Defense Acquisition University 2017 Catalog

FOR MORE INFORMATION ABOUT THE 

DEFENSE ACQUISITION UNIVERSITY,

CALL 888-284-4906 OR VISIT THE 

DAU WEB SITE AT WWW.DAU.MIL

DEFENSE ACQUISITION UNIVERSITY

9820 BELVOIR ROAD

FORT BELVOIR, VIRGINIA 

22060-5565
inside

Front 

Cover

blank
The training you get at DAU lays the 

foundation for success on the job to provide 

what our warfighters need to prevail and to 

come home safely.
Mission

Provide a global learning environment to 

develop qualified acquisition, requirements, and 

contingency professionals who deliver and sustain 

effective and affordable warfighting capabilities.

Vision

Enable the Defense Acquisition Workforce to 

achieve better acquisition outcomes, now and in 

the future.
INTRODUCTION: The Defense Acquisition University p. 5

Message from the President 

What’s New

SECTION 1: The Defense Acquisition University p. 13

Our Work

Our Accreditation 

Our History

Our Organization 

Organizations Colocated 

with DAU

Our Faculty and Staff

Our Facilities 

DAU Leadership

DAU Board of Visitors

Regions and Colleges

SECTION 2: DAU’s Learning Assets p. 35

Foundational Learning

Workflow Learning

Performance Learning

Other Services

SECTION 3: The Defense Acquisition Workforce 

Communities and Programs p. 43

Functional Leaders Defense Acquisition Communities

SECTION 4: Acquisition Workforce Management and Administration p. 119

Overview of Acquisition Workforce 

Career Management 

U.S. Army DACM

U.S. Navy and Marine Corps DACM

U.S. Air Force DACM

4th Estate DACM

DAU Administrative Information

Appendix A: 

Training Courses | p. 131

Appendix B: 

Course Prerequisites | p. 161

Appendix C:

Continuous Learning | p. 169

Appendix D: 

Mission Assistance Workshops | p. 219

Contents
44
6 | Message from the President 

8 | What’s New

Introduction

The Defense Acquisition

University

5
6

At the Defense Acquisition University, our staff and faculty 

are dedicated to providing the Defense Acquisition Workforce 

the training they need to ensure that our Nation’s warfighters 

are capable of defeating our adversaries. We support defense 

acquisition professionals through online and resident courses, 

job support tools and resources, and assistance tailored to an 

organization’s specific needs.

Because defense acquisition is complex and dynamic, we 

continuously update our curriculum to incorporate new 

policies, guidance from senior leaders, proven acquisition 

program practices, and the latest job support tools. In this 

catalog, you’ll find information about certification training 

courses to help meet Defense Acquisition Workforce 

Improvement Act requirements for all certification levels. 

But DAU provides much more than courses. The catalog also 

highlights virtual environments that host learning assets and 

encourage knowledge sharing and collaboration. Additionally, 

overviews of our continuous learning modules and mission 

assistance workshops are located in the appendices at the end of 

the catalog. 

Supporting the warfighter requires that individuals and 

organizations adjust to developing situations quickly. Not only 

do we consistently update our curriculum and improve our 

learning assets to ensure the most up-to-date information is 

available right at your fingertips, but as technology advances, 

we also explore new content delivery methods to meet the 

changing needs of the workforce. By taking advantage of new 

technologies, we are able to create learning environments

that provide students opportunities to gain the knowledge

and understanding they need while reducing time away from 

the job.

The knowledge and experience of our faculty, and the 

availability and effectiveness of our tools, combine to help give 

Defense Acquisition Workforce members the resources they 

need to shape the future of defense acquisition and improve the 

capabilities of our warfighters.

James P. Woolsey

President

Defense Acquisition University

Message from the President
9820 BELVOIR ROAD, FORT BELVOIR, 

VIRGINIA 22060-5565

The Defense Acquisition University

7
8

LEARNING ASSETS

Small Business

In 2014, the Under Secretary of Defense 

for Acquisition, Technology, and Logistics 

established the Small Business career field. Small 

Business professionals (SBPs) are charged with 

helping the acquisition workforce to make the 

best use of small business capabilities in DoD 

acquisitions and ensuring the technological 

superiority of DoD, while also protecting and 

strengthening the defense industrial base. The 

DoD Office of Small Business Programs (OSBP) 

has created a qualification framework that 

outlines a clear track for career advancement 

for SBPs, from the point of entry through 

executive leadership positions. As part of 

this professionalization, OSBP is creating 

Certification Training Standards and a Core 

Plus Development Guide that will give SBPs the 

opportunity to receive training throughout three 

certification levels that combine existing DAU 

courses from other career fields with nine new 

Small Business-specific courses. The new courses 

emphasize and integrate tools to be used on the 

job as well as collaboration with other SBPs. 

Key themes in the training will be the role of 

the SBP as a trusted business advisor, providing 

valuable information to the acquisition team, and 

proactively supporting small businesses at both 

the prime and subcontracting levels throughout 

the acquisition process.

Business Career Field

DAU is pleased to announce several improvements 

in the Business Financial Management and 

Business Cost Estimating certification programs. 

In FY 2017, BCF 103 (Fundamentals of Business 

Financial Management) will be replaced with 

BCF 110 and maintain the same name. This 

course was redesigned to introduce several 

new topics to the workforce and to provide an 

immersive and engaging learning experience 

of the planning, programming, budgeting, and 

execution (PPBE) process via a simulation-based 

capstone exercise. During the PPBE capstone, 

students will experience realistic, scenario-based 

learning as they face day-to-day challenges that 

acquisition professionals typically encounter as

WHAT'S NEW

a budget analyst within a major defense 

acquisition program office. The PPBE capstone 

exercise includes numerous related, competencybased, videos that were designed as additional 

job aids to engage the student and enhance the 

learning experience.

In addition, the Business Cost Estimating 

community may look forward to two new, 

redesigned, 100-level courses: BCF 106 

(Fundamentals of Cost Analysis) will be replaced 

with BCF 130 and will retain the same name; BCF 

107 (Applied Cost Analysis) will be replaced with 

BCF 131 and also will retain the same name. Each 

of these courses has been revamped to address 

topics such as price escalation, CADE data 

repository, and several other topics. Furthermore, 

BCF 250 (Applied Software Cost Estimating)

will be introduced to the workforce to replace the 

old BCF 208. 

Also in FY 2017, the Business functional 

community will deploy six new continuous 

learning modules: CLB 035 (Statistical 

Analysis), CLB 036 (Foreign Military Sales), 

CLB 037 (Defense Working Capital Fund), CLB 

038 (Comparative Analysis), CLB 039 (Basic 

Terminology), and CLB 040 (Should Cost 

Management). Each of these modules will be 

deployed to support the ongoing competency 

development of workforce members in the 

Business career field.

Cybersecurity

DAU’s Engineering and Technology Center is 

developing training resources on cybersecurity. 

Already fielded is a continuous learning module, 

CLE 074 (Cybersecurity Throughout DoD 

Acquisition). Two Program Planning Protection 

(PPP) courses are also under development. ACQ 

160 (Program Protection Planning Awareness) is 

a 24-hour distance learning course intended for 

the broad acquisition audience, while ENG 260 

(Intermediate Program Protection Planning) 

will use a flipped classroom approach with both 

distance learning and classroom components to 

allow students to apply the principles of PPP. A 

distance learning course on the Risk Management 

Framework (ISA 220) is also under development 

with a projected release in February/March 
of 2017. In early 2017, Defense Acquisition 

Workforce members should also be on the lookout 

for new continuous learning modules on Software 

Assurance and Supply Chain Risk Management 

for ICT systems.

Knowledge Repository

DAU is launching a new knowledge repository, 

designed and populated with a variety of 

databases and resources useful to the Defense 

Acquisition Workforce. Examples include:

» Public domain databases such as Congress.

gov, Congressional Research Service, and GAO 

reports

» Licensed subscriptions such as Defense 

Daily—Virtual Analyst, EBSCOhost academic 

and business e-book collections, Gale Virtual 

Reference Library, Gale Newsvault, and 

ProQuest Military Collection

» DAU-generated products such as MDAP/MAIS 

LibGuides and DoD/Cyber Agency visualizers

Go to http://dau.libguides.com/daukr to see everything that 

is available.

Logistics

To ensure currency, quality, and alignment with 

DoD policy, guidance, and process evolution, three 

DAU logistics courses have undergone major 

revisions: LOG 204 (Configuration Management), 

LOG 235 (Performance-Based Logistics), and 

LOG 340 (Life-Cycle Product Support).

Emphasis has been placed on more tightly 

aligning and integrating ACQuipedia articles, 

continuous learning modules, and training 

courses on logistics with other web-based 

learning assets such as the product support 

analytical tools database, the integrated product 

support implementation roadmap, the PSM 

Toolkit, the Logistics Community of Practice), 

and the Performance-Based Logistics Community 

of Practice. Given the potentially profound 

ramifications of additive manufacturing (3D 

printing) on DoD product support and supply 

chain management, the DAU logistics team also 

has launched a new Additive Manufacturing 

Community of Practice, a series of hosted 

additive manufacturing-focused training videos, 

and a new additive manufacturing-focused 

ACQuipedia article. The team is working closely 

with the Service and OSD staffs to ensure 

current information on this rapidly evolving, 

transformative technology.

NEW DAU.MIL

Be on the lookout for DAU’s new Web site, 

launching in FY 2017. This more interactive and 

intuitive site will bring together the content from 

the current www.dau.mil, the Acquisition Community 

Connection (acc.dau.mil), and parts of the Defense 

Acquisition Portal (dap.dau.mil) with more content 

being added throughout FY 2017. The new site will 

include a robust search engine to help you quickly 

find information, resources, and tools to help in 

the classroom and back at your workplace. The 

launch will also include a host of new content and 

features including:

» The Defense Acquisition Guidebook (DAG)

updated to reflect the new DoD Instruction 

5000.02

» The updated DAG and other DAU guidebooks 

and handbooks provided as mobile-ready, 

online books that allow you to take notes, 

bookmark, and download to mobile device 

e-readers

» More cybersecurity information, including 

ACQuipedia articles, tools, videos, and a 

community of practice

The new DAU.mil will be your one-stop-shop for 

all things acquisition.

9
10

SOCIAL MEDIA

Ten years ago, access to social media required a computer. Today’s mobile devices conveniently put the Internet in 

everyone’s hands. The widespread use of social media, which provides users a sense of instant access to information 

and opinions, instills an expectation for fast and relevant two-way communication; government organizations that 

communicate through social media must meet their customers’ expectations to remain relevant or risk losing their 

audience. As a leader in training for the Department of Defense, DAU is no exception, and is actively building its social 

media presence. Working through multiple social media platforms enables the university to connect directly with its 

customers and stakeholders. 

If you have any questions or suggestions for DAU’s social media team, email communications@dau.mil.

Facebook

DAU is reaching many members of the 

Defense Acquisition Workforce with 

targeted messages about the university’s 

learning assets and events, as well as 

relaying new DoD policy and initiatives. 

In turn, customers and stakeholders have 

posted valuable feedback on innovations 

that are important to them and to the 

Department of Defense. Check us out at 

www.facebook.com/DAUnow.

Twitter

The official DAU Twitter account,

@DAUnow, allows workforce members to 

keep up with the latest policy discussions, 

course offerings, events, facility closings, 

system outages, and other Defense and 

acquisition news in 140 characters or less. 

To join the active conversation, follow the 

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

Flickr

The photo-hosting Web site Flickr allows 

DAU to give users a glimpse into life at the 

university and to share high-resolution 

photos of acquisition award winners. Take 

a look at www.flickr.com/defenseacquisitionuniversity.

LinkedIn

DAU’s primary organizational page on 

LinkedIn can be found at https://www.linkedin.

com/company/defense-acquisition-university?trk=company_

name; however, LinkedIn also provides an 

interest group page, where DAU users are 

able to communicate with professional 

contacts, creating a community where 

acquisition workforce members can 

network, share, and learn from one 

another. DAU’s interest group page on 

LinkedIn welcomes users at www.linkedin.com/

groups/Defense-Acquisition-University-4556755.

YouTube

DAU is leveraging YouTube’s extensive 

reach to promote its learning assets and to 

spread awareness of defense acquisition. 

Although some DoD organizations block 

access to the YouTube Web site due to 

bandwidth concerns, the page is accessible 

to external audiences where they use the 

Web site most—at home. Watch at www.

youtube.com/defenseacquisition.

WHAT'S NEW
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1212
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Section 1

The Defense Acquisition

University

14 | Our Work

14 | Our Accreditation

14 | Our History

14 | Our Organization

17 | Organizations Colocated with DAU

17 | Our Faculty and Staff

17 | Our Facilities

18 | DAU Leadership

19 | DAU Board of Visitors

20 | Regions and Colleges

13
14

The American Council on Education’s College 

Credit Recommendation Service has recommended many DAU courses for graduate and 

undergraduate college credit, helping workforce 

members get a head start in completing their 

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

training/Pages/studentinformation.aspx.

OUR HISTORY

The Defense Acquisition Workforce Improvement 

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

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

National Defense Authorization Act, was enacted 

to improve the effectiveness of the personnel 

who manage and implement defense acquisition 

programs. The act required the creation of the 

Defense Acquisition University, and, per DoD 

Directive 5000.57, the university was to provide 

for the professional educational development and 

training of the acquisition workforce and research 

and analysis of defense acquisition policy issues 

from an academic perspective.

Since the university’s founding, it has expanded 

to five regional campuses throughout the United 

States—allowing the university to provide local 

training to the Defense Acquisition Workforce—

and two colleges providing specialized training to 

the Defense Acquisition Workforce members no 

matter where they are located.

OUR ORGANIZATION

DAU’s leaders are committed to ensuring the 

university provides the best learning capabilities 

to those who use DAU learning resources.

The DAU president is responsible for the overall 

leadership and direction of DAU and reports to the 

Assistant Secretary of Defense for Acquisition.

The DAU president directs all of the acquisition 

education activities of the university, including 

training, continuous learning, mission assistance, 

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; and online, self-paced, 

continuous learning modules; as well as rapid 

deployment training to train the workforce 

quickly on new acquisition policy and initiatives. 

Additionally, DAU supports acquisition workforce 

members on the job through online knowledge 

sharing resources, communities, and job support 

tools. We also support acquisition organizations 

through our mission assistance program, 

consisting of consulting, executive coaching, and 

leadership development; acquisition workshops; 

and job-relevant applied research.

OUR ACCREDITATION

The Defense Acquisition University is accredited 

by the Commission of the Council on Occupational Education (COE). DAU selected 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 it 

was reaffirmed in 2008 and 2014.

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). DAU chose to 

become an AP because IACET’s commitment 

to promoting quality education aligns with the 

university’s mission to develop qualified professionals. By being an IACET AP and adhering to 

the ANSI/IACET standard, DAU is authorized to 

award IACET CEUs and does so for all its regularly scheduled training courses.

DAU has been 

accredited as 

an Authorized 

Provider by the 

International 

Association 

for Continuing 

Education and 

Training (IACET)

The Defense Acquisition 

University
15

research, knowledge sharing, and strategic 

partnerships. Additionally, he directs the 

internal activities necessary for DAU to deliver 

learning assets. These include strategic planning, 

performance and resource management, human 

resources, curricula development, and e-learning 

and technology analysis and acquisition.

The vice president assumes the president’s duties 

when the president is unable to perform them. The 

vice president is responsible for mission execution 

and for overseeing the university’s product 

development and delivery elements.

The chief of staff is responsible for mission 

execution and for overseeing the university’s 

product delivery elements, including operations, 

acquisition services, human resources, and 

information technology. The chief of staff also 

supervises those elements of the Office of the 

President responsible for strategic planning, 

annual performance planning and assessment, 

accreditation, the Board of Visitors, corporate 

communications, strategic partnerships, learning 

analytics, and leadership support.

The director of Performance and Resource 

Management is responsible for the evaluation 

and performance measurement of all of our 

products and services as well as the financial 

management of the university. The director chairs 

the DAU Resource Council, which is responsible 

for setting financial priorities for the university. 

The director maintains the course schedule and 

workload system for the university and provides 

financial management analysis and a centralized 

programming and budgeting system to control

the allocation of resources for conducting

defense acquisition training, research, and

publication activities.

The director of the Foundational Learning 

Directorate is responsible for curricula policy 

interfaces and interrelationships. The director 

develops and manages learning assets, including 

certification and Core-Plus resident and online 

courses and continuous learning modules; 

develops course content and determines delivery 

methods; and prepares course materials. The 

director coordinates delivery of distance 

learning and manages the operation of the 

learning management system and the curriculum 

authoring/revision tool. The director oversees 

the Continuing Education Unit (CEU) program; 

serves as the university’s liaison with the 

functional leaders and respective executive 

secretaries regarding content requirements; 

and oversees the management and sustainment 

of the DAU course equivalency program for 

both internal DoD and external institutions. 

The director also is responsible for faculty 

professional development.

The director of the Workflow Learning 

Directorate (WLD) reports to the DAU vice 

president and provides oversight and engagement 

opportunities in Workflow Learning. Building 

on foundational learning concepts, Workflow 

Learning provides the defense acquisition 

community with focused resources, communities 

of practice, and job support tools that enable 

learning in and beyond the classroom. The 

director develops, manages, and promotes WLDowned workflow learning assets, and assists with 

the development, management, and promotion 

of assets owned by other business units. These 

assets include ACQuipedia, Communities, 

Job Support Tools, Ask A Professor, Video, KR 

Resources, Lunch and Learn, and many others. 

The director is also jointly responsible for the 

creation of the redesigned DAU.mil Web site

and for the governance and training aspects of

the transition.

The director of the Performance Learning 

Directorate (PLD) is responsible for aligning 

all DAU performance learning activities with 

the Office of the Under Secretary of Defense 

for Acquisition, Technology, and Logistics and 

with DAU goals and priorities. The director 

coordinates with the associate deans for Outreach 

and Mission Assistance at each of the regions 

and at Defense Systems Management College for 

mission assistance efforts. The director also is 

responsible for the operation and maintenance 

of the DAU Knowledge Repository and Acker 

Archives (formerly the David D. Acker Library).

The director of Strategic Planning and Learning 

Analytics is responsible for developing the 

strategic plan and annual performance plan for 

the university. The director is also responsible for 
16

end-of-course/event survey administration, data 

collection and analysis, and program evaluation 

of learning assets at each of the four levels in the 

Kirkpatrick model.

The director of Human Resources advises the 

president, vice president, and chief of staff 

on the appropriate implementation of DAU’s 

human capital goals and objectives. The director 

formulates the DAU Human Capital Plan and is 

responsible for managing workforce planning, 

recruiting and hiring, employee retention, and 

performance measurement and appraisal.

The director of the Operations Support Group 

oversees logistics support, facilities maintenance, 

protocol and operations, video services, and visual 

arts and press. The director also chairs the DAU 

Facility Council, which reviews major facility 

issues and initiatives and is responsible for setting 

priorities and approving large facility projects or 

expansions/changes.

The director of Information Technology (IT) 

oversees all computer and information systems 

at DAU, including hardware, software, firmware, 

infrastructure, Local Area Network, Wide Area 

Network, telecommunications, and continuity 

of operations. The director is responsible for 

daily operations and maintenance of the IT 

infrastructure; procurement of IT equipment 

and supplies; operation of the Help Desk; 

Web and application development, database 

management, and data integration; network and 

information security; and system certification and 

accreditation. The director of IT also serves as the 

chief information officer (CIO), providing advice 

to DAU leadership to ensure that information 

resources are acquired, used, and managed in 

accordance with DoD Directive 8000.01. The CIO 

sets corporate-wide information resource policies 

and chairs the DAU Technology Council.

The director of Acquisition Services (AS) 

oversees acquisition activities across the university, providing a centralized organization for 

the management of acquisition requirements.

The DAU centralized hub for supplies and 

services, AS is responsible for ensuring the use

of best practices and ensuring that DAU

processes are aligned with DoD Instruction 

5000.74, Defense Acquisition of Services. In 

this regard, it assists the DAU president in 

guaranteeing the appropriate, efficient, and 

effective acquisition of contracted services in 

support of the university. In collaboration with 

the other business units, AS creates acquisition 

strategies and develops ready procurement 

packages tailored for DAU’s supporting 

procurement office partners. It also manages 

a variety of delegated procurement authority, 

including the Government Purchase Card (GPC) 

for micro-purchases.

The general counsel provides policy guidance and 

serves as the attorney-advisor for administrative 

and civil law matters. The general counsel 

furnishes legal advice and opinions, decisions, 

and services arising out of the administration 

and operation of the university, including civilian 

personnel; Freedom of Information Act and 

Privacy Act matters; use of appropriated and 

nonappropriated funds; standards of conduct 

and conflicts of interests; questions relating to 

congressional inquiries; fiscal law; memoranda 

of agreements/understanding; and review and 

revision of DAU regulations.

The Pentagon liaison serves as a link between 

DAU and all elements of DoD senior staff. The 

liaison establishes, monitors, and closes out 

action items from DoD.

The industry chair provides insight to the 

president, faculty, and students regarding 

international acquisition and defense industry 

motivations, concerns, and attitudes. The 

industry chair also assists with the placement of 

industry students in select DAU resident courses 

and helps DAU obtain guest speakers from 

the defense industry for classes, conferences, 

symposia, and other forums.

The regional branch deans are responsible 

for leading, planning, mission execution, and 

management in their respective regions. They 

develop DAU-aligned internal regional policies 

and procedures as necessary to manage their 

regions effectively; to deliver acquisition 

training courses, focused training, and mission 

assistance to customers using the most effective 

and efficient means; and to support curricula 

The Defense Acquisition 

University
17

development, continuous learning, and knowledge 

sharing efforts.

The dean of DSMC is responsible for the operation 

of the college, which provides professional 

education to selected military officers and 

civilian personnel in all facets of defense systems 

management. The dean develops, manages, plans, 

schedules, and conducts executive program 

management; assignment-specific, international, 

and requirements courses; and executive-level 

continuing education and mission assistance to 

support the Defense Acquisition Workforce. The 

dean also coordinates the university’s applied 

research program and products and supervises 

the Leadership Learning Center of Excellence.

The dean of the College of Contract Management 

is responsible for developing, maintaining, 

and delivering a full range of curricula, course 

offerings, and associated educational development 

opportunities for specific areas in Contract 

Management (CM). These areas include 

contracting, engineering and analysis, aircraft 

operations, and portfolio management and 

integration. The dean advises the director of the 

Defense Contract Management Agency and the 

DAU president on matters of CM workforce career 

development, management, and training.

The 4th Estate director of acquisition career 

management (DACM) is responsible for providing 

policies, guidance, and oversight to the 4th 

Estate components (i.e., DoD components 

outside the military departments) to ensure 

uniform implementation of DAWIA. The DACM 

also represents the 4th Estate as a member of 

the Senior Steering Board and the Workforce 

Management Group.

ORGANIZATIONS COLOCATED 

WITH DAU

The director of Human Capital Initiatives 

performs Defense Acquisition Workforce 

strategic analysis and human capital planning for 

the OUSD(AT&L).

The Federal Acquisition Institute facilitates 

and promotes career development and strategic 

human capital management for the civilian 

acquisition workforce.

OUR FACULTY AND STAFF

DAU faculty members have extensive 

experience in acquisition as well as the ability to 

communicate their knowledge in the classroom, 

online, and in the workplace during consulting 

efforts. Faculty members are expert practitioners 

who can draw on real-world experience to develop 

training products that are directly applicable to 

the current challenges students face. Many faculty 

members join DAU following high-impact careers 

in the military, defense industry, and civil service 

because they are seeking an opportunity to share 

their experiences, to truly make a difference in the 

lives of the members of the Defense Acquisition 

Workforce, and to support the vitally important 

mission of DoD.

DAU staff members provide the support necessary 

to keep the university running efficiently, 

including operating and maintaining the 

university’s automation networks and providing 

audio, video, and telecommunications in support 

of classes and DAU/acquisition events. DAU 

staff also provides services in the areas of public 

affairs, protocol, administration and logistics, 

publications management and graphic design, and 

academic support to all of DAU. The university’s 

skilled staff is essential to ensuring each student 

receives a positive experience at DAU.

OUR FACILITIES

DAU facilities reflect the university’s 

commitment to providing an integrated, 

interactive learning environment. The 

university’s capabilities include the following:

» Almost 100 classrooms located throughout the 

university’s regions and college campuses

» More than 175 breakout rooms that can be used 

for small group discussions during classes

» More than 2,200 laptops available for 

classrooms, providing each student a computer

» Multiple TelePresence sites, allowing professors 

to connect remotely to classes and students

» A 400-seat main conference center

» Numerous small conference rooms, seating 25 to 

100 people each
18

Ms. Joanne Schoonover 

Vice President

Mr. Joseph Johnson

Chief of Staff 

Mr. Richard 

Hoeferkamp

Pentagon Liaison

Mr. Mark Whiteside

Director, Performance and 

Resource Management

Mr. Tom Davis

Industry Chair

Mr. Mark Lumb

Dean, South Region

Dr. Kevin R. Carman

Dean, West Region

CAPT Michael Hocker, 

USN

Director, Workflow Learning 

Directorate

Dr. Kurt Stonerock

Dean, College of Contract 

Management

Mr. Travis Stewart

Dean, Midwest Region

Mr. Patrick Wills

Dean, Defense Systems 

Management College

Mr. Scott Ilg 

Dean, Mid-Atlantic Region

Mr. Tim Hamm

Director, Information Technology/

Chief Information Officer

Mr. William Parker

Director, Foundational Learning 

Directorate

Mr. Leo Filipowicz

Director, Operations Support 

Group

Ms. Meg Hogan-Roy

Director, Human Resources 

Mr. Robert Morris

Director, Acquisition Services

Dr. Chris Hardy

Director, Strategic Planning and 

Learning Analytics

Vacant

Dean, Capital and Northeast 

Region

Mr. Robert Daugherty 

4th Estate DACM

Mr. John Higbee

Director, Performance Learning 

Directorate

DAU Leadership

Mr. James P. Woolsey

President

Mr. Timothy Wray

General Counsel
19

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.

VADM David Venlet, 

USN (Ret.)

Chairperson

Ms. Caroline Avey 

Senior Learning Strategist,

The Regis Company 

Mr. Kimo Kippen

Chief Learning Officer,

Hilton Worldwide University

Mr. Charlie E. 

Williams, Jr.

President, CWilliams LLC

LTG William Phillips, 

USA (Ret.)

VP, Army/SOF, Huntsville 

Customer Engagement, Boeing

Mr. E. J. "Gene" 

Fraser

Vice President for Programs, 

Quality and Engineering, 

Northrup Grumman Corporation

Brig. Gen. Michael 

Brogan, USMC (Ret.)

Senior Vice President,

ManTech International Corporation

Dr. Allison Rossett 

Professor Emerita, San Diego 

State University 

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

Ms. Anne Reed

President,

Anne Reed Consulting

Mr. Robert Mosher

Chief Learning Evangelist,

APPLY Synergies
20

DAU West Region is the primary acquisition learning location for 30,013 Defense Acquisition 

Workforce professionals in the western United States and the Pacific Rim. The headquarters of 

DAU West Region is strategically positioned in San Diego to support a large presence of Defense 

Acquisition Workforce personnel. From its ideal location on the west coast, San Diego serves as the 

anchor for a region that is poised to meet the growing needs of a diversified acquisition community 

seeking a variety of learning opportunities inside and outside the classroom. The region also has 

extended learning sites in Hill Air Force Base, UT; El Segundo, CA; Port Hueneme, CA; and Pearl 

Harbor, HI.

The region’s primary customers include Space and Naval Warfare Center; U.S. Air Force Nuclear 

Warfare Center; Air Force Space and Missile Systems Center; Ogden Air Logistics Complex; Navy 

Facilities Engineering Command; Air Force Space Command; and various other acquisition-centric 

organizations.

DAU has numerous partnerships with colleges and organizations in West Region. A list of all DAU 

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

LOCATIONS

DAU West Region

San Diego, CA

33000 Nixie Way, Bldg. 50, Suite 345

San Diego, CA 92147-5117

619-524-4800, DSN 524

Fax: 619-524-4794

Extended Learning Sites:

Hill Air Force Base, UT

6022 Fir Avenue, Bldg. 1238

Hill AFB, UT 84056

801-775-3518

El Segundo, 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 161-C

239 Lexington Boulevard

Pearl Harbor, HI 96860

808-472-1937

DAU West Region

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

San Diego, California 

HAVE QUESTIONS? CONTACT dauwest@dau.mil

DAU West Region

33000 Nixie Way, Bldg. 50, Suite 345

San Diego, CA 92147
22

The DAU Midwest Region campus is located in Kettering, OH, just south of Wright-Patterson Air 

Force Base near the city of Dayton, OH. There are three extended learning sites within the region, 

located in Columbus, OH; Rock Island, IL; and Sterling Heights, MI. The region supports the 

training needs of 21,000-plus workforce members throughout a 13-state area.

The DAU Midwest Region faculty and staff members focus on teaching, curriculum development, 

research, mission assistance (targeted training, consulting, and partnering with agencies), and 

workflow learning. Their agenda includes working with organizations within the region and staying 

current on all major acquisition 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, and at customer sites across the United States and worldwide when 

required. The region’s faculty supports 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 13-state area, the DAU Midwest Region 

serves multiple Department of Defense and other federal organizations. In addition, DAU has 

numerous partnerships with colleges and acquisition organizations in the Midwest Region. A list of 

all DAU partnerships can be found at www.dau.mil/aboutDAU/Lists/StrategicPartnership/itemdv.aspx.

LOCATIONS

DAU Midwest Region

Kettering, OH

3100 Research Boulevard 

Pod 3, 3rd Floor

Kettering, OH 45420

937-781-1025

Fax: 937-781-1026

Extended Learning Sites:

Columbus, OH

Bldg. 11, Section 6

3990 E. Broad Street

Columbus, OH 43216

614-692-1559, DSN 850

Fax: 614-692-1552

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

Sterling Heights, MI

38219 Mound Road, 2nd Floor

Sterling Heights, MI 48310

586-276-2167

Fax: 586-276-0069

DAU Midwest Region

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

Kettering, Ohio

HAVE QUESTIONS? CONTACT daumidwest@dau.mil

DAU Midwest Region

3100 Research Boulevard, Pod 3, 3rd Floor

Kettering, OH 45420
24

With its headquarters in Huntsville, AL, DAU South Region supports the goals and objectives 

of 35,114 Defense Acquisition Workforce members by providing products and services to the 

acquisition community. The faculty and staff members of the DAU South Region provide teaching, 

research, and mission assistance (targeted training, consulting, and partnering with agencies). 

They focus on working with their customers and staying current on major issues and needs of the 

acquisition workforce throughout the region.

The DAU South Region main campus is a 68,000-square-foot state-of-the-art teaching facility 

opened in Huntsville in 2010. DAU South can accommodate diverse student needs, providing 

classrooms furnished to enhance the overall learning experience and with extensive e-learning 

capabilities. The building also offers a fitness center, convenient parking, access to nearby shopping, 

a wide variety of dining facilities, and hotel accommodations.

In addition to the Huntsville campus, extended learning sites at Eglin Air Force Base, FL, and 

Warner Robins, GA, provide teaching and mission-support activities to the region’s acquisition 

community.

DAU has numerous partnerships with colleges and organizations in the South Region. A list of all 

DAU partnerships can be found at www.dau.mil/aboutDAU/Lists/StrategicPartnership/itemdv.aspx.

LOCATIONS

DAU South Region

Huntsville, AL

7115 Old Madison Pike 

Huntsville, AL 35806

256-922-8020

Fax: 256-922-1077

Extended Learning Sites:

Eglin AFB, FL

Defense Acquisition University

96 FSS/FSDE (Bldg. 871)

108 N. McCarthy Avenue

Eglin AFB, FL 32542

850-882-8785

Fax: 850-882-6384

Warner Robins, GA

Defense Acquisition University

80 Cohen Walker Drive 

Bldgs. C and H

Warner Robins, GA 31088

478-218-3224

Fax: 478-988-6829

DAU South Region

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

Huntsville, Alabama

HAVE QUESTIONS? CONTACT dausouth@dau.mil

DAU South Region

7115 Old Madison Pike

Huntsville, AL 35806
26

The DAU Mid-Atlantic Region headquarters is strategically located in the town of California, MD, 

just 7 miles from the Patuxent River Naval Air Station. The headquarters offers a state-of-theart training facility that includes a telepresence capability. The site has ample parking, a fitness 

center, and convenient access to nearby hotel accommodations, shopping, and dining. MidAtlantic Region also has three additional extended learning sites, which are located in Chester, 

VA; Norfolk, VA; and Sembach, Germany.

The faculty and staff of Mid-Atlantic Region serve a Defense Acquisition Workforce of 

approximately 29,000 members, and concentrate their efforts on teaching, research, and mission 

assistance (targeted training, consulting, and partnering with agencies). The region’s faculty 

members also have extensive acquisition knowledge and background, which enables them to 

engage actively with our students and customers, sharing real-world experience across multiple 

functional areas to support improved acquisition outcomes. 

The region’s largest customers are Naval Air Systems Command; Program Executive Officer, 

Tactical Programs; Program Executive Officer, Assault and ASW Programs; Program Executive 

Officer, Unmanned Aviation and Strike Weapons; the Defense Commissary Agency; Defense 

Logistics Agency; Defense Contract Management Agency; Langley Air Force Base; U.S. Army 

Training and Doctrine Command; Space and Naval Warfare Systems Command; U.S. Army 

Europe; U.S. Air Forces in Europe; and the Naval Surface Warfare Center Dahlgren.

DAU has numerous partnerships with colleges and organizations in the Mid-Atlantic Region. A 

list of all DAU partnerships can be found at www.dau.mil/aboutDAU/Lists/StrategicPartnership/itemdv.aspx.

LOCATIONS

DAU Mid-Atlantic Region

California, MD

23330 Cottonwood Parkway

Suite 200

California, MD 20619

240-895-7344

Fax: 240-895-7333

Extended Learning Sites:

Chester, VA

3600 Festival Park Plaza

Chester, VA 23831

804-425-2946

Fax: 804-425-2947

Norfolk, VA

1968 Gilbert Street, Suite 660

Norfolk, VA 23511

757-443-2350, DSN 564

Fax: 757-443-2343 

Sembach, Germany

Defense Acquisition University

Sembach Kaserne

Bldg. 213

Sembach-Heuberg, Germany 67681

011-49-611-143-542-6502, DSN 313-496-7404

Fax: 011-49-611-143-542-6504

DAU Mid-Atlantic Region

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

California, Maryland

HAVE QUESTIONS? CONTACT daumidatlantic@dau.mil

DAU Mid-Atlantic Region

23330 Cottonwood Parkway, Suite 200

California, MD 20619
28

Headquartered at Fort Belvoir, VA (with extended learning sites at Aberdeen Proving Ground, 

MD; Hanscom Air Force Base, MA; and DLA Troop Support–Philadelphia, PA), DAU Capital and 

Northeast Region (CNE) provides acquisition training, workflow learning (resources in the form of 

tools, processes, and training aimed at providing assets that address specific on-the-job issues), and 

performance learning services (workshops and consulting) to a varied customer base. CNE’s cadre of 

seasoned professionals brings an assortment of experiences and expertise from diverse acquisition 

backgrounds, reflecting the diversity inherent in the region. The region serves the needs of more than 

35,000 Defense Acquisition Workforce members. Due to its location in the national capital area, key 

customers include the Army, Navy, Air Force, Marines, and multiple defense agencies, along with 

numerous other federal agencies.

CNE Region’s main campus is continuing to undergo extensive upgrades to infrastructure to provide 

a state-of-the-art learning environment for students and faculty alike. In addition to classroom 

upgrades, the campus has an on-site fitness center and cafeteria for student convenience. Situated

in close proximity to the Nation’s Capital, students have the opportunity to explore many of our 

national assets: the White House, Arlington National Cemetery, the Washington Mall, and a host of 

other sites.

DAU has numerous partnerships with colleges, universities, and training organizations in 

Capital and Northeast Region. A list of all DAU partnerships can be found at www.dau.mil/AboutDAU/Lists/

StrategicPartnership/AllItems.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

Operational Status: 800-845-7606, Option 1

Extended Learning Sites:

Aberdeen Proving Ground

6175 Guardian Gateway, Suite S

Aberdeen Proving Ground, MD 21005

410-272-9470

Fax: 410-272-9479

Operational Status: 410-278-SNOW (7669)

Hanscom Education and 

Training Center

29 Chennault Street, Bldg. 1728

Hanscom AFB, MA 01731

781-225-5942

Fax: 781-225-2557

Operational Status: 781-225-COLD (2653)

DLA Troop Support—Philadelphia

700 Robbins Avenue, Bldg. 5

Philadelphia, PA 19111-5092

215-737-0416

Operational Status: 215-697-1115

DAU Capital and 

Northeast Region

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

Fort Belvoir, Virginia

HAVE QUESTIONS? CONTACT daucne@dau.mil

DAU Capital and Northeast Region

9820 Belvoir Road

Fort Belvoir, VA 22060
30

Colocated with DAU Headquarters at Fort Belvoir, VA, the Defense Systems Management College 

(DSMC) is chartered to provide requirements management, international acquisition management, 

and executive-level acquisition management training; consulting/mission assistance; and online 

tools, job aids, and knowledge sharing. DAU’s Leadership Learning Center of Excellence is an 

integral part of DSMC.

The faculty, composed of former DoD and industry program managers and other senior acquisition 

practitioners, develops, manages, and teaches a dynamic curriculum and mentors course participants before, during, and after their DSMC in-residence experience.

Executive-level courses are tailored to meet the needs of senior leaders in the DoD. Requirements 

management courses meet the congressionally mandated certification training for the workforce 

and leaders who identify and establish DoD warfighting capability needs. International offerings 

include courses and seminars that promote excellence in structuring, negotiating, and executing 

international programs. The Leadership Learning Center of Excellence offers a portfolio of

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

Coaching program.

Emphasizing learning and support to senior and executive acquisition leaders, and to international 

and requirements management communities, DSMC provides products and services across the 

AT&L Acquisition Learning Model, including foundational, workflow, and performance learning. 

LOCATION

DSMC Fort Belvoir, VA

9820 Belvoir Road

Fort Belvoir, VA 22060-5565

703-805-2436, DSN 655

Fax: 703-805-3201

Defense Systems 

Management College 

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

Fort Belvoir, Virginia

HAVE QUESTIONS? CONTACT dsmcspm@dau.mil

Defense Systems Management College

9820 Belvoir Road

Fort Belvoir, VA 22060
32

Established in FY 2012, the College of Contract Management (CCM) is chartered to develop and 

provide training in support of the Defense Contract Management Agency (DCMA) acquisition 

workforce. The college’s efforts directly support DCMA’s delivery of actionable acquisition insight 

from the factory floor to the front line, around the world, enabling the defense acquisition enterprise 

to produce the right product or service (quality), at the right time (delivery), and at the right price 

(value).

In FY 2015 the CCM fielded 11 new courses. At year end, the college had a total of 23 courses fielded, 

supporting professionals working in quality assurance, industrial manufacturing, software 

engineering, earned value management, and aircraft operations. More than 25 additional courses 

supporting these or other functional areas such as contract administration, pricing, and engineering 

were in development at year’s end.

During FY 2015, the college also fielded initial workflow learning assets consistent with DCMA’s 

desire that the college develop and deliver not only courses but assets that provide their workforce 

with topic-specific training or job support tools available at the moment of need, whether from their 

desks or on the factory floor.

Although CCM courses are designed with DCMA-defined content to meet the training needs 

of DCMA acquisition professionals, many of the courses are proving to be highly attractive to 

acquisition professionals in the military Services and other agencies who are also performing 

post-award contract management functions. In FY 2015, the CCM had more than 2,200 non-DCMA 

Defense Acquisition Workforce graduates and over 150 industry graduates from one of nine CCM 

courses that have been made available to non-DCMA personnel to date.

LOCATION

College of Contract Management

Rivers Bend East Office and 

Technologies Center 

13205 N. Enon Church Road 

Chester, VA 23836

804-416-9340

College of Contract 

Management

www.dau.mil/Locations/default.aspx
33

Fort Lee, Virginia

HAVE QUESTIONS? CONTACT dauccm@dau.mil

DCMA Rivers Bend Facility

13205 N. Enon Church Road

Chester, VA 23836
34
35

36 | Foundational Learning

36 | Workflow Learning

39 | Performance Learning 

40 | Other Services

35

Section 2

DAU's Learning Assets
36

As the Defense Acquisition Workforce’s premier 

learning and development center, DAU aligns its 

certification training with the specific career field 

requirements developed by the acquisition career 

field functional leaders. In addition, the university 

has taken innovative measures to ensure that 

learning and acquisition support are available 

beyond certification, creating a global learning 

environment at the point of need. All DAU's 

services, individually and in combination, support 

the workforce throughout a professional’s career, 

from entry level to senior leadership. The overview 

that follows summarizes DAU’s numerous services.

FOUNDATIONAL LEARNING

Foundational learning gives the workforce longterm knowledge and habits of mind through 

structured learning in training courses, continuous 

learning modules, and rapid deployment training. 

This learning is essential to the long-term success 

of everyone in the workforce.

Training

DAU delivers training courses for each of the 

acquisition career fields in support of the Defense 

Acquisition Workforce Improvement Act (DAWIA) 

requirements, allowing a member of the Defense 

Acquisition Workforce to be certified at Levels 

I, II, or III. The directors of acquisition career 

management (DACMs) for the Services and DoD 

agencies manage attendance at these courses. 

Normally, the DACMs give priority to Defense 

Acquisition Workforce members who are pursuing 

certification in an acquisition career field. For 

updates to these course descriptions during the 

training year, consult the online version of the 

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

Continuous Learning

DAU also delivers online learning assets—called 

continuous learning modules—designed to help 

members of the Defense Acquisition Workforce 

maintain currency and meet the DoD requirement 

to complete 80 Continuous Learning Points every 

2 years. These modules address vital acquisition 

topics and are useful for personal awareness and 

to refresh skills. You can access these modules 

through the DAU Continuous Learning Center 

(CLC). The CLC also hosts easy-to-use online 

modules sponsored by Harvard ManageMentor, 

which provide information on topics fundamental 

to managerial success. These topics range from 

running an effective meeting or managing a 

project to learning negotiation 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.

Rapid Deployment Training

Rapid deployment training provides quick 

notification and training by posting new policy 

training materials online within hours of policy 

release, then sending DAU training teams to major 

acquisition field organizations. Rapid deployment 

training has included DoD 5000-series changes, 

life-cycle support policy (including creation of 

the program support manager), and Better Buying 

Power initiatives.

WORKFLOW LEARNING

Workflow learning builds on foundational learning 

principles in helping the workforce succeed on 

the job through the use of online knowledgesharing resources and job support tools. Through 

workflow learning assets, DAU helps the workforce 

succeed by connecting them to both content and 

people. DAU provides high-quality resources, 

structured tools, and services that are easily 

accessible, intuitive, and indispensable to the 

workforce for making sound business decisions 

for delivering needed goods and services to the 

warfighter. Workflow learning-related activities 

are increasingly a seamless part of the daily lives of 

DAU’s faculty, staff, and workforce.

With this emphasis on workflow learning, DAU is 

reorganizing its external-facing Web site to be a 

one-stop shop for acquisition news, tips, sharing, 

and services. Over the course of FY 2017, DAU.

mil will look different, but remain the home to 

all of DAU’s knowledge-sharing resources and 

will house many new and exciting ways for the 

workforce to engage, discover, and learn.

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 

DAU’s Learning Assets
37

Workforce members’ informal learning and job 

performance. Online resources and interactive 

venues facilitate the sharing of documented 

knowledge, experiences, and lessons learned 

among individuals and organizations. DAU’s 

primary components of knowledge sharing are the 

Defense Acquisition Portal (DAP), the Acquisition 

Community Connection (ACC), Ask A Professor 

(AAP), and the DoD Acquisition Encyclopedia 

(ACQuipedia)—as well as the DAU Knowledge 

Repository and Acker Archives. Users can easily 

locate the various applications and tools at https://

dap.dau.mil/smart.

Defense Acquisition Portal (DAP). The DAP 

is the central repository for acquisition policy 

and reference materials and serves as the main 

portal to all of the Workflow Learning elements. 

It focuses on “Big A” processes—describing 

all phases of the acquisition process, from 

requirements generation and budget development 

through overall management.

Using the DAP, the acquisition professional 

can quickly access necessary information to 

accomplish specific tasks directly related to 

program and project support. The DAP is organized 

as a series of pages under tabbed labels, making it 

easy for the user to locate information. In addition 

to the primary components listed above, the DAP 

provides the Defense Acquisition Workforce with 

information on and links to the following:

» Better Buying Power Initiative Gateway 

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

» Defense acquisition policy and regulations

» Defense Acquisition Guidebook 

(https://dag.dau.mil)

» Federal Acquisition Regulation (FAR), Defense 

Federal Acquisition Regulation Supplement, and 

other FAR supplements

» Education and professional development

» Overview of industry’s role in DoD processes

» Special topic and functional “Gateways”

» News, publications, and events

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

acquisition Web sites, education/training, job 

aides, guides, and other resources 

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

» Glossaries and acronyms

Users can access information and sites directly 

using the URLs provided or through the DAP at 

https://dap.dau.mil.

Acquisition Community Connection (ACC).

The ACC is an online forum that includes 

communities of practice and collaborative 

workspaces centered on acquisition-specific 

topics. ACC is available to the Defense Acquisition 

Workforce 24/7 to collaborate, share, and connect 

with one another in an online environment. 

Community members are able to interact and 

share lessons learned and experiences to support 

job performance, avoid the duplication of effort, 

and advance the connection of people and ideas.

Communities play a central role in helping the 

workforce stay connected to expertise and in 

providing the tools, resources, and connections 

that help people improve performance. Users can 

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

DAU Single Sign-On capability.

Ask A Professor. Have an acquisition question? You 

may submit acquisition-related questions to DAU 

faculty via the Ask A Professor icon on the DAP. 

You may also search the Ask A Professor library 

of previously submitted questions and answers by 

career field (https://dap.dau.mil/aap).

ACQuipedia. ACQuipedia is an online 

encyclopedia of common defense acquisition 

topics and was developed as a collaborative 

project to create content around acquisitionrelated topics. ACQuipedia provides the Defense 

Acquisition Workforce with quick access to 

information in a succinct and digestible format. 

Article content aggregates the most relevant 

references and learning assets to focus users and 

quickly provide high-value content.

Each topic is identified as an article, and each 

article contains a definition, a brief narrative that 

provides context, and links to the most pertinent 

policy, guidance, tools, practices, and training 

on the subject. ACQuipedia articles support the 

DoD Integrated Product Support Implementation 

Roadmap, community-of-practice libraries, and 

course material, as well as the Program Managers 

e-Tool Kit and other job support tools. Users can 

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

DAU Videos on the Defense Acquisition Portal. 

The DAU Media Library provides access to videos 

on a variety of topics supporting all Defense 

Acquisition Workforce career fields, and the 

university continues to add new videos. 

Users can access the most comprehensive

listing of publicly available DAU videos on the 

Defense Acquisition Portal’s DAUStream at https://

dap.dau.mil/daustream.

DAU Knowledge Repository and Acker Archives.

The DAU Knowledge Repository and Acker 

Archives (KR & AA) is transitioning to expand 

support to the greater Defense Acquisition 

Workforce. The new external KR & AA Web site 

provides products, via virtual environments, and 
38

Program Managers e-Tool Kit. The Web version 

of the popular Program Managers Tool Kit is easy 

to update with the latest information; key text 

and diagrams link directly to cited policy, related 

communities of practice, and comprehensive 

ACQuipedia articles. Visitors to the e-Tool Kit

will find a table of contents listing all information 

in the handbook, and clicking on a topic will 

send them directly to that page in the handbook. 

Table of contents topics are available in the 

left-hand menu, and clearly labeled navigation 

buttons allow users to view each individual page 

in the handbook. Users can access the Program 

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

Milestone Document Identification Tool. The 

Milestone Document Identification (MDID) helps 

acquisition personnel quickly search through 

statutory and regulatory document requirements 

as identified in the following DoD Instruction 

(DoDI) 5000.02 tables: 2, Milestone and Phase 

Information Requirements; 5, Recurring 

Programs Reports; 6, Exceptions, Waivers, and 

Alternative Reporting Requirements; and 10, 

Information Requirements Unique to the Urgent 

Needs Rapid Acquisition Process. Personnel 

can search based on Program Type, Life-Cycle 

Event, Statutory and Regulatory Source, and 

Keyword. The MDID integrates the DoDI 5000.02 

tables with the DAU Glossary and supports the 

eventual integration with the Defense Acquisition 

Guidebook, the DoD Directive 5000.01, and the 

DoDI 5000.02.

Acquisition Requirements Roadmap Tool. The 

ARRT is a collection of tools that help you build 

strategic elements of your acquisition documents 

by walking you through structured processes 

to help you ask and answer the right questions 

related to your acquisition. As you complete the 

process, the tool generates your work products in 

MS Word format for further editing and routing 

through the acquisition process. 

The current version of the ARRT Suite includes

a Requirements Definition tool and an Evalua -

tion Factors tool. These tools can be used 

independently or together to produce your work 

products. Future versions of the ARRT Suite

will continue to improve these tools as well as add 

new components.

DAU’s Learning Assets

exceptional user-oriented service to facilitate 

a Defense Acquisition Workforce that is fully 

knowledge-enabled by the focused power of 

information and enhanced in its ability to fulfill 

the warfighter’s capability needs, both now and in 

the future. 

The Acker Archives provides access to historical 

DAU and other uniquely relevant materials that 

are deemed pertinent in the history of defense 

acquisition. Digitization efforts are underway to 

provide online access to these materials. Archival 

assistance (working with the requestor to identify 

and provide requested materials) is available via 

appointment with the KR & AA staff. 

Job Support Tools

Job support tools fill the learning-doing gap 

between formal courses and on-the-job learning. 

These tools assist the workforce by providing 

job support at the point of need and enabling 

one to “learn by doing.” These tools include 

the Program Managers e-Tool Kit, Milestone 

Document Identification Tool, and the Acquisition 

Requirements Roadmap Tool (ARRT). These and 

other tools can be accessed at https://dap.dau.mil/smart.
39

PERFORMANCE LEARNING

Performance learning extends acquisition learning 

beyond the classroom and into the workplace, 

changing acquisition outcomes by applying 

significant resources at critical moments for teams 

and the overall workforce. Today’s acquisition 

environment is complex and presents many 

challenges in business, technical, and management 

areas. Shrinking DoD budgets continue to 

create extraordinary pressures on acquisition 

organizations and their teams. DAU Performance 

Learning assets provide direct support to 

acquisition organizations and teams in meeting 

these challenges. The collective acquisition 

experience and knowledge of our faculty across 

DoD acquisition disciplines is available to help 

with your programs. This help is offered through 

mission assistance and customized workshops.

Mission Assistance

Mission Assistance services address your 

program’s unique needs and can be provided at 

critical points in the life cycle of your program. 

DAU teams can share proven practices and lessons 

learned; assess the health of your program; provide 

an outside, objective look at various aspects of your 

program; or review and analyze your organization’s 

command culture. DAU can also offer professional 

leadership development opportunities to help 

cultivate your personnel.

Consulting Services are provided by our seasoned 

faculty and staff on either a long- or short-term 

basis. DAU offers consulting and facilitation 

services in many areas, such as strategic planning, 

acquisition strategy, milestone preparation, 

collaborative problem solving, and organizational 

assessments to name a few.

MDAP/MAIS Assistance. Major defense 

acquisition programs (MDAPs) and major 

automated information systems (MAISs) face 

many challenges throughout their life cycle. An 

experienced “thinking partner” can help reconcile 

a wide range of challenges, from leadership to 

programmatic, and has proven invaluable for

many program managers and program management offices.

Collaborative Problem-Solving events, facilitated 

by DAU faculty, can afford group deliberation 

and decisionmaking opportunities. Teams use 

collaboration software and facilitated discussion 

to share information, brainstorm, develop plans, 

examine alternatives, and address complex 

problems with marked efficiency. Workforce 

demands sometime depend on virtual means, and 

DAU has the resources to support it.

Leadership Development. DAU works with DoD 

acquisition leaders to help them develop a variety 

of approaches that leverage proven practices and 

processes tuned to their programs, organizations, 

and cultural dynamics through customized 

workshops and courses.

» Defense Acquisition Executive Overview 

Workshops (DAEOWs) provide general/flag 

officers and members of the Senior 

Executive Service an executive-level 

understanding of the Defense Acquisition System 

and supporting processes. DAEOW content is 

tailored to the needs of the executive, conducted 

on demand, and delivered in a one-on-one, deskside session.

» Executive Coaching offers one-on-one support 

for acquisition executives with an experienced 

executive coach who serves as a mentor and 

sounding board on current activities and future 

objectives. The purpose is to help acquisition 

executives break through certain barriers and 

reach their extraordinary futures.

» Leadership Development courses include 

Leading in the Acquisition Environment, 

Integrated Acquisition for Decision Makers, and 

Forging Stakeholder Relationships. Descriptions 

are in Appendix A and online at icatalog.dau.mil.

Workshops

Workshops are offered on demand and can be 

delivered onsite. Our faculty first meets with 

leadership from an acquisition organization to 

determine specific or unique training needs. 

These workshops are then customized and sized 

to address that need. Portions of this training 

also are delivered to intact acquisition teams in 

MDAPs, MAISs, and organizations preparing for 

a major services acquisition. This intact team 

training helps them navigate critical stages of a 

program’s life cycle or a services acquisition and 

focuses on actual program challenges using the 

organization’s own credentials. See Appendix D 

for a list of workshops that range from managing 

risk to improving team trust. Examples follow:

New Program Start-up Workshops address the 

importance of quickly establishing effective 

working relationships and task priorities between 

government and industry program offices 

following contract award. These workshops assist 

government and industry program managers 

and staffs in aligning program expectations, 

organizational processes, and functional lines

of communication.

Acquisition Program Transition Workshops help 

acquisition teams (government and industry) 

smoothly transition from one acquisition life-cycle 

phase to the next one via a well-executed milestone 

preparation and review process. 
40

Services Acquisition Workshops are just-intime workshops designed to facilitate a specific 

acquisition team and their requirements through 

the seven-step services acquisition. During this 

workshop, DAU faculty members facilitate hands-on 

training for acquisition teams to develop and 

execute performance-based service requirements in 

their specific domains.

For more information on DAU Mission Assistance 

and Workshop offerings and contacts, visit dau.mil/ma.

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/Lists/StrategicPartnership/itemdv.aspx). 

Various colleges and universities with which DAU 

has current partnership agreements are listed 

on that page. To view specific information on 

the various partnership benefits offered by each 

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

to a corresponding landing page. Landing pages 

will provide additional information on degree and 

certificate programs, including a point of contact 

at the school and application directions.

The Strategic Partnership page also contains 

a link to the Excelerate program. This unique 

partnership with select schools allows DAU 

students who have achieved Level II and Level 

III Defense Acquisition Workforce Improvement 

Act (DAWIA) certification to apply these 

credits toward bachelor’s and master’s degrees 

and certificates. For a current list of partners 

participating in the Excelerate program, go to www.

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

Equivalency Program

DAU has partnered with other education and 

training providers that offer courses, programs 

of instruction, or assessment processes that are 

substantially similar to the learning outcomes 

addressed in specific DAU courses. Equivalency 

courses can be used in lieu of a DAU course when 

seeking certification in an acquisition career field.

For current and potential providers of equivalency 

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

Senior Service College Fellowship

This one-of-a-kind, 10-month, in-residence, 

leadership and education program is a 

partnership between the Army and DAU designed 

to provide senior-level acquisition civilians a 

training experience equivalent to that of their 

military counterparts in preparation for the 

assumption of senior leadership responsibilities. 

The DAU Senior Service College Fellowship 

Program delivered by DAU has seminars located 

in Huntsville, AL; Warren, MI; and Aberdeen 

Proving Ground, MD.

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 who seek to develop 

and apply senior-level leadership skills and 

competencies.

Prerequisite(s): Level III certification in a 

primary acquisition career field and letter 

of endorsement by the first Senior Executive 

Service civilian or general officer in the chain 

of command. Fellows are chosen by a central 

selection board convened annually by the Army 

Acquisition Corps in Washington, DC. Upon 

completion of the Fellowship Program, graduates 

receive Army credit equivalent to the Army War 

College (Military Education Level 1) attendance 

and credit for the Program Manager’s Course 

(PMT 401). The program also offers the chance to 

earn a master’s degree in leadership.

The Fellowship Program includes leadership, 

mentoring, and research as core areas. It also 

offers nationally recognized speakers, university 

courses, a national security module, PMT 401, 

battlefield and Unified Combatant Command 

DAU’s Learning Assets
41

Periodicals

In an effort to maximize resources, the Defense 

AT&L magazine and the Defense Acquisition 

Research Journal (ARJ) are now available to 

individual subscribers only online.

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

free subscription to Defense AT&L magazine and/

or the Defense Acquisition Research Journal, go 

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

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

DefenseARJ/default.aspx.

To be alerted by email when the new issue of 

either publication is available, send an email to 

datlonline@dau.mil and/or darjonline@dau.mil 

with “Add to LISTSERVE” in the subject line. 

Please also use these addresses to send change-ofaddress notices.

Publications

The DAU Press offers a wide range of publications 

to the Defense Acquisition Workforce. Current 

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

Publications/default.aspx.

tours, and several noted DAU classes related to 

leadership. Program attendance is funded by the 

U.S. Army Acquisition Support Center. 

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 

work performed by a wide range of researchers: 

DAU faculty, staff, and students; federally funded 

research and development centers; think tanks; 

academia; and members of the wider acquisition 

community, in both government and industry, 

whether in the United States or abroad.

Learn more about research products and 

participate in the creation of new knowledge 

at http://www.dau.mil/Research/default.aspx or contact 

research@dau.mil.
42
43

45 | Functional Leaders 

46 | Acquisition and Program Management Functional Community 

52 | Auditing Functional Community

54 | Business Functional Communities

62 | Contracting, Purchasing, and Industrial/Contract Property Management

 Functional Communities

74 | Engineering and Technical Management Functional Communities

86 | Facilities Engineering Functional Community

90 | Information Technology Functional Community

94 | Life Cycle Logistics Functional Community 

104 | Science and Technology Functional Community 

108 | Test and Evaluation Functional Community

114 | International Acquisition Functional Community 

116 | Contract Management Community

116 | Earned Value Management Functional Community

117 | Small Business Functional Community 

117 | Services Acquisition Functional Community 

Section 3

The Defense Acquisition 

Workforce Communities 

and Programs

The certification standards published in this Catalog are in effect as of October 

1, 2016. 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. 

43
44
45

FUNCTIONAL LEADERS

The functional leaders are senior leaders who 

specialize in a functional area of acquisition, 

technology, and logistics. Requirements for 

career fields may change as a result of new 

technologies, mission requirements, or Service 

member needs, and it is the job of the functional 

leaders to ensure that their respective career 

fields maintain relevance. Functional leaders 

are involved in chairing integrated product 

teams (IPTs) to address career development 

issues and identify training, education, and 

experience requirements.

The results from the IPTs help provide course 

relevance and direction of course content to 

curricula developers and course authors, as well 

as a rigorous, ongoing quality assessment of 

DAU course offerings.

An overview of each functional leader’s area 

of responsibility and the certification and core 

plus table for the functional area are provided 

on the following pages.
ACQUISITION AND PROGRAM MANAGEMENT 

FUNCTIONAL COMMUNITY

Acquisition professionals in the Program Management career field are concerned 

with all of the functions of a program management office (PMO) or a program 

executive office (PEO). Program management professionals serve in a wide range 

of PMO and PEO positions to accomplish program objectives for the development, 

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

may also serve in a number of support and management positions throughout 

the workforce. A program manager (PM) exercises authority and responsibility 

to accomplish program objectives for planning, organizing, staffing, controlling, 

and leading the combined efforts of acquisition personnel in the management of a 

defense acquisition program throughout the system’s life cycle. The fundamental 

responsibilities of the PM are to balance and be accountable for credible cost, 

schedule, and performance reporting; to interpret the DoD 5000 Series regulations 

and tailor procedures consistent with sound business practices and the risks 

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

affordable, supportable, and effective defense systems are delivered to satisfy 

warfighter needs on or ahead of schedule and within budget.

http://icatalog.dau.mil/

Ms. Darlene J. Costello

Acting Assistant Secretary of 

Defense, Acquisition Director, 

Acquisition and Program 

Management

46
47

Program Management Level I

Type of Assignment Representative Activities

» Weapon Systems

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

• Performs financial and status reporting and basic logistic activities

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

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

tracking and performance evaluation

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

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training

• CLB 007 Cost Analysis

• CLV 016 Introduction to Earned Value Management

• ENG 101 Fundamentals of Systems Engineering

» Education Formal education not required for certification

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

Core Plus Development Guide2

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

Training Weapon Systems Services Business 

Mgmt/IT

CLC 011 Contracting for the Rest of Us   

CLL 008 Designing for Supportability in DoD Systems  

CLL 011 Performance-Based Logistics (PBL)  

CLM 017 Risk Management   

LOG 101 Acquisition Logistics Fundamentals  

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 and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

2

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

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

description, and the course can be substituted to meet the certification standard. 
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, Command and Control 

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

» Services

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

mitigating risks, provides contract tracking and oversight

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

Memo of Oct. 2, 2006

» Business Management Systems/IT

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

performance measures within the acquisition community and program office context that 

directly impact systems under development

Core Certification Standards1 (Required for DAWIA certification)

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

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

» Functional Training

• CON 121 Contract Planning

• CON 124 Contract Execution

• CON 127 Contract Management

• EVM 101 Fundamentals of Earned Value Management

• ISA 101 Basic Information Systems Acquisition

• PMT 251 Program Management Tools Course, Part 1

• PMT 257 Program Management Tools Course, Part 2

» Education Formal education not required for certification

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

Core Plus Development Guide2

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

Training Weapon Systems Services Business 

Mgmt/IT

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

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

CLE 004Introduction to Lean Enterprise Concepts   

CLE 022Program Manager Introduction to Anti-Tamper 

CLL 002 Defense Logistics Agency Support to the PM  

CLL 006Public-Private Partnerships  

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

Managers 

  

CLM 031 Improved Statement of Work  

LOG 102 Fundamentals of System Sustainment Management  

PQM 101 Production, Quality, and Manufacturing Fundamentals  

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

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

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
49
50

Program Management Level III

Type of Assignment Representative Activities

» Weapon Systems

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

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

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

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

communications

» Services

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

contracting as relates to developing clearly stated and actionable requirements packages

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

socioeconomic business concerns

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

Services Memo of Oct. 2, 2006

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

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

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None required

» Functional Training

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

• BCF 110 Fundamentals of Business Financial Management

• EVM 263 Principles of Schedule Management (R)

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

• PMT 352A Program Management Office Course, Part A

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

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

» Education Formal education not required for certification

» Experience

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

• At least 2 years in a program office for system development and acquisition or similar 

organization (dedicated matrix support to a PM, PEO, DCMA program integrator, or 

supervisor of shipbuilding). These 2 years may run concurrent with the preceding 4-year 

requirement. 

OR

• Level III DAWIA certification in a another acquisition functional community

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

• 2 years in a program office for system development and acquisition or similar organization 

(dedicated matrix support to a PM, PEO, DCMA program integrator, or supervisor of 

shipbuilding). These 2 years may run concurrent with the preceding Level III or 2-year 

requirements.

Unique Position Training Standards

» 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 Guide3

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

Training Weapon Systems Services Business 

Mgmt/IT

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

ACQ 370 Acquisition Law (R)   

ACQ 452Forging Stakeholder Relationships (R)   

BCF 207Economic Analysis (R)   

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

CLE 008Six Sigma: Concepts and Processes   

CLE 301Reliability and Maintainability  

CLL 022Title 10 Depot Maintenance Statute Overview   

CLL 201 Diminishing Manufacturing Sources and Material Shortages 

(DMSMS) Fundamentals   

ENG 202 Applied Systems Engineering in Defense Acquisition, Part 2 (R) 

ISA 320Advanced Program Information Systems Acquisition (R)   

LOG 200Product Support Strategy Development, Part A  

LOG 201Product Support Strategy Development, Part B (R)  

LOG 204Configuration Management  

LOG 235Performance-Based Logistics  

1 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

2

 Workforce members assigned to these positions 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. 

NOTE: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
51

Core Plus Development Guide3

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

Training Weapon Systems Services Business 

Mgmt/IT

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

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

TST 204Intermediate Test and Evaluation (R) 

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

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

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

1 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

2

 Workforce members assigned to these positions 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. 

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

AUDITING FUNCTIONAL COMMUNITY

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

advisory services for DoD and other government agencies in negotiation, 

administration, and settlement of contracts and subcontracts. Duties include 

evaluating information about contractor economic assertions, comparing 

those assertions to established criteria, and reporting the results to interested 

third parties.

Some reasons for audits include proposal submissions, incurred cost, compliance 

with the Truth in Negotiations Act, compliance with the Cost Accounting 

Standards, contract terminations, claims for abnormal conditions, contractor 

financial condition, and contractor systems and operations.

NOTE: DAU does not provide any auditing courses. Persons interested in pursuing 

the Auditing career field, should contact DCAA at http://www.dcaa.mil/. The DCAA 

course catalog is available at http://www.dcaa.mil/DCAA_Course_Catalog.pdf.

http://icatalog.dau.mil/

Ms. Anita Bales 

Director, Defense Contract 

Audit Agency
53
54

http://icatalog.dau.mil/

BUSINESS COST ESTIMATING AND FINANCIAL 

MANAGEMENT FUNCTIONAL COMMUNITIES

These career fields encompass all aspects of business and financial management. 

They include cost estimating and analysis, financial planning, formulating 

financial programs and budgets, budget analysis and execution, and earned value 

management. As advisors to commanders, program executive officers, program 

managers, and other acquisition decision makers, members of these career 

fields are responsible for business–financial management of defense acquisition 

programs in direct support of the defense acquisition process.

Business—Cost Estimating

This is the area of Business where engineering judgment and experience are utilized 

in the application of scientific principles and techniques to the problems of cost estimation, cost control, and profitability. The key objective in cost estimating is to arrive 

at a defendable estimate that provides leadership with realistic funding expectations. 

This functional community covers positions that manage, supervise, lead, or perform 

scientific work that involves designing, developing, and adapting mathematical, 

statistical, econometric, and other scientific methods and techniques. The work also 

involves analyzing management problems and providing advice and insight about the 

probable effects of alternative solutions to these problems.

Business—Financial Management

This is the area of Business concerned primarily with the total financial affairs 

of an organization, department, or program and the translation of actions past, 

present, and proposed into meaningful and relevant information for use in 

management. It includes the functions of budgeting, accounting, reporting, and the 

analysis and interpretation of the financial significance of past events and future 

plans. It sometimes also includes other related functions such as internal auditing, 

management analysis, and others. It is not primarily concerned with the technical 

procedures and methodology of those individual functions.

Financial management involves the art of interrelating data to obtain a perspective 

of the total financial situation that will assist managers in program planning and 

decisionmaking. A very simple operating program may require only a minimum 

of financial management, and this, in some cases, can be provided by the manager. 

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

furnished following the synthesizing, analyzing, and interrelating of meaningful 

financial data with programming and planning information by an organization and 

officials particularly adept in financial matters.

Dr. Nancy L. Spruill

Director, Acquisition Resources 

and Analysis, OUSD(AT&L)
55

Business—Cost Estimating Level I

Type of Assignment Representative Activities

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

acquisition in the DoD

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training

• BCF 110 Fundamentals of Business Financial Management

• BCF 130 Fundamentals of Cost Analysis

• BCF 131 Applied Cost Analysis (R)

• EVM 101 Fundamentals of Earned Value Management

» Education

• Baccalaureate degree (any field of study)

• 3 semester credit hours from a calculus course

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

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

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

probability, and/or quantitative analysis 

» Experience 2 years of acquisition experience in cost estimating

Core Plus Development Guide2

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

Training Cost Estimator

CLB 014 Acquisition Reporting Concepts and Policy Requirements 

CLC 005 Simplified Acquisition Procedures 

CLM 016 Cost Estimating 

CLV 016 Introduction to Earned Value Management 

CLV 017 Performance Measurement Baseline 

CLV 018 Earned Value and Financial Management Reports 

CLV 019 Estimate at Completion 

CLV 020 Baseline Maintenance 

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

EXPERIENCE: 2 years of acquisition experience in cost estimating

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
56

Business—Cost Estimating Level II

Type of Assignment Representative Activities

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

Core Certification Standards1 (Required for DAWIA certification)

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

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

» Functional Training

• BCF 204 Intermediate Cost Analysis (R)

• BCF 206 Cost/Risk Analysis (R)

• BCF 215 Operating and Support Cost Analysis (R)

• BCF 220 Acquisition Business Management Concepts

• BCF 225 Acquisition Business Management Application (R)

• CLB 026 Forecasting Techniques

• CLB 030 Data Collection and Sources

» Education

• Baccalaureate degree (any field of study)

• 3 semester credit hours from a calculus course

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

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

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

probability, and/or quantitative analysis

» Experience 4 years of acquisition experience in cost estimating

Core Plus Development Guide2

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

Training Cost Estimator

ACQ 265 Mission-Focused Services Acquisition (R) 

BCF 207 Economic Analysis (R) 

CLC 007 Contract Source Selection 

CLC 008 Indirect Costs 

CLC 104 Analyzing Profit or Fee 

CLL 015 Product Support Business Case Analysis (BCA) 

CLL 017 Introduction to Defense Distribution 

CLM 012 Scheduling 

CLM 014 IPT Management and Leadership 

CLM 024 Contracting Overview 

CLM 032 Evolutionary Acquisition 

EVM 262 EVMS Validation and Surveillance (R) 

EVM 263 Principles of Schedule Management (R) 

ISA 101 Basic Information Systems Acquisition 

LOG 101 Acquisition Logistics Fundamentals 

PMT 251 Program Management Tools Course, Part 1 

PMT 257 Program Management Tools Course, Part 2 

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 and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
57

Business—Cost Estimating Level III

Type of Assignment Representative Activities

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

to ensure cost analysis is conducted properly

Core Certification Standards1 (Required for DAWIA certification)

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

» Functional Training

• Functional Training identified at Level II must have been completed

• BCF 302 Advanced Concepts in Cost Analysis (R)

• CLB 023 Software Cost Estimating

• CLB 029 Rates

» Education

• Baccalaureate degree (any field of study)

• 3 semester credit hours from a calculus course

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

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

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

probability, and/or quantitative analysis

» Experience 7 years of acquisition experience in cost estimating

Core Plus Development Guide2

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

Training Cost Estimator

ACQ 450 Leading in the Acquisition Environment (R) 

ACQ 451 Integrated Acquisition for Decision Makers (R) 

ACQ 452 Forging Stakeholder Relationships (R) 

PMT 352A Program Management Office Course, Part A 

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

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

EXPERIENCE: 7 years of acquisition experience in cost estimating

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
58

Business—Financial Management Level I

Type of Assignment Representative Activities

» Budget/Program FM Analyst 

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

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

management and business operation systems

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

acquisition program

• Reviews, allocates, or manages acquisition resources and programs

» EVM Analyst

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

EVM metrics from EVM data

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training

• BCF 110 Fundamentals of Business Financial Management

• BCF 130 Fundamentals of Cost Analysis

• EVM 101 Fundamentals of Earned Value Management

» Education Formal education not required for certification

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

Core Plus Development Guide2

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

Training Budget/Program FM Analyst EVM Analyst

BCF 131 Applied Cost Analysis (R)  

CLB 014 Acquisition Reporting Concepts and Policy Requirements  

CLC 008 Indirect Costs 

CLC 024 Basic Math Tutorial  

CLC 102 Administration of Other Transactions  

CLM 016 Cost Estimating  

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

CLM 032 Evolutionary Acquisition  

CLV 017 Performance Measurement Baseline  

CLV 018 Earned Value and Financial Management Reports  

CLV 019 Estimate at Completion  

CLV 020 Baseline Maintenance  

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

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

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
59

 Business—Financial Management Level II

Type of Assignment Representative Activities

» Budget/Program FM Analyst 

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

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

systems

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

preparation of acquisition documents

• Prepares and/or reviews acquisition and financial management documents

• Reviews, allocates, or manages acquisition resources and programs

» EVM Analyst

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

schedule data as elements of integrated program management

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

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

• Completes EVM requirements for acquisition solicitation packages

Core Certification Standards1 (Required for DAWIA certification)

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

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

» Functional Training

• BCF 130 Fundamentals of Cost Analysis (if not already completed, as required, at Level I)

• BCF 205 Contractor Business Strategies (R)

• BCF 220 Acquisition Business Management Concepts

• BCF 225 Acquisition Business Management Application (R)

• CLM 017 Risk Management

• CLM 024 Contracting Overview

AND one of the following options:

• EVM 202 Intermediate Earned Value Management (R)

• EVM 263 Principles of Schedule Management (R)

• CLC 222 Contracting Officer’s Representative (COR) Online Training

• CON 252 Fundamentals of Cost Accounting Standards (R)

• Option 5 includes both of the CON courses listed below:

• CON 121 Contract Planning

• CON 124 Contract Execution

» Education Formal education not required for certification

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

Core Plus Development Guide2

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

Training Budget/Program FM Analyst EVM Analyst

BCF 204 Intermediate Cost Analysis (R) 

BCF 206 Cost/Risk Analysis (R)  

BCF 207 Economic Analysis (R)  

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

CLC 005 Simplified Acquisition Procedures  

CLC 007 Contract Source Selection  

CLC 011 Contracting for the Rest of Us 

CLC 030 Essentials of Interagency Acquisitions/Fair Opportunity  

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

CLG 001 DoD Governmentwide Commercial Purchase Card Overview 

CLM 012 Scheduling  

CLM 040 Proper Financial Accounting Treatments for Military Equipment 

EVM 262 EVMS Validation and Surveillance (R) 

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

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

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
60

Business—Financial Management Level III

Type of Assignment Representative Activities

» Budget/Program FM Analyst 

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

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

stakeholders for implementation

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

integrity, supports integration of acquisition disciplines

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

acquisition programs

• Reviews, allocates, or manages acquisition resources and programs

» EVM Analyst

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

value advisor

• Leads EVMS validation reviews as review director or principal deputy

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

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

project costs

Core Certification Standards1 (Required for DAWIA certification)

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

» Functional Training

• Functional Training identified at Level II must have been completed

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

• CLM 013 Work-Breakdown Structure

• CLM 031 Improved Statement of Work

» Education Formal education not required for certification

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

Core Plus Development Guide2

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

Training Budget/Program FM Analyst EVM Analyst

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

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

ACQ 452 Forging Stakeholder Relationships (R)  

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

CLM 014 IPT Management and Leadership  

CLM 200 Item-Unique Identification 

CON 121 Contract Planning 

CON 124Contract Execution 

CON 127Contract Management 

PMT 251 Program Management Tools Course, Part 1  

PMT 257 Program Management Tools Course, Part 2  

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

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

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

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

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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.
61
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 the contractor’s purchasing 

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

system; coordinate and process contract property disposal actions; perform 

investigations of instances of loss, theft, damage, or destruction of government 

property and grant relief or recommend liability; and develop policies and 

procedures for government property management.

Purchasing

Purchasing career field members typically are purchasing agents or supervisory 

purchasing agents. They purchase, rent, or lease supplies, services, and equipment 

through either simplified acquisition procedures or placement of orders against 

pre-established contractual instruments to support operational requirements. 

This function requires knowledge of legislation, policies, and regulations 

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

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

deliveries, stocks, and shipments.

http://icatalog.dau.mil/

Ms. Claire Grady

Director, Defense Procurement 

and Acquisition Policy

62
63

Contracting Level I 

Type of Assignment Representative Activities

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

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

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

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

weapon systems

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

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

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

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

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

maximizing use of small businesses

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

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None required 

» Functional Training

• CLC 025 Small Business Program for Contracting Officers

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

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

• CLC 058 Introduction to Contract Pricing

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

• CON 100 Shaping Smart Business Arrangements

• CON 121 Contract Planning

• CON 124 Contract Execution

• CON 127 Contract Management

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

» Education2

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

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

and management

• Baccalaureate degree (any field of study)

» Experience 1 year of contracting experience

Unique Position Training Standards3

» Level I Contracting personnel assigned to support an 

 MDAP/MAIS program ACQ 101 Fundamentals of Systems Acquisition Management 

Core Plus Development Guide4

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

Training All

See Contracting Matrix on the following page 

EDUCATION: None specified

EXPERIENCE: None specified

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
64

Core Plus Development Guide4

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

Training 1 2 3 4 5 6 7 8 9 10

CLC 003 Sealed Bidding   

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

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

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

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

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

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

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

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

CLC 045 Partnering        

CLC 046 DoD Sustainable Procurement Program          

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

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

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

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

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

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

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

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

CLG 001 DoD Governmentwide Commercial Purchase Card Overview          

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

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

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

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

CON 243 Architect-Engineer Contracting (R) 

CON 244 Construction Contracting (R) 

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

LOG 101 Acquisition Logistics Fundamentals     

LOG 102 Fundamentals of System Sustainment Management     

SPS 101 Standard Procurement System and Federal Procurement Data 

System—Next Generation User

         

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
65

Contracting Level II

Type of Assignment Representative Activities

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

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

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

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

sustain weapon systems

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

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

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

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

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

maximizing use of small businesses

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

secretariat, or OSD

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training

• CLC 051 Managing Government Property in the Possession of Contractors

• CLC 056 Analyzing Contract Costs 

• CON 200 Business Decisions for Contracting

• CON 216 Legal Considerations in Contracting

• CON 270 Intermediate Cost and Price Analysis (R)

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

• CON 290 Contract Administration and Negotiation Techniques in a Supply 

Environment (R)

• HBS 428 Negotiating

» Education2

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

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

and management

• Baccalaureate degree (any field of study)

» Experience 2 years of contracting experience

Unique Position Training Standards3

» Level II Contracting personnel assigned to support an 

MDAP/MAIS program • ACQ 202 Intermediate Systems Acquisition, Part A 

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 and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
66

Core Plus Development Guide4

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

Training 1 2 3 4 5 6 7 8 9 10

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

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

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

CLC 008 Indirect Costs     

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

CLC 019 Leveraging DCMA for Program Success   

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

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

CLC 031 Reverse Auctioning  

CLC 035 Other Transaction Authority for Prototype Projects: Comprehensive Coverage

  

CLC 039 Contingency Contracting Simulation: Barda Bridge 

CLC 040 Predictive Analysis and Scheduling   

CLC 041 Predictive Analysis and Systems Engineering    

CLC 042 Predictive Analysis and Quality Assurance   

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

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

CLC 102 Administration of Other Transactions   

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

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

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

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

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

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

CLC 114 Contingency Contracting Officer Refresher 

CLC 120 Utilities Privatization Contract Administration 

CLC 125 Berry Amendment       

CLL 011 Performance-Based Logistics (PBL)      

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

CLM 013 Work-Breakdown Structure   

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

CLM 032 Evolutionary Acquisition  

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

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

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

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

CON 234 Joint Contingency Contracting Course (R) 

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

GRT 201 Grants and Agreements Management (R)  

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

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

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

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

SBP 101 Introduction to Small Business Programs, Part A 

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
67

Contracting Level III

Type of Assignment Representative Activities

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

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

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

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

weapon systems

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

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

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

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

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

maximizing use of small businesses

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

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 202 Intermediate Systems Acquisition, Part A

» Functional Training

• CON 360 Contracting for Decision Makers (R)

• 1 additional course from the Harvard Business Management Modules

• 1 additional course from the list below:

+ ACQ 265 Mission-Focused Services Acquisition (R)

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

+ ACQ 370 Acquisition Law (R)

+ CON 232 Overhead Management of Defense Contracts (R) 

+ CON 244 Construction Contracting (R)

+ CON 252 Fundamentals of Cost Accounting Standards (R)

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

+ CON 370 Advanced Cost and Price Analysis (R)

» Education2

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

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

and management

• Baccalaureate degree (any field of study)

» Experience 4 years of contracting experience

Unique Position Training Standards3

» Level III Contracting personnel assigned to or devoting at least 

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

Core Plus Development Guide4

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

Training 1 2 3 4 5 6 7 8 9 10

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

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

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

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

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

CLB 011 Budget Policy 

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

CLL 001 Life-Cycle Management and Sustainment Metrics   

CLV 016 Introduction to Earned Value Management   

EVM 101 Fundamentals of Earned Value Management  

HBS 309 Coaching for Results          

HBS 406 Coaching          

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 and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
68

Industrial/Contract Property Management Level I

Type of Assignment Representative Activities

» Industrial and/or Contract Property Management 

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

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

instances, government-owned, contractor-operated plants)

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

planning, contract formation, and contract management

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

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

property—and either grants relief or recommends liability

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None required

» Functional Training

• CON 100 Shaping Smart Business Arrangements

• CON 121 Contract Planning

• CON 124 Contract Execution

• CON 127 Contract Management

• IND 105 Contract Property Fundamentals (R)

» Education Formal education not required for certification

» Experience 1 year of property management experience

Core Plus Development Guide2

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

Training Industrial and/or Contract Property Management

None specified 

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 and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
69

Industrial/Contract Property Management Level II

Type of Assignment Representative Activities

» Industrial and/or Contract Property Management 

• Develops policy and procedures for government property management

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

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

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

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

planning, contract formation, and contract management

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

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

property—and either grants relief or recommends liability

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training

• CON 200 Business Decisions for Contracting

• CON 216 Legal Considerations in Contracting

• IND 205 Contract Government Property Management Systems and Auditing 

Concepts (R)

» Education Formal education not required for certification

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

Core Plus Development Guide2

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

Training Industrial and/or Contract Property Management

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 and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
70

Industrial/Contract Property Management Level III

Type of Assignment Representative Activities

» Industrial and/or Contract Property Management 

• Develops policy and procedures for government property management

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

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

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

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

planning, contract formation, and contract management

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

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

property—and either grants relief or recommends liability

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 202 Intermediate Systems Acquisition, Part A

» Functional Training

• CON 360 Contracting for Decision Makers (R)

• 1 additional course from the Harvard Business Management Module identified in the 

Core Plus Developmental Guide below 

» Education Formal education not required for certification

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

and complexity

Core Plus Development Guide2

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

Training Industrial and/or Contract Property Management

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

CLE 015 Continuous Process Improvement Familiarization 

HBS 406 Coaching 

HBS 424 Leading and Motivating 

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

marketing, quantitative methods, or organization and management

EXPERIENCE: 4 additional years of experience in industrial property management

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
71

Purchasing Level I

Type of Assignment Representative Activities

» Purchasing Agent or Supervisory Purchasing Agent 

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

support operational requirements

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None required

» Functional Training

• CLC 025 Small Business Program for Contracting Officers

• CLC 030 Essentials of Interagency Acquisitions/Fair Opportunity

• CLC 058 Introduction to Contract Pricing

• CLG 001 DoD Governmentwide Commercial Purchase Card Overview

• CON 100 Shaping Smart Business Arrangements

• CON 237 Simplified Acquisition Procedures

» Education Formal education not required for certification

» Experience 1 year of purchasing experience

Core Plus Development Guide2

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

Training Purchasing/Supervisory Agent

CLC 003 Sealed Bidding 

CLC 004 Market Research 

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

CLC 046 DoD Sustainable Procurement Program 

CLC 054 Electronic Subcontracting Reporting System (eSRS) 

CLC 055 Competition Requirements 

CLC 062 Intra-Governmental Transactions 

CLC 113 Procedures, Guidance, and Information 

CLG 001 DoD Governmentwide Commercial Purchase Card Overview 

CLG 005 Purchase Card Online System (PCOLS) 

CLM 023 DAU AbilityOne Contracting 

SPS 101 Standard Procurement System and Federal Procurement Data 

System—Next Generation User



EDUCATION: 16 semester hours of undergraduate work with emphasis in business

EXPERIENCE: None specified

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
72

Purchasing Level II1

Type of Assignment Representative Activities

» Purchasing Agent or Supervisory Purchasing Agent 

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

support operational requirements

Core Certification Standards2 (Required for DAWIA certification)

» Acquisition Training None required

» Functional Training

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

• CON 121 Contract Planning

• CON 124 Contract Execution

• CON 127 Contract Management

» Education Formal education not required for certification

» Experience 2 years of experience in purchasing

Core Plus Development Guide3

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

Training Purchasing/Supervisory Agent

ACQ 101 Fundamentals of Systems Acquisition Management 

CLC 020 Commercial Item Determination 

CLC 023 Commercial Item Determination Executive Overview 

CLC 027 Buy American Act 

CLC 060 Time and Materials Contracts 

CLC 104 Analyzing Profit or Fee 

CLC 131 Commercial Item Pricing 

CLG 004 DoD Government Purchase Card Refresher Training 

CON 216 Legal Considerations in Contracting 

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

EXPERIENCE: None specified

1

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

2

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 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. 
73
ENGINEERING AND TECHNICAL MANAGEMENT 

FUNCTIONAL COMMUNITIES

In the Engineering and the Production, Quality, and Manufacturing career fields, 

our emphasis is on acquisition excellence. Our goal is to position the Defense 

Acquisition Workforce for success by focusing on technical excellence and 

providing consistent and integrated policy and guidance. This will help ensure we 

have the right breadth and depth of skills and capabilities in the workforce.

Engineering

The Engineering career field’s workforce has a vital role in fielding high-quality, 

affordable, supportable, and effective defense systems. Its role requires evolving 

and verifying an integrated, total life-cycle, balanced set of systems, people,

and process solutions that satisfy the customer’s needs and meet the DoD’s 

affordability goals. This requires technical competency, critical and strategic 

thinking, understanding of various product domains, and knowledge of other 

engineering disciplines.

The Engineering career field curriculum is designed to bring breadth and 

depth of knowledge to this workforce at the appropriate certification level. The 

curriculum focuses on the technical processes, technical management processes, 

application of system engineering throughout the system acquisition life cycle, 

and the ability to apply critical systems-thinking concepts to complex technical 

management problems.

Production, Quality, and Manufacturing (PQM)

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

time, perform as expected, and are cost effective. The evolution in systems design 

has increased the demand for manufacturing talent throughout the full acquisition life cycle. The DoD will continue to develop sophisticated systems, which 

frequently push the state of the art, as DoD responds to a variety of demands. To 

address our systems’ complexity, DoD needs a competent PQM workforce.

The PQM curriculum reflects the understanding that production readiness 

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

be systematically examined throughout the design and development process so 

manufacturing cost drivers and risks can be identified and mitigated early in 

system development. At the same time, early production planning is necessary to 

identify and mitigate risks in order to help ease the transition from development 

to production, a major risk event for programs. PQM courses are also designed 

to produce quality assurance professionals who can advise and collaborate with 

customers and suppliers to help them integrate quality assurance practices into 

their manufacturing processes.

http://icatalog.dau.mil/

Ms. Kristen Baldwin

Acting Deputy Assistant 

Secretary of Defense, Systems 

Engineering

74
75

Engineering Level I

Type of Assignment Representative Activities

» Functional Engineer

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

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

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

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

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

• Demonstrates how systems engineering technical processes and technical management 

processes guide engineering activities for a functional specialty

» General Engineer 

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

sustainment activities for systems or systems components

• Demonstrates how systems engineering technical processes and technical management 

processes guide design, development, and sustainment activities

» Research Engineer or Scientist

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

supporting acquisition programs, projects, or activities

• Demonstrates how systems engineering technical processes and technical management 

processes guide science and technology research and engineering activities

» Technical Support (applicable to Level I only)

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

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

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

a technical specialty

• Demonstrates how systems engineering technical processes and technical support 

processes guide design, development, and sustainment activities

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training

• CLE 001 Value Engineering

• CLE 004 Introduction to Lean Enterprise Concepts 

• CLM 017 Risk Management

• ENG 101 Fundamentals of Systems Engineering

» Education

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

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

science

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

in lieu of this education standard.

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

OPM education requirements in lieu of this education standard.

» Experience

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

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

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

as it meets the above standard 

Core Plus Development Guide2 

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

Training Func Eng General Eng Res Eng/Sci Tech Spt

BCF 130 Fundamentals of Cost Analysis  

BCF 131 Applied Cost Analysis (R)  

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

Exhibits

   

CLB 024 Cost Risk Analysis Introduction   

CLB 026 Forecasting Techniques   

CLB 029 Rates 

CLC 008 Indirect Costs   

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

CLC 056 Analyzing Contract Costs  

CLC 060 Time and Materials Contracts   

CLE 009 ESOH in Systems Engineering   

CLE 015 Continuous Process Improvement Familiarization    

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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.
76

Core Plus Development Guide2

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

Training Func Eng General Eng Res Eng/Sci Tech Spt

CLE 021 Technology Readiness Assessments    

CLL 011 Performance-Based Logistics (PBL) 

CLM 013 Work-Breakdown Structure    

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

CLV 016 Introduction to Earned Value Management  

EVM 101 Fundamentals of Earned Value Management   

ISA 101 Basic Information Systems Acquisition  

LOG 101 Acquisition Logistics Fundamentals   

LOG 102 Fundamentals of System Sustainment Management   

PQM 101 Production, Quality, and Manufacturing Fundamentals  

STM 101 Introduction to Science and Technology Management   

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 and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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.
77

Engineering Level II

Type of Assignment Representative Activities

» Functional Engineer

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

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

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

• Applies systems engineering technical and technical management processes to a 

functional specialty in IPT environments

» General Engineer

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

for systems or systems components

• Applies systems engineering technical and technical management processes during 

systems development

» Research Engineer or Scientist

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

engineering activities supporting acquisition programs, projects, or activities

• Applies systems engineering technical and technical management processes to 

managing or conducting science and technology research and engineering activities

Core Certification Standards1 (Required for DAWIA certification)

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

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

» Functional Training

• CLE 003 Technical Reviews

• ENG 202 Applied Systems Engineering in Defense Acquisition, Part 2 (R)

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

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

» Education

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

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

computer science

» Experience

• 2 years of technical experience in an acquisition position with

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

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

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

as long as it meets the above standard

Core Plus Development Guide2

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

Training Func Eng General Eng Res Eng/Sci

BCF 110 Fundamentals of Business Financial Management  

BCF 220 Acquisition Business Management Concepts   

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

CLB 030 Data Collection and Sources  

CLC 041 Predictive Analysis and Systems Engineering  

CLC 063 Sole Source Proposal Technical Evaluations   

CLE 007 Lean Six Sigma for Manufacturing  

CLE 008 Six Sigma: Concepts and Processes   

CLE 016 Outcome-Based Performance Measures 

CLE 017 Technical Planning   

CLE 026 Trade Studies   

CLE 036 Engineering Change Proposals for Engineers   

CLE 062 Human Systems Integration   

CLE 066 Systems Engineering for Systems of Systems   

CLL 012 Supportability Analysis  

CLM 014 IPT Management and Leadership   

CLM 031 Improved Statement of Work   

CLM 032 Evolutionary Acquisition  

1 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
78

Core Plus Development Guide2

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

Training Func Eng General Eng Res Eng/Sci

CLV 017 Performance Measurement Baseline 

ISA 201 Intermediate Information Systems Acquisition (R)  

LOG 200 Product Support Strategy Development, Part A  

LOG 201 Product Support Strategy Development, Part B (R)  

LOG 204 Configuration Management   

LOG 211 Supportability Analysis (R)  

LOG 235 Performance-Based Logistics  

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

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

STM 203 Intermediate Science and Technology Management (R) 

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

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

or computer science

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

1 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
79

Engineering Level III

Type of Assignment Representative Activities

» Functional Engineer 

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

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

systems or systems components

• Ensures appropriate systems engineering technical and technical management processes 

are properly applied to functional specialty activities that support IPT environments

» General Engineer 

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

• Ensures appropriate systems engineering processes are properly applied during systems 

development

» Research Engineer or Scientist

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

supporting acquisition programs, projects, or activities

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

technology activities

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None

» Functional Training

• CLE 012 DoD Open Systems Architecture (OSA)

• CLE 068 Intellectual Property and Data Rights

• CLL 008 Designing for Supportability in DoD Systems

• ENG 301 Leadership in Engineering Defense Systems (R)

» Education

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

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

science

» Experience

• 4 years of technical experience in an ENG or S&TM position

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

as it meets the above standard

Core Plus Development Guide2

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

Training Func Eng Gen Eng Res Eng/Sci

ACQ 370 Acquisition Law (R)   

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

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

ACQ 452 Forging Stakeholder Relationships (R)   

ACQ 453 Leader as Coach (R)   

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

CLC 113 Procedures, Guidance, and Information   

CLC 131 Commercial Item Pricing   

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

CLL 022 Title 10 Depot Maintenance Statute Overview  

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

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

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

CLL 203 Diminishing Manufacturing Sources and Material Shortages 

(DMSMS) Essentials  

CLM 005 Industry Proposals and Communication  

CLM 016 Cost Estimating  

CLM 035 Environmental Safety and Occupational Health—Lesson from 

PMT 352A 

  

CLM 055 Program Leadership   

1 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
80

Core Plus Development Guide2 

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

Training Func Eng Gen Eng Res Eng/Sci

CLR 151 Analysis of Alternatives   

EVM 202Intermediate Earned Value Management (R)   

ISA 301 Advanced Enterprise Information Systems Acquisition (R)   

ISA 320 Advanced Program Information Systems Acquisition (R) 

LOG 206 Intermediate Systems Sustainment Management  

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

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

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

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

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

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

PQM 201B Intermediate Production, Quality, and Manufacturing,

Part B (R)  

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

STM 304 Leadership in Science and Technology Management (R) 

TLR 350 Advanced Technical Leadership (R)   

TST 303 Advanced 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: 4 years of technical experience (in addition to core certification experience)

1 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
81

Production, Quality, and Manufacturing Level I

Type of Assignment Representative Activities

» Engineer 

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

of the organization, methods, systems, and procedures

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

• Builds quality characteristics into the designs of products and services

» Industrial Specialist

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

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

capacity and potential for production of specific commodities

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

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

agency and local organization

• Performs industrial base studies for capability and capacity 

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

» Quality Assurance Specialist 

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

validates/verifies adherence to specified requirements through test and measurement

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

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

agency and local organization

• Performs industrial base studies for quality management

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

» Business/Industrial Specialist 

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

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

or maintenance

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training

• CLE 003 Technical Reviews

• CLM 017 Risk Management

• PQM 101 Production, Quality, and Manufacturing Fundamentals

» Education Formal education not required for certification

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

Core Plus Development Guide2

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

Training Eng Ind Spc QA Spc Bus/Ind Spc

BCF 130 Fundamentals of Cost Analysis    

CLB 007 Cost Analysis  

CLC 001 Defense Subcontract Management    

CLC 006 Contract Terminations   

CLC 007 Contract Source Selection    

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

CLE 001 Value Engineering    

CLE 004 Introduction to Lean Enterprise Concepts    

CLE 201 ISO 9000    

CLL 032 Preventing Counterfeit Electronic Parts from Entering the DoD 

Supply System

   

CLL 062 Counterfeit Prevention Awareness    

CLM 014 IPT Management and Leadership    

CLM 024 Contracting Overview    

CLM 032 Evolutionary Acquisition    

ENG 101 Fundamentals of Systems Engineering   

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
82

Core Plus Development Guide2

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

Training Eng Ind Spc QA Spc Bus/Ind Spc

EVM 101 Fundamentals of Earned Value Management    

LOG 101 Acquisition Logistics Fundamentals    

LOG 102 Fundamentals of System Sustainment Management   

TST 102 Fundamentals of Test and Evaluation   

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

management, business, quality assurance, or a related field

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

engineering, and contracting

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
83

Production, Quality, and Manufacturing Level II

Type of Assignment Representative Activities

» Engineer 

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

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

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

evaluating their effectiveness

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

evaluating their effectiveness

» Industrial Specialist

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

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

determine capacity and potential for production of specific commodities

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

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

agency and local organization

• Performs industrial base studies for capability and capacity

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

» Quality Assurance Specialist 

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

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

adherence to specified requirements through test and measurement

• Performs quality assurance surveillance/oversight of Defense contractors providing 

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

of each agency and local organization

• Performs industrial base studies for quality management

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

» Business/Industrial Specialist 

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

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

or maintenance

Core Certification Standards1 (Required for DAWIA certification)

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

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

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

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

» Education Formal education not required for certification

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

Core Plus Development Guide2

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

Training Eng Ind Spc QA Spc Bus/Ind Spc

BCF 110 Fundamentals of Business Financial Management    

BCF 131 Applied Cost Analysis (R)    

CLC 040Predictive Analysis and Scheduling    

CLC 041 Predictive Analysis and Systems Engineering    

CLC 042Predictive Analysis and Quality Assurance   

CLE 007 Lean Six Sigma for Manufacturing    

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

CLE 015Continuous Process Improvement Familiarization    

CLE 017 Technical Planning   

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

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

CLE 301 Reliability and Maintainability    

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

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

Managers

   

CLV 017 Performance Measurement Baseline    

ENG 202 Applied Systems Engineering in Defense Acquisition, Part 2 (R) 

HBS 434 Process Improvement    

HBS 437 Strategic Thinking    

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
84

Core Plus Development Guide2 

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

Training Eng Ind Spc QA Spc Bus/Ind Spc

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

LOG 200 Product Support Strategy Development, Part A    

LOG 204 Configuration Management    

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

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

SYS 202 Intermediate Systems Planning, Research, Development, and 

Engineering, Part 1



TST 204 Intermediate Test and Evaluation (R) 

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

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

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

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

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
85

Production, Quality, and Manufacturing Level III

Type of Assignment Representative Activities

» Engineer 

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

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

systems, and procedures

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

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

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

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

and services

» Industrial Specialist 

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

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

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

production of specific commodities

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

oversight of Defense contractors providing services or supplies (including contractor 

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

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

capability and capacity

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

conferences as subject matter experts

» Quality Assurance Specialist 

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

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

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

through test and measurement

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

oversight of Defense contractors providing services or supplies (including contractor 

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

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

quality management

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

conferences as subject matter experts

» Business/Industrial Specialist 

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

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

producing equipment, systems, facilities, supplies, or maintenance

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None required

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

» Education Formal education not required for certification

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

Core Plus Development Guide2

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

Training Eng Ind Spc QA Spc Bus/Ind Spc

ACQ 370 Acquisition Law (R)    

CLE 021 Technology Readiness Assessments    

CLL 008 Designing for Supportability in DoD Systems   

CLM 055 Program Leadership    

ENG 301 Leadership in Engineering Defense Systems (R) 

HBS 406 Coaching    

HBS 409 Decision Making    

HBS 424 Leading and Motivating    

HBS 427 Meeting Management    

HBS 441 Team Management    

PMT 352A Program Management Office Course, Part A 

TLR 350 Advanced Technical Leadership (R)    

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

management, business, quality assurance, or a related field

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

engineering, and contracting

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
86

FACILITIES ENGINEERING FUNCTIONAL 

COMMUNITY

The Facilities Engineering career field encompasses a variety of professional 

individuals with diverse skills focused on the design, construction, and life-cycle 

maintenance of military installations, facilities, civil works projects, airfields, 

roadways, and oceanic facilities. It involves all facets of life-cycle management 

from planning through disposal, including design, construction, environmental 

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

maintenance. Additional duties include advising or assisting commanders 

and acting as, or advising, program managers and other officials as necessary 

in executing all aspects of their responsibilities for facility management and 

the mitigation or elimination of environmental impact in direct support of the 

defense acquisition process.

http://icatalog.dau.mil/

Mr. James Dalton, P.E.

Chief, Engineering and 

Construction, U.S. Army Corps

of Engineers
87

Facilities Engineering Level I

Type of Assignment Representative Activities

» Facilities Engineer 

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

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

housing; real estate; and real property maintenance

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

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training None required

» Education Formal education not required for certification

» Experience 1 year of acquisition experience in facilities engineering

Core Plus Development Guide2

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

Training Facilities Engineer

CLC 028 Past Performance Information 

CLM 017 Risk Management 

CLM 024 Contracting Overview 

CLM 035 Environmental Safety and Occupational Health—Lesson from 

PMT 352A 



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

EXPERIENCE: None specified

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
88

Facilities Engineering Level II 

Type of Assignment Representative Activities

» Facilities Engineer 

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

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

and housing; real estate; and real property maintenance

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

area or supervising multiple disciplines

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None required

» Functional Training FE 201 Intermediate Facilities Engineering

» Education Formal education not required for certification

» Experience 2 years of acquisition experience in facilities engineering

Core Plus Development Guide2

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

Training Facilities Engineer

CLE 001 Value Engineering 

CLM 012 Scheduling 

CLM 013 Work-Breakdown Structure 

CLM 016 Cost Estimating 

CLV 016 Introduction to Earned Value Management 

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

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

 management

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

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
89

Facilities Engineering Level III

Type of Assignment Representative Activities

» Facilities Engineer 

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

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

real estate; and real property maintenance 

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

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None required

» Functional Training FE 302 Advanced Facilities Engineering (R)

» Education Formal education not required for certification

» Experience 4 years of acquisition experience in facilities engineering

Core Plus Development Guide2

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

Training Facilities Engineer

CLC 108 Strategic Sourcing Overview 

CLE 008 Six Sigma: Concepts and Processes 

CLM 014 IPT Management and Leadership 

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

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

 business, public administration, or related fields

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

 management

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

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
90

INFORMATION TECHNOLOGY FUNCTIONAL 

COMMUNITY

This career field includes the cyber IT (information technology) workforce, 

consisting of computer scientists, IT management specialists, computer 

engineers, telecommunications managers, IT program and project managers, 

and others who directly support the acquisition of IT and IT services. Personnel 

in this career field typically provide direct support for acquisitions that use IT, 

including national security systems, Defense business systems, and platform 

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

and provide IT-related guidance throughout the total acquisition life cycle. The 

employee typically identifies requirements; writes and/or reviews specifications; 

identifies costs; obtains resources (manpower, funding, and training); conducts 

or supports portfolio management, cybersecurity risk management framework, 

Joint Information Environment and Department of Defense Information 

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

plans, obtains, and manages IT life-cycle development and support (operations, 

maintenance, and replacement).

http://icatalog.dau.mil/

Ms. Stephanie Keith

Chief, Cyber Workforce 

Strategy & Policy Division

DoD Office of the Chief 

Information Officer
91

Information Technology Level I

Type of Assignment Representative Activities

» CIO Office 

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

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

planning and investment control; acquisition planning, solicitation, and administration; and 

information assurance/cybersecurity

» Central Design Activity (CDA)

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

activities; enterprise architecture; best practices; IT systems engineering; information assurance/cybersecurity; IT-related technologies; test and evaluation processes; and verification and 

validation processes

» Project Office/Field Activities

Identifies and describes the following: IT program management approaches; emerging 

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

management; acquisition planning, solicitation, and administration; information assurance/

cybersecurity; test and evaluation processes; verification and validation processes; and fielding 

and sustaining IT systems

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training ISA 101 Basic Information Systems Acquisition

» Education Formal education not required for certification

» Experience 1 year of acquisition experience in information technology

Core Plus Development Guide2

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

Training CIO Off CDA PO/Fld Act

BCF 110 Fundamentals of Business Financial Management 

CLB 007 Cost Analysis  

CLB 009 Planning, Programming, Budgeting, and Execution

and Budget Exhibits

 

CLB 023 Software Cost Estimating   

CLB 024 Cost Risk Analysis Introduction   

CLC 011 Contracting for the Rest of Us   

CLE 004 Introduction to Lean Enterprise Concepts   

CLE 015 Continuous Process Improvement Familiarization   

CLE 041 Software Reuse   

CLE 063 Capability Maturity Model-Integration (CMMI)   

CLL 004 Life-Cycle Logistics for the Rest of Us   

CLM 071 Introduction to Data Management   

CLV 016 Introduction to Earned Value Management   

ENG 101 Fundamentals of Systems Engineering   

LOG 101 Acquisition Logistics Fundamentals   

STM 101 Introduction to Science and Technology Management  

TST 102 Fundamentals of Test and Evaluation  

EDUCATION: Baccalaureate degree, preferably with a major in computer science, information systems management, business administration, cybersecurity,

or a related field

EXPERIENCE: None specified

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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.
92

Information Technology Level II

Type of Assignment Representative Activities

» CIO Office 

Applies the following: policies, laws, and regulations; emerging IT acquisition strategies; best 

practices; IT-related performance measures and quality management; capital planning and 

investment control; acquisition planning, solicitation, and administration; and information 

assurance/cybersecurity

» Central Design Activity (CDA)

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

enterprise architecture; best practices; IT systems engineering; information assurance/

cybersecurity; IT-related technologies; test and evaluation processes; and verification and 

validation processes

» Project Office/Field Activities

Applies the following: IT program management approaches; emerging IT acquisition strategies; 

best practices; IT-related performance measures and quality management; acquisition planning, solicitation, and administration; information assurance/cybersecurity; test and evaluation processes; verification and validation processes; and fielding and sustaining IT systems

Core Certification Standards1 (Required for DAWIA certification)

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

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

» Functional Training ISA 201 Intermediate Information Systems Acquisition (R) 

» Education Formal education not required for certification

» Experience 2 years of acquisition experience; at least 1 year of this experience must be in information 

technology

Core Plus Development Guide2

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

Training CIO Off CDA PO/Fld Act

BCF 130 Fundamentals of Cost Analysis   

BCF 131 Applied Cost Analysis (R)   

CLB 025 Total Ownership Cost   

CLB 030 Data Collection and Sources   

CLC 048 Export Controls   

CLE 001 Value Engineering  

CLE 003 Technical Reviews 

CLE 007 Lean Six Sigma for Manufacturing   

CLE 012 DoD Open Systems Architecture (OSA)   

CLE 016 Outcome-Based Performance Measures  

CLE 017 Technical Planning 

CLE 034 DIACAP: Understanding the DoD Information Assurance Certification and Accreditation Process

  

CLE 060 Practical Software and Systems Measurement   

CLE 068 Intellectual Property and Data Rights   

CLE 074 Cybersecurity Throughout DoD Acquisition   

CLE 301 Reliability and Maintainability  

CLL 012 Supportability Analysis   

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

CLL 056 Sustainment of Software Intensive Systems   

CLM 055 Program Leadership   

CLM 074 Technical Data and Computer Software Rights   

CLR 101 Introduction to the Joint Capabilities Integration

and Development System

  

CLR 250 Capabilities-Based Assessment   

CLV 017 Performance Measurement Baseline   

EVM 101 Fundamentals of Earned Value Management   

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
93

Training CIO Off CDA PO/Fld Act

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

SYS 202 Intermediate Systems Planning, Research, Development, and 

Engineering, Part 1

 

EDUCATION: Master’s degree, preferably with a major in computer science, management information systems, business administration, cybersecurity, or a related field

EXPERIENCE: 2 years of information technology acquisition experience, preferably in a program office or similar organization (in addition to core certification experience)

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 

Information Technology Level III

Type of Assignment Representative Activities

» CIO Office 

Interprets, evaluates, and develops policies and/or influences laws/regulations for emerging IT acquisition strategies; best practices; IT-related performance measures and quality 

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

administration; and information assurance/cybersecurity

» Central Design Activity (CDA)

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

activities; enterprise architecture; best practices; IT systems engineering; information assurance/cybersecurity; IT-related technologies; test and evaluation processes; and verification and 

validation processes

» Project Office/Field Activities

Interprets, evaluates, and/or develops IT program management approaches; emerging 

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

management; acquisition planning, solicitation, and administration; information assurance/

cybersecurity; test and evaluation processes; verification and validation processes; and fielding 

and sustaining IT systems

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training None required

» Functional Training • ISA 301 Advanced Enterprise Information Systems Acquisition (R)

• ISA 320 Advanced Program Information Systems Acquisition (R)

» Education Formal education not required for certification

» Experience 4 years of information technology or software-intensive systems acquisition experience

Core Plus Development Guide2

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

Training CIO Off CDA PO/Fld Act

CLB 008 Program Execution  

CLB 009 Planning, Programming, Budgeting, and Execution

and Budget Exhibits



CLC 040 Predictive Analysis and Scheduling 

CLC 047 Contract Negotiation Techniques 

CLE 021 Technology Readiness Assessments 

CLL 008 Designing for Supportability in DoD Systems  

CLM 014 IPT Management and Leadership   

CLM 017 Risk Management   

CLM 051 Time Management   

CLM 072 Data Management Strategy Development   

CLM 073 Data Management Planning System   

CLM 077 Data Management Protection and Storage   

CLR 151 Analysis of Alternatives   

ENG 202 Applied Systems Engineering in Defense Acquisition, Part 2 (R)  

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

LOG 200 Product Support Strategy Development, Part A 

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

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

EDUCATION: Master’s degree, preferably with a major in computer science, information systems management, business administration, cybersecurity, 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 and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
The Life Cycle Logistics career field spans the system life cycle, encompassing 

acquisition and sustainment activities, and includes professionals responsible 

for planning, developing, implementing, and managing effective and affordable 

weapons, materiel, or information systems’ product support strategies. Details are 

available in the Defense AT&L Workforce Position Category Description for the 

Life Cycle Logistics functional community.

Life-cycle logisticians perform a critical role to ensure that product support 

strategies meet program goals for operational effectiveness and readiness; ensure 

that supportability requirements are addressed consistently with cost, schedule, 

and performance; ensure that supportability considerations are implemented 

during system design; meet system materiel availability, reliability, operating and 

support cost, and mean downtime requirements; and deliver optimal life-cycle 

product support. They must be proficient across the 12 Integrated Product Support 

(IPS) elements.

Life-cycle logisticians pursue two primary objectives: to see that weapon systems 

are designed, maintained, and modified to reduce the demand for logistics and to 

ensure effective and efficient logistics support. The resources required for product 

support must be minimized while meeting warfighter needs and guaranteeing 

long-term materiel readiness. Life-cycle logisticians achieve these objectives 

by ensuring integration across the 12 IPS elements to maximize supportability, 

reliability, availability, maintainability, and mission effectiveness, while helping 

ensure affordability of the system at all stages of its life cycle. They influence 

system design and provide effective, timely product support capabilities that 

drive successful, best-value product support planning and execution. Life-cycle 

logisticians can work directly in a program management office, in support of the 

product support manager (PSM) and program manager (PM), or in other logistics 

activity offices for support and sustainment. 

Defense Acquisition Workforce Improvement Act Level III-certified life-cycle 

logisticians can also be assigned to a DoD PSM role, responsible for the following:

» Providing weapon systems product support subject matter expertise to the PM for execution of 

the PM’s duties as the total life-cycle systems manager

» Developing and implementing a comprehensive, outcome-based product support strategy

» Promoting opportunities to maximize competition while meeting the objective of providing bestvalue, long-term outcomes to the warfighter

» Seeking to leverage enterprise opportunities across programs and DoD components

» Using appropriate analytical tools and conducting appropriate cost analyses to determine the 

most affordable and effective product support strategy

» Developing and implementing appropriate product support arrangements

» Assessing and adjusting resource allocations and performance requirements for product

support to meet validated warfighter requirements and optimize implementation of the product 

support strategy

» Documenting the product support strategy in the Life-Cycle Sustainment Plan

» Conducting periodic product support strategy reviews and revalidating the supporting business 

case analysis

» Ensuring that the product support strategy maximizes small business participation at the appropriate tiers

» Ensuring identification of obsolete parts utilized in specifications and developing plans for suitable replacements

» Influencing the system design and sustainment strategy to achieve affordability goals and caps 

Thus, both life-cycle logisticians and PSMs are ultimately responsible for designing, 

developing, implementing, and sustaining tailored life-cycle product support that 

optimizes affordability, materiel readiness, and joint warfighter requirements, 

thereby providing the Nation an enduring strategic advantage over its adversaries. http://icatalog.dau.mil/

Mr. Terence G. Emmert 

(Acting)

Deputy Assistant Secretary of 

Defense (Materiel Readiness)

LIFE CYCLE LOGISTICS FUNCTIONAL COMMUNITY

94
95

Life Cycle Logistics Level I

Type of Assignment Representative Activities

» L1 Product Support Management Support and provide inputs into cost and performance management across the product support 

value chain, from design through disposal.

» L2 Supply Support

Support the identification, planning, resourcing, and implementation of management actions to 

acquire repair parts, spares, and all classes of supply to ensure the best equipment/capability is 

available to support the warfighter or maintainer when it is needed at the lowest possible cost. 

» L3 Packaging, Handling, Storage, and Transportation

Support the identification, planning, resourcing, and implementation of management actions to 

facilitate acquisition of packaging/preservation, handling, storage, and transportation requirements to maximize availability and usability of the materiel, including support items whenever 

they are needed for training or mission.

» L4 Maintenance Planning and Management

Support the identification, planning, resourcing, and implementation of maintenance concepts 

and requirements to ensure the best possible equipment/capability is available when the warfighter needs it at the lowest possible Total Ownership Cost.

» L5 Design Interface

Understand and support the systems engineering process to impact the design from its inception throughout the life cycle, facilitating supportability to maximize the availability, effectiveness and capability of the system at the lowest Total Ownership Cost .

» L6 Sustaining Engineering Understand, recognize the importance of, and assist in supporting inservice systems in their 

operational environments.

» L7 Technical Data

Support the identification, planning, resourcing, and implementation of management actions 

to facilitate development and acquisition of information to operate, install, maintain, and train 

on the equipment to maximize its effectiveness and availability; effectively catalog and acquire 

spare/repair parts, support equipment, and all classes of supply; define the configuration 

baseline of the system (hardware and software) to support the warfighter effectively with the 

best capability at the time it is needed.

» L8 Computer Resources

Support the identification, planning, resourcing, and implementation of actions to facilitate the 

acquisition and maintenance of facilities, hardware, software, documentation, and personnel 

necessary for planning and management of mission-critical computer hardware and software 

systems. Coordinate and implement agreements necessary to manage technical interfaces and 

to manage the work performed during maintenance activities. Establish and update plans for 

periodic test and certification activities required throughout the life cycle.

» L9 Facilities and Infrastructure

Support the identification, planning, resourcing, and implementation of actions to facilitate the 

acquisition and maintenance of facilities to enable training, maintenance, and storage to maximize the effectiveness of system operation and the logistics support system at the lowest Total 

Ownership Cost. Identify and prepare plans for the acquisition of facilities to enable responsive 

support for the warfighter.

» L10 Manpower and Personnel

Support the identification, planning, resourcing, and implementation of actions to facilitate the 

acquisition and support of personnel, civilian and military, with the grades and skills required 

to operate equipment, to complete the missions, to fight or support the fight effectively, to win 

our Nation’s wars; and to support the warfighter effectively and ensure the best capability is 

available for the warfighter when needed. 

» L11 Support Equipment

Support the identification, planning, resourcing, and implementation of management actions 

to acquire and maintain support equipment (mobile or fixed) required to sustain the operation 

and maintenance of the system to ensure that the system is available to the warfighter when it is 

needed at the lowest Total Ownership Cost .

» L12 Training and Training Support

Support the identification, planning, resourcing, and implementation of a cohesive integrated 

strategy early in the development process to train military and civilian personnel to maximize 

the effectiveness of the doctrine and of the personnel’s ability to operate, fight with, and 

maintain the equipment throughout the life cycle. As part of the strategy, to plan, resource, 

and implement management actions that identify, develop, and acquire training aids, devices, 

simulators, and simulations to maximize the effectiveness of the personnel’s ability to operate, 

fight with, and sustain equipment at the lowest Total Ownership Cost . 

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training • ACQ 101 Fundamentals of Systems Acquisition Management

• ENG 101 Fundamentals of Systems Engineering

» Functional Training

• CLL 008 Designing for Supportability in DoD Systems

• CLL 011 Performance-Based Logistics (PBL)

• LOG 101 Acquisition Logistics Fundamentals

• LOG 102 Fundamentals of System Sustainment Management

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

» Education Formal education not required for certification

» Experience 1 year of life-cycle logistics experience in an acquisition and/or sustainment organization

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
96

Core Plus Development Guide2

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

Training L1 L2 L3 L4 L5 L6 L7 L8 L9 L10 L11 L12

BCF 130 Fundamentals of Cost Analysis 

BCF 131 Applied Cost Analysis (R) 

CLB 007 Cost Analysis 

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

Exhibits 



CLC 007 Contract Source Selection 

CLC 011 Contracting for the Rest of Us   

CLC 013 Services Acquisition   

CLC 045 Partnering  

CLC 108 Strategic Sourcing Overview  

CLC 112 Contractors Accompanying the Force     

CLE 003 Technical Reviews  

CLE 012 DoD Open Systems Architecture (OSA)    

CLE 015 Continuous Process Improvement Familiarization   

CLE 026Trade Studies    

CLE 062 Human Systems Integration   

CLE 074 Cybersecurity Throughout DoD Acquisition            

CLE 301Reliability and Maintainability       

CLL 002 Defense Logistics Agency Support to the PM    

CLL 006 Public-Private Partnerships  

CLL 013 DoD Packaging   

CLL 017 Introduction to Defense Distribution  

CLL 021Product Support Arrangements   

CLL 022 Title 10 Depot Maintenance Statute Overview  

CLL 030 Reliability-Centered Maintenance (RCM)     

CLL 032 Preventing Counterfeit Parts from Entering the DoD Supply System      

CLL 033 Logistician’s Responsibilities During Technical Reviews  

CLL 034SLAMIS  

CLL 037 DoD Supply Chain Fundamentals    

CLL 038Provisioning and Cataloging  

CLL 039Product Support Requirements Identification      

CLL 046The Twelve Integrated Product Support Elements            

CLL 062Counterfeit Prevention Awareness            

CLL 202 Diminishing Manufacturing Sources and Material Shortages 

(DMSMS) Executive Overview         

CLM 003 Overview of Acquisition Ethics            

CLM 013 Work-Breakdown Structure   

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

CLM 024 Contracting Overview 

CLM 030 Common Supplier Engagement 

CLM 032 Evolutionary Acquisition   

CLM 071 Introduction to Data Management    

CLM 072 Data Management Strategy Development  

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
97

Core Plus Development Guide2

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

Training L1 L2 L3 L4 L5 L6 L7 L8 L9 L10 L11 L12

CLR 101 Introduction to the Joint Capabilities Integration and Development 

System



CLV 016 Introduction to Earned Value Management   

ISA 101 Basic Information Systems Acquisition   

TST 102 Fundamentals of Test and Evaluation     

EDUCATION: • Baccalaureate degree in a technical, scientific, or managerial field 

 • Leadership and management courses such as Harvard Business School (HBS) training modules on the Continuous Learning page of the iCatalog

EXPERIENCE: 2 years of life-cycle logistics experience in support of acquisition or sustainment of DoD weapons/materiel systems

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
98

Life Cycle Logistics Level II

Type of Assignment Representative Activities

» L1 Product Support Management Plan and manage cost and performance across the product support value chain, from design 

through disposal.

» L2 Supply Support 

Identify, plan for, resource, and implement management actions to acquire repair parts, spares, 

and all classes of supply to ensure the best equipment/capability is available to support the 

warfighter or maintainer when it is needed at the lowest possible cost. 

» L3 Packaging, Handling, Storage, and Transportation

Identify, plan, resource, and acquire packaging/preservation, handling, storage, and transportation requirements to maximize availability and usability of the materiel, including support 

items whenever they are needed for training or mission.

» L4 Maintenance Planning and Management

Identify, plan, resource, and implement maintenance concepts and requirements to ensure 

the best possible equipment/capability is available when the warfighter needs it at the lowest 

possible Total Ownership Cost.

» L5 Design Interface

Participate in and leverage the systems engineering process to impact the design from its 

inception throughout the life cycle, facilitating supportability to maximize the availability, 

effectiveness, and capability of the system at the lowest Total Ownership Cost.

» L6 Sustaining Engineering Support inservice systems in their operational environments.

» L7 Technical Data

Identify, plan, resource and implement management actions to develop and acquire information 

to operate, install, maintain, and train on the equipment to maximize its effectiveness and 

availability; effectively catalog and acquire spare/repair parts, support equipment, and all 

classes of supply; define the configuration baseline of the system (hardware and software) to 

support the warfighter effectively with the best capability at the time it is needed.

» L8 Computer Resources

Identify, plan, resource, and acquire facilities, hardware, software, documentation, and 

personnel necessary for planning and management of mission-critical computer hardware and 

software systems. Coordinate and implement agreements necessary to manage technical interfaces, and to manage the work performed during maintenance activities. Establish and update 

plans for periodic test and certification activities required throughout the life cycle.

» L9 Facilities and Infrastructure

Identify, plan, resource, and acquire facilities to enable training, maintenance, and storage to 

maximize the effectiveness of system operation and the logistics support system at the lowest 

Total Ownership Cost. Identify and prepare plans for the acquisition of facilities to enable 

responsive support for the warfighter.

» L10 Manpower and Personnel

Identify, plan, resource, and acquire personnel, civilian and military, with the grades and skills 

required to operate equipment, to complete the missions, to fight or support the fight effectively, 

to win our Nation’s wars; and to support the warfighter effectively and ensure the best capability 

is available for the warfighter when needed. 

» L11 Support Equipment

Identify, plan, resource, and implement management actions to acquire and support the 

equipment (mobile or fixed) required to sustain the operation and maintenance of the system 

to ensure that the system is available to the warfighter when it is needed at the lowest Total 

Ownership Cost.

» L12 Training and Training Support

Plan, resource, and implement a cohesive integrated strategy early in the development process 

to train military and civilian personnel to maximize the effectiveness of the doctrine and of 

the personnel’s ability, to operate, fight with, and maintain the equipment throughout the life 

cycle. As part of the strategy, to plan, resource, and implement management actions to identify, 

develop, and acquire training aids, devices, simulators, and simulations to maximize the effectiveness of the personnel’s ability to operate, fight with, and sustain equipment at the lowest 

Total Ownership Cost.

Core Certification Standards1 (Required for DAWIA certification)

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

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

» Functional Training

• CLC 011 Contracting for the Rest of Us

• CLL 001 Life-Cycle Management and Sustainment Metrics 

• CLL 012 Supportability Analysis

• LOG 200 Product Support Strategy Development, Part A

• LOG 201 Product Support Strategy Development, Part B (R)

• LOG 206 Intermediate System Sustainment Management

• LOG 235 Performance-Based Logistics

AND choose one of the following five (5) course options:

• EVM 101 Fundamentals of Earned Value Management

• LOG 204 Configuration Management

• LOG 215 Technical Data Management

• RQM 110 Core Concepts for Requirements Management

Option 5 includes all three (3) of the CON courses listed below:

• CON 121 Contract Planning

• CON 124 Contract Execution

• CON 127 Contract Management

» Education Formal education not required for certification

» Experience 2 years of life-cycle logistics experience in acquisition and/or sustainment

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
99

Core Plus Development Guide2

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

Training L1 L2 L3 L4 L5 L6 L7 L8 L9 L10 L11 L12

ACQ 120 Fundamentals of International Acquisition (FIAC)            

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

BCF 220 Acquisition Business Management Concepts 

BCF 225 Acquisition Business Management Application (R) 

CLC 004 Market Research 

CLC 046 DoD Sustainable Procurement Program    

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

CLE 001 Value Engineering   

CLE 004 Introduction to Lean Enterprise Concepts   

CLE 007 Lean Six Sigma for Manufacturing   

CLE 009 ESOH in Systems Engineering  

CLE 016 Outcome-Based Performance Measures   

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

CLE 036 Engineering Change Proposals for Engineers   

CLE 040 IUID Marking     

CLE 064 Standardization in the Acquisition Life Cycle   

CLE 068 Intellectual Property and Data Rights   

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

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

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

CLI 004 Information Exchange Program (IEP), DoD Generic       

CLI 007 Technology Transfer and Export Control            

CLL 003 Supportability Test and Evaluation     

CLL 019 Technology Refreshment Planning   

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

CLL 024 Title 10 Limitations on the Performance of Depot-Level

Maintenance (50/50)  

CLL 025 Depot Maintenance Interservice Support Agreements (DMISA) 

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

CLL 036 Product Support Manager (PSM) 

CLL 040 Business Case Analysis Tools 

CLL 042 Supportability Analysis Techniques, Procedures, and Tools 

CLL 043 Green Logistics: Planning for Sustainability    

CLL 045 Designing for Transportability  

CLL 051 System Retirement, Materiel Disposition Reclamation, Demilitarization, and Disposal

  

CLL 057 Level of Repair Analysis—Introduction  

CLL 058 Level of Repair Analysis—Theory and Principles  

CLL 119 Technical Refreshment Implementation Module   

CLL 206 Introduction to Parts Management    

CLM 037 Physical Inventories   

CLM 059 Small Business Program for Program Managers 

CLM 075 Data Acquisition  

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
100

Core Plus Development Guide2

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

Training L1 L2 L3 L4 L5 L6 L7 L8 L9 L10 L11 L12

CLM 076 Data Markings 

CLR 030 Environment, Safety, and Occupational Health in JCIDS    

CLR 151 Analysis of Alternatives 

FE 201 Intermediate Facilities Engineering  

ISA 201 Intermediate Information Systems Acquisition (R)   

PMT 251 Program Management Tools Course, Part 1 

PMT 257 Program Management Tools Course, Part 2 

PQM 101 Production, Quality, and Manufacturing Fundamentals   

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

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

SYS 202 Intermediate Systems Planning, Research, Development, and 

Engineering, Part 1

  

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

EDUCATION: • Baccalaureate degree in a logistics, business, management, or technical field, and/or completion of a certificate program in systems design and operational 

 effectiveness or similar systems engineering/technical education, business administration, and/or supply chain management

 • Leadership and management courses such as Harvard Business School (HBS) training modules on the Continuous Learning page of the iCatalog 

EXPERIENCE: 4 years of life-cycle logistics experience in support of acquisition or sustainment of DoD weapons/materiel systems

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
101

Life Cycle Logistics Level III

Type of Assignment Representative Activities

» L1 Product Support Management Lead and oversee cost and performance across the product support value chain, from design 

through disposal.

» L2 Supply Support 

Oversee the identification, planning, resourcing, and implementation of management actions to 

acquire repair parts, spares, and all classes of supply to ensure the best equipment/capability is 

available to support the warfighter or maintainer when it is needed at the lowest possible cost.

» L3 Packaging, Handling, Storage, and Transportation

Oversee the identification, planning, resourcing, and acquisition of packaging/preservation, 

handling, storage, and transportation requirements to maximize availability and usability of the 

materiel, including support items whenever they are needed for training or mission.

» L4 Maintenance Planning and Management

Oversee the identification, planning, resourcing, and implementation of maintenance concepts 

and requirements to ensure the best possible equipment/capability is available when the warfighter needs it at the lowest possible Total Ownership Cost.

» L5 Design Interface

Collaboratively engage in and leverage the systems engineering process to impact the design 

from its inception throughout the life cycle, facilitating supportability to maximize the availability, effectiveness, and capability of the system at the lowest Total Ownership Cost.

» L6 Sustaining Engineering Oversee, lead, or influence the design, implementation, and execution of support for inservice 

systems in their operational environments.

» L7 Technical Data

Oversee the identification, planning, resourcing, and implementation of management actions 

to develop and acquire information to operate, install, maintain, and train on the equipment to 

maximize its effectiveness and availability; effectively catalog and acquire spare/repair parts, 

support equipment, and all classes of supply; define the configuration baseline of the system 

(hardware and software) to support the warfighter effectively with the best capability at the time 

it is needed.

» L8 Computer Resources

Oversee the identification, planning, resourcing, and implementation of management actions to 

acquire and maintain facilities, hardware, software, documentation, and personnel necessary 

for planning and management of mission-critical computer hardware and software systems. 

Coordinate and implement agreements necessary to manage technical interfaces, and to manage 

the work performed during maintenance activities. Establish and update plans for periodic test 

and certification activities required throughout the life cycle.

» L9 Facilities and Infrastructure

Oversee the identification, planning, resourcing, and implementation of management of facilities 

to enable training, maintenance, and storage to maximize the effectiveness of system operation 

and the logistics support system at the lowest Total Ownership Cost. Identify and prepare plans 

for the acquisition of facilities to enable responsive support for the warfighter.

» L10 Manpower and Personnel

Oversee the identification of requirements for, planning for, resourcing, and implementation of 

management of personnel, civilian and military, with the grades and skills required to operate 

equipment, to complete the missions, to fight or support the fight effectively, to win our Nation’s 

wars; and to support the warfighter effectively and ensure the best capability is available for the 

warfighter when needed.

» L11 Support Equipment

Oversee the identification of requirements for, planning for, resourcing, and implementation of 

management actions to acquire and maintain support equipment (mobile or fixed) required to 

sustain the operation and maintenance of the system to ensure that the system is available to the 

warfighter when it is needed at the lowest Total Ownership Cost.

» L12 Training and Training Support

Oversee the identification of requirements for, planning for, resourcing, and implementation 

of management actions to acquire and support a cohesive integrated strategy early in the 

development process to train military and civilian personnel to maximize the effectiveness of 

the doctrine, and of the personnel’s ability, to operate, fight with, and maintain the equipment 

throughout the life cycle. As part of the strategy, to plan, resource, and implement management 

actions to identify, develop, and acquire training aids, devices, simulators, and simulations to 

maximize the effectiveness of the personnel’s ability to operate, fight with, and sustain equipment 

at the lowest Total Ownership Cost. 

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training • No additional requirements

» Functional Training

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

• CLL 015 Product Support Business Case Analysis (BCA)

• CLL 020 Independent Logistics Assessments

• LOG 340 Life-Cycle Product Support (R)

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

AND one of the following options:

• ACQ 265 Mission-Focused Services Acquisition (R)

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

• BCF 215 Operating and Support Cost Analysis (R)

• LOG 211 Supportability Analysis (R)

» Education Formal education not required for certification

» Experience 4 years of life-cycle logistics experience in an acquisition and/or sustainment organization

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

2 Workforce members assigned to the position(s) listed in the Unique Position Training Standards section MUST meet these training standards 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. 
102

Unique Position Training Standards2

» PSMs for ACAT I/II and former ACAT I/II programs that are 

post-IOC or no longer have a PM reporting to a CAE • LOG 465 Executive Product Support Manager’s Course (R) 

Core Plus Development Guide3

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

Training L1 L2 L3 L4 L5 L6 L7 L8 L9 L10 L11 L12

ACQ 230 International Acquisition Integration (R) 

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

ACQ 405 Executive Refresher Course (R)            

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

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

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

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

CLB 011 Budget Policy 

CLC 026 Performance-Based Payments Overview 

CLC 051 Managing Government Property in the Possession of Contractors  

CLC 055 Competition Requirements 

CLE 008 Six Sigma: Concepts and Processes   

CLE 011 Modeling and Simulation for Systems Engineering  

CLE 023 Modeling and Simulation in Test and Evaluation 

CLE 039 Environmental Issues in Testing and Evaluation 

CLE 065 Standardization Documents  

CLE 070 Corrosion and Polymeric Coatings   

CLE 201 ISO 9000  

CLL 007 Lead-Free Electronics Impact on DoD Programs   

CLL 016 Joint Logistics 

CLL 018 Joint Deployment Distribution Operations Center (JDDOC)  

CLL 026 Depot Maintenance Capacity Measurement 

CLL 035 Operating and Support Cost Estimating for the Product Support 

Manager 



CLL 041 Life-Cycle Cost (LCC) Analysis Tools 

CLL 056 Sustainment of Software Intensive Systems      

CLL 120 The DoD Shelf-Life Program   

CLL 201 Diminishing Manufacturing Sources and Material Shortages 

(DMSMS) Fundamentals      

CLL 203 Diminishing Manufacturing Sources and Material Shortages 

(DMSMS) Essentials  

CLL 205 Diminishing Manufacturing Sources and Material Shortages 

(DMSMS) for Technical Professionals  

CLM 014 IPT Management and Leadership    

CLM 016 Cost Estimating 

CLM 017 Risk Management            

CLM 035 Environmental Safety and Occupational Health—Lesson from 

PMT 352A 

 

CLM 038 Corrosion Prevention and Control Overview    

CLM 044 Radio Frequency Identification  

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

2 Workforce members assigned to the position(s) listed in the Unique Position Training Standards section MUST meet these training standards 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. 
103

Core Plus Development Guide3

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

Training L1 L2 L3 L4 L5 L6 L7 L8 L9 L10 L11 L12

CLM 047 Fiscal and Physical Accountability and Management of DoD 

Equipment 



CLM 073 Data Management Planning System 

CLM 074 Technical Data and Computer Software Rights  

CLM 077 Data Management Protection and Storage 

CLM 200 Item-Unique Identification    

CLM 201 Serialized Item Management (SIM)    

CLR 250 Capabilities-Based Assessment 

CLR 252 Developing Performance Attributes 

CLX 160 Introduction to Failure Mode Effects Analysis (FMEA)  

CON 237 Simplified Acquisition Procedures 

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

ENG 202 Applied Systems Engineering in Defense Acquisition, Part 2 (R) 

FE 302 Advanced Facilities Engineering (R) 

ISA 301 Advanced Enterprise Information Systems Acquisition (R)   

ISA 320 Advanced Program Information Systems Acquisition (R)   

PMT 352A Program Management Office Course, Part A 

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

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

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

TST 303 Advanced Test and Evaluation (R) 

EDUCATION: • Master’s degree in a logistics, business, management, or technical field, such as systems design and operational effectiveness, or similar systems 

 engineering/technical education, business administration, and/or supply chain management

 • Joint Professional Military Education (JPME) such as the Dwight D. Eisenhower School for National Security and Resource Strategy

 • Leadership and management courses such as Harvard Business School (HBS) training modules on the Continuous Learning page of the iCatalog

EXPERIENCE: 8 years of life-cycle logistics experience in support of acquisition or sustainment of DoD weapons/materiel systems

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

2 Workforce members assigned to the position(s) listed in the Unique Position Training Standards section MUST meet these training standards 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. 
104

SCIENCE AND TECHNOLOGY FUNCTIONAL 

COMMUNITY

SCIENCE AND TECHNOLOGY MANAGER

Science and technology managers are typically scientists and engineers primarily 

involved in the material solution analysis, technology maturation, and risk 

reduction phases of the Defense Acquisition System. They may, however, be 

involved in any phase of the acquisition process from basic research through 

deployment and demilitarization. Primary duties include developing overall 

program goals for science and technology funds; acquiring the services of 

scientists, engineers, and technical support personnel who are experts in their 

fields to perform science and technology research for DoD; providing funds to and 

oversight of science and technology performers (including universities, industry, 

and federal government organizations); and interfacing with the customer to 

expedite the transition of technology to the user.

http://icatalog.dau.mil/

Mr. Dale Ormond

Principal Director, Research, 

OASD(R&E)
105

Science and Technology Manager Level I

Type of Assignment Representative Activities

» Science and Technology Conducts, and/or monitors science and technology activities including basic research, applied 

research, and/or advanced technology development, in support to acquisition programs

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training

• CLE 068 Intellectual Property and Data Rights

• ENG 101 Fundamentals of Systems Engineering

• STM 101 Introduction to Science and Technology Management

» Education

Baccalaureate or graduate degree in a technical or scientific field such as, but not limited 

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

engineering management, or computer science

» Experience 1 year of technical experience related to science and technology management

Core Plus Development Guide2

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

Training Science and Technology

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

Exhibits



CLE 022 Program Manager Introduction to Anti-Tamper 

CLE 062 Human Systems Integration 

CLE 074 Cybersecurity Throughout DoD Acquisition 

CLM 013 Work-Breakdown Structure 

CLM 016 Cost Estimating 

CLM 017 Risk Management 

CLM 024 Contracting Overview 

ISA 101 Basic Information Systems Acquisition 

TST 102 Fundamentals of Test and Evaluation 

EDUCATION: None specified

EXPERIENCE: None specified

1 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
106

Science and Technology Manager Level II

Type of Assignment Representative Activities

» Science and Technology 

Organizes, conducts, and/or monitors science and technology activities including basic 

research, applied research, and/or advanced technology development; may also provide direct 

support to acquisition program managers

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 202 Intermediate Systems Acquisition, Part A

» Functional Training • CLE 021 Technology Readiness Assessments

• STM 203 Intermediate Science and Technology Management (R)

» Education

Baccalaureate or graduate degree in a technical or scientific field such as, but not limited 

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

engineering management, or computer science

» Experience 2 years of technical experience related to science and technology management

Core Plus Development Guide2

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

Training Science and Technology

CLB 011 Budget Policy 

CLC 060 Time and Materials Contracts 

CLC 063 Sole Source Proposal Technical Evaluations 

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

CLE 003 Technical Reviews 

CLE 009 ESOH in Systems Engineering 

CLE 301 Reliability and Maintainability 

CLL 008 Designing for Supportability in DoD Systems 

CLL 012 Supportability Analysis 

CLM 012 Scheduling 

CLM 031 Improved Statement of Work 

CLM 035 Environmental Safety and Occupational Health—Lesson from 

PMT 352A 



CLV 016 Introduction to Earned Value Management 

LOG 101 Acquisition Logistics Fundamentals 

EDUCATION: None specified

EXPERIENCE: None specified

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
107

Science and Technology Manager Level III

Type of Assignment Representative Activities

» Science and Technology 

Leads and/or manages science and technology activities including basic research, applied 

research, and/or advanced technology development; may also provide direct support to acquisition program managers

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training CLM 014 IPT Management and Leadership

» Functional Training • CLE 069 Technology Transfer

• STM 304 Leadership in Science and Technology Management (R)

» Education

Baccalaureate or graduate degree in a technical or scientific field such as, but not limited 

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

engineering management, or computer science

» Experience 4 years of technical experience related to science and technology management

Unique Position Training Standards2

» Science and Technology Managers (individuals with primary 

management responsibilities for BA 3 projects such as, but 

not limited to, Advanced Technology Demonstrations, Joint 

Capability Demonstrations, and Future Naval Capabilities 

Programs). The training listed in this section is considered very 

important.

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

• CLE 026 Trade Studies

• CLV 017 Performance Measurement Baseline

• CLV 018 Earned Value and Financial Management Reports

• CLV 020 Baseline Maintenance

• PMT 251 Program Management Tools Course, Part 1

• PMT 257 Program Management Tools Course, Part 2

• PMT 352A Program Management Office Course, Part A 

Core Plus Development Guide3

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

Training Science and Technology

 CLE 046 Fundamentals of Executing a JCTD Project 

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

CLV 017 Performance Measurement Baseline 

GRT 201 Grants and Agreements Management (R) 

TLR 350 Advanced Technical Leadership (R) 

EDUCATION: Graduate-level degree in engineering, physics, chemistry, biology, mathematics, operations research, management, or a related field

EXPERIENCE: None specified

1

 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

2

 The training listed in the Unique Position Training Standards section for workforce members assigned to these positions is considered very important. 

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. 
108

TEST AND EVALUATION FUNCTIONAL COMMUNITY

As the functional leader for the Test and Evaluation (T&E) career field, my primary 

goals are to enhance the quality of the T&E workforce and guide consistent and 

integrated T&E policy. The responsibility to train and maintain the T&E workforce 

requires that we keep current the T&E functional acquisition competencies, 

certification standards, and T&E position category description.

T&E professionals assist program managers in improving cost, schedule, 

and performance of their acquisition programs by providing timely, objective 

assessments at key decision points. Our T&E courses provide essential knowledge 

that T&E professionals need to perform DoD T&E activities effectively. This 

includes understanding technical maturity and performance baselines; knowledge 

and application of technical reviews, design considerations, and reliability growth; 

and the practical use of T&E concepts and principles during planning, execution, 

and reporting for an acquisition program. 

My priority is to focus on earlier Developmental T&E activities to identify and 

fix problems during development. My initiatives include improving the current 

curriculum to ensure T&E professionals are able to create developmental 

evaluation frameworks as well as understand how to conduct T&E activities 

relating to interoperability, cybersecurity, reliability, and maintainability.

The T&E workforce requires increasing knowledge and skills to adequately 

evaluate complex systems. Since T&E in joint programs and system-of-systems 

comprehension presents challenges, it is important to prepare the workforce for 

complex system dependencies and interoperability issues. A part of my mission is 

to ensure a high-quality T&E workforce to provide the warfighter with affordable, 

supportable, and effective performance-based systems.

As the functional leader, I oversee DAU T&E education and training requirements 

and validate the certification standards for all T&E levels and for the Chief 

Developmental Tester. On an annual basis, we review and update the curriculum 

to ensure technical accuracy and consistency with DoD acquisition policy. The 

requirements are updated when necessary and reflect the latest changes in 

statutory and regulatory acquisition policies, practices, and procedures.

http://icatalog.dau.mil/

Dr. C. David Brown

Deputy Assistant Secretary of 

Defense, Developmental Test 

and Evaluation Director, Test 

Resource Management Center
109

Test and Evaluation Level I

Type of Assignment Representative Activities

» Headquarters and Staff (OSD, JS, COCOMs, JITC,

SYSCOMs, etc.) 

• Supports research and development of T&E policy, practices, metrics, and procedures

• Supports development of evaluation methodology and framework

• Supports identification of T&E direction and guidance applicable to the Service/agency

• Supports program’s T&E office representative at T&E meetings and other forums

• Supports tracking/auditing of the T&E aspects of products/systems in the acquisition 

process

• Reviews T&E strategies, T&E master plans (TEMPs), test concepts, and test plans

• Supports development of the T&E career management plan for recruiting, training, and 

retaining a professional T&E workforce

• Supports development and execution of T&E processes, standards, methods, and techniques

» Program Management and Matrix Support 

• Supports the program’s T&E Working-level IPT

• Member of Chief Developmental Tester’s team

• Supports development of program’s T&E strategy, approach, process, schedule, and resource 

requirements

• Supports coordination of cybersecurity T&E in accordance with the DoD Risk Management 

Framework Process

• Supports implementation of an evaluation methodology and framework for product/system 

under test

• Supports development of T&E materials/data for technical and progress reviews, including 

risk assessment

• Supports identification and coordination of T&E personnel and financial resource 

requirements

• Proposes and reviews test concepts and test plans

» Range/Lab/Field Supporting Activities 

• Supports identification and scheduling of T&E resources including workforce, 

infrastructure, and budgets to support testing at the respective facility

• Reviews facility T&E tools (IT, video, targets, simulators, stimulators, instrumentation, etc.) 

and clearly understands their capabilities

• Supports facility test plan development

• Supports development of T&E plans and mitigation of safety risks for test plans during test 

execution

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

• Assists in evaluation, analysis, and reporting of test results

• Supports implementation of new T&E techniques, lessons learned, and T&E best practices

• Supports maintenance of the physical facility and environment and coordinates renovations 

and repairs as necessary

• Assists in execution of Service/agency or DoD cybersecurity and system assurance

(SA) testing

Core Certification Standards1 (Required for DAWIA certification)

» Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

» Functional Training

• CLE 023 Modeling and Simulation in Test and Evaluation 

• CLE 074 Cybersecurity Throughout DoD Acquisition

• ENG 101 Fundamentals of Systems Engineering

• TST 102 Fundamentals of Test and Evaluation

» Education Associate’s degree in any discipline

» Experience 1 year of T&E experience

Core Plus Development Guide2

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

Training HQ & Staff PM/Matrix Spt Rg/Lab/Fld Spt Act

CLE 004 Introduction to Lean Enterprise Concepts  

ISA 101 Basic Information Systems Acquisition   

EDUCATION: None specified

EXPERIENCE: None specified

1 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
110

Test and Evaluation Level II

Type of Assignment Representative Activities

» Headquarters and Staff (OSD, JS, COCOMs, JITC,

SYSCOMs, etc.) 

• Interprets research and development of T&E strategy, policy, practices, metrics, and 

procedures and implements direction and guidance 

• Proposes development of evaluation methodology and framework

• Proposes identification of T&E direction and guidance applicable to the Service/agency

• Serves as or supports the program’s T&E office representative at T&E meetings and other 

forums

• Manages tracking/auditing of the T&E aspects of products/systems in the acquisition 

process and identifies T&E issues

• Develops and coordinates T&E strategies, T&E master plans (TEMPs), test concepts, and 

test plans

• Proposes approaches for development of the T&E career management plan for recruiting, 

training, and retaining a professional T&E workforce

• Proposes development and execution of T&E processes, standards, methods, and techniques

» Program Management and Matrix Support 

• Member of the program’s T&E Working-level IPT

• Drafts and coordinates an evaluation methodology and framework for product/system under 

test

• Member of the Chief Development Tester’s team drafting and coordinating the TEMP

• Directs coordination of cybersecurity T&E in accordance with the DoD Risk Management 

Framework process

• Directs development of program’s T&E approach, process, schedule, and resource 

requirements

• Develops and coordinates T&E materials/data for technical and progress reviews, including 

risk assessment

• Identifies and coordinates T&E personnel and financial resources requirements

• Develops guidance on test concepts and test plans

» Range/Lab/Field Supporting Activities 

• Identifies and schedules T&E resources including workforce, infrastructure, and budgets to 

support testing at the respective facility

• Recommends facility T&E tools (IT, video, targets, simulators, stimulators, 

instrumentation, etc.) that are capable of supporting T&E

• 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

• Proposes needed maintenance of the physical facility and environment and coordinates 

renovations and repairs as necessary

• Manages implementation of Service/agency or DoD cybersecurity and system assurance 

(SA) policies

• Leads evaluation, analysis, and reporting of test results

• Identifies new T&E techniques, lessons learned, and T&E best practices 

Core Certification Standards1 (Required for DAWIA certification)

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

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

» Functional Training

• CLE 003 Technical Reviews

• CLE 029 Testing in a Joint Environment

• CLE 030 Integrated Testing

• CLE 035 Introduction to Probability and Statistics

• CLE 301 Reliability and Maintainability

• CLM 013 Work-Breakdown Structure

• CLM 016 Cost Estimating

• CLR 101 Introduction to the Joint Capabilities Integration and Development System

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

• TST 204 Intermediate Test and Evaluation (R)

» Education

• Baccalaureate degree or higher (any field of study)

• A total of 24 semester hours or equivalent in technical or scientific courses such as mathematics 

(e.g., calculus, probability, statistics), physical sciences (e.g., chemistry, biology, physics), psychology, operations research/systems analysis, engineering, computer science, and information 

technology.

» Experience 2 years of T&E experience

Core Plus Development Guide2

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

Training HQ & Staff PM/Matrix Spt Rg/Lab/Fld Spt Act

CLB 007 Cost Analysis   

CLE 015 Continuous Process Improvement Familiarization   

CLE 017 Technical Planning   

CLE 021 Technology Readiness Assessments   

CLE 037 Telemetry 

CLE 038 Time-Space-Position Information 

1 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
111

Core Plus Development Guide2

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

Training HQ & Staff PM/Matrix Spt Rg/Lab/Fld Spt Act

CLE 039 Environmental Issues in Testing and Evaluation   

CLE 060 Practical Software and Systems Measurement  

CLM 017 Risk Management   

CLM 035 Environmental Safety and Occupational Health—Lesson from 

PMT 352A 

  

CLV 016 Introduction to Earned Value Management  

ISA 201 Intermediate Information Systems Acquisition (R)   

LOG 101 Acquisition Logistics Fundamentals   

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

PQM 101 Production, Quality, and Manufacturing Fundamentals  

SPS 106 Database Maintenance  

EDUCATION: None specified

EXPERIENCE: At least 1 year of hands-on T&E field activities

1 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
112

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 evaluation methodology and framework

• Manages identification of T&E direction and guidance applicable to the Service/agency

• Serves as the program’s principal T&E office representative at T&E meetings and other 

forums

• Directs/manages tracking/auditing of T&E aspects of products/systems in the acquisition 

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

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

retaining a professional T&E workforce

• Approves T&E strategies, T&E master plans (TEMPs), test concepts, and test plans, and 

certifies annual T&E budgets

• Manages development and execution of T&E processes, standards, methods, and techniques

» Program Management and Matrix Support 

• Includes the Chief Developmental Tester for MDAPs and MAIS programs

• Chairs or serves as a key member of the program’s T&E Working-level IPT

• Manages TEMP development and secures final approvals

• Manages development of program’s T&E approach, process, schedule, and resource 

requirements

• Manages development of T&E materials/data for technical and progress reviews, including 

risk assessment

• Manages T&E personnel and financial resources requirements

• Directs test concepts and test plans and submits annual T&E budgets

• Directs cybersecurity T&E in accordance with the DoD Risk Management Framework 

process

• Directs/manages development and/or implementation of an evaluation methodology and 

framework for product/system under test

» Range/Lab/Field Supporting Activities 

• Manages identification and scheduling of T&E resources, including workforce, 

infrastructure, and budgets to support testing at the respective facility

• Ensures facility T&E tools (IT, targets, video, simulators, stimulators, instrumentation, etc.) 

are capable of supporting T&E

• Directs/manages facility test plan development, coordination, and approval

• Directs/manages technical and safety reviews of test plans

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

• Directs/manages evaluation, analysis, and reporting of test results

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

development of T&E best practices 

• Manages maintenance of the physical facility and environment, and coordinates 

renovations and repairs as necessary

• Oversees implementation of Service/agency or DoD cybersecurity and system assurance 

(SA) policies applicable to test facility

Core Certification Standards1 (Required for DAWIA certification)

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

» Functional Training

• Functional Training identified at Level II must have been completed 

• CLB 008 Program Execution

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

• CLL 015 Product Support Business Case Analysis (BCA)

• CLM 014 IPT Management and Leadership

• CLM 031 Improved Statement of Work

• CLV 016 Introduction to Earned Value Management

• TST 303 Advanced Test and Evaluation (R) 

» Education

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

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

science

» Experience 4 years of T&E experience

Core Plus Development Guide2

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

Training HQ & Staff PM/Matrix Spt Rg/Lab/Fld Spt Act

CLC 011 Contracting for the Rest of Us  

CLE 009 ESOH in Systems Engineering   

CLE 066 Systems Engineering for Systems of Systems   

CLL 012 Supportability Analysis   

1 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
113

Core Plus Development Guide2

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

Training HQ & Staff PM/Matrix Spt Rg/Lab/Fld Spt Act

CLM 032 Evolutionary Acquisition  

CLR 151 Analysis of Alternatives  

CLR 250 Capabilities-Based Assessments  

ENG 202 Applied Systems Engineering in Defense Acquisition, Part 2 (R)   

EVM 101 Fundamentals of Earned Value Management  

HBS 409 Decision Making   

HBS 427 Meeting Management   

HBS 441 Team Management   

PMT 251 Program Management Tools Course, Part 1  

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

EDUCATION: None specified

EXPERIENCE: At least 2 years of hands-on T&E field activities

1 The Core Certification Standards section lists the training and/or education and experience REQUIRED for certification at this level for this career field within 24 months of assignment. 

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. 
114

http://icatalog.dau.mil/

INTERNATIONAL ACQUISITION FUNCTIONAL 

COMMUNITY

International Acquisition is a career path created by the Under Secretary of 

Defense for Acquisition, Technology, and Logistics. International Acquisition 

establishes a formal career path across all applicable acquisition career fields. 

Formalizing the career path systematically with the personnel systems enables 

two important actions. First, specific billets can be subcoded as international 

acquisition positions requiring individuals possessing both core and international 

acquisition qualifications to fill the respective positions and receive the necessary 

training. Second, the existing personnel management infrastructure will record 

each Defense Acquisition Workforce member’s achievement toward this special 

qualification. This information ultimately will provide visibility to members of 

senior management, enabling them to identify and select internationally qualified 

persons to lead international programs. 

Mr. Keith Webster

Director, International 

Cooperation, OUSD(AT&L)
115

International Acquisition Training Standards 

Type of Duty Representative Activities

» International Cooperative Programs (ICP) 

Managing or supporting planning or executing cooperative programs with international partners conducted under the terms of an international agreement including projects or programs 

ranging from cooperative science and technology to major system development and production

» Defense Sales and Transfers Managing or supporting planning or executing of foreign military sales, building partner 

capacity, and/or hybrid direct commercial sales programs

» Acquisition Strategy Development 

Analyzing cooperative opportunities, conducting analyses of alternatives, and integrating 

international acquisition and exportability considerations into a program’s acquisition 

strategy

» Technology Security and Foreign Disclosure (TSFD) Supporting development or implementation of exportability-related technology security, 

foreign disclosure, or export control policies and positions

Core Training Standards1 (required for this career path)

» Acquisition Training

If your primary career field is a Level I position:

• ACQ 101 Fundamentals of Systems Acquisition Management

If your primary career field is a Level II or III position:

• ACQ 202 Intermediate Systems Acquisition, Part A

» Functional Training

If your primary career field is a Level I position:

• ACQ 120 Fundamentals of International Acquisition (FIAC)

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

If your primary career field is a Level II position:

• ACQ 230 International Acquisition Integration (R)

» Education As required by the career field

» Experience As required by the career field

Unique Position Training Standards

» All ICP duty types • ACQ 340 Advanced International Management Workshop (R)

» All TSFD duty types • ACQ 350 Advanced Technology Security/Control Workshop (R)

Core Plus Development Guide 

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

Training ICP Def Sales 

and Trans

Acq Strat 

Dev TSFD

CLC 027 Buy American Statute    

CLC 048 Export Controls   

CLC 052 Contracting with Canada    

CLC 125 Berry Amendment    

CLE 022 Program Manager Introduction to Anti-Tamper    

CLE 068 Intellectual Property and Data Rights    

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

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

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

CLI 004 Information Exchange Program (IEP), DoD Generic 

CLI 005 RDT&E (IEP) Army-Specific 

CLI 006 RDT&E (IEP) Navy-Specific 

CLI 007 Technology Transfer and Export Control    

EDUCATION: As required by the career field

EXPERIENCE: As required by the career field

1

 The Core Training Standards section lists the training and/or education and experience REQUIRED for this career path within 24 months of assignment.

NOTES: “(R)” following a course title indicates the course is delivered as resident-based instruction. 
116

CONTRACT MANAGEMENT COMMUNITY

The Defense Contract Management Agency (DCMA) is the DoD component 

that works directly with Defense contractors to help ensure that DoD, federal, 

and allied government agencies receive timely supplies and services that stay 

within projected costs and meet all performance requirements. DCMA directly 

contributes to the military readiness of the United States and its allies and helps 

preserve the Nation’s freedom.

DCMA professionals serve as “information brokers” and in-plant representatives 

for military, federal, and allied government buying agencies—both in the initial 

stages of the acquisition cycle and throughout the life of the resulting contracts.

Before contract award, DCMA provides advice and information to help construct 

effective solicitations, identify potential risks, select the most capable contractors, 

and write contracts that meet the needs of its customers in DoD, federal, and allied 

government agencies. 

After contract award, DCMA monitors contractors’ performance and management 

systems to ensure that cost, product performance, and delivery schedules comply 

with the terms and conditions of the contracts.

Embedded within the DCMA headquarters, the College of Contract Management 

(CCM) is chartered to ensure that well-trained faculty, well-designed curricula, 

and a cost-effective methodology will provide the professional, accredited courses 

necessary to enhance the skills of the acquisition workforce within the DCMA. 

Portions of the CCM’s curricula also benefit non-DCMA personnel performing 

contract management functions.

EARNED VALUE MANAGEMENT FUNCTIONAL 

COMMUNITY

Earned Value Management (EVM) is a disciplined, program management 

approach to integrating the cost, schedule, and technical work scope aspects of the 

contract. As such, EVM has earned the reputation as one of DoD’s and industry’s 

most powerful program management tools and plays an important role in 

successfully delivering acquisition programs by providing program managers and 

their integrated product teams (IPTs) with timely insight into ongoing program 

performance. EVM analysis provides actionable information to the IPT so it can 

proactively manage the many factors that influence cost, schedule, technical 

performance, and programmatic risk, thereby contributing to the timely delivery of 

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

EVM requires cross-functional understanding of integrated program management 

competencies in various Defense Acquisition Workforce career fields. As the 

EVM functional leader, the director of Performance Assessments and Root Cause 

Analyses (PARCA) supports other OSD functional leaders by providing EVM 

expertise to influence the competency requirements for effective and efficient EVM 

application within their respective functional areas. 

http://icatalog.dau.mil/

Lt. Gen. Wendy 

Masiello, USAF

Director, Defense Contract 

Management Agency

Mr. Gary Bliss

Director, Performance 

Assessments and Root 

Cause Analyses (PARCA), 

OUSD(AT&L)
SMALL BUSINESS FUNCTIONAL COMMUNITY

As functional leader of the Small Business career field, it is my top priority to align 

Small Business training with Defense capability and readiness efforts. Small 

business professionals play a vital role in providing leadership and guidance 

to the military departments and Defense agencies to create opportunities for 

small business in the acquisition process. In order to optimize small business 

programs and Defense procurements, small business professionals need to be 

proficient in performing a wide range of specialized functions. The courses in the 

Small Business curriculum aim to develop the necessary skills of small business 

professionals so they can maximize their contributions to Defense acquisitions to 

ensure the technological superiority of the Department. The following are some of 

the key functions performed by small business professionals:

» Developing, managing, and/or tracking procurement legislation, regulations, 

and policies affecting small business

» Forming acquisition strategies and participating in peer reviews and program 

management reviews of planned acquisitions

» Developing and managing subcontracting programs to ensure compliance with 

requirements

» Determining and recommending the appropriate level of small business 

participation during the acquisition planning process 

» Providing market research expertise

» Collecting and analyzing information regarding commercial capabilities, 

processes, pricing, incentives, warranties, delivery, and other standard terms 

and conditions

» Assessing and analyzing the effectiveness of established command or agency 

small business program initiatives and objectives

SERVICES ACQUISITION FUNCTIONAL COMMUNITY

The Services Acquisition Directorate is responsible for developing, implementing, 

governing, and executing the acquisition oversight framework for services, and 

for the championing of strategic sourcing policy and initiatives, for the DoD. A 

relatively new organization in the office of Defense Procurement and Acquisition 

Policy, Services Acquisition (DPAP/SA) is tasked to improve the tradecraft in the 

acquisition of services. Contracted services represent more than 50 percent of the 

DoD’s total contract spending. DPAP/SA is responsible for ensuring that services 

procurement results in the best value at the most reasonable cost. As much of the 

spending is executed in smaller contracts, the DoD wishes to improve its oversight 

capabilities, develop an expert understanding of where services dollars are spent, 

and use the knowledge of services tradecraft to make strategic decisions about how 

to meet the needs of the warfighter most efficiently.

117

Mr. Kenyata L. Wesley

Acting Director, Office of Small 

Business Programs,

OUSD(AT&L)

Mr. Kenneth M. Brennan

Deputy Director, Services Acquisition, 

Defense Procurement and 

Acquisition Policy
118
120 | Overview of Acquisition Workforce Career Management 

121 | U.S. Army DACM

122 | U.S. Navy and Marine Corps DACM

123 | U.S. Air Force DACM

124 | 4th Estate DACM

126 | DAU Administrative Information

Section 4

Acquisition Workforce 

Management 

and Administration

119
120

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 civilian agencies within the 

DoD and outside the military Services.

The DACMs coordinate with DAU to ensure the learning and 

developmental needs of the Defense Acquisition Workforce are 

addressed. The DACMs are instrumental in supporting enterprise 

human capital initiatives to create a high-performing Defense 

Acquisition Workforce. The following pages list important links and 

information regarding each DACM.

How to Register

To register for a DAU course, go to your appropriate DACM page in this 

catalog for links to registration Web sites and contact information. If you 

do not work as a member of the DoD—for instance, if you are a federal 

government employee in a civilian agency, an employee working for a 

company that supports DoD, or an international representative—go to the 

Registration Procedures for Non-DoD Students section of this catalog.

You are encouraged to review the DAU administrative information 

in this section, which provides an overview of DAU’s policies and 

procedures regarding attendance, cancellation, accommodations, 

transcript services, and other important information regarding taking 

a course at DAU.
121

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

the responsibility to implement the Defense Acquisition Workforce Improvement 

Act (DAWIA) for the Army Acquisition Workforce (AAW). The DACM is an 

advisor and staff assistant to the Assistant Secretary of the Army for Acquisition, 

Logistics, and Technology (ASA(ALT)) and represents the assistant secretary in all 

matters relating to efforts to improve the acquisition workforce and its associated 

acquisition processes through education, training, and career management. The 

Army DACM reports directly to the ASA(ALT) and also serves as the Principal 

Military Deputy to the ASA(ALT). The Army DACM is supported by the Deputy 

DACM, who also serves as the Director of the U.S. Army Acquisition Support Center 

(USAASC). USAASC’s mission is to provide command-level resource management, 

human resources, and force structure support to the program executive offices 

and serve as the advocate for the entire AAW, to ensure their professional growth 

and acquisition career development, including talent management initiatives and 

DAWIA certification (training, education, and experience).

The DACM promotes leadership and professional development of the AAW 

and ensures individual acquisition skill sets are matched with relevant work 

requirements, all while promoting an environment of open communication where 

the workforce can understand its role in equipping and sustaining the world’s 

premier fighting force. The Army DACM office also fosters the professional growth 

of the AAW through functional, developmental, and leadership training.

The DACM’s responsibilities are to: 

» Establish and oversee the mission and vision of the Army Acquisition Corps (AAC) 

and the associated programs for the development and readiness of a professional 

civilian and military workforce

» Oversee the AAC and the AAW while establishing human capital plans, programs, 

and strategies to accomplish the acquisition mission and vision for the Army

» Ensure the readiness of a professional civilian and military acquisition workforce 

through relevant training, education, and experience opportunities

» Oversee all career management activities for the AAC and AAW (e.g., policies, 

training, opportunities, etc.) in accordance with statutory requirements and 

congressional mandates

» Grant AAC membership and DAWIA certification and approve waivers

» Designate senior-level representatives to provide guidance and to advise on matters 

that affect the education, training, and career development of the AAW

» Establish forums/opportunities to address issues facing the acquisition community 

from the perspective of Army senior leaders

» Represent the Army Acquisition Executive in all matters pertaining to the acquisition 

mission for the Army

The AAW comprises more than 36,000 civilian and military workforce members 

who occupy 13 acquisition career fields. The largest numbers of workforce 

members serve in the acquisition career fields of Engineering, followed by 

Contracting and Life Cycle Logistics.

WHERE TO FIND 

INFORMATION

The Army DACM Office resides 

within the USAASC at Fort 

Belvoir, Virginia. Its Web site 

(http://asc.army.mil/web/careerdevelopment/dacm-office/) contains 

information on everything 

related to acquisition careers. 

Some of the Army acquisition 

workforce topic areas, 

application systems, customer 

support, and news forums are 

highlighted below:

» AAC career planning and 

career models

» Civilian and military 

proponency

» AAW policy

» Education and training 

opportunities (tuition 

assistance, leadership 

training and development 

programs)

» Talent management

» The award-winning Army 

AL&T magazine

» DACM news and hot topics

» Onboarding

» FAQs and contact information

» Army Defense Acquisition 

University registration: https://

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

» Certification Management 

System and AAC Membership 

System: 

https://rda.altess.army.mil/camp/

U.S. Army DACM

LTG Michael E. 

Williamson

Army DACM
122

The Department of the Navy (DoN) Director, Acquisition Career Management 

(DACM) is the Navy and Marine Corps’ lead for the professional development and 

management of the DoN Acquisition Workforce (AWF). The DACM is the chief 

advisor and staff assistant to the Assistant Secretary of the Navy for Research, 

Development, and Acquisition (ASN(RD&A)), and represents the ASN(RD&A) on 

all AWF matters. 

Primary Responsibilities

» Serve as direct advisor to the ASN(RD&A) and Principal Civilian Deputy ASN(RD&A) 

on all matters relating to the education, training, career development, and 

management of the AWF 

» Serve as executive secretary on the DoN Acquisition Career Council, a crosscompetency advisory group to the ASN(RD&A) 

» Serve as the single point of contact for the defense director, Human Capital 

Initiatives, the Defense Acquisition University, and other DoD military Services and 

agencies on AWF matters

» Provide acquisition community stewardship

» Develop DoN AWF strategies, policies, and procedures that meet the needs of the 

Navy-Marine Corps team

» Oversee AWF career development programs, opportunities, and centralized AWF 

recognition/awards

» Manage Defense AWF Development Funds for the DoN AWF

» Manage critical acquisition positions and key leadership positions

» Serve on Navy and Marine Corps senior acquisition assignment slating panels

» Manage DoN AWF information systems and report AWF metrics

AWF Strategic Goals

The DoN AWF is responsible for translating military requirements into material 

solutions through designing, building, sustaining, modernizing, and maintaining 

complex ships, aircraft, and vehicles with associated equipment, combat systems, 

weapons, and ordnance to support sailors and marines 24/7 anywhere around the 

globe. Experienced, knowledgeable acquisition professionals who can work in the 

unique defense marketplace, understand the technical dimensions, and navigate 

the regulations are central to acquisition success. DoN’s strategic goals—to energize 

the AWF, emphasize focused professional and technical excellence, and reinforce 

responsibility and accountability—set a course to produce a forward-thinking, highly 

educated and skilled workforce that is well managed and fully qualified to deliver the 

finest warfighting capability in the world at an affordable price.

WHERE TO FIND 

INFORMATION

Visit the DoN DACM Web site 

at http://www.secnav.navy.mil/

rda/workforce/ for additional 

information. The Web site 

includes such topics as AWF 

Strategy and Policy, Career 

Management and Development, 

DACM Corner Newsletter, AWF 

Recognition, and other matters 

of interest to the AWF.

To register for acquisition training, 

visit the DoN eDACM Web site at

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

navyedacm.

U.S. Navy and Marine Corps 

DACM

Mr. W. Mark 

Deskins

Navy DACM
123

WHERE TO FIND 

INFORMATION

Visit the Career/APDP section of 

the Acquisition functional area 

on the AF Portal (http://www.my.af.

mil/gcss-af/USAF/site/ACQUISITION/

Career), which includes the 

following topics and links:

» How to update your record

» Certification and training

» Professional currency/ 

continuous learning

» Acquisition Corps 

requirements and 

responsibilities

» Education opportunities and 

tuition assistance

» Guide to training beyond 

certification

» Awards and recognition

» Position qualification and 

tenure waivers

» Professional development

» Policy references

» Career points of contact

» Workforce demographics

» Acquisition Demonstration 

project

» Acquisition Workforce 

Development Fund

Register for DAU Training

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

Register for AFIT Training

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

Track Continuous Learning

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

Apply for APDP certification

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

Review Your Acquisition Career Record 

(ACMS)

https://w45.afpc.randolph.af.mil/AFPCSecureNet40/

CheckPortal.asp

The U.S. Air Force Director, Acquisition Career Management (DACM) is 

designated by the Assistant Secretary of the Air Force for Acquisition as the 

focal point for management and development of the acquisition workforce. The 

Air Force DACM works with the Office of the Under Secretary of Defense for 

Acquisition, Technology, and Logistics; the Defense Acquisition University 

(DAU); other Services and defense agencies; Air Force acquisition career field 

functional managers; and Air Force Acquisition Workforce members to improve 

the acquisition workforce through education, training, and career management.

The Air Force DACM responsibilities are to:

» Assist the Service Acquisition Executive with oversight and execution of acquisition 

workforce responsibilities

» Develop the Air Force acquisition professional workforce through directing, 

coordinating, and reviewing actions mandated by the Defense Acquisition 

Workforce Improvement Act (DAWIA) and DoD directives

» Develop, implement, and oversee policies and procedures for the Air Force 

Acquisition Professional Development Program (APDP)

» Establish programs, as required, to provide career development opportunities for 

the acquisition workforce in accordance with DAWIA, associated regulations, and Air 

Force Acquisition Workforce human capital strategic planning objectives

» Develop, review, and coordinate policy regarding the Air Force Acquisition 

Workforce, including both organic resources (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, Executive 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

U.S. Air Force DACM

Mr. David A. Slade

Air Force DACM
124

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

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

community comprising more than 26,000 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

» 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

» Promoting talent management initiatives within the 4th Estate and providing 

centralized training opportunities for workforce members in the defense agencies

» Formulating concepts to develop innovative tools and resources to increase 

efficiencies

The following career management functions are performed at your

specific agency:

» Approval of applications for DAU training

» Approval of DAWIA certification applications

» Approval of Acquisition Corps applications

» Processing and approval of waivers and fulfillment requests

» Documentation of course equivalencies

» Coding and management of acquisition personnel information

WHERE TO FIND 

INFORMATION

The 4th Estate DACM Web site, 

www.dau.mil/doddacm, provides 

additional information on the 

following areas:

» Class registration 

https://www.atrrs.army.mil/datms

» Managing your acquisition 

career 

» Career management tools

» Acquisition Corps

» DAWIA certification 

» Workforce manager 

resources

» Workforce policy 

» 4th Estate metrics

Points of Contact:

DATMS Help Desk (Defense 

Acquisition Talent Management

Help Desk) 

datmshelp@asmr.com 

703-645-0161

4th Estate Travel Desk 

4Etravel@asmr.com

703-645-0161

4th Estate DACM

Mr. Robert 

Daugherty

4th Estate DACM
125
126

Course Offerings

DAU courses are offered in a variety of modes:

» Resident—Workforce member attends class at 

one of the DAU training sites.

» Local—DAU instructor teaches at locations that 

have sufficient numbers of attendees 

to constitute a class.

» Distance Learning—Course material is offered 

entirely or in part via the Internet.

» Facilitated Online Learning Environment—

Material is offered online; instruction may be 

online or in the classroom.

Online Requirements

E-learning assets should be developed in 

accordance with the following minimum 

specifications for learners’ computers:

» Windows 7 Service Pack 1

» Internet Explorer 8.0 

» Browser Settings:

» Pop-up blockers disabled

» Cookies enabled at medium-low security level

» Java Runtime Environment: Enabled, version 1.7 

or above—AJAX has replaced the necessity

for Java. 

» Adobe Flash Player Version 12.0+

» Windows Media Player 12.0+

» Adobe Acrobat Reader Version 10.1.9+

» Adobe Shockwave Player 12.0+

» Apple Quicktime 7.7.4

» Intel Pentium 4 Processor (1.6–2.4 GHz)

or faster

» 40 GB of available hard disk space

» 1 GB of RAM

» Recommended Display Settings:

» 1024 x 768 minimum resolution

» Font size or DPI set to normal or 100%

» Internet connection: 56 Kbps+ (1.5 Mbps 

recommended)

» 16-bit sound card and speakers

When logging on to the DAU Virtual Campus at 

https://learn.dau.mil, students should review 

the computer requirements in the “System 

Requirements” option under the “Help” menu. 

This will help students ensure that their 

computers are able to run online courseware 

successfully. Some online courses have additional 

software requirements that are explained at the 

beginning of the course.

Reporting Instructions

After being accepted for admission into a DAU 

course, students will receive an email from the 

university with instructions on how to proceed. 

In the case of online courses, an email will 

explain how to access the course material online. 

For classroom courses, students will receive an 

email with specific reporting instructions and 

information on lodging, meals, facilities, and 

appropriate classroom attire.

DAU offers students Web-based support for 

classroom activities and precourse assignments 

through the Blackboard learning management 

system. Blackboard provides Web sites for elected 

DAU courses so students can access readings 

and course activities on demand. Blackboard can 

support a variety of learning activities as required 

by a class: assignments, quizzes, surveys, and 

discussions. It supports group work and provides 

a place to store and submit files to instructors. A 

student enrolled in a course using Blackboard will 

receive information about the course’s Web site in 

course-welcome materials.

Travel, Per Diem, and Reimbursement

Each Service Acquisition Career Management 

Office or parent organization funds travel 

expenses and per diem for eligible students based 

on Service- or agency-specific policy. Students 

should consult the appropriate Acquisition Career 

Management Office for policy and guidance 

concerning travel requirements. It is very 

important that students arrive with a government 

credit card to pay for all legitimate travel-related 

expenses or, if needed, draw cash advances in lieu 

of receiving advance per diem payments. DAU 

cannot process travel claims or provide advance 

per diem payments. Students should know the 

name and telephone number of the government 

credit card program coordinator for their Services 

or organizations. This person will be the student’s 

point of contact for government credit cardrelated questions.

Defense Acquisition Workforce members may be 

eligible for funding of travel and per diem when 

attending courses required for certification. This 

is strictly based on the Service component policy. 

DAU ADMINISTRATIVE 

INFORMATION
127

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 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. Registration requires the student to 

have a valid DoD Common Access Card (CAC).

Agencies with quota allocations should register 

workforce members as early as possible before 

the class start date to ensure their employees are 

in the ATRRS system and that employees have 

sufficient time to make necessary arrangements 

for attending class. After applying for a course, a 

student will receive an email identifying his or her 

status as wait-listed, disapproved, or as having 

a reservation. Approximately 60 days before the 

class starts (later for late registrants), those with 

class reservations will receive an email from 

DAU providing reporting instructions, class start 

and end times, and location-specific information 

(e.g., points of contact, hotels, and directions). 

Points of contact for most courses and locations 

are listed in the online course schedule. Any 

workforce member who is registered and has not 

received reporting instructions 15 days before 

the class start date should contact the Center for 

Scheduling and Student Support at either 866-

568-6924 (Option 1) or 703-805-3459 (Option 1).

Attendance Policy

Students are expected to attend all scheduled 

course sessions (including teleconferencing, 

satellite, and synchronous online sessions) and 

complete all coursework. Whenever possible, 

students shall request permission from the 

instructor in advance of absences, which must 

be for valid reasons such as illness or family 

emergency. Cumulative absences that exceed 

5 percent of contact time may be grounds 

for disenrollment (e.g., for a 40-hour course, 

students are expected to participate in at least 38 

hours). Some courses permit students who miss 

periods of class time to complete supplemental 

work before receiving a graduation certificate.

Concerning various categories of leave, DAU 

follows established DoD and Office of Personnel 

Management guidance for civilians and Service 

regulations for military personnel.

Transcripts

To obtain transcripts, students should go to http://

www.dau.mil/faq/pages/Transcriptscertificates.aspx#official and 

click “DAU Transcript System.”

The DAU transcript Web site is currently 

accessible only to users with a DoD-issued CAC. 

Once in the transcript system, students can print 

an unofficial transcript at their desk or request 

that an official transcript with a DoD seal be sent to 

a college.

NOTE: If you do not have an issued CAC, you may 

send an email to the DAU Center for Scheduling 

and Student Support Office at scheduling@dau.

mil to request an Official or Unofficial Transcript. 

These requests are being manually processed in 

the order in which they are received.

All transcripts are usually processed within 5 

working days, though sometimes it takes longer; 

students will receive an email notice when 

their transcript has been processed. Questions 

regarding transcripts should be directed to the 

Center for Scheduling and Student Support at 

scheduling@dau.mil.

Disability Accommodations

DAU will attempt to provide reasonable 

accommodations, as needed, to every student 

with a verified disability. We are best able to do 

this when the student submits an accommodation 

or special needs request via the automated 

registration system while registering for a course. 

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. Please 

go to http://www.dau.mil/training/Pages/studentinformation.

aspx for more detailed information regarding 

accommodating students with disabilities.
128

Student Policies

A complete overview of all student policies can be 

found at http://www.dau.mil/training/Pages/studentinformation.

aspx.

Academic Integrity

Absolute integrity is expected of every DAU 

student in all academic undertakings. Integrity 

entails a firm adherence to a set of values, and the 

values most essential to an academic community 

are grounded on the concept of honesty with 

respect to the intellectual efforts of oneself and 

others. Academic integrity is expected not only in 

formal coursework situations, but in all university 

relationships and interactions connected to 

the educational process, including the use of 

university resources.

Dress Policy

Unless otherwise noted in the welcome letter 

or email, civilian and military students are 

authorized to wear business casual attire: dress 

slacks, collared shirts, dress shoes/loafers and 

the equivalent attire for women. Examples 

of inappropriate attire are shorts; flip flops; 

strapless, excessively short or sheer garments; 

exposed midriffs; jeans; and athletic wear of any 

kind. The instructor, in advance, may specify 

exceptions to the above in support of a particular 

class event. Students also are requested to be 

cognizant that the heavy use of colognes and 

perfumes can be a distraction in class and cause 

allergic reactions in other students. In the case 

of DAU courses conducted at customer sites, 

alternative standards, consistent with those of the 

local command or organization, may prevail.

Cancellation Policy

If circumstances dictate canceling course 

attendance after a student receives notification 

of acceptance, the procedures set forth by the 

student’s respective Service or agency should 

be followed. This may afford other workforce 

members an opportunity to attend the course.

Grievance Policy

Any grievance a student may have, academic or 

otherwise, will first be addressed with the lead 

instructor of the course. If the lead instructor 

cannot resolve the issue to the student’s 

satisfaction, the issue can be elevated as outlined 

in DAU Directive 704, Student Academic and 

Administrative Policies. Directive 704 is available 

at http://www.dau.mil/training/Pages/studentinformation.aspx.

REGISTRATION PROCEDURES

FOR NON-DOD STUDENTS

Foreign Nationals

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 Registrar for Defense Industry, 

FMS, and NATO students at 703-805-4498. 

Security assistance officers or U.S. Embassy 

officials sponsoring training requests from the 

host country should go to http://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 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 Center 

for Scheduling and Student Support Office at 

industry.registrar@dau.mil or 703-805-4498.

DAU ADMINISTRATIVE 

INFORMATION
129

Acquisition Personnel with Federal 

Civilian Agencies

Federal civilian personnel interested in 

acquisition or acquisition-related training should 

first consult the Federal Acquisition Institute 

Web site at www.fai.gov, which provides information 

about career, certification, and training 

programs. Federal civilian personnel interested 

in attending DAU-sponsored training must 

register for the given course through the Federal 

Acquisition Institute Training Application 

System (FAITAS) at https://faitas.army.mil/Faitas/External/

Login/?ReturnUrl=%2ffaitas%2f. For additional information, 

students should contact their agency-specific 

Acquisition Career Manager (ACM), which 

is listed at http://www.fai.gov/drupal/humancapital/

acquisition-career-manager-acm. 

Federal civilian personnel can attend DAU 

courses at no cost for the course, on a spaceavailable basis. The electronic system streamlines 

the reservation process and allows prospective 

students to initiate their own training requests 

via the Internet.

The FAITAS Help Desk is available at 703-752-

9604 between the hours of 7:30 a.m. and 5:30 p.m. 

EST. The Help Desk is closed on federal holidays. 

Technical issues are reported using our online 

ticketing system available at www.fai.gov; click

the Help Desk tab on the upper left side of the 

home page.

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.
130
See pp. 126-129 for course registration procedures.

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/

Appendix A

Training Courses

131
Distance Learning or Facilitated/Online Resident/Local

132

involved, and the role of the acquisition professional in the 

process. Upon completion of this course, students should be 

able to identify technology security principles, information, 

and processes, as well as describe the relationships between 

technology security and acquisition.

Course Length:Approximately 12 hours

Method of Delivery: Distance Learning

ACQ 160 

Program Protection Planning 

Awareness

This course emphasizes the principles and policies of system 

security engineering. Program protection planning requires 

each acquisition’s integrated product team to prevent, 

detect, and respond to program protection challenges. This 

course provides training on threats, vulnerabilities, risks, 

cost-benefit risk trade-offs, and required mitigations for DoD 

systems. It also addresses supply chain management and the 

need for acquisition program protection documents such as 

the Program Protection Plan, Cybersecurity Strategy, and 

security plans.

Course Length:To be determined

Method of Delivery: Distance Learning

ACQ 165 

Defense Acquisition of Services

This course is designed to improve tradecraft in the acquisition of services. The course is based on DoD Instruction 

5000.74, Defense Acquisition of Services, and includes 

services acquisition roles and responsibilities; oversight and 

approval of contracted services portfolios; requirements 

development, validation and oversight; data collection, 

reporting and inventory of contracted services; and acquisition considerations for information technology services. 

ACQ 165 is designed for individuals who need to improve 

their knowledge of this subject, but it also offers an opportunity for experienced acquisition personnel to enhance their 

understanding of the service acquisition process, approval 

levels, and reporting requirements.

Course Length:Approximately 8 hours

Method of Delivery: Distance Learning

ACQ 101 

Fundamentals of Systems 

Acquisition Management

This course provides a broad overview of the DoD systems 

acquisition process, covering all phases of acquisition. It 

introduces the Joint Capabilities Integration and Development System; the planning, programming, budgeting, and 

execution process; the DoD 5000-series policy documents; 

and current issues in systems acquisition management. 

Designed for individuals who have little or no experience in 

DoD acquisition management, this course has proven very 

useful to personnel in headquarters, program management, 

and functional or support offices.

Course Length:Approximately 25 hours

Method of Delivery: Distance Learning

ACQ 120 

Fundamentals of International 

Acquisition (FIAC)

This course teaches the fundamentals of international 

acquisition and its relationship to Security Cooperation, 

including relevant laws and policies and the roles of involved 

U.S. Government organizations. It covers International 

Armaments Cooperation (IAC) and Security Assistance 

programs, how they relate to the Defense Acquisition 

System, and the processes and procedures used for these 

forms of international acquisition. The course also covers 

international contracting, international logistics, and 

systems engineering activities as they relate to program protection and interoperability, and technology security basics.

Course Length:Approximately 21 hours

Method of Delivery: Distance Learning

ACQ 130 

Fundamentals of Technology 

Security/Transfer (FTS/T)

This course is intended to provide the student with a 

comprehensive understanding of technology security and 

transfer as it pertains to international acquisition activities. FTS/T covers the purpose of technology security in 

international programs, the key legislation and key players 

Appendix A: Training Courses

Distance Learning or Facilitated/Online Resident/Local
133

partnership capacity programs, technology security and 

foreign disclosure, and defense exportability integration.

Course Length: 4.5 classroom days

Method of Delivery:Resident

ACQ 265 

Mission-Focused Services 

Acquisition

This course aims to improve tradecraft in the acquisition of 

services. It uses a multifunctional approach that gives 

acquisition team members the tools and techniques 

necessary to analyze and apply performance-based 

principles when developing requirements documents and 

effective business strategies for contractor-provided 

services. The course employs the seven-step Service 

Acquisition Process, a team-oriented approach, and multiple 

interactive, hands-on, learning sessions to apply the 

principles. ACQ 265 is designed for those who need to 

improve their skills in developing and defining service 

requirements, supporting business strategies, and effectively managing the resulting contractor performance. 

However, this course also offers an opportunity for experienced acquisition personnel to strengthen their understanding of the Service Acquisition Process.

Course Length: 4 classroom days

Method of Delivery:Resident

ACQ 315 

Understanding Industry 

(Business Acumen)

This course covers a wide range of business acumen 

competencies, including industry orientation, organization, 

cost and financial planning, business strategy/development, 

supplier management, incentives, and negotiating strategies. Business skills will be learned for aligning company 

strategies, finances, and operations that motivate company 

decisions, in order to meet business goals and gain fair and 

reasonable profits while providing best taxpayer value to the 

government on defense products.

Course Length: 4.5 classroom days

Method of Delivery:Resident

ACQ 202 

Intermediate Systems Acquisition, 

Part A

This is Part A of a two-course series designed for mid-level 

acquisition professionals. It presents a dynamic, real-time 

learning environment oriented towards developing the 

requisite skills and knowledge to work in integrated product 

teams by providing an overview of systems acquisition 

principles, policies, and processes. 

Course Length:Approximately 35 hours

Method of Delivery: Distance Learning

ACQ 203 

Intermediate Systems Acquisition, 

Part B

This is Part B of a two-course series designed for mid-level 

acquisition professionals. It presents a dynamic, real-time 

learning environment oriented towards developing the 

requisite skills and knowledge to work in integrated product 

teams by providing an overview of systems acquisition 

principles, policies, and processes.

Course Length: 4.5 classroom days

Method of Delivery:Resident

ACQ 230 

International Acquisition 

Integration

This course teaches students to plan, integrate, and implement international acquisition programs within the Defense 

Acquisition System. It is designed to meet the needs of 

Defense Acquisition Workforce members in various career 

fields that are responsible for international acquisition 

program efforts. The course covers the International Acquisition Career Path competencies using a comprehensive, 

integrated approach with practical exercises that address 

the following areas/mechanisms: cooperative programs, 

foreign military sales, direct commercial sales, building 
Distance Learning or Facilitated/Online Resident/Local

134

ACQ 340 

Advanced International 

Management Workshop

This course is designed to prepare professionals to participate effectively in the development and negotiation of 

defense armaments cooperation agreements ranging from 

simple data exchange annexes to complex cooperative development, production, and support agreements. Students who 

successfully complete this course will be able to synthesize, 

integrate, and apply U.S. policy on international cooperative 

defense acquisition, including policies of the Departments 

of Defense, State, Commerce, and Treasury. The final 

outcome of the week is to formulate and practice negotiation 

of international acquisition agreements in accordance with 

U.S. policies, statutes, and regulations.

Course Length: 5 classroom days

Method of Delivery: Resident

ACQ 350 

Advanced Technology Security/

Control Workshop

This course explores issues associated with the proper 

means of analyzing, synthesizing, and applying security 

principles and concepts for effective technology transfer. 

Specific topics include DoD policies and experiences, the 

role of executive departments and Congress, International 

Traffic in Arms Regulations (ITAR) exemptions, international security policy documentation, anti-tamper, NATOEU-other international organizations’ defense policies, and 

export control reform.

Course Length: 5 classroom days

Method of Delivery: Resident

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 noncontracting 

government personnel. ACQ 370 provides an overview of 

government contract law, specifically laws and regulations 

that are applicable to government contracts.

Course Length: 4.5 classroom days

Method of Delivery:Resident

ACQ 401 

Senior Acquisition Course

For ACAT Level III (or equivalent) certified students 

selected to attend The Dwight D. Eisenhower School for 

National Security and Resource Strategy, the Senior Acquisition Course (SAC) consists of the 10-month Eisenhower 

School curriculum, complemented by a choice of acquisitionrelated focus electives, graduate-level lessons/seminars, and 

individual/group research and writing. A limited number 

of SAC students may take the Defense Acquisition University Program Manager’s Course, PMT 401, in lieu of the 

focus elective and individual/group research and writing, 

as a general elective in partial fulfillment of the SAC and 

the National Security and Resource Strategy curriculum 

requirements. Those who complete the SAC receive a Master 

of Science degree in National Security Resource Strategy 

from The Eisenhower School and a diploma signifying 

completion of the course. Professionals who also take the 

Program Manager’s Course as part of their curriculum earn 

PMT 401 diplomas as well.

Target Attendees: Participants are selected by their 

respective Services or agencies. Military officers are 

selected as part of the Senior Service School Selection 

Process and designated by the directors of acquisition career 

management.

Course Length: 10 months

Method of Delivery:Resident

ACQ 404 

Senior Acquisition Management Course

This course provides a senior level of understanding of 

the Defense Acquisition System. It offers an environment 

for frank discussion of key processes, current issues and 

initiatives, best practices, and lessons learned, appropriate 

for senior decision makers. Distinguished speakers provide 

the executive participants a forum to discuss motivations, 

constraints, and perspectives of government and defense 

Appendix A: Training Courses
135

role-playing, simulation, communication, and criticalthinking exercises; a leadership challenge; and completion 

of a 360-degree feedback instrument and action plans 

related to the feedback. Participants will learn to apply 

strategies for leading up, down, and across in an acquisition organization.

Target Attendees: This class is for civilians (GS-13–15) 

and military (O–5 and O–6) personnel in supervisory positions, Level III-certified (any career field/path), and who 

have at least 3 years of acquisition experience serving in a 

Level III-coded position. Industry and allied participants 

are eligible to attend and are encouraged to register on a 

space-available basis.

Course Length: 4 classroom days 

Method of Delivery: Resident

ACQ 451 

Integrated Acquisition

for Decision Makers

This participant-driven, action-based course exposes 

Defense Acquisition Workforce members to the multidisciplinary acquisition perspectives, integration challenges, and 

influencing strategies necessary for successful integrated 

acquisition decisionmaking. Through facilitated discussions, simulations, exercises, case studies, and exposure to 

decisionmaking tools, participants will formulate strategies 

that promote effective integration and collaboration for a 

current integration challenge. Participants will gain a wider 

view of the acquisition environment and their respective 

roles and responsibilities.

Target Attendees: This class is for civilian (GS-13–15) 

and military (O–5 and O–6) personnel who are Level IIIcertified (any career field/path) and have at least 3 years of 

acquisition experience serving in a Level III-coded position. 

Industry and allied participants are eligible to attend and 

are encouraged to register on a space-available basis.

Course Length: 3.5 classroom days

Method of Delivery: Resident

ACQ 452 

Forging Stakeholder Relationships

This action-based course introduces professionals to 

the methods and skills necessary to identify, assess, and 

industry executives, the Congress, and the Government 

Accountability Office.

Target Attendees: General, flag officers, members of the 

Senior Executive Service, and senior defense industry 

executives in key leadership positions

Course Length: 4.5 classroom days

Method of Delivery: Resident

ACQ 405 

Executive Refresher Course

This course provides senior acquisition professionals, 

from all career fields, an update on DoD acquisition policy, 

processes, and lessons learned. The ultimate goal is for 

participants to synthesize classroom information and 

define their roles and responsibilities as acquisition leaders. 

Participants hone their expertise through discussions led by 

DoD, congressional, Government Accountability Office, and 

industry guest speakers on acquisition updates. Sessions 

also include specific career field updates provided by DAU 

instructors in areas such as financial management, systems 

engineering, contracting, logistics, and test and evaluation. 

Learners also will participate in specific group discussions 

on contemporary management and leadership topics, such as 

partnering with industry, risk management, human capital 

management, earned value oversight, time management, 

and leading change.

Target Attendees: This course is for DAWIA Level 

III-certified members of all career fields who are (or have 

been selected for) O–6, GS-15, or the industry equivalents 

who are working in DoD weapons systems or information systems acquisition. This course is not designed for 

individuals currently assigned as program managers for 

major defense acquisition programs or major automated 

information systems.

Course Length: 8.5 classroom days

Method of Delivery: Resident

ACQ 450 

Leading in the Acquisition 

Environment

This action-based-learning course provides an overview of the competencies and skills needed to lead in an 

acquisition environment. Experiential activities include 
Distance Learning or Facilitated/Online Resident/Local

136

promote the building of stakeholder relationships required 

for success in the acquisition environment. Experiential 

activities will include a precourse stakeholder assessment 

as well as simulation, communication, and critical-thinking 

activities that will facilitate the development of tailored 

stakeholder action plans. At the end of the course, professionals will be able to build ownership of acquisition 

outcomes across the enterprise.

Target Attendees: This class is for civilian (GS-13–15) and 

military (O–4 to O–6) personnel who are Level III-certified 

(any career field/path) and have at least 3 years of acquisition 

experience serving in a Level III-coded position. Industry 

and allied participants are eligible to attend and are encouraged to register on a space-available basis.

Course Length: 3 classroom days plus a few hours of preand post-course work

Method of Delivery: Resident

ACQ 453 

Leader as Coach

This course focuses on the thinking, behaviors, skills, and 

strategies needed to accomplish a paradigm shift from 

managers who primarily direct and evaluate subordinates 

to managers who encourage and reward innovation, agility, 

listening, collaboration, continuous and purposeful growth, 

results, and accountability. As leaders, students will develop 

greater personal awareness and increase the impact of their 

energy and the energy of their organizations. Students will 

do this by learning and applying the principles and behaviors 

of effective performance coaches.

Target Attendees: Civilian and military Defense Acquisition Workforce leaders, primarily supervisors in grades 

equivalent to GS-13–15 and O–4 through O–6, as well as 

leaders of integrated product teams.

Course Length: 3 classroom days

Method of Delivery: Resident

BCF 110 

Fundamentals of Business 

Financial Management

This course provides fundamental knowledge, training, 

and skills necessary to create a uniform understanding of 

the DoD’s strategy, approach, and methodology for financial management for acquisition professionals. It delivers 

an immersive and engaging learning experience with 

a broad overview of the DoD’s planning, programming, 

budgeting, and execution (PPBE) process from a financial 

manager/program office perspective. Participants will 

gain a wider understanding of how our Nation’s National 

Security Strategy drives the DoD PPBE process and how 

the program office, the Office of the Secretary of Defense, 

the Office of Management and Budget, and Congress 

participate in this process. 

Course Length: Approximately 26 hours

Method of Delivery: Distance Learning

BCF 130 

Fundamentals of Cost Analysis

This course introduces acquisition professional to the fundamental steps used for the preparation and development of 

a life-cycle cost estimate. Students will be exposed to topics 

such as recurring and nonrecurring cost, fixed and variable cost, inflation and escalation, uniform and triangular 

distributions, log-normal distribution, linear and nonlinear 

regression, risk and uncertainty, and affordability. Through 

practical exercises, participants gain the opportunity to 

apply the policies and techniques to real-world examples.

Course Length: Approximately 28 hours

Method of Delivery: Distance Learning

BCF 131 

Applied Cost Analysis

In this course, students will apply the techniques they 

learned in BCF 130 to develop cost estimates, with an 

emphasis on life-cycle cost estimates. Learning methodologies include interactive presentations, group discussion, cost 

analysis using MS Excel, and case study of an ongoing major 

defense acquisition program. The course will also expose 

students to current developments in data collection and 

software cost estimating.

Course Length: 4.5 classroom days

Method of Delivery: Resident

Appendix A: Training Courses
137

acquisition program. Topics covered include basic cost/risk 

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 classroom days

Method of Delivery: Resident

BCF 207 

Economic Analysis

This course prepares professionals to conduct comparative 

analyses within the DoD environment. Topics include

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

(This course is no longer available. It is undergoing redesign 

and will be redeployed as a continuous learning module titled 

“Comparative Analysis” sometime in FY 2017.)

BCF 209 

Acquisition Reporting for MDAPs 

and MAIS

Acquisition Reporting for MDAPs (Major Defense Acquisition Programs) and MAIS (Major Automated Information 

Systems) provides training on how to prepare an Acquisition 

Program Baseline (APB), a Defense Acquisition Executive Summary (DAES), and a Selected Acquisition Report 

(SAR). Nunn-McCurdy unit cost reporting for MDAPs is 

also addressed. During the in-class lecture and computerassisted case studies, the participants learn step-by-step 

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

Course Length: 5 classroom days

Method of Delivery: Resident 

BCF 204 

Intermediate Cost Analysis

Intermediate Cost Analysis emphasizes development 

and application of cost-analysis techniques and estimate 

interpretation. The course addresses estimate definition and 

planning, data collection, formulation, review and presentation, and documentation. Estimating techniques—such as 

parametrics, analogies, expert opinions, and cost improvement curves—are discussed in more depth. Computations 

are done using both spreadsheets and automated costestimating integrated tools.

Course Length: 9.5 classroom days

Method of Delivery: Resident

BCF 205 

Contractor Business Strategies

Contractor Business Strategies is an active-learning 

experience designed to improve professionals’ understanding of the federal government marketplace from a business 

perspective. Initially, participants are actively engaged in 

the life-cycle process by which a typical manufacturing 

company produces and sells a product, receives payment 

for that sale, and ultimately earns a profit or incurs a loss. 

During this process, the participants interact with company 

customers, bankers, shareholders, boards of directors, and 

other stakeholders. Participants deal with the allocation of 

indirect costs to multiple products, analyze the impact on 

overhead rates of the loss of projected government contracts, 

and develop a pricing strategy to win a government contract. 

While the scenarios and dilemmas focus primarily on 

these business activities from a contractor’s perspective, 

participants are also placed in the position of a government 

employee to evaluate the impact that contractors’ business 

strategies have on the government.

Course Length: 3.5 classroom days

Method of Delivery: Resident

BCF 206 

Cost Risk Analysis

Cost analysts taking this course receive an overview of

how to model the cost/risk associated with a defense 
Distance Learning or Facilitated/Online Resident/Local

138

BCF 215 

Operating and Support 

Cost Analysis

This course covers the basic concepts and methodologies needed to develop operating and support (O&S) cost 

estimates. It emphasizes the cost-estimating techniques 

that are more commonly used in an O&S estimate, especially 

those that are not as widely used outside of an O&S estimate. There is a moderately detailed study of reliability and 

maintainability calculations for the purpose of building an 

estimate, of personnel costing, and of acquisition of maintenance and usage data. The course culminates with students 

creating and justifying a small O&S estimate.

Course Length: 4.5 classroom days

Method of Delivery: Resident

BCF 220 

Acquisition Business 

Management Concepts 

The objective of this Web-based course is to give mid-level 

financial management professionals an ample grasp of the 

concepts and procedures necessary for application during 

follow-on, in-class exercises. Although BCF 220 is designed 

for students who are required to take BCF 225, a resident 

course, it may also provide an opportunity for experienced 

acquisition personnel to improve their understanding of 

common financial topics such as cost estimating; earned 

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

preparation and execution.

Course Length: Approximately 24 hours

Method of Delivery: Distance Learning

BCF 225 

Acquisition Business Management 

Application 

This course offers hands-on experience in dealing with 

common financial issues in acquisition that include cost 

estimating; earned value management analysis; planning, 

programming, budgeting, and execution; congressional 

enactment; and budget preparation and execution.

Course Length: 5 classroom days

Method of Delivery: Resident

BCF 301 

Business, Cost Estimating, and 

Financial Management Workshop

This capstone course teaches professionals how to apply 

business, cost estimating, and financial management

concepts, techniques, and on-the-job experience to 

functional interrelationships and opportunities among the 

disciplines of cost estimating, earned value management, 

and financial management.

Course Length: 8.5 classroom days

Method of Delivery: Resident

BCF 302 

Advanced Concepts

in Cost Analysis

This course is designed for mid- to senior-level cost estimators to apply their skills in developing cost estimates for 

all ACAT levels within the major automated information 

system (MAIS) and major defense acquisition program 

(MDAP) designations. Students will use their critical-thinking and analytical skills to execute all steps in assessing 

credible, repeatable, and defensible cost estimates. Case 

study-driven practical exercises will require cost estimators 

to conduct research and perform leadership responsibilities 

in a small group, decisionmaking environment.

Course Length: 8.5 classroom days

Method of Delivery: Resident

CMA 211 

Government Flight 

Representative (GFR)

This course provides the training required to perform 

surveillance of a contractor’s flight and ground operations 

Appendix A: Training Courses
139

CMC 231 

Cost Monitoring

(No description is available at press time.)

Course Length: 4 classroom days

Method of Delivery: Resident

CME 130 

Surveillance Implications of 

Manufacturing and Subcontractor 

Management

The course provides students with concepts and tools in 

manufacturing planning and control and in supply chain 

management, enabling them to assess manufacturing 

systems, predict costs, monitor technical performance, 

and evaluate supply-chain risk levels. After completing 

the course, participants will be able to evaluate the likelihood that a given supplier will fulfill the requirements of 

a given contract, thereby enabling industrial specialists, 

industrial engineers, and supply management specialists to 

make informed acquisition decisions. Prior completion of 

Statistics and Probability in Six Sigma (SkillPort course ID: 

Oper_07_a02_bs_enus) is recommended.

Course Length: 10 classroom days

Method of Delivery: Resident

CME 201 

Engineering Surveillance

This course addresses the regulations, policies, and instructions related to conducting engineering surveillance and 

provides engineers with the processes and tools used in 

that activity. Additionally, this course equips the student 

with skills necessary to conduct the contract receipt and 

review process, requirements documentation, surveillance planning, surveillance execution, and surveillance 

documentation.

Course Length: To be determined

Method of Delivery: Distance Learning

in accordance with the contract and Defense Contract Management Agency Instruction (DCMAI) 8210.1. The course is 

intended for rated U.S. military officers, or government civilians in an aviation position, to whom the Approving Authority will delegate responsibility for approval of contractor 

flights, procedures, and crew members, and for ensuring 

contractor compliance with the contract and DCMAI 8210.1.

Course Length: 4 classroom days

Method of Delivery: Resident

CMA 221 

Joint Ground Government 

Flight Representative (GGFR)

and Government Ground 

Representative (GGR)

This course provides the training required to perform 

surveillance of a contractor’s ground operations in accordance with the contract and Defense Contract Management Agency Instruction (DCMAI) 8210.1. This course is 

intended for U.S. military aircraft maintenance officers or 

NCOs (E–7 or above), or government civilian equivalent, 

with responsibility for surveillance of contractor aircraft 

ground operations in accordance with the applicable provisions of the contract and DCMAI 8210.1.

Course Length: 4 classroom days

Method of Delivery:Resident

CMC 100 

Contract Administration 

Fundamentals

This course provides the necessary knowledge and skills to 

assign contracts for administration, generate contract deficiency reports, perform various contract reviews, administer contract corrections, plan and conduct post-award 

orientation conferences, and manage contract modifications 

in accordance with Defense Contract Management Agency 

policy and government regulations.

Course Length: Approximately 15 hours

Method of Delivery: Distance Learning
Distance Learning or Facilitated/Online Resident/Local

140

CME 202 

Configuration Management 

System Review

This course provides end-to-end training related to implementing a Configuration Management (CM) System Review 

of a contractor’s CM system. The course encompasses the 

full application of engineering surveillance to perform a 

CM system review: identifying contract CM requirements, 

planning, execution, documentation, and follow-up of CM 

surveillance activity. The course promotes critical thinking 

through the use of contractor environment, simulated learning scenarios, artifacts, and team interactions. (This course 

is expected to deploy in March 2017.)

Course Length: 5 classroom days

Method of Delivery: Resident

CME 203 

Engineering Support to Technical 

Reviews

This course is designed to give Defense Contract Management Agency (DCMA) engineers a firm understanding of 

their roles and responsibilities in executing a three-phase, 

six-step methodology for providing effective program 

support to acquisition program technical reviews, using 

DCMA guidelines.

Course Length: Approximately 6 hours

Method of Delivery: Distance Learning

CME 230 

Production Planning and Control 

(PP&C)

The goal of this course is to provide, to individuals who 

perform manufacturing surveillance, the in-depth knowledge and skills to determine the root cause of manufacturing risk and to plan and execute surveillance that enables 

them to fulfill day-to-day tasks and duties within their job 

description.

Course Length: 5 classroom days, plus a pre-resident, 

facilitated online session of about 8 hours

Method of Delivery: Resident

CME 250 

Software Acquisition Management 

(SAM) Policy and Procedures

This course is designed to ensure that software 

professionals understand how to apply the Defense Contract 

Management Agency’s Software Acquisition Management 

Instruction (SAMI) in the performance of their daily duties.

Course Length: 4.5 classroom days

Method of Delivery: Resident

CME 260 

Software Acquisition Management 

(SAM) Policy Implementation

This course is designed to ensure that students understand 

how to apply the Defense Contract Management Agency’s 

Software Acquisition Management Instruction (SAMI). 

Specifically, the course aims to connect the major concepts 

of the SAM mission by focusing on the assessment of 

software products, processes, and measures.

Course Length: 5 classroom days

Method of Delivery: Resident

CMI 100 

Integrated Program Reporting 

Basics

This course introduces key aspects of earned value 

management (EVM) fundamentals and multifunctional 

team support to EVM forecasting, analysis, and reporting. 

Participants will develop a basic awareness and understanding of earned value; EVM; the Earned Value Management 

System; and EVM regulations, policies, and guidelines as 

they relate to the contract management team, program 

support team, and support program support team surveillance and reporting.

Course Length: Approximately 10 hours

Method of Delivery: Distance Learning

Appendix A: Training Courses
141

CMQ 142 

Basic Measuring

This course presents an introduction to measuring tools 

that you will use on the job. It presents an overview of the 

tools and discusses the types and uses of them. Successful 

completion of this course will enable personnel to recognize 

the correct application and use of measuring tools.

Course Length: Approximately 6 hours

Method of Delivery: Distance Learning

CMQ 200 

Statistical Sampling

The Statistical Sampling course provides the necessary 

knowledge and skills to conduct acceptance-sampling 

product examination according to government regulations 

and commercial standards. This course focuses on how to 

use a zero-based statistical-sampling plan and randomization to determine sample size. The outcome of this class will 

provide the quality assurance specialist the confidence to 

make the statistical determination of acceptance or rejection of product presented by the contractor.

Course Length: Approximately 11 hours

Method of Delivery: Distance Learning

CMQ 210 

Calibration Systems

This course provides students the knowledge to make an 

educated analysis of a supplier’s calibration system and 

verify its compliance with applicable standards. The course 

will give students the ability to make risk and product 

acceptance decisions.

Course Length: Approximately 14 hours

Method of Delivery: Distance Learning

CMQ 100 

Quality Assurance Basics

The goal of this course is to provide an introduction to the 

fundamental quality assurance concepts and principles for 

the Quality Assurance Specialist (QAS; GS-1910) career 

field. The course will provide geographically dispersed 

students with an interactive and engaging overview of 

the knowledge and skills necessary to recognize fundamental concepts needed to perform QAS responsibilities 

successfully.

Course Length:Approximate 4 hours

Method of Delivery: Distance Learning

CMQ 101

Government Contract Quality 

Assurance Fundamentals

This is a 2-week classroom course providing reduction-topractice training on the competencies needed for Defense 

Contract Management Agency (DCMA) 1910s to perform 

their job responsibilities at their desk or on the shop floor 

consistent with DCMA quality assurance policies.

Course Length: 9.5 classroom days

Method of Delivery: Resident

CMQ 131 

Data Collection and Analysis

This course provides students an opportunity to gain an 

understanding of the subject’s importance, the types of 

data to collect, and how to analyze data. This will enable 

quality assurance specialists to use the results of analysis 

in performing risk-based surveillance. Students also have 

an opportunity to practice data analysis in an effort to 

strengthen their analytical skills and increase their confidence in formulating opinions.

Course Length:Approximate 7 hours

Method of Delivery: Distance Learning
Distance Learning or Facilitated/Online Resident/Local

142

CMQ 220 

Root Cause Analysis (RCA)

This course enables students to understand RCA as a procedure for ascertaining and analyzing the causes of problems 

in an effort to determine what can be done to solve or prevent 

them. This course uses a variety of instructional methods—

including online demonstrations, practical exercises, and 

case studies—to provide students with an in-depth understanding of how to analyze a system to identify the root 

causes of problems.

Course Length: Approximately 8 hours

Method of Delivery: Distance Learning

CMQ 230 

Quality Control Graphics

and Charting

This is a foundational course on the purpose, evaluation,

and creation of quality control graphics for use by quality 

assurance specialists (GS-1910). The course employs 

interactive multimedia instruction, providing students 

with readily accessible, consistent, and current instruction 

to strengthen their skills and build their confidence with 

quality control graphics.

Course Length: Approximately 11 hours

Method of Delivery: Distance Learning

CMQ 231 

Data Collection and Analysis 

Application

This course offers students an opportunity to gain an 

understanding of the importance of data collection and 

analysis, including the types of data to collect and how to 

analyze it. This will enable the quality assurance specialist 

to use the results of analysis in performing risk-based 

surveillance. Students also have an opportunity to 

strengthen their analytical skills and their confidence in 

formulating opinions.

Course Length: 5 classroom days

Method of Delivery: Resident

CMQ 232 

Creation and Evaluation of Quality 

Control Graphics in Statistical 

Process Control (SPC)

This course introduces the use of statistical process control 

(SPC) charts in monitoring process behavior. The student 

learns how to create and collect SPC data, use that data in 

making risk determinations, and use it for planning quality 

surveillance efforts.

Course Length: Approximately 8 hours

Method of Delivery: Distance Learning

CMQ 242 

Measuring Techniques

The Measuring Techniques course enhances students’ 

learning experience through an overall reduction-topractice level of instruction that incorporates a variety of 

instructional strategies to ensure student engagement, 

resulting in increased transfer of training to the job.

Course Length: 4 classroom days

Method of Delivery: Resident

CMQ 260 

Failure Mode Effects Analysis

This course teaches the concepts and tools of failure mode 

effects analysis (FMEA). It is intended to provide knowledge 

and skills to identify failure modes with relatively high 

probability and severity of consequences. The results of 

FMEA are then used to determine risk and criticality, 

enabling quality assurance personnel to plan their 

surveillance to mitigate the identified risk.

Course Length: 3 classroom days

Method of Delivery: Resident

Appendix A: Training Courses
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CON 121 

Contract Planning

This course will introduce personnel new to the contracting field to their role as a business advisor in the acquisition 

process. It focuses on the students’ role in understanding 

their customers’ mission and their ability to plan successful 

mission support strategies based upon their knowledge of 

the contracting environment and their customers’ needs. 

Students will learn how to use the Federal Acquisition 

Regulation and Defense Federal Acquisition Regulation 

Supplement to conduct effective market research, develop 

alternative acquisition strategies, and understand how 

socioeconomic programs support the acquisitionplanning process.

Course Length: Approximately 12 hours

Method of Delivery: Distance Learning

CON 124 

Contract Execution

This is the second of three online Level I contracting 

courses. It focuses on executing the acquisition planning 

through soliciting industry and awarding a contract. It 

provides students with the knowledge necessary to execute 

an acquisition that optimizes customer mission performance. Students will learn the techniques and benefits of 

early industry involvement in shaping requirements. They 

will also learn basic acquisition procedures for both commercial and noncommercial requirements, effective analysis 

of market data, and how to determine when a price is fair 

and reasonable. Finally, students will learn how to conduct 

basic competitive acquisitions, process awards, and handle 

protests before and after contract award.

Course Length: Approximately 13 hours

Method of Delivery: Distance Learning

CON 127 

Contract Management

This is the final of three online courses. It builds on the 

foundation established in CON 121 and CON 124 and 

provides students with the knowledge necessary to identify 

CON 090 

Federal Acquisition Regulation 

(FAR) Fundamentals

This foundational course for new hires provides a total 

immersion into the Federal Acquisition Regulation (Parts 

1-53) and the Defense Federal Acquisition Regulation 

Supplement (DFARS). It will prepare the 21st-century 

acquisition workforce to operate successfully in a Webenabled environment. CON 090 is a limited lecture, 

research-intensive, exercise-based curriculum. Participants 

will analyze contracting business scenarios developed 

through research of the FAR and DFARS. The course has 

four modules: Contracting Overview Using the FAR and 

DFARS, Contract Acquisition Planning, Contract 

Formation, and Contract Management/Administration. 

Students are expected to become familiar with FAR Parts 

1–53. Students will be quizzed daily on FAR part knowledge, 

lecture/lesson content, and homework. Students should

be prepared to dedicate 2 to 3 hours per evening for 

homework. Classroom laptop computers will be provided

for each student.

Course Length: 4 weeks in classroom

Method of Delivery: Resident 

CON 100 

Shaping Smart Business 

Arrangements

Personnel new to the Contracting career field will gain a 

broad understanding of the environment in which they will 

serve. Students will develop professional skills for making 

business decisions and for advising acquisition team 

members in successfully meeting customers’ needs. Before 

beginning their study of technical knowledge and contracting procedures, students will learn about the various DoD 

mission areas and the types of business arrangements and 

procurement alternatives commonly used to support each 

area. Information systems, knowledge management, and 

recent DoD acquisition initiatives will be introduced in the 

course, which will also offer interactive exercises.

Course Length: Approximately 20 hours

Method of Delivery: Distance Learning
Distance Learning or Facilitated/Online Resident/Local

144

and utilize appropriate performance metrics when evaluating contractor performance. Students will explore processes for working with their customer to ensure contract 

performance is meeting mission requirements. They will 

also learn performance assessment strategies and remedies 

for contractual noncompliance, as well as how to make and 

price contract changes after award, handle disputes, and 

close out completed contracts. Additionally, students will 

gain a fundamental knowledge of the characteristics and 

principles of the contract termination process.

Course Length: Approximately 10 hours

Method of Delivery: Distance Learning

CON 170 

Fundamentals of Cost and Price 

Analysis

The course begins with an in-depth review of the market 

research process and provides instruction to help students 

understand and analyze contractor pricing strategies. 

Students will learn to accomplish cost-volume-profit 

analysis, calculate contribution margin estimates, and 

develop cost-estimating relationships in order to produce 

an effective price analysis pursuant to Federal Acquisition 

Regulation Subpart 15.4. The course provides an overview of 

the regulations and processes of cost analysis and for requiring certified cost and pricing data. Finally, after learning the 

basic elements of cost and price analysis, students will build 

and defend a prenegotiation objective, including a minimum 

and maximum pricing objective with a weighted guidelines 

assessment. Students are also provided in-depth instruction 

on contract-financing techniques, including the development and administration of progress payments based on cost 

and performance-based payments.

Course Length: 10 classroom days

Method of Delivery: Resident

CON 200 

Business Decisions

for Contracting

This course builds on contracting Level I pre-award 

business and contracting knowledge necessary to process 

complex procurements. It emphasizes planning successful 

mission-support strategies and executing an acquisition 

that optimizes customer mission performance. Participants 

will learn various techniques for building successful business relationships, the benefits of strategic sourcing and 

spend analysis, and the ins and outs of providing contract 

financing. Students will also take an in-depth look at 

subcontracting, how to conduct a formal source selection, 

and how to analyze the information necessary to determine 

contractor responsibility.

Course Length: Approximately 25 hours

Method of Delivery: Distance Learning

CON 216 

Legal Considerations

in Contracting

This course focuses on legal considerations in the procurement process. Participants are introduced to the basic 

principles and sources of law relevant to procurement, 

including fiscal law. The course also addresses other legal 

issues that may develop during the course of a contract, such 

as protests, assignment of claims, disputes, fraud, contractor 

debt, performance issues, and contract termination.

Course Length: Approximately 23 hours

Method of Delivery: Distance Learning

CON 232 

Overhead Management of Defense 

Contracts

This course provides an understanding of industry overhead 

costs and the costs’ impact on seller pricing/business strategies under various acquisition environments with differing 

contract types. Attendees will understand the development 

and application of overhead rates used in contract formation, administration, and closeout. A case study provides 

hands-on application of the overhead-rate process, in which 

attendees determine their own final overhead rates.

Course Length: 10 classroom days

Method of Delivery: Resident

Appendix A: Training Courses
145

CON 244 

Construction Contracting

This course focuses on unique construction issues, such as 

acquisition planning, contract performance management, 

funding, environmental concerns, construction contract 

language, construction contracting in the commercial 

setting, the Construction Wage Rate Requirements statute, 

design/build, basic schedule delay analysis, constructive 

changes, acceleration, and construction contract quality 

management.

Course Length: 4.5 classroom days

Method of Delivery: Resident

CON 252 

Fundamentals of Cost Accounting 

Standards 

This course provides detailed, hands-on instruction in the 

various aspects of Public Law 100-679, including the rules 

and regulations of the Cost Accounting Standards Board, the 

requirements of the cost accounting standards, disclosure 

statements, cost accounting practice changes, and calculating cost impacts for federal contracts.

Course Length: 8 classroom days

Method of Delivery: Resident

CON 270 

Intermediate Cost and Price 

Analysis

This course builds upon the fundamental contract-pricing 

principles covered in the Level I Contracting curriculum, 

the Contract Pricing Reference Guide, and DoD policy. The 

course is divided into three segments, which address contract 

pricing issues from pre-award, negotiation-preparation, 

and post-award perspectives. In the course, students will be 

introduced to quantitative techniques and tools used to quantify and facilitate decisionmaking in determining a fair and 

reasonable price. Students will apply various cost analysis 

techniques and quantitative tools to analyze a contractor’s 

cost proposal and to develop a government negotiation range 

and objective. The course is designed to prepare students 

for follow-on DAWIA Level II certification courses; serve as 

CON 234 

Joint Contingency Contracting 

Course

This course develops skills for contracting support provided 

to Joint Forces across the full spectrum of military and 

disaster-relief operations. Exercises focus on unique aspects 

of contingency, critical-thinking skills, and the execution of 

appropriate contractual instruments.

Course Length: 8 classroom days

Method of Delivery: Resident

CON 237 

Simplified Acquisition Procedures

Professionals participating in this course will gain training on Part 13 of the Federal Acquisition Regulation and 

Part 213 of the Defense Federal Acquisition Regulation 

Supplement.

Course Length: Approximately 6 hours

Method of Delivery: Distance Learning

CON 243 

Architect-Engineer Contracting

Focusing on contracting for architect-engineers, this course 

covers issues across the contracting spectrum, including 

acquisition planning, source selection, proposal analysis, 

contract award and work, and contract management. 

Specific topics and practical exercises allow professionals to 

gain knowledge of the Selection of Architects and Engineers 

statute, SF-330, the slate and selection process, the review of 

government estimates, liability, Title II services, modifications, and the responsibilities of the contracting officer’s 

technical representative.

Course Length: 4.5 classroom days

Method of Delivery: Resident
Distance Learning or Facilitated/Online Resident/Local

146

a gateway into more advanced, targeted, contract-pricing 

courses; and give the students some practical tools in pricing 

government contracts. The ultimate objective of the course

is to help students become better business advisors in developing contract arrangements that are in the best interest of 

the government.

Course Length: 9.5 classroom days

Method of Delivery: Resident

CON 280 

Source Selection and 

Administration of Service Contracts

This course builds on the foundation established through 

the Level I curriculum and the course prerequisites. The 

primary focus is on the acquisition of services under Federal 

Acquisition Regulation Part 15 procedures, with an emphasis on performance-based acquisitions (PBA) for services, 

contract types, contract incentives, source selection, and 

contract administration. Students will learn the fundamentals of a performance-based service acquisition—from 

acquisition planning to contract closeout—through a realistic case study. The course takes students through the solicitation process using the mandatory DoD Source Selection 

Procedures. Students will prepare contractual documents 

and develop and deliver high-level source selection briefings 

with recommendations for contract award.

Course Length: 9.5 classroom days

Method of Delivery: Resident

CON 290 

Contract Administration

and Negotiation Techniques

in a Supply Environment

In this case-based course, students apply contracting 

concepts and techniques learned in prerequisite courses to 

meet customer supply requirements and resolve complex 

contracting issues. Special emphasis is placed on applying 

legal concepts from CON 216, intermediate pricing concepts 

from CON 270, and negotiation techniques from HBS 428. 

Students experience the full spectrum of contracting processes and issues by following a supply requirement through 

all phases of the acquisition life cycle, from acquisition 

planning through contract close-out. Research, analysis, 

and communication skills are honed through development 

and presentation of a critical-thinking project requiring 

in-depth focus on one area of contracting. Negotiation skills 

are sharpened through active student participation in two 

simulated contract negotiations.

Course Length: 9.5 classroom days

Method of Delivery: Resident

CON 334 

Advanced Contingency 

Contracting Officer’s Course

This course develops skills for people who will be running 

the contingency contracting support operation provided

to Joint Forces across the full spectrum of military operations. Exercises focus on unique aspects of contingency 

operations, critical-thinking skills, and the execution of 

appropriate contractual instruments. Attendees will

gain insight into tactical and strategic Contingency

Contracting Mission Support and Operational Contract 

Support Doctrine.

Course Length: 4 classroom days

Method of Delivery: Resident

CON 360 

Contracting for Decision Makers

Through realistic, scenario-based learning, students work 

individually and in teams to practice developing sound 

business solutions as valued strategic and expert business 

advisors. Students will learn to analyze complex contracting situations, with emphasis on critical thinking, problem 

solving, research, and risk reduction. Student course work 

is designed to contribute real solutions on real acquisition 

problems to senior leadership and local supervisors.

Course Length: 9.5 classroom days

Method of Delivery: Resident

Appendix A: Training Courses
147

is a fee-for-service, onsite course delivered for requesting 

organizations after coordination between the organization’s 

representative and the appropriate DAU representative. The 

course is also available to individuals as a distance learning 

course (see CLC 222).

Course Length: 4 classroom days

Method of Delivery: Resident

ENG 101 

Fundamentals of Systems 

Engineering

This course is a technically rigorous, comprehensive

introduction to systems engineering and the various technical and technical management processes involved in its 

application. Based on the systems engineering processes 

outlined in the Defense Acquisition Guidebook, ENG 101 

provides the foundation needed for systems engineers 

and others to participate effectively in the application and 

management of DoD systems engineering processes and 

their related activities.

Course Length: Approximately 35 hours

Method of Delivery: Distance Learning

ENG 201 

Applied Systems Engineering

in Defense Acquisition, Part 1

This course provides an understanding of how DoD’s 

systems engineering technical and technical management 

processes can be applied to a notional system within the 

context of the acquisition life cycle. The course content 

includes information on the scope and role of systems engineering, its major inputs and outputs, timing of technical 

baselines, the role of technical reviews, important design 

considerations, and other related areas. (This course replaces 

SYS 202; it is expected to deploy in 2nd quarter FY 2017)

Course Length: To be determined

Method of Delivery: Distance Learning

CON 370 

Advanced Cost and Price Analysis

This course uses a scenario-based approach to lead students 

to a deeper understanding of defense acquisition policy, 

the factors affecting price comparability, and quantitative 

analysis techniques. Topics include selected areas of business microeconomics; interpreting and shaping regulatory 

policy; data normalization; forecasting techniques; Monte 

Carlo risk analysis; simple linear, nonlinear, and multivariate regression techniques; cost improvement curve 

methodologies such as the unit and cumulative average 

formulations; and dealing with breaks in production.

Course Length: 9.5 classroom days

Method of Delivery: Resident

COR 206 

Contracting Officer’s 

Representative in a Contingency 

Environment

This course is designed specifically for Contracting Officer’s 

Representatives (CORs) who are deployed in a contingency 

environment. It covers the basics of contracting, along with 

the ethical situations and cultural differences a COR may 

experience while deployed in a contingency operation. Note: 

The course is offered only at the requesting agency’s location 

(typically not DAU) under an arrangement between the 

requesting organization and DAU.

Course Length: 3 hours

Method of Delivery: Resident

COR 222 

Contracting Officer’s 

Representative Course 

This course will provide Contracting Officer’s Representatives (CORs) with the breadth of knowledge required to 

perform their responsibilities, including fundamentals of 

contracting regulations, types, phases, and other elements; 

awareness of ethical and legal factors that affect COR 

responsibilities; and information necessary to evaluate 

situations effectively, apply knowledge gained, and make 

correct decisions to carry out COR responsibilities. This 
Distance Learning or Facilitated/Online Resident/Local

148

ENG 202 

Applied Systems Engineering

in Defense Acquisition, Part 2

This course gives students the opportunity to use the DoD 

systems engineering processes and techniques learned in 

SYS 202. Participants will work in integrated product teams 

and apply systems engineering technical processes and 

technical management processes to a defense system as it 

gets developed across the various phases of the acquisition 

life cycle.

Course Length: 4.5 classroom days

Method of Delivery: Resident

ENG 301 

Leadership in Engineering

Defense Systems

Designed for senior DoD technical acquisition personnel, 

ENG 301 focuses on the application of technical leadership 

skills within a typical DoD systems engineering environment. Participants must have sufficient background knowledge of DoD systems engineering management processes, 

knowledge of the application of systems engineering to each 

acquisition phase, and the capability to apply these concepts 

to complex technical management problems involving 

critical thinking. This 2-week course will instruct students 

on how to lead engineering teams in the execution and 

technical risk management of complex, multidisciplinary 

technical projects while promoting a holistic life-cycle 

perspective to defense system development. Its 21 modules 

combine lectures with extensive exercises to cover a variety 

of topics, including system security engineering, open 

architectures, reliability, and maintainability. Precourse 

work and a pretest are also required.

Course Length: 9.5 classroom days

Method of Delivery: Resident

EVM 101 

Fundamentals of Earned Value 

Management

In a virtual classroom environment, professionals learn 

additional information about earned value management 

(EVM), which is introduced in ACQ 101. The course summarizes the language, data reports, metrics, graphs, and 

management processes associated with EVM as they apply 

to DoD acquisition management. Professionals also learn 

the processes related to the performance measurement 

baseline, the Integrated Baseline Review, and the 32 guidelines prescribed in Section 2 of the Electronic Industries 

Alliance Standard (EIA-748) for EVM systems. Finally, 

professionals evaluate and compute basic EVM metrics and 

EVM metric-based estimates at completion.

Course Length: Approximately 19 hours

Method of Delivery: Distance Learning

EVM 202 

Intermediate Earned Value 

Management

Professionals taking this course work as members of an integrated product team for the system development and demonstration phase of a small ACAT I program. In the context 

of integrated program management, participants review, 

develop, and experience the earned value management 

(EVM)-related processes associated with requirements 

generation, acquisition strategy development, requestfor-proposal development, source selection, risk management, Integrated Baseline Review, and analysis during 

program execution.

Course Length: 8.5 classroom days 

Method of Delivery: Resident

EVM 262 

EVMS Validation and Surveillance

Gain the knowledge needed to review integrated management systems and to determine their compliance with the 

American National Standards Institute/Electronic Industries Alliance (ANSI/EIA) 748B Earned Value Management 

System (EVMS) standard. Course material, individual 

exercises, and group exercises review the 32 ANSI/EIA 

748B EVMS guidelines and the processes associated with 

validation and surveillance of contractor and government 

integrated management systems.

Course Length: 8 classroom days

Method of Delivery: Resident

Appendix A: Training Courses
149

EVM 263 

Principles of Schedule 

Management

This course provides the knowledge needed to interpret 

network schedules required by DoD policy and the Electronic Industries Alliance (EIA) 748 Earned Value Management System (EVMS) standard. Course material, individual 

exercises, and group exercises demonstrate the schedule 

development, maintenance, and analysis processes. The 

exercises reinforce the Precedence Diagram Method of 

scheduling; schedule analysis using a schedule assessment 

model to analyze a complex, 700-line Microsoft Project 

network schedule; and schedule risk analysis using Monte 

Carlo simulation. Students will be required to create a 

Microsoft Project network schedule.

Course Length: 3 classroom days

Method of Delivery: Resident

FE 201 

Intermediate Facilities 

Engineering

The course provides a broad understanding of the overall 

facilities-engineering process and the roles and responsibilities of acquisition team members as they relate to the facility 

life cycle in support of military missions.

Course Length: Approximately 16 hours

Method of Delivery: Distance Learning

FE 302 

Advanced Facilities Engineering

Through realistic, scenario-based learning, professionals 

work in teams to practice developing solutions to a variety 

of challenges that facilities engineering (FE) professionals 

encounter within DoD. Course work is designed to teach 

professionals how to contribute solutions to senior leadership and how to provide resources for the FE career field via 

the course community of practice.

Course Length: 4.5 classroom days, preceded by required 

online assignments

Method of Delivery: Resident

GRT 201 

Grants and Agreements 

Management

This course presents the foundational knowledge required 

to work as a grants officer. Course participants learn about 

grants, cooperative agreements, and technology investment 

agreements. The course also provides a brief overview of 

other types of assistance transactions. Please note that this 

course does not address other transactions used to carry out 

prototype projects, which involve acquisitions instead of 

assistance, and therefore fall outside the scope of this course.

Course Length: 4 classroom days

Method of Delivery: Resident

IND 105 

Contract Property Fundamentals

This course provides foundational knowledge, training, 

and skill development on the placement and administration of contract property, with special attention given to the 

administration of the contractor’s property management 

system (PMS) for contract property, the disposal of contract 

property, and the identification of risks inherent in such placement. Instruction will also include the life cycle of a PMS and 

the processes and outcomes to be evaluated in a PMS audit. 

Students will explore the Federal Acquisition Regulation 

(FAR); Defense Federal Acquisition Regulation Supplement 

(DFARS); DFARS Procedures, Guidance and Information 

(PGI); and other relevant guidance. The course will take students through the contract formation process, identification 

of contract content pertaining to contract property, administration requirements, and disposal processes for contract 

property. Students are expected to complete self-paced online 

tasks and study assignments before arriving in the classroom.

Course Length: 9 classroom days

Method of Delivery: Resident
Distance Learning or Facilitated/Online Resident/Local

150

IND 205 

Contract Government Property 

Management Systems and 

Auditing Concepts

This course will enable students to identify the factors that 

help determine the adequacy of a contractor’s property management system (PMS). Emphasis is given to fundamental 

auditing concepts. Lessons will teach students how to select 

the sample size for a given population; evaluate the sample 

and generalize to the population; analyze the essentials 

required for a PMS audit; prepare the spreadsheets and narratives involved with a PMS audit; determine the requirements for the disposal of contract inventory; and analyze 

a property management case study, including background 

information, solutions, alternative solutions, and documentation. Other course modules explore additional issues 

involving government property and contracts.

Course Length: 9.5 classroom days

Method of Delivery: Resident

ISA 101 

Basic Information Systems 

Acquisition

Within the framework of a program office integrated product 

team, this course covers introductory concepts in DoD 

information systems and software acquisition management. 

Key areas covered include DoD regulatory and technical 

frameworks, common software risks, software and system 

architectures, life-cycle reviews, and software development 

and integration processes. Software standards, information 

assurance, software and system measures, testing, contracting issues, software quality, the role of process maturity, and 

best practices for the management of software systems are 

also introduced.

Course Length: Approximately 29 hours

Method of Delivery: Distance Learning

ISA 201 

Intermediate Information 

Systems Acquisition

This course focuses on the application of DoD policies, 

concepts, and best practices for the management and 

acquisition of software-intensive and information technology systems. Exercises, lectures, group discussion, and labs 

are used to cover topics such as strategic planning, architectures, cybersecurity, advanced technologies, requirements 

management, cost estimation, metrics, process maturity, 

quality, and testing.

Course Length: 9.5 classroom days

Method of Delivery: Resident

ISA 301 

Advanced Enterprise Information 

Systems Acquisition

Using case studies, this course focuses on decisionmaking 

and management in the development of DoD information 

technology (IT) systems; issues related to capital planning, 

investment control, and portfolio management; enterprise 

architecture; information assurance; acquisition planning; 

systems test and evaluation; and systems engineering. 

Supplemented with industry speakers who provide industry 

perspectives on IT management and contracting, ISA 301 

integrates a variety of advanced topics critical to successful 

IT systems acquisition.

Course Length: 5 classroom days preceded by required 

online assignments

Method of Delivery: Resident

ISA 320 

Advanced Program Information 

Systems Acquisition

This is a critical thinking course for senior personnel who 

manage, acquire, engineer, test, and evaluate DoD software 

systems. Case studies, subject matter expert lectures, group 

discussion, and individually graded short essays are used 

to cover topics such as program planning, requirements 

management, cost estimation, cybersecurity, architectures, 

cloud computing, software design, software development 

including agile methods, measurements, process maturity, 

software sustainment, quality, testing, and the latest emerging IT areas.

Course Length: 4.5 classroom days

Method of Delivery: Resident

Appendix A: Training Courses
151

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 productand-process development, product support including 

supportability in system design and supportability analysis, 

sustainment logistics including logistics processes, LifeCycle Sustainment Plan, management tools, and management functions and processes.

Course Length: Approximately 27 hours

Method of Delivery: Distance Learning

LOG 102 

Fundamentals of System 

Sustainment Management 

This course provides a broad overview of the life-cycle 

logistician’s role during the sustainment phase of a weapon 

system’s life cycle. Modules cover logistics/supply-chain 

management concepts, maintenance processes, end-to-end 

distribution, best commercial practices as applied to weapon 

systems sustainment, performance metrics, partnering/

alliance opportunities and experiences, performance-based 

support, enterprise business environment and opportunities, and reduction in life-cycle/total ownership costs.

Course Length: Approximately 25 hours

Method of Delivery: Distance Learning

LOG 103 

Reliability, Availability, and 

Maintainability (RAM)

Professionals who take this course will be able to understand the relationship between reliability, availability, 

and maintainability (RAM) as a critical factor in design, 

performance, cost, and sustainment. The course addresses 

the cross-disciplinary actions of program management, 

systems engineering, test and evaluation, acquisition 

logistics, and sustainment to evaluate the impact of reliability and maintainability decisions. Stressing a conceptual 

approach, the course presents basic RAM terminology and 

engineering practices. It discusses current legislation and 

DoD policy that have invigorated systems engineering and 

logistics engineering to improve the requirements process, 

minimize risk through reliability growth programs, and 

ensure effectiveness and suitability through developmental 

and operational test and evaluation.

Course Length: Approximately 20 hours

Method of Delivery: Distance Learning

LOG 200 

Product Support Strategy 

Development, Part A

LOG 200 is the first part in a two-course series designed 

for life-cycle logisticians. It provides a dynamic, real-time 

learning environment oriented toward developing the 

managerial and technical product-support responsibilities 

of the life-cycle logistician in understanding and evaluating the Integrated Product Support elements (IPSE) and 

their application in creating a product support strategy. 

The course requires participants to review current policy 

and guidance, concepts of operations, and system requirements and demonstrate an understanding of their effects on 

product support development. It also includes an evaluation 

of early and continuing integration of operational supportability, using the IPSE, into the system development

process, leading to achievement of DoD’s strategic productsupport goals.

Course Length: Approximately 22 hours

Method of Delivery: Distance Learning

LOG 201 

Product Support Strategy 

Development, 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 systems development. It challenges the professional to think critically, differentiate 

support alternatives, and provide solutions to ensure the 
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152

early integration of operational supportability into the 

system development process. These skills are refined by 

instructor-facilitated group exercises and discussions. 

Special emphasis is placed on developing and delivering 

the required logistics inputs that ensure supportability is 

designed into a system.

Course Length: 4.5 classroom days

Method of Delivery: Resident

LOG 204 

Configuration Management

This cross-disciplinary course teaches professionals about 

the interrelationship of configuration management and 

life-cycle activities, while covering configuration management concepts and basic practices such as configuration 

identification, status accounting, audits and verification, 

configuration change management, performance measures, 

and configuration management planning. The course also 

provides an overview of requirements for designing, developing, implementing, overseeing, and operating a configuration management program across the system life cycle. 

Professionals will gain knowledge of the impact on configuration management by issues such as total life-cycle systems 

management, product data management, item-unique 

identification, evolutionary acquisition, performance-based 

logistics, condition-based maintenance, prognostics and 

health management, and diminishing manufacturing 

sources and material shortages.

Course Length: Approximately 15 hours

Method of Delivery: Distance Learning

LOG 206 

Intermediate Systems 

Sustainment Management

This course provides a comprehensive understanding of 

logistics sustainment management principles and fundamentals, including the roles, responsibilities, and functions 

of a logistician assigned to a major weapon systems acquisition program. The course explains the role of a life-cycle 

logistician during the sustainment phase of a weapon 

system’s life cycle; identifies concepts, policies, and practices 

of logistics/supply chain management as they apply to new 

and legacy systems during the sustainment phase of their 

respective life cycles; identifies best practices in developing 

and implementing performance-based logistics support; 

explains materiel availability, materiel reliability, and 

mean downtime principles; relates the principles contained 

in recent DoD guidance regarding logistics sustainment 

enablers; and explains the concepts of systems sustainment 

as described by DoD Instruction 5000.02, paragraph 3.9.

Course Length: Approximately 27 hours

Method of Learning: Distance Learning

LOG 211 

Supportability Analysis 

Designed as DAU’s foundational course for the instruction of 

supportability analysis, LOG 211 builds on the supportability 

concepts presented in LOG 201. It uses a notional scenario 

to engage life-cycle logisticians and other students within 

the Systems Engineering career field and to ensure that 

design characteristics such as reliability, availability, and 

maintainability (RAM), as well as affordability, are included 

as system performance requirements, and that the system 

is concurrently designed, developed, and acquired with the 

optimal product-support infrastructure and resources. 

In addition, LOG 211 provides detailed process-oriented 

instruction in specific techniques and tools of supportability analysis. The instructional methodology uses student 

exercises, gaming, and simulations focused on selected 

subsystems and components to illustrate the influence of 

supportability principles and trade studies in maturing both 

the system design and its sustainment infrastructure while 

achieving affordability.

Course Length: 4.5 classroom days

Method of Delivery: Resident

LOG 215 

Technical Data Management

This course provides a comprehensive knowledge and 

understanding of technical data management strategies, 

planning, processes, products, and tools across the life

cycle based on DoD policy, guidance, processes, procedures, 

and best business practices from across the four Services 

and industry.

Course Length:Approximately 31 hours

Method of Delivery: Distance Learning

Appendix A: Training Courses
153

threaded exercise addressing complex relationships in lifecycle logistics support planning, acquisition policy, supportability analysis, program management, performance-based 

logistics, and business case analysis. The course spans a 

system’s entire life cycle from concept through demilitarization and disposal, including planning for acquisition 

logistics and operations-and-support sustainment.

Course Length: 9.5 classroom days

Method of Delivery: Resident

LOG 465 

Executive Product Support 

Manager’s Course

Designed as an executive-level course for DoD product 

support managers (PSMs), LOG 465 focuses on enhancing 

a PSM’s ability to field and sustain DoD systems. Two dozen 

PSMs plus speakers from the military Services, Pentagon, 

DAU, and the defense industry share their lessons learned 

and leadership tips and debate best practices for product 

support. Facilitated discussions on product support include 

such topics as intellectual property rights, funding, partnerships, sustainment plans, contracts and performance-based 

logistics. Participants also analyze challenges and opportunities to improve sustainment performance while reducing 

costs and risks. Customized tools are used to enhance skills 

for leading teams, influencing stakeholders, and continuing 

professional development.

Course Length: 9.5 classroom days

Method of Delivery: Resident

PMT 251 

Program Management Tools 

Course, Part 1

This course provides application skills needed in a program 

office as an integrated product team lead. It is a follow-on 

course to ACQ 203 and is designed to enhance journeymanlevel skills. This course prepares defense acquisition professionals for work in the program offices and for the Program 

Management Office Course, PMT 352, Parts A and B.

Course Length: Approximately 20 hours over 60 calendar 

days to complete this course

Method of Delivery: Distance Learning

LOG 235 

Performance-Based Logistics

Performance-Based Logistics provides a dynamic, realtime learning environment oriented toward developing a 

range of logistics competencies. It challenges the participant to review current policy and demonstrate an understanding of how early integration of performance-based 

support concepts into the systems-development process 

leads to the achievement of DoD’s logistics goals. It is 

intended for mid-level logistics professionals who need the 

skills required to excel in today’s demanding and dynamic 

product-support environment.

Course Length: Approximately 19 hours

Method of Delivery: Distance Learning

LOG 340 

Life-Cycle Product Support

This course is designed to help prepare the life-cycle logistician to perform in a senior-level life-cycle logistics role 

over the life cycle of a system as a product support manager. 

It emphasizes developing and implementing a life-cycle 

product-support strategy. Students will apply tools and techniques from the 12-Step Product Support Strategy Process 

Model in analyzing and comparing alternative product-support strategies for adoption. The course challenges students 

to think critically in instructor-facilitated group exercises 

to justify and make sound recommendations in devising the 

best mix of product support providers that will satisfy the 

warfighter’s outcome-based requirements.

Course Length: 4.5 classroom days

Method of Delivery: Resident

LOG 350 

Enterprise Life-Cycle Logistics 

Management

This course prepares the life-cycle logistician to perform in 

senior-level life-cycle logistics management and policymaking positions. Professionals are required to conduct 

research, engage in critical-thinking exercises, and perform 

leadership responsibilities in a small group decisionmaking 

environment. Professionals engage in a dynamic, fast-paced, 
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PMT 400 

Program Manager’s Skills Course

This course provides O–5/GS-14, Level III Program Management career field acquisition professionals with policy 

updates and best practices in the areas of requirements, 

acquisition, finance, and technical management. Through 

the examination of lessons learned and sharing of experiences, students develop a plan to implement change in their 

organization.

Course Length: 9.5 classroom days

Method of Delivery: Resident

PMT 401 

Program Manager’s Course

This course is designed to improve DoD acquisition outcomes by strengthening the analytical, critical thinking, and 

decisionmaking skills of potential leaders of major defense 

acquisition programs and program support organizations. 

Applying the proven doctrine of “train as you fight,” participants analyze acquisition case studies representing contemporary acquisition program challenges and dilemmas; 

apply a broad cross-section of knowledge of the acquisition 

environment and experience; and deepen their understanding of acquisition principles and practices through peer and 

instructor mentoring and coaching. Speakers, team projects, 

media training, and leadership simulations round out and 

enrich the course.

Target Attendees: Board–selected ACAT I or II program 

managers, Level III Program Management (PM) career field 

members who have demonstrated the potential to become 

major program or project managers. In addition, up to 20 

percent of each offering may be reserved for other highpotential acquisition professionals certified at Level III in 

career fields other than PM. Participants must be O–5 or 

GS-14 or above.

Course Length: 10 weeks

Method of Delivery: Resident

PMT 257 

Program Management Tools 

Course, Part 2

This course provides application skills needed in a program 

office as an integrated product team lead. It is a follow-on 

course to PMT 251 and is designed to enhance journeymanlevel skills. This course prepares defense acquisition professionals for work in the program offices and for the Program 

Management Office Course, PMT 352, Parts A and B.

Course Length: 4.5 classroom days

Method of Delivery: Facilitated/Online

PMT 352A

Program Management Office 

Course, Part A

This is the first part of the Level III certification course in 

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

ACQ 203 and PMT 257 and is designed to train Level II certified professionals to be effective leaders in a program office 

by honing analysis, synthesis, and evaluative skills. PMT 

352A focuses on key program management office knowledge 

and skills not covered in the prerequisite courses. This 

course must be completed before attending PMT 352B.

Course Length: Approximately 22 hours

Method of Delivery: Distance Learning

PMT 352B 

Program Management Office 

Course, Part B

This is the second part of the Level III certification course 

in the Program Management career field. It is a follow-on 

to ACQ 203 and PMT 257 and is designed to train Level II 

certified professionals to be effective leaders in a program 

office by honing analysis, synthesis, and evaluative skills. 

In a classroom setting, PMT 352B gives attendees scenariobased practical exercises with topical themes such as 

interoperability, prototyping, and evolutionary acquisition.

Course Length: 18.5 classroom days

Method of Delivery: Resident

Appendix A: Training Courses
155

PMT 402 

Executive Program Manager’s 

Course

This assignment-specific course is designed to meet the 

learning and performance needs of newly selected PEOs, 

DPEOs, and ACAT I and II program managers and deputy 

program managers. Led by senior OSD and industry guests 

or faculty, topical lessons discuss program governance, 

leadership, best practices, and updates on policy and statutes 

across the acquisition specialty areas. In precourse work, 

class members draft individual learning plans tailored to 

their program or portfolio.

Target Attendees: PEOs, DPEOs, ACAT I and II program 

managers and deputy program managers; or portfolio managers at O-6 or GS-15 level

Course Length: 20 classroom days preceded by an online 

workshop

Method of Delivery: Resident

PQM 101 

Production, Quality, and 

Manufacturing Fundamentals

This entry-level course emphasizes basic production, 

manufacturing, and quality assurance principles, policies, 

processes, and practices.

Course Length: Approximately 13 hours

Method of Delivery: Distance Learning

PQM 201A 

Intermediate Production, Quality, 

and Manufacturing, Part A

This journeyman-level course exposes participants to 

manufacturing and quality processes, production scheduling and control techniques, surveillance activities, and 

systems-level production and quality planning. It provides 

an understanding of production, quality, and manufacturing 

processes and their relationships to systems engineering 

activities throughout the life cycle. Course content includes 

the contracting aspects of the job; planning for manufacturing and quality; lean concepts; material control; and technical, ethical, and quality issues.

Course Length: Approximately 12 hours

Method of Delivery: Distance Learning

PQM 201B 

Intermediate Production, Quality, 

and Manufacturing, Part B

This journeyman-level course requires participants to apply 

the manufacturing and quality planning processes and 

techniques learned in PQM 201A. Participants will work 

in integrated product teams to develop manufacturing and 

quality plans, apply lean techniques, use cost-estimating 

techniques, and make progress payment recommendations 

based on completion of a physical progress review. Course 

content includes the contracting aspects of the job; use 

of continuous process improvement tools in a production 

environment; planning for manufacturing and quality; 

lean concepts; material control; and technical, ethical, and 

quality issues.

Course Length: 4.5 classroom days

Method of Delivery: Resident

PQM 301 

Advanced Production, Quality,

and Manufacturing

Structured around an integrated-product-development, 

systems-engineering-driven acquisition philosophy, this 

course examines issues relevant to management of three 

core technical tasks in DoD acquisition. These tasks are 

systems-and-process development, manufacturing, and 

product quality management. Special attention is given to 

advanced quality systems, Six Sigma, and Lean manufacturing techniques. Other topics include current acquisition 

policies, risk management, design of experiments, quality 

functional deployment, theory of constraints, predictive 

analysis, and environmental safety and health. Discussions 

of “real-life” case studies are integrated into the course.

Course Length: 9.5 classroom days

Method of Delivery: Resident
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Course Length: Varies depending on the number of topics 

to be addressed; typically 1 classroom day

Method of Delivery: Resident

RQM 413 

Senior Leader Requirements 

Course

This course discusses the top-level functions of requirements management. It examines the interactions between 

the Joint Capabilities Integration and Development System, 

the Defense Acquisition System, and planning, programming, budgeting, and execution. RQM 413 meets the 

requirements certification requirement for executives at the 

four-star level .

Course Length: Approximately 2 hours

Method of Delivery: Resident

SBP 101 

Introduction to Small Business 

Programs, Part A

This course targets new entrants to the Small Business

professional career field and covers the small business 

vision, goals, culture, and values. It also reviews small business cases and success stories, highlighting the contributions that small businesses make to the success of the DoD. 

The course provides key baseline business processes, tools, 

legislation/policies, and procedures. Finally, the course 

includes discussion of the expectations of small business professionals throughout the DoD to help provide an 

understanding of where and how they fit into the defense 

acquisition landscape.

Course Length: Approximately 8 hours

Method of Delivery: Distance Learning

SBP 102 

Introduction to Small Business 

Programs, Part B

This course teaches basic knowledge of the legislation, policies, acquisition process, and market research techniques 

required to advise stakeholders effectively, to advocate for 

RQM 110 

Core Concepts for Requirements 

Management

This course allows professionals to study the role of both 

the requirements manager and requirements management 

within the Department of Defense (DoD) “Big A” acquisition 

construct. It examines the capabilities identification and 

requirements development processes from an end-to-end 

perspective, highlighting the intersection between the DoD 

Big A decision support systems of acquisition, resourcing, 

and requirements.

Course Length: Approximately 19 hours

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, and 

developing requirements. The course continues by examining the requirements manager’s interactions with the 

Defense Acquisition System, within the Joint Capabilities 

Integration and Development System, and with Functional 

Capability Boards.

Course Length: 5 classroom days

Method of Delivery: Resident

RQM 403 

Requirements Executive Overview 

Workshop

This course discusses the top-level functions of requirements management and meets the certification requirement for general- and flag-level executives. It examines the 

interactions between the Joint Capabilities Integration and 

Development System, the Defense Acquisition System, and 

planning, programming, budgeting, and execution.

Target Attendees: This course is for DoD general/flag officers, equivalent career Senior Executive Service personnel, 

and political appointees.

Appendix A: Training Courses
157

STM 203 

Intermediate Science and 

Technology Management

This course provides Science and Technology professionals 

with an understanding of the procedures and mechanisms 

that can be used to develop and transition new technologies into the DoD’s warfighting systems. It gives students 

the opportunity to apply critical skills in areas such as 

technology evaluation, budgeting, schedule management, 

contracting strategies, transition agreements, risk/opportunity management, intellectual property, and technology 

verification. Students apply these skills in evaluating a set of 

technologies as they progress from applied research to the 

point of transition to a program of record. 

Course Length: 3.5 classroom days

Method of Delivery: Resident 

STM 304 

Leadership in Science

and Technology Management

This course focuses on the application of leadership

skills within DoD science and technology organizations.

It emphasizes the principles of strategic planning, technology roadmap development, and technology portfoliodevelopment prioritization and evaluation. The course

challenges students to think critically in instructor 

facilitated exercises, in order to make sound recommendations about which technologies to pursue consistent with 

organizational core functions, customer requirements, and 

technological opportunities.

Course Length: 3.5 classroom days

Method of Delivery: Resident

SYS 202 

Intermediate Systems Planning, 

Research, Development,

and Engineering, Part 1

This distance learning course provides an understanding 

of how DoD’s systems engineering technical and technical 

management processes can be applied to a notional system 

within the context of the acquisition life cycle. Course 

small business participation in defense acquisitions, and to 

educate small businesses on doing business with the DoD.

Course Length: 4.5 classroom days

Method of Delivery: Resident

SBP 110 

Fundamentals of the FAR for SBP

This course gives small business professionals (SBPs) 

baseline knowledge of how to locate, cite, and determine 

the applicability of policies and procedures in the Federal 

Acquisition Regulation (FAR); Defense Federal Acquisition 

Regulation Supplement (DFARS); DFARS Procedures, Guidance, and Information; and DoD class deviations. Students 

learn how the FAR and DFARS are organized and how these 

regulations determine what SBPs can and cannot do on the 

job. Through a series of examples, SBPs learn how to use 

the regulations to answer questions and provide advice for 

acquisition teams. (This course is expected to deploy in 2nd 

quarter FY 2017.)

Course Length: Approximately 34 hours

Method of Delivery: Distance Learning

STM 101 

Introduction to Science and 

Technology Management

This course introduces the various technology management 

processes involved with developing and transitioning new 

technologies. It provides an overview of the role of science 

and technology in the systems acquisition life cycle. The 

course focuses on the processes, techniques, policies,

and best practices that will be employed to ensure we are 

investing in appropriate technologies and that those technologies are refined and matured to be ready for use in

a timely fashion.

Course Length: Approximately 4 hours

Method of Delivery: Distance Learning
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content includes the scope and role of systems engineering and its major technical inputs and outputs, timing of 

technical baselines, the role of technical reviews, important 

design considerations, and other related areas. (This course 

is expected to be replaced by ENG 201 in 2nd quarter FY 2017.)

Course Length: Approximately 9 hours

Method of Delivery: Distance Learning

TLR 350 

Advanced Technical Leadership

This course builds upon the foundation established through 

the Level III curriculum. The primary focus of this course 

is for students to think critically about their leadership 

tendencies and how they plan to implement key leadership 

concepts provided in the course towards their future leadership growth on the job. In addition to learning a variety of 

advanced technical leadership approaches, students will 

share their own leadership experiences and leverage the 

experiences of their peer students to identify personal 

leadership improvement opportunities and to synthesize an 

action plan to evolve their technical leadership capabilities.

Course Length: 4 classroom days

Method of Delivery: Resident

TST 102 

Fundamentals of Test

and Evaluation

This course emphasizes basic DoD test and evaluation 

(T&E) principles, policies, processes, and practices. It covers 

the integrated T&E processes outlined in the Defense Acquisition Guidebook and provides the foundational knowledge 

needed by T&E professionals and others to participate more 

effectively in DoD T&E activities.

Course Length: Approximately 18 hours

Method of Delivery: Distance Learning

TST 204 

Intermediate Test and Evaluation

This course builds upon professionals’ knowledge, skills, 

and on-the-job experience relating to DoD test and evaluation (T&E) policies, processes, and practices. A number of 

problem-solving situations engage participants in the application of T&E concepts and principles. Course topics include 

the role of T&E in systems acquisition; T&E planning and the 

T&E strategy; T&E master plan development; managing a 

T&E program; and planning, conducting, and processing the 

results of T&E events.

Course Length: 9.5 classroom days

Method of Delivery: Resident

TST 303 

Advanced Test and Evaluation

Designed for senior DoD acquisition personnel, this course 

focuses on leadership and management issues in a test

and evaluation (T&E) environment. TST 303 involves 

facilitated discussion of current DoD policies, strategies, 

processes, and practices as they are applied and used in the 

T&E planning and management of DoD systems. This

course covers a variety of knowledge-building and interactive problem-solving skills using case studies developed 

around lessons learned from actual system acquisitions. 

Class discussion and study group efforts culminate in 

participant presentations based on case analysis and solution analysis. Knowledge and skills developed in this course 

will facilitate successful professional participation as a T&E 

member in integrated planning and development activities 

for major programs.

Course Length: 4.5 classroom days

Method of Delivery: Resident

Appendix A: Training Courses
159
160
See pp. 126-129 for course registration procedures.

Appendix B

Course Prerequisites

161
162

Appendix B: Course Prerequisites

Identification Course Title Prerequisites

Acquisition Management

ACQ 101 Fundamentals of Systems Acquisition Management None

ACQ 120 Fundamentals of International Acquisition (FIAC) ACQ 101

ACQ 130 Fundamentals of Technology Security/Transfer (FTS/T) ACQ 101

ACQ 160 Program Protection Planning Awareness None

ACQ 202 Intermediate Systems Acquisition, Part A ACQ 101

ACQ 203 Intermediate Systems Acquisition, Part B ACQ 202

ACQ 230 International Acquisition Integration

ACQ 120

ACQ 130

ACQ 202

ACQ 265 Mission-Focused Services Acquisition CLC 013

ACQ 315 Understanding Industry (Business Acumen) None

ACQ 340 Advanced International Management Workshop None

ACQ 350 Advanced Technology Security/Control Workshop

ACQ 230

or

PMT 202 and PMT 203

ACQ 370 Acquisition Law None

ACQ 401 Senior Acquisition Course None

ACQ 404 Senior Acquisition Management Course None

ACQ 405 Executive Refresher Course None

ACQ 450 Leading in the Acquisition Environment None

ACQ 451 Integrated Acquisition for Decision Makers None

ACQ 452 Forging Stakeholder Relationships None

ACQ 453 Leader as Coach None

Business, Cost Estimating, and Financial Management

BCF 110 Fundamentals of Business Financial Management ACQ 101

BCF 130 Fundamentals of Cost Analysis ACQ 101

BCF 131 Applied Cost Analysis BCF 130

BCF 204 Intermediate Cost Analysis BCF 130

BCF 131

BCF 205 Contractor Business Strategies ACQ 203

BCF 206 Cost Risk Analysis 

BCF 130

BCF 131

CLB 024

BCF 209 Acquisition Reporting for MDAPs and MAIS CLB 014

BCF 215 Operating and Support Cost Analysis None

BCF 220 Acquisition Business Management Concepts

BCF 110

BCF 130

EVM 101

BCF 225 Acquisition Business Management Application

BCF 110

BCF 130

BCF 220

EVM 101

BCF 301 Business, Cost Estimating, and Financial Management Workshop BCF 225
163

Identification Course Title Prerequisites

BCF 302 Advanced Concepts in Cost Analysis

BCF 204

BCF 206

BCF 215

BCF 225

CLB 023

CLB 026

CLB 029

CLB 030

Contract Management - Air Operations

CMA 211 Government Flight Representative (GFR) None

CMA 221 Joint Ground Government Flight Representative (GGFR) and Government Ground Representative (GGR) None

Contract Management - Contract Administration and Pricing

CMC 100 Contract Administration Fundamentals

DCMA CBT “How to Use Mechanization of Contract Administration 

Services (MOCAS)”

Contract Management - Engineering and Analysis

CME 130 Surveillance Implications of Manufacturing and Subcontractor 

Management None

CME 201 Engineering Surveillance None

CME 202 (expected to deploy in 

March 2017) Configuration Management System Review To be determined

CME 203 Engineering Support to Technical Reviews CLE 003

CME 201

CME 230 Production Planning and Control (PP&C) MFG 103 (DCMA course)

CME 250 Software Acquisition Management (SAM) Policy and Procedures SPDP 202 (DCMA course)

CME 260 Software Acquisition Management (SAM) Policy Implementation

CME 250

EVM 101

SPDP 140 (DCMA course)

SPDP 250 (DCMA course)

Contract Management - Portfolio Management and Integration

CMI 100 Integrated Program Reporting Basics None

Contract Management - Quality

CMQ 100 Quality Assurance Basics None

CMQ 101 Government Contract Quality Assurance Fundamentals ACQ 101

CMQ 100

CMQ 131 Data Collection and Analysis CMQ 100

CMQ 142 Basic Measuring CMQ 100

CMQ 200 Statistical Sampling CMQ 100

CMQ 210 Calibration Systems CMQ 100

CMQ 220 Root Cause Analysis (RCA) CMQ 100

CMQ 230 Quality Control Graphics and Charting CMQ 100

CMQ 231 Data Collection and Analysis Application

CMQ 101

CMQ 131

CMQ 230

CMQ 232 Creation and Evaluation of Quality Control Graphics in Statistical 

Process Control (SPC)

CMQ 100

CMQ 230
164

Identification Course Title Prerequisites

CMQ 242 Measuring Techniques

CMQ 100

CMQ 142

QUAL 109 (DCMA course)

CMQ 260 Failure Mode Effects Analysis CLX 160

CMQ 100

Contracting

CON 090 Federal Acquisition Regulation (FAR) Fundamentals None

CON 100 Shaping Smart Business Arrangements None

CON 121 Contracting Planning CON 090 (only if you are assigned to 

the Contracting career field)

CON 124 Contracting Execution

CON 090 (only if you are assigned to 

the Contracting career field)

CON 121

CON 127 Contracting Management

CON 090 (only if you are assigned to 

the Contracting career field)

CON 121

CON 124

CON 170 Fundamentals of Cost and Price Analysis

CLC 057

CLC 058

CON 090 (only if you are assigned to 

the Contracting career field)

CON 127

CON 200 Business Decisions for Contracting CON 170 (only if you are assigned to 

the Contracting career field)

CON 216 Legal Considerations in Contracting CON 200 (not required for those in the 

FE career field)

CON 232 Overhead Management of Defense Contracts None

CON 234 Joint Contingency Contracting Course CLC 039

CON 127

CON 237 Simplified Acquisition Procedures None

CON 243 Architect-Engineer Contracting CON 216

CON 244 Construction Contracting 

CLC 056 

CON 127 (not required for those in the 

FE career field)

CON 216 (not required for those in the 

FE career field)

CON 252 Fundamentals of Cost Accounting Standards None

CON 270 Intermediate Cost and Price Analysis CLC 056

CON 170

CON 280 Source Selection and Administration of Service Contracts

ACQ 101

CLC 051

CLC 056

CLC 057

CON 200

CON 216

CON 270 

HBS 428

Appendix B: Course Prerequisites
165

Identification Course Title Prerequisites

CON 290 Contract Administration and Negotiation Techniques

in a Supply Environment

ACQ 101

CLC 051

CLC 056

CLC 057

CON 200

CON 216

CON 270 

HBS 428

CON 334 Advanced Contingency Contracting Officer’s Course CLC 007

CON 234

CON 360 Contracting for Decision Makers CON 280

CON 290

CON 370 Advanced Cost and Price Analysis None

Earned Value Management

EVM 101 Fundamentals of Earned Value Management ACQ 101

EVM 202 Intermediate Earned Value Management ACQ 202

EVM 101

EVM 262 EVMS Validation and Surveillance EVM 101

EVM 263 Principles of Schedule Management 

ACQ 101

CLM 012

CLV 016, or BCF 102, or BCF 203,

or CLB 016, or EVM 101, or EVM 202

Engineering

ENG 101 Fundamentals of Systems Engineering ACQ 101

ENG 201 (expected to deploy in 2nd 

quarter FY 2017) Applied Systems Engineering in Defense Acquisition, Part 1 ACQ 203ENG 101

ENG 202 Applied Systems Engineering in Defense Acquisition, Part 2

ACQ 203

CLE 003

SYS 202 (ENG 201 when deployed)

ENG 301 Leadership in Engineering Defense Systems

ACQ 203

CLE 003

CLE 068

ENG 202

Facilities Engineering

FE 201 Intermediate Facilities Engineering ACQ 101

FE 302 Advanced Facilities Engineering FE 201

Grants

GRT 201 Grants and Agreements Management None

Industrial/Contract Property Management

IND 105 Contract Property Fundamentals

CON 100

CON 121

CON 124

CON 127
166

Identification Course Title Prerequisites

IND 205 Contract Government Property Management Systems

and Auditing Concepts IND 105

Information Systems Acquisition 

ISA 101 Basic Information Systems Acquisition ACQ 101

ISA 201 Intermediate Information Systems Acquisition

ACQ 203

CLE 003

CLE 068

CLE 074

ISA 101

ISA 301 Advanced Enterprise Information Systems Acquisition ACQ 203

ISA 201

ISA 320 Advanced Program Information Systems Acquisition ACQ 203

ISA 201

Logistics

LOG 101 Acquisition Logistics Fundamentals ACQ 101

LOG 102 Fundamentals of System Sustainment Management ACQ 101

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

LOG 200 Product Support Strategy Development, Part A 

ACQ 203

LOG 101

LOG 102

LOG 103

LOG 201 Product Support Strategy Development, Part B LOG 200

LOG 204 Configuration Management ACQ 101

LOG 206 Intermediate Systems Sustainment Management LOG 201

LOG 211 Supportability Analysis CLL 008

CLL 012

LOG 215 Technical Data Management LOG 201

LOG 235 Performance-Based Logistics None

LOG 340 Life-Cycle Product Support

ACQ 203

CLL 005 

CLL 015 

CLL 020 

LOG 201

LOG 235

LOG 350 Enterprise Life-Cycle Logistics Management ACQ 203

LOG 340

LOG 465 Executive Product Support Manager’s Course None

Program Management

PMT 251 Program Management Tools, Part 1 ACQ 203

PMT 257 Program Management Tools, Part 2

ACQ 203

EVM 101

PMT 251

PMT 352A Program Management Office Course, Part A

ACQ 203

BCF 110

ISA 101

LOG 103

PMT 257

SYS 202 (ENG 201 when deployed)

Appendix B: Course Prerequisites
167

Identification Course Title Prerequisites

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

PMT 400 Program Manager's Skills Course PMT 352B

PMT 401 Program Manager's Course PMT 352B

PMT 402 Executive Program Manager's Course PMT 401

Production, Quality, and Manufacturing

PQM 101 Production, Quality, and Manufacturing Fundamentals ACQ 101

PQM 201A Intermediate Production, Quality, and Manufacturing, Part A ACQ 203

PQM 101

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

PQM 301 Advanced Production, Quality, and Manufacturing ACQ 203

PQM 201B

Requirements Management

RQM 110 Core Concepts for Requirements Management CLR 101

RQM 310 Advanced Concepts and Skills for Requirements Management RQM 110

RQM 403 Requirements Executive Overview Workshop None 

RQM 413 Senior Leader Requirements Course None 

Science and Technology Management

STM 101 Introduction to Science and Technology Management ACQ 101

STM 203 Intermediate Science and Technology Management

ACQ 202

CLE 021

CLE 068

ENG 101

STM 101

STM 304 Leadership in Science and Technology Management STM 203

CLM 014

Small Business Program

SBP 101 Introduction to Small Business Programs, Part A None

SBP 102 Introduction to Small Business Programs, Part B SBP 101

SBP 110 (expected to deploy in 2nd 

quarter FY 2017) Fundamentals of the FAR for SBP None

Systems Planning, Research, Development, and Engineering

SYS 202 (expected to retire in 2nd 

quarter FY 2017)

Intermediate Systems Planning, Research, Development, and Engineering, Part 1ACQ 203

ENG 101

Technical Leadership

TLR 350 Advanced Technical Leadership None

Test and Evaluation

TST 102 Fundamentals of Test and Evaluation ACQ 101

ENG 101

TST 204 Intermediate Test and Evaluation 

ACQ 202

ACQ 203

CLE 030

TST 102

TST 303 Advanced Test and Evaluation 

ACQ 203

CLB 009

CLM 014

TST 204
168
See pp. 126-129 for course registration procedures.

Appendix C

Continuous Learning

169
Appendix C: Continuous Learning

Generally, Continuous Learning Modules are offered online.

170

BUSINESS

CLB 007

Cost Analysis

Cost Analysis focuses on the basic cost analysis process, 

one of the fundamental building blocks of any acquisition 

program. At the end of this module, you should be able to 

define various financial management terms as they relate 

to the defense acquisition process, determine when various 

cost estimates should be prepared, know which estimating 

methodology is most appropriate, and know what cost data 

are of interest to various program stakeholders.

Course Length: Approximately 4 hours

CLB 008

Program Execution

Program Execution describes the budget execution process, 

including the legal concerns and potential impact of poor 

budget execution. At the end of this module, you should be 

able to describe the apportionment process (including rules 

for deferral and rescission), describe the funds execution 

process and laws that govern it, identify the purposes and 

contents of obligation and expenditure plans, and identify 

rules for reprogramming.

Course Length: Approximately 3 hours

CLB 009

Planning, Programming, 

Budgeting, and Execution

and Budget Exhibits

Planning, Programming, Budgeting, and Execution (PPBE) 

and Budget Exhibits focuses on explaining the PPBE 

process, including the relationship of each phase to the 

systems acquisition process. At the end of this module, you 

should be able to recall the primary purpose of each of the 

phases of PPBE, identify the interrelationship between 

PPBE and the Defense Acquisition System, and identify 

the purpose, content, and dimensions of the Future Years 

Defense Program.

Course Length: Approximately 3 hours

CLB 010

Congressional Enactment

Congressional Enactment focuses on the congressional 

processes that lead to a budget resolution, an authorization 

act, and an appropriation act, and the implications of those 

outcomes for defense acquisition programs. At the end of this 

module, you should be able to identify key DoD and Service 

organizations that provide liaison to the congressional 

committees; describe the budget resolution, the authorization and appropriation phases, and their key products; 

understand the basic rules of DoD appeals; recognize when 

a continuing resolution is required; and recognize when a 

program is considered a “new start.”

Course Length: Approximately 4 hours

CLB 011

Budget Policy

Budget Policy focuses on appropriations and the funding 

policies that are associated with each appropriation. It 

will relate a defense acquisition program’s cost estimate 

to its programming and budgeting requirements. At the 

end of this module, you should be able to identify the major 

appropriation categories of interest to the defense acquisition community, identify the funding policy that applies to 

each, recognize situations where exceptions to the funding 

policies are appropriate, and identify the most appropriate 

time-phased budget estimate to a given situation.

Course Length: Approximately 5 hours

CLB 014

Acquisition Reporting Concepts 

and Policy Requirements

This module introduces terms, policies, and requirements 

for MDAPs and MAIS programs, specifically the APB, 

the DAES, the SAR, and the UCR. Upon completion of the 

module, students will be able to apply these concepts and 

policies in the preparation and review of reports generated 

using the Defense Acquisition Management Information 

Retrieval (DAMIR) software.

Course Length: Approximately 3 hours
171

CLB 029

Rates

The Rates module introduces the basics of wrap rate 

development as it relates to cost estimating. At the conclusion of this module, you should be familiar with and be able 

to describe portions of a cost estimate that require the use 

of wrap rate calculations. You will also be able to describe 

the components for building an estimate using engineering 

standards as well as calculate a wrap rate or a fully burdened 

labor rate.

Course Length: Approximately 2 hours

CLB 030

Data Collection and Sources

This module introduces the basics of data sources and collection as they relate to cost estimating. At the conclusion of 

this module, students should be familiar with and be able to 

describe various data sources used in the construction of a 

cost estimate. Students also will be able to explain the necessity of having programmatic and technical data in addition 

to cost data and provide illustrations of various problems 

relating to the collection and analysis of data.

Course Length: Approximately 2 hours 

CLB 031

Time-Phasing Techniques

This module focuses on the methods that cost estimators 

can use to time phase a cost estimate. Students will learn to 

recognize the definition, purpose, and utility of time-phasing 

methods and how they are used in the Cost-Estimating 

career field.

Course Length: Approximately 1.5 hours 

CLB 032

Force Structure Costing

This module explains the definition, purpose, and utility of 

DoD force-structure-costing techniques as used in the CostEstimating career field.

Course Length: Approximately 1.5 hours

CLB 023

Software Cost Estimating

This module provides an overview of software cost estimating. It comprises the five steps of preparation and review 

of a software cost estimate and will enable managers to 

determine whether an estimate is realistic and defendable.

Course Length: Approximately 5 hours

CLB 024

Cost Risk Analysis Introduction

This module provides the foundation for an understanding of 

risk management as it relates to cost estimation. It addresses 

program risks that help ensure that program costs, schedule, 

and performance objectives are met.

Course Length: Approximately 3 hours

CLB 025

Total Ownership Cost

The goal of this course is to provide business cost-estimating 

and financial management personnel with the framework 

necessary to estimate total ownership cost (TOC) within the 

acquisition process. It is not intended to duplicate information documented in various DoD and Service-level policy, 

guidance, and implementing instructions, but to provide a 

frame of reference for developing TOC estimates.

Course Length: Approximately 3 hours

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
Appendix C: Continuous Learning

Generally, Continuous Learning Modules are offered online.

172

CLB 033

Databases for the Cost Estimate

This module introduces students to a cross-section of some 

of the more well-known DoD databases. It is primarily 

intended for members of the Business Cost-Estimating 

functional community and also may be of interest to other 

DoD functional communities. Access to most of the DoD 

databases is controlled or, in some cases, classified; this 

limits the databases that can be openly discussed.

Course Length: Approximately 2.5 hours

CLB 034

Probability Trees

This module focuses on probability or decision trees used 

in the context of cost estimating. The module is primarily 

intended for members of the Business Cost-Estimating 

functional community and may be of interest to other DoD 

functional communities.

Course Length: Approximately 2 hours 

CONTRACTING

CLC 001

Defense Subcontract Management

This module addresses subcontracting activities from the 

perspective of the staff of a defense acquisition program 

office. It also addresses the activities of supporting government offices and agencies, issues faced by prime contractors 

employing subcontractors, and issues faced by subcontractors themselves

Course Length: Approximately 4 hours 

CLC 003

Sealed Bidding

This module builds upon the sealed bidding process 

presented in Federal Acquisition Regulation Part 14. The 

course is designed to provide acquisition professionals with 

experience in understanding sealed bidding concepts and 

processes when contracting for supplies and services. The 

module covers concerns about using sealed bidding, procedures for soliciting bids, methods for bid receipt and correct 

handing of bids, how to correct common mistakes in bids, 

and selection of the correct contractor for award.

Course Length: Approximately 2 hours

CLC 004

Market Research

This module provides a foundational understanding of the 

benefits of effective market research to reduce acquisition 

costs and cycle times and to afford greater access to

advanced technologies. The module covers the differences 

between tactical and strategic market research and shows 

how to consolidate market research results to develop an 

acquisition strategy.

Course Length: Approximately 3 hours

CLC 005

Simplified Acquisition Procedures

This module is an interactive tutorial designed to provide 

federal procurement and acquisition professionals with 

a better understanding of contracting for supplies and 

services using simplified acquisition procedures.

Course Length: Approximately 2 hours

CLC 006

Contract Terminations

There are many ways to terminate the obligations of a contract. Most often, parties conclude their contract obligations 

by performing them. However, sometimes problems arise, 

and parties cannot or will not complete their obligations 

under the contract. This module will enable you to prepare 

and process a termination notice when appropriate. 

Course Length: Approximately 2 hours

CLC 007

Contract Source Selection

This interactive module is designed to provide federal 

procurement and acquisition professionals with a better 

understanding of the source selection process and its 
173

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 and quality assurance 

surveillance plan.

Course Length: Approximately 3 hours

CLC 020

Commercial Item Determination

This module is designed to aid acquisition personnel in 

developing sound business strategies for procuring commercial items. It provides professionals a clear understanding of the guidance and tools contained in the Commercial 

Item Determination Handbook, a practical reference used in 

such acquisitions.

Course Length: Approximately 3.5 hours

CLC 023

Commercial Item Determination 

Executive Overview

This self-paced module explores the commercial item 

determination process as outlined in the Commercial Item 

Determination Handbook, a practical reference used in such 

acquisitions. DoD has designed this module to aid acquisition personnel in developing sound business strategies for 

procuring commercial items and to gain a clear understanding of the guidance and tools contained in the handbook.

Course Length: Approximately 30 minutes

CLC 024

Basic Math Tutorial

This module will help students refresh/increase their basic 

math skills. Mathematics is a necessary and useful tool 

when determining price and cost reasonableness. Several 

performance support tools exist that can assist you with 

many of the calculations to accomplish your job; however, 

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. This module aims to serve 

as a primer for those who are unfamiliar with indirect costs.

Course Length: Approximately 1 hour 

CLC 009

Service-Disabled, Veteran-Owned 

Small Business Program

The Service-Disabled, Veteran-Owned Small Business 

Program provides certain benefits for businesses owned 

by Service-disabled veterans seeking contracts with the 

federal government. This training module explains the basic 

requirements of the program.

Course Length: Approximately 1 hour 

CLC 011

Contracting for the Rest of Us

This module provides people who do not work in the Contracting career field with a basic knowledge of some of the 

essential processes and considerations that DoD contracting 

professionals encounter to satisfy their customers’ requirements. The module also provides an introduction to some of 

the topics that are covered in greater depth in other contracting modules.

Course Length: Approximately 2 hours 
Appendix C: Continuous Learning

Generally, Continuous Learning Modules are offered online.

174

you may still need to perform your own calculations without 

the aid of a tool or calculator.

Course Length: Approximately 2 hours

CLC 025

Small Business Program

for Contracting Officers

This module explains the role of the contracting officer 

in working with small businesses in the DoD Acquisition 

Program. DoD policy requires that a fair proportion of 

DoD total purchases and contracts be placed with small 

businesses and that such businesses have the maximum 

practicable opportunity to participate in DoD acquisitions.

Course Length: Approximately 4 hours

CLC 026

Performance-Based Payments 

Overview

This module presents an overview of the fundamental 

concepts of performance-based payments (PBPs) and the 

guidance necessary for implementing a PBP financing 

structure as part of a fixed-price contract.

Course Length: Approximately 1 hour

CLC 027

Buy American Statute

This module provides explanatory materials and practical 

examples that explain Federal Acquisition Regulation Part 

25 and Defense Federal Acquisition Regulation Supplement 

225, which make up the Buy American Act. This module is 

intended for contract specialists and contracting officers.

Course Length: Approximately 3 hours

CLC 028

Past Performance Information

This self-paced module addresses the rationale behind collecting past performance information, why it should be used, 

and how its use improves contractor performance. It is based 

on the DoD guidebook titled A Guide to Collection and Use of 

Past Performance Information, which can be found at http://

www.acq.osd.mil/dpap/Docs/PPI_Guide_2003_final.pdf.

Course Length: Approximately 3 hours

CLC 030

Essentials of Interagency 

Acquisitions/Fair Opportunity

This module is designed to provide DoD acquisition professionals with a better understanding of the need to ensure 

that non-DoD contracting instruments are appropriately 

used by DoD contracting personnel. It provides an overview 

of current policy; key concepts and requirements on scope, 

competition, and fiscal law; and the roles and responsibilities 

of the requesting agencies and assisting agencies.

Course Length: Approximately 2.5 hours

CLC 031

Reverse Auctioning

Reverse Auctioning is a self-paced module that provides an 

introduction to a new, Internet-based contracting technique 

employed by the DoD acquisition community to achieve 

significant cost savings through the use of e-commerce 

capabilities. The course is intended for entry- and mid-level 

acquisition managers who might use the technique in their 

daily business environment.

Course Length: Approximately 1 hour

CLC 033

Contract Format and Structure

for DoD e-Business Environment

Effective structuring of contracts is more important than 

ever. This is due to the increased automation of the contracting process and centralization of bill paying through the 

Defense Finance and Accounting Service; a loss of institutional knowledge among the DoD procurement workforce; 

and requirements for proper valuation and tracking of 

equipment.

Course Length: Approximately 3 hours
175

CLC 042

Predictive Analysis and Quality 

Assurance

This module provides an overview of quality assurance 

activities and how they relate to the use of predictive analysis as a tool to form assumptions of future events.

Course Length: Approximately 1 hour

CLC 043

Defense Priorities and Allocations 

System

This module aims to ensure that government and industry users are thoroughly familiar with the priorities and 

allocations authority of the Defense Production Act. It also 

explains the purpose of the Defense Priorities and Allocations System, which is to assure the timely availability of 

industrial resources to meet current and future national 

security and emergency preparedness requirements.

Course Length: Approximately 3 hours

CLC 044

Alternative Dispute Resolution

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

to use this tool effectively when disputes arise.

Course Length: Approximately 4 hours

CLC 045

Partnering

The Partnering module gives an overview of the benefits 

of developing good government-contractor relationships. 

The partnering concept, designed to enhance contractor 

performance—a key component of alternative dispute 

resolution—is one method used to prevent disputes as well as 

minimize disputes that may occur.

Course Length: Approximately 2 hours

CLC 035

Other Transaction Authority 

for Prototype Projects: 

Comprehensive Coverage

This module comprises six lessons that present the mandatory requirements and other guidelines to consider and 

apply, as appropriate, when utilizing other transaction 

authority for prototype projects.

Course Length: Approximately 3 hours

CLC 039

Contingency Contracting 

Simulation: Barda Bridge 

The Barda Bridge simulation offers professionals an immersion experience in predeployment and deployment decision 

making. It will provide feedback on how your decisions 

as a deploying individual and contingency contracting 

officer affect your family back home as well as your mission 

forward.

Course Length: Approximately 2 hours

CLC 040

Predictive Analysis and Scheduling

This module provides an overview of the various types of 

schedules that are used by Defense Contract Management 

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

Course Length: Approximately 1.5 hours

CLC 041

Predictive Analysis and Systems 

Engineering

This module provides an overview of how predictive analysis plays a role in systems engineering. Professionals also 

learn about various systems engineering tools.

Course Length: Approximately 2 hours
Generally, Continuous Learning Modules are offered online.

176

Appendix C: Continuous Learning

CLC 046

DoD Sustainable Procurement 

Program

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 Sustainable Procurement 

Program is a comprehensive strategy for implementing 

environmentally preferred practices while sustaining the 

overall mission. The overall purpose of this lesson is to 

identify the objectives and background of DoD’s Sustainable 

Procurement Program.

Course Length: Approximately 1.5 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 048

Export Controls

This module’s overall goal is to communicate the roles and 

responsibilities of requiring activities officials, contracting 

officers, and technical specialists in effectively implementing export control acquisition policies for Department of 

Defense contracts.

Course Length: Approximately 5 hours

CLC 051

Managing Government Property 

in the Possession of Contractors

This module provides an overview of the policies, processes, 

and procedures used to manage government property in the 

possession of contractors. It also introduces the concept of 

government property, terminology used in the management 

of government property, and accounting and treatment of 

government property in the possession of contractors.

Course Length: Approximately 1.5 hours

CLC 052

Contracting with Canada

This module is intended to provide a “one stop shop” for 

information specific to the DoD when contracting with 

Canadian suppliers.

Course Length: Approximately 3 hours

CLC 054

Electronic Subcontracting 

Reporting System (eSRS)

This module presents an overview of the primary purpose 

of eSRS, which is to provide insight and transparency about 

how government contracting dollars are being distributed 

among small disadvantaged businesses. The Internet-based 

eSRS streamlines the reporting process of subcontracting 

plans and provides agencies with access to analytical data on 

subcontracting performance.

Course Length: Approximately 1.5 hours

CLC 055

Competition Requirements

This module is appropriate for all personnel involved in 

the requirements and acquisition process. It emphasizes 

key concepts for promoting competition, which is the 

cornerstone of the acquisition process. This training 

addresses responsibilities, policies, and procedures 

critical for ensuring that DoD funds are properly spent to 

obtain the right equipment, supplies, and services at the 

right price and on time.

Course Length: Approximately 2 hours

CLC 056

Analyzing Contract Costs

In this module, the student assumes the role of a contract 

specialist/intern who has been afforded the opportunity to 
177

work with the contracting officer of a large, complex, baseoperating services contract. The contracting officer acts as 

a mentor, providing guidance and direction as the student 

performs various cost and price analysis tasks.

Course Length: Approximately 17 hours

CLC 057

Performance-Based Payments

and Value of Cash Flow

This module provides an introduction and overview for 

performance-based payments (PBP) as applied to structuring and negotiating Win-Win PBP agreements with 

contractors. A tutorial on the use of the PBP Analysis Tool 

also is provided.

Course Length: Approximately 4 hours

CLC 058

Introduction to Contract Pricing

During the most recent Contracting Competency Assessment, senior leadership from all Services and agencies 

viewed cost and price analysis as a fundamental skill for 

contracting professionals to focus on early in their contracting career. As a result, DAU is infusing cost and price 

analysis into the entire Defense Acquisition Workforce 

Improvement Act (DAWIA) curriculum, beginning with the 

fundamental topics and issues presented in CLC 058, a Level 

I certification requirement and prerequisite to CON 170, 

Fundamentals of Cost and Price Analysis.

Course Length: Approximately 2 hours

CLC 060

Time and Materials Contracts

The Time and Materials Contracts module provides 

professionals with an overview of new time and materials 

contracting policies—including links to the Federal Acquisition Regulation and Defense Federal Acquisition Regulation 

Supplement changes and examples of how those documents 

should be used.

Course Length: Approximately 1 hour

CLC 062

Intra-Governmental Transactions

This module presents an introduction and overview of IntraGovernmental Transactions (IGTs). It covers the basics 

of IGTs and the root causes of certain challenges, while 

introducing strategies for addressing problems. An in-depth 

study of the intra-governmental process through the Business Enterprise Architecture (BEA) and the Intra-governmental Value Added Network (IVAN) system is provided.

Course Length: Approximately 3 hours

CLC 063

Sole Source Proposal Technical 

Evaluations

This module provides the government technical evaluation 

team with facts, data, and tools needed to conduct an exceptional technical evaluation. The module focuses strictly on 

the evaluation of sole source proposals for new contracts or 

orders or for changes to existing contracts or orders.

Course Length: Approximately 3 hours

CLC 064

Wage Determinations for Service 

and Construction Contracts

This module introduces students to the laws and regulations 

governing the minimum wage and fringe rates to be paid 

in most construction and service contracts. It is intended 

primarily for contracting (1102 series) professionals.

Course Length: Approximately 2.5 hours

CLC 065

Suspension and Debarment

This module addresses the fundamental concepts associated with suspension and debarment in the federal government. It covers the bases, causes, and effects of suspension 

and debarment; government roles and responsibilities; and 

the System for Award Management Exclusions.

Course Length: Approximately 1 hour
Appendix C: Continuous Learning

Generally, Continuous Learning Modules are offered online.

178

CLC 102

Administration of Other 

Transactions

Other transactions, authorized by 10 U.S.C. 2371, are 

conducted outside most federal procurement laws and 

regulations and are not subject to most of the laws and regulations applicable to grants and cooperative agreements. 

This module is designed to help professionals distinguish 

other transactions from contracts, grants, and cooperative 

agreements; understand what regulations govern other 

transactions; learn the responsibilities of the various parties 

involved in managing other transactions; describe the 

financial implications of other transactions; explain intellectual property, data, and real property rights under other 

transaction arrangements; and know the issues involved 

with modification and termination of other transactions.

Course Length: Approximately 1.5 hours

CLC 103

Facilities Capital Cost of Money

This module will help professionals learn to develop a prenegotiation position for facilities capital cost of money that 

is fair and reasonable, given market research and proposed 

information from the offeror.

Course Length: Approximately 1.5 hours

CLC 104

Analyzing Profit or Fee

Determining profit or fee involves rewarding the contractor 

for performance and acceptance of risk. But what is a reasonable profit or fee for a given contract? Different individuals’ perspectives may vary substantially on this question. 

That is why proper use of the structured approach required 

by the Federal Acquisition Regulation is so important. In 

this module, professionals will learn about this approach

and the guidelines for developing a reasonable profit or

fee position.

Course Length: Approximately 1 hour

CLC 106

Contracting Officer’s Representative 

with a Mission Focus

This module provides an overview of the acquisition 

process, teaming, ethics and integrity, authorities, contract 

classification, contract types, proper file documentation, 

performance assessment methods, remedies for poor 

performance, invoice requirements, contract modifications, 

and contract management. The construct of this module 

provides a flexible training set that can be tailored to your 

agency’s contracting officer’s representative training 

certification program.

Course Length: Approximately 8 hours

CLC 107

OPSEC Contract Requirements

When a program manager determines that it is appropriate 

to include operational security (OPSEC) requirements in a 

contract, it is important that the contract include sufficient 

guidance to convey to the contractor his or her OPSEC 

responsibilities. The objectives of this module are to outline 

the basic elements of OPSEC, identify the role of OPSEC 

within DoD, and recognize the OPSEC responsibilities of 

program managers and contracting officers.

Course Length: Approximately 1 hour

CLC 108

Strategic Sourcing Overview

This module provides an overview of strategic sourcing 

concepts and techniques for helping organizations begin to 

make the shift from tactical to strategic purchasing.

Course Length: Approximately 4.5 hours

CLC 110

Spend Analysis Strategies

This module explains the value and strategies of spend 

analysis. Spend analysis is one of several tools the U.S. 

Department of Defense and other federal agencies are using 
179

CLC 120

Utilities Privatization Contract 

Administration

This module explains how the government transfers 

ownership of a utilities system to a qualified contractor. It 

was developed to provide information to DoD professionals 

involved in the post-award, contract administration stage of 

utilities privatization services contracts. The success of this 

stage depends largely on performing effective quality assurance checks and properly managing contract price changes.

Course Length: Approximately 2 hours

CLC 125

Berry Amendment

After completing this module, DoD acquisition personnel 

responsible for procuring textiles and other covered items 

will be able to select the necessary statutory requirements to 

apply during the acquisition process in order to comply with 

the provisions of the Berry Amendment.

Course Length: Approximately 1 hour

CLC 131

Commercial Item Pricing

This training module presents an overview of the new procedures, guidance, and information concerning sole-source 

commercial items and elaboration on the requirements of 

Federal Acquisition Regulation (FAR) 15.4. It includes links 

to relevant parts of the FAR; procedures, guidance, and 

information; and Contract Pricing Reference Guide sections; 

as well as examples of applications of the material. The 

module’s overall learning objective is to identify the various 

pricing methodologies that can be used to determine fair and 

reasonable prices for a commercial acquisition.

Course Length: Approximately 1 hour

to gain critical insights into the procurement history and 

spend patterns for purchased goods and services.

Course Length: Approximately 3.5 hours

CLC 112

Contractors Accompanying the Force

This brief module addresses the roles and responsibilities of a commander in planning for the use of contractors 

authorized to accompany U.S. Armed Forces, with a focus on 

the guidance in DoD Instruction (DoDI) 3020.41, Contractor 

Personnel Authorized to Accompany the U.S. Armed Forces. 

The module also introduces basic acquisition and contract 

management requirements related to implementing DoDI 

3020.41 in field conditions.

Course Length: Approximately 2 hours

CLC 113

Procedures, Guidance, and Information

The Procedures, Guidance, and Information (PGI) module 

is a companion resource to the Defense Federal Acquisition Regulation Supplement (DFARS). The PGI is a Webbased tool for simple and rapid access to guidance and 

information relevant to Federal Acquisition Regulation 

and DFARS topics.

Course Length: Approximately 1 hour

CLC 114

Contingency Contracting Officer 

Refresher

It is important that contingency contracting officers

(CCOs) receive the training they need to excel during their 

assignments. CCOs need to apply sound procurement techniques, understand funding implications, and effectively 

administer their contracts while demonstrating exemplary 

integrity and ethics. CCOs help DoD to accomplish its 

contingency mission and funnel much-needed funds into 

regional economies.

Course Length: Approximately 2 hours
Appendix C: Continuous Learning

Generally, Continuous Learning Modules are offered online.

180

CLC 132

Organizational Conflicts

of Interest

This module provides an overview on how to recognize

situations that could lead to an organizational conflict

of interest.

Course Length: Approximately 1 hour

CLC 133

Contract Payment Instructions

This module provides an overview of how to identify and 

apply Defense Federal Acquisition Regulation Supplement 

procedures, guidance, and information requirements, as 

well as procedures for payment and billing under DoD

contracts. The module contains valuable illustrative 

examples of contract line item structure as it pertains to 

contract payment.

Course Length: Approximately 1 hour

CLC 206

Contracting Officer’s 

Representatives in a Contingency 

Environment

This is the same as COR 206, but delivered in a distancelearning environment. CLC 206 is designed specifically 

for contracting officer’s representatives (CORs) who are 

deployed in a contingency environment. It covers the basics 

of contracting, along with the ethical situations and cultural 

differences a COR may experience while deployed in a 

contingency operation.

Course Length: Approximately 3 hours

CLC 222

Contracting Officer’s 

Representative (COR) Online 

Training

This is the same as COR 222, but delivered in a distancelearning environment. This course is specifically designed 

for CORs who are responsible for ensuring that contractors 

are performing the technical portion of their job. It will 

provide knowledge related to COR roles and responsibilities, 

as well as fundamentals of contracting regulations, types, 

phases, and other elements; awareness of ethical, legal, 

and cultural factors that affect COR responsibilities; and 

information necessary to evaluate situations effectively, 

apply knowledge gained, and make correct decisions to carry 

out COR responsibilities.

Course Length: Approximately 32 hours

ENGINEERING AND 

TECHNOLOGY

CLE 001

Value Engineering

Value engineering (VE) is recognized as an effective 

technique for reducing costs, increasing productivity, and 

improving quality-related features of systems, equipment, 

facilities, services, and supplies for the purpose of achieving 

the essential functions at the lowest life-cycle cost consistent with required performance. This module provides 

an overview of VE from both the acquirer and contractor 

perspective, how VE can be applied and implemented, and 

how VE change proposals can be effectively used.

Course Length: Approximately 3 hours

CLE 003

Technical Reviews

This module provides a systematic process for employing 

technical reviews to assess design maturity, technical risk, 

development status, and programmatic risk for acquisition 

programs. The module also presents essential, practical 

guidelines on the effective use of technical reviews as part of 

the DoD acquisition life cycle and provides access to detailed 

checklists that can be tailored to support the conduct of 

individual technical reviews.

Course Length: Approximately 3 hours

CLE 004

Introduction to Lean Enterprise 

Concepts

This module focuses on the lean concepts most applicable to 

manufacturing and the management of industrial facili-
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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 010

Privacy Protection

This module addresses the scope of privacy protection, 

including laws, policies, and key guidance. It covers potential 

risks to privacy protection, procedures to promote privacy 

protection, and ways to recognize privacy breaches. Via a 

series of three short case studies, the Privacy Protection 

module enables students to recognize and respond appropriately to fundamental privacy concerns when performing activities in acquisition, requirements development, 

and research.

Course Length: Approximately 1 hour

CLE 011

Modeling and Simulation for Systems 

Engineering

This module provides key information from a systems engineering perspective. It outlines how modeling and simulation can be a benefit over the entire system life cycle and how 

it can support systems engineering processes. This module 

also provides a test-and-evaluation perspective on the use of 

modeling and simulation.

Course Length: Approximately 3 hours

CLE 012

DoD Open Systems Architecture 

(OSA)

This module introduces DoD open systems architecture 

(OSA), explains its principles from a business and a technical perspective, and provides examples of successfully 

implemented OSA programs. It also suggests sources that 

can assist an organization in implementing OSA.

Course Length: Approximately 2 hours

ties. It addresses the five fundamental lean principles; lean 

value streams; lean metrics; identifying manufacturing and 

information waste within an enterprise; and techniques 

for implementing lean principles beyond the factory floor, 

including value stream analysis and mapping.

Course Length: Approximately 3.5 hours

CLE 007

Lean Six Sigma for Manufacturing

As a continuation of the concepts presented in CLE 004, 

Introduction to Lean Enterprise Concepts, this module 

addresses the role that lean manufacturing plays as part of 

an integrated lean technical process and includes its objectives and priorities. It also summarizes the most important 

lean tools and techniques, such as single piece flow, level 

production (heijunka), waste (muda), continuous improvement (kaizen), just in time, and automation with a human 

touch (jidoka).

Course Length: Approximately 6 hours

CLE 008

Six Sigma: Concepts and Processes

This module focuses on Six Sigma concepts most applicable 

to manufacturing and the management of industrial facilities. It provides an in-depth overview of Six Sigma concept 

processes, the associated tools and how they can be applied 

to real-life situations for eliminating waste, and an outline of 

various quality-measurement methods.

Course Length: Approximately 8 hours

CLE 009

ESOH in Systems Engineering 

This module integrates the environment, safety, and

occupational health (ESOH) considerations into the DoD 

systems engineering process. It is based on the requirements of DoD Instruction (DoDI) 5000.02, Operation of the 

Defense Acquisition System, and identifies the key ESOH 

activities conducted as part of systems engineering during 

each phase of the system’s life cycle. DoDI 5000.02 requires 
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CLE 015

Continuous Process Improvement 

Familiarization

This module provides basic information concerning various 

continuous process improvement methodologies and tools 

and how their implementation can improve organizational 

performance to support the warfighter better.

Course Length: Approximately 3 hours

CLE 016

Outcome-Based Performance 

Measures

This module covers performance measurement terminology, 

DoD policy, and the rationale for their creation; identifies 

how outcome-based performance measures can be linked to 

strategic plans; and provides guidance on formulating effective outcome-based performance measures for information 

technology investments as required by Title 40. Students 

will be familiarized with the balanced scorecard approach, 

ways and processes by which effective outcome-based 

performance measures can be developed, and the role of the 

post-implementation review.

Course Length: Approximately 3 hours

CLE 017

Technical Planning

This module presents essential and practical guidance to 

assist students in formulating a sound technical-planning 

approach and in learning how it should be integrated into the 

overall program-planning process.

Course Length: Approximately 3 hours

CLE 018

E3 and Spectrum Supportability 

for Acquisition Professionals

This module introduces students to the proper ways to 

consider electromagnetic environmental effects (E3) and 

spectrum supportability (SS) as part of the DoD acquisition process. It also offers an appreciation of how E3 and 

SS certification affect systems acquisition. A checklist for 

E3/SS processes is provided, and the associated tasks are 

reviewed to ensure that E3/SS is taken into consideration 

during systems design, production, and integration to 

avoid degraded performance, program schedule delays, and 

funding issues.

Course Length: Approximately 2 hours

CLE 021

Technology Readiness 

Assessments

This module presents the technology readiness assessment 

(TRA) process as it relates to defense acquisition. It will 

enable you to participate in a TRA and to determine how 

to use the TRA process to enhance program success. The 

module also provides TRA best practices. This module is 

primarily intended for program office staff, science and 

technology staff, and subject matter experts.

Course Length: Approximately 3 hours

CLE 022

Program Manager Introduction

to Anti-Tamper

This module introduces program managers to the steps 

involved in integrating Anti-Tamper into a program or 

project in order to protect DoD critical program information. Students will learn the importance of Anti-Tamper, the 

threats to critical DoD technology, current DoD initiatives 

and programs designed to mitigate them, how to plan for 

effective use of Anti-Tamper, and how it can be effectively 

integrated into the overall program.

Course Length: Approximately 3 hours

CLE 023

Modeling and Simulation in Test 

and Evaluation

This module provides a thorough understanding of

how modeling and simulation should be used to aid the

test and evaluation activities in support of weapon

systems development.

Course Length: Approximately 8 hours
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CLE 032

Sustainable Manufacturing for DoD 

– Part 1

The overall goal of this module is to address environmental 

topics in sustainability from a very broad perspective and 

then narrow the focus to look at sustainable manufacturing 

considerations.

Course Length: Approximately 5 hours

CLE 034

DIACAP: Understanding the DoD 

Information Assurance Certification 

and Accreditation Process

In order to operate, each DoD information system must be 

certified and accredited using a standard set of activities 

defined within the Department of Defense Information 

Assurance Certification and Accreditation Process, or 

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

Course Length: Approximately 2 hours

CLE 035

Introduction to Probability

and Statistics 

This module aims to provide participants with a basic 

introduction to and understanding of probability and 

statistics for the Test and Evaluation career field. The course 

should enable participants to describe and apply key aspects 

of probability, to assess computer-required sample size for 

testing, and to perform hypothesis testing.

Course Length: Approximately 4 hours

CLE 036

Engineering Change Proposals

for Engineers

This module addresses the important role that engineering 

change proposals play in systems acquisition. Students are 

introduced to engineering change proposals and requests for 

CLE 026

Trade Studies

This module addresses the important role that trade studies 

play in systems acquisition and discusses processes for 

conducting effective trade studies. It describes a four-phase 

process that can be used to initiate, develop, evaluate, and 

perform follow-on action with respect to trade studies, and it 

outlines success factors.

Course Length: Approximately 4 hours

CLE 028

Market Research for Engineering 

and Technical Personnel

This module describes market research from the perspective of technical personnel. It explains the practical value 

of market research and discusses the government mandate 

to conduct it. The course addresses market research team 

membership, sources for obtaining market data, and 

techniques for technical evaluation and documentation of 

market information.

Course Length: Approximately 4 hours

CLE 029

Testing in a Joint Environment

This module will familiarize DoD test and evaluation 

personnel and other acquisition professionals with

the basic principles and practices related to testing in a

joint environment.

Course Length: Approximately 3 hours

CLE 030

Integrated Testing

This module provides information and resources on test and 

evaluation (T&E) in the defense acquisition life cycle and on 

the integrated testing concept. Topics include common types 

of T&E used by most acquisition programs, T&E master 

plans, and the goals and benefits of integrated testing.

Course Length: Approximately 2.5 hours
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deviation. They also learn processes to plan, request, submit, 

evaluate, recommend, and implement engineering change 

proposals effectively.

Course Length: Approximately 5 hours

CLE 037

Telemetry

This module will provide an overview of telemetry, including 

the components of telemetry systems and applications. 

Coverage of the material begins with telemetry nomenclature; outlines a brief history of the field of telemetry; moves 

to the subsystems of a telemetry system; discusses the 

personnel who work with telemetry data; and touches upon 

range applications, testing, recording, display, and analysis 

of telemetry data.

Course Length: Approximately 6 hours

CLE 038

Time-Space-Position Information

This Defense Test and Evaluation Professional Institute 

learning module provides a general overview of time-spaceposition information (TSPI), including the importance of the 

error volume concept associated with each of the methods 

to be discussed. This is followed by detailed sections on 

radars, the global positioning system, optical systems, other 

TSPI systems, and a discussion of various scoring or missdistance measurement systems.

Course Length: Approximately 6 hours

CLE 039

Environmental Issues in Testing 

and Evaluation

This Defense Test and Evaluation Professional Institute 

learning module focuses on the broad environmental issues 

and associated procedures affecting the DoD mission related 

to testing and evaluation.

Course Length: Approximately 5 hours

CLE 040

IUID Marking

This module teaches students how to go about marking 

a data matrix on an item. It covers technical details of 

encoding the data matrix; standard practices, methods, and 

technologies for data matrix marking; and technical documentation requirements and quality considerations.

Course Length: Approximately 3 hours

CLE 041

Software Reuse

This module introduces software reuse. It explains the 

principles of effective reuse and how these principles can be 

applied to software reuse in the national security systems.

Course Length: Approximately 2 hours

CLE 046

Fundamentals of Executing

a JCTD Project 

This module provides foundational knowledge, best practices, and lessons learned for the management and execution 

of a Joint Capability Technology Demonstrations (JCTD) 

Project. It introduces the JCTD program, addresses the 

processes used to successfully execute JCTD projects, and 

discusses project roles and responsibilities.

Course Length: Approximately 4 hours

CLE 047

Grounding, Bonding, and Shielding

This relatively technical module provides students with 

a comprehensive understanding of the importance of 

a properly grounded, bonded, and shielded system for 

minimizing electromagnetic interference (EMI). Students 

become acquainted with specialized terminology, grounding 

schematics, bonding practices and types, and the basic rules 

for the implementation of shields to control radiated EMI.

Course Length: Approximately 2 hours
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dardization policy in the DoD, and addresses the management and use of standardization documents. The module is 

designed for professionals involved in the development or 

management of standardization documents.

Course Length: Approximately 4 hours

CLE 065

Standardization Documents

This module provides the student with knowledge of the 

standardization documents managed within the DoD. It 

covers technical details of the specific purpose of each type 

of document; how to distinguish each type of document 

based on the document identifier; general rules for stating 

requirements in standardization documents; policy regarding the adoption and use of nongovernment standards; 

and format and content requirements for commercial item 

descriptions and DoD specifications, standards, and handbooks. This module also provides an introduction to federal 

standards, federal specifications, and guide specifications.

Course Length: Approximately 4 hours

CLE 066

Systems Engineering for Systems 

of Systems 

This module is intended for program managers, project managers, systems engineers, technical team leaders, logistical 

support leaders, and others supporting systems-of-systems 

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

(SE) team in an SoS environment. The goal of this module is 

to provide a resource for those in the SE community by introducing the insights gained by the acquisition community on 

the issues and approaches to SE for SoS.

Course Length: Approximately 4 hours

CLE 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 

CLE 060

Practical Software and Systems 

Measurement

This module provides an approach for and develops skills in 

obtaining and analyzing measurement data and in developing and assessing a measurement process. The module is 

intended for acquisition professionals, suppliers, managers, 

technical leads, and measurement analysts.

Course Length: Approximately 5 hours

CLE 062

Human Systems Integration

This module provides the learner with a basic understanding of human systems integration (HSI) as part of DoD’s 

total systems engineering approach for optimizing system 

performance and minimizing total ownership costs.

Students also will be introduced to the HSI domains 

of human factors engineering, personnel, habitability, 

manpower, training, environment, safety and occupational 

health,and survivability.

Course Length: Approximately 2 hours

CLE 063

Capability Maturity Model 

Integration (CMMI)

The CMMI product suite includes models, training, and 

appraisal methods that provide a set of best practices and 

a path that suppliers and acquirers can follow to improve 

their internal processes. The CMMI can be used by both 

government and industry to increase process capability and 

improve organizational maturity.

Course Length: Approximately 1 hour

CLE 064

Standardization in the Acquisition 

Life Cycle 

This module explores the role of effective standardization in 

defense acquisition and its contribution to program success. 

It introduces you to standardization and its application 

across phases of the acquisition life cycle, discusses stan-
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DoD. This summary-level module describes the attributes of 

a CRS and highlights two DoD CRSs currently in use.

Course Length: Approximately 2 hours

CLE 068

Intellectual Property

and Data Rights 

This module provides fundamental information about 

intellectual property and the effective management of rights 

in technical data and computer software and their contribution to programmatic success. It addresses concepts and 

legal guidance related to intellectual property, focusing on 

the rights in technical data and computer software that are 

the concerns of the government and of defense contractors. 

This module is primarily intended for technology managers 

and other acquisition professionals charged with ensuring 

that the DoD has the legal rights to the intellectual property 

necessary to provide the best technology to our warfighters.

Course Length: Approximately 4 hours 

CLE 069

Technology Transfer

This continuous learning module enables students to apply 

the principles of technology transfer to the technologies 

they are developing, with the goal of increasing the rate of 

technology transfer.

Course Length: Approximately 3.5 hours

CLE 070

Corrosion and Polymeric Coatings 

This module provides a fundamental overview understanding of how polymeric coatings can be used to help address 

corrosion prevention and mitigation issues in applications 

across the DoD.

Course Length: Approximately 1 hour

CLE 074

Cybersecurity Throughout DoD 

Acquisition 

This module provides foundational understanding of basic 

principles of cybersecurity and cybersecurity risk management in the defense acquisition field. It is primarily intended 

for all DoD acquisition career fields, but especially military 

officers O-3 and above, civilians GS-9 and above, and industry equivalents across the Defense Acquisition Workforce.

Course Length: Approximately 5 hours

CLE 201

ISO 9000

This module describes the International Organization for 

Standardization (ISO) and explains the benefits of the ISO 

9000 Quality Management System Standard as well as 

lessons learned regarding its implementation and use. This 

module is primarily intended for GS-9 to GM-15 personnel 

in the Production, Quality, and Manufacturing (PQM) and 

Engineering (ENG) career fields.

Course Length: Approximately 3 hours

CLE 301

Reliability and Maintainability

The reliability and maintainability of military systems are 

integral elements of mission success and major determinants of total ownership cost. An important objective of 

defense acquisition programs is to ensure that weapon 

systems achieve their user-defined reliability, availability, 

and maintainability (RAM) performance requirements.

This module defines RAM; explores the significant influence 

of reliability and maintainability on systems; and provides 

practical techniques that may be applied in an acquisition 

program to achieve the desired levels of reliability and 

maintainability.

Course Length: Approximately 4 hours
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CLG 006

Certifying Officer Legislation Training 

for Purchase Card Payments

This module covers the background, statutory requirements, 

and regulations governing certifying officers, as well as 

their pecuniary liability for potential losses of funds due to 

erroneous payments they have certified, and their rights as 

an accountable official. This training is mandatory for levels 

3 and 4 agency/organization program coordinators, prime or 

alternate approving/billing officials (A/BOs), cardholders, 

check writers, and GPC certifying officers who are not prime 

or alternate A/BOs.

Course Length: Approximately 2 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. Personnel responsible for implementing cooperative programs 

will learn about the key policies and processes that apply to 

DoD international program efforts. This module is second 

in a three-part series on IAC, which should be completed in 

sequence. This module is primarily intended for acquisition 

program managers and other DoD acquisition personnel 

who may be responsible for or play some role in international 

GOVERNMENT 

PURCHASE CARD TRAINING

CLG 001

DoD Governmentwide 

Commercial Purchase Card 

Overview

This module provides individuals with a solid foundation for 

making Government Purchase Card (GPC) transactions in 

compliance with applicable laws, regulations, and policies.

Target Attendees: Cardholders, approving officials, certifying officials, billing officials, and those seeking to satisfy 

mandatory training and refresher training for the DoD 

Purchase Card Program.

Course Length: Approximately 8 hours

CLG 004

DoD Government Purchase Card 

Refresher Training

This module presents the requirements and guidelines to 

consider and apply when using the government purchase 

card. This refresher course is based on the key points in the 

CLG 001 module as well as important new areas of emphasis. 

It was developed to provide refresher training for government purchase cardholders and approving officials.

Course Length: Approximately 3.5 hours

CLG 005

Purchase Card Online System (PCOLS)

This module is designed to inform students about the Purchase Card Online System (PCOLS) and how to obtain help 

and support when beginning to implement PCOLS within 

a government purchase card organization. It also provides 

a detailed presentation of all four PCOLS components currently being used.

Course Length: Approximately 4 hours
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programs in the course of their career. Individuals with 

nonacquisition job responsibilities for security assistance 

and foreign disclosure also will find helpful information in 

this module.

Course Length: Approximately 2 hours

CLI 003

International Armaments 

Cooperation (IAC), Part 3

This module provides learners with a solid foundation and 

basic knowledge about IAC program activities by introducing specific processes and programs that are vital to IAC. It 

is third in a three-part series on IAC.

Course Length: Approximately 1.5 hours

CLI 004

Information Exchange Program (IEP), 

DoD Generic

This module addresses DoD component-wide requirements for developing, coordinating, negotiating, and 

executing IEP annexes. 

Prerequisites: CLI 001, 002, and 003

Course Length: Approximately 2 hours

CLI 005

RDT&E (IEP), Army-Specific

This module addresses the purpose of the Information 

Exchange Program (IEP); details the Army IEP Annex 

package, the working-level integrated product team, and the 

Annex Management Framework; and describes the Army’s 

use of the International Online (IOL) business management 

system. To learn and fully understand the material presented in this module, students must have an understanding 

of the material presented in the DoD generic IEP module, 

CLI 004.

Course Length: Approximately 2.5 hours

CLI 006

RDT&E (IEP), Navy-Specific

This module ensures that Navy acquisition workforce 

members understand the Navy-specific procedures for 

implementing DoD’s Information Exchange Program (IEP), 

why they should participate in the IEP, and how to execute 

IEP information exchanges.

Course Length: Approximately 1 hour

CLI 007

Technology Transfer and Export Control 

This module aims to ensure that program managers and 

other acquisition workforce members understand the 

fundamentals of technology transfer in the context of export 

control. This course formerly was CLM 036, but it has been 

renumbered to align it with other international continuous 

learning modules.

Course Length: Approximately 2 hours

LOGISTICS

CLL 001

Life-Cycle Management

and Sustainment Metrics 

This module acquaints the Life Cycle Logistics workforce 

with mandatory sustainment KPPs (key performance 

parameters) and KSAs (key system attributes).

Course Length: Approximately 4 hours

CLL 002

Defense Logistics Agency Support 

to the PM

This module introduces participants to the capabilities of 

the Defense Logistics Agency (DLA) in delivering support 

to the warfighter. It gives an overview of the DLA and the 

benefits the agency provides to the program manager, operational units, and Service inventory control points.

Course Length: Approximately 3 hours
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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

This module provides a comprehensive overview of and 

introduction to incorporating systems engineering principles throughout the system life cycle in order to design, 

develop, produce, and sustain operationally reliable, supportable, and effective systems. It also introduces the system 

operational effectiveness model and process. It demonstrates how consistent application of the system operational 

effectiveness process, during all phases of the acquisition life 

cycle, facilitates the optimization of system supportability 

and operational effectiveness.

Course Length: Approximately 3 hours

CLL 011

Performance-Based Logistics 

(PBL)

This module provides an overview of performance-based 

logistics, particularly the basic concepts and best business practices inherent in developing and implementing 

performance-based product support arrangements. It is 

associated with the DoD’s Better Buying Power initiative.

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 

CLL 003

Supportability Test and Evaluation

The objective of this module is to provide a resource to the 

logistics community to assist in managing the risks involved 

in developing, producing, operating, and sustaining systems 

and capabilities.

Course Length: Approximately 3 hours

CLL 004

Life-Cycle Logistics for the Rest of Us

The goal of this module is to provide individuals who do 

not work in the logistics field with a basic knowledge of 

some of the essential processes and considerations that 

DoD logistics professionals encounter as they satisfy their 

customers’ requirements.

Course Length: Approximately 3 hours

CLL 005

Developing a Life-Cycle 

Sustainment Plan (LCSP)

This module covers the purpose of a Life-Cycle Sustainment Plan (LCSP), the associated personnel, and the LCSP’s 

development process and evolution across a program’s life 

cycle. It complements the material in the Defense Acquisition 

Guidebook, Chapter 5, Life-Cycle Logistics.

Course Length: Approximately 3 hours

CLL 006

Public-Private Partnerships

The purpose of this module is to familiarize the student 

with the concepts, terms, guidance, and documentation 

associated with the development and execution of publicprivate partnerships.

Course Length: Approximately 2.5 hours
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acquisition process. The course will examine supportability 

analysis with a particular emphasis on how the life-cycle 

logistician participates in the process and incorporates the 

results in product support planning.

Course Length: Approximately 4 hours

CLL 013

DoD Packaging

This module will allow professionals to obtain knowledge 

of the value of the packaging, handling, storage, and transportation process. An effective knowledge and application of packaging, handling, storage, and transportation 

principles will benefit professionals throughout the life 

cycle of a program.

Course Length: Approximately 3 hours

CLL 015

Product Support Business Case 

Analysis (BCA)

This module provides an overview of DoD’s policy, guidance, 

and application of Product Support BCA. The primary focus 

of the module is the structure, format, process, and methodology of Product Support BCA. In addition, the module 

addresses the application of this methodology in the DoD 

context, which is currently oriented toward employing it to 

aid best-value selection of product support strategies using 

performance-based logistics for weapon system programs.

Course Length: Approximately 3 hours

CLL 016

Joint Logistics

This module provides professionals with knowledge of 

functional assignments that involve joint-planning, interService, and multinational logistics support, as well as 

joint logistics in a theater of operations. By completing this 

module, professionals will recognize the important roles 

and responsibilities within the joint logistics environment; 

the capabilities that joint logistics delivers; the important 

factors related to planning, executing, and controlling joint 

logistics; and the factors that will ensure a successful future 

for joint logistics.

Course Length: Approximately 3 hours

CLL 017

Introduction to Defense 

Distribution

This module provides a brief overview of the vision, mission, 

and components of U.S. Transportation Command; assignment of the DoD distribution process owner; key players 

in the joint deployment and distribution enterprise, and 

their roles and responsibilities; different types of planning 

processes and tools; supply, transportation, and joint theater 

logistics processes and systems within the joint deployment and distribution enterprise, as well as key concepts of 

deployment and sustainment across these processes; and 

customer service transformational efforts.

Course Length: Approximately 2 hours

CLL 018

Joint Deployment Distribution 

Operations Center (JDDOC)

This module provides basic knowledge of the JDDOC. It will 

provide DoD, other governmental personnel, and nongovernmental personnel a detailed understanding of the roles, 

responsibilities, organizational structure, and concept of 

employment of the JDDOC idea.

Course Length: Approximately 18 hours

CLL 019

Technology Refreshment Planning

This module provides professionals with an overview of 

technology refreshment planning as it applies across the 

weapons system life cycle. The module will cover basic 

concepts, regulatory material, the planning process, and 

applications used in technology refreshment.

Course Length: Approximately 3 hours
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capability with ready and controlled resources necessary 

to ensure effective and timely responses to mobilizations, 

national defense contingencies, and other emergency 

requirements.

Course Length: Approximately 3 hours

CLL 024

Title 10 Limitations on the 

Performance of Depot-Level 

Maintenance (50/50)

This module gives an introductory presentation of DoD 

maintenance. It provides professionals with a review of 

Section 2466 of Title 10 U.S.C., which mandates that the

Services and combatant commanders may not have more 

than 50 percent of depot maintenance performed by 

non-DoD personnel.

Course Length: Approximately 3 hours

CLL 025

Depot Maintenance Interservice 

Support Agreements (DMISAs)

This module is for maintenance interservice support offices; 

managers; and others who prepare, review, negotiate, and 

manage DMISAs. The module explains key duties and the 

process for creating DMISAs. Professionals will improve the 

efficiency of DoD depot maintenance planning through their 

successful implementation of DMISAs.

Course Length: Approximately 5 hours

CLL 026

Depot Maintenance Capacity 

Measurement

This module provides professionals with a basic understanding of the methods used to measure, record, and report 

capacity and utilization data for organic activities related to 

depot maintenance.

Course Length: Approximately 4 hours

CLL 020

Independent Logistics Assessments

This module provides an introduction to independent 

logistics assessments, which is a formal review of the state 

of a program’s logistics planning and documentation. This 

review occurs before Milestone B, before Milestone C, and 

before full-rate production. Independent logistics assessment checklists, handbooks, and references can also be used 

to assist in early logistics support and sustainment planning, 

including assisting in planning for Milestone A.

Course Length: Approximately 3 hours

CLL 021

Product Support Arrangements

This module aims to provide the product support manager 

with an understanding of the policies, processes, roles, and 

responsibilities of the various organizations that participate 

in the development of product support arrangements. It is 

not intended to duplicate all the information documented in 

various DoD and Service-level policy, guidance, and implementing instructions, but to provide a frame of reference for 

developing product support arrangements.

Course Length: Approximately 2 hours

CLL 022

Title 10 Depot Maintenance 

Statute Overview

This module provides a review of the definition of DoD 

maintenance, the public policy environment within which 

DoD depot-level maintenance operates, the various sections 

of Title 10 U.S.C. that affect depot-level maintenance, and 

DoD policy for the maintenance of military materiel.

Course Length: Approximately 2 hours

CLL 023

Title 10 U.S.C. 2464 Core Statute 

Implementation

This module provides an introductory presentation of DoD 

maintenance and reviews the capabilities, methodology, 

roles, and responsibilities required for services. Public 

law mandates that DoD maintain an organic core logistics 
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CLL 029

Condition-Based Maintenance 

Plus (CBM+)

This module provides the learner with an overview and 

introduction to depot maintenance management and operations needed in DoD legacy systems. The module will cover 

DoD maintenance, CBM+ information and background, 

essential elements, CBM+ implementation, and managing 

initiatives and measuring success.

Course Length: Approximately 2 hours

CLL 030

Reliability-Centered Maintenance 

(RCM)

This module provides the learner with information on RCM 

for the Defense Acquisition Workforce. This will include 

a definition of RCM, an introduction to its history and 

development, and the process and application of RCM. The 

overarching objective is for the student to understand RCM, 

its fundamental process, and its applications.

Course Length: Approximately 2 hours

CLL 031

Performance-Based Logistics 

(PBL) Contracting Strategies

This module addresses performance-based logistics (PBL) 

and applicable contracting principles and practices so the 

learner understands how the logistician and contracting 

officer can best work together to ensure the effective use of 

PBL. It provides a foundation for the basic support, contracting concepts, and business practices inherent in developing 

and implementing PBL arrangements.

Course Length: Approximately 4 hours

CLL 032

Preventing Counterfeit Electronic 

Parts from Entering the DoD 

Supply System 

This self-paced computer-based training program is 

designed to facilitate learning about different types of

commercial and industry nonconforming, suspect,

and counterfeit items; how these items enter the commercial 

and DoD supply chains; the economic impact of these items; 

and how to develop basic skills for identifying possible nonconforming and suspect counterfeit items. Participants

will also learn how to mitigate the risks involved in procuring these items and how to report these items through the 

proper channels.

Course Length: Approximately 1.5 hours

CLL 033

Logistician’s Responsibilities 

During Technical Reviews 

Technical reviews provide oversight and management of 

the definition, development, and demonstration of system, 

subsystem, and component design in accordance with 

established systems engineering technical processes and 

technical management processes. This module describes the 

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

logistician can use that involvement to improve supportability of the system. It examines the most common technical 

reviews and the specific steps the life-cycle logistician can 

take to prepare for and participate in the review.

Course Length: Approximately 4 hours

CLL 034

SLAMIS

This module is an overview of the SSN-LIN Automated 

Management and Integrating System (SLAMIS) application. It provides a basic understanding of the many SLAMIS 

modules and capabilities as well as of the events that led to 

the development of this application, which replaced several 

legacy processes. Today, SLAMIS continues to address key 

equipment procurement, fielding, and sustainment issues 

using the stakeholder’s institutional knowledge, regulations, 

and expert recommendations to improve processes through 

the use of automation.

Course Length: Approximately 4 hours
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and implementation of warfighter and product support 

requirements, and it provides links to references on issues 

discussed in the module.

Course Length: Approximately 3 hours

CLL 040

Business Case Analysis Tools

The objective of this module is to familiarize DoD personnel 

with the process, concepts, and application of tools for business case analyses performed to the standards and conventions documented in the DoD Product Support Business Case 

Analysis Guidebook.

Course Length: Approximately 3 hours

CLL 041

Life-Cycle Cost (LCC) Analysis Tools 

This module provides an overview of life-cycle cost 

analysis and briefly introduces key tools, including methodologies and processes, as well as representative products 

of such analyses.

Course Length: Approximately 3 hours

CLL 042

Supportability Analysis 

Techniques, Procedures, and Tools 

This module addresses the importance of defining and 

understanding supportability analysis techniques, procedures, and tools. Students should take CLL 012, Supportability Analysis, before taking CLL 042.

Course Length: Approximately 5 hours

CLL 043 

Green Logistics: Planning

for Sustainability 

This module introduces and addresses the responsibilities 

of the life-cycle logistician in supporting both DoD and the 

program manager in planning for the life-cycle “sustainability” of weapon systems and programs. Decisions made 

regarding sustainability and environmental challenges 

CLL 035 

Operating and Support Cost Estimating 

for the Product Support Manager

This module, primarily intended for logisticians, addresses 

the role and importance of Operating and Support cost 

estimating in life-cycle product support planning.

Course Length: Approximately 6 hours

CLL 036

Product Support Manager (PSM)

This module provides a basic understanding of the evolution 

of product support and the role of the PSM in its planning 

and execution. The module also describes the PSM’s role 

in assisting in executing the program manager’s life-cycle 

management responsibilities.

Course Length: Approximately 4 hours

CLL 037

DoD Supply Chain Fundamentals

This learning asset teaches students to identify and recognize key characteristics of DoD supply chain management 

fundamentals and of effective/efficient supply chains.

Course Length: Approximately 4 hours

CLL 038

Provisioning and Cataloging

This continuous learning module provides instruction on 

the basics of provisioning and cataloging as an integral part 

of identifying and fielding initial and replenishment spares 

during weapon systems product support and sustainment.

Course Length: Approximately 6 hours

CLL 039

Product Support Requirements 

Identification 

This module explains how the logistician translates warfighter requirements into product support requirements. It 

defines terms and acronyms used in the creation, revision, 
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often have a profound effect on life-cycle product support 

planning and on life-cycle cost. It is imperative that the lifecycle logistician, as with other system design considerations, 

become an integral part of the system engineering team.

Course Length: Approximately 4 hours

CLL 045

Designing for Transportability

The overall objective of this module is to familiarize 

program managers, life-cycle logisticians, product support 

managers, systems engineers, and other defense acquisition 

members with the approval and certification processes used 

to ensure the safe and effective transportability of vehicles 

and equipment.

Course Length: Approximately 4 hours

CLL 046

The Twelve Integrated Product 

Support Elements 

This module provides guidance on the 12 Integrated Product 

Support (IPS) elements reflected in the DoD Product Support 

Manager Guidebook and the Integrated Product Support 

Element Guidebook. It defines the 12 IPS elements, explains 

their purpose, and tells how they are developed, integrated, 

and implemented throughout the life cycle. It also gives an 

introduction to the Integrated Product Support Element 

Guidebook and suggests how to apply it to product support.

Course Length: Approximately 4 hours

CLL 051

System Retirement, Materiel 

Disposition Reclamation, 

Demilitarization, and Disposal 

The goal of this module is to provide the product support 

managers and life-cycle logisticians familiarity with the 

terms, activities, and participating organizations associated 

with system retirement, materiel disposition, reclamation, demilitarization, and disposal. It is not intended to 

duplicate all the information documented in various DoD 

and Service-level policy, guidance, and implementing 

instructions, but to provide a frame of reference for making 

system retirement decisions.

Course Length: Approximately 4 hours

CLL 056

Sustainment of Software 

Intensive Systems

This module provides the learner with information regarding the terminology, processes, acquisition policy, considerations, and challenges that affect DoD software system 

sustainment.

Course Length: Approximately 3.5 hours

CLL 057

Level of Repair 

Analysis—Introduction

The Level of Repair Analysis (LORA) is a critical component 

of the supportability analysis and maintenance planning 

processes and the most important business decision made 

about physical supportability analysis during the acquisition 

of a system. This module describes the process of LORA, 

its benefits, its limitations, and when it is conducted. The 

module also introduces the broad concept of supportability 

analysis and how LORA interfaces with other design and 

support analyses necessary to maintain the operational 

readiness of military systems and equipment. This is part 

one of a two-part continuous learning series (CLLs 057 and 

058) on LORA.

Course Length: Approximately 3 hours

CLL 058

Level of Repair Analysis—Theory 

and Principles 

This is part two of a two-part continuous learning series 

(CLLs 057 and 058) on Level of Repair Analysis (LORA). The 

principal purpose of LORA is to determine the most effective 

maintenance and support structure for a system through 

iterative evaluations of both economic and noneconomic 

considerations. This module describes the analytical theory 

of LORA and its economic and noneconomic factors. It 
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CLL 120

The DoD Shelf-Life Program

Some items managed by the Department of Defense and the 

federal supply system have a shelf life (expiration date). CLL 

120 includes an introduction and information on acquisition 

and procurement, integrated material management, receiving, storing, monitoring, material disposition, and use of the 

Shelf- Life Extension System (SLES) located on the DoD 

Shelf-Life Program Web site.

Course Length: Approximately 7 hours

CLL 200

Diminishing Manufacturing 

Sources and Material Shortages 

(DMSMS): What Program 

Management Needs to Do and Why

This module provides program management with information about diminishing manufacturing sources and material 

shortages and what can be done to reduce its impact on the 

DoD supply chain and industrial base.

Course Length: Approximately 2 hours

CLL 201

Diminishing Manufacturing 

Sources and Material Shortages 

(DMSMS) Fundamentals

This module provides professionals with a working-level 

overview of DMSMS issues. While professionals will not be 

experts after completing the course, they will have a working 

knowledge of DMSMS history, issues, tools, and current 

initiatives, and will have seen real examples of successful 

proactive DMSMS programs. Professionals will understand 

why standardization of policies and procedures within 

the DMSMS community is so important and will become 

familiar with many other related topics.

Course Length: Approximately 3 hours

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.

Prerequisite: CLL 057

Course Length: Approximately 3 hours

CLL 059

Sustaining Engineering 

This module is intended to broaden the understanding of 

sustaining engineering (one of the 12 interdisciplinary 

Integrated Product Support elements) and how it can 

improve system supportability and reduce costs. It also 

focuses on developing a more granular support strategy in 

the life-cycle sustainment plan and the linkage between 

systems/sustaining engineers and life-cycle logisticians/

product support managers.

Course Length: Approximately 2 hours

CLL 062

Counterfeit Prevention Awareness 

This is an entry-level introduction to the issues of counterfeit materiel and counterfeiting’s impact on DoD programs 

and products. The course discusses means of identifying, 

reporting, and disposing of counterfeit items.

Course Length: Approximately 1 hour

CLL 119

Technical Refreshment 

Implementation Module

This module introduces you to the basic concepts to be 

considered in assessing opportunities, planning, and 

budgeting issues, and addresses the steps necessary to 

manage effectively the implementation of technology 

insertion or refreshment.

Course Length: Approximately 3 hours 
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CLL 202

Diminishing Manufacturing 

Sources and Material Shortages 

(DMSMS) Executive Overview

The module provides concise DMSMS information for 

executives or program managers who require an understanding of how DMSMS affects their operations.

Course Length: Approximately 1 hour

CLL 203

Diminishing Manufacturing 

Sources and Material Shortages 

(DMSMS) Essentials

The DMSMS Essentials module is for professionals who 

have a working knowledge of DMSMS regulations and 

policies, and it is recommended that professionals first 

complete CLL 201 and CLL 202. This module focuses 

on DMSMS problems regarding electronics, as well 

as mechanical items and materials. The module will 

introduce professionals to the Defense Logistics Agency’s 

DMSMS programs and capabilities and will review basic 

techniques for component research.

Course Length: Approximately 2 hours

CLL 205

Diminishing Manufacturing 

Sources and Material Shortages 

(DMSMS) for Technical 

Professionals

While not mandatory, it is assumed that students have previously taken the DMSMS Fundamentals, DMSMS Essentials, and DMSMS Case Studies modules and have a working 

knowledge of these topics. These core modules explain 

the basics of proactive DMSMS management, developing 

a DMSMS plan, component research and cataloging, cost 

avoidance, and other essential topics. This module covers 

the current processes, policies, and procedures used by 

technical professionals to practice proactive management. 

It focuses on the high-level best practices for running each 

program. Students can adjust the procedures and techniques 

to their Service as appropriate.

Course Length: Approximately 2 hours

CLL 206

Introduction to Parts Management

This module provides a comprehensive overview of parts 

management, including policy and contractual implementation requirements, costs and benefits, the parts management 

plan, participant responsibilities, and tools.

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, 
197

ery of the system. Although risk is inherent in any program, 

risk management ensures that managers take measures 

to assess and handle risks. This module focuses on tools 

and processes that can be used to manage risk on a defense 

systems acquisition project.

Course Length: Approximately 8 hours

CLM 021

Introduction to Reducing Total 

Ownership Costs (R-TOC)

This module provides R-TOC ideas, tools, and strategies to 

professionals in the acquisition and logistics communities. 

The module emphasizes a systems perspective as it orients 

professionals to the R-TOC requirement, defines key R-TOC 

concepts, and describes best practices. It is helpful for 

professionals taking this course to have a solid background 

in the planning, program, and budgeting system; acquisition process; system engineering; or familiarity with supply 

chain management.

Course Length: Approximately 3 hours

CLM 023

DAU AbilityOne Contracting

There are over 14 million Americans with severe disabilities, 

and the unemployment rate for people with severe disabilities is 70 percent. The AbilityOne program helps people with 

disabilities who are unable to obtain or maintain employment on their own. This module provides professionals and 

DoD purchase cardholders a better understanding of the 

AbilityOne program.

Course Length: Approximately 1 hour

CLM 024

Contracting Overview

The Contracting Overview module gives a summary of the 

market research process, the process for developing criteria 

or factors for teams to use in evaluating contractors during 

source selection, and the use of the uniform contract format.

Course Length: Approximately 8 hours

on program risk and the resources available (time, money, 

facilities, personnel, and workforce skills). Scheduling is a 

roadmap for systems development, and thus, it is an inherent 

part of program management.

Course Length: Approximately 12 hours

CLM 013

Work-Breakdown Structure

This module addresses two fundamental and interrelated 

types of work-breakdown structures: the program workbreakdown structure that is developed by a program management office and the contract work-breakdown structure 

that is developed by a contractor.

Course Length: Approximately 6 hours

CLM 014

IPT Management and Leadership

This module introduces management and leadership 

concepts used to organize, manage, and lead an integrated 

product team (IPT). IPTs are used throughout the acquisition process to open the cross-functional and crossorganizational lines of communication and are formed for 

the specific purpose of delivering a product for a customer.

Course Length: Approximately 8 hours

CLM 016

Cost Estimating

This module focuses on basic cost-estimating tools and 

techniques. Cost estimates are one of the fundamental 

building blocks of the acquisition process. The cost estimate 

and its supporting budget are a part of the baseline against 

which a program’s progress and success are measured.

Course Length: Approximately 8 hours

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 deliv-
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CLM 025

Commercial-Off-The-Shelf (COTS) 

Acquisition for Program Managers

This module provides an overview of the fundamental challenges faced by organizations when they integrate commercial items to form a system. It addresses the issues involved 

in buying from the commercial marketplace, summarizes 

lessons learned from programs that have made extensive use 

of commercial items, and offers suggestions.

Course Length: Approximately 3 hours

CLM 030

Common Supplier Engagement

This module is designed to help professionals navigate the 

changes that have occurred because of the government’s 

elimination of paper methods that were previously used 

in acquisitions. The module provides an overview of the 

electronic e-business practices used in acquisitions, including topics on e-business and e-government, and how both of 

these relate to common supplier engagement.

Course Length: Approximately 2 hours

CLM 031

Improved Statement of Work

This module will help professionals improve statements 

of objectives, statements of work, and performance work 

statements that are developed and evaluated by all acquisition career fields. The module presents the statement of work 

purpose, preparation, evaluation, and lessons learned so that 

professionals will understand and appreciate the critical 

role of requirements development in the acquisition process.

Course Length: Approximately 4 hours

CLM 032

Evolutionary Acquisition

This module introduces the ideas and principles of evolutionary acquisition and teaches how to apply them in a 

rapidly changing environment.

Course Length: Approximately 2 hours

CLM 033

DAWIA II

The Defense Acquisition Workforce Improvement Act 

(DAWIA) was amended significantly during fiscal years 

2004 and 2005. These amendments (generally referred as 

DAWIA II) provide a number of flexibilities that enable the 

DoD to develop and manage the Defense Acquisition Workforce more effectively. This module explains the transformative changes that took place in DAWIA II.

Course Length: Approximately 3 hours

CLM 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
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ate contracts, thus streamlining DoD’s receiving process. 

The module also reviews RFID technology and DoD’s RFID 

implementation strategies.

Course Length: Approximately 3 hours

CLM 047

Fiscal and Physical Accountability 

and Management of DoD Equipment

This module builds upon the concepts presented in the 

Foundations of Government Property module (CLM 039). 

DoD professionals responsible for DoD fiscal and physical 

property management play a crucial role in the acquisition 

and life cycle of DoD equipment end-items—both for the 

warfighter and for the American taxpayer. The module 

provides an overview of the acquisition and sustainment 

policy guidance, business rules, and life-cycle management 

of DoD equipment.

Course Length: Approximately 2 hours

CLM 048

Audit Readiness Requirements

for DoD Equipment

This module provides key personnel, both financial and nonfinancial managers, with “how-to” details on the requirements and processes necessary to prepare for an audit of 

DoD equipment requiring capitalization.

Course Length: Approximately 2 hours

CLM 049

Procurement Fraud Indicators

This module provides an awareness of procurement fraud 

indicators. This course was developed as a result of a DoDwide review of vulnerabilities to fraud, waste, and abuse in 

contracting, as directed by Congress.

Course Length: Approximately 2 hours

CLM 051

Time Management

This module introduces the basics of time management, 

including the identification of common time thieves

CLM 038

Corrosion Prevention and Control 

Overview

This module provides professionals with training in corrosion prevention and control, and it serves as an accessible 

reference guide to answer future questions.

Course Length: Approximately 8 hours

CLM 039

Foundations of Government 

Property

This module provides DoD financial accounting and 

property management professionals an overview of 

government property management. This module will 

increase professionals’ knowledge and understanding 

of the DoD accounting and accountability approach to 

the property management life cycle. It also will introduce professionals to essential tools that will help them 

manage government property.

Course Length: Approximately 1.5 hours

CLM 040

Proper Financial Accounting 

Treatments for Military 

Equipment

This module is designed to provide a better understanding 

of how military equipment values are determined and the 

process used to ensure consistent execution; the important 

roles that program managers, business/financial management analysts, and procurement contracting officers play 

in this process; and the actions required by each role so a 

structure is in place that ensures proper financial accounting treatments for military equipment.

Course Length: Approximately 1.5 hours

CLM 044

Radio Frequency Identification

This module is designed to provide defense contracting 

officers with the knowledge necessary to insert the passive 

radio frequency identification (RFID) Defense Federal 

Acquisition Regulation Supplement clause into appropri-
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and an analytical framework for rebalancing the lifework 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 056

Portfolio Management 

This module introduces the concepts and practices of portfolio management as it occurs in the Department of Defense 

environment. It also exposes students to a mixture of simple 

and complex techniques and tools to employ these concepts 

and practices.

Course Length: Approximately 1 hour

CLM 059

Small Business Program

for Program Managers

This module is designed to provide program managers with 

the tools and understanding of how to best utilize small 

businesses in the Defense Acquisition Management System 

to the maximum extent practical so that both small business 

and DoD acquisition programs are successful.

Course Length: Approximately 4 hours

CLM 071

Introduction to Data Management 

This module explains why data management is critical to 

enhancing support throughout the system life cycle. CLMs 

071–CLM 077 will provide acquisition professionals with 

the fundamental knowledge required to create better data 

management plans and obtain the necessary data rights 

for systems being delivered to the warfighter, thus affording opportunities to reduce life-cycle cost and increase 

Operating and Support competition. CLM 071 is one of seven 

data management (DM) modules in the DM series (CLM 

071–CLM 077). (This module is undergoing revision and is 

temporarily unavailable.)

Course Length: Approximately 1.5 hours

CLM 072

Data Management Strategy Development 

With advancements in technology and robust products that 

use those technologies, it has become even more important 

that the government obtain the necessary data, rights, and 

licenses to support and maintain its programs. Developing a data management strategy (DMS) is one of the first 

steps in ensuring this is possible. This module presents the 

requirements, tools, and processes needed to complete a 

comprehensive DMS. CLM 072 is one of seven data management (DM) modules in the DM series (CLM 071–CLM 077). 

(This module is undergoing revision and is temporarily 

unavailable.)

Course Length: Approximately 1.5 hours

CLM 073

Data Management Planning System 

This module explains how conscientious data management 

(DM) planning contributes to the success of major weapon 

systems acquisitions. It explores such topics as key personnel roles in DM planning, recent events and changes to 

DM-planning practices, and the roles of configuration management and the Integrated Digital Environment. Students 

will emerge with an understanding of the goals, benefits, and 

challenges associated with DM planning. CLM 073 is one 

of seven data management (DM) modules in the DM series 

(CLM 071–CLM 077). (This module is undergoing revision 

and is temporarily unavailable.)

Course Length: Approximately 1.5 hours
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CLM 077

Data Management Protection 

and Storage 

Information is one of our Nation’s greatest sources of

power. We must treat information as a strategic asset, and 

we must protect information and information systems 

against adverse events. This module explains the vital role 

that data protection and storage play in a major weapon 

system acquisition program. CLM 077 is one of seven 

data management (DM) modules in the DM series (CLM 

071–CLM 077). (This module is undergoing revision and is 

temporarily unavailable.)

Course Length: Approximately 1.5 hours

CLM 103

Quality Assurance Auditing

The Quality Assurance Auditing module contains material 

that covers three general types of audits: system, process, 

and product. These audits are described in three distinct 

phases: planning and preparation, performance, and reporting and follow-up.

Course Length: Approximately 2 hours

CLM 200

Item-Unique Identification

Item-unique identification enables item tracking in DoD 

business systems and provides reliable and accurate data for 

management, financial accountability, and asset management purposes. This module provides an overview of itemunique identification.

Course Length: Approximately 2 hours

CLM 201

Serialized Item Management 

(SIM)

This module provides students with an understanding of 

serialized item management, which enables effective and 

efficient life-cycle management of material.

Course Length: Approximately 2.5 hours

CLM 074

Technical Data and Computer 

Software Rights 

This module explores types of data rights and explains how 

proper allocation of these rights is mutually beneficial to 

the government and contractors. The module also examines 

the major factors that must be considered when determining which data rights are appropriate for product support 

throughout the system’s life cycle. CLM 074 is one of seven 

data management (DM) modules in the DM series (CLM 

071–CLM 077). (This module is undergoing revision and is 

temporarily unavailable.)

Course Length: Approximately 3 hours

CLM 075

Data Acquisition 

This module identifies the activities and requirements 

associated with data acquisition. The goal of this module is 

to present the activities and requirements associated with 

drafting a request for proposal, the process for responding

to offerors’ proposals, and the data management considerations after contract award. CLM 075 is one of seven 

data management (DM) modules in the DM series (CLM 

071–CLM 077). (This module is undergoing revision and is 

temporarily unavailable.)

Course Length: Approximately 4 hours

CLM 076

Data Markings 

Proper markings are vital to ensuring that data are available to the right people at the right time and that data are 

protected from unauthorized dissemination. This module 

explains how to apply the correct markings and distribution 

statements to technical data and computer software. CLM 

076 is one of seven data management (DM) modules in the 

DM series (CLM 071–CLM 077). (This module is undergoing 

revision and is temporarily unavailable.)

Course Length: Approximately 3.5 hours
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REQUIREMENTS

CLR 030

Environment, Safety, and Occupational 

Health in JCIDS

The module is designed to help the environment, safety, 

and occupational health (ESOH) practitioner generate 

concise ESOH wording appropriate for Joint Capabilities 

Integration and Development System (JCIDS) documents. 

The module offers practical guidance in negotiating the 

JCIDS process where different interests, ESOH related and 

non-ESOH related, often compete among stakeholders in a 

resource-constrained context.

Course Length: Approximately 4 hours

CLR 101

Introduction to Joint Capabilities Integration 

and Development System

This module provides an overview of JCIDS. The five lessons 

focus on terms, definitions, basic concepts, processes, and 

roles and responsibilities involved within JCIDS, as well as 

on JCIDS’ interaction with the Defense Acquisition System 

and planning, programming, budgeting, and execution. The 

module is designed for DoD professionals who contribute to 

requirements generation and the capability-development 

process, including 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

This module presents the process used by DoD to conduct 

an Analysis of Alternatives (AoA) in support of requirements, system acquisition, and resourcing. The AoA is the 

analytical process that DoD organizations use to assess and 

prioritize potential materiel solutions to a validated military 

capability need.

Course Length: Approximately 3 hours

CLR 250

Capabilities-Based Assessment

This module introduces the planning and organizing of 

capabilities-based assessments (CBAs). It contains four 

lessons, dealing with definitions, planning research, team 

building and planning, and the study phase. The module 

explains how to conduct and assist effective and efficient 

CBAs in support of the Joint Capabilities Integration and 

Development System.

Course Length: Approximately 5 hours

CLR 252

Developing Performance 

Attributes

This module explains how to develop key performance 

parameters (KPPs) and key system attributes (KSAs), the 

relationship of the KPPs and KSAs to technical requirements, and how to get them through the staffing and 

validation process. The module is primarily for requirements managers and other managers who prepare and apply 

system attributes such as KPPs.

Course Length: Approximately 5 hours

EARNED VALUE MANAGEMENT

CLV 016

Introduction to Earned Value 

Management

This module introduces the basics of earned value management (EVM) as it relates to acquisition program management. You will learn the five independent earned-value 

variables and the three most common EVM metrics. At the 

conclusion of this module, you should be familiar with EVMrelated laws passed by Congress, the Office of Management 

and Budget’s implementation of these laws, and current DoD 

policy guidance regarding EVM requirements. Additionally, you should recognize how work scope, schedule, and 

resources are combined to establish the EVM performance 

measurement baseline.

Course Length: Approximately 1 hour 
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CLV 020

Baseline Maintenance

This module reviews the concepts associated with performance measurement baseline maintenance. It describes 

the contract performance chart and the earned value 

management (EVM) metrics chart for cost/schedule variance. It also defines what a front-loaded baseline, rubber 

baseline, over-target baseline, and single-point adjustment mean in the context of EVM, and it uses a hypothetical database to depict the effects of contract modifications, 

management reserve use, the various baselines, and 

single-point adjustments on the contract performance and 

cost variance charts.

Course Length: Approximately 1 hour

CONTRACT MANAGEMENT

CLX 110

Fundamentals of GFR and GGR

This module is one component of the overall Government 

Flight Representative (GFR) and Government Ground

Representative (GGR) training program. It presents information on acquisition and contracting, ground and flight 

operations, contractor procedures, assessments, and safety 

and mishaps.

Course Length: Approximately 5 hours

CLX 160

Introduction to Failure Mode 

Effects Analysis (FMEA)

This module provides the basic knowledge and skills to 

identify failure modes that have relatively high probability 

and severity of consequences.

Course Length: Approximately 5 hours

CLV 017

Performance Measurement Baseline

This module introduces the earned value management 

language and processes associated with developing the 

performance measurement baseline. The course defines the 

concepts of total allocated budget, negotiated contract cost, 

authorized unpriced work, contract budget baseline, overtarget baseline, summary-level planning packages, undistributed budget, management reserve, and the performance 

measurement baseline. The module describes a generic 

process for developing performance measurement baselines. 

It concludes by explaining the most common earned value 

techniques and relating the relative desirability and risks 

associated with each.

Course Length: Approximately 4.5 hours

CLV 018

Earned Value and Financial 

Management Reports

This module reviews the most common DoD data reports 

associated with earned value management, cost estimating, and financial management. It examines the purpose 

and relationship between the data item description and the 

contract data requirements list; identifies key players and 

purposes in reports; and outlines the DoD contract performance report and the tailoring guidance for the integrated 

master schedule, provided in the Earned Value Management 

Implementation Guide.

Course Length: Approximately 1 hour

CLV 019

Estimate at Completion

This module reviews the process for computing an estimateat-completion range when given earned value management 

(EVM) data. It defines the meaning of the cost performance 

index, the schedule performance index, and the earned 

value metrics of the to-complete performance index. It also 

reviews favorable and unfavorable trends in the performance trend charts of the cost performance index and 

schedule performance index and walks through the calculations needed to compute an estimate-at-completion range by 

using the standard EVM estimate-at-completion equation.

Course Length: Approximately 1 hour
Appendix C: Continuous Learning

Generally, Continuous Learning Modules are offered online.

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DEPARTMENT OF DEFENSE 

SPONSORED

DOD 002

Combatting Human Trafficking

for DoD Acquisition Professionals

This module informs defense acquisition and contracting professionals about combatting human trafficking in 

Department of Defense contracts. It includes an overview of 

laws and regulations and of the responsibilities to prevent, 

identify, and respond to abuses. This module will help learners understand how to uphold the zero-tolerance policy and 

ensure that taxpayer dollars do not contribute to trafficking 

in persons.

Course Length: Approximately 1 hour

FEDERAL ACQUISITION INSTITUTE 

COURSES AND MODULES

FAC 001

HUBZone Empowerment 

Contracting Program—

Certification and Eligibility

This module familiarizes procurement officials with the 

certification and eligibility requirements for program 

participation in the Historically Underutilized Business 

Zone (HUBZone) Empowerment Contracting Program. The 

program encourages economic development in HUBZones 

through the establishment of federal contract award preferences for qualified small businesses located in such areas. 

Course Length: Approximately 30 minutes

FAC 002

HUBZone Empowerment 

Contracting Program—

Contractual Assistance

This module familiarizes procurement officials with 

the types of Historically Underutilized Business Zone 

(HUBZone) contracts and the HUBZone small business’ 

contract performance requirements. The HUBZone 

Program encourages economic development in HUBZones 

through the establishment of federal contract award preferences for qualified small businesses located in such areas.

Course Length: Approximately 1 hour

FAC 003

HUBZone Empowerment 

Contracting Program—

Historical Overview

This module familiarizes procurement officials with the historical development of the Historically Underutilized Business Zone (HUBZone) Program and provides an explanation 

of the program’s statutory and regulatory development. The 

HUBZone Program encourages economic development in 

HUBZones through the establishment of federal contract 

award preferences for qualified small businesses located in 

such areas.

Course Length: Approximately 30 minutes

FAC 004

HUBZone Empowerment 

Contracting Program—Protests 

and Appeals

This module familiarizes procurement officials with the procedures for filing a Historically Underutilized Business Zone 

(HUBZone) protest and/or appeal. The HUBZone Program 

encourages economic development in HUBZones through 

the establishment of federal contract award preferences for 

qualified small businesses located in such areas.

Course Length: Approximately 1 hour

FAC 005

Just-in-Time Compliance 

Training: Central Contractor 

Registration

All DoD contractors must be registered in the Central 

Contractor Registration to help streamline the acquisition 

process and broaden the use and reliance on e-business 

applications. The Central Contractor Registration was 

established to eliminate the need to maintain paper-based 

sources of contractor information. This module provides an 

overview of the registration process.

Course Length: Approximately 1 hour
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FAC 016

Buy American Act

This module covers the Buy American Act (BAA) history, 

applicable statutes and regulations, the policy for supplies, 

and the exceptions and trade agreements that may waive

the BAA. The module provides guidelines for applying 

the BAA to the solicitation and evaluation of supplies and, 

through a series of scenarios, guides the learner in applying 

those guidelines.

Course Length: Approximately 2 hours

FAC 018

Green Purchasing for Civilian Acquisition

This course offers federal acquisition professionals an 

overview of the policies, requirements, and best practices for 

purchasing sustainable products and services.

 

Course Length: Approximately 2 hours

FAC 019

FAPIIS Training 

The public availability of Federal Awardee Performance 

and Integrity Information System (FAPIIS) information, 

in combination with the mandatory use of FAPIIS, heightens the need for training on the appropriate application of 

FAPIIS information to the evaluation of potential contract 

and grant awardees. This module provides the knowledge 

and skills needed to use FAPIIS effectively to make appropriate decisions related to contract and grant awards.

Course Length: Approximately 1.5 hours

FAC 021

Price Analysis 

This module provides acquisition personnel with a tool that 

explains how to conduct price analysis. It also illustrates the 

proper way to document the results of a business negotiation. 

Users can take the full course for a solid foundation and then 

return to it as a resource and refresher on particular topics 

on an as-needed basis.

Course Length: Approximately 8 hours

FAC 006

The SAFETY Act and Federal 

Acquisitions

The SAFETY Act is designed to encourage the development 

and deployment of anti-terrorism technologies and services 

that will substantially enhance the protection of the Nation. 

This module will explain the SAFETY Act and explain how 

to incorporate it into an acquisition when appropriate.

Course Length: Approximately 1.5 hours

FAC 007

Certificate of Competency Program

The Certificate of Competency (COC) Program administered by the Small Business Administration (SBA) is 

authorized by statutory authority: Section 8(b)(7) of the 

Small Business Act of 1953 and Regulatory Implementation 

Code of Federal Regulations, 13 Part 125.5; Federal Acquisition Regulation 48 Part 19.6. The COC Program allows a 

small business to appeal a contracting officer’s determination that it is unable to fulfill the requirements of a specific 

government contract on which it is the apparent low bidder. 

The COC is an appeal procedure available to the apparent 

successful small business offeror and gives the small business the opportunity to demonstrate it has the capability to 

perform on a specific federal prime contract. This is not a 

Certificate of Compliance or Conformance. It is a determination that a firm is responsible or not to perform a specific 

government contract.

Course Length: Approximately 30 minutes

FAC 010

Small Business Innovation Research/

Small Business Technology Transfer 

(SBIR/STTR) Programs

This module gives an overview of SBIR/STTR programs, 

which encourage small businesses to explore their technological potential by providing them with the incentive to 

profit from its commercialization. Including qualified small 

businesses in the Nation’s research and development arena 

stimulates high-tech innovation and promotes the entrepreneurial spirit as the United States meets its specific research 

and development needs. 

Course Length: Approximately 1 hour
Appendix C: Continuous Learning

Generally, Continuous Learning Modules are offered online.

206

FAC 023

Basic Contracting for GSA Schedules 

In this module, you will learn about the procedures for 

placing orders for supplies and services against Multiple 

Award Schedules as outlined in Federal Acquisition Regulation (FAR) Subpart 8.4. The module is not about general FAR 

procedures such as protests, acquisition planning, preparation of statements of work, and contract files management, 

but does discuss these topics as they relate to schedules 

contracting and ordering procedures.

Course Length: Approximately 4 hours

FAC 024

GSA Global Supply 

Students will learn about the GSA Global Supply program 

and its role within the National Supply System. Information on GSA-managed products, as well as key ordering and 

fulfillment information, will also be covered.

Course Length: Approximately 2 hours

FAC 025

Energy Savings Performance 

Contracting Online Course

Learn about one of the government’s premier tools to finance 

facility energy improvements. Energy Savings Performance 

Contracting (ESPC) is a contracting vehicle that allows 

federal agencies to accomplish energy projects for their 

facilities without depending on appropriations to pay for the 

improvements. An ESPC project is a partnership between 

the customer (a government organization) and an energy 

service company.

Course Length: Approximately 8 hours

FAC 026

Cost Analysis

Federal acquisition requirements are growing in complexity 

and increasing in cost. Training on current contract pricing 

and costing requirements is vital for agencies to get fair and 

reasonable prices for contracts. This module provides acquisition personnel with a tool that explains how to conduct 

cost estimation and analysis. For those new to the field, this 

module provides a good foundation and a future resource; for 

experienced professionals, the most current information.

Course Length: Approximately 8 hours

FAC 027

GSA Schedules and the Utilization 

of Small Business

Students will learn how buyers in the federal marketplace 

can utilize small businesses under the GSA Multiple Award 

Schedules (MAS) program. Every agency is concerned with 

meeting its annual socioeconomic goals; the MAS program 

is a simple and easy way to do so.

Course Length: Approximately 1 hour

FAC 028

GSA Schedules and Sustainable 

Acquisition

This course will teach students about government-wide sustainability goals and how the GSA Multiple Award Schedule 

can help achieve those goals.

Course Length: Approximately 1 hour

FAC 029

GSA Schedules vs. Open Market 

There are three commonly used acquisition methods: 

issuing task and delivery orders using GSA’s Multiple Award 

Schedules (MAS) under Federal Acquisition Regulation 

(FAR) Subpart 8.4 and negotiating a stand-alone order or 

contract under FAR Part 13 and FAR Part 15. The module 

explores the differences and similarities of these three 

methods, their advantages and disadvantages in various 

situations, and how to analyze alternatives as you develop 

your acquisition strategy.

Course Length: Approximately 2 hours
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FAC 031

Small Business Programs

This module provides federal civilian agency contracting 

professionals and program officials an overview of small 

business types and programs, giving them the information 

they need to encourage small business participation in 

government acquisitions.

Course Length: Approximately 2.5 hours

FAC 033

Contract Management: Strategies 

for Mission Success

This module focuses on improvements made to federal 

contract management through the collaboration of 

public and private sector acquisition professionals as 

part of the Partnership for Public Service’s Acquisition 

Innovation Initiative.

Course Length: Approximately 3 hours

FAC 034

Interagency Acquisitions Basics

This module provides an introduction to interagency acquisitions. It defines and identifies the features and benefits of 

interagency acquisition and describes the different types 

of such acquisitions. It also provides a basic understanding 

of what is required to make the decision to use this method, 

how to get started, and the resources available to support 

interagency acquisition activities.

Course Length: Approximately 1/2 hour

FAC 036

GSA Schedules BPAs and CTAs

This module will discuss the GSA Multiple Award Schedules 

Program as it pertains to the use of blanket purchase agreements (BPAs) and contractor team arrangements (CTAs).

Course Length: Approximately 2 hours

FAC 037

GSA eBuy: An Overview 

Students will learn about the GSA eBuy program and

how it functions to benefit both the government buyer and 

the vendor.

Course Length: Approximately 2 hours

FAC 038

How to Integrate Green

into Acquisition 

This module examines additional options for minimizing 

the environmental impact of acquisitions beyond requiring 

the use or supply of green products. It is possible to incorporate environmental considerations into any acquisition. 

Course Length: Approximately 2 hours

FAC 039

GSA’s Governmentwide 

Acquisition Contracts (GWACs) 

for IT Service 

Because most, if not all, government agencies have a need 

to buy IT services and solutions, the General Services 

Administration (GSA) has made this purchasing convenient 

through its GWAC programs. In this module, students learn 

about the four GWAC programs offered through GSA.

Course Length: Approximately 4 hours

FAC 040

GSA’s GWAC VETS 

Here students will learn about the Veterans Technology 

Services (VETS) governmentwide acquisition contract 

(GWAC) offered through GSA to facilitate purchase of IT 

services and solutions.

Course Length: Approximately 2 hours
Appendix C: Continuous Learning

Generally, Continuous Learning Modules are offered online.

208

FAC 041

GSA Alliant GWAC 

Learn about the Alliant & Alliant Small Business GWAC 

(governmentwide acquisition contract) program offered 

through GSA to facilitate the purchase of IT services

and solutions.

Course Length: Approximately 2 hours

FAC 042

GSA’s GWAC: 8(a) STARS II

In this module, learn about the governmentwide acquisition 

contract (GWAC) 8(a) STARS II offered through GSA to 

facilitate purchase of IT services and solutions.

Course Length: Approximately 2 hours

FAC 043

Ethics and Procurement Integrity 

for the Acquisition Workforce 

The Department of Homeland Security (DHS) courseware, 

“Ethics and Procurement Integrity for the Acquisition 

Workforce,” satisfies the annual U.S. Office of Government 

Ethics training requirement for DHS Financial Disclosure 

Report filers (OGE Form 450 and OGE Form 278) and the 

annual DHS procurement-ethics-training requirement.

Course Length: Approximately 1 hour

FAC 045

Federal Procurement Data 

System—Next Generation 

(FPDS-NG)

This online course provides an overview of the Federal 

Procurement Data System–Next Generation. Accessible by 

multiple user groups, including the public, the FPDS–NG is a 

single repository for federal procurement award data.

Course Length: Approximately 3 hours

FAC 046

Davis-Bacon Act and Other Labor 

Standards Involving Construction

This module introduces the key aspects of the Davis-Bacon 

Act (DBA) and other related federal contract construction 

labor laws. It will educate learners in how to recognize the 

methodology and the types of wage determinations issued by 

the Department of Labor (DOL) to establish wage rates, how 

to access and interpret information from a DOL wage determination, and how to identify DBA compliance principles 

and remedies for contractor violations.

Course Length: Approximately 8 hours

FAC 047

Micro-purchases and Section 508 

Requirements

This continuous learning module explains what a micropurchase is, and how and where Section 508 Requirements 

apply to an information, communication, and technology 

(ICT) micro-purchase.

Course Length: Approximately 1/2 hour

FAC 048

The GSA MAS Program: Buying 

Services Through GSA Schedules

The General Services Administration (GSA) Schedules 

program offers a vast array of services and products as well 

as an easy, streamlined way to acquire them. This course 

provides valuable information about the services available 

through GSA Schedules, how to find them, and the procedures and requirements that apply when ordering them.

Course Length: Approximately 4 hours

FAC 049

Section 508: What Is It and Why Is 

It Important to You?

This course describes what Section 508 is and why it 

is important to make information and communication 

technology products accessible to people with disabilities. 
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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. It 

helps managers identify and adjust thought patterns before 

approaching the difficult conversations that arise in business. The module provides firsthand experiences in a safe 

environment and gives managers the opportunity to use 

interactive tools and apply follow-up action plans.

Course Length: Approximately 3 hours

HBS 302

Negotiating for Results

This module immerses managers in dialogue-based 

situations that foster learning by doing, where they make 

key decisions that drive the dialogue and ensuing results. 

Managers will learn how to avoid common traps and find 

common ground for opportunities. The interactive module 

helps managers prepare for and conduct effective negotiations that produce a winning edge for their organizations. 

The interactive environment will enable managers to tap 

expert insights, discover proven tactics, and sharpen their 

own skills for getting results when negotiating.

Course Length: Approximately 3 hours

HBS 303

Leading Teams with Emotional 

Intelligence

This module immerses managers in dialogue-based situations that foster learning by doing, where they make key 

decisions that drive the dialogue and ensuing results. The 

module puts the students in situations where they must be 

flexible with their own emotional intelligence skills to drive 

high team performance. Engaging interactive exercises 

reveal the secret behind exceptionally productive teams. The 

In this course, students learn about the job-related responsibilities and available resources needed to meet Section 

508 requirements. This course serves as a prerequisite to all 

other Section 508 compliance training courses.

Course Length: Approximately 1 hour

FAC 052

The GSA Reverse Auction 

Platform

This module provides a streamlined, cost-effective process 

for agencies to acquire supplies and simple services from 

GSA and Veterans Administration (VA) schedules and 

blanket purchase agreements (BPAs). The platform can 

be used to facilitate requests for and submission of quotes 

and to drive down the total cost of acquisitions, increasing 

savings to agencies and taxpayers alike.

Course Length: Approximately 2 hours

FAC 054

Federal Strategic Sourcing ALS 

Video 11/2013

This module consists of a recorded acquisition learning 

seminar from November 20, 2013. During the seminar, a 

panel of five experts addresses the core characteristics

of strategic sourcing, describes the Federal Strategic

Sourcing Initiative (FSSI), and reviews the overall

sourcing-process cycle.

Course Length: Approximately 1 hour

FAC 056

Section 508 Compliance for 

Contracting Office Representative, 

Program & Project Managers

This training explains how Section 508 is integrated into 

the Department of Homeland Security systems-engineering 

life cycle. It covers Section 508 requirements, procurement 

regulations, contract language, and artifacts.

Prerequisite: FAC 049

Course Length: Approximately 3 hours
Appendix C: Continuous Learning

Generally, Continuous Learning Modules are offered online.

210

reveal the secret behind exceptionally productive teams. The 

interactive environment will enable managers to tap into 

expert insights, discover proven tactics, and sharpen their 

own skills in the area of emotional intelligence.

Course Length: Approximately 3 hours

HBS 309

Coaching for Results

In today’s environment of changing technology and evolving 

organizations, coaching can have a strategic impact. It 

provides continuous learning and develops people to meet 

current and future needs. Coaching is an investment that 

you make in developing your key resource—people—for the 

long-term benefit of your organization.

Course Length: Approximately 3 hours

HBS 310

Influencing and Motivating Others

This module examines the principles underlying leaders’ 

abilities to influence other people and to motivate their 

employees. It is primarily intended for all members of the 

acquisition community, especially managers and leaders.

Course Length: Approximately 3 hours

HBS 401

Budgeting 

This module takes students step by step through the process 

of building better, more accurate budgets in less time. Learn 

how to create a budget that functions as a critical strategic 

tool while exploring the advantages and disadvantages of 

new techniques and approaches. The course includes easyto-use budget templates for fast implementation of concepts.

Course Length: Approximately 2 hours

HBS 402

Business Case Development 

This module takes you step by step through the process of 

creating a soundly reasoned and compelling case for your 

new business initiatives. It addresses topics ranging from 

interactive environment will enable managers to tap into 

expert insights, discover proven tactics, and sharpen their 

own skills in the area of emotional intelligence.

Course Length: Approximately 3 hours

HBS 304

Managing Difficult Conversations,

High Bandwidth

This module immerses managers in dialogue-based situations that foster learning by doing, where they make key 

decisions that drive the dialogue and ensuing results. It 

helps managers identify and adjust thought patterns before 

approaching the difficult conversations that arise in business. The module provides firsthand experiences in a safe 

environment and gives managers the opportunity to use 

interactive tools and apply follow-up action plans.

Course Length: Approximately 3 hours

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 
211

identifying business opportunities to measuring their 

success. The module includes recommendations for

assessing risk, weighing costs, developing an implementation plan, and communicating recommendations in a 

convincing manner.

Course Length: Approximately 2 hours

HBS 403

Business Plan Development 

This module moves step by step through the process of 

preparing an effective plan for a business proposal. The steps 

taught are applicable to launching a new internal product as 

well as seeking funding for a new start-up business.

Course Length: Approximately 2 hours

HBS 404

Career Management

This module teaches students how to develop a straightforward approach to managing their career or helping others 

manage theirs. It includes tools for matching interests, 

values, and skills to the right job or development opportunity. It also gives valuable advice on resources such as career 

counselors, mentors, networking, informational interviewing, and professional development reviews.

Course Length: Approximately 2 hours

HBS 405

Change Management 

This module is a practical guide to implementing, managing, and communicating change in an organization. Learn 

how to approach change with an open mind and use it as a 

stimulus to encourage new ideas and harness enthusiasm for 

further progress. This module includes steps to help units or 

organizations become change-ready and planning tools to 

address resistance to change.

Course Length: Approximately 2 hours

HBS 406

Coaching

Here students will learn how to get the best from their 

direct reports and, through coaching, help others master 

new skills. They will learn how to use a four-step process to 

facilitate the professional growth of those they have agreed 

to coach. Participants will discover how to strengthen their 

skills so they can be more effective coaches.

Course Length: Approximately 2 hours

HBS 407

Crisis Management 

For managers who know what to do, every crisis is an 

opportunity to shine. This module instructs how to chart a 

course through crisis situations, from crisis plan development and contingency thinking to postcrisis management. It 

is relevant for managers at all levels.

Course Length: Approximately 2 hours

HBS 408

Customer Focus 

Customer Focus is a vital orientation tool with value for 

every employee. This module covers the critical components of servicing internal or external customers, with a 

compelling overview of the importance of customer service, 

its relationship to customer satisfaction, and its link to 

company profitability.

Course Length: Approximately 2 hours

HBS 409

Decision-Making 

Effective business decisions require time and input

from many individuals throughout an organization. In

this module, students will learn to identify underlying

issues related to a decision, generate multiple alternatives, 

evaluate those alternatives, and communicate and implement the decision.

Course Length: Approximately 2 hours
Appendix C: Continuous Learning

Generally, Continuous Learning Modules are offered online.

212

and after the critical event. Handled skillfully, dismissing 

an employee can set a team—and a company—on a positive 

new path.

Course Length: Approximately 2 hours

HBS 414

Diversity 

Learn how to manage diversity to extract maximum

value from employees’ differences—including how to

recruit diverse talent, resolve diversity-related conflicts,

and communicate with employees and customers from

other cultures.

Course Length: Approximately 2 hours

HBS 415

Ethics at Work 

Here students will learn how to use a three-step framework 

to solve “right versus right” ethical dilemmas and how to 

foster a climate of integrity within an organization.

Course Length: Approximately 2 hours

HBS 416

Feedback Essentials 

Learn how and when to use various types of feedback to 

maximize openness and encourage learning. This module 

covers information on establishing a receptive work 

environment, giving effective feedback, receiving feedback 

openly, being patient with noncommunicators, and managing barriers to feedback.

Course Length: Approximately 2 hours

HBS 417

Finance Essentials 

This primer shows nonfinancial managers how their units 

fit into the company’s overall financial picture. It includes 

easy-to-understand explanations of the income statement, 

balance sheet, and cash-flow statement, plus practical 

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 411

Developing Employees

Here students will be taught how to easily apply recommendations for addressing employees’ developmental needs. 

This module includes strategies for maximizing return on 

management, growing competent employees, and keeping 

star performers motivated. It also addresses use of development planning to help team members improve individual 

performance, make the most of career opportunities, and 

maximize contributions to an organization’s performance.

Course Length: Approximately 2 hours

HBS 412

Difficult Interactions 

Learn how to discuss and resolve difficult interactions in 

the workplace—whether with employees, peers, bosses, or 

even customers and suppliers. This module includes tools 

and techniques to help students decide which situations are 

worth resolving, find the source of the difficulty, productively 

discuss the emotions that difficult interactions can rouse, 

and overcome barriers to action.

Course Length: Approximately 2 hours

HBS 413

Dismissing an Employee 

Dismissing an employee is one of the most difficult, painful 

tasks a manager can face. Learn how to manage a dismissal 

effectively—including making key decisions before, during, 
213

advice for pulling together a department’s budget and justifying an investment or expenditure.

Course Length: Approximately 2 hours

HBS 418

Global Collaborations 

This module focuses on how to manage a global collaboration—including how to negotiate, build trust, overcome 

language barriers, and navigate geographical as well as 

cultural challenges.

Course Length: Approximately 2 hours

HBS 419

Goal Setting 

Here students learn how to organize their work around clear 

and meaningful objectives, with tools and techniques for 

establishing realistic goals, creating a task list, tracking 

milestones, and evaluating achievement.

Course Length: Approximately 2 hours 

HBS 420

Hiring 

Learn techniques for finding, interviewing, and selecting top 

performers. This module covers information on screening 

resumes, checking references, asking effective questions, 

making the hiring decision, and extending the offer. It also 

includes tools for creating a job profile, preparing for an 

interview, and evaluating job candidates.

Course Length: Approximately 2 hours

HBS 421

Innovation and Creativity 

This module shows how to stimulate creative thinking in 

an intellectually diverse workgroup. Learn to assess and 

then tailor the physical and psychological environment to 

stimulate creative thought, and how to manage the process 

of innovation for maximum impact on an organization.

Course Length: Approximately 2 hours

HBS 422

Innovation Implementation 

This module provides a framework for turning an innovative idea into reality. Innovation is not only about generating 

creative ideas. Innovation results when a creative idea is put 

to use. However, the implementation phase is where many 

good ideas fail. Learn how to implement an innovation, from 

crafting a vision statement to managing resistance.

Course Length: Approximately 2 hours

HBS 423

Laying Off Employees 

Implementing a layoff is one of the most difficult and painful 

tasks a manager can face. This module teaches how to 

effectively manage a layoff—including making key decisions 

before, during, and after the critical event. Handled skillfully, a layoff can set a team—and a company—on a positive 

new path.

Course Length: Approximately 2 hours

HBS 424

Leading and Motivating

A synopsis of the essential tasks of leadership: setting direction, aligning people, and motivating others. Learn how to 

recognize the skills and characteristics of effective leaders, 

create an inspiring vision, and energize people to support 

and work toward goals.

Course Length: Approximately 2 hours

HBS 425

Managing Upward

Gain insight into developing a mutually rewarding relationship, with skills for communicating and negotiating with a 

manager. Students will learn tips for presenting problems or 

opportunities to a supervisor and accepting responsibility 

for proposed actions.

Course Length: Approximately 2 hours
Appendix C: Continuous Learning

Generally, Continuous Learning Modules are offered online.

214

HBS 426

Marketing Essentials

Developed especially for nonmarketing managers, this 

module includes fundamentals that will help people 

throughout the organization better understand the importance of marketing and how it relates to them.

Course Length: Approximately 2 hours

HBS 427

Meeting Management 

This module is a timesaving guide to planning and conducting meetings from start to finish. It includes preparation, 

keeping the meeting on track, and follow-up. It gives expert 

advice for dealing with problem behaviors exhibited by 

meeting participants.

Course Length: Approximately 2 hours

HBS 428

Negotiating 

Students will learn about the negotiation process, when 

different types of negotiations are appropriate, essential 

negotiating strategies, and how to become an effective negotiator. A practical guide includes assessing interests of all 

parties, developing opportunities that create value, avoiding 

common barriers to agreement, and implementing strategies 

to make the negotiation run smoothly.

Course Length: Approximately 2 hours

HBS 429

New Manager Transitions 

Learn what it means to be a manager, as well as how to 

navigate the complex and often stressful transition from 

individual contributor to a new manager.

Course Length: Approximately 2 hours

HBS 430

Performance Appraisal 

This module provides instruction in how to prepare for, 

conduct, and follow up on performance evaluations—in ways 

that link employee performance to company and group goals. 

This topic includes information on how to use informal 

performance assessments and feedback as part of regular 

employee interactions, prepare for a formal performance 

meeting with a direct report, document a performance 

meeting, and create a development plan with an employee.

Course Length: Approximately 2 hours

HBS 431

Performance Measurement 

This module includes a review of financial and nonfinancial 

measures used in all areas of organizational performance. 

It addresses both stand-alone measures (including ROI, 

EVA, and BET) and measurement frameworks such as 

dashboards, quality models, and the balanced scorecard. 

Included is a systematic process for tracking performance

of initiatives that can generate improvements across

the organization.

Course Length: Approximately 2 hours

HBS 432

Persuading Others 

Learn how to master the art and science behind successful 

persuasion and begin changing others’ attitudes, beliefs, 

or behavior to create win-win solutions. Formal authority 

no longer gets managers as far as it once did. To do their 

job—accomplishing work through others—managers must 

develop and use skills of persuasion rather than simply

issue orders.

Course Length: Approximately 2 hours

HBS 433

Presentation Skills 

This module gives sound advice on preparing and delivering presentations that command attention, persuade, and 

inspire. It includes rehearsal techniques as well as tips for 

creating and using more effective visuals. The module also 
215

thinking, analysis of complex information, and prioritization of actions.

Course Length: Approximately 2 hours

HBS 438

Strategy Execution

Learn what strategy is, how senior management and units 

work together to develop strategy, and how units support a 

company’s strategy by developing and executing action plans 

for strategic initiatives. In many companies, senior management and units are involved in the strategic-planning 

process. Why? This ensures that a company’s strategies— 

both corporate and unit—are tightly aligned and can be 

successfully implemented.

Course Length: Approximately 2 hours

HBS 439

Stress Management

This module offers practical, hands-on suggestions for

managing workplace stress—from short-term “quick fixes” 

to long-term methods for both changing situations and 

changing how students respond to them. It teaches the difference between positive stress that enhances productivity 

and negative stress that breeds tension, lowers productivity, 

and undercuts job satisfaction. Strategies are taught for 

dealing with underlying causes of worry and stress, with

tactical advice and coping mechanisms for immediate 

problem management.

Course Length: Approximately 2 hours

HBS 440

Team Leadership 

This module explains how to establish a team with the right 

mix of skills and personalities and a culture that promotes 

collaborative work. It includes steps to leading an effective 

team and innovative, easy-to-implement self-evaluation 

tools. This course will help students decide whether they 

should establish a team and how to form a productive team, 

launch a team effort effectively, lead a team skillfully, and 

assess the team’s performance.

Course Length: Approximately 2 hours

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 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
Appendix C: Continuous Learning

Generally, Continuous Learning Modules are offered online.

216

HBS 441

Team Management 

Learn about the problems that frequently throw a team 

off course and how to prevent them or, if necessary, how 

to get a team back on track. Focus is essential to effective 

teamwork. Learn how to diagnose and overcome common 

problems—such as poor communication and interpersonal 

conflict—that can impede team progress. Learn to take 

corrective measures to remove team problems and improve 

team performance.

Course Length: Approximately 2 hours

HBS 442

Time Management 

This module will teach students effective time management—how to take control of their schedules and use their 

time wisely. Students will learn to analyze how they spend 

time and to prioritize tasks and avoid common time wasters. 

They also will be taught to identify which tasks are most 

critical to achieving their long-term goals; how to use 

scheduling tools for greater efficiency; and how to put their 

schedules into action, evaluating and modifying them along 

the way as needed.

Course Length: Approximately 2 hours

HBS 443

Virtual Teams 

Learn how to form a virtual team, assess technology and 

communication needs, keep virtual projects on track, and 

ensure that virtual teams produce high-quality work. This 

module provides concrete suggestions for forming virtual 

teams, including assessing their technology and communication needs, structuring the team to build trust, and 

keeping the team on track.

Course Length: Approximately 2 hours

HBS 444

Writing Skills 

Students will learn to put readers’ needs first to take the 

headache out of writing. Skillful writing can enhance 

respect, extend one’s influence, and help to accomplish 

business objectives. This module teaches students to create 

clearer, more effective written communication and includes 

specific guidelines for preparing memos, letters, emails, and 

other common business documents.

Course Length: Approximately 2 hours

STANDARD PROCUREMENT 

SYSTEM TRAINING

SPS 100

Standard Procurement System (SPS)

FPDS-NG 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.

Course Length: Approximately 1 hour

SPS 101

Standard Procurement System 

and Federal Procurement Data 

System—Next Generation User 

This module provides professionals with the information 

required to work with the Standard Procurement System 

(SPS) and Federal Procurement Data System–Next Generation (FPDS-NG) at the user level. SPS is one of the first 

automated contract-writing systems to receive certification 

for integration with FPDS-NG v1.2. This module teaches 

SPS users how SPS interfaces with FPDS-NG and about the 

various types of contract action reports that can be created 

in FPDS-NG through SPS.

Course Length: Approximately 2.5 hours

SPS 102

Standard Procurement System 

(SPS) Contracts Course

This module focuses on the procurement process by introducing the “basics” of the Procurement Desktop-Defense 

(PD2

) application. It describes how to navigate the desktop, 

set preferences, and use the PD2

 Advisor and other common 
217

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 presents standard approaches to maintaining 

the database, as well as information that is specific or unique 

to Procurement Desktop–Defense and Standard Procurement System. It will help database administrators explore 

basic concepts of the system architecture, relevant services 

and tools for database maintenance, details about the server, 

and additional resources in support of their tasks.

Course Length: Approximately 4 hours

desktop tools. Also described are specific components of the 

Purchase Request process.

Course Length: Approximately 4 hours

SPS 103

Standard Procurement System 

(SPS) Administration

This module is aimed at system administrators responsible 

for executing tasks related to configuring and maintaining 

an organization’s PD2

 system. In order to help administrators achieve competence in these tasks, this module first 

provides background on the general PD2

 environment, 

including the standard Graphical User Interface and the 

location of the system administrator-specific tools.

Course Length: Approximately 11 hours

SPS 104

Standard Procurement System 

(SPS) Report Writing

This module is designed to teach the use of Impromptu 

software to create reports using data from PD2

. Through 

a combination of instruction, demonstrations, and guided 

simulation, the module will provide a working knowledge of 

how PD2

 catalogs support the creation of site-specific reports 

using Impromptu.

Course Length: Approximately 7 hours
218
Visit http://icatalog.dau.mil to request Mission Assistance workshops.

Appendix D

Mission Assistance

Workshops

219
Appendix D: Mission Assistance Workshops

Generally, these are resident offerings at DAU regional locations.

220

BUSINESS

WSB 001

Activity-Based Costing Principles (ABCP)

This workshop 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.

Workshop Length: 3.5 classroom days

WSB 002

Budget Execution

This workshop reviews the monetary concepts of commitment, obligation, expenditure, and outlay. It also discusses 

the preparation of obligation and expenditure plans, variance reports, and reclaims to budget adjustments proposed 

by higher headquarters.

Workshop Length: 1 classroom day

WSB 004

DoD Budget “Primer”

This workshop explores how funds are programmed,

budgeted, enacted, and executed to enable a successful 

acquisition program.

Workshop Length: 1 classroom day

WSB 008

Earned Value Management

This workshop examines the earned value management 

process, which is key in establishing a realistic program 

baseline and can help identify program trends for technical, 

cost, or schedule performance.

Workshop Length: 3 classroom days

WSB 009

Business Financial Management 

Integration into Programs

Discover how the business financial manager integrates 

cost estimating, budget development, and budget defense, 

as well as ensures timely budget execution to enable the 

program manager to succeed.

Workshop Length: 1 classroom day 

WSB 011

Practical Cost-Benefit Analysis 

A cost-benefit analysis (CBA) is a structured method of 

quickly and concisely showing the costs and benefits of 

making a change, thereby detailing the quantifiable impact 

of making that decision. This workshop follows the methodology of the U.S. Army Cost Benefit Analysis Guide and gives 

helpful hints and more detailed guidance on what to expect 

and how to avoid the most common failings. The Office of 

the Deputy Assistant Secretary of the Army, Cost Estimating (DASA-CE) has reviewed and approved the workshop 

as meeting the intent of the CBA creation process against 

which it will be evaluating proposals.

Workshop Length: 3.5 classroom days

WSB 012

Executive Cost-Benefit Analysis

Designed for executives and other reviewers of cost-benefit 

analyses, this fast-paced workshop provides an overview 

and some practice in reviewing the submissions. The format 

consists of short lectures about the terms and the rules of the 

topic area, followed by examples and exercises. 

Workshop Length: 1 classroom day 

WSB 013

Earned Value Management 

Refresher

Using a combination of lecture and group exercises, this 

workshop provides an opportunity for students to refresh 

their knowledge and skills related to key terms, metrics, and 
221

will come with homework about your company and how it 

and its program manager operate. You will also come with 

the company’s annual report, pulled down from the company 

Web site, and spend the morning diving, drilling, calculating 

and interpreting. You will spend the afternoon discussing 

your findings and interpretations, trying to tie what you 

learned about your company to your DoD program office 

activities and actions.

Workshop Length: 1 or 2 classroom days

CONTRACTING

WSC 004

Sole Source Commercial Item Pricing

This workshop examines when a sole source commercial 

supply or service should be used and provides methods to 

determine whether the price is reasonable.

Workshop Length: 1 classroom day

WSC 005

Source Selection

This workshop provides an overview of the source selection 

process, which applies to competitive negotiated acquisitions per Federal Acquisition Regulation and the mandatory 

DoD Source Selection Procedures.

Workshop Length: 2 classroom days

WSC 006

Alternative Dispute Resolution (ADR)

This workshop reviews the ADR process, which can assist 

the government and contractor in resolving disputes, 

leading to mutual agreements that benefit both parties.

Workshop Length: 2 classroom days

scheduling principles of earned value management (EVM) 

before attending EVM 201.

Workshop Length: 2 classroom days

WSB 014

Intermediate Acquisition 

Financial Management

This workshop uses lecture, discussion, and team and 

individual exercises to refresh and reinforce the financial 

manager’s role within an acquisition program management 

office. It is designed as an intermediate learning opportunity 

after taking BCF 110 but before taking BCF 225. It may be 

taken before or after BCF 220. The exercises are designed 

to have students interpret basic information and apply it to 

scenarios to determine meaning, impact, and solutions.

Workshop Length: 2 classroom days

WSB 015

Advanced Acquisition Financial 

Management

This workshop uses lecture, discussion, and team and 

individual exercises to help students think like a financial 

manager within an acquisition program management office. 

It is designed as an advanced learning opportunity after 

taking BCF 110 and BCF 225 but before taking BCF 301. The 

exercises are designed to have students interpret complex 

information and apply it to scenarios to determine meaning, 

impact, and solutions.

Workshop Length: 2 classroom days

WSB 016

Program Managers Understanding 

Contractor Behaviors and 

Motivations—Through Their 

Financial Statements

The first day of the workshop looks at industry incentives 

and takes a deep dive into the annual report of a publicly 

held company doing work for DoD. The workshop then ties 

the two together. The second, optional day is spent dissecting your contractor’s annual report and all that it contains 

(including the financial reports). During the second day, you 
Appendix D: Mission Assistance Workshops

Generally, these are resident offerings at DAU regional locations.

222

WSC 015

Negotiation Training

for the Acquisition Workshop

This 2-day, interactive workshop teaches acquisition professionals how to use interest-based negotiation techniques to 

reach mutually beneficial agreements with vendors, internal 

departments, colleagues, and other stakeholders. The workshop includes dynamic, hands-on negotiating exercises that 

allow participants to apply collaborative problem-solving 

techniques to realistic acquisition challenges.

Workshop Length: 2 classroom days

WSC 019

Supervisory Contracting: Refresh 

and Reboot 

This workshop provides a senior-level overview for 

contracting supervisors and leaders. It discusses Federal 

Acquisition Regulation concepts such as “contracting 

authority” and “inherently governmental,” as well as

the requirement to include earned value management in 

some contracts.

Workshop Length: 4 classroom days (supervisors with 

Level III certification in Contracting); 1 day for general/flag 

officers and members of the Senior Executive Service.

PROFESSIONAL DEVELOPMENT

WSD 003

Leading Project Teams Workshop

Through the use of practical examples and exercises, this 

workshop emphasizes best practices for building and maintaining high-performing teams.

Workshop Length: 3.5 classroom days

WSD 004

Myers-Briggs Type Indicator (MBTI) 

Workshop

The MBTI is a self-report personality inventory based 

on the theory of psychological types developed by Swiss 

psychiatrist Carl Jung. This workshop allows participants to 

complete the instrument and receive individual feedback on 

their results.

Workshop Length: 1 classroom day

WSD 005

Crucial Conversations®

This workshop shows how individuals, teams, and organizations can overcome problems stemming from undercommunicating, withholding information, or failing to act 

with unity and conviction.

Workshop Length: 2 classroom days

WSD 006 

Leading at the Speed of Trust 

This 2-day workshop, based on the bestselling book The 

Speed of Trust by Stephen M. R. Covey, elevates “trust” from 

an undervalued or transparent element of organizational 

effectiveness to a visible element of strategic significance. 

Leaders and organizations learn that trust enables collaboration, innovation, effectiveness, and efficiency, and that 

they are able to harvest and reinvest the “dividends” of trust. 

This highly interactive workshop uses hands-on activities 

to engage leaders at all levels in identifying and closing trust 

gaps in their organization. 

Workshop length: 2 classroom days

WSD 007

Strength Deployment Inventory® 

Workshop

The 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.

Workshop Length: 4 hours
223

WSD 012

Mount Everest Leadership

and Team Simulation

This is a Web-based, multimedia, multi-user simulation that 

employs the dramatic context of a Mount Everest expedition 

to reinforce student learning about leading effective team 

decisionmaking processes. The challenge course involves a 

series of activities that require various degrees of teamwork 

and problem solving. The teaching points for the exercise 

focus on how teams make complex decisions when critical 

information is distributed unevenly among members and 

when members have partially conflicting goals.

Workshop Length: 4 hours

WSD 013

Crucial Accountability

Crucial Accountability 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.

Workshop Length: 2 classroom days (1-day version available for those who have completed WSD 005)

WSD 014

Introduction to Critical Thinking: 

Six Thinking Hats Workshop

Critical thinking provides the Defense Acquisition Workforce with a key capability for maintaining effectiveness and 

efficiency. Many people lack the tools to create disciplined, 

clear, rational, open-minded, and logical approaches to 

thought. Dr. Edward de Bono has created a methodology, 

his Six Thinking Hats, that allows the power of parallel 

thinking. Using this method, everyone from 4-year-olds to 

corporate executives in more than 20 countries have been 

able to make meetings more effective, aid decisionmaking, 

and work more cooperatively.

Workshop Length: Approximately 7 hours

WSD 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 workshop provides individuals at any level of an 

organization with the skills to develop an effective and comprehensive influencer strategy to overcome these problems.

Workshop Length: 2 classroom days

WSD 010

360 Survey Workshop 

This workshop is designed to help organizations assess 

their employees’ strengths and development needs in their 

working relationships. The Development Dimensions International Leadership Mirror—a Web-based, multilingual, 

360-degree feedback survey—is used to gather observational 

information. The data are collected from several perspectives regarding the individual’s leadership performance. 

This includes a self-survey and surveys from supervisors, 

peers, and subordinates.

Workshop Length: Approximately 1 hour for feedback 

and interpretation. Generally 30 to 35 days are allowed for 

completion of the survey. 

WSD 011

Critical Thinking for Decision 

Makers and Teams

This workshop provides an overview of critical thinking, 

focusing on defining it and demonstrating “how to do it.” 

Through facilitated discussions and case study exercises, 

participants will gain an understanding of the criticalthinking process and identify the crucial steps in thinking 

critically, as well as learn about the different kinds

of thinkers and strategies for developing or improving

critical thinking.

Workshop Length: 4 hours
Appendix D: Mission Assistance Workshops

Generally, these are resident offerings at DAU regional locations.

224

WSD 015

Change Anything®

Change Anything is a breakthrough application of powerful 

social science skills that will enable everyone to succeed at 

self-directed change. Change Anything skills help employees and leaders take charge of their own change in ways that 

lead to greater engagement, job performance, health, and 

personal happiness. The training can be used by any individual struggling to change a bad habit or looking to improve 

performance, critical thinking, and leadership style. 

Workshop Length: 1 classroom day

WSD 016

Polarity Management

Polarity Management offers a framework and set of 

principles for dealing with ongoing, chronic issues that are 

unavoidable and unsolvable. Polarities are sets of opposites 

that cannot function well independently. Because the 

two sides of a polarity are interdependent, there is no way 

to choose one as a “solution” and neglect the other. The 

objective of polarity management is to get the best of both 

opposites, while avoiding the limits of each.

Workshop Length: 4 hours

ENGINEERING AND TECHNOLOGY

WSE 002

Problem-Solving Techniques

for Quality Improvement (PSTQ)

How can you achieve continuous quality improvement of 

work processes? This workshop examines a problem-solving 

methodology and associated statistical techniques and 

offers a “tool kit” of ideas that may be used to achieve quality 

improvement goals.

Workshop Length: 3 classroom days

WSE 003

Navy Systems Engineering Guide

This workshop 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.

Workshop Length: 5 classroom days

WSE 004

DISA Information Systems 

Engineering Workshop (ISEW)

Aimed at Defense Information Systems Agency (DISA) 

software management teams, this workshop discusses 

DISA’s role in DoD acquisition and introduces fundamental 

information regarding procurement, acquisition, and basic 

systems and software engineering.

Workshop Length: 3 classroom days

WSE 005

Systems Engineering Plan (SEP)

This workshop provides students with the knowledge and 

understanding of selected systems engineering and technical management focus areas. It lays the foundation for effective technical planning and development of an executable 

SEP for an acquisition program.

Workshop Length: 4 classroom days

WSE 006

Engineering Management Workshop 

(EMW)

In this workshop, DoD employees experience an accelerated 

process of a typical DoD system acquisition. Using government-furnished equipment, they must design, fabricate, 

and test a robotic vehicle that meets specified performance 

requirements as identified in a contract. Teams also must 

make changes to government-furnished software code and 

develop new code to meet certain requirements. Testing and 

integrating software into the hardware must be synchro-
225

nized to meet the need for integration and developmental 

testing of the robotic vehicle. This workshop simulates the 

processes and situations DoD employees face in real life 

while on the job.

Workshop Length: 4.5 classroom days

WSE 008

Resources for the Test

and Evaluation Professional

This workshop explores information and resources available 

to assist the test and evaluation workforce in performing 

their day-to-day duties.

Workshop Length: 1 classroom day

WSE 009

Design of Experiments—Industrial Strength 

(DOE-IS)

This workshop 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.

Workshop Length: 10 classroom days (accelerated version, 

5 classroom days)

WSE 015

JCTD Execution (How to Run

a JCTD)

This workshop addresses the necessary programmatic, 

technical, operational, and transition management skills 

and knowledge that students need to become effective, 

productive members of the Joint Capability Technology 

Demonstrations (JCTDs) execution team.

Workshop Length: 2.5 classroom days

WSE 016

JCTD Transition Management 

Workshop

This workshop is designed for newly appointed Joint Capability Technology Demonstration (JCTD) team members. 

It will cover the objectives of a JCTD and the associated 

processes and resources to conduct a JCTD. Topics include 

strategic overview and processes; funding; contracting; an 

introduction to JCIDS, PPBE (planning programming, budgeting, and execution), and the Defense Acquisition System; 

roles; and training opportunities.

Workshop Length: 2.5 classroom days

WSE 018

Reliability and Maintainability 

(R&M) for Engineers

This workshop explores how to apply R&M models commonly used by DoD weapon system contractors to the design 

and development of equipment and systems.

Workshop Length: 3 classroom days

WSE 019

ISO 9000 – 2000

This workshop is an introduction to the application, interpretation, and evaluation of the ISO 9000 series

standards for quality management systems as used

in defense acquisitions.

Workshop Length: 2 classroom days

LOGISTICS

WSL 001

Performance-Based Logistics

Performance-Based Logistics examines problem-solving 

and statistical methodologies. It provides students with 

techniques to improve work processes and achieve quality 

improvement goals.

Workshop Length: 2.5 classroom days
Appendix D: Mission Assistance Workshops

Generally, these are resident offerings at DAU regional locations.

226

WSL 002

Provisioning Management

Provisioning Management examines management-level 

planning and oversight of logistics-support development

for a new system, ensuring that students gain a sound

understanding of the normal sequence of events in

system provisioning.

Workshop Length: 3 classroom days

WSL 003

Reliability and Maintainability

(R&M) for Logisticians

This workshop presents an overview of acquisition R&M 

policy and its application to logistics support.

Workshop Length: 3 classroom days

WSL 007

Intermediate Supportability Test

and Evaluation

This workshop teaches students how to extract quantitative requirements from the program documents, develop 

supportability test and evaluation (ST&E) inputs to the test 

plan, conduct the tests, and provide ST&E inputs to the DT/

OT Transition Report. Students will also learn how to use 

the Logistics Survey Database. It is strongly suggested that 

students complete CLL 003 (Supportability Test and Evaluation) before attending this course.

Workshop Length: 3 classroom days

ACQUISITION AND MANAGEMENT

WSM 002

Risk Management Workshop

This workshop provides an overview of the Department of 

Defense Risk, Issue, and Opportunity Management Guide 

for Defense Acquisition Programs. It explores a step-by-step 

process to identify, analyze, handle, and monitor risks, 

issues, and opportunities.

Workshop Length: 1 classroom day

WSM 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.

Workshop Length: 3 classroom days

WSM 005

Integrated Baseline Review Workshop

This 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.

Workshop Length: 2 classroom days 

WSM 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.

Workshop Length: 1 classroom day

WSM 008

Developing Performance 

Requirements for Service Acquisitions 

This fast-paced, daylong workshop provides overview 

training on the service acquisition process contained in the 

Defense Acquisition Guidebook, practical lessons learned, 

and best practices in developing service requirements. 
227

It also offers hands-on experience with the Acquisition 

Requirements Roadmap Tool (ARRT). Attendees will use 

the ARRT to create a performance work statement based on 

a case study employed during the workshop. Practical tools 

such as the Service Acquisition Mall and best practices

from defense service acquisitions are highlighted throughout the day.

Prerequisites: CLC 013; also, read the Defense Acquisition 

Guidebook chapter on the acquisition of services

Workshop Length: 1 classroom day

WSM 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 gives a procedure for planning, 

developing, and writing them.

Workshop Length: 4 classroom days

WSM 010

Statement of Work Workshop

This workshop enables personnel to create a tailored 

statement of work (SOW) applicable to the appropriate 

acquisition life-cycle phase for their program. The workshop 

provides hands-on experience with an SOW, including 

writing and reviewing sections of an actual SOW.

Workshop Length: 2 classroom days

WSM 011

Acquisition Program Transition 

Workshop

This workshop emphasizes better government and industry 

collaboration after contract award, and it is tailored to meet 

the specific needs of each program team.

Workshop Length: 3.5 classroom days

WSM 012

Services Acquisition Workshop 

(SAW)

The SAW is a facilitated workshop built around a specific 

acquisition team for their acquisition. The workshop walks 

the complete team through the service acquisition process 

from beginning to end. A key focus is on assisting the team 

in developing their performance requirement using the 

Acquisition Requirements Roadmap Tool and their supporting business strategy. For the SAW to be effective, all 

key members of the acquisition team, program manager, 

contracting officer, and contracting officer’s representatives 

must attend the complete workshop. It should also be scheduled and conducted early in the acquisition process, before a 

requirement and acquisition strategy has been finalized.

Workshop Length: 4 classroom days

WSM 013

Defense Acquisition Executive 

Overview Workshop

This innovative workshop provides general/flag officers and 

members of the Senior Executive Service with an executivelevel understanding of the Defense Acquisition System and 

supporting processes. Tailored to the needs of the executive, 

the workshop is conducted on demand and delivered in a 

one-on-one, desk-side forum.

Workshop Length: Varies depending on the number of 

topics to be addressed; typically 1/2 to 2 classroom days
Appendix D: Mission Assistance Workshops

Generally, these are resident offerings at DAU regional locations.

228
inside

Front 

Cover

blank
FOR MORE INFORMATION ABOUT THE 

DEFENSE ACQUISITION UNIVERSITY,

CALL 888-284-4906 OR VISIT THE 

DAU WEB SITE AT WWW.DAU.MIL

DEFENSE ACQUISITION UNIVERSITY

9820 BELVOIR ROAD

FORT BELVOIR, VIRGINIA 

22060-5565