ Acquisition Program Systems Engineer 

•	 Demonstrates how systems engineering technical and technical management

processes apply to acquisition programs

•	 Interacts with program IPTs regarding the proper application of systems engineering

processes

•	 Develops systems models and work breakdown structures; uses top-down design and	

bottom-up product realization

+ Sustainment Program Systems Engineer 

•	 Demonstrates how systems engineering processes apply while working in a program

office or user supportteam supporting in-service, out-of-production systems

•	 Interacts with user supportteams regarding sustainability and reliability/	

maintainability improvements on fielded systems

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training ACQ 101 Fundamentals of SystemsAcquisitionManagement

+ Functional Training

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

•	 CLM 017 Risk Management

•	 Two 100-level courses from among the following list:

—BCF 102 Fundamentals ofEarned ValueManagement

—IRM 101 Basic InformationSystemsAcquisition

—LOG 101 AcquisitionLogisticsFundamentals

—LOG 102 Systems SustainmentManagementFundamentals

—PQM 101 Production, Quality, andManufacturingFundamentals

—TST 102 Fundamentals ofTest andEvaluation

+ Education

Baccalaureate or graduate degree ina technical or scientificfield such as engineering,

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

or computer science

+ Experience

•	 2 years of experience in an SPRDE-SE, SPRDE-PSE, or SPRDE-S&TM acquisition

position

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

as long as it meets the above standards

Core Plus Development Guide2 

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

Training Acq Prg Sys Eng Sus Prg Sys Eng

BCF 102 Fundamentals of Earned Value Management +

BCF 106 Fundamentals of Cost Analysis +

BCF 107 Applied Cost Analysis (R) +

CLB 009 Planning, Programming, Budgeting, and Execution and 

Budget Exhibits + +

CLB 016 Introduction to Earned Value Management + +

CLC 108 Strategic Sourcing Overview +

CLC 112 Contractors Accompanying the Force +

CLE 001 Value Engineering + +

CLE 004 Introduction to Lean Enterprise Concepts + +

CLE 009 Env. Safety and Occupational Health in Systems 

Engineering +

CLE 011 Modeling and Simulation for Systems Engineering +

CLE 015 Continuous Process Improvement Familiarization + +

CLE 036 Engineering Change Proposals for Engineers + +

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. 87

Core Plus Development Guide2 

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

Training Acq Prg Sys Eng Sus Prg Sys Eng

CLE 062 Human Systems Integration + +

CLL 002 Defense Logistics Agency Support to the PM + +

CLL 006 Depot Maintenance Partnering +

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

CLL 017 Introduction to Defense Distribution +

CLM 013 Work-Breakdown Structure +

CLM 016 Cost Estimating + +

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

CLM 032 Evolutionary Acquisition + +

IRM 101 Basic Information Systems Acquisition + +

LOG 101 Acquisition Logistics Fundamentals +

LOG 102 Systems Sustainment Management Fundamentals +

PQM 101 Production, Quality, and Manufacturing Fundamentals +

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. 

Section 3
p. 88

SPRDE – Program Systems Engineer Level II

Type of Assignment Representative Activities

+ Acquisition Program Systems Engineer •	 Applies systems engineering technical and technical management processes in IPTs

•	 Develops program/project systems engineering plans, etc.

+ Sustainment Program Systems Engineer 

•	 Applies systems engineering processes in program offices and/or user supportteams

for in-service, out-of-production systems

•	 Develops system upgrade/modification plans to support new or interoperability

requirements

•	 Develops obsolescence mitigation,technology insertion/modernization, reliability/	

maintainability improvement plans, etc., as appropriate

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training ACQ 201A Intermediate SystemsAcquisition,PartA

ACQ 201B Intermediate SystemsAcquisition,PartB(R)

+ Functional Training

•	 LOG 204 Configuration Management

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

Part I

•	 SYS 203 Intermediate Systems Planning, Research, Development, and Engineering,

Part II (R)

•	 CLE 003 Technical Reviews

•	 One additional course from the following list:

+ BCF 106 Fundamentals of Cost Analysis

+ BCF 208 Software Cost Estimating (R)

+ IRM 202 Intermediate Information Systems Acquisition (R)

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

+ PMT 251 Program Management Tools Course, Part I

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

+ STM 202 Intermediate S&T Management (R)

+ TST 203 Intermediate Test and Evaluation (R)

+ Education

Baccalaureate or graduate degree ina technical or scientificfield such as engineering,

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

or computer science

+ Experience

•	 4 years of experience in an acquisition position. Ofthat:

+ Atleast 3 years of experience in an SPRDE-SE, SPRDE-PSE, or SPRDE-S&TM	

acquisition 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 standards

Core Plus Development Guide2 

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

Training Acq Prg Sys Eng Sus Prg Sys Eng

CLE 007 Lean Six Sigma for Manufacturing + +

CLE 008 Six Sigma: Concepts and Processes + +

CLE 017 Technical Planning + +

CLE 021 Technology Readiness Assessments +

CLE 026 Trade Studies + +

CLE 066 System Engineering for Systems of Systems + +

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) +

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. 89

Core Plus Development Guide2 

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

Training Acq Prg Sys Eng Sus Prg Sys Eng

CLL 025 Depot Maintenance Interservice Support Agreements 

(DMISA) +

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

LOG 200 Intermediate Acquisition Logistics, Part A +

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

LOG 235 Performance-Based Logistics +

PQM 201A Intermediate Production, Quality, and Manufacturing, 

Part A +

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

TST 203 Intermediate Test and Evaluation (R) +

Educati on: Advanced degree or graduate studies in engineering, physics, chemistry, biology, mathematics, operations research, engineering management, computer 

science, 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. 

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. 

Section 3
p. 90

SPRDE – Program Systems Engineer Level III 

Type of Assignment Representative Activities

+ Acquisition Program Systems Engineer 

•	 Analyzes and applies processes while integrating multiple domains (analytic or

engineering specialties) at a system or systems-of-systems level

•	 Leads and/or manages systems engineering activities, develops systems engineering

plans, and leads and facilitates IPTs

•	 Demonstrates excellence in management, leadership, communications, and briefing

skills

+ Sustainment Program Systems Engineer 

•	 Leads and/or manages systems engineering activities for programs supporting

in-service, out of-production systems

•	 Analyzes and applies systems engineering processes in planning and execution of

obsolescence mitigation, system upgrades and modifications,technology insertion,

modernization, sustainability, reliability/maintainability improvements, etc., as

appropriate

•	 Demonstrates excellence in management, leadership, communications, and briefing

skills

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training AcquisitionTraining identified atLevel II must have beencompleted

+ Functional Training

•	 SYS 302 Technical Leadership in Systems Engineering (R)

•	 CLL 008 Designing for Supportability in DoD Systems

•	 Two courses fromthefollowinglist:

+ BCF 211 Acquisition Business Management (R)

+ IRM 304 Advanced Information Systems Acquisition (R)

+ LOG 200 Intermediate Acquisition Logistics, Part A

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

+ PMT 257 Program Management Tools Course, Part II

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

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

+ STM 303 Advanced S&T Management (R)

+ TST 303 Advanced Test and Evaluation (R)

+ Education

Baccalaureate or graduate degree ina technical or scientificfield such as engineering,

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

or computer science

+ Experience

•	 8 years of experience in an acquisition position. Ofthat:

+ Atleast5yearsofexperienceinanSPRDE-SE,SPRDE-PSE,orSPRDE-S&TMacquisition

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 standards

Core Plus Development Guide2 

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

Training Acq Prg Sys Eng Sus Prg Sys Eng

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

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

ACQ 452 Forging Stakeholder Relationships (R) + +

CLL 014 Joint Systems Integrated Support Strategies (JSISS) +

CLL 015 Business Case Analysis +

CLL 203 Diminishing Manufacturing Sources and Material Shortages (DMSMS) Essentials +

CLL 204 Diminishing Manufacturing Sources and Material Shortages (DMSMS) Case Studies +

CLM 014 IPT Management and Leadership + +

CLM 031 Improved Statement of Work + +

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 besubstituted to meet the certification standard. 
p. 91

Core Plus Development Guide2 

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

Training Acq Prg Sys Eng Sus Prg Sys Eng

CLM 035 Environmental Safety and Occupational Health—Lesson 

from PMT 352A + +

CLM 200 Item-Unique Identification +

FE 201 Intermediate Facilities Engineering +

LOG 350 Enterprise Life Cycle Logistics Management (R) +

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

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

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

TST 303 Advanced Test and Evaluation (R) + +

Education: Advanced degree or graduate studies in engineering, physics, chemistry, biology, mathematics, operations research, engineering management, computer 

science, 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. 

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 besubstituted to meet the certification standard. 

Section 3
p. 92

SPRDE – Systems Engineering Level I

Type of Assignment Representative Activities

+ Functional Specialist 

•	 Plans, organizes, and conducts 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

+ Software Engineer 

•	 Plans, organizes, and conducts engineering activities relating to the design,

development, and/or analysis of software and information technology systems or 

systems components

•	 Demonstrates how systems engineering technical processes and technical

management processes guide software development and/or IT integration activities

+ Development Sustainment Engineer

•	 Plans, organizes, and conducts 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

+ Science and Technology (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

•	 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 SystemsAcquisitionManagement

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

•	 CLM 017 Risk Management

+ Education

Baccalaureate or graduate degree ina technical or scientificfield such as engineering,

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

or computer science

Note:Civilians serving as an0802 or 0856 must meetthe OPMeducationrequirements in

lieu ofthis educationstandard.

+ Experience

•	 1 year oftechnical experience in an acquisition position from among the following

career fields/paths: SPRDE-SE, SPRDE-S&TM, IT,T&E,PQM,FE,PM, orLCL

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

long as it meets the above standards

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. 93

Core Plus Development Guide2 

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

Training Func 

Spc

Software 

Eng

Dev/Sust 

Eng

S&T (Res 

Eng/Sci) Tech Spt.

BCF 106 Fundamentals of Cost Analysis + + +

BCF 107 Applied Cost Analysis (R) + + +

CLB 016 Introduction to Earned Value Management + +

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

CLE 001 Value Engineering + + +

CLE 004 Introduction to Lean Enterprise Concepts + + + + +

CLE 009 System Safety in Systems Engineering + + +

CLE 011 Modeling and Simulation for Systems Engineering + + + +

CLE 015 Continuous Process Improvement Familiarization + + + + +

CLE 021 Technology Readiness Assessments + + + +

CLE 036 Engineering Change Proposals for Engineers + + + + +

CLE 045 Introduction to S&T Management + +

CLE 301 Reliability and Maintainability + + + +

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

CLM 013 Work-Breakdown Structure + + + +

CLM 016 Cost Estimating + + + +

IRM 101 Basic Information Systems Acquisition + +

LOG 101 Acquisition Logistics Fundamentals + + +

LOG 102 Systems Sustainment Management Fundamentals + + +

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.

Section 3
p. 94

SPRDE – Systems Engineering Level II

Type of Assignment Representative Activities

+ Functional Specialist 

•	 Organizes, conducts, and/or monitors engineering activities in a functional specialty

relating to the design, development, fabrication, installation, modification, 

sustainment, and/or analysis of systems or systems components. Analyzes, conducts,

and/or monitors 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

+ Software Engineer 

•	 Organizes, conducts, and/or monitors engineering activities relating to the design,	

development, and/or analysis of software and information technology systems or

systems components

•	 Applies systems engineering technical and technical management processes to

software and IT development

+ Developmental 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

+ Science and Technology (Research Eng 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 201A Intermediate Systems Acquisition, Part A

•	 ACQ 201B Intermediate Systems Acquisition, Part B (R)

+ Functional Training

•	 SYS 202 IntermediateSystemsPlanning,Research,Development,andEngineering,Part I

•	 SYS 203 IntermediateSystemsPlanning,Research,Development,andEngineering,PartII (R)

•	 CLE 003 Technical Reviews

+ Education

Baccalaureate or graduate degree ina technical or scientificfield such as engineering,

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

or computer science

+ Experience

•	 2 years oftechnical experience in an acquisition position. Ofthat:

+ Atleast 1 year in a SPRDE-SE or a SPRDE-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 standards

Core Plus Development Guide2 

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

Training Func Spc Software Eng Dev/Sustain 

Eng

S&T (Res Eng/

Sci)

BCF 102 Fundamentals of Earned Value Management + +

BCF 103 Fundamentals of Business Financial Management + + +

CLB 017 Performance Measurement Baseline + +

CLC 041 Predictive Analysis and Systems Engineering + + +

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 062 Human Systems Integration + + + +

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. 95

Core Plus Development Guide2 

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

Training Func Spc Soft/IT Eng Dev Eng S&T (Res Eng/

Sci)

CLE 066 Systems Engineering for Systems of Systems + + + +

CLL 012 Supportability Analysis + + +

CLM 014IPT Management and Leadership + + + +

CLM 031 Improved Statement of Work + + + +

CLM 032 Evolutionary Acquisition + + +

IRM 202 Intermediate Information Systems Acquisition (R) +

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

LOG 200 Intermediate Acquisition Logistics, Part A + +

LOG 204 Configuration Management + + + +

LOG 211 Supportability Analysis (R) + + +

PQM 201A Intermediate Production, Quality, and Manufacturing, 

Part A 

+ + +

PQM 251 Program Management Tools Course, Part 1 + + +

STM 202 Intermediate S&T Management (R) +

TST 203 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. 

Section 3
p. 96

SPRDE – Systems Engineering Level III

Type of Assignment Representative Activities

+ Functional Specialist 

•	 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

+ Software Engineer 

•	 Leads and/or manages engineering activities relating to the design, development, and/	

or analysis of software and information technology systems or systems components

•	 Ensures appropriate systems engineering processes are properly applied to software

development and/or IT integration activities

+ Developmental 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

+ Science and Technology (Research Eng 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 AcquisitionTraining identified atLevel II must have beencompleted

+ Functional Training •	 SYS 302 Technical Leadership in Systems Engineering (R)

•	 CLL 008 Designing for Supportability in DoD Systems

+ Education

Baccalaureate or graduate degree ina technical or scientificfield such as engineering,

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

or computer science

+ Experience

•	 4 years oftechnical experience in an acquisition position. Ofthat:

+ Atleast 3 years in an SPRDE-SE or a SPRDE-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 standards

Core Plus Development Guide2 

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

Training Func Spc Software Eng Dev /Sustain 

Eng

S&T (Res Eng/

Sci)

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) + +

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

CLM055 Program Leadership + + + +

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

LOG 206 Intermediate Systems Sustainment 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. 

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. 97

Core Plus Development Guide2 

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

Training Func Spc Soft/IT Eng Dev Eng S&T (Res Eng/

Sci)

LOG 235 Performance-Based Logistics, Part A + +

PMT 257 Program Management Tools Course, Part II + + +

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

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. 

Section 3
p. 98

Facilities Engineering Functional Community

+ Mr. James Dalton, P.E. 

Chief, Engineering and Construction 

+ U.S. Army Corps of Engineers

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/

elimination of environmental impact in direct 

support of the defense acquisition process.

Total 

Workforce 

Size: 7,329
p. 99

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 FE functional area

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training ACQ 101 Fundamentals of SystemsAcquisitionManagement

+ Functional Training None required

+ Education Formal educationnot required for certification

+ Experience 1 year of acquisitionexperience infacilities 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: 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. 

Section 3
p. 100

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 IntermediateFacilitiesEngineering

+ Education Formal educationnot required for certification

+ Experience 2 years of acquisitionexperience infacilities engineering

Core Plus Development Guide2 

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

Training Facilities Engineer

CLB 016 Introduction to Earned Value Management +

CLE 001 Value Engineering +

CLM 012 Scheduling +

CLM 013 Work-Breakdown Structure +

CLM 016 Cost Estimating +

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. 101

Facilities Engineering Level III

Type of Assignment Representative Activities

+ Facilities Engineer 

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

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

real estate; and real property maintenance

•	 May lead multiple IPTs for specific projects or perform FE program management

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training None required

+ Functional Training FE 301 AdvancedFacilitiesEngineering (R)

+ Education Formal educationnot required for certification

+ Experience 4 years of acquisitionexperience infacilities engineering

Core Plus Development Guide2 

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

Training Facilities Engineer

CLC 037 A-76 Competitive Sourcing Overview +

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. 

Section 3
p. 102

This career field includes computer 

scientists, information technology (IT) 

management specialists, computer engineers, 

telecommunications managers, IT program and 

project managers, etc., 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. 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, information assurance certification, 

Global Information Grid compliance, and 

IT architecture-related activities; and tests, 

evaluates, plans, obtains, and manages IT life 

cycle development and support (operations, 

maintenance, and replacement).

Information Technology Functional Community 

+ Ms. Joyce France 

Director, DoD Chief Information Officer Management Services

Total 

Workforce 

Size: 5,645
p. 103

Information Technology Level I

Type of Assignment Representative Activities

+ CIO Office 

Identifies and describes the following: policies,laws, and regulations; emerging IT

acquisitionstrategies; best practices; IT-related performance measures and quality

management; capital planning and investment control; acquisitionplanning, solicitation,

and administration; and informationassurance

+ Central Design Activity (CDA)

Identifies and describes the following: basic concepts of software engineering and

development activities; enterprise architecture; best practices; ITsystems engineering;

informationassurance; IT-related technologies;test and evaluationprocesses; and

verificationand validationprocesses

+ Project Office/Field Activities

Identifies and describes the following: ITprogram management approaches; emerging

ITacquisitionstrategies; best practices; IT-related performance measures and quality

management; acquisitionplanning, solicitation, and administration;informationassurance;test and evaluationprocesses; verificationand validationprocesses; andfielding

and sustaining ITsystems

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training ACQ 101 Fundamentals of SystemsAcquisitionManagement

+ Functional Training

As ofNov. 15, 2005,the contents of IRM101 and SAM101 were merged. SinceNov. 15,

2005,the same content has beendelivered under both course designators/names.Therefore, either ofthe following conditions must be met:

•	 IRM 101 Basic Information Systems Acquisition and

SAM 101 Basic SoftwareAcquisitionManagementif both courses were completed before

Nov. 15, 2005; or

•	 IRM 101 Basic Information Systems Acquisition or

SAM 101 Basic SoftwareAcquisitionManagementif either course was completed onor

afterNov. 15, 2005

+ Education Formal educationnot required for certification

+ Experience 1 year of acquisitionexperience ininformationtechnology

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 + +

CLB 016 Introduction to Earned Value Management + + +

CLE 004 Introduction to Lean Enterprise Concepts + + +

CLE 015 Continuous Process Improvement Familiarization + + +

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, 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.

Section 3
p. 104

Information Technology Level II

Type of Assignment Representative Activities

+ CIO Office 

Applies the following: policies,laws, and regulations; emerging ITacquisitionstrategies;

best practices; IT-related performance measures and quality management; capital planning and investment control; acquisitionplanning, solicitation, and administration; and

informationassurance

+ Central Design Activity (CDA)

Applies the following: basic concepts of software engineering and development activities;

enterprise architecture; best practices; ITsystems engineering;informationassurance;

IT-related technologies;test and evaluationprocesses; and verificationand validation

processes

+ Project Office/Field Activities

Applies the following: ITprogram management approaches; emerging ITacquisition

strategies; best practices; IT-related performance measures and quality management;

acquisitionplanning, solicitation, and administration;informationassurance;test and

evaluationprocesses; verificationand validationprocesses; andfielding and sustaining

ITsystems

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training •	 ACQ 201A Intermediate Systems Acquisition, Part A

•	 ACQ 201B Intermediate Systems Acquisition, Part B (R)

+ Functional Training •	 IRM 202 Intermediate Information Systems Acquisition (R)

+ Education Formal educationnot required for certification

+ Experience 2 years of acquisitionexperience; atleast 1 year ofthis experience must be ininformation

technology

Core Plus Development Guide2 

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

Training CIO Off CDA PO/Fld Act

BCF 102 Fundamentals of Earned Value Management + + +

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) for Acquisition Professionals + + +

CLE 301 Reliability and Maintainability + +

CLL 015 Business Case Analysis + +

LOG 101 Acquisition Logistics Fundamentals + +

SYS 202 Intermediate Systems Planning, Research, Development, 

and Engineering, Part I + +

Education: Master’s degree, preferably with a major in computer science, management information systems, business administration, 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. 105

Information Technology Level III

Type of Assignment Representative Activities

+ CIO Office 

Interprets, evaluates, and develops policies and/or influences laws/regulations for:

emerging ITacquisitionstrategies; best practices; IT-related performance measures

and quality management; capital planning and investment control; acquisitionplanning,

solicitation, and administration; and informationassurance

+ Central Design Activity (CDA)

Interprets, evaluates, and/or develops: basic concepts of software engineering and

development activities; enterprise architecture; best practices; ITsystems engineering;

informationassurance; IT-related technologies;test and evaluationprocesses; and

verificationand validationprocesses

+ Project Office/Field Activities

Interprets, evaluates, and/or develops: ITprogram management approaches; emerging

ITacquisitionstrategies; best practices; IT-related performance measures and quality

management; acquisitionplanning, solicitation, and administration;informationassurance;test and evaluationprocesses; verificationand validationprocesses; andfielding

and sustaining ITsystems

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 educationnot required for certification

+ Experience 4 years ofinformationtechnology or software-intensive systems acquisitionexperience

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 + +

CLL 014 Joint Systems Integrated Support Strategies (JSISS) + +

CLM 014 IPT Management and Leadership + + +

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

LOG 200 Intermediate Acquisition Logistics, Part A +

PMT 251 Program Management Tools Course, Part I + + +

PMT 257 Program Management Tools Course, Part II + + +

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

SYS 203 Intermediate Systems Planning, Research, Development, 

and Engineering, Part II (R) + +

Education: Master’s degree, preferably with a major in computer science, information systems management, business administration, 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. 

Section 3
p. 106

Life Cycle Logistics Functional Community 

+ Mrs. Sue Dryden

Deputy Assistant 

Secretary of Defense

(Materiel Readiness)

The Life Cycle Logistics career field spans the entire 

system life cycle, encompassing both acquisition 

logistics 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. 

Life cycle logisticians perform a principal joint and/

or DoD component logistics role during both the 

acquisition and operational phases of a system’s life 

cycle to: ensure product support strategies meet 

program goals for operational effectiveness and 

readiness; ensure supportability requirements are 

addressed consistently with cost, schedule, and 

performance; ensure supportability considerations 

are implemented during systems design; meet system 

materiel availability, materiel reliability, operations 

and support cost, and mean down-time objectives; 

and deliver optimal life cycle product support. To be 

successful, they must therefore be proficient in the 

following competency areas:

+ Logistics Design Influence

+ Integrated Product Support (IPS) Planning

+ Product Support and Sustainment

+ Configuration Management

+ Reliability and Maintainability Analysis

+ Technical/Product Data Management 

+ Supportability Analysis

Life cycle logisticians pursue two primary 

objectives—namely, to ensure that weapons 

systems are designed, maintained, and modified to 

continuously reduce the demand for logistics; and to 

ensure effective and efficient logistics support. The 

resources required to provide product support must 

be minimized while meeting warfighter needs and 

ensuring long-term affordable materiel readiness.

Life cycle logisticians achieve these objectives by 

ensuring the integration of the Integrated Product 

Support (IPS) elements to maximize supportability, 

reliability, availability, maintainability, and mission 

effectiveness 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 ensuring materiel 

readiness at optimal life cycle costs and integrating 

life cycle management principles by designing and 

implementing performance-based life cycle 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, or in other supporting and sustainment 

logistics activity offices. Level III certified life cycle 

logisticians can also serve as DoD Product Support 

Managers, responsible for: 

+ Providing weapon systems product support subject 

matter expertise to the Program Manager (PM) 

for the 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 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 

preferred product support strategy

+ Developing and implementing appropriate product 

support arrangements

+ Assessing and adjusting resource allocations and 

performance requirements for product support to 

meet warfighter needs and optimize implementation 

of the product support strategy

+ Documenting the product support strategy in the Life 

Cycle Sustainment Plan (LCSP)

+ Conducting periodic product support strategy reviews 

and revalidating the supporting business 

case analysis

Thus, 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, 

and provides the nation an enduring strategic 

advantage over its adversaries. 

Total 

Workforce 

Size: 17,218

 
p. 107

Life Cycle Logistics Level I

Type of Assignment Representative Activities

+ Acquisition Logistics 

•	 Plans/develops effective and affordable weapons, materiel, or information systems 

support strategies

•	 Ensures product support strategies meet program goals for operational effectiveness 

and readiness

•	 Ensures supportability requirements consistent with cost, schedule, and performance

are addressed

•	 Plans and develops performance-based logistics as preferred DoD product support

approach

•	 Ensures integration of all support elements to maximize system deployability,

supportability, and mobility

+ Sustainment 

•	 Implements effective and affordable weapons, materiel, or information systems

support of fielded and/or out-of-production systems, including obsolescence,

modernization, modification, sustaining engineering, workload allocation, public-

private partnerships, supply chain management, and/or system retirement

•	 Executes and manages system performance-based logistics support strategy, ensuring

system performance requirements are met

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 (PRDE) 

+ Functional Training

•	 LOG 101 Acquisition Logistics Fundamentals

•	 LOG 102 Systems Sustainment Management Fundamentals

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

•	 CLL 008 Designing for Supportability in DoD Systems

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

+ Education Formal educationnot required for certification

+ Experience 1 year of acquisitionand/or sustainment experience inlife cycle logistics

Core Plus Development Guide2 

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

Training Acquisition Logistics Sustainment

BCF 102 Fundamentals of Earned Value Management +

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 011 Contracting for the Rest of Us + +

CLC 013 Performance-Based Services Acquisition +

CLC 019 Leveraging DCMA for Program Success + +

CLC 045 Partnering + +

CLC 108 Strategic Sourcing Overview +

CLC 112 Contractors Accompanying the Force + +

CLE 003 Technical Reviews +

CLE 015 Continuous Process Improvement Familiarization 

CLE 062 Human Systems Integration

+

+

+

+

CLE 301 Reliability and Maintainability + +

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. 

Section 3
p. 108

Core Plus Development Guide2 

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

Training Acquisition Logistics Sustainment

CLL 002 Defense Logistics Agency Support to the PM + +

CLL 006 Depot Maintenance Partnering + +

CLL 013 DoD Packaging +

CLL 014 Joint Systems Integrated Support Strategies (JSISS) + +

CLL 017 Introduction to Defense Distribution +

CLL 022 Title 10 Depot Maintenance Statute Overview + +

CLL 030 Reliability Centered Maintenance (RCM) + +

CLL 033 Logistician’s Responsibilities During Technical Reviews + +

CLL 032 Preventing Counterfiet Parts from Entering DoD Supply + +

CLM 003 Overview of Acquisition Ethics 

CLM 013 Work-Breakdown Structure +

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

 CLM 024 Contracting Overeview + +

CLL 032 Preventing Counterfiet Parts from Entering DoD Supply + +

CLL 033 Preventing Counterfiet Parts from Entering DoD + +

CON 110 Mission-Support Planning +

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

TST 102 Fundamentals of Test and Evaluation + +

Education: Baccalaureate degree in a technical, scientific, or managerial field

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. 109

Life Cycle Logistics Level II

Type of Assignment Representative Activities

+ Acquisition Logistics 

•	 Plans/develops effective and affordable weapons, materiel, or information systems

support strategies

•	 Ensures product support strategies meet program goals for operational effectiveness

and readiness

•	 Ensures supportability requirements consistent with cost, schedule, and performance

are addressed

•	 Plans and develops performance-based logistics as preferred DoD product support

approach

•	 Ensures integration of all support elements to maximize system deployability,

supportability, and mobility

+ Sustainment 

•	 Implements effective and affordable weapons, materiel, or information systems

support of fielded and/or out-of-production systems, including obsolescence,

modernization modification, sustaining engineering, workload allocation, public-

private partnerships, supply chain management, and/or system retirement

•	 Executes and manages system performance-based logistics support strategy, ensuring

system performance requirements are met

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training •	 ACQ 201A Intermediate Systems Acquisition, Part A

•	 ACQ 201B Intermediate Systems Acquisition, Part B (R)

+ Functional Training

•	 LOG 200 Intermediate Acquisition Logistics, Part A

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

•	 LOG 206 Intermediate Systems Sustainment Management

•	 LOG 235 Performance-Based Logistics, Part A

•	 CLL 001 Life Cycle Management & Sustainment Metrics

•	 CLL 012 Supportability Analysis

+ Education Formal educationnot required for certification

+ Experience 2 years of acquisitionand/or sustainment experience inlife cycle logistics

Core Plus Development Guide2 

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

Training Acquisition Logistics Sustainment

BCF 211 Acquisition Business Management (R) +

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

CLC 004 Market Research +

CLE 001 Value Engineering +

CLE 004 Introduction to Lean Enterprise Concepts +

CLE 007 Lean Six Sigma for Manufacturing + +

CLE 040 IUID Marking + +

CLE 064 Standardization in the Acquisition Life Cycle + +

CLL 019 Technology Refreshment Planning +

CLL 020 Independent Logistics Assessments +

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 029 Condition-Based Maintenance Plus (CBM+) + +

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. 

Section 3
p. 110

Core Plus Development Guide2 

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

Training Acquisition Logistics Sustainment

CLL 036 Product Support Manager (PSM) + +

CLL 043 Green Logistics: Planning for Sustainability + +

CLL 057 Level of Repair Analysis—Introduction +

CLL 058 Level of Repair Analysis—Theory and Principles +

CLL 119 Technical Refreshment Implementation Module +

CLM 037 Physical Inventories +

CLM 038 Corrosion Prevention and Control Overview +

CLR 252 Developing Requirements +

IRM 101 Basic Information Systems Acquisition +

LOG 204 Configuration Management + +

PMT 203 International Security and Technology Transfer/Control 

(R) + +

PMT 251 Program Management Tools Course, Part I +

PMT 257 Program Management Tools Course, Part II +

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) +

RQM 110 Core Concepts for Requirements Management +

SYS 202 Intermediate Systems Planning, Research, Development, 

and Engineering, Part I +

TST 203 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

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. 111

Life Cycle Logistics Level III

Type of Assignment Representative Activities

+ Acquisition Logistics 

•	 Leads/plans/develops effective and affordable weapons, materiel, or information

systems support strategies

•	 Ensures product support strategies meet program goals for operational effectiveness

and readiness

•	 Ensures supportability requirements consistent with cost, schedule, and performance

are addressed

•	 Plans and develops performance-based logistics as preferred DoD product support

approach

•	 Ensures integration of all support elements to maximize system deployability,

supportability, and mobility

+ Sustainment 

•	 Leads, plans, and executes effective and affordable weapons, materiel, or information

systems support of fielded and/or out-of-production systems, including obsolescence

management, modernization/modification, sustaining engineering, workload

allocation, public-private partnerships, supply chain management, and/or system

retirement

•	 Executes and manages performance-based logistics support strategy, ensuring system

performance requirements are met

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training No additional requirements

+ Functional Training

•	 LOG 340 Life Cycle Product Support (R)

•	 LOG 350 Enterprise Life Cycle Logistics Management (R)

•	 CLL 005 Developing a Life Cycle Sustainment Plan (LCSP)

•	 CLL 015 Business Case Analysis

•	 CLL 020 Independent Logistics Assessments

And one ofthe following:

•	 ACQ 265 Mission-Focused Services Acquisition (R)

•	 BCF 215 Operating and Support Cost Analysis (R)

•	 RQM 110 Core Concepts for Requirements Management

•	 LOG 204 Configuration Management

+ Education Formal educationnot required for certification

+ Experience 4 years of acquisitionand/or sustainment experience inlife cycle logistics

Core Plus Development Guide2 

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

Training Acquisition Logistics Sustainment

ACQ 265 Mission-Focused Services Acquisition (R) + +

ACQ 450 Leading in the Acquisition Environment (R) +

ACQ 451 Integrated Acquisition for Decision Makers (R) +

ACQ 452 Forging Stakeholder Relationships (R) + +

CLB 011 Budget Policy + +

CLB 016 Introduction to Earned Value Management +

CLC 051 Managing Government Property in Possession of 

Contractors +

CLC 055 Competition Requirements + +

CLE 011 Modeling and Simulation for Systems Engineering +

CLL 003 Supportability Test and Evaluation +

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 054 Joint Task Force Port Opening (JTF-PO) +

CLL 055 Joint Deployment & Distribution Performance Metrics 

Framework +

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. 

Section 3
p. 112

Core Plus Development Guide2 

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

Training Acquisition Logistics Sustainment

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 +

CLL 206 Parts Management Executive Overview + +

CLM 014 IPT Management and Leadership +

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 +

CLM 047 Fiscal and Physical Accountability and Management of 

DoD Equipment +

CLM 200 Item-Unique Identification +

CLR 250 Capabilities-Based Assessment + +

CON 237 Simplified Acquisition Procedures +

HBS 401 Budgeting + +

HBS 407 Crisis Management + +

PMT 202 Multinational Program Management (R) + +

PMT 352A Program Management Office Course, Part A +

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

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

RQM 403 Requirements Management Executive Overview (R) +

SYS 203 Intermediate Systems Planning, Research, Development, 

and Engineering, Part II (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 Industrial College of the Armed Forces (ICAF)

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

 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

Section 3
p. 114

Science and Technology Functional Community 

Systems Planning, Research, Development, and Engineering–

Science and Technology Manager 

+ Dr. John Fischer 

Director, Laboratory Office, ODDR&E

Science and technology managers are typically 

scientists and engineers primarily involved in 

the material solution analysis and technology 

development 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.

Total 

Workforce 

Size: 3,206
p. 115

SPRDE – 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 developmentinsupport of acquisition

programs

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training ACQ 101 Fundamentals of SystemsAcquisitionManagement

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

•	 CLE 045 Introduction to DoD Science & Technology Management

+ Education

Baccalaureate or graduate degree ina technical or scientificfield such as, butnotlimited

to, engineering, physics, chemistry, biology, psychology, mathematics, operations

research, engineering management, or computer science

+ Experience 1 year oftechnical experience related to science and technology management

Core Plus Development Guide2 

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

Training Science & Technology

CLE 011 Modeling and Simulation for Systems Engineering +

CLM 013 Work-Breakdown Structure +

CLM 016 Cost Estimating +

CLM 017 Risk Management +

CLM 024 Contracting Overview +

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. 

Section 3
p. 116

SPRDE – 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 supportto acquisitionprogram managers

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training ACQ 201A Intermediate SystemsAcquisition,PartA

+ Functional Training •	 STM 202 Intermediate S&T Management (R)

•	 CLE 021 Technology Readiness Assessments

+ Education

Baccalaureate or graduate degree ina technical or scientificfield such as, butnotlimited

to, engineering, physics, chemistry, biology, psychology, mathematics, operations

research, engineering management, or computer science

+ Experience 2 years oftechnical experience related to science and technology management

Core Plus Development Guide2 

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

Training Science & Technology

CLB 011 Budget Policy +

CLB 016 Introduction to Earned Value Management +

CLC 036 Other Transaction Authority for Prototype Projects 

Overview +

CLC 106 Contracting Officer's Representative with a Mission Focus +

CLE 003 Technical Reviews +

CLE 009 Environmental Safety and Occupational Health (ESOH) 

in Systems Engineering +

CLE 301 Reliability and Maintainability +

CLL 008 Designing for Supportability in DoD Systems +

CLM 012 Scheduling +

CLM 031 Improved Statement of Work +

CLM 035 Environmental Safety and Occupational Health—Lesson 

from PMT 352A +

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. 117

SPRDE – 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 supportto

acquisitionprogram managers

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training CLM 014 IPTManagement andLeadership

+ Functional Training STM 303 Advanced S&TManagement (R)

+ Education

Baccalaureate or graduate degree ina technical or scientificfield such as, butnotlimited

to, engineering, physics, chemistry, biology, psychology, mathematics, operations

research, engineering management, or computer science

+ Experience 4 years oftechnical experience related to science and technology management

Unique Position Training Standards2

+ Advanced Technology Development Manager (Individuals 

with primary management responsibilities for significant 

BA 3 projects such as Advanced Technology Demonstrations, Joint Capability Demonstrations, and Future Naval 

Capabilities Programs)

•	 ACQ 201B Intermediate Systems Acquisition, Part B (R)

•	 CLB 017 Performance Measurement Baseline

•	 CLB 018 Earned Value and Financial Management Reports

•	 CLB 020 Baseline Maintenance

•	 CLE 026 Trade Studies 

•	 PMT 251 Program Management Tools Course, Part I

•	 PMT 257 Program Management Tools Course, Part II

•	 PMT 352A Program Management Office Course, Part A

Core Plus Development Guide2 

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

Training Science & Technology

CLB 017 Performance Measurement Baseline +

CLE 026 Trade Studies +

CLM 041 Capabilities-Based Planning +

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. 

Section 3
p. 118

Test and Evaluation Functional Community 

+ Mr. Edward Greer 

+ Deputy Assistant Secretary of Defense, Developmental Test and 

Evaluation OASD(R&E) 

Director, Test Resource Management Center (TRMC) 

As the functional leader for the Test and 

Evaluation (T&E) career field, my primary goals 

are improving the quality of the T&E workforce 

and providing consistent and integrated T&E 

policy and guidance. Our responsibility to train 

and maintain the T&E workforce involves 

keeping the T&E functional and core acquisition 

competencies current, establishing certification 

standards, and developing T&E position category 

descriptions.

Our T&E courses provide essential knowledge 

that T&E professionals require to effectively 

participate in DoD T&E activities. In order 

to assist in reducing cost and schedule, and 

improving performance for major defense 

acquisition programs, T&E professionals need to 

have a foundation that includes understanding 

technical maturity and performance baselines; 

knowledge and application of technical reviews; 

design considerations; reliability growth; and 

the practical use of T&E concepts and principles 

during planning, execution, and reporting for a 

system or system-of-systems. In addition to the 

foundation, the Office of the Deputy Assistant 

Secretary of Defense, Developmental Test 

and Evaluation (ODASD(DT&E)) forecasts 

growing areas for expertise and education 

in interoperability, information and system 

assurance, reliability and maintainability, and 

enhanced use of modeling and simulation and 

stimulants.

As the functional leader, I provide oversight 

by reviewing DAU education and training 

requirements as well as validating the 

certification standards for each of the three 

T&E certification levels. ODASD(DT&E) 

also updates the requirements according to 

changes in statutory and regulatory acquisition 

policies, practices, and procedures. Currently, 

ODASD(DT&E) continues to develop learning 

modules for T&E in modeling and simulation and 

testing in a joint environment.

The T&E workforce requires increasing 

knowledge and skills to adequately identify 

and evaluate system vulnerabilities. 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 ODASD(DT&E)’s mission is to ensure 

that there is a high quality T&E workforce in 

order to provide the warfighter with affordable, 

supportable, and effective performance-based 

systems.

Total 

Workforce 

Size: 8,622 
p. 119

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 metrics (e.g., CTPs, MOEs, MOPs, COIs, success criteria)	

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 ofthe T&E aspects of products/systems in the acquisition

process

•	 Supports development ofthe 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 program’s T&E team developing a test and evaluation strategy (TES) and a

test and evaluation master plan (TEMP)

•	 Supports development of program’s TES, approach, process, schedule,	

and resource requirements

•	 Supports implementation of metrics (e.g., CTPs, MOEs, MOPs, COIs, success criteria)

relative to product/system under test

•	 Supports development of T&E materials 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 supporttesting as expected for the respective facility

•	 Supports facility test plan development

•	 Assists in test execution, data collection, analysis, and reporting

•	 Supports the maintenance ofthe physical facility, environment, and coordination of

renovations and repairs as necessary

•	 Assists in the execution of Service/agency or DoD Information Assurance (IA) and

System Assurance (SA)testing

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training ACQ 101 Fundamentals of SystemsAcquisitionManagement

+ Functional Training

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

•	 TST 102 Fundamentals of Test and Evaluation

•	 CLE 023 Modeling and Simulation for Test and Evaluation

+ Education

Baccalaureate or graduate degree ina technical or scientificfield such as engineering,

physics, chemistry, biology, mathematics, operations research, engineering management, or computer science.

+ Experience 1 year of acquisitionexperience intest and evaluation

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 + +

CLE 015 Continuous Process Improvement Familiarization + +

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. 

Section 3
p. 120

Test and Evaluation Level II

Type of Assignment Representative Activities

+ Headquarters and Staff (OSD, JS, COCOMs, JITC, SYSCOMs,, 

etc.) 

•	 Supports research and development oftest and evaluation strategy (TES), policy,

practices,

procedures, and implementation direction and guidance

•	 Supports development of metrics (e.g., CTPs, MOEs, MOPs, COIs, success criteria)	

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 ofthe T&E aspects of products/systems in the acquisition

process and identifies T&E issues

•	 Coordinates test and evaluation strategies (TES),test and evaluation master plans

(TEMPs),test concepts, and test plans as well as certifying annual T&E budgets

•	 Supports development ofthe 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 ofthe program’s T&E working-level IPT

•	 Directs/manages development and/or implementation of metrics (e.g., CTPs, MOEs,

MOPs, COIs, success criteria) relative to product/system under test

•	 Draftsandcoordinatestestandevaluationstrategy(TES)andtestandevaluationmasterplan

(TEMP)

•	 Directs coordination of Information Assurance (IA)testing and the DoD IA

Certification and Accreditation 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

•	 ProvidesguidanceontestconceptsandtestplansdevelopmentandsubmitsannualT&E

budgets

+ Range/Lab/Field Supporting Activities 

•	 Identifies and schedules facility resources for T&E resources, including: workforce,

infrastructure, and budgets to supporttesting

•	 Ensures facility T&E 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 ofthe physical facility, environment, and coordination of

renovations and repairs as necessary

•	 Manages the implementation of Service/agency or DoD Information Assurance (IA)

and System Assurance (SA) policies

•	 Leads the evaluation and reporting oftest results

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training •	 ACQ 201A Intermediate Systems Acquisition, Part A

•	 ACQ 201B Intermediate Systems Acquisition, Part B (R)

+ Functional Training

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

Part I

•	 TST 203 Intermediate Test and Evaluation (R)

•	 CLE 029 Testing In a Joint Environment

+ Education

Baccalaureate or graduate degree ina technical or scientificfield such as engineering,

physics, chemistry, biology, mathematics, operations research, engineering management, or computer science.

+ Experience 2 years oftest and evaluationexperience

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. 121

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 + +

CLB 016 Introduction to Earned Value Management + +

CLE 015 Continuous Process Improvement Familiarization + + +

CLE 017 Technical Planning + + +

CLE 021 Technology Readiness Assessments + + +

CLE 037 Telemetry +

CLE 038 Time Space-Position Information +

CLE 039 Environmental Issues in Testing and Evaluation + + +

CLE 060 Practical Software and Systems Management + + +

CLM 013 Work-Breakdown Structure + +

CLM 016 Cost Estimating + + +

CLM 017 Risk Management + + +

CLM 035 Environmental Safety and Occupational Health—Lesson 

from PMT 352A + + +

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 Management + +

Education: None specified

Experience: At least 1 year of field hands-on T&E 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. 

Section 3
p. 122

Test and Evaluation Level III

Type of Assignment Representative Activities

+ Headquarters and Staff (OSD, JS, COCOMs, JITC, SYSCOMS, 

etc.) 

•	 Manages identification, development, and implementation of T&E strategy, policy,

practices, and procedures

•	 Manages development of metrics (e.g., CTPs, MOEs, MOPs, COIs, success criteria)	

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 ofthe T&E aspects of products/systems in the

acquisition process, identifies T&E issues, and recommends corrective actions as

necessary

•	 Manages development ofthe T&E career management plan for recruiting,training, and	

retaining a professional T&E workforce

•	 Approves test and evaluation strategy (TES),test and evaluation master plans

(TEMPs),test concepts, and test plans as well as certifying annual T&E budgets

•	 ManagesthedevelopmentandexecutionofT&Eprocesses,standards,methods,and

techniques

+ Program Management and Matrix Support 

•	 Chairs or serves as a key member ofthe program’s T&E working-level IPT

•	 Manages test and evaluation strategy (TES) and test and evaluation master plan

(TEMP) development and securing 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 test concepts and test plans development and submits annual

T&E budgets

+ Range/Lab/Field Supporting Activities 

•	 Manages the identification, process, and schedule for T&E resources, including:

workforce, infrastructure, and budgets to supporttesting

•	 Ensures facility test and evaluation 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 oftest plans

•	 Directs/manages test execution, data collection, and analysis

•	 Directs/manages evaluation and reporting test results

•	 Directs/manages development of new T&E techniques, capture of lessons learned, and	

development of T&E best practices

•	 Manages the maintenance ofthe physical facility, environment, and coordination of

renovations and repairs as necessary

•	 Directs/manages the implementation of Service/agency or DoD Information Assurance

(IA), and System Assurance (SA) policies applicable to testfacility

Core Certification Standards1 (Required for DAWIA certification)

+ Acquisition Training AcquisitionTraining identified atLevel II must have beencompleted

+ Functional Training •	 Functional Training identified at Level II must have been completed

•	 TST 303 Advanced Test and Evaluation (R)

+ Education

Baccalaureate or graduate degree ina technical or scientificfield such as engineering,

physics, chemistry, biology, mathematics, operations research, engineering management, or computer science.

+ Experience 4 years oftest and evaluationexperience

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. 123

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 System Safety in Systems Engineering + + +

CLE 066 Systems Engineering for Systems of Systems + + +

CLL 012 Supportability Analysis + + +

CLL 014 Joint Systems Integrated Support Strategies (JSISS) +

CLM 032 Evolutionary Acquisition + +

CLR 151 Analysis of Alternatives + +

CLR 250 Capabilities Based Assessments + +

HBS 441 Team Management + + +

PMT 251 Program Management Tools Course, Part I + +

PMT 257 Program Management Tools Course, Part II + + +

SYS 203 Intermediate Systems Planning, Research, Development, 

and Engineering, Part II (R) + + +

Education: None specified

Experience: At least 2 years of field hands-on T&E 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. 

Section 3
p. 124

Defense Contract Management Community

+ Mr. Charlie E. Williams Jr. 

+ Director, Defense Contract Management Agency 

The Director of the Defense Contract 

Management Agency (DCMA) has been 

designated as the Competency Lead, responsible 

for defining both the contract management 

functional areas on which the College of Contract 

Management (CCM) will focus its curricula and 

the DCMA-specific functional competencies 

those curricula will train. In this Competency 

Lead role, the DCMA Director will support those 

Functional Leaders in their oversight of DAU 

courses offered by CCM.

Members of the DCMA acquisition workforce 

perform a diverse range of contract management 

functions, including:

+ Contracting

+ Contingency Contracting

+ Pricing

+ Quality Assurance

+ Systems Engineering

+ Software Engineering

+ Earned Value Management

+ Manufacturing

+ Supply Chain Predictability

+ Property

+ Plant Clearance

+ Contract Safety

+ Transportation

+ Packaging

+ Aircraft Operations (safe handling in contractor 

facilities)

+ Contract Terminations

The DoD has a keen appreciation of the significant 

benefits that robust contract management can 

bring to both the warfighter and the taxpayer. 

Such benefits include well-negotiated overhead 

rates; excellent pricing support; sound validation 

of contractor business systems; insightful 

monitoring of contractor quality, engineering and 

schedules; vigorous contract management in a 

contingency environment, and more.

In support of DCMA’s provision of customerfocused Contract Administration Services that 

provide acquisition insight and engagement to 

enable the Defense Acquisition enterprise to 

produce the right product or service (quality) at 

the right time (delivery) and the right price (value), 

the focus of the CCM curricula will be to provide 

formal training on contract management-specific 

competencies needed for DCMA functional 

personnel to perform their jobs.

This training will be in addition to and in 

alignment with other Defense Acquisition 

Workforce Improvement Act (DAWIA) training 

that DCMA functional personnel will continue to 

receive.

CCM was established in October 2011, and its 

courses and online learning assets still are under 

development, with expected fielding throughout 

Fiscal Years 2013 and 2014. The CCM curricula 

will be organized within functional domains and 

generally targeted to DCMA employees at the 

journeyman level (with appropriate courses and/

or online learning assets for personnel not yet at 

that level). For most functional domains, DCMA 

employees will be expected to complete DAWIA 

training, “Core” DCMA CCM training, and “CorePlus” training (provided by the CCM, DCMA, or 

via a private-sector source). As those functional 

learning maps are formulated in FY 2013, they 

will be provided to DCMA personnel.

Total 

Workforce 

Size: 8,877 
p. 125

Section 3
p. 126
p. 127

p. 128 Overview of Acquisition 

Workforce Career Management

p. 129 U.S. Army DACM

p. 130 U.S. Navy and Marine Corps 

DACM

p. 131 U.S. Air Force DACM

p. 132 4th Estate DACM

p. 133 Registration Procedures for 

 Non-DoD Students

p. 134 DAU Administrative 

Information

Section 4: Acquisition 

Workforce Management 

and Administration

4
p. 128

Overview of Acquisition 

Workforce Career 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 civilians assigned to the Defense 

agencies 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.

Acquisition Workforce Management 

and Administration
p. 129

U.S. Army DACM 

LTG William N. Phillips

+ Army DACM

U.S. Army DACM

The U.S. Army Director, Acquisition Career Management (DACM) is charged 

with the responsibility to implement the Defense Acquisition Workforce 

Improvement Act (DAWIA) and the associated supplemental guidance. Enacted 

in 1990, the objective of DAWIA is to improve the quality and professionalism 

of the entire acquisition workforce by focusing on improving the effectiveness 

of the processes we implement to execute all phases of the acquisition life 

cycle. 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 

assistant secretary. The Army Deputy DACM serves also as the Director of the 

U.S. Army Acquisition Support Center, whose mission is to provide Commandlevel resource management, human resources, and force structure support to 

the Program Executive Offices and serve as the advocate for the entire Army 

Acquisition Workforce to ensure their professional growth and development in 

order to continually improve Army combat capability.

The DACM promotes leadership and professional development of the Army 

acquisition workforce and ensures individual 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 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 Defense Acquisition Workforce 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 workforce through relevant 

training, education, and experience opportunities

+ Oversee all career management activities for the AAC and Defense Acquisition 

Workforce (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 Defense Acquisition 

Workforce

+ Establish forums/opportunities to specifically 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 Army acquisition workforce 

is comprised of more than 

43,000 civilian and military 

workforce members who occupy 

14 acquisition career fields. The 

largest numbers of workforce 

members serve in the acquisition 

career fields of Systems Planning, 

Research, Development, and 

Engineering–Systems Engineer, 

followed by Contracting and Life 

Cycle Logistics.

WHERE TO FIND 

INFORMATION

Visit the Army’s acquisition Web 

site at asc.army.mil/ for information 

on acquisition career management 

policies and programs, including 

such topics as:

+ Acquisition Corps career planning and 

certification 

+ Civilian and Military Proponency

+ Legislation and policy

+ Tuition assistance and training 

opportunities

+ Waivers and forms

+ Defense Acquisition University 

training: 

https://www.atrrs.army.mil/channels/aitas/

+ The award-winning Army AL&T 

Magazine

+ News and developments

+ FAQs and contact information

Section 4
p. 130

U.S. Navy and Marine Corps DACM 

Ms. Rene’ Thomas-Rizzo

+ Navy DACM

U.S. Navy and Marine Corps DACM

The U.S. Navy Director, Acquisition Career Management (DACM) is the 

focal point in the Department of the Navy (DoN) for the management and 

development of the acquisition workforce. Having the right people in the right 

job at the right time will translate to effective and efficient execution, delivering 

the finest warfighting capability in the world. The DACM seeks to improve the 

workforce through education, training, and career management. 

The Navy DACM is focused on rebuilding the acquisition workforce and 

has developed a framework upon which the DoN will improve capacity and 

capability. The fundamental precept that guides the DACM office is that the 

current and future DoN warfighting development, procurement, and life 

cycle sustainment demands of its acquisition workforce continue to be high 

performing and competent across the spectrum of acquisition career fields. 

The framework is built upon a six-pillar foundation:

+ Pillar 1: Rebalance the acquisition workforce

+ Pillar 2: Integrate acquisition workforce requirements into the Planning, Programming, 

Budgeting and Execution System

+ Pillar 3: Reinforce the science and engineering foundation

+ Pillar 4: Improve program manager and acquisition business skills

+ Pillar 5: Return to deliberate flag/SES acquisition community management

+ Pillar 6: Plan acquisition workforce sustainment

The DACM goals are to:

+ Revitalize the acquisition workforce through improved education, training, and career 

management

+ Focus on recruitment and retention of acquisition professionals with critical skills needed 

to increase the capability of the acquisition workforce 

+ Implement policies and processes that lead to the successful rebuilding of the 

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 and ACAT II program manager assignments

+ Manage career development programs and opportunities

+ Ensure workforce reporting requirements are met

WHERE TO FIND 

INFORMATION

Visit the Department of the 

Navy Research, Development, 

and Acquisition Web site at 

https://acquisition.navy.mil/rda/home/

acquisition_workforcel for Navy-specific 

acquisition career management 

policies and procedures including 

topics such as:

+ Acquisition Corps

+ Career planning and 

certification

+ Legislation and policy

+ Naval Acquisition 

Development Program (interns 

and associates)

+ News and developments

+ Tuition assistance

+ Waivers and forms

+ Job fairs

+ FAQs

+ Contact information

To register for acquisition training, 

visit the Register-Now Web site at 

https://www.atrrs.army.mil/channels/navyedacm.
p. 131

U.S. Air Force DACM 

Mr. Patrick M. Hogan

+ SAF/AQH

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 fix 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 Brief 

(ACMS)

https://w20.afpc.randolph.af.mil/AFPCSecureNet20/CheckPortal.aspx

Review Your Career Path

https://afvec.langley.af.mil/af-cpt

U.S. Air Force DACM

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 include:

+ 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

Section 4
p. 132

4th Estate DACM

Mr. Garry Shafovaloff

+ 4th Estate DACM (Acting)

4th Estate DACM

The 4th Estate Director, Acquisition Career Management (DACM) represents 

civilians assigned to the defense agencies outside the military departments—a 

community comprised of over 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 high-performing Defense 

Acquisition Workforce

+ Collaborating and coordinating with defense agencies to support implementation of the 

Defense Acquisition Workforce Development Fund and the Secretary of Defense Growth 

Strategy 

+ 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

+ Approval of fulfillment requests

+ Processing and approval of waivers

+ 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

+ DAWIA certification 

+ Workforce manager resources

+ Workforce policy 

+ 4th Estate metrics 

+ 4th Estate DACM newsletter

Points of Contact:

ACQTAS Help Desk, 

acqtashelp@asmr.com, 

703-645-0161

ACQTAS Travel Desk, 

acqtastravel@asmr.com, 

703-645-0161
p. 133

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 www.disam.dsca.mil/itm/ 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 who is 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/channels/faitas/student/logon.aspx?caller=1, 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 

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 703-805-2300, Fax 703-805-

2111, or visit www.fai.gov/contact.asp.

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.

Section 4
p. 134

DAU Administrative 

Information

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

Elearning assets should be developed in 

accordance with the following minimum 

specifications for learners’ computers. 

+ 1. Windows XP Service Pack 3/Win7 Service Pack 1

+ 2. Internet Explorer 7.0 (WXP) - 8.0 (Win7)

+ 3. Browser Settings:

+ a. Pop-up blockers disabled

+ b. Cookies enabled at medium-low security 

 level

+ 4. Java Runtime Environment: Enabled, version 1.6 or 

above—AJAX has replaced the necessity for Java. 

If students are still unable access their courses sucessfully, it is recommend that they have at least version 

1.5.0 update 7 or higher, with the exceptions of 

1.6.0_01 and 1.6.0_10

+ 5. Adobe Flash Player Version 11.3+

+ 6. Windows Media Player 11+

+ 7. Adobe Acrobat Reader Version 10.1.3+

+ 8. Adobe Shockwave Player 11+

+ 9. Apple Quicktime 7.7.2

+ 10. Intel Pentium 4 Processor (1.6-2.4 GHz) or faster

+ 11. 40GB of available hard disk space

+ 12. 1 GB of RAM

+ 13. Screen Settings for Color Monitor:

+ a. 1024 x 768 minimum resolution

+ b. Font size or DPI set to normal or small

+ 14. Internet Connection: 56 kbps+ (1.5 Mbps 

 recommended)

+ 15. 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 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 e-mail from the 

university with instructions on how to proceed. In 

the case of online courses, an e-mail will explain how 

to access the course material online. For classroom 

courses, students will receive an e-mail with specific 

reporting instructions and information on housing, 

meals, facilities, and appropriate classroom attire.

DAU offers students Web-based support for 

classroom activities and pre-course assignments 

through the Blackboard learning management 

system. Blackboard provides Web sites for selected 

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 also 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 card-related 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 upon the Service component 

policy. Students should contact their Service 

component point of contact for the specific 

funding policy covering DAU training. Funding is 

not provided to cover travel and per diem costs for 

Acquisition Workforce Management 

and Administration
p. 135

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 e-mail 

identifying his or her status as either wait-listed 

or as having a reservation. Approximately 60 

days before the class starts, those with class 

reservations will receive an e-mail from DAU 

(later for late registrants) 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 provided in the 

online course schedule. Any workforce member 

who is registered and has not received reporting 

instructions 15 days prior to 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 the 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 certif icate.

DAU follows established DoD and Office of 

Personnel Management guidance for civilians, 

and Service regulations for military personnel 

concerning various categories of leave.

Section 4
p. 136

Transcripts

To obtain transcripts,students should go to 

www.http://www.dau.mil/studentInfo/default.aspx 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 

(SSN)/date of birth. Once in the transcript 

system, students can print a transcript at their 

desks or request that an official transcript with a 

raised DoD seal be sent to a college. Transcripts 

are usually processed within five working days, 

though sometimes it takes longer; students will 

receive an e-mail notice when their transcripts 

have been processed. Questions regarding 

transcripts should be directed to the Center for 

Scheduling and Student Support at dau.transcript@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 prior 

to 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 www.dau.mil/studentInfo/Pages/student_info.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.

Dress Policy

Unless otherwise noted in the welcome letter 

or e-mail, 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 may specify in advance 

exceptions to the above in support of a specific 

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 www.dau.mil/studentInfo/Pages/student_info.aspx.

Acquisition Workforce Management 

and Administration
p. 137

pg. 139

Appendix A:

Training Courses

a

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. 128-133 for course registration 

procedures.
p. 140

Distance Learning or Facilitated/Online Resident/Local

ACQ 265 

Mission-Focused Services 

Acquisition

This course is designed to improve our tradecraft in the 

acquisition of services. It uses a multifunctional approach 

that provides acquisition team members with the tools and 

techniques necessary to analyze and apply performancebased principles when developing requirements documents 

and effective business strategies for contractor-provided 

services. The course uses 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 may also 

provide an opportunity for experienced acquisition personnel to improve their understanding of the Service Acquisition Process.

Course Length: 4 class 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 class days

Method of Delivery: Resident

ACQ 401 

Senior Acquisition Course

A preeminent course for members of the acquisition corps, 

the Senior Acquisition Course is delivered by the Industrial 

College of the Armed Forces (ICAF). The course consists 

of the 10-month ICAF curriculum, complemented by a 

choice of acquisition-related electives and individual/group 

research and writing. A limited number of professionals may 

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; 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.

Course Length: Students have 60 calendar days to complete this course

Method of Delivery: Distance Learning

ACQ 201A 

Intermediate Systems Acquisition, 

Part A

Intermediate Systems Acquisition, Part A, uses computerbased training to prepare midlevel acquisition professionals to work in integrated product teams by providing an 

overview of systems acquisition principles and processes. 

Both ACQ 201A and ACQ 201B are required for DAWIA 

certification. 

Course Length: Students have 60 calendar days to complete this course

Method of Delivery: Distance Learning

ACQ 201B 

Intermediate Systems Acquisition, 

Part B

Intermediate Systems Acquisition, Part B, prepares midlevel acquisition professionals to work effectively in integrated product teams by understanding systems acquisition 

principles and processes. Both ACQ 201A and ACQ 201B are 

required for DAWIA certification.

Course Length: 5 class days

Method of Delivery: Resident

Appendix A Training Courses

Distance Learning or Facilitated/Online Resident/Local
p. 141

issues and initiatives appropriate for senior decisionmakers. 

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, and members of 

the Senior Executive Service

Course Length: 4.5 class 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 the 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.

Target Attendees: This course is for DAWIA Level IIIcertified 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.

Course Length: 8.5 class 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 critical-thinking exercises; 

take the Defense Acquisition University Program Manager’s 

Course, PMT 401, as a general elective for the Senior Acquisition Course and ICAF curriculum. Those who complete 

the Senior Acquisition Course receive a Master of Science 

degree in National Resource Strategy from ICAF and a 

diploma signifying completion of the Senior Acquisition 

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 Workshop

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. Workshop content is tailored to the 

needs of the executive; conducted on demand; and delivered 

in a one-on-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 dialog on matters of specific importance to the executive.

Course Length: Varies depending upon the number of 

topics to be addressed; typically one-half to 2 class days

Method of Delivery: Resident

ACQ 404 

Systems Acquisition Management 

Course

This course provides a senior-level understanding of the 

defense acquisition system, key processes, and current 

Training Courses
p. 142

Distance Learning or Facilitated/Online Resident/Local

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 (O5–O6) 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 class days preceded by approximately 4 

hours of pre-course work

Method of Delivery: Resident

ACQ 451 

Integrated Acquisition for 

Decisionmakers

Participant-driven, action-based learning 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 

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 civilians (GS 13–15) 

and military (O5–O6), 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: 3.5 class days

Method of Delivery: Resident

ACQ 452 

Forging Stakeholder Relationships

This action-based learning 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 civilians (GS 13–15) and 

military (O5–O6), Level III-certified (any career field/path), 

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: 3 class days plus a few hours of pre- and 

post-course work

Method of Delivery: Resident

ACQ 453 

Leader as Coach

This resident 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, the students 

will develop greater personal awareness and increase the 

impact of their energy and the energy of their organizations. 

Students will do this through the 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 O4–O6, as well as leaders of 

IPTs.

Course Length: 3.5 class days

Method of Delivery: Resident

Appendix A Training Courses
p. 143

ance (ANSI/EIA) for EVM systems. Finally, professionals 

evaluate and compute basic EVM metrics and EVM metricbased estimates at completion.

Course Length: Students have 60 days to complete this 

course. 

Method of Delivery: Distance learning

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: Students have 60 calendar days to complete this course

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: Students have 60 calendar days to complete this course

Method of Delivery: Distance Learning

AUD 1150 

Technical Indoctrination

See course description and particulars on 

p. 235, Appendix E.

AUD 1231 

Intermediate Contract Auditing

See course description and particulars on 

p. 235, Appendix E.

AUD 4035 

Quantitative Methods Refresher

See course description and particulars on 

p. 241 Appendix E.

AUD 4121 

Statistical Sampling

See course description and particulars on 

p. 241, Appendix E.

BCF 102 

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 AlliTraining Courses
p. 144

Distance Learning or Facilitated/Online Resident/Local

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 class 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 improvement 

curves—are discussed in more depth. Computations are 

done using both spreadsheets and automated cost estimating integrated tools.

Course Length: 9.5 class 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 class days

Method of Delivery: Resident

BCF 206 

Cost/Risk Analysis

Cost analysts taking this course are given an overview of 

how to model the cost/risk associated with a defense acquisition program. Topics covered include basic probability 

concepts, subjective probability assessment, goodness-of-fit 

testing, basic simulation concepts, and spreadsheet-based 

simulation. Practical exercises and a small-group Monte 

Carlo simulation-based cost risk case reinforce the techniques taught.

Course Length: 3.5 class days

Method of Delivery: Resident 

BCF 207 

Economic Analysis

Through practical exercises and a group workshop, Economic Analysis prepares professionals to conduct economic 

analyses within the DoD environment. Topics include 

decision analysis, cost analysis, present value, and sensitivity analysis.

Course Length: 5 class days

Method of Delivery: Resident

BCF 208 

Software Cost Estimating

Software Cost Estimating is designed for those who 

estimate and/or review the cost of software development 

and maintenance. Topics include life-cycle management, 

development paradigms, capability evaluations, risk analyAppendix A Training Courses
p. 145

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 class 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 class days

Method of Delivery: Resident

BCF 302 

Advanced Concepts in Cost 

Analysis

The Advanced Concepts in Cost Analysis course is designed 

for mid- to senior-level cost estimators to apply their skills in 

developing and preparing cost estimates for all ACAT Levels 

within the Major Automated Information System (MAIS) 

and Major Defense Acquisition Program (MDAP ) designation. 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: 9 class days

Method of Delivery: Resident 

sis, reuse, commercial off-the-shelf items, function points, 

Institute of Electrical and Electronics Engineers/Electronic 

Industries Alliance 12207, parametric models, and model 

calibration. Case studies allow participants to apply the 

course materials to real-life examples. 

Course Length: 4.5 class days

Method of Delivery: Resident

BCF 209 

Acquisition Reporting for MDAPs 

and MAIS

Acquisition Reporting for Major Defense Acquisition 

Programs (MDAPs) and Major Automated Information 

Systems (MAIS) programs 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 computer-assisted case studies, the participants learn 

step-by-step report preparation using the Defense Acquisition Management Information Retrieval Web application. 

Participants are required to complete the DAU continuous 

learning module, Acquisition Reporting Concepts and Policy 

Requirements for APB, DAES, and SAR (CLB 014) prior to 

attending this class.

Course Length: 4 class days

Method of Delivery: Resident

BCF 211

Acquisition Business Management

Obtain hands-on experience in dealing with common 

financial issues in acquisition that include cost estimating; 

earned value analysis; planning, programming, budgeting, and execution; congressional enactment; and budget 

preparation and execution. In a 65-day window immediately 

prior to the resident portion of the course, participants must 

complete a self-paced review of basic concepts.

Course Length: Students have 65 days to complete online 

pre-course work; the resident portion is 5 class days

Method of Delivery: Resident

Training Courses
p. 146

Distance Learning or Facilitated/Online Resident/Local

CON 090 

Federal Acquisition Regulation 

(FAR) Fundamentals

FAR Fundamentals is a 4-week, resident, foundational 

course for new hires that provides a total immersion into the 

Federal Acquisition Regulation (Parts 1-53) and the Defense 

Federal Acquisition Regulation Supplement (DFARS). The 

course will prepare the 21st century acquisition workforce 

to operate successfully in a Web-enabled environment. 

CON 090 is a limited lecture, research-intensive, exercisedbased curriculum. Participants will analyze contracting 

business scenarios developed through research of the FAR 

and its supplement DFARS. The course is presented in 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. Students 

will be quizzed daily on FAR—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 class

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, as well 

as recent DoD acquisition initiatives also will be introduced 

in the course, which also will offer interactive exercises. 

Course Length: Approximately 20 hours

Method of Delivery: Distance Learning

CON 115 

Contracting Fundamentals

This course builds on the foundational elements of contracting gained from completing the prerequisite CON 090, 

FAR Fundamentals (classroom). The course is divided into 

three modules: Acquisition Planning and Developing the 

Customer’s Requirement, Mission Strategy Execution, and 

Mission Performance Assessment. Students are introduced 

to their role as a business advisor in the acquisition process. 

They learn basic mission support planning strategies, 

how to research the Federal Acquisition Regulation (FAR) 

and Defense Federal Acquisition Regulation Supplement 

(DFARS), how to conduct effective market rsearch, how 

socioeconomic programs support the acquisition planning 

process and how to execute acquisition planning through 

soliciation and contract award, and also how to process contract changes and handle disputes and close out completed 

contracts.

Course Length: Approximately 34 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 regarding the 

regulations and processes of cost analysis, and for requiring 

certified cost and pricing data. Finally, after learning the 

basic elements of price and cost analysis, students will build 

and defend a prenegotiation objective, including a minimum 

and maximum pricing objective with a weighted guidelines 

assessment. After successfully defending their pricing 

objectives, students practice face-to-face negotiations. 

Course Length: 10 class days

Method of Delivery: Resident

Appendix A Training Courses
p. 147

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: Students have 60 calendar days to complete this course

Method of Delivery: Distance Learning

CON 232 

Overhead Management of Defense 

Contracts

Overhead Management of Defense Contracts 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. The course-integrating case study 

provides hands-on application of the overhead-rate process 

in which attendees determine their own final overhead rates.

Course Length: 10 class days

Method of Delivery: Resident

CON 234 

Joint Contingency Contracting

Joint Contingency Contracting 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: 9 class days

Method of Delivery: Resident

CON 170E 

Fundamentals of Cost and Price 

Analysis (Exam)

CON 170E is an opportunity to receive credit for CON 170, 

Fundamentals of Cost and Price Analysis through examination. Passing the examination requires achieving a score of 

80 percent or better. Completion certificates and students 

records will record a successful completion of the examination as CON 170E. Successful completion of CON 170E also 

satisfies all course requirements for CON 170; prerequisite 

requirements where CON 170 is required; as well as all 

associated DAWIA certification standards where CON 170 

is required. 

Course Length: 4 to 5 hours

Method of Delivery: Resident

CON 200 

Business Decisions for 

Contracting

Business Decisions for Contracting builds on contracting

Level I pre-award business and contracting knowledge 

necessary to process complex procurements. The emphasis 

of this course is on planning successful 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: 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 various other legal 

Training Courses
p. 148

Distance Learning or Facilitated/Online Resident/Local

CON 235 

Advanced Contract Pricing

Covering topics from price-based acquisition to the traditional cost-based environment, this course is designed for 

buyers, price analysts, and contracting officers tasked with 

obtaining fair and reasonable prices. CON 235 addresses 

market forces, the market research process, commerciality 

issues, and cost/price analysis techniques such as interviewing experts, analogy, decision theory, earned value 

statistics, parametrics, learning curves, and risk analysis.

Course Length: 10 class 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, which cover simplified acquisition procedures (SAP). 

Course Length: Students have 60 calendar days to complete this course

Method of Delivery: Distance Learning

CON 243 

Architect-Engineer Contracting

This course, focusing on contracting for architect-engineers, 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 contracting officer’s technical representative responsibilities.

Course Length: 4.5 class days

Method of Delivery: Resident 

CON 244 

Construction Contracting

This course focuses on construction contracting 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 class days

Method of Delivery: Resident

CON 250 

Fundamentals of Cost Accounting 

Standards—Part I

Fundamentals of Cost Accounting Standards—Part I 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, cost accounting standards, and disclosure statements for federal contracts. This 

course addresses only those standards applicable to modified cost accounting standards coverage. Also addressed 

are those standards applicable to modified coverage, cost 

accounting practice changes, and calculating cost impacts.

Course Length: 4.5 class days

Method of Delivery: Resident

CON 251 

Fundamentals of Cost Accounting 

Standards—Part II

Fundamentals of Cost Accounting Standards—Part II 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 and cost accounting 

standards. Whereas Part I addresses only those standards 

applicable to modified cost accounting standards coverage, 

Part II addresses additional standards for full cost accounting standards coverage situations.

Course Length: 4.5 class days

Method of Delivery: Resident

Appendix A Training Courses
p. 149

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: 10 class days

Method of Delivery: Resident

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 and detailed source selection procedures using 

the recently released DoD Source Selection Guide. Students 

will prepare contractual documents, and develop and deliver 

high-level source selection briefings with recommendations 

for contract award. 

Course Length: 10 class 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 

CON 260A 

The Small Business Program, 

Part A

The Small Business Program, Part A, 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: Students have 60 calendar days to complete this course

Method of Delivery: Distance Learning

CON 260B 

The Small Business Program, 

Part B

A follow-on course 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 class days

Method of Delivery: Resident

CON 270 

Intermediate Cost and Price 

Analysis

Intermediate Cost and Price Analysis continues to build 

upon the fundamental contract pricing principles covered 

in the Level I Contracting curriculum, Contract Pricing 

Reference Guide, and DoD Policy. The course is divided into 

three segments addressing contract pricing issues from 

pre-award, negotiation-preparation–award, 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 

Training Courses
p. 150

Distance Learning or Facilitated/Online Resident/Local

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: 10 class days

Method of Delivery: Resident

CON 334 

Advanced Contingency 

Contracting Officer’s Course

This course develops Contingency Contracting personnel to 

successfully lead a Contingency Contracting Office across 

the full spectrum of military and disaster relief operations. 

The course focuses on considerations for planning and 

executing the mission from a leadership perspective in any 

Area of Responsibility (AOR) during any contingency phase.

Course Length: 4 class days

Method of Delivery: Resident

CON 360 

Contracting for Decisionmakers

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

COR 222 

Contracting Officer’s 

Representative Course 

This course provides an overview of the responsibilities of 

the contracting officer’s representative, focusing on pre- and 

post-contract award duties and using numerous case-based 

scenarios. This is a fee-for-service on-site course delivered 

for requesting organizations after coordination between 

the organization’s representative and the appropriate DAU 

representative.

Course Length: 4.5 class days

Method of Delivery: Resident

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, request 

for proposal development, source selection, risk management, integrated baseline review, and analysis during 

program execution.

Course Length: 8.5 class 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) 748A Earned Value Management 

System (EVMS) standard. Course material, individual 

exercises, and group exercises review the 32 ANSI/EIA 

Appendix A Training Courses
p. 151

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: 5 class days, preceded by required online 

assignments

Method of Delivery: Resident

GRT 201 

Grants and Agreements 

Management

Grants and Agreements Management 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: 5 class days

Method of Delivery: Resident

IND 105 

Contract Property Fundamentals

This course provides foundational knowledge and basic 

training to develop skill and ability for new Property 

Management and Property Clearance Specialists, as well as 

those affected by changes in the Federal Acquisition Regulation/Defense Federal Acquisition Regulation Supplement/

Procedures, Guidance and Information (PGI) relevant 

to property management. Readings, lectures, facilitated 

discussions, and classroom activities present a comprehensive introduction to contract property topics progressing 

748A EVMS guidelines and the processes associated with 

validation and surveillance of contractor and government 

integrated management systems.

Course Length: 8 class days

Method of Delivery: Resident

EVM 263 

Principles of Schedule 

Management

The Principles of Schedule Management course provides 

knowledge needed to interpret network schedules required 

by DoD policy and the American National Standards 

Institute/Electronic Industries Alliance (ANSI/EIA) 748A 

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 class days

Method of Delivery: Resident

FE 201 

Intermediate Facilities 

Engineering

Intermediate Facilities Engineering is required for Level II 

certification in Facilities Engineering. The course provides 

a broad understanding of the overall facilities engineering 

process and the roles/responsibilities of acquisition team 

members as they relate to the facility life cycle in support of 

military missions. 

Course Length: Students have 60 calendar days to complete this course

Method of Delivery: Distance Learning

Training Courses
p. 152

Distance Learning or Facilitated/Online Resident/Local

from contract solicitation and award, through evaluations of 

a contractor’s property management plans and procedures, 

audits of a contractor’s property management system, risk 

management, investigations of loss, the use of property 

under FAR 52.245-9, and property disposal; up to and 

including the final close-out of a contract property account, 

for all types of property administered under FAR 52.245-1, 

and other pertinent terms of a government contract.

Course Length: 9 classroom days

Method of Delivery: Resident

IND 205 

Contract Government Property, 

Property Management System, 

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. Course lessons will include material that 

will allow students to determine how to select the sample 

size for a given population; determine how to evaluate the 

sample and generalize to the population; analyze the essentials required for a PMS audit; prepare the worksheets (i.e. , 

spreadsheets) and narratives involved with a Property Management System Audit (PMSA); determine the requirements 

for the disposal of contract inventory; analyze a property 

management case study including background information, 

solutions, alternative solutions, and documentation.

Course Length: 9.5 class days

Method of Delivery: Resident

IRM 101 

Basic Information Systems 

Acquisition

Within the framework of a program office Integrated 

Product Team (IPT), this course covers introductory-level 

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, 

and the role of process maturity, as well as best practices 

for the management of software-intensive systems are also 

introduced.

Course Length: Students have 60 calendar days to complete this course.

Method of Delivery: Distance Learning

IRM 202 

Intermediate Information 

Systems Acquisition

The Intermediate Information Systems Acquisition course 

focuses on the application of DoD policies, concepts, and best 

practices for the management and acquisition of softwareintensive and information technology systems. Exercises, 

lectures, group discussion, and a comprehensive student-led 

practicum are used in IRM 202 to cover topics ranging from 

strategic planning, information assurance, architectures, 

system engineering, requirements management, software 

design and development, risk management, contracting, cost 

estimation, metrics, process maturity, quality, and testing, 

among other areas.

Course Length: 10 class days

Method of Delivery: Resident

IRM 304 

Advanced Information Systems 

Acquisition

Via the use of case studies, the Advanced Information 

Systems Acquisition course focuses on decisionmaking and 

management of 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 essential advanced topics 

critical to successful IT systems acquisition.

Course Length: 5 class days preceded by required online 

assignments

Method of Delivery: Resident

Appendix A Training Courses
p. 153

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 processes 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: Students have 60 calendar days to complete this course

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: Students have 60 calendar days to complete this course

Method of Delivery: Distance Learning

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 

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: Students have 60 calendar days to complete this course

Method of Delivery: Distance Learning

LOG 102 

Systems Sustainment 

Management Fundamentals 

Systems Sustainment Management Fundamentals provides 

a broad overview of the life-cycle logistician’s role during the 

sustainment phase of a weapons system’s life cycle. Modules 

cover logistics/supply-chain management concepts, maintenance processes, end-to-end distribution, best commercial 

practices as applied to weapons 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: Students have 60 calendar days to complete this course

Method of Delivery: Distance Learning

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, and both 

acquisition logistics and sustainment to evaluate the impact 

Training Courses
p. 154

Distance Learning or Facilitated/Online Resident/Local

alternatives, and provide solutions to ensure the early 

integration of operational supportability into the system 

development process. These skills are refined by instructorfacilitated 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: 5 class days

Method of Delivery: Resident

LOG 204 

Configuration Management

This fast-paced, cross-disciplinary course teaches professionals about the interrelationship of configuration 

management to life-cycle activities as well as 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 to design, 

develop, implement, oversee, and operate a configuration 

management program across the system life cycle. Professionals will gain knowledge of the application and impacts 

on configuration management by current and emerging 

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: Students have 60 calendar days to complete this course

Method of Delivery: Distance Learning

LOG 206 

Intermediate Systems 

Sustainment Management

The Intermediate Systems Sustainment Management 

course is a follow-on DAU course of instruction pertaining 

to DoD weapon system sustainment. The 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 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 down time 

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, para 3.9.

Course Length: Students have 60 calendar days to complete this course

Method of Learning: Distance Learning

LOG 211 

Supportability Analysis 

This course builds on the Supportability concepts presented 

in LOG 201, Intermediate Acquisition Logistics. Designed as 

DAU’s foundational course for the instruction of Supportability Analysis, LOG 211 uses a notional scenario to engage 

life cycle logisticians and other career field workforce students within the systems engineering process to ensure that 

design characteristics such as reliability, availability, maintainability (RAM) and 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 Supportability Analysis techniques and tools. Its 

instructional methodology uses student exercises, gaming 

and simulations focused on selected subsystems and components to illustrate the influence of Supportability principles 

and the outcomes of its 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

Appendix A Training Courses
p. 155

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 life-cycle 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 acquisition logistics planning events, and 

operations and support sustainment planning.

Course Length: 9.5 class days

Method of Delivery: Resident

PMT 202 

Multinational Program 

Management

This course teaches the basics of international acquisition 

for members of the Defense Acquisition and International 

Affairs Workforces. The course emphasizes encouragement 

of armaments cooperation and interoperability with U.S. 

coalition and partner nations. National, DoD, and military 

department policies and regulations concerning international cooperative research, development, test, evaluation, production, and logistics support, as well as security 

assistance, are covered in some detail. The course identifies 

the roles and responsibilities of individuals, foreign governments, and industry involved in cooperative acquisition and 

security assistance programs. Students will learn about 

key types of agreements that promote U.S. international 

cooperation policy. The end goal is to provide the tools to 

prepare, formulate, and support a security assistance sale, 

direct commercial sale, cooperative acquisition, or hybrid 

international program.

Course Length: 5 class days

Method of Delivery: Resident

LOG 235 

Performance-Based Logistics

Performance-Based Logistics provides a dynamic, real-time 

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 needing skills required to 

excel in today’s demanding and dynamic product-support 

environment.

Course Length: Students have 60 calendar days to complete this course

Method of Delivery: Distance Learning

LOG 340 

Life-Cycle Product Support

Life-Cycle Product Support 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 with emphasis on 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 instructorfacilitated group exercises to justify and make sound 

recommendations in coming up with the best mix of product 

support providers that will satisfy the warfighter’s outcomebased requirements.

Course Length: 4.5 class days

Method of Delivery: Resident

LOG 350 

Enterprise Life-Cycle Logistics 

Management

Enterprise Life-Cycle Logistics Management 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 

Training Courses
p. 156

Distance Learning or Facilitated/Online Resident/Local

PMT 203 

International Security and 

Technology Transfer/Control

This course teaches students to identify, analyze, and apply 

the laws, policies, and processes that govern International 

Security and Technology Transfer/Control. The course 

characterizes national security policy issues and export/

import licensing constraints (as defined by the Departments 

of State, Commerce, and Defense) and guides evaluating 

their effects on domestic and international DoD programs. 

Students will learn the procedures for the export and import 

of defense and dual-use equipment and services, for handling 

classified and controlled unclassified program information, 

and for foreign visit control. 

Course Length: 5 class days

Method of Delivery: Resident

PMT 251 

Program Management Tools 

Course, Part I

This distance learning course consists of modules 1 through 

8 of the former PMT 250 course. If you have completed PMT 

250, you need not complete this course.

Program Management Tools provides application skills 

needed in a program office as an integrated product team 

lead. It is a follow-on course to ACQ 201B and is designed 

to enhance journeyman-level 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: Students have 60 calendar days to complete this course

Method of Delivery: Distance Learning 

PMT 257 

Program Management Tools 

Course, Part II

This facilitated online course consists of modules 9 and 10 of 

the former PMT 250 course. Students who have completed 

PMT 250 need not complete this course.

Program Management Tools 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 journeyman-level 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 class 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 formulating and practicing negotiation of 

international acquisition agreements in accordance with 

U.S. policies, statutes, and regulations.

Course Length: 5 class days

Method of Delivery: Resident

Appendix A Training Courses
p. 157

PMT 313 

Advanced Technology Security/

Control Workshop

Reinforcing and advancing the principles of collective 

defense through security cooperation, the Advanced Technology Security/Control Workshop explores issues associated with the proper means of applying security principles 

and concepts and technology transfer. Professionals who 

successfully complete this course will be able to:

+ Successfully navigate the technology security/control 

environment and effectively arrive at viable solutions

+ Develop knowledge of and skills necessary to understand and apply U.S. arms export control policies

+ Resolve the issues associated with international programs’ technology security/control 

Course Length: 5 class days

Method of Delivery: Resident

PMT 352A

Program Management Office 

Course, Part A

The Program Management Office Course, Part A, is the first 

part of the Level III certification course in the Program 

Management career field. It is a follow-on to ACQ 201B and 

PMT 250 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 prior to attending PMT 352B.

Course Length: Students have 60 calendar days to complete this course

Method of Delivery: Distance Learning

Training Courses
p. 158

Distance Learning or Facilitated/Online Resident/Local

PMT 352B

Program Management Office 

Course, Part B

The Program Management Office Course, Part B, is the 

second part of the Level III certification course in the 

Program Management career field. It is a follow-on to ACQ 

201B and PMT 250 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 scenario-based 

practical exercises with topical themes such as interoperability, prototyping, and evolutionary acquisition.

Course Length: 18.5 class days

Method of Delivery: Resident

PMT 400 

Program Manager’s Skills

This course provides O-5/GS-14, Level-III Program 

Management career field acquisition 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 develop a plan for strengthening their 

skills for program success. 

Course Length: 10 class 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, 

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 prior to 

beginning their assignment.

Course Length: 10 weeks

Method of Delivery: Resident

PMT 402 

Executive Program Manager’s 

Course

This course is designed to meet the learning and performance needs of newly selected program executive officers, 

deputy program executive officers, and ACAT I (ID/IC and 

IAM/IAC) and II program managers/deputy program managers. This concentrated 4-week resident period is preceded 

by a self-assessment and assessment of each participant’s 

program and program office to develop individual learning 

needs and issues. Participants learn through the extensive 

use of open, interactive dialogue with senior DoD, congressional, GAO, and industry leaders; tailored sessions on 

contemporary topics and issues; and participant-directed 

activities based on individual learning needs. The course 

culminates in developing an action plan to improve management and professional development.

Target Attendees: This course is statutorily required 

for program executive officers, deputy program executive 

officers, and program managers/deputy program managers 

of ACAT I, IA, and II programs. International and industry 

professionals are eligible to attend on a space-available 

basis. Please note that the Program Manager’s Course statutory requirement is met through completion of either PMT 

302 and PMT 402, or PMT 401 and PMT 402.

Course Length: 20 class days preceded by an online 

workshop

Method of Delivery: Resident

Appendix A Training Courses
p. 159

PQM 101 

Production, Quality, and 

Manufacturing Fundamentals

Production, Quality, and Manufacturing Fundamentals 

is an entry-level course that emphasizes basic production, 

manufacturing, and quality assurance principles, policies, 

processes, and practices.

Course Length: Students have 60 calendar days to complete this course

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: Students have 60 calendar days to complete this course

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: 5 class 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 characterization 

of commercial items, the development and use of market 

acceptability criteria, and the development of performancebased 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 

decision-making issues relevant to successfully managing 

core technical areas.

Course Length: 10 class days

Method of Delivery: Resident

Training Courses
p. 160

Distance Learning or Facilitated/Online Resident/Local

RQM 110 

Core Concepts for Requirements 

Management

Here professionals are allowed to study the role of both 

the requirements manager and requirements management 

within the “Big A” acquisition construct. It examines the 

capabilities and the process from an end-to-end perspective, highlighting the intersection between acquisition, 

resources, and requirements.

Course Length: Students have 60 calendar days to complete this course

Method of Delivery: Distance Learning 

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 class days

Method of Delivery: Resident

RQM 403 

Requirements Management 

Executive Overview

This course discusses the top-level functions of Requirements Management. RQM 403 meets the requirements 

certification requirement for four-star-level executives. 

This course examines the interactions between the Joint 

Capabilities Integration 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 upon the number of 

topics to be addressed; typically 1 class day

Method of Delivery: Resident

RQM 413 

Requirements Executive Overview 

(REO)

DAU developed RQM 413 to meet the needs of the top 

executives and military officers and conducts the course 

on demand. RQM 413 provides four-star general officers, 

flag officers, and equivalent members of the Senior Executive Service with a top-level understanding of the role of 

requirements management within the “Big A” acquisition 

construct. It highlights the intersection between acquisition, resources, requirements, and the supporting processes. 

Section 801 of the National Defense Authorization Act of 

Fiscal Year 2007 requires the Under Secretary of Defense 

for Acquisition, Technology, and Logistics to establish 

competency requirements and a training program to certify 

DoD military and civilian personnel with responsibility 

for generating requirements for Major Defense Acquisition 

Programs (MDAPs). This training meets the certification 

requirement for four-star-level executives.

Course Length: Approximately 2 hours

Method of Delivery: Resident

SAM 101 

Basic Software Acquisition 

Management

Within the framework of a program office Integrated 

Product Team (IPT), this course covers introductory-level 

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, 

and the role of process maturity, as well as best practices 

for the management of software-intensive systems are also 

introduced.

Course Length: Students have 60 calendar days to complete this course

Method of Delivery: Distance Learning 

Appendix A Training Courses
p. 161

analyze and apply effective technology transition practices 

from basic research to acquisition or deployment.

Course Length: 4 class 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 essential 

foundations needed for systems planning, research, 

development, and engineering careerists and others—such 

as program management personnel and life-cycle support 

managers—to effectively participate in the application and 

the management of DoD systems engineering processes and 

their related activities.

Course Length: Students have 60 calendar days to complete this course

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. Individual and group practical 

exercises emphasize the application of standardization tools,

policies, and procedures described in CLE 028 Market 

Research for Technical Personnel, CLE 064 Standardization 

in the Acquisition Life Cycle, and CLE 065 Standardization 

Documents.

Course Length: 2.5 class days

Method of Delivery: Resident

SAM 301 

Advanced Software Acquisition 

Management

Advanced Software Acquisition Management is the capstone course in the Information Technology (IT) career field 

Level III certification sequence. SAM 301 is a seminar-based 

course for personnel in the IT career field who acquire, 

manage, engineer, test, and evaluate DoD software-intensive 

and IT systems. Via a series of student-led short research 

topics that are supplemented with senior-level guest lectures 

on current topics, SAM 301 provides insight into the risks, 

issues, and future challenges associated with developing and 

leading the development of DoD IT and software systems.

Course Length: 5 class 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 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 

systems 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 class days

Method of Delivery: Resident 

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. Attendees will be able to apply 

skills in such areas as budgeting, systems engineering, and 

test and evaluation that are essential for effective technology project management. Additionally, they will learn how to 

Training Courses
p. 162

Distance Learning or Facilitated/Online Resident/Local

SYS 203 

Intermediate Systems Planning, 

Research, Development, and 

Engineering, Part II

This course allows students 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 across the various phases of the 

acquisition life cycle.

Course Length: 5 class days

Method of Delivery: Resident

SYS 302 

Technical Leadership in Systems 

Engineering

Designed for senior DoD acquisition personnel, SYS 302 

is focused on the application of technical leadership skills 

within a typical DoD systems engineering environment. SYS 

302 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.

Course Length: 10 class days

Method of Delivery: Resident

SYS 130 

Specification Selection and 

Application 

The Specification Selection and Application 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 class days

Method of Delivery: Resident

SYS 202 

Intermediate Systems Planning, 

Research, Development, and 

Engineering, Part I

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.

Course Length: Students have 60 calendar days to complete this course

Method of Delivery: Distance Learning

Appendix A Training Courses
p. 163

TST 303 

Advanced Test and Evaluation

Designed for senior DoD acquisition personnel, the 

Advanced Test and Evaluation (T&E) course is focused 

around leadership and management issues in a T&E environment. TST 303 involves facilitated discussion of current 

DoD policies, strategies, processes, and practices as they are 

applied and used for the planning and management (T&E) 

for DoD systems. This course covers a variety of knowledgebuilding 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 around 

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 class days

Method of Delivery: Resident

TST 102 

Fundamentals of Test and 

Evaluation

The Fundamentals of Test and Evaluation course emphasizes basic DoD test and evaluation (T&E) principles, 

policies, processes, and practices. TST 102 covers the integrated T&E processes outlined in the Defense Acquisition 

Guidebook and provides the essential foundation knowledge 

needed by T&E professionals and others to more effectively 

participate in DoD T&E activities.

Course Length: Students have 60 calendar days to complete this course

Method of Delivery: Distance Learning

TST 203 

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: 4.5 class days

Method of Delivery: Resident

Training Courses
pg. 164
pg. 165

Appendix B:

Course Prerequisites

b

See pp. 128-133 for course registration 

procedures.
p. 166

Distance Learning or Facilitated/Online Resident/Local

Identification Course Title Prerequisites

Acquisition Management

ACQ 101 Fundamentals of Systems Acquisition Management None

ACQ 201A Intermediate Systems Acquisition, Part A ACQ 101

ACQ 201B Intermediate Systems Acquisition, Part B ACQ 201A

ACQ 265 Mission-Focused Services Acquisition CLC 013

CLM 013

ACQ 370 Acquisition Law None

ACQ 401 Senior Acquisition Course (SAC) None Level III certification

ACQ 403 Defense Acquisition Executive Overview Workshop PMT 352B

ACQ 404 Systems Acquisition Management Course for Flag Officers None

ACQ 405 Executive Refresher Course None Level III certification

ACQ 450 Leading in the Acquisition Environment None Level III certification

ACQ 451 Integrated Acquisition for Decision Makers None Level III certification

ACQ 452 Forging Stakeholder Relationships None Level III certification

ACQ 453 Leader as Coach None

Auditing (major courses; for other auditing courses, see Appendix E)

AUD 1150 Technical Indoctrination

AUD 1113

AUD 1117

AUD 1239

AUD 1265

AUD 1269

AUD 1440,

AUD 1601

Microsoft Windows, Office 

Proficiency.

AUD 1231 Intermediate Contract Auditing

AUD 1150

AUD 1405,

AUD 1505

AUD 1602

AUD 1603

AUD 4035 Quantitative Methods Refresher AUD 4121

AUD 4121 Statistical Sampling AUD 1231

Business, Cost Estimating, and Financial Management

BCF 102 Fundamentals of Earned Value Management ACQ 101

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 201B

BCF 206 Cost Risk Analysis

BCF 106

BCF 107

CLB 024

BCF 207 Economic Analysis None

Appendix B Course Prerequisites
p. 167

Identification Course Title Prerequisites

BCF 209 Reporting for Major Defense Acquisition Programs CLB 014

BCF 211 Acquisition Business Management 

BCF 102

or EVM 102

BCF 103 2 years experience

BCF 106

BCF 215 Operating and Support Cost Analysis None algebra competency

BCF 301 Business, Cost Estimating, and Financial Management Workshop BCF 211

BCF 302 Advanced Concepts in Cost Analysis

BCF 204

BCF 206

BCF 211

BCF 215

CLB 023

CLB 026

CLB 030

CLC 024 Basic Math Tutorial None

CLC 056 Analyzing Contract Costs None

CLC 058 Introducton to Contract Pricing None

CLC 222 Contracting Officers Representative Online Training None

Contracting

CON 090 Federal Acquisition Regulation (FAR) Fundamentals None

CON 100 Shaping Smart Business Arrangements None

CON 115 Contracting Fundamentals CON 090 (except for those assigned in 

the IND or PM career field)

CON 170 Fundamental of Cost and Price Analysis CLC 058

CON 115

CON 170E Fundamental of Cost and Price Analysis (Exam) None

CON 200 Business Decisions for Contracting CON 170

CON 216 Legal Considerations in Contracting CON 200

CON 232 Overhead Management of Defense Contracts CON 280

CON 290

CON 234 Joint Contingency Contracting CON 115

CON 235 Advanced Contract Pricing 

CLC 131

CON 280

CON 290

CON 237 Simplified Acquisition Procedures (SAP) None

CON 243 Architect-Engineer Contracting CON 216

CON 244 Construction Contracting CLC 056

CON 250 Fundamentals of Cost Accounting Standards - Part I CON 280

CON 290

CON 251 Fundamentals of Cost Accounting Standards - Part II CON 250

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

CLC 057

CON 170

Course Prerequisites
p. 168

Distance Learning or Facilitated/Online Resident/Local

Identification Course Title Prerequisites

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 Negotiation and Administration of Supply Contracts

ACQ 101

CLC 051

CLC 056

CLC 057

CON 200

CON 216

CON 270 

HBS 428

CON 334 Advanced Contingency Contracting CLC 007

CON 234

CON 360 Contracting for Decision Makers CON 280

CON 290

Earned Value Management

EVM 201 Intermediate Earned Value Management BCF 102 

EVM 262 EVMS Validation and Surveillance ACQ 101

EVM 263 Principles of Schedule Managment CLB 016

CLM 012

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 115

IND 205 Contract Government Property, Property Management System, and 

Auditing Concepts IND 105

Information Resource Management 

IRM 101 Basic Information Systems Acquisition ACQ 101

IRM 202 Intermediate Information Systems Acquisition

ACQ 201B

CLE 003

CLE 060

IRM 101 or SAM 101 if SAM 101 

completed after Nov. 15, 2005

IRM 304 Advanced Information Systems Acquisition ACQ 201B

IRM 202

Logistics

LOG 101 Acquisition Logistics Fundamentals ACQ 101

LOG 102 Systems Sustainment Management Fundamentals ACQ 101

LOG 103 Reliability, Availability, and Maintainability (RAM) ACQ 101

Appendix B Course Prerequisites
p. 169

Identification Course Title Prerequisites

LOG 200 Intermediate Acquisition Logistics, Part A 

ACQ 201B

LOG 101

LOG 102

LOG 103

LOG 201 Intermediate Acquisition Logistics, Part B LOG 200

LOG 204 Configuration Management ACQ 101

LOG 211 Intermediate Systems Sustainment Management

LOG 201

CLL 008

CLL 012

LOG 101

SYS 101

LOG 235 Performance-Based Logistics None

LOG 340 Life Cycle Product Support

ACQ 201B

LOG 201

LOG 235

LOG 350 Enterprise Life Cycle Logistics Management ACQ 201B

LOG 340

Program Management

PMT 202 Multinational Program Management None

PMT 203 International Security and Technology Transfer/Control CLI 007

PMT 251 Program Management Tools, Part I ACQ 201B

PMT 257 Program Management Tools, Part II ACQ 201B

PMT 251

PMT 304 Advanced International Management Workshop PMT 202

PMT 203

PMT 313 Advanced Technology Security/Control Workshop PMT 202

PMT 203

PMT 352A Program Management Office Course, Part A ACQ 201B

PMT 257

PMT 352B Program Management Office Course, Part B 

ACQ 201B

BCF 102

or EVM 102

BCF 103

LOG 103

PMT 352A

PMT 400 Program Manager’s Skills PMT 352B Level III certification

PMT 401 Program Manager’s Course PMT 352B Level III certification

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 201B

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 201B

PQM 201B

Course Prerequisites
Distance Learning or Facilitated/Online Resident/Local

pg. 170

Identification Course Title Prerequisites

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 Management Executive Overview None 

RQM 413 Requirements Executive Overview (REO) None

Software Acquisition Management

SAM 101 Basic Software Acquisition Management ACQ 101

SAM 301 Advanced Software Acquisition Management ACQ 201B

IRM 304

Science and Technology Management

STM 202 Intermediate S&T Management 

ACQ 201A

CLE 021

CLE 045

SYS 101

STM 303 Advanced S&T Management STM 202

CLM 014

Systems Planning, Research, Development and Engineering

SYS 101 Fundamentals of Systems Planning, Research, Development and 

Engineering

ACQ 101

SYS 120 Defense Standardization Workshop

ACQ 101

CLE 028

CLE 064

CLE 065

SYS 130 Specification Selection and Application None

SYS 202 Intermediate Systems Planning, Research, Development and Engineering, Part I 

ACQ 201B

SYS 101

SYS 203 Intermediate Systems Planning, Research, Development and Engineering, Part II

ACQ 201B

CLE 003

SYS 202

SYS 302 Technical Leadership in Systems Engineering 

ACQ 201B

CLE 003

SYS 203

Test and Evaluation

TST 102 Fundamentals of Test and Evaluation ACQ 101

TST 203 Intermediate Test and Evaluation 

ACQ 201A

ACQ 201B

CLE 035

TST 102

TST 303 Advanced Test and Evaluation ACQ 201B

TST 203

Appendix B Course Prerequisites
Course Prerequisites
pg. 172
pg. 173

Appendix C:

Continuous Learning

c

See pp. 128-133 for course registration 

procedures.
p. 174

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

Business

CLB 007

Cost Analysis

Cost Analysis focuses on the basic cost analysis process, 

which is 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, what estimating 

methodology is most appropriate, and what cost data are of 

interest to various program stakeholders.

Course Length: Approximately 3.5 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 and 

Budget Exhibits focuses on explaining the planning, 

programming, budgeting, and execution (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 appropriations and the 

funding policies that are associated with each appropriation. 

It relates a defense acquisition program’s cost estimate to its 

programming and budgeting requirements.

Course Length: Approximately 3.5 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 4.5 hours

CLB 014

Acquisition Reporting Concepts 

and Policy Requirements for APB, 

DAES, and SAR

This module provides information on the terminology, 

concepts, and policies pertaining to required acquisition 

reports such as the Acquisition Program Baseline (APB), the 

Defense Acquisition Executive Summary (DAES), and the 

Selected Acquisition Report (SAR). Upon completion of the 
p. 175

CLB 018

Earned Value and Financial 

Management Reports

The Earned Value and Financial Management Reports 

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 integrated master schedule tailoring guidance provided 

in the Earned Value Management Implementation Guide.

Course Length: Approximately 1 hour

CLB 019

Estimate at Completion

The Estimate at Completion module reviews the process 

for computing an estimate at completion range when given 

earned value management data. It defines the meaning of the 

cost performance index, the schedule performance index, 

and the to-complete performance index (TCPI) earned 

value metrics; reviews favorable and unfavorable trends 

cost performance index and schedule performance index 

performance trend charts; and walks through the calculations needed to compute an estimate at completion range by 

using the standard earned value management estimate at 

completion equation.

Course Length: Approximately 1 hour

CLB 020

Baseline Maintenance

The Baseline Maintenance module reviews the concepts 

associated with performance measurement baseline maintenance. It describes the contract performance chart and the 

cost/schedule variance earned value management metrics 

chart; defines what a front-loaded baseline, rubber baseline, 

over-target baseline, and single-point adjustment mean 

in the context of earned value management; and provides 

exercises in which students apply the knowledge they have 

gained.

Course Length: Approximately 1 hour

module, students will be able to apply these concepts and 

policies in the preparation and review of reports generated 

using the Consolidated Acquisition Reporting software.

Course Length: Approximately 3 hours

CLB 016

Introduction to Earned Value 

Management

The Introduction to Earned Value Management 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 EVM-related 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 

CLB 017

Performance Measurement 

Baseline

The Performance Measurement Baseline 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, over-target baseline, summarylevel 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 2 hours

Continuous Learning
p. 176

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

CLB 023

Software Cost Estimating

The Software Cost Estimating module provides an overview 

of DoD’s policy, guidance, and application of software cost 

estimating, and it enables the business or program manager 

to determine if an estimate is realistic and defendable.

Course Length: Approximately 2 hours

CLB 024

Cost Risk Analysis Introduction

The Cost Risk Analysis Introduction module provides the 

foundation for an understanding of risk management as it 

relates to cost estimation. It addresses program risks that 

help ensure program costs, schedule, and performance 

objectives are met.

Course Length: Approximately 3 hours

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 Fully Burdened 

Labor Rate (FBLR).

Course Length: Approximately 2 hours

CLB 030

Data Collection and Sources

The Data Collection and Sources 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 

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 2 hours 

CLB 032

Force Structure Costing

Here are explained the definition, purpose, and utility of 

DoD Force Structure Costing techniques as used in the cost 

estimating career field.

Course Length: Approximately 1.5 hours. Students have 60 

days to complete the course.

CLB 033

DoD Databases for Cost Estimates

Here students are introduced to a cross-section of some of 

the more well-known DoD databases. This module is primarily intended for members of the business cost estimating 

functional community and also may be of interest to other 

DoD federal functional communities. There is an end of 

module test that must be passed with a 100 percent score. 
p. 177

This course is designed to provide acquisition professionals 

experience in understanding and reviewing sealed bidding 

concepts and processes when contracting for supplies and 

services. 

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 provide greater access to 

advanced technologies. The module covers the differences 

between tactical and strategic market research, and how to 

consolidate market research results to develop an acquisition strategy.

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. Please note 

that this module does not provide credit for CON 237.

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. By completing this module, you will 

be able to prepare and process a termination notice when 

appropriate. 

Course Length: Approximately 2 hours

Students will be allowed unlimited attempts to pass the test. 

Students also are required to complete the Module Survey 

from the Table of Contents. 

Course Length: Approximately 2.5 hours . Students have 60 

days to complete the course.

CLB 034

Probability Trees

This module focuses on probability or decision trees used 

in the context of cost estimating. The module primarily 

is intended for members of the business cost estimating 

functional community and may be of interest to other DoD 

federal functional communities. At the end, there is a test 

that must be passed with a 100 percent score. Students will 

have unlimited attempts to pass the test. Students also 

are required to complete Module Survey from the Table of 

Contents.

Course Length: Approximately 1 hour. Students have 60 

days to complete the course.

Contracting

CLC 001

Defense Subcontract Management

Here is 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. 

Course Length: Approximately 4 hours 

CLC 003

Sealed Bidding

The Sealed Bidding module builds upon the sealed bidding 

process presented in CON 110, Mission Support Planning. 

Continuous Learning
p. 178

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

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 

determination of actual contract costs. The purpose of this 

training module is to serve as a primer for those who are 

unfamiliar with indirect costs. The module can help prepare 

those who are planning to take CON 250.

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 020

Commercial Item Determination

The Commercial Item Determination 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, 

which is a practical reference tool for use in commercial item 

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. The handbook is a practical 
p. 179

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

The Buy American Act training module provides explanatory materials and practical examples that explain FAR 

Part 25 and 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. This 

module is based on the DoD Past Performance Integrated 

Product Team (IPT) Guidebook titled, A Guide to Collection 

and Use of 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

The 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. 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 

activities and assisting agencies.

Course Length: Approximately 2.5 hours

reference tool for use in commercial item 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 Commercial Item Determination 

Handbook.

Course Length: Approximately 30 minutes

CLC 024

Basic Math Tutorial

This Basic Math Tutorial module is provided for CON 217 

students as well as anyone interested in increasing 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, and this module will help 

you practice the skills you’ll need to complete calculations 

without tools.

Course Length: Approximately 30 minutes

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 is that a fair proportion of DoD total 

purchases and contracts be placed with Small Business Programs and that such small businesses have the maxiumum 

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 

Continuous Learning
p. 180

Appendix C Continuous Learning

Generally Continuous Learning courses are online.

CLC 031

Reverse Auctioning

Reverse Auctioning is a self-paced module that provides 

a basic introduction of a new, Internet-based contracting 

technique that is used 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 Internet-based technique in their daily business 

environments.

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

CLC 035

Other Transaction Authority 

for Prototype Projects: 

Comprehensive Coverage

The Other Transaction Authority for Prototype Projects: 

Comprehensive Coverage module is comprised of 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 036

Other Transaction Authority for 

Prototype Projects Overview

This module provides a short overview of the mandatory 

requirements and other guidelines to consider and apply, as 

appropriate, when utilizing other transaction authority for 

prototype projects.

Course Length: Approximately 30 minutes

CLC 037

A-76 Competitive Sourcing 

Overview

The A-76 Competitive Sourcing Overview module is an 

introduction to the Office of Management and Budget 

Circular A-76 that implements the President’s Management 

Agenda for Competitive Sourcing. This overview course 

discusses the FAIR Act and A-76 program concepts, including the overall process, roles and responsibilities, legislation 

that affects DoD, and post-competition accountability.

Course Length: Approximately 1.5 hours

CLC 039

Contingency Contracting 

Simulation: Barda Bridge 

The Barda Bridge simulation provides professionals with a 

immersion experience in pre-deployment and deployment 

decision making. It will provide feedback on how your decisions as a deploying individual and contingency contracting 

officer impact your family back home as well as your mission 

forward.

Course Length: Approximately 2 hours

CLC 040

Predictive Analysis and 

Scheduling

The Predictive Analysis and Scheduling module provides 

an overview of the various types of schedules that are used 

by Defense Contract Management Agency personnel and a 
p. 181

background of how predictive analysis is utilized to determine and maintain schedules.

Course Length: Approximately 1 hour

CLC 041

Predictive Analysis and Systems 

Engineering

The Predictive Analysis and Systems Engineering 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 1 hour

CLC 042

Predictive Analysis and Quality 

Assurance

The Predictive Analysis and Quality Assurance 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

The goal of the Defense Priorities and Allocations System 

(DPAS) module is to ensure that government and industry users are thoroughly familiar with the priorities and 

allocations authority of the Defense Production Act. It 

also reveals the purpose of DPAS, 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

Continuous Learning
p. 182

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

CLC 044

Alternative Dispute Resolution

Alternative Dispute Resolution is a tool for resolving contract disputes without litigation. This module explains how 

to effectively use this tool when disputes arise.

Course Length: Approximately 4 hours

CLC 045

Partnering

The Partnering module is 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 when/if they should 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 objective 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 050

Contracting with Canada

The Contracting with Canada module provides professionals with an overview of the policies and procedures used 

when dealing and contracting with Canadian companies. 

This tutorial has been developed with the assistance of the 

Canadian Commercial Corporation, Canada’s international 

contracting agency responsible for U.S. defense contracting 

in Canada.

Course Length: Approximately 1 hour

CLC 051

Government Property

This module. provides an overview of the policies, processes, 

and procedures used to manage government property in the 

possession of contractors. 

Course Length: Approximately 1.5 hours

CLC 054

Electronic Subcontracting 

Reporting System (eSRS)

The Electronic Subcontracting Reporting System (eSRS) 

module is an overview of the primary purpose of eSRS, 

which is to provide insight and transparency as to how 

government contracting dollars are being distributed 

among small and 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 structured to emphasize key concepts 

for promoting competition, appropriate to all personnel 

involved in the requirements and acquisition process. 

Competition is the cornerstone of the acquisition process. 

This training addresses responsibilities, policies, and 
p. 183

“primer” and a 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 061

Online Representations and 

Certifications Application (ORCA)

The goal of this module is to introduce the defense acquisition community to the use of the ORCA system in the 

representations and certifications process. The module 

will explain how ORCA automates the representations and 

certifications process, and demonstrate to vendors and 

contracting officials how to use the system.

Course Length: Approximately 2 hours

CLC 062

Intra-Governmental Transactions

This module provides an introduction and overview of 

Intra-Governmental Transactions (IGTs). The module will 

introduce 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

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. Maximizing competition is 

vital for delivering value to the warfighter and the American 

taxpayer.

Course Length: Approximately 2 hours

CLC 056

Analyzing Contract Costs

Here 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 base operating 

services contract. The contracting officer acts as a mentor, 

providing guidance and direction as the student performs 

various cost 

and price analysis tasks presented in the course. The module 

involves simulation and is highly interactive, requiring 

active participation.

Course Length: Approximately 17 hours

CLC 057

Performance-Based Payments and 

Value of Cash Flow

This course provides an overview and introduction to 

Performance Based Payments (PBP) in structuring and 

negotiating Win-Win PBP agreements with contractors. A 

tutorial on the use of the Cash Flow model also is provided.

Course Length: Approximately 4 hours

CLC 058

Introduction to Contract Pricing

This course will introduce students to the policies and 

procedures regarding contract pricing, cost accounting 

standards, and contract cost principles; proposal analysis 

techniques, Truth in Negotiations Act (TINA) requirements, 

defective pricing, and the importance of documenting 

contract negotiations. CLC 058 is intended to be the students’ first exposure to this content and serves as a pricing 

Continuous Learning
p. 184

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

CLC 063

Sole Source Proposal Technical 

Evaluations

This continuous learning module provides 

the government technical evaluation team 

with facts, data and tools needed to conduct 

an exceptional technical evaluation. This 

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 will introduce students to the laws and 

regulations governing the minimum wage and fringe rates 

to be paid in most construction and service contracts. The 

module primarily is intended for Contracting (1102 series) 

professionals.

Course Length: Approximately 2.5 hours

CLC 102

Administration of Other 

Transactions

This module is specifically about the administration of other 

transactions, 10 U.S.C. 237, which are conducted outside 

most federal procurement laws and regulations. This module 

is designed to help professionals distinguish other transactions from contracts, grants, and cooperative agreements; 

understand what regulations govern other transactions; 

learn 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 organization providing the offer. 

Professionals will learn to recognize elements affecting 

facilities capital cost of money, identify the steps to calculate 

the facilities capital cost of money (using DD Form 1861), and 

calculate facilities capital cost of money.

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

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
p. 185

management requirements related to implementing DoDI 

3020.41 in field conditions.

Course Length: Approximately 1 hour

CLC 113

Procedures, Guidance, and 

Information

The Procedures, Guidance, and Information (PGI) module 

is a companion resource to the DFARS. The PGI is a 

Web-based tool to simply and rapidly access 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) 

be provided with 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. This 

module was developed to provide information to DoD professionals involved in the contract administration, or postaward, stage of utilities privatization services contracts. 

The success of this contract stage depends largely upon 

performing effective quality assurance checks and properly 

managing contract price changes.

Course Length: Approximately 2 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 110

Spend Analysis Strategies

Here is offered an explanation of 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 will address 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 3020.41, Contractor Personnel Authorized to Accompany the U.S. Armed Forces. The 

module will also introduce basic acquisition and contract 

Continuous Learning
p. 186

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

CLC 125

Berry Amendment

After completing the Berry Amendment 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 includes an overview of the new procedures, guidance, and information concerning sole-source 

commercial items and elaboration on the requirements of 

FAR 15.4. The overall learning objective of the module 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

The Organizational Conflicts of Interest 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

The Contract Payment Instructions module provides an 

overview of how to identify and apply 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

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

CLC 222

Contracting Officer’s 

Representative Course

This course provides an overview of the responsibilities of 

the contracting officer’s representative, focusing on pre- and 

post-contract award duties and using numerous case-based 

scenarios. This is a fee-for-service on-site course delivered 

for requesting organizations after coordination between 

the organization’s representative and the appropriate DAU 

representative.

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
p. 187

CLE 007

Lean Six Sigma for Manufacturing

As a continuation of the concepts developed in CLE 004, 

Introduction to Lean Enterprise Concepts, this module 

addresses the role 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), kaizen, just-in time, 

jidoka, etc. 

Course Length: Approximately 6 hours

CLE 008

Six Sigma: Concepts and Processes

Focusing on Six Sigma concepts most applicable to manufacturing and the management of industrial facilities, this 

module 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 outlining 

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

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 also provides access 

to detailed, tailorable checklists for individual technical 

reviews that can be used to support their conduct.

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 beyond the factory floor, including value 

stream analysis and mapping.

Course Length: Approximately 3.5 hours

CLE 006

Enterprise Integration Overview

The Enterprise Integration Overview module introduces 

fundamental Enterprise Integration (EI) concepts and EI 

implementation strategies, and describes suggested EI best 

practices. The course also gives professionals an overview 

of the legal and regulatory frameworks, and a typical EI 

acquisition life cycle. 

Course Length: Approximately 3 hours

Continuous Learning
p. 188

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

CLE 010

Privacy Protection

This module addresses the scope of privacy protection, 

including the 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

Modeling and Simulation (M&S) for Systems Engineering provides an overview of how M&S supports the DoD 

acquisition process, outlines relevant DoD acquisition policy 

and guidance, and summarizes how M&S supports systems 

engineering. Students will understand 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.

Course Length: Approximately 3 hours

CLE 012

Naval Open Architecture

This module explains open architecture principles and 

introduces students to the Naval Open Architecture 

approach, policies, and guidance. The module covers the 

benefits of the modular open systems approach; how open 

architectures are used in practice; how to contract for open 

architectures; and the steps associated with the open architecture assessment model. Examples of successfully implemented programs are provided as well as a set of resources 

that help an organization implement open architecture.

Course Length: Approximately 2 hours

CLE 013

Modular Open Systems Approach 

to DoD Acquisition

The DoD Modular Open Systems Approach combines an 

integrated technical and business approach to optimize the 

use of open systems on projects. This module describes that 

approach, its key principles, and how to implement and use it 

over the acquisition life cycle.

Course Length: Approximately 4 hours

CLE 015

Continuous Process Improvement 

Familiarization

This module familiarizes students with the various continuous process improvement methodologies such as Six Sigma, 

Lean, 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 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
p. 189

CLE 022

Program Manager Introduction to 

Anti-Tamper

This module introduces the program manager to the steps 

involved in integrating Anti-Tamper into a program or 

project in order to protect DoD critical program information. 

The student will learn the importance, 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 discusses information assurance (IA) within 

defense acquisition programs. Students will gain an appreciation for its key attributes; the Global Information Grid and 

Network-centric warfare; the DoD regulatory requirements 

for implementing IA in DoD acquisitions; how to determine 

IA compliance requirements; and how to integrate IA into an 

acquisition program.

Course Length: Approximately 3 hours

CLE 025

Information Assurance (IA) for 

Acquisition Professionals

This module discusses the incorporation of IA into defense 

acquisition programs. This module will identify 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 017

Technical Planning

This module presents essential and practical technical 

planning guidance to assist students in formulating a sound 

technical planning approach and how it should be integrated 

into the overall program planning process. 

Course Length: Approximately 3 hours

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 and provides an appreciation of how E3 and SS certification impact systems acquisition. A checklist for E3/SS 

processes is provided and the associated tasks are reviewed 

to ensure 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 TRA process as it relates to 

defense acquisition. The module will enable you to participate in a Technology Readiness Assessment 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

Continuous Learning
p. 190

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

CLE 026

Trade Studies

The Trade Studies 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 outlines success factors.

Course Length: Approximately 4 hours

CLE 028

Market Research for Engineering 

and Technical Personnel

Market Research for Engineering and Technical Personnel 

describes market research from the perspective of technical personnel. It explains the practical value and discusses 

the government mandate to conduct market research. 

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 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 

DIACAP. This module is designed to provide an understandng of that process.

Course Length: Approximately 2 hours

CLE 035

DTEPI Introduction to Probability 

and Statistics 

The goal of this module is to provide participants with 

a basic introduction and understanding of the analysis 

and evaluation tools in the Test and Evaluation (T&E) 

career field. The Defense Test and Evaluation Professional 

Institute (DTEPI) Introduction to Probability and Statistics 

module will cover the basics of probability and statistics for 

Test and Evaluation.

Course Length: Approximately 2 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 effectively plan, 

request, submit, evaluate, recommend, and implement 

engineering change proposals.

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
p. 191

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 the use of technology 

readiness levels, critical technology elements, and their use 

in acquisition technology readiness assessments.

Course Length: Approximately 2 hours

CLE 047

Grounding, Bonding, and Shielding

This module is relatively technical and 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

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 038

Time Space-Position Information 

(TSPI)

This Defense Test and Evaluation Professional Institute 

(DTEPI) learning module provides a general overview of 

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 

(DTEPI) learning module focuses on the broad environmental issues and related procedures affecting the DoD mission 

related to testing and evaluation.

Course Length: Approximately 5 hours

CLE 040

IUID Marking

The goal of this module is to provide the student with 

knowledge of 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

The goal of this module is to introduce software reuse. It 

explains the principles of effective reuse and how these 

Continuous Learning
p. 192

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

CLE 061

Assessing Manufacturing Risk 

Assessment of manufacturing readiness focuses on identifying and mitigating manufacturing risk and ensuring that a 

program or technology is ready to move forward based on a 

manufacturing perspective. The goal is to enable students 

to conduct a manufacturing assessment as a part of the 

systems engineering processes.

Course Length: Approximately 6 hours

CLE 062

Human Systems Integration (HSI)

This module is designed to provide the learner with the 

basic understanding of 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 ModelIntegration (CMMI)

The CMMI product suite includes models, training, and 

appraisal methods that provide a set of best practices and an 

improvement path for suppliers and acquirers for internal 

process improvement. 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 

The goal of this module is to explore the role of effective 

standardization in defense acquisition and its contribution 

to program success. 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

The goal of this module is to provide the student with knowledge of the standardization documents managed within the 

DoD. This module 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 non-government standards; and format and content requirements 

for commercial item descriptions, Defense Specifications, 

Defense Standards, and Defense 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, logistic 

support leaders, and others supporting systems of systems 

(SoS) work, particularly as part of a systems engineering 

team in an SoS environment. The goal of this module is to 

provide a resource for those in the systems engineering community by introducing the insights gained by the acquisition 

community on the issues and approaches to SE for SoS.

Course Length: Approximately 4 hours
p. 193

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 maintability.

Course Length: Approximately 4 hours

Government 

Purchase Card Training

CLG 001

DoD Government Purchase Card

The DoD Government Purchase Card module presents the 

mandatory requirements and other guidelines to consider 

and apply, as appropriate, when using the government purchase card. Government purchase cardholders and 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

The DoD Government Purchase Card Refresher Training 

module presents the mandatory requirements and other 

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 Tutorial 

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

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. The module 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. There is a test that must be passed with a score 

of 100 percent, with unlimited attempts to pass the test.

Course Length: Approximately 4 hours 

CLE 201

ISO 9000:2000

This module covers the basic elements of ISO 9000 and 

lessons learned regarding its implementation and use. The 

module will be of value to personnel actively engaged in 

manufacturing in contractor industrial facilities, depots, 

logistics centers, and shipyards. However, the ISO 9000 

quality standards can be applied to any type of product, 

service, organization, or process, including software.

Course Length: Approximately 3 hours

Continuous Learning
p. 194

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

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 (GPC) 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

CLI 002

International Armaments 

Cooperation (IAC), Part 2

This module introduces processes and programs that play 

vital roles in International Armaments Cooperation so personnel responsible for implementing cooperative programs 

are aware of 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 

personnel, 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 

careers. Individuals with non-acquisition 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

The International Armaments Cooperation (IAC), Part 3, 

is the third in a three-part series of classes that introduce 

the history and functions of IAC. This module addresses 

Defense cooperative trade and industrial logistics, and 

security and technology transfer requirements for IAC. 

This course is based on the DoD International Armaments 

Cooperation Handbook.

Course Length: Approximately 2 hours

CLI 004

Information Exchange Program 

(IEP), DoD Generic Research, 

Development, Test, and Evaluation 

(RDT&E)

This module addresses DoD component-wide requirements 

for developing, coordinating, negotiating, and executing IEP 

annexes.

Course Length: Approximately 2 hours

CLI 005

Information Exchange Program 

(IEP), Army-Specific Research, 

Development, Test, and Evaluation 

(RDT&E)

This module addresses the purpose of the IEP; details 

the Army IEP Annex package, Working Level Integrated 

Product Team and the Annex Management Framework and 
p. 195

Performance-Based Product Support. The module explores 

how these metrics are derived and the role of the life-cycle 

logistician in developing them and 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 Support 

to the Program Manager

This module is designed to introduce participants to the 

capabilities of the DLA in delivering support to the warfighter. Professionals will be provided with an overview of 

the DLA and the benefits the agency provides to the program 

manager, operational units, and the Service inventory 

control points. 

Course Length: Approximately 3 hours

CLL 003

Supportability Test and 

Evaluation

The objective of this module is 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 some of 

the essential processes and considerations that DoD Logistics professionals encounter to satisfy their customers’ 

requirements.

Course Length: Approximately 3 hours

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 Department 

of Defense (DoD) generic IEP module, CLI 004. 

Course Length: Approximately 2.5 hours

CLI 006

Information Exchange Program 

(IEP), Navy-Specific Research, 

Development, Test, and Evaluation 

(RDT&E)

This module ensures that Navy acquisition workforce 

members understand the Navy-specific procedures for 

implementing DoD’s 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 is intended 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 has been 

renumbered to align it with other international Continuous 

Learning Modules.

Course Length: Approximately 2 hours

Logistics

CLL 001

Life Cycle Management & 

Sustainment Metrics 

This module addresses the development of life cycle 

management and sustainment metric, a critical element of 

Continuous Learning
p. 196

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

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 

Guide (DAG), Chapter 5, Life-Cycle Logistics. 

Course Length: Approximately 3 hours

CLL 006

Depot Maintenance Partnering

The Depot Maintenance Partnering module will introduce 

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

CLL 008

Designing for Supportability in 

DoD Systems

Designing for Supportability in DoD Systems provides a 

comprehensive overview and introduction to incorporating the principles of systems engineering throughout the 

system life cycle to design, develop, produce, and sustain 

operationally reliable, supportable, and effective systems. It 

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 continuous learning module presents PerformanceBased Logistics (PBL) as the Department of Defense (DoD) 

strategy for product support, focusing on weapon system 

support as performance outcomes rather than more traditional (and potentially suboptimized) functional transactions to meet the DoD 5000 series requirements for program 

managers to (a) develop and implement performance-based 

logistics strategies that optimize total system availability 

while minimizing 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

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. This course will examine supportability analysis with a particular emphasis on how the lifecycle logistician will participate and utilize the results to 

influence the design and establish an effective and efficient 

product support package.

Course Length: Approximately 4 hours
p. 197

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

The Introduction to Defense Distribution 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 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 and comprehension 

of the JDDOC. It will provide DoD, other governmental and 

nongovernmental personnel a detailed understanding of the 

roles, responsibilities, organizational structure, and concept 

of employment of the JDDOC concept.

Course Length: Approximately 18 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 014

Joint Systems Integrated Support 

Strategies (JSISS)

The Joint Systems Integrated Support Strategies (JSISS) 

module addresses the importance of integrated support 

strategies to a joint acquisition program, as well as DoD 

guidance and policy relevant to the development of joint 

strategies. In addition, the module will inform participants 

of the challenges and issues that must be addressed when 

planning for an integrated joint support strategy.

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 Product Support BCA 

in the DoD context, currently oriented toward employing 

Product Support BCA to support best value selection of 

weapon system program product support strategies using 

performance-based logistics.

Course Length: Approximately 3 hours

Continuous Learning
p. 198

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

CLL 019

Technology Refreshment Planning

This module provides professionals with an overview of 

technology refreshment planning as it applies across the 

weapons system life cycle. The module will cover basic concepts, regulatory material, and planning for and applications 

used in technology refreshment.

Course Length: Approximately 3 hours

CLL 020

Independent Logistics 

Assessments

This module provides professionals with 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 assessments 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 022

Title 10 Depot Maintenance 

Statute Overview

The Title 10 Depot Maintenance Statute Overview 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 10 U.S.C. 

impacting depot-level maintenance, and DoD policy for the 

maintenance of military materiel.

Course Length: Approximately 2 hours

CLL 023

Title 10 U.S.C. 2464 Core Statute 

Implementation

The Title 10 U.S.C. 2464 Core Statute Implementation 

module provides an introductory presentation of DoD 

maintenance; and it reviews the capabilities, methodology, 

policies, 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)

The Limitations on the Performance of Depot-Level 

Maintenance (50/50) is an introductory presentation of 

DoD maintenance. The module 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 Inter-Service 

Support Agreements (DMISA)

The Depot Maintenance Inter-Service Support Agreements 

(DMISA) module is for maintenance inter-Service 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 activities 

through their successful implementation of DMISAs.

Course Length: Approximately 5 hours
p. 199

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 also 

will 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 management 

processes and technical processes. This course describes 

the life cycle logistician’s role in technical reviews and how 

the logistician can leverage that involvement into better 

supportability for the system. This module will examine the 

most common technical reviews and the specific steps the 

life cycle logistician can take to prepare and participate in 

the review.

Course Length: Approximately 3 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 and need for 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

CLL 026

Depot Maintenance Capacity 

Measurement

The Depot Maintenance Capacity Measurement module 

provides professionals with a basic understanding of the 

methods used to measure, record, and report capacity and 

utilization data for organic activities that perform depot 

maintenance.

Course Length: Approximately 4 hours

CLL 029

Condition-Based Maintenance 

Plus (CBM+)

The Condition-Based Maintenance Plus (CBM+) 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 

reliability centered maintenance (RCM) for the Defense 

Acquisition Workforce. This will include defining RCM, an 

introduction to the history and development, as well as the 

process and application of RCM. The overarching objective is for the student to understand RCM, its fundamental 

process and 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 

Continuous Learning
p. 200

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

CLL 036

Product Support Manager (PSM)

This module provides a basic understanding of the evolution of product support and the role of the Product Support 

Manager (PSM) in its planning and execution. The module 

also describes the role of the PSM in assisting the Program 

Manager in executing the PM’s Life Cycle Management 

responsibilities.

Course Length: Approximately 4 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 Life 

Cycle Logistician, as with other system design considerations, become an integral part of the system engineering 

team. 

Course Length: Approximately 4 hours

CLL 054

Joint Task Force–Port Opening 

(JTF-PO)

Joint Task Force–Port Opening (JTF–PO) is a joint 

expeditionary capability that enables U.S. Transportation 

Command to rapidly establish and initially operate a port of 

debarkation and support a forward distribution node, facilitating port throughput in support of combatant commanderexecuted contingency response.

Course Length: Approximately 3 hours

CLL 055

Joint Deployment and Distribution 

Performance Metrics Framework

The requirement to improve JDDE support to the warfighter 

is well established; however, less established is the definition 

of performance based on warfighter need. A U.S. Transportation Command study produced a framework of enterpriselevel performance based metrics. This framework provides 

a clear definition of performance levels needed to drive 

tangible improvement to the warfighter.

Course Length: Approximately 1 hour

CLL 056

Sustainment of Software 

Intensive Systems

This module provides the learner with information regarding the terminology, processes, acquisition policy, and 

considerations and challenges that impact DoD software 

system sustainment.

Course Length: Approximately 3.5 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 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. This 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 2 hours
p. 201

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 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 impacts 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 complete 

CLL 201 and CLL 202. This module focuses on DMSMS 

problems regarding electronics, as well as with 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 058

Level of Repair Analysis–Theory 

and Principles 

This is part two of a two-part continuous learning series on 

LORA (CLLs 057 & 058). 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 non-economic considerations. This module 

describes the analytical theory of LORA and its economic 

and non-economic 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 2 hours

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 effectively 

manage the implementation of technology insertion or 

refreshing. 

Course Length: Approximately 3 hours 

CLL 120

The DoD Shelf-Life Program

There are items managed by the Department of Defense and 

the federal supply system that have a Shelf-Life (expiration 

date). The Shelf-Life modules within CLL 120 include an 

introduction, information on acquisition and procurement, 

integrated material management, receiving, storing and 

monitoring, material disposition, and the use of the ShelfLife Extension System (SLES) located on the DoD Shelf-Life 

Program Web site.

Course Length: Approximately 7 hours

Continuous Learning
p. 202

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

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. In this module, 

professionals will have an opportunity to review some 

DMSMS program scenarios, evaluating for 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

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 your 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 

weapons systems or equipment acquisition contracts since 

1957. Today’s weapons 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 Department of Defense weapons 

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

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, manpower, and workforce skills). Scheduling is a 
p. 203

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 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)

The Introduction to Reducing Total Ownership Costs 

(R-TOC) module provides professionals with R-TOC ideas, 

tools, and strategies with the acquisition and logistics communities. The module orients professionals to the R-TOC 

requirement, defines of key R-TOC concepts, and describes 

best practices. It emphasizes total cost of ownership reduction from a systems perspective. 

Course Length: Approximately 3 hours

CLM 023

Javits-Wagner-O’Day (JWOD) 

Tutorial

The JWOD Tutorial module provides professionals and DoD 

purchase cardholders a better understanding of the JavitsWagner-O’Day (JWOD) Program. There are over 14 million 

Americans with severe disabilities, and the unemployment 

rate for people with severe disabilities is 70 percent. The 

JWOD Program helps people with disabilities who are 

unable to obtain or maintain employment on their own. The 

module provides an introduction to JWOD, to the purchase 

card, and to contracts, and provides answers to frequently 

asked questions.

Course Length: Approximately 1 hour

roadmap for systems development, and thus, it is an inherent 

part of program management.

Course Length: Approximately 12 hours

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

Integrated Product Team (IPT) 

Management and Leadership

This module introduces management and leadership 

concepts used to organize, manage, and lead an integrated 

product teams. IPTs are used throughout the acquisition 

process to open the cross-functional and cross-organizational 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

Continuous Learning
p. 204

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

CLM 024

Contracting Overview

The Contracting Overview module gives an overview 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; 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

The Common Supplier Engagement module is designed to 

help professionals navigate through 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, e-Government, and how both of these relate to common 

supplier engagement.

Course Length: Approximately 2 hours

CLM 031

Improved Statement of Work

The Improved Statement of Work module will help professionals improve statements of objectives, statements of 

work, and performance work statements that are developed 

and evaluated by all acquisition career fields. Statement of 

work purpose, preparation, evaluation, and lessons learned 

are presented in this module so professionals understand 

and appreciate the critical role of requirements development 

in the acquisition process.

Course Length: Approximately 4 hours

CLM 032

Evolutionary Acquisition

The Evolutionary Acquisition module is designed to introduce professionals to the ideas and principles of evolutionary 

acquisition, and teach professionals 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 to enable the 

DoD to more effectively develop and manage the Defense 

Acquisition Workforce. This module explains the transformation items 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 recommend strategies for incorporating the emerging technology.

Course Length: Approximately 4 hours
p. 205

CLM 039

Foundations of Government 

Property

The Foundations of Government Property module provides 

DoD financial accounting and property management professionals an overview of managing government property. 

This module will increase professionals’ knowledge and 

understanding of DoD property accountability and management and the DoD accounting and accountability approach 

to the property management life cycle. It also will introduce 

professionals to essential available tools that will help them 

manage government property.

Course Length: Approximately 1.5 hours

CLM 040

Proper Financial Accounting 

Treatments for Military 

Equipment (PFAT4ME)

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 manager, 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 PFAT4ME.

Course Length: Approximately 1.5 hours

CLM 041

Capabilities-Based Planning

The Capabilities-Based Planning module provides an 

overview of the DoD guidance and policies supporting 

capabilities-based planning. The module explains the 

processes, roles, responsibilities, and challenges involved 

in implementing capabilities-based planning to respond to 

emerging threats to national security.

Course Length: Approximately 3 hours

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

The Corrosion Prevention and Control Overview module 

will provide professionals with training in corrosion prevention and control as well as serve as an accessible reference 

guide to answer future questions.

Course Length: Approximately 8 hours

Continuous Learning
p. 206

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

CLM 044

Radio Frequency Identification 

(RFID)

This module is designed to provide defense contracting 

officers with the knowledge necessary to insert the passive 

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. 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 CLM was developed as a result of a 

Department-wide review of vulnerabilities to fraud, waste, 

and abuse in contracting integrity, 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 life-work 

paradigm.

Course Length: Approximately 1 hour

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 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 DoD/
p. 207

CLM 500

ADL Implementation for Defense 

Acquisition Professionals

This is an introduction and overview of the advanced 

distributed learning (ADL) basics, requirements, and 

components as well as DoD’s policies regarding repository 

and registry functions. The module also describes shareable 

content object reference model conformance to acquisition 

planning, project management, and instructional design.

Course Length: Approximately 3 hours

Requirements

CLR 030

Environment, Safety and 

Occupational Health in Joint 

Capabilities Integration and 

Development System (JCIDS)

The module is designed to help the enviroment, safety 

and occupational health (ESOH) practitioner generate 

concise ESOH wording appropriate for 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 the Joint Capabilities 

Integration and Development System (JCIDS). The five 

lessons focus on terms, definitions, basic concepts, processes, and roles and responsibilities involved within JCIDS 

as well as JCIDS’ interaction with both the Defense Acquisition System (DAS) and Planning Programming Budgeting 

and Execution (PPBE). The module is designed for DoD proEnergy 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. 

This module contains a test that must be passed with a 100 

percent score, with unlimited attempts allowed to pass. 

Course Length: Approximately 3 hours

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 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 management purposes. This module provides an overview of itemunique identification.

Course Length: Approximately 2 hours

Continuous Learning
p. 208

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

fessionals who contribute to requirements generation and 

capability development process to include JCIDS analysis, 

subject matter or domain expertise, document staffing and 

coordination and/or administrative support.

Course Length: Approximately 3.5 hours

CLR 151

Analysis of Alternatives 

Here is presented the process used by DoD to conduct an 

Analysis of Alternatives 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 

(CBA)

The CBA module introduces planning and organizing CBAs. 

The module contains four lessons: CBA Definitions, PrePlanning Research, CBA Team Building and Planning, and 

the CBA Study Phase. The module explains how to conduct 

and support effective and efficient CBAs in support of the 

Joint Capabilities Integration and Development System 

(JCIDS).

Course Length: Approximately 5 hours

CLR 252

Developing Requirements

The Developing Requirements module explains how to 

develop key performance parameters (KPPs) and key system 

attributes (KSAs) and examines the relationship of KPPs 

and KSAs to technical requirements and 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

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 
p. 209

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 1953 and Regulatory Implementation. The COC Program allows a small business to appeal a 

contracting officer’s (CO) 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 which gives the small business the opportunity 

to demonstrate it has the capability to perform on a specific 

federal prime government contract. This is not a Certificate 

of Compliance or Conformance, which contractors furnish 

to certify product conformance and quality. 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 Competition in Contracting Act (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’s guidance as related to CICA. Though targeted 

toward USAID’s procurement workforce, all USAID employees are encouraged to take the module.

Course Length: Approximately 1 hour

FAC 009

Set Asides for Small Business

Several types of procurements are reserved exclusively for 

the participation of small businesses. This module provides 

professionals with an overview of set-aside programs. 

Course Length: Approximately 30 minutes

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

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 upon 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

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

Continuous Learning
p. 210

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

FAC 010

Small Business Innovation 

Research/Small Business 

Technology Transfer (SBIR/STTR) 

Programs

SBIR/STTR programs encourage small business to explore 

their technological potential, and provide the incentive to 

profit from its commercialization. By including qualified 

small businesses in the nation’s research and development 

arena, high-tech innovation is stimulated and the United 

States gains entrepreneurial spirit as it meets its specific 

research and development needs. This module provides an 

overview of SBIR/STTR programs.

Course Length: Approximately 1 hour

FAC 012

Managing an Effective 

Competitive Sourcing Program

This video was sponsored by the Chief Acquisition Officer 

Council to explain competitive sourcing processes, best 

practices, and lessons learned. Professionals will learn how 

to more effectively implement this key administration initiative. Video topics range from the basics and foundation of 

competitive sourcing, to planning standard and streamlined 

competitions, to lessons learned by practitioners. 

Course Length: Approximately 1 hour

FAC 013

Shaping Smart Business 

Arrangements—Expert Edition

This module 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 decisions and advising other acquisition team members 

toward success in meeting 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 (BAA)

This module covers the 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

Contracting Officer’s Technical 

Representative (COTR) Refresher 

This refresher course consists of two modules: Module 1, 

titled Bridging the Gap, provides a review of course content 

taken from the 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 COTR’s 

authorities, duties, and responsibilities when administering 

a contract. 

 

Course Length: Approximately 8 hours

FAC 018

Green Purchasing for Civilian 

Acquisition

The Green Purchasing for Civilian Acquisition 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

FAC 019

FAPIIS Training 

The public availability of Federal Awardee Performance 

and Integrity Information System information, in combi-
p. 211

nation 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 meets this critical training need by 

providing the knowledge and skills needed to effectively use 

FAPIIS 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 as well as illustrates 

how to properly 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 FAR 

clause 52.222-50, to assist them in upholding the zero 

tolerance policy, and to address formal training to heighten 

awareness across federal government.

Course Length: Approximately 1 hour

FAC 023

Basic Contracting for GSA 

Schedules 

Here 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 procedure 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 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 government agency must take to successfully 

implement the results of a competition between a government entity and private sector vendors.

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 small businesses 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

The Contract Management: Strategies for Mission Success 

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

Continuous Learning
p. 212

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

FAC 034

Interagency Acquisitions Basics

The Interagency Acquisitions Basics online training 

module is an interactive multimedia training presentation that defines and identifies the features and benefits of 

interagency acquisition, describes the different types of 

interagency acquisitions, and provides 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 035

Guide to Preparing an Independent 

Government Cost Estimate 

This module will provide acquisition personnel with a 

better understanding of the IGCE as a business tool. With 

the instructional goal of understanding the development 

an IGCE, the user will recognize when an IGCE is required, 

what the benefits are for the government, what elements are 

included in its format, the types of advanced cost estimating 

analyses that are available, and tips for preparing the IGCE.

Course Length: Approximately 30 minutes

Harvard Business School 

Publishing 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. The 

module 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. The 

module 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
p. 213

HBS 310

Influencing and Motivating Others

This module examines the principles underlying leaders’ abilities 

to influence other people and to motivate their employees and 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. Includes easy-to-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. Addresses topics ranging from identifying 

business opportunities to measuring their success. 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

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

Continuous Learning
p. 214

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

ment and contingency thinking to post-crisis management. 

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 careers or helping others 

manage theirs. Includes tools for matching interests, values, 

and skills to the right job or development opportunity, with 

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’ve 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 

Every crisis is an opportunity to shine for managers who 

know what to do. This module instructs how to chart a 

course through crisis situations, from crisis plan develop-
p. 215

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: 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 effectively manage 

a dismissal—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 vs. 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. 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. 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

Continuous Learning
p. 216

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

HBS 422

Innovation and Implementation 

This module provides a framework for turning an innovative idea into reality. Innovation is not only about generating 

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 on presenting problems or 

opportunities to a supervisor and accepting responsibility 

for proposed actions.

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 

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 will cover 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 

Learn 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
p. 217

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 

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

Continuous Learning
p. 218

Appendix C Continuous Learning

Generally, Continuous Learning courses are offered online.

HBS 433

Presentation Skills 

Sound advice on preparing and delivering presentations 

that command attention, persuade, and inspire. Includes 

rehearsal techniques as well as tips for creating and using 

more effective visuals. 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

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. This module 

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
p. 219

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. 

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—and help extend their influence as 

managers. Skillful writing helps accomplish business objectives. This module will teach students to create clearer, more 

effective written communication and will include specific 

guidelines for preparing memos, letters, e-mails, 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 to troubleshoot issues related to user and system 

access with FPDS-NG.

Course Length: Approximately 1 hour

HBS 440

Team Leadership 

This module covers how to establish a team with the right 

mix of skills and personalities and a culture that promotes 

collaborative work. Included are steps to leading an effective 

team, and innovative, easy-to-implement self-evaluation 

tools. This course will help students decide if they should 

establish a team; 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 to put their schedules 

into action, evaluating and modifying them along the way, as 

needed.

Course Length: Approximately 2 hours

Continuous Learning
p. 220

Appendix C Continuous Learning

Generally Continuous Learning courses are online.

SPS 101

Standard Procurement System 

and Federal Procurement Data 

System—Next Generation User 

This module provides professionals 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 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 your role as a 

contract professional. This module focuses on the procurement process, consists of 10 lessons, 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 focused on system administrators responsible for executing tasks related to configuring and maintaining an organization’s PD2

 system. To achieve competence in 

these tasks, this training module first provides background 

on the general PD2

 environment. The student will also learn 

how to utilize the systems extensive built-in help resources. 

Course Length: Approximately 11 hours

SPS 104

Report Writing (WBT)

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
Continuous Learning
pg. 222
pg. 223

Appendix D:

Targeted Training

d

Visit http://icatalog.dau.mil to request 

Targeted Training courses.
p. 224

Appendix D Targeted Training

Generally, these are resident courses at DAU.

Business

TTB 001

Activity-Based Costing Principles 

(ABCP)

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 class days

TTB 002

Budget Execution

Reviews the monetary concepts of commitment, obligation, 

expenditure, and outlay. Discusses the preparation of obligation and expenditure plans, variance reports, and reclamas 

to budget adjustments proposed by higher headquarters.

Course Length: 1 class day

TTB 004

DoD Budget “Primer”

Explores how funds are programmed, budgeted, enacted, 

and executed to enable a successful acquisition program.

Course Length: 1 class day

TTB 007

POM Development Process

Provides an introduction to Program Objective Memorandum (POM) development in the context of the planning, 

programming, budgeting, and execution process, including 

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 class day

TTB 008

Earned Value Management

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 class days

TTB 009

Business Financial Management 

Integration into Programs

Discover how the business financial manager integrates cost 

estimating, budget development, and defense, and ensures 

timely budget execution to enable the program manager to 

succeed.

Course Length: 1 class day 

TTB 010

Integrated Baseline Review (IBR) 

Simulation Training 

This software-supported scenario-based exercise assesses 

the experience and preparedness of an integrated baseline 

review (IBR) team by providing real-life challenges within 

a structured virtual environment. Ultimately, the simulation activities combined with facilitator debriefing sessions 

reinforce the need to adequately prepare the IBR team. 

This simulation can be made available to IBR teams in the 

classroom or as a synchronous, distributed solution via the 

Internet. Based on the experiential learning model, whereby 

individuals derive meaning from direct experiences, the 

program reveals the degree of a team’s technical IBR readiness, as well as the team’s ability to work together on solving 

problems.

Course Length: 8 hours
p. 225

TTC 006

Alternative Dispute Resolution

Reviews the Alternative Dispute Resolution (ADR) process, 

which can assist the government and contractor in resolving 

disputes, leading to mutual agreements that benefit both 

parties.

Course Length: 2 class days

TTC 015

Negotiation Training for the 

Acquisition Workforce

This 2-day 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. This 

interactive course includes dynamic hands-on negotiating exercises that allow participants to apply collaborative, problem-solving techniques to realistic acquisition 

challenges.

Course Length: 2 class days

Professional Development

TTD 002

Crucial Confrontations®

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 class days

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 with an emphasis on the quantifiable 

impact of making that decision. The course follows the 

methodology of the U.S. Army Cost Benefit Analysis Guide

with 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 that 

they will be evaluating proposals against. This course is very 

hands-on with more than half the time allotted to analyzing 

and working through examples and exercises. 

Course Length: 3.5 classroom days

Contracting

TTC 004

Sole Source Commercial Item 

Pricing

Examines when a sole source commercial supply or service 

should be used and provides methods to determine if the 

price is reasonable.

Course Length: 1 class day

TTC 005

Source Selection

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 class days

Targeted Training
p. 226

Appendix D Targeted Training

Generally, these are resident courses at DAU.

TTD 003

Leading Project Teams Course

Emphasizes best practices of building and maintaining 

high-performing teams using practical examples and 

exercises.

Course Length: 3.5 class days

TTD 004

Myers-Briggs Type Indicator® 

Workshop

The Myers-Briggs Type Indicator (MBTI) is a self-report 

personality inventory based on the theory of psychological type developed by Swiss psychiatrist Carl Jung. This 

workshop allows participants to complete the instrument 

and receive individual feedback on their results. 

Course Length: 1 class day

TTD 005

Crucial Conversations®

Provides solutions to 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 class days

TTD 006 

Leading at the Speed of Trust 

Leading at the Speed of Trust is a two-day workshop that 

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 are able to harvest and reinvest the “dividends” of 

trust to improve the energy, performance ,and commitment 

of their workforce. This highly interactive workshop engages 

leaders at all levels in the real work of identifying and closing 

trust gaps that exist in their organization. Instead of paying 

Trust Taxes, you can begin to realize Trust Dividends. 

The workshop is based on the best-selling book The Speed 

of Trust by Stephen M.R. Covey. Participants learn from 

hands- on activities—not theoretical models or hypothetical 

cases. Leaders measurably increase the speed and scale of 

results by improving trust with stakeholders, including their 

direct reports, peers, superiors, and customers. 

Course length: 2 class days

TTD 007

Strength Deployment Inventory® 

Workshop

The SDI® (Strength Deployment Inventory®) is a proven, 

memorable tool for improving team effectiveness and 

reducing the costs of conflict. During the workshop, 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

TTD 008

 ACQSIM Scenario-based Exercise 

This acquisition-simulation software-supported scenario 

exercise is an intact team training designed to foster team 

work, critical thinking, and decisionmaking skills applicable to the program management domain in general, and 

is agnostic to discipline-specific subject-matter concerns. 

The simulation provides a role-playing environment, based 

on learning through reflection on direct experience, to 

requiring individual learners to solve program management 

challenges typically faced by defense program managers.

Course length: 8 hours
p. 227

TTE 004

DISA Information Systems 

Engineering Seminar (ISES)

Introduces a Defense Information Systems Agency software 

management team to basic information regarding procurement, acquisition, basic systems, and software engineering.

Course Length: 3 class days

TTE 005

Systems Engineering Plan (SEP)

Provides students with the knowledge, material, and understanding of internal program documentation to develop an 

executable SEP for their programs.

Course Length: 4 class days

TTE 006

Engineering Management 

Workshop

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 class days

TTE 007

Technology Assessment and 

Transition Management

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 class 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

Engineering and Technology

TTE 002

Problem-Solving Techniques for 

Quality Improvement (PSTQ)

How can you achieve continuous quality improvement of 

work processes? A very tough assignment. This course 

examines problem-solving methodology and statistical 

techniques, and offers a “tool kit” of ideas that may be used to 

achieve quality improvement goals.

Course Length: 3 class days

TTE 003

Navy Systems Engineering Guide

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 class days

Targeted Training
p. 228

Appendix D Targeted Training

Generally, these are resident courses at DAU.

TTE 008

Resources for the Test and 

Evaluation Professional

Explores information and resources available to assist the 

test and evaluation workforce in performing their day-today duties.

Course Length: 1 class day

TTE 009

Design of Experiments—Industrial 

Strength

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 class days (accelerated version, 5 class 

days)

TTE 014

Technical Project Management 

Using Intermediate Product 

Breakdown Structures

Reviews how Naval Air Systems Command’s systems engineers/class desk officers should plan, organize, and manage 

engineering staffing efforts of acquisition programs.

Course Length: 2.5 class days

TTE 015

JCTD Executions (How to Run A 

JCTD)

Explores the necessary programmatic, technical, operational, and transition management skills and know-how 

students need to become effective, productive members of 

the Joint Capability Technology Demonstrations execution 

team.

Course Length: 2.5 class days

TTE 016

JCTD Transition Management 

Course

Introduces the Joint Capability Technology Demonstrations 

(JCTD) management team to procurement and acquisition 

situations that affect many JCTDs during transition.

Course Length: 5 class days

TTE 018

Reliability and Maintainability 

(R&M) for Engineers

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 class days

Logistics

TTL 001

Performance-Based Logistics

Examines problem-solving and statistical methodologies, 

and provides students with techniques to improve work 

processes and achieve quality improvement goals.

Course Length: 2.5 class days

TTL 002

Provisioning Management

Examines management-level planning and oversight of 

logistics support development for a new system, ensuring 

students gain a sound understanding of the normal sequence 

of events in system provisioning.

Course Length: 3 class days
p. 229

TTL 003

Reliability and Maintainability for 

Logisticians

Reliability and Maintainability (R&M) for Logisticians 

presents an overview of acquisition R&M policy and its 

application to logistics support.

Course Length: 3 class days

TTL 005

 ISO 9000 – 2000 

Introduction to the application, interpretation, and evaluation of the ISO 9000 series standards for quality management systems as used in defense acquisitions.

Course length: Approximately 2 class days

TTL 006

Logistics Test and Evaluation

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 and test reporting.

Course Length: 2 class days

Acquisition and Management

TTM 001

Joint Service Program Attorneys 

Course

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 will be focused 

on 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 a summary of 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, 

and executive officers, financial management experts, and 

other guest speakers.

Course Length: 4.5 class days

TTM 002

Risk Management Workshop

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 class 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 class days

Targeted Training
p. 230

Appendix D Targeted Training

Generally, these are resident courses at DAU.

TTM 008

Developing Performance 

Requirements for Service 

Acquisitions 

This fast-paced daylong class/workshop provides overview 

training on the service acquisition process contained in the 

DoD Guidebook for the acquisition of services, practical 

lessons learned and best practices in developing service 

requirements, as well as hands-on experience with the 

Acquisition Requirements Roadmap Tool (ARRT). Attendees will utilize the ARRT to create a Performance Work 

Statement (PWS) based on a case study PWS used 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 class day

TTM 009

Work Statement Workshop (SOW, 

SOO, PWS)

This workshop provides program management personnel 

an overview of the function of the Work Statement in the 

acquisition process and a procedure for planning, developing, and writing Work Statements.

Course Length: 1 class day

TTM 005

Integrated Baseline Review 

Workshop

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 class days 

TTM 007

Stakeholder Management

This fast-paced daylong workshop 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 class day
p. 231

Targeted Training
pg. 232
pg. 233

Appendix E:

 Auditing

e

Visit http://www.dcaa.mil/catalog.htm for more 

information on Auditing courses 

offered through the Defense Contract 

Audit Institute. 
p. 234

Distance Learning or Facilitated/Online Resident/Local

AUD 1113 

Orientation to DCAA 

This course is the first in a series of self-study orientation 

courses. The orientation series is designed to introduce new 

auditors to the Defense Contract Audit Agency, government contract auditing, and federal procurement laws and 

regulations. This course provides an overview of DCAA and 

DCAA’s role in the federal procurement process. 

Course Length: Self-study

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1117

Orientation to DCAA Contract 

Audits

This orientation course is designed to introduce new auditors to DCAA, Defense Contract Management Agency procurement, and basic DCAA auditing concepts. This course 

provides an overview of DCAA auditing concepts. Upon 

completion, the student will be able to (1) identify common 

types of audits performed by DCAA; (2) identify the basic 

elements of DCAA audit planning; (3) describe DCAA’s audit 

sampling requirements; (4) identify DCAA audit reporting 

requirements.

Course Length: Self-study

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1121 

Briefing Contracts 

You will learn to apply the basic skills required to brief 

routine government contracts. During this course, the 

student 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;(4) be aware of the 

significance of special provisions included in the contract.

Course Length: Interactive self-study

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1122 

Accounting System Survey 

You 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: Interactive self-study

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 15.4. Upon completion of this course, 

students will be able to: (1) perform an initial assessment 

of proposal adequacy prior to 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: Interactive self-study

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 

Appendix E Auditing
p. 235

AUD 1225 

Accounting Information Systems 

The risks must be understood of more integrated, modern 

accounting systems so they can be addressed during the 

audit. This CTML-based course will give the student an 

understanding of the concepts and structure of accounting 

information systems. 

Course Length: Interactive self-study

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1228 

Introduction to Database Query 

Tools 

This course is a self-paced workbook approach to gaining an 

understanding of relational database theory and learning 

potential audit applications of MS Access. While learning potential audit applications of MS Access queries, the 

auditor also will learn to read and interpret the Structured Query Language syntax used to query contractors’ 

databases.

Course Length: 14 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 audits. Class discussions, practical exercises, and group case studies are used to 

highlight problem areas and evaluate alternative courses of 

action.

Course Length: 5 class days

Method of Delivery: Resident

payment request; and (10) prepare an audit report in accordance with the CAM Chapter 10-2 and 10-1200 requirements for progress payment evaluations.

Course Length: Interactive self-study

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.

Course Length: 10 class days

Method of Delivery: Resident

AUD 1162 

Contractor Financial Condition 

Risk Assessments 

This course is designed to complement the agency’s detailed 

financial risk assessment audit programs (17600) and 

provide additional knowledge and tools to assist the auditor 

when performing these assignments.

Course Length:,4 hours

Method of Delivery: CD-ROM for non-DCAA personnel

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; preparing flowcharts for 

various contractor systems.

Course Length: 4 hours

Method of Delivery: CD-ROM for non-DCAA personnel

Auditing
p. 236

Distance Learning or Facilitated/Online Resident/Local

AUD 1239 

Risk and Materiality Assessment 

Learn to maximize audit coverage by streamlining supervisory guidance, audit programs, and audit choices during the 

audit and annual planning. Upon completion of this course, 

you will be able to (1) define audit risk and its elements, 

explain how audit risk can be reduced, and explain why 

DCAA performs risk assessments; (2) identify the professional standards that pertain to risk assessments, and how 

each standard applies to risk assessment; (3) associate 

contract type and government participation to audit risk; (4)

describe Workpaper B and ICAPS and explain the purpose/

importance of each; and (5) describe the symptoms and 

related cures for reporting on risk.

Course Length: About 7 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1249 

Agreed-Upon Procedures 

Students will be able to determine the appropriate requirements for performing and reporting on Agreed-Upon 

Procedures (AUP) in compliance with Generally Accepted 

Government Audit Standards (GAGAS), and agency policy. 

Course Length: About 1,5 hours

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; 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 

Manual 

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 

working paper 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 working 

paper documentation requirements. 

Course Length: About 3.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

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 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

Appendix E Auditing
p. 237

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 1505 

CAS for the New Hire 

Students should complete this course to partially satisfy the 

prerequisites for AUD 1231, Intermediate Contract Auditing. 

This course provides an introduction to Cost Accounting 

Standards (CAS). Upon completion, the student will be able 

to (1) define Cost Accounting Standards; (2) understand the 

history of the Cost Accounting Standards Board (CASB) and 

CAS; (3) identify where CASB rules and CAS can be located; 

(4) identify the structure of a Cost Accounting Standard; 

(5) discuss the relationship between CAS, GAAP and FAR 

Part 31.2; (6) understand basic information regarding the 

applicability of CAS, full and modified coverage, disclosure 

statements, and contractor compliance; and (7) identify the 

basic requirements of CAS 401 and 402.

Course Length: About 2 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.

Course Length: 5 classroom days

Method of Delivery: Resident

AUD 1326 

Internal Control Systems: Writing 

the Audit Report

This course provides a review and reference to the CAM 

guidance for writing internal control reports. The auditor 

will be taught how to identify the key elements of an effective 

internal control audit report.

Course Length: About 2 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1405 

Introduction to Forward Pricing 

Audits

This course partially satisfies the prerequisites for AUD 

1231. The student will be taught to: identify the Defense 

Federal Acquisition Regulation Supplement (DFARS) 

threshold requirements for obtaining field pricing support; 

describe the DCAA’s process for acknowledging requests for 

forward pricing audit services; describe cost or pricing data; 

identify common contractor forward pricing estimating 

techniques; and describe a properly prepared bill of material. 

Students will be be able to describe audit procedures to 

evaluate proposed indirect cost rates and the types of DCAA 

forward pricing audit services.

Course Length: 3.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1350 

Penalties

This course provides the legal framework used to assess penalties, determine the level of penalties to be recommended, 

and determine how and when penalties can be waived, and 

how interest is computed on penalties.

Course Length: Interactive self-study

Method of Delivery: CD-ROM for non-DCAA personnel

Auditing
p. 238

Distance Learning or Facilitated/Online Resident/Local

AUD 1570 

CAS—Administration and 

Coverage 

Students will be taught to recognize the provisions for 

administration of the Cost Accounting Standard (CAS) and 

the general requirements for CAS coverage. CAS administration topics include: basic CAS definitions; comparisons 

of CAS with Federal Acquisition Regulation and Generaly 

Accepted Accounting Procedures; format of the standards; 

and 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: CAS 401—Consistency in Estimating, Accumulating, and Reporting Costs; CAS 402—Consistency in 

Allocating Costs Incurred for the Same Purpose; CAS 405—

Accounting for Unallowable Costs. This course provides 

information necessary to determine whether a contractor’s 

policies, procedures, and practices are in compliance 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

AUD 1572 

CAS 403, 410, 418, and 420 

Students will learn to identify the fundamental requirements of: 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; 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: CAS 404—Capitalization of Tangible 

Assets; 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 CAS 414 and 

CAS 417, and understand the CASB-CMF (Cost Accounting Standards Board–Facilities Capital Cost of Money) 

This course provides information necessary to determine 

whether a contractor’s policies, procedures, and practices 

are in compliance with these standards. Exercises, examples, and review questions are used to help reinforce the key 

points throughout each lesson. CAS 414—Cost of Money as 

an Element of the Cost of Facilities Capital; CAS 417—Cost 

of Money as an Element of the Cost of Capital Assets Under 

Construction. 

Course Length: About 6.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

Appendix E Auditing
p. 239

AUD 1578 

CAS 416, Accounting for Insurance 

Costs 

Learn to identify the fundamental requirements of CAS 

416—Accounting for Insurance Costs. This course provides 

information necessary to determine whether a contractor’s 

policies, procedures, and practices are in compliance 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, Accounting for the 

Acquisition Cost of Material 

Course teaches how to identify the fundamental requirements of CAS 411, Accounting for the Acquisition Cost of 

Material. This course provides information necessary to 

determine if 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 

Learn the basic knowledge and skills to audit Disclosure 

Statements and to fulfill the auditor’s continuous responsibilities. This course provides a basic foundation for working 

with contractor CASB Disclosure Statements, Form CASB 

DS-1. Topics include: purpose of the disclosure statement; 

requirements for disclosure of cost accounting practices; 

audits of disclosure statements; and auditor’s continuing 

disclosure statement responsibilities.

Course Length: About 9 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1575 

CAS 406, Cost Accounting Period 

Learn to identify the fundamental requirements of CAS 406, 

Cost Accounting Period. This course provides information 

necessary to determine whether a contractor’s policies, procedures, and practices are in compliance 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 CAS 408, Accounting for Compensated Personal 

Absence, and CAS 415, Accounting for Deferred Compensation 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 reinforce key points throughout each 

lesson.

Course Length: About 6.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1577 

CAS 407, Standard Costs for Direct 

Material and Labor 

Course teaches how to identify the fundamental requirements of 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 are in compliance 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

Auditing
p. 240

Distance Learning or Facilitated/Online Resident/Local

AUD 1601 

FAR 31, Allowable and 

Unallowable Costs 

This course teaches how to identify the types of contracts 

covered by the cost principles and 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 

(Nonemployee) 

Learn about selected cost principles in FAR 31.2. Learn 

about allowable and unallowable costs, with restrictions on 

nonemployee-related costs. Also how to use applicable cost 

principles in audits of commercial activities. 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 (IR&D), 

B&P, M&PE, patent, selling, economic planning, and taxes.

Course Length: About 6.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 1603 

Allowable Costs with Restrictions 

(Employee) 

Learn about restrictions on labor costs and when those costs 

are allowable and unallowable. Also learn 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 1653 

Leases 

This course provides an overview of lease accounting 

Generally Accepted Accounting Procedures and Federal 

Acquisition Regulation requirements. Students will learn 

the proper classification of leases and the treatement of saleleaseback transactions.

Course Length: About 6.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 2111

Operations Audit 

Objectives Operations Audit introduces operations auditing for the newly assigned operations auditor. The course 

attempts to capitalize on existing knowledge of financial 

auditing and focus on the transition to operations

auditing. The major processes for conducting operations 

audits are similar to those for financial audits.

Course Length: About 3.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 2213 

Terminations: Introduction and 

General Audit Steps 

This course deals with FAR Part 49, definitions applicable 

to terminations, an overall introduction to terminations 

and types of terminations, as well as audit planning efforts 

necessary to perform an adequate review of a termination 

proposal. 

Course Length: About 2.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

Appendix E Auditing
p. 241

ing/applying the appropriate closeout procedures to DoD 

Commercial Time-and-Materials (T&M) and Labor Hour 

(LH) Contracts. The course will teach (1)the purpose of 

the cumulative allowable cost worksheet (CACWS);(2) 

the evaluation of the final voucher ;and (3) the use of Quick 

Closeout rates.

Course Length: About 5 hours

Method of Delivery: CD-ROM for non-DCAA personnel

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 EZQuant output; Suggest methods of improving EZ-Quant statistical results; explain how QM results and graphs should 

be incorporated into the overall audit package and report.

Course Length: 40 hours

Method of Delivery: Resident

AUD 4121 

Statistical Sampling 

Statistical Sampling concentrates on the knowledge and 

skills necessary to perform statistical sampling in the 

contract audit environment. Professionals who successfully complete this course will be able to discuss the basic 

concepts of statistical sampling; explain the criteria for a 

valid statistical sample; differentiate between variable and 

attribute sampling; discuss the difference between dollar 

unit and physical unit sampling; determine the proper 

sample selection method and stratification method to use 

on an audit; select a statistical sample using the EZ-Quant 

statistical analysis software; and evaluate the results of a 

statistical sample using the EZ-Quant software. 

Course Length: 5 class days

Method of Delivery: Resident

AUD 2311 

Defective Pricing 

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

AUD 2421

Equitable Adjustments 

Learn what equitable adjustments and claims are, and 

how to audit them. Then learn the difference between 

an equitable adjustment proposal and a delay claim; the 

four approaches to equitable adjustments; the differences 

between entitlement and quantum; the criteria for determining if a request is a claim; and the auditor’s responsibilities in planning, performing, and documenting an audit of 

equitable adjustments.

Course Length: About 6 hours

Method of Delivery: CD-ROM for non-DCAA personnel

AUD 3121 

Earned Value Management 

System (EVMS) 

This course is intended to provide training on the planning 

and performance of earned value management surveillance 

audits and to brief the student on current agency policy. This 

training is not intended for all auditors.

Course Length: About 4.5 hours

Method of Delivery: CD-ROM for non-DCAA personnel.

AUD 3140 

Contract Closeout Procedures 

This course provides the agency’s policy for contract closeouts, the three methods for closing completed contracts,the 

applicable method for a given situation and understandAuditing
p. 242

Distance Learning or Facilitated/Online Resident/Local

AUD 5614 

Fundamentals of Auditing 

Information Systems 

Learn the standards and tools involved in performing 

the computerized aspects of internal control reviews 

and to identify information technology cost allocation 

methodologies.

Course Length: 5 classroom days

Method of Delivery: Resident

AUD 5651 

Retrieving and Analyzing 

Electronic Data Using SAS 

Upon completion of this course, students will be able to 

know and use Base SAS software to: read different types of 

electronic data, sort, compute, summarize, create subsets 

of data, merge multiple data files together, and print reports 

using the SAS data step and the SAS Sort, Means, and Print 

procedures.

Course Length: 5 classroom days

Method of Delivery: Resident

AUD 6115 

Effective Report Writing 

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 class days

Method of Delivery: Resident

AUD 6220 

Auditor Interview and 

Interpersonal Reactions 

Course teaches students how to improve communications 

with contractor, procurement, and DCAA personnel. 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; identify 

expressed and wanted behavior with respect to inclusion, 

control, and affection. Demonstrate understanding of course 

concepts through role-plays. 

Course Length: 5 class 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; explain and apply professional nonverbal modes of communication.

Course Length: 5 class days

Method of Delivery: Resident

AUD 8414 

Leadership Skills 

Course explores how communication and relationship 

skills tie into the DCAA’s 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 class days

Method of Delivery: Resident
p. 243

AUD 8564 

Administration and Management 

of Audits for Supervisors 

Here students will learn to prepare a program plan; 

prepare and manage an operating plan; prepare reimbursable billings; use the DCAA Management Information 

System (DMIS) to set up an assignment; document supervisory review, including initial and interim guidance and 

final review comments. They will use DMIS in disposition 

assignments, including incurred cost and forward pricing; 

calculate audit statistics for incurred cost and forward 

pricing (i.e., questioned cost, dollars, examined, Auditable 

Dollar Volume (ADV), net savings, etc.); describe the Price 

Negotiation Memorandum (PNM) follow-up process. Learn 

to identify critical reports available for managing the life 

cycle of audits. 

Course Length: 5 class days

Method of Delivery: Resident

AUD 8565

Supervision 

This course stresses the importance of employee development and active supervisory involvement in achieving 

DCAA’s goal to deliver quality audits, and to discuss a broad 

range of human resource topics..

Course Length: 5 class 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 Opportunityrelated issues commonly faced by supervisors, EEO laws 

and the complaints process. The student will be able to 

define sexual harassment and understand the supervisor’s 

role in preventing it. The student will be able to understand procedures and resources for providing reasonable 

accommodations. 

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 9201 

New Employee Ethics 

Required reading for all new DCAA employees. 

Course Length: About 1 hour

Method of Delivery: Distance learning