preface

Introduction

pg. 004 Vision, Mission, Goals

pg. 007 Message from the president 

pg. 008 What’s New in DaU and the 

Defense acquisition 

 community

chapter 1

The Defense 

Acquisition 

University

pg. 012 Our Work

pg. 012 Our history

pg. 012 Our Leaders

pg. 015 DaU Board of Visitors

pg. 015 Our faculty and Staff

pg. 015 Our facilities

pg. 016 DaU’s Global reach

chapter 2

DAU’s Learning 

Assets and services

pg. 028 the performance 

Learning Model

pg. 028 three pillars of 

Workforce Development

pg. 028 foundational Structure of 

Workforce Development 

pg. 028 training and continuous 

Learning courses 

pg. 029 performance Support

pg. 030 Knowledge Sharing

pg. 033 Other Services
chapter 3

The Defense 

Acquisition 

Workforce 

Programs

pg. 038 Workforce Management 

 —functional Leaders

pg. 040 acquisition and program 

Management

pg. 040 International acquisition

pg. 044 auditing

pg. 047 Business

pg. 054 contracting, purchasing, 

and Industry/contract 

 property Management

pg. 068 facilities engineering

pg. 072 Information technology

pg. 076 Life cycle Logistics

pg. 080 engineering and technical 

Management

pg. 081 Science and technology

pg. 094 test and evaluation

chapter 4

Acquisition 

Workforce 

Management &

Administration

pg. 100 Overview of acquisition 

Workforce career 

Management

pg. 101 U.S. army DacM

pg. 102 U.S. Navy and Marine 

 corps DacM

pg. 103 U.S. air force DacM

pg. 104 4th estate DacM

pg. 105 DaU administrative 

Information 

pg. 108 registration procedures 

for Non-DoD Students

APPenDIx A

pg. 110 training courses

APPenDIx B

pg. 134 continuous Learning 

 courses

APPenDIx C

pg. 170 targeted training 

 courses

*This catalog is current as of Oct. 1, 2009. 

You can find the latest catalog information at http://icatalog.dau.mil.

TOC
IntroductIon

Preface

pg 4 Vision, Mission, Goals 

pg 7 Message from the President 

pg 8 What’s New in DAU
3
VISION. Enabling the Defense Acquisition Workforce to achieve the right 

acquisition outcomes. 

MISSION. Provide practitioner training, career management, and services 

to enable the Defense Acquisition Workforce to make smart business 

decisions and deliver timely and affordable capabilities to the warfighter. 

GOALS.

•	 Provide a fully integrated learning environment in concert with other 

talent-management initiatives that engages the learner at the point of 

need. 

•	 Continuously improve our mission support processes and management. 

•	 Support transformation in acquisition, technology, and logistics through 

thought leadership, innovation, and workforce support. 

•	 Ensure DAU is a great place to work by providing an environment valuing 

achievement, growth, diversity, and career-long learning to enhance job 

performance. 

•	 Listen to and learn from our customers and stakeholders to exceed their 

expectations.

4
Learn. Perform. Succeed.

5

Learn. Perform. succeed
6
7

DEFENSE ACQUISITION UNIVERSITY

9820 BELVOIR ROAD

FORT BELVOIR, VIRGINIA 22060-5565

MESSAGE FROM THE PRESIDENT

W elcome to the Defense Acquisition University, a best-in-class corporate university for the Defense Acquisition Workforce. As you flip through the pages 

of this catalog, I hope you’ll notice the variety and appreciate the quality 

of services the university provides to you, the acquisition professional. 

 

We offer numerous classes, which may be hosted at one of our five regional locations or as online 

offerings, and those courses can be used to support your certification efforts in one of the 12 career 

fields. But DAU’s efforts do not end in the classroom. We offer a wide array of online knowledgesharing assets, such as the Defense Acquisition Portal, the Acquisition Community Connection, 

ACQuipedia, the Best Practices Clearinghouse, and others. Our Continuous Learning Center allows 

you to take various online course modules that can further your professional development. We have 

faculty members keenly attuned to the latest changes in acquisition policy and practices, and they are 

ready to implement rapid-deployment training within hours of the release of new policy. Our Ask A 

Professor tool connects members of the acquisition workforce to our experienced faculty 24/7, allowing faculty to answer any questions regarding an acquisition process. The university offers program 

startup workshops designed to help programs start off on the right foot. Career management, continuous learning modules, knowledge-sharing assets, communities of practice, research, performance 

support, and consulting are just some examples of the services DAU delivers the acquisition workforce. 

As your global learning center, we reach you in the classroom, online, and in your workplace, 

whenever and wherever you need DAU learning and performance-support assets. Our faculty 

and staff are dedicated to your success as an acquisition professional because what you do 

ensures our nation’s warfighters are the best-equipped armed forces in the world. This reflects our 

mission, which is to provide practitioner training, career management, and services to enable you 

to make smart business decisions and deliver timely and affordable capabilities to the warfighter. 

 

 

 Frank J. Anderson, Jr.

 President

 Defense Acquisition University
8

Preface

DAU 2010 Changes

DAU is continually modifying and upgrading its curricula to support the needs of 

the Defense Acquisition Workforce and our 

changing environment. New for DAU’s 2010 

academic year are:

» More than 25 continuous learning modules (CLMs) addressing 

various topics in business, contracting, acquisition and 

management, engineering and technology, and logistics. 

You can always find a current listing of all CLMs online at 

http://icatalog.dau.mil/onlinecatalog/tabnavcl.aspx.

» An expansion of our 300-level Harvard Business School modules.

» New distance learning contracting and business courses, which 

were previously offered as resident courses. CON 217, our 

in-depth course on cost analysis and negotiation techniques, 

 was converted from distance learning to resident.

Coming early in the 2010 academic year will 

be the delivery of a four-week residential 

course on contracting fundamentals (CON 

090); a five-day 300-level resident course for 

cost estimators; and an addition to DAU’s life 

cycle logistics curricula with the introduction 

of LOG 206, Intermediate Systems Sustainment Management.

Defense Acquisition Portal

DAU deployed the initial version of the 

Defense Acquisition Portal (DAP) on July 

20, 2009. DAP, which replaces the Acquisition, Technology, and Logistics Knowledge 

Sharing System (AKSS), is a publicly accessible system that provides the latest portal 

and collaboration technology to assist DoD’s 

government and industry acquisition workforce. It uses a re-engineered search feature 

that will make it much easier to find the specific kind of learning or job support asset 

needed. DAP will provide greater options in 

future phased upgrades that will focus on 

additional personalization and “push” capabilities, including a MyDAP option. You can 

explore all the features of the DAP by going 

to https://dap.dau.mil.

Launch of ACQuipedia

On March 31, 2009, DAU deployed the ACQuipedia Web site, located at https://acquipedia.

dau.mil. ACQuipedia is an online encyclopedia of common defense acquisition topics, 

developed to create content around acquisition-related topics. ACQuipedia articles, 

which will be maintained as a collaborative 

effort of subject matter experts throughout 

DAU, aggregate the most relevant references 

and learning assets to narrowly focus users 

and quickly provide high-value content on a 

subject. The Web site features both searchand-browse features and links from the Integrated Defense Acquisition, Technology and 

Logistics Life Cycle Management System 

Chart, the Defense Acquisition Guidebook, 

and other Web-enabled documents and 

tools.

New DAU Web Site

To better serve the acquisition community, 

DAU has redesigned and streamlined its Web 

site, www.dau.mil. Information now appears 

grouped depending on your needs. Although 

the site looks different, all the information 

that was on the old site is still available to 

you. In addition, the site now incorporates 

Web 2.0 features, such as RSS news feeds.

Major Revision to 

Acquisition Policy

The under secretary of defense for acquisition, technology and logistics approved a 

major revision to DoD Instruction 5000.02 

on Dec. 2, 2008. The revision, the first major 

change to acquisition policy in more than 

five years, reflects DoD’s determination to 

improve the effectiveness and efficiency 

of its enterprise-wide acquisition business 

processes so it can continue to provide warfighters with the best weapons systems and 

support in the world. A copy of DoDI 5000.02 

can be found at http://www.dtic.mil/whs/

directives/corres/pdf/500002p.pdf. 

What’s New in DAU and the Defense 

Acquisition Community
9

WhATS NEW?

New Business Career Paths

Effective Oct. 1, 2009, the Business, Cost 

Estimating, and Financial Management career 

field was restructured and renamed the Business career field, and two career paths were 

established: Business—Financial Management, and Business—Cost Estimating. The 

new career paths include increased training 

and experience certification standards. Position category descriptions for the new career 

paths are located at www.dau.mil/workforce/

PCDs.asp. 

International Acquisition 

Career Path 

The under secretary of defense for acquisition, technology and logistics memorandum 

of June 2007 and initiative 3.2.2 of the AT&L 

Strategic Goals Implementation Plan v3.0 

became realized on July 1, 2009, with the 

implementation of the Program Management—International Acquisition career path. 

Initially targeting acquisition workforce 

members assigned to Level III Program Management positions for the first year of implementation, training has been established that 

supports the development of program managers working on programs or projects that 

have been designated as international, or are 

associated with: 

» An international technology development or acquisition 

strategy;

» An existing acquisition cooperative international agreement; or

» An approved foreign military sales letter of offer and acceptance.

Changes to Facilities 

Engineering Level III 

On May 12, 2009, the functional leader for the 

Facilities Engineering career field published 

the Certification and Core Plus Development 

Guide for Level III certification in Facilities 

Engineering. Defense Acquisition Workforce 

members may now apply for certification at 

Level III in Facilities Engineering per their 

component and agency guidelines. 

Looking for the latest DAU course information?

Information on continuous learning modules?

Requirements for career field certification and Core Plus?

Meeting Acquisition Corps education standards?

DAU’s iCatalog has the information you need!

DAU offers students an Interactive Catalog, also know as the 

iCatalog, that provides the most up-to-date information on:

•	 Regular (certification and assignment-specific) training 

courses •	 Continuous learning modules •	 Various acquisition career field certification and Core Plus 

Development guides.

Find the iCatalog on the www.dau.mil Web page, 

or check out http://icatalog.dau.mil

for the latest DAU training information.
Chapter 1

pg. 012 Our Work 

pg. 012 Our History 

pg. 012 Our Leaders 

pg. 015 DAU Board of Visitors 

pg. 015 Our Faculty and Staff 

pg. 015 Our Facilities 

pg. 016 DAU’s Global Reach

Chapter 1

the defense 

AcquIsItIon 

unIversIty
11
12

Our Work

The Defense Acquisition University (DAU) is 

the one institution that touches nearly every 

member of the DoD acquisition workforce 

throughout all professional career stages. The 

university provides a full range of basic, intermediate, and advanced certification training, 

assignment-specific training, performance 

support, job-relevant applied research, and 

continuous learning opportunities. The university also fosters professional development 

through performance support, rapid-deployment training on emerging acquisition initiatives, online knowledge-sharing tools, and 

continuous learning modules. 

Our History

The Defense Acquisition Workforce Improvement Act (DAWIA), Public Law 101-510, Title 

10 U.S.C.1, 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 perform research and publication capabilities in the area of acquisition.” 

On Aug. 1, 1992, a memorandum of agreement was signed creating the Defense Acquisition University, which was merged with 

the existing Defense Systems Management 

College. Since the university’s founding, it has 

expanded to five regional locations located 

throughout the United States, allowing the 

university to provide local training to acquisition personnel—training at the point of 

need. DAU has also strategically partnered 

with academic institutions, professional 

organizations, corporations, and government 

agencies to provide professional development, equivalencies, academic credit toward 

degree programs, as well as certificates for 

DAU courses. 

Our Leaders

The university’s leaders are committed to 

ensuring DAU provides the best learning 

capabilities to those who use the university’s 

learning resources.

The DAU president is the chief executive 

officer of the university and directs the 

acquisition education, training, performance 

support, and research activities of the university. The DAU vice president is responsible for 

the operations and execution of the university’s mission. 

The DAU chief of staff coordinates the university’s strategic planning process, human 

resources management, professional development, logistics, and other support services.

The Planning, Policy, and Leadership Support 

Office is responsible for strategic planning, 

customer relationship management, corporate communications, outreach and communications efforts, the strategic partnership 

program, enterprise performance management, and faculty policy.

The Performance and Resource Management Directorate is responsible for business 

oversight and financial management of DAU’s 

resources relating to its program and operations, including all resource aspects of DoD’s 

planning, programming, budgeting, and execution process.

DAU’s regional deans oversee the day-to-day 

functions of their respective area of responsibility, ensuring that the DAU regions properly 

support professional development and certification to the acquisition functions in the 

area. The DSMC-School of Program Managers provides executive-level and international 

acquisition management training, consulting, 

and research.

The Learning Capabilities Integration Center 

is responsible for learning asset management 

in support of the AT&L Performance Learning 

Chapter 1
13

AbOUT DAU

Mr. Frank J. 

Anderson, Jr.

President

Dr. James 

McMichael

Vice President

Mr. Joseph 

Johnson 

Chief of Staff and

Acting Director, Planning, Policy, 

and Leadership Support

Mr. Tim Shannon

Director, Learning Capabilities 

Integration Center

Rear Admiral 

Lenn Vincent, 

USN (Ret.) 

Industry Chair

Mr. Mark 

Whiteside

Director, Performance and 

Resource Management

Mr. Dave Scibetta 

Director, Operations Support 

Group

Ms. Meg HoganRoy 

Human Capital Management 

Advisor

Mr. Richard 

Hoeferkamp

Pentagon Liaison

Ms. Carolyn Willis 

Deputy Director, Secretary of 

Defense Workforce Growth 

Initiative

DAU

Leadership

“The Secretary of Defense, acting through the Under Secretary of Defense for Acquisition, Technology, and Logistics, shall establish and maintain a defense acquisition university structure.” 

(Title 10, U.S. Code 1746)

Mr. Garry 

Shafovaloff 

Special Assistant to the 

President

Dr. Chris Hardy

Director, e-Learning & 

Technology Center

Ms. Barbara Smith 

Dean, Mid-Atlantic Region

Mr. Travis Stewart

Dean, Midwest Region

Mr. Andy Zaleski 

Dean, West Region

Dr. Roy Wood 

Dean, DSMC- School of Program 

Managers

Mr. Robert 

Daugherty 

Dean, Capital & Northeast 

Region

Mr. James L. 

McCullough II

Dean, South Region

Dr. Craig Lush

Director, Library & Knowledge 

Repository

Mr. Jeffrey B. 

Birch

4th Estate Director, Acquisition 

Career Management for the 

Defense Agencies

Mr. Alan Boykin

Deputy Director, Talent 

Management Initiatives
14

Model, which consists of training, continuous 

learning, performance support, and knowledge sharing.

The e-Learning and Technology Center is 

responsible for the technology support of 

DAU learning products and services as well 

as the university’s online knowledge-sharing 

platforms.

The David D. Acker Library and Knowledge 

Repository supports university research and 

consulting by providing the latest virtual 

learning and research opportunities afforded 

by technology to DAU students and alumni. 

The library also has an extensive collection of 

books, periodicals, and other research materials available to patrons.

The Operations Support Group provides 

public affairs, protocol, human resources, 

administrative and logistical services, publications, learner management, and information systems support to all of DAU.

The Human Capital Management Advisor 

provides guidance to the DAU president on 

how to evaluate, design, and deploy human 

capital resources and processes.

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.

Co-located with DAU are:

The Deputy Director, Secretary of Defense 

Growth Initiative, and the Deputy Director, 

Chapter 1

GEN Bernard P. 

Randolph, USAF 

(Ret.)

Consultant

Mr. Carl Salzano 

VP, Acquisition, Booz Allen 

Hamiltion

LTG Malcolm R. 

O’Neil, Ph.D., USA 

(Ret.)

Consultant

RDML Michael 

Sharp, USN (Ret.) 

Director, Maritime Advanced 

Technology, Raytheon Company

RADM Lenn 

Vincent, USN 

(Ret.) 

Industry Advisor, National 

Defense Industrial Association

Mr. John C 

Wilson, Jr. 

President, BizDynamics, LLC

Ms. Susan Coté 

VP of Corporate Contracts, 

Pricing and Supply Chain, 

Northrop Grumman Corporation

Mr. Norman B. 

Kamikow 

President and Editor in Chief, 

MediaTec Publishing, Inc.

Ms. Karen Barley

President, Corporate University 

Enterprise, Inc.

Mr. Curtis Gray

Senior VP, Human Resources, 

BAE SYSTEMS

GEN William G.T. 

Tuttle, Jr., USA 

(Ret.) 

Chairperson

Board of Visitors

The Board of Visitors consists of individuals selected for their preeminence in 

academia, business, and industry.
15

AbOUT DAU

Human Capital Plans and Analyses, who 

perform Defense Acquisition Workforce strategic analysis, human capital planning, and 

recruiting and outreach initiatives for the 

Office of the Under Secretary of Defense for 

Acquisition, Technology and Logistics.

The Director, Acquisition Career Management 

(DACM) for the Defense Agencies, assists in 

managing the accession, training, education, 

and career development of the DoD components outside the military departments. 

The office also collaborates with the Service 

DACMs in matters relative to Defense Acquisition Workforce education, training, and 

career development.

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 Office of 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.

Our Faculty and Staff

DAU’s faculty members have extensive 

experience in acquisitions as well as the 

ability to communicate their knowledge in 

the classroom, online, and in the workplace 

during consulting efforts. Faculty members 

are expert practitioners who can draw upon 

real-world experience to relate to students in 

the classroom and online and develop training products that are directly applicable to 

the current challenges students face. Many 

faculty members are drawn to DAU following 

high-impact careers in the military, defense 

industry, and the civil service because they 

are seeking an opportunity to share their 

experiences, to truly make a difference in the 

lives of the members of the Defense Acquisition Workforce, and to support the vitally 

important mission of DoD. 

DAU’s staff members provide the support 

necessary to keeping 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’s staff also provide services such as public affairs, protocol, human 

resources, administrative and logistical services, publications management and graphic 

design, learner management, and information 

systems support to all of DAU. The university’s staff are highly skilled at the support they 

provide the university, and they are essential 

to ensuring each student receives a positive 

experience at DAU.

Our Facilities

DAU’s facilities reflect the university’s commitment to providing a comprehensive learning environment. The university’s capabilities 

include:

» More than 1,400 computers, which can be installed in 

 classrooms to allow each student his or her own PC. 

» TriZenter presentation capabilities, allowing instructors to use 

three screens when presenting instructional materials. 

» A 390-seat main conference center.

» Numerous small conference rooms, seating 25-100 people.

» Breakout rooms for every classroom.

» The establishment of 10 telepresence sites at DAU campuses.

» Wireless hotspots that allow students to go online during class 

breaks.

The university has seen an unprecedented 

growth in the number of acquisition students 

it serves, and in response, the university has 

increased its number of classrooms by 30 

percent and continues to grow. Additionally, 

the university has established a teaching and 

learning lab, which will allow professors to 

test out new technologies that will aid in the 

delivery of course materials.
16

The DAU West region is the primary acquisition learning location for professionals 

located in the Pacific Rim. The headquarters 

of DAU West region is strategically located 

in San Diego to support a large contingent of 

the Defense Acquisition Workforce. From an 

ideal location on the Pacific Rim, San Diego 

is the anchor for a region poised for success 

in an era of growing needs for acquisition 

learning. The region also has satellite locations in Colorado Springs, Co.; Los Angeles, 

Calif.; Port Hueneme, Calif.; and Pearl Harbor, 

Hawaii.

The region’s primary customers are Navy 

Region Southwest, the Space and Naval 

Warfare Center, Naval Base Ventura County, 

the National Security Space Institute, and the 

Air Force Space and Missile Center.

DAU has numerous partnerships with colleges 

and organizations in the DAU West region. 

A listing of all DAU partnerships can be 

found at http://www.dau.mil/aboutdau/pages/

partnerships.aspx.

LOCATIONS

DAU West Region

San Diego, CA

33000 Nixie Way, Bldg. 50,

Suite 345

San Diego, CA 92147-5117

619-524-4800, DSN 524

Fax: 619-524-4794

Training Centers:

Colorado Springs, CO

7150 Campus Drive 

Colorado Springs, CO 80920 

719-593-8794, ext 342

Los Angeles, CA

222 N. Sepulveda Blvd.

Suite 1220

El Segundo, CA 90245

310-606-5914

Port Hueneme, CA

3502 Goodspeed St.

Bldg. 1444, Suite 5

Port Hueneme, CA 

93043-4425

805-982-2151, DSN 551

Fax: 805-982-4843

Pearl Harbor, HI

Bldg. 39, Suite 161

Ford Island

Pearl Harbor, HI 96860-4437

DAU West Region

http://www.dau.mil/sites/locations/w/default.aspx

Chapter 1
17

GLObAL REACh

VISITING DAU WEST?

Most of the DAU West facilities are located on U.S. military installations. Please note that students who possess 

a military-issued ID card or Common Access Card (CAC) 

will generally be granted access through the gate sentry. 

If you have no regular access to a U.S. military installation, 

please contact the DAU West Student Services Department at least one week prior to your arrival to complete 

an access/visit request letter to base security.

San Diego Campus 

Accommodations, classroom information, directions, 

maps: 

http://www.dau.mil/sites/locations/w/sandiego/default.aspx

Los Angeles Center 

Accommodations, classroom information, directions, 

maps: 

http://www.dau.mil/sites/locations/w/LOSANGELES/default.

aspx

Port Hueneme Center 

Accommodations, classroom information, directions, 

maps: 

http://www.dau.mil/sites/locations/w/PORTHUENEME/

default.aspx

Hawaii Center 

Accommodations, classroom information, directions, 

maps: 

http://www.dau.mil/sites/locations/w/Hawaii/default.aspx

hAVE QUESTIONS? CONTACT 

dauwest@dau.mil

DAU West
18

The DAU Midwest region campus is located 

in Kettering, Ohio, just south of Wright-Patterson Air Force Base near the city of Dayton, 

Ohio. There are three satellite campuses 

within the region, located in Columbus, Ohio; 

Rock Island, Ill.; and Warren, Mich. 

The DAU Midwest region faculty and staff 

members focus on teaching, research, and 

performance support (targeted training, 

consulting, and partnering with agencies). 

Their agenda includes working with organizations within the region and staying current 

on major issues and needs of the Defense 

Acquisition Workforce. 

Highly knowledgeable and experienced 

faculty members teach resident Defense 

Acquisition Workforce Improvement Act certification classes in various functional disciplines at the Kettering and satellite campuses; 

as needed at DAU regional campuses nationwide; and at customer sites across the United 

States and worldwide when required. Additionally, the region’s faculty support teaching 

distance learning courses over the Internet.

Responsible for performance support (consulting and other non-certification training) for the Defense Acquisition Workforce 

within the entire U.S. midwest area, the DAU 

Midwest region serves multiple Department 

of Defense and other federal organizations. 

DAU has numerous partnerships with colleges 

and organizations in the DAU Midwest region. 

A listing of all DAU partnerships can be 

found at http://www.dau.mil/aboutdau/pages/

partnerships.aspx.

LOCATIONS

DAU Midwest Region

Kettering, OH

3100 Research Blvd., 

Pod 3, 3rd Floor

Kettering, OH 45420

937-781-1025

Fax: 937-781-1026

Training Centers:

Columbus, OH

Bldg. 10, Section 10

3990 E. Broad Street

Columbus, OH 43216

614-692-1559, DSN 850

Fax: 614-692-1552

Sterling Heights, MI

(The Warren, MI, site moved 

to Sterling Heights, MI, in 

early Fall 2009. The new 

site address and telephone 

numbers can be found on the 

Midwest Region Web site.)

Rock Island, IL

Bldg. 56, 2nd Floor, Rm 222

1 Rock Island Arsenal

Rock Island, IL 61299-7640

309-782-0454, DSN 793

Fax: 309-782-0518

DAU Midwest

http://www.dau.mil/sites/locations/mw/default.aspx

Chapter 1
19

VISITING DAU MIDWEST?

Map to Kettering facility: http://www.dau.mil/sites/

locations/mw/Docs/Map%20to%20DAU-MW.pdf

Detailed facility map: http://www.dau.mil/sites/

locations/mw/Docs/Facility%20Map%20Oct%202003.

pdf

Map of Dayton and vicinity: http://www.dau.mil/sites/

locations/mw/Docs/Map%20to%20DAU-MW%20in%20

Research%20Park.pdf

hAVE QUESTIONS? CONTACT 

acq.insight@dau.mil 

DAU Midwest

GLObAL REACh
20

With its headquarters in the dynamic community of Huntsville, Ala., DAU South region 

is now in its seventh year of operation. In that 

time, DAU South has facilitated the goals and 

objectives of the Defense Acquisition Workforce by providing products and services to 

the acquisition community at the point of 

need. The faculty and staff members of the 

DAU South region campus provide teaching, 

research, and performance support (targeted 

training, consulting, and partnering with 

agencies). They focus upon working with 

their customers and staying current on major 

issues and needs of the acquisition workforce 

throughout the region. 

With a facility of approximately 38,000 

square feet, DAU South is prepared and 

fully equipped to accommodate a diversity 

of student needs. Classrooms are furnished 

with state-of-the-art equipment and furniture 

to enhance the overall learning experience. 

The building also offers a fitness center, 

convenient parking, nearby shopping, and 

a wide variety of dining facilities and hotel 

accommodations. 

In addition to its Huntsville campus, DAU 

South has three satellite facilities to further 

facilitate the needs of its customers, located 

at Eglin Air Force Base, Fla.; MacDill Air Force 

Base, Fla., and Robins Air Force Base, Ga.

DAU has numerous partnerships with 

colleges a nd orga nizations in th e 

DAU South region. A listing of all DAU 

partnerships can be found at http://www.

dau.mil/aboutdau/pages/partnerships.aspx.

LOCATIONS

DAU South Region

Huntsville, AL

6767 Old Madison Pike

Building 7

Huntsville, AL 35806

256-722-1100, DSN 569

Fax: 256-722-1003

Training Centers:

Eglin AFB, FL

AAC/EN

102 West D Ave, 1st Floor

Eglin AFB, FL 32542-6807

850-883-4630

Fax: 850-883-3085

MacDill AFB, FL

Special Operations 

Command

ATTN: SOAL-M

7701 Tampa Point 

Boulevard

MacDill AFB, FL 33621

813-826-9426

Fax: 813-826-9434

Warner Robins, GA

WRLC/PKP

235 Byron Street

Bldg 300, West Wing, 

Door 23A

Robins AFB, GA 31098

478-926-9409, DSN 468

Fax: 478-327-4829 

DAU South Region

http://www.dau.mil/sites/locations/s/default.aspx

Chapter 1
21

GLObAL REACh

VISITING DAU SOUTH?

In addition to the main classroom area in the regional 

main campus facility, DAU South Region also conducts 

some classes in Huntsville at an annex facility located on 

the first floor of the SAIC building at 300 Voyage Way. 

Students are encouraged to verify the location of their 

course after receiving their course confirmation.

Huntsville General Information

Conveniently located outside Redstone Arsenal Gate No. 

9, in the Progress Center. Accommodations, classroom 

information, directions, maps:

http://www.dau.mil/sites/locations/s/mainCampus/Pages/

Travel_Info.aspx

Eglin Air Force Base

Accommodations, classroom information, directions, 

maps:

http://www.dau.mil/sites/locations/s/Eglin/default.aspx

MacDill Air Force Base

Accommodations, classroom information, directions, 

maps:

http://www.dau.mil/sites/locations/s/MacDill/default.aspx

Robins Air Force Base Map

Accommodations, classroom information, directions, 

maps:

http://www.dau.mil/sites/locations/s/warnerRobins/default.

aspx

hAVE QUESTIONS? CONTACT 

dausouth@dau.mil 

DAU South
22

DAU Mid-Atlantic region is strategically 

located in the town of California, Md., just 

7 minutes away from nearby Patuxent River 

Naval Air Station. The California, Md., site 

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

located among a large and growing Defense 

Acquisition Workforce. The Mid-Atlantic 

Region also has three training site locations: 

Chester, Va.; Norfolk, Va.; and Kaiserslautern, 

Germany. 

The Mid-Atlantic region’s employees serve a 

DoD acquisition workforce of approximately 

23,000 members. 

The region’s largest customers are Naval Air 

Systems Command, the Defense Commissary Agency, Langley Air Force Base, U.S. 

Army Training and Doctrine Command, Joint 

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

Air Forces in Europe, and the Naval Surface 

Warfare Center Dahlgren. 

In addition, the Mid-Atlantic region has learning organization agreements with the Navy 

Test Pilot School and the Marine Aviation 

Detachment. 

DAU has numerous partnerships with colleges 

and organizations in the DAU Mid-Atlantic 

region. A listing of all DAU partnerships can 

be found at http://www.dau.mil/aboutdau/

pages/partnerships.aspx.

LOCATIONS

DAU Mid-Atlantic Region

California, MD

23330 Cottonwood Parkway,

Suite 200

California, MD 20619

240-895-7344

Fax: 240-895-7333

Training Centers:

Pax River, MD

23330 Cottonwood Parkway,

Suite 200

California, MD 20619

240-895-7323

Fax: 240-895-7333

Chester, VA

3600 Festival Park Plaza

Chester, VA 23821

(Check the DAU MidAtlantic Web site for phone 

numbers.)

Norfolk, VA

1968 Gilbert Street Suite 660

Norfolk, VA 23511

757-443-2350

DSN 564

Fax: 757-443-2343

Kaiserslautern, Germany

Bldg 164, Room 114,

Rhine Ordnance Barracks

67663 Kaiserslauten 

Germany

(49) 631-536-6332

Fax: (49) 631-536-7056, (49) 

631-536-8507

DAU Mid-Atlantic Region

http://www1.dau.mil/sites/locations/ma/default.aspx

Chapter 1
23

GLObAL REACh

VISITING DAU MID-ATLANTIC?

Patuxent River, Md., Training Site

Contact information:

http://www.dau.mil/sites/locations/MA/PaxRiver/default.aspx

Norfolk, Va., Training Site

Accommodations, classroom information, directions, maps: 

http://www.dau.mil/sites/locations/MA/NorfolkCen/default.

aspx 

Kaiserslautern, Germany Training Site

Accommodations, classroom information, directions, 

maps:

http://www.dau.mil/sites/locations/MA/Germany/default.aspx

hAVE QUESTIONS? CONTACT 

daumidatlantic@dau.mil

DAU Mid-Atlantic
24

The DAU Capital and Northeast region provides acquisition training and performance 

support services to customers both internationally and regionally. The regional area 

covers the states of Maine, Vermont, New 

Hampshire, Connecticut, Massachusetts, 

Rhode Island, New York, Pennsylvania, New 

Jersey, Delaware, parts of Maryland and in 

Virginia from Quantico Marine Corps Base 

north to include the District of Columbia. Due 

to its location in the nation’s capital area, the 

region has a multitude of key customers, to 

include the Army, Navy, Air Force, Marines, 

and defense agencies along with numerous 

federal agencies.

The DAU Capital and Northeast Region 

campus is co-located with DAU Headquarters on the Belvoir campus in Fort Belvoir, 

Virginia. The post provides a full array of services such as a commissary, a post exchange, 

library, a fitness facility, and other services. 

The DAU Capital and Northeast campus itself 

provides fitness facilities, library, and cafeteria. Student parking is conveniently located 

nearby and is clearly identified by signs. 

Additionally, the area off the base offers a 

wide variety of dining establishments and 

hotel accommodations.

DAU has numerous partnerships with 

colleges and organizations in the DAU Capital 

and Northeast region. A listing of all DAU 

partnerships can be found at http://www.dau.

mil/aboutdau/pages/partnerships.aspx.

LOCATIONS

DAU Capital & Northeast 

Region 

Fort Belvoir, VA

9820 Belvoir Road

Fort Belvoir, VA 22060-5565

703-805-2764, DSN 655

Fax: 703-805-2877

DSMC-School of Program

Managers

Fort Belvoir, Virginia

9820 Belvoir Road

Fort Belvoir, VA 22060-5565

703-805-2436, DSN 655

Fax: 703-805-3201

DAU Capital and Northeast Region

http://www.dau.mil/sites/locations/cne/default.aspx 

Chapter 1

Co-located with DAU Headquarters at Fort 

Belvoir, Va., the Defense Systems Management College (DSMC)—School of Program 

Managers is chartered to provide executivelevel and international acquisition management training, consulting, and research.

A core faculty of former DoD and industry 

program managers and other senior acquisition practitioners, augmented as necessary 

by other DAU faculty, manages a dynamic 

curricula and mentors course participants 

both during and after their DSMC residency. 

Executive-level courses are tailored to the 

responsibilities and needs of diverse leadership positions in the Department of Defense 

and related industry partners. International 

offerings include courses and seminars 

that promote excellence in the structuring, 

negotiation, and execution of international 

programs.

DSMC-School of Program Managers

http://www.dau.mil/sites/locations/dsmc/default.aspx
25

GLObAL REACh

VISITING DAU CAPITAL AND NORTHEAST?

Accommodations, classroom information, directions, 

maps:: http://www.dau.mil/sites/locations/CNE/Pages/maps.

aspx

hAVE QUESTIONS? CONTACT 

daucne@dau.mil

VISITING DSMC-SCHOOL OF PROGRAM 

MANAGERS?

Local information can be found at 

http://www.dau.mil/sites/locations/cne/pages/maps.aspx. 

DAU Capital and 

Northeast and 

DSMC
dAu’s leArnIng 

Assets And servIces

Chapter 2

pg 028 The Performance Learning Model 

pg 028 Three Pillars of Workforce Development 

pg 028 Foundational Structure of Workforce 

Development 

pg 028 Training & Continuous Learning Courses 

pg 029 Performance Support 

pg 030 Knowledge Sharing 

pg 033 Other Services
27
28

Chapter 2

The Performance Learning Model

The Acquisition, Technology, and Logistics (AT&L) Performance Learning Model 

(PLM) is a visual representation of how the 

Defense Acquisition University (DAU) fulfills 

its mission in providing practitioner training, 

career management, and services to enable 

the acquisition workforce to make smart 

business decisions and deliver timely and 

affordable capabilities to the warfighter.

Three Pillars of Workforce 

Development

The PLM’s three pillars identify the primary 

types of acquisition training and development an acquisition professional receives 

over the course of his or her career—Defense 

Acquisition Workforce Improvement Act 

(DAWIA) core certification, Core Plus development, and executive and leadership 

support. The pillars represent how acquisition professionals progress through their 

career, from obtaining certification at level I, 

II, or III in acquisition career fields; to gaining 

specialized experience in a career field; to 

obtaining executive-level capabilities to run 

acquisition programs.

Foundational Structure of 

Workforce Development

Laying the foundation for the three pillars of 

workforce development are DAU’s services: 

training courses, knowledge sharing, continuous learning, and performance support. 

As the Defense Acquisition Workforce’s 

premier learning and development center, 

DAU aligns its training with the specific 

career field requirements as outlined by 

DAWIA. In addition, the university has taken 

innovative measures to ensure that learning 

and acquisition support are available beyond 

DAWIA certification, creating a total learning 

environment for career-long solutions at the 

point of need. The PLM depicts this versatile 

and encompassing learning environment, 

and what follows is an overview of DAU’s 

numerous services. 

Training and Continuous 

Learning Courses

DAU delivers training courses in support of 

the DAWIA requirements, allowing a member 

of the Defense Acquisition Workforce to be 

certified at level I, II, or III. The directors, 

acquisition career management (DACMs) 

for the Services and DoD agencies manage 

attendance at these courses. Normally, the 

DACMs give priority to Defense Acquisition Workforce members who are pursuing 

certification in an acquisition career field, 

but non-acquisition professionals can take 

courses as well. For updates to these course 

descriptions during the training year, consult 

the online version of the catalog provided 

on the DAU Web site at http://icatalog.dau.mil.

DAU also delivers online courses designed 

to help members of the Defense Acquisition Workforce continue to learn about 

vital acquisition topics for personal aware-
29

PLM

ness. The DAU Continuous Learning Center 

(CLC) provides those continuous learning 

modules. Links to modules from the Air Force 

Institute of Technology (AFIT), the General 

Services Administration (GSA), the Section 

508 Initiative, and the Navy are also offered. 

Also, several easy-to-use online modules 

sponsored by Harvard ManageMentor® 10 

provide information on topics fundamental to 

managerial success. These topics range from 

running an effective meeting or managing a 

project to negotiating skills. Information on 

these opportunities is available at the CLC 

Web site 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.

Performance Support 

Performance support enables DAU to provide 

expert resources and learning assets to the 

Defense Acquisition Workforce. 

Consulting is offered by DAU in most functional 

areas. Information on topics such as dispute 

resolution, strategic planning, and problem 

solving is also offered through media such as 

magazines, books, guides, and other training 

materials. Seasoned faculty members from 

all disciplines and regions can consult with 

government acquisition organizations in integrated product teams on either a long- or 

short-term basis. Our faculty have extensive 

acquisition program experience, education, 

and training to provide the right solutions 

at the right time to solve individual, field 

organization, and agency acquisition problems. We apply systems thinking and other 

problem-solving methods to identify, evaluate, and develop timely and appropriate solutions to your acquisition and organizational 

challenges.

DAU offers a Program Startup Workshop to facilitate better government and industry teaming 

after contract award on defense acquisition 

programs. The 3- to 5-day workshop is tailored to match the specific needs of each 

program and is conducted jointly with government and industry teams. Ideally held 2 to 

4 weeks after contract award, the workshop 

provides training on essential startup activities and creates an environment of teamwork, 

communication, and trust. 

For team collaboration and complex problem 

solving, a state-of-the-art Management Deliberation Center is available at our Capital and 

Northeast regional campus at Fort Belvoir, 

Va. DoD and civilian agencies may reserve 

the Management Deliberation Center for strategic planning, team building, brainstorming, 

and other facilitated interventions. Trained 

facilitators help plan and implement your 

organization’s performance support requirements. Reservations for the Management 

Deliberation Center and facilitation services 

should be made well in advance of your organization’s planned offsite. A portable system 

can be used for similar facilitation services at 

your location or other DAU campuses.

Rapid-Deployment Training is a capability that 

DAU established in response to the accelerated rate of change to acquisition policies, 

procedures, and best practices. By quickly 

focusing attention on high-value initiatives, 

DAU is able to develop and deliver training 

to large numbers of the acquisition workforce 

soon after an initiative is implemented and in 

parallel with changes to our formal courses. 

Rapid-deployment training can be provided 

via multiple available media, including live 

webcasts, recorded video-on-demand and 

podcasts, classroom training, continuous 

learning modules, and local sessions. Experienced facilitators can be scheduled within 

days of release of new initiatives that affect 

the acquisition workforce. Rapid-deployment 

training can be designed and tailored for 

government and industry customers at the 

direction of DoD officials. 

Targeted Training workshops and mini-courses 

are developed by DAU to meet specific, 

targeted needs of DoD acquisition organizations and program offices. DAU faculty 

members continually meet with acquisition 
30

professionals and organizations to understand their requirements; and faculty can 

then tailor existing learning assets, such as 

DAWIA core courses, to meet the learning 

needs of the professionals or organizations. 

Knowledge Sharing

Knowledge sharing—achieved by the blending of people, processes, and information 

technology—improves organizational performance through increased efficiency, effectiveness, and innovation. As a corporate 

learning institution, DAU has been sharing 

knowledge in the classroom and through 

research and consulting activities, and supporting its customers’ learning and job 

support needs outside the formal classroom. 

Leveraging advanced portal and collaboration technologies, DAU supports the Defense 

Acquisition Workforce at their point of need 

for informal learning and job performance 

support. The Defense Acquisition Workforce 

can take advantage of online resources and 

interactive venues that facilitate the sharing 

of documented knowledge, experiences, 

and lessons learned among individuals and 

organizations. DAU’s primary components of 

knowledge sharing are the AT&L Knowledge 

Management System (AKMS)—composed 

of the Defense Acquisition Portal (DAP), the 

Acquisition Community Connection (ACC), 

the DoD Acquisition Best Practices Clearinghouse (BPCh), the DoD Acquisition Encyclopedia (ACQuipedia), and the ACQuire search 

and discovery system—as well as the David 

D. Acker Library and Knowledge Repository. 

Users can view short videos and get additional details on all elements of the AKMS at 

https://acc.dau.mil/at&lkm.

Defense Acquisition Portal (DAP)

DAP supersedes the Acquisition, Technology, and Logistics Knowledge Sharing 

System (AKSS) as the central repository 

for acquisition policy and reference materials. Where AKSS focused on “little A” processes—describing the documents and procedures required for a program or project 

manager to obtain the necessary approvals 

for proceeding successfully through milestones—the DAP expands the focus to “Big 

A” processes—describing all phases of the 

acquisition process, from requirements generation, budget development, through overall 

management of the acquisition process.

Using the DAP, the acquisition professional 

can quickly access necessary information 

to accomplish specific tasks directly related 

to program and project support. The DAP is 

organized as a series of pages under tabbed 

labels, making it easy for the user to locate 

information. The DAP provides the Defense 

Acquisition Workforce with information on 

and links to:

» The DAU home page

» The Defense Acquisition Guidebook

» The Web-Enabled Integrated Defense Acquisition, Technology, 

and Logistics Life Cycle Management Chart

» Ask A Professor (AAP) Program

» FAR, DFARS, and other FAR Supplements

» Acquisition processes 

» Defense Acquisition Policy Center

» Education and professional development

» Career management and DoD human capital initiatives

» Community areas

» Overview of industry’s role in DoD processes

» Glossaries and acronyms

» Software tools

» News, publications, and events

» AT&L Web sites

» Guidebooks and handbooks

» DAU video library

» Rapid-deployment training

» Forms

The DAP is currently in the first phase of a 

five-phase evolutionary development project. 

Future enhancements include additional Web 

capabilities, MyDAP personalization capability, exportable and selectable Web parts 

and services, reduced sign-on and log-on for 

DAU- and Service-related portals, and additional RSS services for notification of new and 

Chapter 2
31

amended content. Users can access the DAP 

at https://dap.dau.mil.

Acquisition Community Connection (ACC)

The ACC is an online forum that includes 

communities of practice, special interest 

areas, 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. The ACC now includes 

a number of Web 2.0 features to enhance 

collaboration, participation, and discovery, 

among them a robust personal networking 

feature and profile feature that integrates a 

Facebook-like functionality; tag clouds that 

give users the ability to add to a user-contributed discovery capability; and personal 

blogs; along with many other features to 

ensure that knowledge sharing continues to 

keep pace with the potential of evolving collaborative technologies. 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; and the ACC 

software serves as the backbone for other 

products, like the Integrated Life Cycle Management Chart, ACQuipedia, and a number of 

performance learning tools. Users can access 

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

Best Practices Clearinghouse (BPCh)

The BPCh is designed to help improve DoD’s 

systems acquisition processes by allowing 

users to select and implement proven acquisition, development, and systems engineering practices appropriate to their individual 

programmatic needs. Rather than recreate or 

repost information, BPCh is designed to link 

to as many existing resources as possible that 

not only identify practices, but explain how to 

implement them. BPCh adopts an evidencebased approach in which supporting evidence 

and practices for programs undergo a system 

of recommendations and vetting by government, industrial, and academic members 

comprising a “practice providers network.” 

The value-added BPCh provides is that 

PLM
32

stored evidence is contextualized—guiding 

users to lessons and practices relevant to 

their program, type of problem, or specific 

environment—which helps them learn from 

practical results that may be applied in their 

environment. Planned future improvements 

will bring additional integration between the 

BPCh and DAU’s Multimedia Library, so video 

and audio assets can be used as supporting 

evidence more effectively. Users can access 

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

ACQuipedia

ACQuipedia is an online encyclopedia of 

common defense acquisition topics and 

was developed as a collaborative project to 

create content around acquisition-related 

topics. ACQuipedia provides the acquisition 

workforce with quick access to information 

in a succinct and digestible format. Article 

content aggregates the most relevant references and learning assets to narrowly 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. Articles will be 

maintained as a shared effort of subject 

matter experts across DAU. Future growth 

may expand the collaboration of subject 

matter experts beyond DAU. ACQuipedia 

articles will support the online Integrated Life 

Cycle Management Chart site, community of 

practice libraries, and course material; and 

will significantly enhance search results in the 

next release of ACQuire. Users can access 

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

ACQuire Enterprise Search

ACQuire is the enterprise search engine for 

DAU educational and knowledge content. It 

allows users to select the information source—

DAP, ACC, AAP, BPCh, the Defense Acquisition Guidebook, the DAU home page, DAU 

continuous and distance learning modules, 

and the DAU ACQuipedia—and search for 

exact terms, phrases, multiple terms, acronyms, or numerical references. The recently 

improved ACQuire search engine has several 

enhancements that are designed to enhance 

the user’s search and discovery experience. 

As the user enters the search query, ACQuire 

will offer suggested searches pulled from the 

DAU taxonomy, recent search history, and 

controlled vocabulary. The suggested search 

query will also be dynamically filtered based 

on the user’s input. The results will be displayed with the best results presented first 

and faceted results that are pre-grouped into 

functional categories. Each of the categorized 

search results can be selected and will display 

details as primary search result. Statistics 

showing the number of search results can 

be viewed in each category. Users seeking 

additional information outside of the AKMS 

suite also have the option of selecting from a 

variety of commercial search engines, which 

will automatically use the same search query 

terms. Acquire still maintains the searchwithin-search feature, allowing the user to 

refine the results based on additional search 

criteria and discriminators. Finally, ACQuire 

will integrate the search results with the DAU 

ACQuipedia for pre-populated and matched 

terms and queries. Users can access ACQuire 

at https://acquire.dau.mil.

Library and Knowledge Repository

The David D. Acker Library and Knowledge 

Repository supports the university’s curricula and its defense acquisition research. Full 

borrowing privileges are available to current 

DAU students, and alumni may register for 

weekend borrowing privileges. The library 

participates in interlibrary loans through the 

Online Computer Library Center. The David D. 

Acker Library Web site, which can be found at 

www.dau.mil, offers extensive online research 

capabilities for DAU students, including an 

online library catalog. The online catalog provides easy searches by author, title, subject 

terms, keywords, date, and format. If a publication is available on the Web, the online 

catalog will provide a link.

Chapter 2
33

PLM

Other Services

Strategic Partnerships

DAU has established strategic partnerships 

with universities and colleges so that Defense 

Acquisition Workforce members can transfer 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.

To help you find a program that suits your 

needs, DAU has developed an interactive 

Web-based Strategic Partnership Database 

in which you can search for partners offering degree or certificate credits for DAU 

classes. The database allows you to narrow 

your search by career field, geographic area, 

or type of program desired.

To search the Strategic Partnership Database or to view a comprehensive list of 

DAU’s partners and links to their respective 

Web sites, visit www.dau.mil/aboutDAU/Pages/

partnerships.aspx.

Excelerate

Through the Excelerate program, DAU has 

established agreements that allow Defense 

Acquisition Workforce members to obtain 

credit toward master’s degrees for Level II 

DAWIA certification. 

For a current list of partners participating in 

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

aboutDAU/AboutDocs/excelerate.aspx.

Equivalency Program

DAU has partnered with other education 

and training providers that offer or desire 

to offer courses, programs of instruction, or 

assessment processes that are substantially 

similar to the learning outcomes addressed 

in specific DAU courses. Those courses can 

be used in lieu of a DAU course when seeking 

certification in an acquisition career field.

For current and potential providers of equivalency courses, go to www.dau.mil/studentInfo/

learning/appg.aspx.

Senior Service College Fellowship

The Senior Service College Fellowship 

program at DAU conducts offerings in 

Huntsville, Ala.; Warren, Mich.; and Aberdeen Proving Ground, Md. This 10-month 

leadership education program is a partnership between the Army and DAU designed to 

provide senior-level civilians equivalent training to their military counterparts in preparation for major-level leadership responsibilities. 

Participants in this program are selected by 

a central selection board convened annually 

by the Army Acquisition Corps in Washington, D.C. 

Target Attendees: Civilians at the GS-14 or 15 

level (or equivalent pay band) in all acquisition career fields who are members of the 

Army Acquisition Corps and seek to develop 

and apply leadership skills and competencies. 

Prerequisite(s): Level III certification in 

primary acquisition career field; commander’s letter of endorsement. 

Upon completion of the program, participants 

will receive credit for Senior Service College 

attendance and credit for the Program Manager’s Course (PMT 401). This program also 

offers the opportunity to secure a master’s 

degree in leadership. The program contains 

the following core areas: leadership, mentoring, research, national speakers, university 

courses, national security module, PMT 401, 

tours, and a number of DAU classes related 

to leadership. The SSCF program is a DAU 

Performance Support Program and, as such, 

is funded by each fellow’s sending command. 

The program is intense and provides time to 

think and reflect without the distractions of 

the normal government workplace.
34

Applied Research

The fundamental purpose of DAU’s research 

program is to improve the DoD acquisition 

process and its management. The scope of 

applied research topics encompasses policy, 

process, education, management, leadership, 

and functional area initiatives generated by 

the Defense Acquisition Workforce. 

Research projects are conducted by the 

DAU faculty in partnership with acquisition 

practitioners, universities, nonprofit organizations, and private industry. Utility is 

determined by direct application of a viable 

product that supports DoD goals and priorities. Selected participants from within the 

Services, DAU strategic partners, and DAU 

faculty develop new and innovative concepts 

for systems acquisition. 

Learn more about research products and 

join in research discussions in the Acquisition 

Research Community of Practice at http://acc.

dau.mil (under Special Interest Areas, select 

Acquisition Research); or contact Dr. Paul 

Alfieri, Research Program Director, at paul.

alfieri@dau.mil.

Publications

Periodicals

To obtain a free subscription to Defense AT&L

magazine and/or the Defense Acquisition 

Review Journal, go to www.dau.mil/pubscats/

ATL%20Docs/subscribe_form.pdf to download 

the subscription form, which is valid for both 

publications.

Subscription or address change requests can 

be mailed to Defense Acquisition University, 

ATTN: DAU Press STE 3, 9820 Belvoir Road, 

Fort Belvoir, VA 22060. Requests can also 

be faxed to 703-805-2917, or e-mailed to 

subscriptions@dau.mil. 

Publications

The DAU Press offers a wide range of publications to the Defense Acquisition Workforce. 

Current publications can be viewed at www.

dau.mil/pubscats/default.aspx. This Web site 

presents generalized publication categories 

such as guidebooks, brochures, general publications, etc. Once you select one of these 

categories, the resulting list will indicate if 

hard copies are available for listed publications. If you select a specific publication, you 

will obtain detailed ordering information. 

This information often includes Government 

Printing Office, International Standard Book 

Number, and Defense Technical Information 

Center numbers as well as other ordering 

information.

DAU students and government employees 

can obtain a free single copy of any publication from the DAU Publications Distribution Center in Bldg. 231, Room 9, at the DAU 

Capital/Northeast Region. Or you can mail 

requests to DAU, ATTN: Mr. Jeff Turner, 9820 

Belvoir Road, Suite 3, Fort Belvoir, VA 22060-

5565; call 703-805-2743; or fax requests 

to 703-805-3726. If you do not qualify for 

a free single copy from the DAU Press or if 

you need multiple copies, you can buy copies 

directly from the DAU Publications Distribution Center by using an Inter-Agency/Military 

Interdepartmental Purchase Request or by 

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

Chapter 2
35

PLM

“As your learning partner, we plan to be with you in 

the classroom, online, and in your workplace.”

Frank J. Anderson, Jr., President, Defense Acquisition University
the defense 

AcquIsItIon 

Workforce 

communItIes And 

ProgrAms

Chapter 3

pg 038 Workforce Management—Functional 

Leaders 

pg 040 Acquisition and Program Management 

pg 040 International Acquisition 

pg 044 Auditing 

pg 047 Business 

pg 054 Contracting, Purchasing, and Industry/ 

Contract Property Management 

pg 068 Facilities Engineering 

pg 072 Information Technology 

pg 076 Life Cycle Logistics 

pg 080 Engineering and Technical Management 

pg 081 Science and Technology 

pg 094 Test and Evaluation
37
38

Workforce Management—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 servicemember needs; and it 

is the job of the functional leaders to ensure that their respective career fields maintain relevancy. Functional leaders are 

involved in chairing integrated product teams to address career development issues and to identify training, education, 

and experience requirements. The results from the integrated product teams help provide course relevance and direction 

of course content to curricula developers and course authors, as well as a rigorous, ongoing quality assessment of DAU 

course offerings.

An overview of each functional leader’s area of responsibility as well as the certification and core plus table for the functional 

area are provided on the following pages. All statistics are current as of April 1, 2009.

Chapter 3

» Acquisition & 

Program 

Management

» Mr. Dave Ahern, Director, 

Portfolio Systems 

Acquisition, OUSD(A&T)

» International 

Acquisition

» Mr. Alfred Volkman 

Director, International 

Cooperation, OUSD(AT&L)

» Auditing

» Ms. April Stephenson, 

Director, Defense Contract 

Audit Agency

» Life Cycle Logistics

» Mr. Randy Fowler, Assistant 

Deputy Under Secretary of 

Defense (Materiel 

Readiness)

» Science & 

Technology 

» Mr. Alan Shaffer, Director, 

Plans and Programs, DDR&E

» Business

» Dr. Nancy L. Spruill, 

Director, Acquisition 

Resources and Analysis, 

OUSD(AT&L)

» Contracting, 

Purchasing, 

and Industry/ 

Contract Property 

Management

» Mr. Shay Assad, Director, 

Defense Procurement and 

Acquisition Policy

» Information 

Technology

» Mr. Edward Wingfield, 

Commercial IT Policy, DoD 

CIO Office

» Facilities 

Engineering

» Mr. James Dalton, P.E., 

Chief, Engineering and 

Construction, U.S. Army 

Corps of Engineers

» Engineering & 

Technical 

Management 

» Mr. Gordon Kranz, Acting 

Director, Systems 

Engineering, DDR&E

» Test and 

Evaluation

» Mr. Chris DiPetto, Acting 

Director, Development Test 

and Evaluation, DDR&E
39

OVERVIEW

Creating an environment where we learn before, 

during, and after the training experience.
40

Acquisition and Program Management Functional 

Community

Acquisition professionals in the Program Management career field are concerned with all of the functions of a program management office (PMO) or a 

program executive office (PEO). Program management professionals serve 

in a wide range of PMO and PEO positions, including program integrators 

and analysts, program managers, PEOs, and their deputies. They may also 

serve in a number of support and management positions throughout the 

workforce. The fundamental responsibilities of the program manager are 

to balance the many factors that influence cost, schedule, and performance; 

to interpret and tailor application of the DoD 5000 Series regulations; and 

to ensure that high-quality, affordable, supportable, and effective defense systems are delivered to the warfighter 

as quickly as possible.

Total Workforce Size: 12,914

Level I or higher: 74% Level II or higher: 62% Level III: 40%

International Acquisition Functional Community

International Acquisition is a new career path created by the Under Secretary of Defense for Acquisition, Technology and Logistics. Initial execution 

of the career path began in fiscal year 2009, aligning it with the Program 

Management career field. International Acquisition establishes a formal 

career path within the overall program management career field. Formalizing the career path systematically with the personnel systems enables two 

important actions. First, specific manpower billets can be coded as international program management positions requiring individuals possessing 

both core and international acquisition qualifications to fill the respective 

positions. Second, the existing personnel management infrastructure will record each acquisition workforce member’s achievement toward both core and core plus certifications. This information will ultimately provide visibility 

to senior management, enabling them to identify and select appropriately internationally qualified persons to lead 

international programs.

Note: Total workforce numbers and certification statistics are not yet available for International Acquisition.

Chapter 3

» Mr. Dave Ahern, Director, 

Portfolio Systems 

Acquisition, OUSD(A&T)

» Mr. Alfred Volkman, 

Director, International 

Cooperation, OUSD(AT&L)
41

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training

Education

Experience

Participates in an IPT delivering a weapon system, C2/network-centric system, or space system. 

Performs financial and status reporting and basic logistics activities. Supports pre-award 

contract activities and workload planning and scheduling.

Participates in a business process IPT, fundamentals of enterprise integration, and outcomebased performance measures.

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

assistance in nature.

Weapon Systems

Business Mgmt Systems/IT

International Acquisition

Services

International

Business 

Mgmt/IT Services Weapon Systems

Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

Experience 1 year of acquisition experience

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

tracking and performance evaluation.

Education Formal education not required for certification

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

CLB 007 Cost Analysis

CLB 016 Introduction to Earned Value Management

Functional Training

BCF 103 Fundamentals of Business Financial Management

CLC 011 Contracting for the Rest of Us

CLE 025 Information Assurance (IA) for Acquisition Professionals

CLI 001 International Armaments Cooperation (IAC), Part 1 

CLI 002 International Armaments Cooperation (IAC), Part 2 

CLI 003 International Armaments Cooperation (IAC), Part 3 

CLL 008 Designing for Supportability in DoD Systems 

CLL 011 Performance-Based Logistics

CLM 017 Risk Management 

CLM 029 Net-Ready Key Performance Parameter (NR-KPP) 

IRM 101 Basic Information Systems Acquisition 

LOG 101 Acquisition Logistics Fundamentals 

PQM 101 Production, Quality, and Manufacturing Fundamentals

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

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

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this Core Plus Development 

Guide if not already completed. 

SAM 101 Basic Software Acquisition Management 

TST 102 Fundamentals of Test and Evaluation

Program Management Level I

CERTIFICATION & CORE PLUS
42

Program Management Level II

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification)

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

Leads IPTs in support of developing and delivering a weapon system, C2/network-centric 

system, or space system. 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, identifies and manages enterprise-level business systems and issues, and applies 

performance measures within the acquisition community and program oce context that 

directly impact systems under development.

Participates in successful cooperative development, production partnership, or system 

modification/transfer during pre-system acquisition or system acquisition—either cooperative or 

security assistance in nature—with allied and friendly nations.

Weapon Systems

Business Mgmt Systems/IT

International Acquisition

Services

International

Business 

Mgmt/IT Services Weapon Systems

Acquisition Training ACQ 201A Intermediate Systems Acquisition, Part A

ACQ 201B Intermediate Systems Acquisition, Part B 

Experience 2 years of acquisition experience; at least 1 year must be in program management

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.

Education Formal education not required for certification

PMT 250 Program Management Tools

CON 110 Mission-Support Planning

SAM 101 Basic Software Acquisition Management or IRM 101 Basic Information Systems

Acquisition if completed on or after Nov. 15, 2005

Functional Training

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

2 years of acquisition experience, preferably in a systems program oce or similar organization (in addition to core certification experience)

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guide if not already completed. 

ACQ 265 Mission-Focused Services Acquisition ×

BCF 102 Fundamentals of Earned Value Management × × ×

BCF 215 Operating and Support Cost Analysis × × ×

CLE 004 Introduction to Lean Enterprise Concepts × × ×

CLE 006 Enterprise Integration Overview × 

CLE 022 Program Manager Introduction to Anti-Tamper ×

CLI 004 Information Exchange Program (IEP), DoD Generic Research, Development, Test, and 

 Evaluation (RDT&E) ×

CLL 002 Defense Logistics Agency Support to the PM × ×

CLL 006 Depot Maintenance Partnering × ×

CLM 025 Commercial-O-The-Shelf (COTS) Acquisition for Program Managers × × ×

CLM 031 Improved Statement of Work × ×

CLM 036 Technology Transfer and Export Control Fundamentals ×

LOG 102 Systems Sustainment Management Fundamentals × ×

PMT 202 Multinational Program Management ×

PMT 203 International Security and Technology Transfer/Control ×

PQM 101 Production, Quality, and Manufacturing Fundamentals × ×

SAM 201 Intermediate Software Acquisition Management × ×

Chapter 3
43

Program Management Level III

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification)

Unique Position Training Standards

Core Plus Development Guide 4 (Desired training, education, and experience)

Training 

Education

Experience

Leads and provides oversight of IPTs delivering a weapon system, 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.

Oversees transformation integration, planning and performance, and investment management as 

applies to the acquisition community, program oce(s), and system(s) under development.

Weapon Systems

Business Mgmt Systems/IT

Services

Business 

Mgmt/IT Services Weapon Systems

× × ×

×

×

× × ×

×

×

× ×

×

×

×

×

×

× × ×

× ×

× ×

× ×

× ×

×

×

× ×

×

Acquisition Training None required

Experience

4 years of acquisition experience with at least

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

 PEO, DCMA program integrator, or supervisor of shipbuilding)

 • 1 year in a program management position with cost, schedule, and performance 

 responsibilities

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

contracting as it relates to developing clearly stated and actionable requirements packages. 

Coordinates with local procurement contracting ocers, and ensures opportunities for 

socio-economic business concerns. Performs all acquisition strategy requirements actions noted 

in Attachment 1 to AT&L Services Memo of Oct. 2, 2006.

Education Formal education not required for certification

PMT 352A Program Management Oce Course

PMT 352B Program Management Oce Course

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

PMT 202 Multinational Program Management

PMT 203 International Security and Technology Transfer/Control 

PMT 304 Advanced International Management Workshop

Functional Training

International Acquisition2

ACQ 452 Forging Stakeholder Relationships 

BCF 207 Economic Analysis 

BCF 209 Acquisition Reporting for MDAPs and MAIS 

CLE 008 Six Sigma: Concepts and Processes

CLE 301 Reliability and Maintainability

CLL 022 Title 10 Depot Maintenance Statute Overview

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

LOG 200 Intermediate Acquisition Logistics, Part A

LOG 201 Intermediate Acquisition Logistics, Part B 

LOG 204 Configuration Management

LOG 235 Performance-Based Logistics, Part A

LOG 236 Performance-Based Logistics, Part B 

PMT 403 Program Manager's Skills 

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

SAM 301 Advanced Software Acquisition Management 

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

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)

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

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

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

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

4 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guides if not already completed. 

TST 203 Intermediate Test and Evaluation

×

×

×

×

×

PMT 401 Program Manager's Course 

PMT 402 Executive Program Manager's Course 

PEOs; PM/DPM of MDAP/MAIS; PM/DPM of 

significant nonmajor programs3

CERTIFICATION & CORE PLUS
44

Auditing Level I

Auditing Functional Community

Persons in this career field perform contract auditing, accounting, and financial advisory services to DoD and other government agencies in negotiation, 

administration, and settlement of contracts and subcontracts. Duties include 

evaluating information about contractor economic assertions, comparing 

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

third parties. Some reasons for audits include proposal submissions, incurred 

cost, compliance with the Truth in Negotiations Act, compliance with cost 

accounting standards, contract terminations, claims for abnormal conditions, 

contractor financial condition, and contractor systems and operations.

Total Workforce Size: 3,521

Level I or higher: 89% Level II or higher: 80% Level III: 27%

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1

 (Required for DAWIA certification)

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

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

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

agency contractors.

Auditor

Auditor

×

×

×

×

×

×

×

×

×

×

×

Acquisition Training None required

1 year of contract auditing experience

A baccalaureate degree in accounting; or

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

 accounting; or

4 years of experience in accounting; or

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

Functional Training AUD 1130 Technical Indoctrination

Education

Experience

AUD 1113 Orientation to DCAA

AUD 1114 Orientation to Federal Procurement Regulations

AUD 1115 Orientation to Contract Auditing Procedures

AUD 1116 Orientation to DCAA Audits

AUD 1261 Scanning Guidance

AUD 1265 APPS Performance Support Manual

AUD 1601 FAR 31, Allowable and Unallowable Costs

AUD 1602 Allowable Costs with Restrictions (Non-Employee)

AUD 1603 Allowable Costs with Restrictions (Employee)

AUD 8445 PWT Basics

AUD 9201 New Employee Ethics

None specified

None specified

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if 

not already completed.

Note: For information on these courses, contact the Defense Contract Audit Institute at 901-325-6100.

Chapter 3

» Ms. April Stephenson, 

Director, Defense 

Contract Audit Agency
45

CERTIFICATION & CORE PLUS

Auditing Level II

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification)

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

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

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

agency contractors.

Auditor

Auditor

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

Acquisition Training None required

2 years of contract auditing experience of increasing complexity and responsibility

Entry below GS-9: Same as Level I

Entry at GS-9: Same as Level I and

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

 related field such as business administration or finance; or

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

Complete one of the following:

• AUD 1320 Intermediate Contract Auditing

• AUD 4120 Statistical Sampling

Functional Training

Education

Experience

AUD 1121 Briefing Contracts

AUD 1122 Accounting System Survey

AUD 1126 Adequacy of Proposals

AUD 1142 Progress Payments

AUD 1170 Financial Capability

AUD 1221 Basic Flowcharting

AUD 1232 Internal Control Assessment 

AUD 1239 Risk and Materiality Assessment

AUD 1249 Agreed-Upon Procedures

AUD 1269 Working Paper Documentation

AUD 1271 Permanent Files

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guide if not already completed.

Note: For information on these courses, contact the Defense Contract Audit Institute at 901-325-6100.

AUD 1283 Fraud Awareness

AUD 1325 Internal Control Systems: Planning

AUD 1326 Internal Control Systems: Writing the Audit Report

AUD 1338 Internal Control Systems: Compensation

AUD 1541 Cost Accounting Standards

AUD 5614 Fundamentals of Auditing Information Systems 

AUD 5651 Retrieving and Analyzing Electronic Data Using SAS 

AUD 5653 Computer-Assisted Audit Techniques 

AUD 6115 Eective Report Writing 

AUD 6220 Auditor Interview and Interpersonal Reactions

AUD 6240 Oral Presentation Workshop

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

Professional certification—CPA, CMA, CIA, CISA

Experience in performing increasingly complex audits for normal position progression and with increasing independence
46

Auditing Level III

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Unique Position Training Standards 2

Core Plus Development Guide 3 (Desired training, education, and experience)

Training 

Education

Experience

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

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

• ACQ 101 Fundamentals of Systems Acquisition Management

• AUD 6240 Oral Presentation Workshop 

• AUD 6510 Instructor Workshop

• AUD 8414 DDI Leadership Skills

• AUD 1431 Accounting and Auditing Refresher

• AUD 1541 Cost Accounting Standards

• AUD 2311 Defective Pricing

• AUD 4035 Quantitative Methods Refresher 

• AUD 5651 Retrieving and Analyzing Electronic Data Using SAS

Auditor

Financial Liaison Auditor

Technical Specialist

Auditor

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

Acquisition Training None required

None required

Same as Level II

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

Functional Training

Education

Experience

Supervisory Auditor AUD 8562 DCAA Personnel Management Policy 

ACQ 101 Fundamentals of Systems Acquisition Management

AUD 1431 Accounting and Auditing Refresher

AUD 1570 CAS—Administration and Coverage

AUD 1571 CAS 401, 402, and 405

AUD 1572 CAS 403, 410, 418, and 420

AUD 1573 CAS 404 and 409

AUD 1574 CAS 414 and 417

AUD 1575 CAS 406 – Cost Accounting Period

AUD 1576 CAS 408 and 415

AUD 1577 CAS 407

AUD 1578 CAS 416

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

2 Workforce members assigned to the position(s) identified must meet the training standard(s) identified within 6 months of assignment.

3 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guides if not already completed.

Note: For information on these courses, contact the Defense Contract Audit Institute at 901-325-6100.

AUD 1579 CAS 411

AUD 1580 CASB Disclosure Statements

AUD 2311 Defective Pricing

AUD 8414 DDI Leadership Skills 

AUD 8564 Administration and Management of Audits for Supervisors 

AUD S6000 Conflict Resolution Techniques 

None specified

None specified

Chapter 3
47

CERTIFICATION & CORE PLUS

business Functional Community

Business-Cost Estimating and Business-Financial Management

These career fields encompass all aspects of business and financial management. They include cost estimating and analysis, financial planning, formulating financial programs and budgets, budget analysis and execution, and 

earned value management. As advisors to commanders, program executive 

officers, program managers, and other acquisition decision makers, members 

of these career fields are responsible for business–financial management of 

defense acquisition programs in direct support of the defense acquisition 

process.

Total Workforce Size: 7,188

Level I or higher: 58% Level II or higher: 44% Level III: 30%

Note: Separate statistics are not yet available for Business-Cost Estimating and Business-Financial Management.

» Dr. Nancy L. Spruill, 

Director, Acquisition 

Resources and Analysis, 

OUSD(AT&L)
48

Business—Cost Estimating Level I

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

Cost Estimator

Cost Estimator

×

×

×

×

×

×

×

×

Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management 

Relates the processes of life cycle cost estimating within the context of materiel system 

acquisition in the Department of Defense.

BCF 102 Fundamentals of Earned Value Management

BCF 103 Fundamentals of Business Financial Management

BCF 106 Fundamentals of Cost Analysis

BCF 107 Applied Cost Analysis 

Functional Training

Experience 2 years of acquisition experience in cost estimating

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 that use advanced 

mathematical skills in geometry, trigonometry, statistics, probability, and/or quantitative analysis 

CLB 014 Acquisition Reporting Concepts and Policy Requirements for APB, DAES, and SAR 

CLB 016 Introduction to Earned Value Management 

CLB 017 Performance Measurement Baseline

CLB 018 Earned Value and Financial Management Reports

CLB 019 Estimate at Completion

CLB 020 Baseline Maintenance

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

2 years of acquisition experience in cost estimating

1 These standards list the training, education, and experience required for certification at this level. 

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if 

not already completed. 

CLC 005 Simplified Acquisition Procedures

CLM 016 Cost Estimating

Chapter 3
49

CERTIFICATION & CORE PLUS

Business—Cost Estimating Level II

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification)

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

Cost Estimator

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

Acquisition Training

ACQ 201A Intermediate Systems Acquisition, Part A

ACQ 201B Intermediate Systems Acquisition, Part B 

Experience 4 years of acquisition experience in cost estimating

Applies the cost-estimating process in the construction of a cost estimate.

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 that use advanced 

mathematical skills in geometry, trigonometry, statistics, probability, and/or quantitative analysis

BCF 204 Intermediate Cost Analysis 

BCF 206 Cost/Risk Analysis 

BCF 211 Acquisition Business Management 

BCF 215 Operating and Support Cost Analysis 

CLB 026 Forecasting Techniques

CLB 030 Cost Data Sources

Functional Training

BCF 207 Economic Analysis 

BCF 208 Software Cost Estimating 

BCF 262 EVMS Validation and Surveillance 

BCF 263 Principles of Schedule Management 

BCF 263 Principles of Schedule Management 

CLC 008 Indirect Costs

CLC 104 Analyzing Profit or Fee

CLL 015 Business Case Analysis

CLL 017 Introduction to Defense Distribution

CLM 012 Scheduling 

CLM 014 IPT Management and Leadership

CLM 024 Contracting Overview

CLM 032 Evolutionary Acquisition

CLM 101 Analysis of Alternatives (AoA) (USAF Process)

LOG 101 Acquisition Logistics Fundamentals 

PMT 250 Program Management Tools

SAM 101 Basic Software Acquisition Management 

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

4 years of acquisition experience in cost estimating

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guide if not already completed. 

ACQ 265 Mission-Focused Services Acquisition 

×

×

Cost Estimator
50

Business—Cost Estimating Level III

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification)

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

Cost Estimator

×

×

×

×

×

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

Experience 7 years of acquisition experience in cost estimating

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

to ensure cost analysis is conducted properly.

Education

Functional training identified at Level II must have been completed

BCF 302 Advanced Cost Estimating 

CLB 023 Software Cost Estimating

CLB 029 Rates

Functional Training

ACQ 450 Leading in the Acquisition Environment 

ACQ 451 Integrated Acquisition for Decision Makers 

ACQ 452 Forging Stakeholder Relationships 

PMT 352A Program Management Oce Course, Part A

PMT 352B Program Management Oce Course, Part B 

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

7 years of acquisition experience in cost estimating

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guides if not already completed. 

- 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 that use advanced 

mathematical skills in geometry, trigonometry, statistics, probability, and/or quantitative analysis

Cost Estimator

Chapter 3
51

CERTIFICATION & CORE PLUS

Business—Financial Management Level I

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

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.

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.

Budget/Program/FM Analyst

EVM Analyst

EVM Analyst Budget/Program

/FM Analyst

×

×

×

×

×

×

×

×

×

×

×

×

×

Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management 

BCF 102 Fundamentals of Earned Value Management

BCF 103 Fundamentals of Business Financial Management

BCF 106 Fundamentals of Cost Analysis

Functional Training

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

Education Formal education not required for certification

BCF 107 Applied Cost Analysis

CLB 014 Acquisition Reporting Concepts and Policy Requirements for APB, DAES, and SAR 

CLB 017 Performance Measurement Baseline 

CLB 018 Earned Value and Financial Management Reports

CLB 019 Estimate at Completion 

CLB 020 Baseline Maintenance

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

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

1 These standards list the training, education, and experience required for certification at this level. 

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if 

not already completed. 

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 

×

×

×

×

×

×

×

×

×

×
52

Business—Financial Management Level II

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

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.

Interprets program status and predicts trends by analyzing earned value cost and schedule data 

as an element 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.

Budget/Program/FM Analyst

EVM Analyst

EVM Analyst Budget/Program

/FM Analyst

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

Acquisition Training

ACQ 201A Intermediate Systems Acquisition, Part A 

ACQ 201B Intermediate Systems Acquisition, Part B

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

Education Formal education not required for certification

BCF 106 Fundamentals of Cost Analysis (If not already completed at Level I)

BCF 203 Intermediate Earned Value Management

BCF 205 Contractor Business Strategies

BCF 211 Acquisition Business Management

CLM 017 Risk Management

CLM 024 Contracting Overview

Functional Training

BCF 206 Cost/Risk Analysis

BCF 207 Economic Analysis 

BCF 208 Software Cost Estimating 

BCF 215 Operating and Support Cost Analysis 

BCF 262 EVMS Validation and Surveillance 

BCF 263 Principles of Schedule Management 

CLC 005 Simplified Acquisition Procedures

CLC 007 Contract Source Selection

CLC 010 Proper Use of Non-DoD Contracts

CLC 011 Contracting for the Rest of Us 

CLC 106 Contracting Ocer's Representative with a Mission Focus 

CLG 001 DoD Government Purchase Card

CLM 012 Scheduling

CLM 040 Proper Financial Accounting Treatments for Military Equipment 

Baccalaureate degree in business or a business-related field

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

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guide if not already completed. 

BCF 204 Intermediate Cost Analysis ×

×

×

×

Chapter 3
53

CERTIFICATION & CORE PLUS

Business—Financial Management Level III

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

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.

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.

Budget/Program/FM Analyst

EVM Analyst

EVM Analyst Budget/Program

/FM Analyst

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

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

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

Education Formal education not required for certification

Functional training identified at Level II must have been completed

BCF 301 Business, Cost Estimating, and Financial Management Workshop

CLM 013 Work-Breakdown Structure

CLM 031 Improved Statement of Work

Functional Training

ACQ 450 Leading in the Acquisition Environment 

ACQ 451 Integrated Acquisition For Decision Makers 

ACQ 452 Forging Stakeholder Relationships 

CLL 015 Business Case Analysis 

CLM 014 IPT Management and Leadership 

CLM 101 Analysis of Alternatives (AoA) (USAF Process)

CLM 200 Item-Unique Identification 

CON 110 Mission-Support Planning 

CON 111 Mission Strategy Execution 

CON 112 Mission-Performance Assessment 

PMT 250 Program Management Tools 

PMT 352A Program Management Oce Course, Part A

PMT 352B Program Management Oce Course, Part B

Graduate degree in business, business-related field

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

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guides if not already completed. 

×

×

×

×
54

Chapter 3

Contracting, Purchasing, and Industry/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 (to include 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.

Total Workforce Size: 25,634

Level I or higher: 78% Level II or higher: 69% Level III: 34%

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 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 the acquisition planning, contract formation, and contract 

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

management system; coordinate and process contract property disposal actions; perform investigations of instances 

of loss, theft, damage, or destruction government property and grant relief or recommend liability; and develop 

policies and procedures for government property management.

Total Workforce Size: 447

Level I or higher: 74% Level II or higher: 69% Level III: 13%

Purchasing

Individuals in the Purchasing career field are typically purchasing agents or supervisory purchasing agents. This 

function requires the individuals to 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. It 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.

Total Workforce Size: 1,088

Level I or higher: 53% Level II: 40%

» Mr. Shay Assad, 

Director, Defense 

Procurement and 

Acquisition Policy
55

CERTIFICATION & CORE PLUS
56

Chapter 3

Contracting Level I

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Operational Contracting

Research & Development

Acquisition Training None required

Experience 1 year of contracting experience

Contracting functions in support of posts, camps, or stations.

Contracting functions in support of research and development.

Contracting functions in support of systems acquisition, to include all ACAT programs.

Contracting functions performed by the Defense Logistics Agency or by other oces to sustain 

weapon systems.

Contracting functions in support of construction and/or architect and engineering services.

Contracting functions performed in a contingency or combat environment.

Contracting functions primarily focused on contract administration.

Contracting functions primarily focused on advanced cost/price analysis.

Contracting functions primarily focused on advising small businesses or on strategies for 

maximizing use of small businesses.

Contracting functions that perform a variety of assignments or are at a headquarters, secretariat, 

or OSD level.

Education

- Baccalaureate degree (any field of study)

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

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

management

CON 100 Shaping Smart Business Arrangements 

CON 110 Mission Support Planning

CON 111 Mission Planning Execution

CON 112 Mission Performance Assessment

CON 120 Mission-Focused Contracting

CLC 033 Contract Format and Structure for the DoD eBusiness Environment

CON 090 Contracting Fundamentals (Required eective June 1, 2010) 

Functional Training

Systems Acquisition

Logistics & Sustainment

Construction/A&E

Contingency/Combat Operations

Contract Administration Oce

Contract Cost/Price Analyst

Small Business Specialist

Other

Unique Position Training Standards 2

Level I contracting personnel assigned to 

support an MDAP/MAIS program

Core Plus Development Guide Type of Assignment 3 (Desired training, education, and experience)

Training All

×

ACQ 101 Fundamentals of Systems Acquisition Management

See Contracting Matrix on the following page 

Education

Experience

1 The Core Certification Standards section lists the training, education, and experience required for certification at this level. See 10 U.S.C 1724 (provides 

for limited exceptions).

2 Workforce members assigned to the position(s) identified should meet the training standard(s) identified within 1 year of assignment.

3 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide 

if not already completed.

None specified

None specified
57

Operational 

Contracting

Research & 

Development

Systems 

Acquisition

Log / 

Sustainment

Construction /

A&E

Contingency /

Combat Ops

Contract Admin

Cost / Price /

Analyst

Small Bus 

Specialist

Other

Core Plus Development Guide (Desired training) Type of Assignment

Training

CLC 003 Sealed Bidding × × × 

CLC 004 Market Research × × × × × × × × × ×

CLC 005 Simplified Acquisition Procedures × × × × × × × × ×

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

CLC 020 Commercial Item Determination × × × × × × × × × ×

CLC 024 Basic Math Tutorial × × × × × × × × ×

CLC 028 Past Performance Information × × × × × × × × ×

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

CLC 043 Defense Priorities and Allocations System × × × × × × × × ×

CLC 045 Partnering × × × × × × × ×

CLC 046 Green Procurement × × × × × × × × × ×

CLC 054 Electronic Subcontract Review System (eSRS) × × × × × × × × × ×

CLC 060 Time and Materials Contracts × × × × × × × × × ×

CLC 105 DCMA Intern Training × 

CLC 113 Procedures, Guidance, and Information × × × × × × × × × ×

CLC 131 Commercial Item Pricing × × × × × × ×

CLC 132 Organizational Conflicts of Interest × × × × × × × × × ×

CLC 133 Contract Payment Instructions × × × × × × × × × ×

CLE 043 Online Representations & Certifications Application × × × × × × × × × ×

CLE 044 Intragovernmental Transactions × × × × × × × × × ×

CLG 001 DoD Government Purchase Card × × × × × × × × × ×

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

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

CON 237 Simplified Acquisition Procedures × × × × × × × × ×

CON 243 Architect-Engineer Contracting × 

CON 244 Construction Contracting × 

FAC 007 Certificate of Competency Program × × × × × × × × ×

SPS 101 Standard Procurement System and Federal Procurement Data System - Next × × × × × × × × × ×

 Generation User

Contracting Level I matrix

CERTIFICATION & CORE PLUS
58

Contracting Level II

Chapter 3

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification)

Operational Contracting

Research & Development

Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

Experience 2 years of contracting experience

Contracting functions in support of posts, camps, or stations.

Contracting functions in support of research and development. 

Contracting functions in support of systems acquisition, to include all ACAT programs.

Contracting functions performed by the Defense Logistics Agency or by other oces to sustain 

weapon systems.

Contracting functions in support of construction and/or architect and engineering services.

Contracting functions performed in a contingency or combat environment.

Contracting functions primarily focused on contract administration. 

Contracting functions primarily focused on advanced cost/price analysis.

Contracting functions primarily focused on advising small businesses or on strategies for 

maximizing use of small businesses.

Contracting functions that perform a variety of assignments or are at a headquarters, secretariat, 

or OSD level.

Education

- Baccalaureate degree (any field of study)

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

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

management

ACQ 201A Intermediate Systems Acquisition, Part A

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

CON 214 Business Decisions for Contracting

CON 215 Intermediate Contracting for Mission Support 

CON 216 Legal Considerations in Contracting

CON 217 Cost Analysis and Negotiation Techniques

CON 218 Advanced Contracting for Mission Support 

Functional Training

Systems Acquisition

Logistics & Sustainment

Construction/A&E

Contingency/Combat Operations

Contract Administration Oce

Contract Cost/Price Analyst

Small Business Specialist

Other

Unique Position Training Standards 2

Level II contracting personnel assigned to 

support an MDAP/MAIS program

Core Plus Development Guide Type of Assignment 3 (Desired training, education, and experience)

Training All

See Contracting Matrix on the following page ×

Begin graduate studies in business administration or procurement 

2 years of contracting experience (in addition to core certification experience)

Education

Experience

1 The Core Certification Standards section lists the training, education, and experience required for certification at this level. See 10 U.S.C 1724 (provides 

for limited exceptions).

2 Workforce members assigned to the position(s) identified should meet the training standard(s) identified within 1 year of assignment.

3 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guide if not already completed.
59

Contracting Level II matrix

Operational 

Contracting

Research & 

Development

Systems 

Acquisition

Log / 

Sustainment

Construction /

A&E

Contingency /

Combat Ops

Contract Admin

Cost / Price /

Analyst

Small Bus 

Specialist

Other

Core Plus Development Guide (Desired training) Type of Assignment

Training

ACQ 265 Mission-Focused Services Acquisition × × × × × × × × ×

CLC 001 Defense Subcontract Management × × × × × × × × ×

CLC 006 Contract Terminations × × × × × × × ×

CLC 007 Contract Source Selection × × × × × × × × × ×

CLC 008 Indirect Costs × × × × ×

CLC 013 Performance-Based Services Acquisition × × × × × × × × ×

CLC 018 Contractual Incentives × × × × × × × × × ×

CLC 019 Leveraging DCMA for Program Success × × ×

CLC 022 Profit Policy Revisions × × × × × × × × × ×

CLC 026 Performance-Based Payments Overview × × × × × × × × × ×

CLC 027 Buy American Act × × × × × × × × × ×

CLC 031 Reverse Auctioning × × 

CLC 034 Provisional Award Fee × × × × 

CLC 035 Other Transaction Authority for Prototype Projects: Comprehensive Coverage × × × 

CLC 036 Other Transaction Authority for Prototype Projects Overview × × × × × × × × × ×

CLC 037 A-76 Competitive Sourcing Overview × ×

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 050 Contracting with Canada × × × × × × × × × ×

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 Ocer Refresher × 

CLC 120 Utilities Privatization Contract Administration × 

CLC 125 Berry Amendment × × × × × × ×

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 × × × × 

CON 234 Joint Contingency Contracting × 

CON 235 Advanced Contract Pricing × × × ×

CON 250 Fundamentals of Cost Accounting Standards—Part I × × × × 

CON 251 Fundamentals of Cost Accounting Standards—Part II × × × × 

CON 260A The Small Business Program, Part A ×

CON 260B The Small Business Program, Part B ×

GRT 201 Grants and Agreements Management × × 

HBS 221 Negotiating × × × × × × × × × ×

HBS 223 Presentation Skills × × × × × × × × × ×

HBS 229 Team Leadership × × × × × × × × × ×

HBS 239 Team Management × × × × × × × × × ×

IND 100 Contract Property Administration and Disposition Fundamentals × × × × 

CERTIFICATION & CORE PLUS
60

Contracting Level III

Chapter 3

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification)

Operational Contracting

Research & Development

Acquisition Training ACQ 201A Intermediate Systems Acquisition, Part A

Experience 4 years of contracting experience

Contracting functions in support of posts, camps, or stations.

Contracting functions in support of research and development. 

Contracting functions in support of systems acquisition, to include all ACAT programs.

Contracting functions performed by the Defense Logistics Agency or by other oces to sustain 

weapon systems.

Contracting functions in support of construction and/or architect and engineering services.

Contracting functions performed in a contingency or combat environment.

Contracting functions primarily focused on contract administration. 

Contracting functions primarily focused on advanced cost/price analysis.

Contracting functions primarily focused on advising small businesses or on strategies for 

maximizing use of small businesses.

Contracting functions that perform a variety of assignments or are at a headquarters, secretariat, 

or OSD level.

Education

- Baccalaureate degree (any field of study)

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

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

management

ACQ 201B Intermediate Systems Acquisition, Part B 

CON 353 Advanced Business Solutions for Mission Support 

1 additional course from the Harvard Business Management Modules Functional Training

Systems Acquisition

Logistics & Sustainment

Construction/A&E

Contingency/Combat Operations

Contract Administration Oce

Contract Cost/Price Analyst

Small Business Specialist

Other

Unique Position Training Standards 2

Level III contracting personnel assigned to or 

devoting at least 50% of their time in support 

of an MDAP/MAIS program

Core Plus Development Guide Type of Assignment 3 (Desired training, education, and experience)

Training All

See Contracting Matrix on the following page ×

Master's degree in business administration or procurement 

4 years of contracting experience (in addition to core certification experience)

Education

Experience

1 The Core Certification Standards section lists the training, education, and experience required for certification at this level. See 10 U.S.C 1724 (provides 

for limited exceptions).

2 Workforce members assigned to the position(s) identified should meet the training standard(s) identified within 6 months of assignment.

3 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guides if not already completed.
61

Contracting Level III matrix

Operational 

Contracting

Research & 

Development

Systems 

Acquisition

Log / 

Sustainment

Construction /

A&E

Contingency /

Combat Ops

Contract Admin

Cost / Price /

Analyst

Small Bus 

Specialist

Other

Core Plus Development Guide (Desired training) Type of Assignment

Training

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

BCF 102 Fundamentals of Earned Value Management x x 

CLB 007 Cost Analysis x x x x x x x x x

CLB 011 Budget Policy x 

CLB 016 Introduction to Earned Value Management x x x 

CLC 004 Market Research x x x x x x x

CLC 023 Commercial Item Determination Executive Overview x x x x x x x x x x

LAW 801 Acquisition Law x x x x x x x x

CERTIFICATION & CORE PLUS
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Industrial/Contract Property Management Level I

Chapter 3

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

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 propertyrelated 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.

Industrial and/or Contract Property 

Management

Ind/Con Prop Mgt

×

Acquisition Training None required

1 year of property management experience

Formal education not required for certification

CON 100 Shaping Smart Business Arrangements

CON 110 Mission Support Planning

CON 111 Mission Strategy Execution

CON 112 Mission Performance Assessment

IND 100 Contract Property Administration and Disposition Fundamentals 

IND 103 Contract Property Systems Analysis Fundamentals

Functional Training

Education

Experience

ACQ 101 Fundamentals of Systems Acquisition Management

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

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if 

not already completed.

None specified
63

Industrial/Contract Property Management Level II

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

Develops policy and procedures for government 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.

Industrial and/or Contract Property 

Management

Ind/Con Prop Mgt

×

×

×

Acquisition Training

2 years of experience in an industrial property management position 

ACQ 101 Fundamentals of Systems Acquisition Management

Formal education not required for certification

CON 214 Business Decisions for Contracting

CON 216 Legal Considerations in Contracting

CON 217 Cost Analysis and Negotiation Techniques 

IND 200 Intermediate Contract Property Administration and Disposition

Functional Training

Education

Experience

ACQ 201A Intermediate Systems Acquisition, Part A

CLM 040 Proper Financial Accounting Treatments for Military Equipment

CLM 200 Item-Unique Identification 

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

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guide if not already completed.

HBS 210 Process Improvement ×

HBS 213 Change Management ×

HBS 227 Strategic Thinking ×

None specified

CERTIFICATION & CORE PLUS
64

Industrial/Contract Property Management Level III

Chapter 3

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

Develops policy and procedures for government 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.

Industrial and/or Contract Property 

Management

Ind/Con Prop Mgt

×

×

×

×

Acquisition Training

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

and complexity 

ACQ 201A Intermediate Systems Acquisition, Part A

Formal education not required for certification

CON 353 Advanced Business Solutions for Mission Support

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

Development Guide below Functional Training

Education

Experience

ACQ 201B Intermediate Systems Acquisition, Part B

CLE 015 Continuous Process Improvement Familiarization

HBS 228 Leading and Motivating

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

4 years of experience in industrial property management (in addition to core certification experience)

HBS 230 Coaching

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guides if not already completed.
65

Purchasing Level I

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

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.

Purchasing Agent or 

Supervisory Purchasing Agent

Pur Agt /

Supv Pur Agt

×

×

×

×

×

Acquisition Training

1 year of purchasing experience 

None required

Formal education not required for certification

CON 100 Shaping Smart Business Arrangements

CON 237 Simplified Acquisition Procedures

CLG 001 DoD Government Purchase Card

CLC 030 Essentials of Interagency Acquisitions/Fair Opportunity

Functional Training

Education

Experience

CLC 003 Sealed Bidding

CLC 004 Market Research

CLC 009 Service Disabled Veteran-Owned Small Business Program

16 semester hours of undergraduate work with an emphasis in business

None specified

CLC 113 Procedures, Guidance, and Information

SPS 101 Standard Procurement System and Federal Procurement Data System—NG User

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide 

if not already completed.

CLC 046 Green Procurement ×

CLC 054 Electronic Subcontract Review System (eSRS) ×

CLE 043 Online Representations & Certifications Application ×

CLE 044 Intragovernmental Transactions ×

CERTIFICATION & CORE PLUS
66

Purchasing Level II 1

Chapter 3

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 2 (Required for DAWIA certification) 

Core Plus Development Guide 3 (Desired training, education, and experience)

Training 

Education

Experience

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.

Purchasing Agent or 

Supervisory Purchasing Agent

Pur Agt /

Supv Pur Agt

×

×

×

×

×

×

×

×

×

×

×

×

×

Acquisition Training

2 years of purchasing experience 

None required

Formal education not required for certification

CON 110 Mission Support Planning

CON 111 Mission Planning Execution 

CON 112 Mission Performance Assessment

CON 120 Mission-Focused Contracting

Functional Training

Education

Experience

ACQ 101 Fundamentals of Systems Acquisition Management

CLC 020 Commercial Item Determination 

CLC 022 Profit Policy Revisions

32 semester hours of undergraduate work with an emphasis in business

None specified

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

CON 214 Business Decisions for Contracting 

CON 215 Intermediate Contracting for Mission Support 

CON 216 Legal Considerations in Contracting

CON 217 Cost Analysis and Negotiation Techniques 

CON 218 Advanced Contracting for Mission Support 

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

2The Core Certification Standards section lists the training, education, and experience required for certification at this level. To be certified at this level, 

workforce members must also possess a Level I certification in Purchasing.

3When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guide if not already completed. Personnel who have completed all elements of this and the lower-level guide should consider the guides 

associated with the Contracting career field for further development.
67

CERTIFICATION & CORE PLUS
68

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 ocean facilities. It involves all facets of life cycle 

management from planning through disposal, including design, construction, 

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

and real property maintenance. Additional duties include advising or assisting commanders and acting as, or advising, program managers and other 

officials as necessary in executing all aspects of their responsibilities for facility management and the mitigation/

elimination of environmental impact in direct support of the defense acquisition process.

Total Workforce Size: 5,225

Level I or higher: 49% Level II or higher: 42% Level III: Statistics not 

yet available

Chapter 3

» Mr. James Dalton, P.E., 

Chief, Engineering and 

Construction, U.S. Army 

Corps of Engineers
69

Facilities Engineering Level I

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

Conducts actions that support one or more facets of facilities engineering: planning; design; 

construction; environmental management; base operations, support, and housing; real estate; 

and real property maintenance. May serve as an IPT member, representing a specific FE 

functional area.

Facilities Engineer

Facilities 

Engineer

×

×

×

×

Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

1 year of acquisition experience in facilities engineering

Formal education not required for certification

Functional Training None required

Education

Experience

CLC 028 Past Performance Information

CLM 017 Risk Management

CLM 024 Contracting Overview 

CLM 035 Environmental Safety and Occupational Health—Lesson from PMT 352A

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

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if 

not already completed.

None specified

CERTIFICATION & CORE PLUS
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Facilities Engineering Level II

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

Conducts actions that support one or more facets of facilities engineering: planning; design; 

construction; environmental management; base operations, support, and housing; real estate; 

and real property maintenance. May serve as an IPT member, representing a specific FE 

functional area.

Facilities Engineer

Facilities 

Engineer

×

×

×

×

×

Acquisition Training None required

2 years of acquisition experience in facilities engineering

Formal education not required for certification

Functional Training FE 201 Intermediate Facilities Engineering

Education

Experience

CLB 016 Introduction to Earned Value Management

CLE 001 Value Engineering 

CLM 012 Scheduling

CLM 013 Work-Breakdown Structure

CLM 016 Cost Estimating 

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

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

9 semester credit hours must be selected from accounting, business finance, law, economics, industrial management, quantitive methods, or 

organization and management

1

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guide if not already completed.

Chapter 3
71

Facilities Engineering Level III 1

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 2 (Required for DAWIA certification) 

Core Plus Development Guide 3 (Desired training, education, and experience)

Training 

Education

Experience

Leads, manages, and/or executes one or more facets of facilities engineering: planning; design; 

construction; environmental management; base operations, support, and housing; real estate; 

and real property maintenance. May lead multiple IPTs for specific projects or perform FE 

program management

Facilities Engineer

Facilities 

Engineer

×

×

×

×

Acquisition Training None required

4 years of acquisition experience in facilities engineering

Formal education not required for certification

Functional Training FE 301 Advanced Facilities Engineering

Education

Experience

CLC 037 A-76 Competitive Sourcing Overview

CLC 108 Strategic Sourcing Overview

CLE 008 Six Sigma: Concepts and Processes

CLM 014 IPT Management and Leadership

Advanced degree from an accredited institution of higher learning in engineering, architecture, physics, chemistry, mathematics, community 

planning, business, or related fields

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

12 semester credit hours must be selected from accounting, business finance, law, economics, industrial management, quantitive methods, or 

organization and management

1

 This level was implemented May 12, 2009.

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

3 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guides if not already completed.

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

CERTIFICATION & CORE PLUS
72

Information Technology Functional Community 

This career field includes computer scientists, information technology management specialists, computer engineers, telecommunications managers, 

etc., who directly support the acquisition of information technology (IT). 

Personnel in this career field typically provide direct support for acquisitions 

that use information technology, including National Security Systems. They 

apply IT-related laws, policies, 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); supports portfolio management, information assurance certification, 

Global Information Grid compliance, and IT architecture-related activities; and tests, evaluates, plans, obtains, and 

manages IT life cycle development and support (operations, maintenance, and replacement).

Total Workforce Size: 4,089

Level I or higher: 55% Level II or higher: 36% Level III: 19%

Chapter 3

» Mr. Edward Wingfield, 

Commercial IT Policy, DoD 

CIO Office
73

Information Technology Level I

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if 

not already completed. 

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

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. 

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; test and evaluation 

processes; verification and validation processes; and fielding and sustaining IT systems.

CIO Oce

Project Oce/Field Activities

Central Design Activity (CDA)

Project Oce/

Field Activities CDA

×

× ×

× ×

×

×

×

×

×

×

× × ×

×

×

×

×

×

×

Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

Experience 1 year of acquisition experience in information technology 

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

activities, enterprise architecture, best practices, IT systems engineering, information assurance, 

IT-related technologies, test and evaluation processes, and verification and validation processes.

Education Formal education not required for certification

As of Nov. 15, 2005, the contents of IRM 101 and SAM 101 were merged. Since Nov. 15, 2005, the 

same content has been delivered under both course designators/names; therefore, either of the 

following conditions must be met:

• IRM 101 Basic Information Systems Acquisition and SAM 101 Basic Software Acquisition 

 Management if both courses were completed before Nov. 15, 2005; or

• IRM 101 Basic Information Systems Acquisition or SAM 101 Basic Software Acquisition 

 Management if either course was completed on or after Nov. 15, 2005.

Functional Training

BCF 103 Fundamentals of Business Financial Management

CLB 007 Cost Analysis

CLB 016 Introduction to Earned Value Management 

CLE 004 Introduction to Lean Enterprise Concepts 

CLE 015 Continuous Process Improvement Familiarization 

CLE 020 Enterprise Architecture

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

TST 102 Fundamentals of Test and Evaluation 

Baccalaureate degree, preferably with a major in computer science, management information systems, business administration, or a related field

CIO

None specified

CERTIFICATION & CORE PLUS
74

Information Technology Level II

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guide if not already completed. 

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

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.

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; test and evaluation processes; verification 

and validation processes; and fielding and sustaining IT systems.

CIO Oce

Project Oce/Field Activities

Central Design Activity (CDA)

Project Oce/

Field Activities CDA

×

×

×

× ×

×

×

×

×

×

×

× ×

×

× ×

× ×

× ×

× ×

× ×

×

Acquisition Training ACQ 201A Intermediate Systems Acquisition Management, Part A

ACQ 201B Intermediate Systems Acquisition Management, Part B

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

technology 

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

enterprise architecture; best practices; IT systems engineering; information assurance; IT-related 

technologies; test and evaluation processes; and verification and validation processes.

Education Formal education not required for certification

IRM 202 Intermediate Information Systems Acquisition

OR both of the following courses:

IRM 201 Intermediate Information Systems Acquisition 

SAM 201 Intermediate Software Acquisition Management 

Functional Training

BCF 102 Fundamentals of Earned Value Management 

BCF 107 Applied Cost Analysis (replaces BCF 101) 

CLE 003 Technical Reviews 

CLE 006 Enterprise Integration Overview

CLE 007 Lean Six Sigma for Manufacturing

CLE 016 Outcome-Based Performance Measures

CLE 017 Technical Planning 

CLE 301 Reliability and Maintainability 

CLL 015 Business Case Analysis

CLM 029 Net-Ready Key Performance Parameter (NR-KPP) 

CLM 101 Analysis of Alternatives (AoA) (USAF Process) 

LOG 101 Acquisition Logistics Fundamentals

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

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

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

experience)

CIO

× ×

BCF 106 Fundamentals of Cost Analysis (replaces BCF 101) × × ×

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

Chapter 3
75

Information Technology Level III

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guides if not already completed. 

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

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.

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; test and evaluation 

processes; verification and validation processes; and fielding and sustaining IT systems.

CIO Oce

Project Oce/Field Activities

Central Design Activity (CDA)

Project Oce/

Field Activities CDA

×

×

×

×

×

× ×

×

×

×

× ×

×

×

×

×

×

Acquisition Training None required

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

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

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

IT-related technologies; test and evaluation processes; and verification and validation processes.

Education Formal education not required for certification

IRM 304 Advanced Information Systems Acquisition 

SAM 301 Advanced Software Acquisition Management Functional Training

CLE 021 Technology Readiness Assessments 

CLL 008 Designing for Supportability in DoD Systems 

CLL 014 Joint Systems Integrated Support Strategies (JSISS) 

CLM 014 IPT Management and Leadership 

LOG 200 Intermediate Acquisition Logistics, Part A

LOG 203 Reliability and Maintainability 

PMT 250 Program Management Tools 

PMT 352A Program Management Oce Course, Part A 

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

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

4 years of information technology acquisition experience (in addition to core certification experience)

CIO

×

CERTIFICATION & CORE PLUS
76

Life Cycle Logistics Functional Community 

The Life Cycle Logistics career field encompasses both acquisition logistics and sustainment activities; and includes professionals responsible for 

planning, development, implementation, and management of effective and 

affordable weapons, materiel, or information systems support strategies. 

Life cycle logisticians perform a principal joint and/or DoD component logistics role during both the acquisition and operational phases of the system 

life cycle to: (1) ensure product support strategies meet program goals for 

operational effectiveness and readiness; (2) ensure supportability requirements are addressed consistently with 

cost, schedule, and performance; (3) ensure supportability considerations are implemented during systems design; 

and (4) meet system materiel availability, materiel reliability, life cycle cost, and mean down time objectives. 

Life cycle logisticians ensure the integration of all support elements to maximize supportability, reliability, availability, 

maintainability, and mission effectiveness of the system throughout its life cycle. They achieve this by influencing 

system design and providing effective, timely product support capability to achieve the system’s materiel readiness 

and sustain operational capability. Emphasis is placed on ensuring materiel readiness at an optimal life cycle cost 

and integrating life cycle management principles by designing and implementing performance-based life cycle 

product support strategies to provide effective system support. Life cycle logisticians can work directly in a program 

management office, in support of the program manager, or in other supporting and sustainment logistics activity 

offices. Ultimately, life cycle logisticians are responsible for translating warfighter performance requirements into 

tailored product support spanning the system life cycle.

Total Workforce Size: 13,936

Level I or higher: 69% Level II or higher: 47% Level III: 26%

Chapter 3

» Mr. Randy Fowler, 

Assistant Deputy Under 

Secretary of Defense 

 (Materiel Readiness)
77

Life Cycle Logistics Level I

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

Plans/develops eective and aordable weapons, materiel, or information systems support 

strategies. Ensures product support strategies meet program goals for operational eectiveness 

and readiness. Ensures supportability requirements consistent with cost, schedule, and 

performance are addressed. Plans and develops performance-based logistics as preferred DoD 

product support approach. Ensures integration of all support elements to maximize system 

deployability, supportability, and mobility.

Implements eective and aordable weapons, materiel, or information systems support of 

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

sustainment engineering, workload allocation, public-private partnerships, supply chain 

management, and/or system retirement. Executes and manages system performance-based 

logistics support strategy, ensuring system performance requirements are met.

Acquisition Logistics

Sustainment

Sustainment Acquisition 

Logistics

×

×

×

×

×

×

×

×

×

×

×

Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management 

Experience 1 year of acquisition and/or sustainment experience in life cycle logistics

Education Formal education not required for certification

LOG 101 Acquisition Logistics Fundamentals

LOG 102 Systems Sustainment Management Fundamentals

CLL 008 Designing for Supportability in DoD Systems

CLL 011 Performance-Based Logistics

Functional Training

BCF 102 Fundamentals of Earned Value Management

BCF 107 Applied Cost Analysis (replaces BCF 101)

CLB 007 Cost Analysis 

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

CLC 013 Performance-Based Services Acquisition 

CLC 019 Leveraging DCMA for Program Success

CLC 045 Partnering 

CLC 108 Strategic Sourcing Overview

CLC 112 Contractors Accompanying the Force 

CLE 003 Technical Reviews

CLE 015 Continuous Process Improvement Familiarization

CLE 301 Reliability and Maintainability 

CLL 002 Defense Logistics Agency Support to the PM 

CLL 006 Depot Maintenance Partnering

CLL 013 DoD Packaging

CLL 014 Joint Systems Integrated Support Strategies (JSISS) 

CLL 017 Introduction to Defense Distribution 

CLL 022 Title 10 Depot Maintenance Statute Overview

CLM 013 Work-Breakdown Structure

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

CLM 032 Evolutionary Acquisition 

CLM 036 Technology Transfer and Export Control Fundamentals

CON 110 Mission Support Planning 

Baccalaureate degree in a technical, scientific, or managerial field

2 years of life cycle logistics experience in support of acquisition or sustainment of DoD weapons/materiel systems

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if 

not already completed. 

CON 111 Mission Planning Execution

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

TST 102 Fundamentals of Test and Evaluation

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

× ×

BCF 106 Fundamentals of Cost Analysis (replaces BCF 101) ×

CERTIFICATION & CORE PLUS
78

Life Cycle Logistics Level II

LOG 200 Intermediate Acquisition Logistics, Part A

LOG 201 Intermediate Acquisition Logistics, Part B 

LOG 235 Performance-Based Logistics, Part A

LOG 236 Performance-Based Logistics, Part B 

Two additional supervisor-employee agreed-upon courses or continuous learning (CL) 

modules from the Core Plus list below

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

Plans/develops eective and aordable weapons, materiel, or information systems support 

strategies. Ensures product support strategies meet program goals for operational eectiveness 

and readiness. Ensures supportability requirements consistent with cost, schedule, and 

performance are addressed. Plans and develops performance-based logistics as preferred DoD 

product support approach. Ensures integration of all support elements to maximize system 

deployability, supportability, and mobility.

Implements eective and aordable weapons, materiel, or information systems support of 

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

sustainment engineering, workload allocation, public-private partnerships, supply chain 

management, and/or system retirement. Executes and manages system performance-based 

logistics support strategy, ensuring system performance requirements are met.

Acquisition Logistics

Sustainment 

Sustainment Acquisition 

Logistics

×

×

×

×

×

×

×

×

×

×

×

×

×

×

× ×

× ×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

Acquisition Training ACQ 201A Intermediate Systems Acquisition, Part A 

ACQ 201B Intermediate Systems Acquisition, Part B 

Experience 2 years of acquisition and/or sustainment experience in life cycle logistics

Education Formal education not required for certification

Functional Training

BCF 211 Acquisition Business Management 

CLC 004 Market Research

CLC 018 Contractual Incentives

CLE 001 Value Engineering

CLE 004 Introduction to Lean Enterprise Concepts

CLE 007 Lean Six Sigma for Manufacturing 

CLL 015 Business Case Analysis

CLL 019 Technology Refreshment Planning

CLL 020 Independent Logistics Assessments

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

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

CLL 025 Depot Maintenance Interservice Support Agreements (DMISA)

CLM 037 Physical Inventories

CLM 038 Corrosion Prevention and Control Overview 

CON 112 Mission Performance Assessment 

IRM 101 Basic Information Systems Acquisition 

LOG 203 Reliability and Maintainability 

LOG 206 Intermediate Systems Sustainment Management 

LOG 210 Supportability Manager Tools 

PMT 203 International Security and Technology Transfer/Control 

PMT 250 Program Management Tools

PQM 101 Production, Quality, and Manufacturing Fundamentals 

Baccalaureate degree in a logistics, business, management, or technical field, and/or completion of a certificate program in systems design and 

operational eectiveness or similar systems engineering/technical education, business administration, and/or supply chain management

4 years of life cycle logistics experience in support of acquisition or sustainment of DoD weapons/materiel systems

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guide if not already completed. 

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

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

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

TST 203 Intermediate Test and Evaluation 

×

×

LOG 204 Configuration Management × ×

Chapter 3
79

Life Cycle Logistics Level III

LOG 350 Enterprise Life Cycle Logistics Management

Two additional supervisor-employee agreed-upon courses or continuous learning (CL) modules 

from the Core Plus list below

Type of

Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 

(Desired training, education, and experience)

Training 

Education

Experience

Leads/plans/develops eective and aordable weapons, materiel, or information systems support 

strategies. Ensures product support strategies meet program goals for operational eectiveness 

and readiness. Ensures supportability requirements consistent with cost, schedule, and 

performance are addressed. Plans and develops performance-based logistics as preferred DoD 

product support approach. Ensures integration of all support elements to maximize system 

deployability, supportability, and mobility.

Leads, plans, and executes eective and aordable weapons, materiel, or information systems 

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

modernization/ modification, sustainment engineering, workload allocation, public-private 

partnerships, supply chain management, and/or system retirement. Executes and manages 

performance-based logistics support strategy, ensuring system performance requirements are met.

Acquisition Logistics

Sustainment 

 AL S

Acquisition Training No additional requirements

Experience 4 years of acquisition and/or sustainment experience in life cycle logistics

Education Formal education not required for certification

Functional Training

Master’s degree in a logistics, business, management, or technical field, such as systems design and operational eectiveness, or similar systems 

engineering/technical education, business administration, and/or supply chain management

8 years of life cycle logistics experience in support of acquisition or sustainment of DoD weapons/materiel systems

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guides if not already completed. 

Type of

Assignment Core Plus Development Guide 2 

(Desired training, education, and experience)

Training AL S

ACQ 265 Mission-Focused Services Acquisition × ×

ACQ 450 Leading in the Acquisition Environment ×

ACQ 451 Integrated Acquisition For Decision Makers ×

ACQ 452 Forging Stakeholder Relationships × ×

CLB 011 Budget Policy × ×

CLB 016 Introduction to Earned Value Management ×

CLC 011 Contracting for the Rest of Us × ×

CLE 011 Modeling and Simulation for Systems Engineering × 

CLL 016 Joint Logistics × ×

CLL 201 Diminishing Manufacturing Sources and Material 

Shortages (DMSMS) Fundamentals × ×

CLL 203 Diminishing Manufacturing Sources and Material 

Shortages (DMSMS) Essentials × ×

CLL 204 Diminishing Manufacturing Sources and Material

Shortages (DMSMS) Case Studies ×

CLL 205 Diminishing Manufacturing Sources and Material 

Shortages (DMSMS) for Technical Professionals ×

CLM 014 IPT Management and Leadership ×

CLM 017 Risk Management × ×

CLM 035 Environmental Safety and Occupational Health— × ×

Lesson from PMT 352A 

CLM 038 Corrosion Prevention and Control Overview × ×

CLM 041 Capabilities-Based Planning × 

CLM 044 Radio Frequency Identification ×

CLM 047 Fiscal and Physical Accountability and 

Management of DoD Equipment ×

CLM 101 Analysis of Alternatives (AoA) (USAF Process) ×

CLM 200 Item-Unique Identification × ×

CON 237 Simplified Acquisition Procedures × 

HBS 201 Budgeting × ×

HBS 214 Crisis Management × ×

PMT 202 Multinational Program Management × ×

PMT 352A Program Management Oce Course, Part A × 

PMT 352B Program Management Oce Course, Part B ×

PQM 301 Advanced Production, Quality, and 

Manufacturing ×

RQM 110 Core Concepts for Requirements Management ×

SYS 203 Intermediate Systems Planning, Research, 

Development, and Engineering, Part II × ×

TST 302 Advanced Test and Evaluation × × 

 AL – Acquisition Logistics

 S – Sustainment 

CERTIFICATION & CORE PLUS
80

Engineering & Technical Management Functional 

Communities

Note: The Systems Planning, Research, Development, and Engineering functional community covers three career paths: Systems Engineer, Program 

Systems Engineer, and Science and Technology Manager. The Systems Engineer and the Program Systems Engineer career paths fall under the Engineering and Technical Management functional leader. The Science and Technology 

Manager career path is overseen by a different functional leader. 

As the functional lead for the Technical Management career fields—which 

include Production, Quality, and Manufacturing (PQM); Systems Planning, Research, Development, and EngineeringSystems Engineering (SPRDE-SE); and Systems Planning, Research, Development, and Engineering-Program Systems 

Engineer (SPRDE-PSE)—I want to take this opportunity to emphasize my focus on acquisition program improvement. Our main goal is positioning the Defense Acquisition Workforce for success in the future by bringing back the 

quantity and quality of the technical workforce, which was of necessity dissipated over the years; achieving technical 

excellence; and providing consistent and integrated policy and guidance to the technical management community. 

In collaboration with DAU, the Services, and components, we have put in place an infrastructure that addresses 

current certification levels relative to position requirements to support an agile workforce.

Production, Quality, and Manufacturing (PQM)

The PQM career field plays a vital role in ensuring that DoD products are delivered on time, perform as expected 

whenever they are needed, and are cost effective. In order to accomplish this, PQM engineers and quality assurance 

professionals must be involved in programs early in the acquisition cycle. We are dedicated to providing more learning assets at the point-of-need, which are critical to the success of our Defense Acquisition Workforce recruiting, 

development, and retention strategies. 

Under today’s new paradigm, focusing on prevention rather than inspection to achieve the highest quality becomes 

everyone’s responsibility. Focusing on prevention ensures the process can be continuously improved, failure analyses 

can be conducted, and the root causes of poor quality can be eliminated before any non-conformances are found. 

Achieving quality through inspection is an outdated approach because quality contributions to the acquisition 

process usually occur after a problem has been identified. 

The PQM curricula has been updated to reflect that consideration of production readiness should no longer wait 

until the end of the development process. Producibility should be systematically examined throughout the development process as an integral part of the systems engineering technical reviews so manufacturing cost drivers can 

be eliminated in the early stages of system development. 

The PQM courses are designed to produce quality professionals who can advise and collaborate with customers 

and suppliers to help them integrate quality practices into their manufacturing processes. Acquisition professionals 

capable of creating this type of partnership achieve a better understanding of the customer’s business and business 

needs and are crucial to successful performance with a competitive edge.

Total Workforce Size: 8,680

Level I or higher: 74% Level II or higher: 65% Level III: 14%

Chapter 3

» Mr. Gordon Kranz, Acting 

Director, Systems 

Engineering, DDR&E
81

Systems Planning, Research, Development, and Engineering—Systems 

Engineer (SPRDE-SE) and Program Systems Engineer (SPRDE-PSE)

The overall curricula for the SPRDE-SE and PSE career paths were designed to bring an enhanced depth of knowledge to the workforce at their appropriate level of performance: entry, journeyman, and advanced. This curricula 

focuses on the technical processes, technical management processes, integrated product teams, the requirements for 

configuration management across the program life cycle, and the ability to apply critical systems thinking concepts 

to complex technical management problems. However, specific duties and qualifications of a SPRDE-SE or PSE 

workforce member may vary significantly. A wide variety of engineering disciplines is represented by the SPRDE-SE 

and PSE career paths. Some examples include assignment as a systems engineer on a major acquisition program, 

working as an acquisition engineer creating detailed technical specifications, and working in a major laboratory to 

mature leading-edge technology systems. 

A primary goal of the new SPRDE-PSE career path is to facilitate development of a select cadre of more experienced 

systems engineers who possess cross-disciplinary technical skills grounded in broad-based training. These skills and 

training will better qualify them for critical senior leadership positions such as lead or chief systems engineer. The 

experience standards established for the SPRDE-PSE career path certification have been significantly increased, and 

the training standards have been expanded to include a variety of additional technical courses, in addition to the 

core functional systems engineering courses. Effective implementation of the SPRDE-PSE career path will enable 

better definition and enhancement of the critical systems engineering talent in the technical management workforce.

SPRDE-SE Total Workforce Size: 35,339 SPRDE-PSE Total Workforce Size: 80

Level I or 

higher: 77%

Level II or 

higher: 67%

Level III: 54% Level I or 

higher: 13%

Level II or 

higher: 11%

Level III: 9%

Science and Technology Functional Community 

Systems Planning, Research, Development, and 

Engineering–Science and Technology Manager

Science and technology managers are typically scientists and engineers 

involved in the concept and technology development phase and/or the 

system development and demonstration phase of the defense acquisition 

process. Primary duties include developing overall program goals for science 

and technology funds; acquiring the services of scientists, engineers, and 

technical support personnel who are experts in their fields to perform science and technology research for DoD; 

providing funds to and oversight of science and technology performers (including universities, industry, and federal 

government organizations); and interfacing with the customer to expedite the transition of technology to the user.

Total Workforce Size: 567

Level I or higher: 45% Level II or higher: 41% Level III: 35%

CERTIFICATION & CORE PLUS

» Mr. Alan Shaffer, Director, 

Plans and Programs, 

DDR&E
82

Chapter 3

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience) 

Training 

Education

Experience

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

maintainability, availability, ease of disposal, simplicity of design, and configuration management) into the designs of the products and services. Ensures consistency of requirements as they 

flow down to the component level.

Participates in manufacturing planning. Builds producibility into designs (tooling, facilities, and 

products). Evaluates production capability and capacity of manufacturing processes.

Performs production surveillance. Monitors schedule and delivery processes. Participates in 

assessing manufacturing/production readiness.

Quality Assurance Engineer

Manufacturing/Production Engineer

Manufacturing/Production Specialist

Quality Assurance Specialist

Mftg/Prod 

Specialist

Mftg/Prod 

Engineer

QA 

Specialist

QA 

Engineer

× × × ×

×

× × ×

× × × ×

× ×

×

×

×

×

× ×

× × ×

× × × ×

× ×

Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

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

Ensures the appropriate quality characteristics have been integrated into the products. Monitors 

products and services through the life cycle and the supply chain. Validates/verifies adherence to 

specified requirements through test and measurement activities.

Education Formal education not required for certification

PQM 101 Production, Quality, and Manufacturing Fundamentals

CLC 024 Basic Math Tutorial

CLM 017 Risk Management

Functional Training

CLE 004 Introduction to Lean Enterprise Concepts

CLE 011 Modeling and Simulation for Systems Engineering 

CLE 015 Continuous Process Improvement Familiarization

CLE 201 ISO 9000:2000 

LOG 101 Acquisition Logistics Fundamentals

LOG 102 Systems Sustainment Management Fundamentals

PQM 103 Defense Specification Management 

PQM 104 Specification Selection and Application 

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

TST 102 Fundamentals of Test and Evaluation 

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

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

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

engineering, and contracting

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide if 

not already completed. 

×

×

Production, Quality, and Manufacturing Level I
83

CERTIFICATION & CORE PLUS

Production, Quality, and Manufacturing Level II

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training

Education

Experience

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

maintainability, availability, ease of disposal, simplicity of design, and configuration management) into the designs of the products and services. Ensures consistency of requirements as they 

flow down to the component level.

Evaluates manufacturing planning. Builds producibility in designs (tooling, facilities, and 

products). Evaluates production capability and capacity of manufacturing processes. Coordinates with systems engineering and design functions.

Performs production surveillance. Monitors schedule and delivery processes. Evaluates 

manufacturing/production readiness.

Quality Assurance Engineer

Manufacturing/Production Engineer

Manufacturing/Production Specialist

Quality Assurance Specialist

Mftg/Prod 

Specialist

Mftg/Prod 

Engineer

QA 

Specialist

QA 

Engineer

× × × ×

× × ×

× ×

×

× ×

×

×

×

×

×

× ×

×

×

×

×

×

× ×

×

×

×

×

× ×

×

×

×

×

×

Acquisition Training ACQ 201A Intermediate Systems Acquisition, Part A 

ACQ 201B Intermediate Systems Acquisition, Part B 

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

Ensures appropriate quality characteristics have been integrated into the product. Monitors the 

products and services through the life cycle and the supply chain. Validates/verifies adherence to 

specified requirements through test and measurement activities. Leads and coordinates 

quality-assurance activities.

Education Formal education not required for certification

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

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

CLE 003 Technical Reviews

Functional Training

CLC 011 Contracting for the Rest of Us

CLE 001 Value Engineering

CLE 008 Six Sigma: Concepts and Processes

CLE 009 System Safety in Systems Engineering

CLE 017 Technical Planning

CLE 028 Market Research for Engineering and Technical Personnel 

CLE 301 Reliability and Maintainability 

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

LOG 200 Intermediate Acquisition Logistics, Part A 

LOG 203 Reliability and Maintainability 

LOG 204 Configuration Management

PQM 202 Commercial and Nondevelopmental Item Acquisition 

PQM 203 Preparation of Commercial Item Description for Engineering and Technical Personnel

TST 203 Intermediate Test and Evaluation

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

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

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

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

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guide if not already completed. 

×

× ×

×

CLC 042 Predictive Analysis and Quality Assurance × ×
84

Chapter 3

Production, Quality, and Manufacturing Level III

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training

Education

Experience

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

maintainability, availability, ease of disposal, simplicity of design, and configuration management) into the designs of the products and services. Ensures consistency of requirements as they 

flow down to the component level. Manages transition through various life cycle phases. 

Influences continuous process-improvement activities.

Participates in manufacturing planning. Builds producibility in designs (tooling, facilities, and 

products). Evaluates production capability and capacity of manufacturing processes. Influences 

continuous process improvement activities and the design process.

Performs production surveillance. Monitors schedule and delivery processes. Manages/leads 

manufacturing/production readiness reviews. Manages/leads manufacturing/production 

processes and resources.

Quality Assurance Engineer

Manufacturing/Production Engineer

Manufacturing/Production Specialist

Quality Assurance Specialist

Mftg/Prod 

Specialist

Mftg/Prod 

Engineer

QA 

Specialist

QA 

Engineer

× × × ×

×

×

× ×

× ×

× × ×

× ×

×

×

×

× × ×

× ×

Acquisition Training None required

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

Ensures the appropriate quality characteristics have been integrated into the product. Monitors 

the products and services through the life cycle and the supply chain. Validates/verifies 

adherence to specified requirements through test and measurement activities. Manages/leads 

quality-assurance activities.

Education Formal education not required for certification

Functional Training PQM 301 Advanced Production, Quality, and Manufacturing 

CLC 019 Leveraging DCMA for Program Success

CLC 040 Predictive Analysis and Scheduling

CLC 042 Predictive Analysis and Quality Assurance

CLE 007 Lean Six Sigma for Manufacturing 

CLE 021 Technology Readiness Assessments

CLL 008 Designing for Supportability in DoD Systems

PMT 250 Program Management Tools 

PMT 352A Program Management Oce Course, Part A 

Master’s degree in business, production management, engineering, or a related field

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

engineering, and contracting

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guides if not already completed. 

×
85

Systems Planning, Research, Development, and 

Engineering—Program Systems Engineer Level I

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

Two 100-level courses from among the following career fields/paths: PM, T&E, PQM, LCL, 

BUS-CE, BUS-FM, IT, or CON

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

Demonstrates how systems engineering technical and technical management processes apply to 

acquisition programs. Interacts with program IPTs regarding the proper application of systems 

engineering processes. Develops systems models and work-breakdown structures; uses 

top-down design and bottom-up product realization.

Demonstrates how systems engineering processes apply while working in a program oce or 

user support team supporting in-service, out-of-production systems. Interacts with user support 

teams regarding sustainability and reliability/maintainability improvements on fielded systems.

Acquisition Program Systems Engineer

Sustainment Program Systems Engineer

Chief Sustainment

Program Systems Engineer

Acquisition Program

Systems Engineer

×

×

× ×

× ×

×

× ×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

× ×

× ×

×

×

× ×

×

×

×

× ×

Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management 

Experience

2 years of technical experience in an acquisition position, to include government or industry 

equivalent, from the following career fields/paths: SPRDE-SE, SPRDE-STM, IT, T&E, PQM, FE, PM, 

LCL

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

Functional Training

BCF 102 Fundamentals of Earned Value Management 

BCF 107 Applied Cost Analysis

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

CLB 016 Introduction to Earned Value Management 

CLC 108 Strategic Sourcing Overview

CLC 112 Contractors Accompanying the Force

CLE 001 Value Engineering 

CLE 004 Introduction to Lean Enterprise Concepts

CLE 009 System Safety in Systems Engineering

CLE 011 Modeling and Simulation for Systems Engineering

CLE 015 Continuous Process Improvement Familiarization 

CLE 036 Engineering Change Proposals for Engineers 

CLL 002 Defense Logistics Agency Support to the PM

CLL 006 Depot Maintenance Partnering 

CLL 011 Performance-Based Logistics

CLL 017 Introduction to Defense Distribution

CLM 013 Work-Breakdown Structure

CLM 016 Cost Estimating 

CLM 017 Risk Management

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

CLM 032 Evolutionary Acquisition 

IRM 101 Basic Information Systems Acquisition

LOG 101 Acquisition Logistics Fundamentals

LOG 102 Systems Sustainment Management Fundamentals

PQM 101 Production, Quality, and Manufacturing Fundamentals 

TST 102 Fundamentals of Test and Evaluation 

None specified

None specified

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide 

if not already completed. 

×

BCF 106 Fundamentals of Cost Analysis ×

CERTIFICATION & CORE PLUS
86

Systems Planning, Research, Development, and 

Engineering—Program Systems Engineer Level II

Chapter 3

LOG 204 Configuration Management

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

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

CLE 003 Technical Reviews

One 100- or 200-level course from among the following career fields/paths: PM, T&E, PQM, LCL, 

BUS-CE, BUS-FM, IT, or CON

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

Applies systems engineering technical and technical management processes in IPTs. Develops 

program/project systems engineering plans, etc.

Applies systems engineering processes in program oces and/or user support teams for 

in-service, out-of-production systems. Develops system upgrade/modification plans to support 

new or interoperability requirements. Develops obsolescence mitigation, technology 

insertion/modernization, reliability/maintainability improvement, etc., plans, as appropriate.

Acquisition Program Systems Engineer

Sustainment Program Systems Engineer

Sustainment Program 

Systems Engineer

Acquisition Program

Systems Engineer

×

×

×

×

×

×

×

× ×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

Acquisition Training ACQ 201A Intermediate Systems Acquisition, Part A 

ACQ 201B Intermediate Systems Acquisition, Part B

Experience

4 years of technical experience in an acquisition position, to include government or industry 

equivalent, from the following career fields/paths: SPRDE-SE; SPRDE-STM, IT, T&E, PQM, FE, PM, 

or LCL

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

Functional Training

CLE 007 Lean Six Sigma for Manufacturing 

CLE 008 Six Sigma: Concepts and Processes

CLE 017 Technical Planning

CLE 021 Technology Readiness Assessments

CLE 026 Trade Studies

CLL 022 Title 10 Depot Maintenance Statute Overview

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

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

CLL 025 Depot Maintenance Interservice Support Agreements (DMISA)

CLM 029 Net-Ready Key Performance Parameter (NR-KPP) 

CLM 101 Analysis of Alternatives (AoA) (USAF Process)

LOG 200 Intermediate Acquisition Logistics, Part A 

LOG 201 Intermediate Acquisition Logistics, Part B 

LOG 203 Reliability and Maintainability 

LOG 210 Supportability Manager Tools 

LOG 235 Performance-Based Logistics, Part A

LOG 236 Performance-Based Logistics, Part B 

PMT 250 Program Management Tools 

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

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

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

computer science, or a related field.

None specified

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guide if not already completed. 

TST 203 Intermediate Test and Evaluation 

×

×

×
87

Systems Planning, Research, Development, and 

Engineering—Program Systems Engineer Level III

SYS 302 Technical Leadership in Systems Engineering

CLL 008 Designing for Supportability in DoD Systems

Two 200- or 300-level courses from among the following career fields/paths: PM, T&E, PQM, 

LCL, BUS-CE, BUS-FM, IT, or CON

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training

Education

Experience

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

specialties) at a system or systems-of-systems level. Leads and/or manages systems engineering 

activities, develops systems engineering plans, and leads and facilitates IPTs. Demonstrates 

excellence in management, leadership, communications, and briefing skills.

Leads and/or manages systems engineering activities for programs supporting in-service, 

out-of-production systems. Analyzes and applies systems engineering processes in planning and 

execution of obsolescence mitigation, system upgrades and modifications, technology insertion, 

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

Demonstrates excellence in management, leadership, communications, and briefing skills.

Acquisition Program Systems Engineer

Sustainment Program Systems Engineer

Sustainment Program 

Systems Engineer

Acquisition Program

Systems Engineer

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

× ×

×

×

×

×

×

Acquisition Training None required

Experience

8 years of technical experience in an acquisition position, to include government or industry 

equivalent, from the following career fields/paths: SPRDE-SE, SPRDE-STM, IT, T&E, PQM, FE, PM, 

or LCL

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

Functional Training

ACQ 450 Leading in the Acquisition Environment 

ACQ 451 Integrated Acquisition for Decision Makers 

ACQ 452 Forging Stakeholder Relationships 

CLE 020 Enterprise Architecture

CLL 014 Joint Systems Integrated Support Strategies (JSISS) 

CLL 015 Business Case Analysis

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

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

CLM 014 IPT Management and Leadership 

CLM 031 Improved Statement of Work 

CLM 035 Environmental Safety and Occupational Health—Lesson from PMT 352A

CLM 200 Item-Unique Identification

FE 201 Intermediate Facilities Engineering 

LOG 350 Enterprise Life Cycle Logistics Management (replaces LOG 304)

PMT 352A Program Management Oce Course, Part A

PMT 352B Program Management Oce Course, Part B 

PQM 301 Advanced Production, Quality, and Manufacturing 

TST 302 Advanced Test and Evaluation 

None specified

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

computer science, or a related field

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guides if not already completed. 

CERTIFICATION & CORE PLUS
88

Systems Planning, Research, Development, and 

Engineering—Systems Engineer Level I

Chapter 3

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

Plans, organizes, and conducts engineering activities relating to the design, development, fabrication, installation, modification, sustainment, and/or analysis of systems or systems components for 

a functional specialty (i.e., reliability and maintainability, systems safety, materials, avionics, 

structures, propulsion, chemical/biological, human systems interfaces, weapons, etc.). Demonstrates how systems engineering technical and technical management processes guide engineering 

activities for a functional specialty.

Plans, organizes, and conducts engineering design and development activities for systems or 

systems components. Demonstrates how systems engineering technical and technical management processes guide design and development activities.

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

supporting acquisition programs, projects, or activities. Demonstrates how systems engineering 

technical and technical management processes guide science and technology research and 

engineering activities.

Functional Specialist

Developmental Engineer

Science & Technology 

(Research Engineer or Scientist)

Software/IT Engineer

S&T Engr/

Scientist Dev Engr Software/IT Engr

Funct

Spec

×

×

×

×

×

×

× ×

× ×

×

×

× ×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

×

× × × ×

×

×

× × ×

×

× × ×

× ×

Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management 

Experience 1 year of technical experience in an acquisition position, to include government or industry equivalent, 

from among the following career fields/paths: SPRDE-SE, SPRDE-STM, IT, T&E, PQM, FE, PM, or LCL

Plans, organizes, and conducts engineering activities relating to the design, development, and/or 

analysis of software and information technology systems or systems components. Demonstrates 

how systems engineering technical and technical management processes guide software 

development and/or IT integration activities.

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

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

BCF 102 Fundamentals of Earned Value Management 

BCF 107 Applied Cost Analysis

CLE 001 Value Engineering

CLE 004 Introduction to Lean Enterprise Concepts

CLE 009 System Safety in Systems Engineering 

CLE 011 Modeling and Simulation for Systems Engineering 

CLE 015 Continuous Process Improvement Familiarization 

CLE 036 Engineering Change Proposals for Engineers 

CLL 011 Performance-Based Logistics

CLM 013 Work-Breakdown Structure

CLM 016 Cost Estimating

CLM 017 Risk Management

IRM 101 Basic Information Systems Acquisition

LOG 101 Acquisition Logistics Fundamentals

LOG 102 Systems Sustainment Management Fundamentals 

PQM 101 Production, Quality, and Manufacturing Fundamentals 

SAM 101 Basic Software Acquisition Management 

TST 102 Fundamentals of Test and Evaluation 

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

None specified

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide 

if not already completed. 

×

BCF 106 Fundamentals of Cost Analysis ×
89

Systems Planning, Research, Development, and 

Engineering—Systems Engineer Level II

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

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

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

systems or systems components. Applies systems engineering technical and technical management processes to a functional specialty in IPT environments.

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.

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.

Functional Specialist

Developmental Engineer

Science & Technology

 (Research Engineer or Scientist)

Software/IT Engineer

S&TEngr/

Scientist Dev Engr Software/IT Engr

Funct

Spec

×

×

×

×

× ×

× × ×

× ×

× ×

×

×

× ×

×

×

×

× ×

×

×

×

×

×

×

×

×

×

×

×

×

× ×

×

×

×

×

Functional Training

ACQ 201A Intermediate Systems Acquisition, Part A 

ACQ 201B Intermediate Systems Acquisition, Part B 

Experience

2 years of technical experience in an acquisition position, to include government or industry 

equivalent, from among the following career fields/paths: SPRDE-SE, SPRDE-STM, IT, T&E, PQM, 

FE, PM, or LCL

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

and/or analysis of software and information technology systems or systems components. 

Applies systems engineering technical and technical management processes to software and IT 

development.

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

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

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

CLE 003 Technical Reviews

Acquisition Training

CLB 016 Introduction to Earned Value Management 

CLB 017 Performance Measurement Baseline

CLC 041 Predictive Analysis and Systems Engineering 

CLE 007 Lean Six Sigma for Manufacturing

CLE 016 Outcome-Based Performance Measures

CLE 017 Technical Planning

CLE 020 Enterprise Architecture 

CLE 026 Trade Studies

CLM 029 Net-Ready Key Performance Parameter (NR-KPP) 

CLM 031 Improved Statement of Work 

CLM 032 Evolutionary Acquisition 

CLM 101 Analysis of Alternatives (AoA) (USAF Process) 

LOG 200 Intermediate Acquisition Logistics, Part A 

LOG 203 Reliability and Maintainability 

LOG 204 Configuration Management 

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

SAM 201 Intermediate Software Acquisition Management

STM 202 Intermediate S&T Management

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

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

computer science

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guide if not already completed. 

TST 203 Intermediate Test and Evaluation 

×

×

×

×

×

×

×

×

×

IRM 201 Intermediate Information Systems Acquisition ×

CERTIFICATION & CORE PLUS
90

Systems Planning, Research, Development, and 

Engineering—Systems Engineer Level III

Chapter 3

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

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 processes and 

technical management processes are properly applied to functional specialty activities that 

support IPT environments.

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

Ensures appropriate systems engineering processes are properly applied during systems 

development.

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.

Functional Specialist

Developmental Engineer

Science & Technology

 (Research Engineer or Scientist)

Software/IT Engineer

S&TEngr/

Scientist Dev Engr Software/IT Engr

Funct

Spec

×

× ×

×

× ×

×

×

×

×

×

×

× ×

× ×

×

×

×

×

×

× × × ×

× ×

× ×

×

× ×

×

Functional Training

None required

Experience

4 years of technical experience in an acquisition position, to include government or industry 

equivalent, from among the following career fields/paths: SPRDE-SE, SPRDE-STM, IT, T&E, PQM, 

FE, PM, or LCL

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

analysis of software and information technology systems or systems components. Ensures 

appropriate systems engineering processes are properly applied to software development 

and/or IT integration activities.

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

SYS 302 Technical Leadership in Systems Engineering 

CLL 008 Designing for Supportability in DoD Systems

Acquisition Training

CLE 008 Six Sigma: Concepts and Processes

CLE 021 Technology Readiness Assessments

CLE 301 Reliability and Maintainability

CLL 022 Title 10 Depot Maintenance Statute Overview 

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

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

CLL 025 Depot Maintenance Interservice Support Agreements (DMISA) 

CLM 014 IPT Management and Leadership 

CLM 034 Science and Technology—Lesson from PMT 352A

LOG 201 Intermediate Acquisition Logistics, Part B 

LOG 210 Supportability Manager Tools

LOG 235 Performance-Based Logistics, Part A

LOG 236 Performance-Based Logistics, Part B 

PMT 250 Program Management Tools 

PMT 352A Program Management Oce Course, Part A 

PQM 203 Preparation of Commercial Item Description for Engineering and Technical Personnel

SAM 301 Advanced Software Acquisition Management 

STM 303 Advanced S&T Management 

TST 302 Advanced Test and Evaluation 

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

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

computer science

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guides if not already completed. 

× × ×

× ×

× ×

×
91

Systems Planning, Research, Development, and 

Engineering—Science and Technology Manager Level I

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

Conducts, and/or monitors science and technology activities—including basic research, applied 

research and/or advanced technology development—in support of acquisition programs. Science & Technology

Science & 

Technology

×

×

×

×

×

×

Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management

1 year of technical experience related to science and technology management

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

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

CLE 045 Introduction to DoD Science & Technology Management Functional Training

Education

Experience

CLE 011 Modeling and Simulation for Systems Engineering

CLM 013 Work-Breakdown Structure

CLM 016 Cost Estimating

CLM 017 Risk Management

CLM 024 Contracting Overview

TST 102 Fundamentals of Test and Evaluation 

None specified

None specified

1

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide 

if not already completed.

CERTIFICATION & CORE PLUS
92

Systems Planning, Research, Development, and 

Engineering—Science and Technology Manager Level II

Chapter 3

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2

Training 

Education

Experience

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.

Science & Technology

Science & 

Technology

×

×

×

×

×

×

×

×

×

×

×

Acquisition Training ACQ 201A Intermediate Systems Acquisition, Part A

2 years of technical experience related to science and technology management

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

STM 202 Intermediate S&T Management

CLE 021 Technology Readiness Assessments Functional Training

Education

Experience

CLB 011 Budget Policy

CLB 016 Introduction to Earned Value Management 

CLC 036 Other Transaction Authority for Prototype Projects Overview 

CLC 106 Contracting Ocer's Representative with a Mission Focus 

CLE 003 Technical Reviews

CLE 009 System Safety in Systems Engineering

CLE 301 Reliability and Maintainability 

CLL 008 Designing for Supportability in DoD Systems

CLM 012 Scheduling

CLM 031 Improved Statement of Work 

CLM 035 Environmental Safety and Occupational Health—Lesson from PMT 352A 

1

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guide if not already completed.

CLM 036 Technology Transfer and Export Control Fundamentals 

CLM 101 Analysis of Alternatives (AoA) (USAF Process) 

LOG 101 Acquisition Logistics Fundamentals 

None specified

None specified

×

×

×

(Desired training, education, and experience)
93

Systems Planning, Research, Development, and 

Engineering—Science and Technology Manager Level III

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1

 (Required for DAWIA certification) 

Core Plus Development Guide 3 (Desired training, education, and experience)

Training 

Education

Experience

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.

Science & Technology

Science & 

Technology

×

×

×

×

Acquisition Training CLM 014 IPT Management and Leadership

4 years of technical experience related to science and technology management

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

Functional Training STM 303 Advanced S&T Management 

Education

Experience

CLB 017 Performance Measurement Baseline 

CLE 026 Trade Studies

CLM 029 Net-Ready Key Performance Parameter (NR-KPP) 

CLM 041 Capabilities-Based Planning 

Graduate-level degree in engineering, physics, chemistry, biology, mathematics, operations research, management, or a related field

None specified

1

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

2 The Unique Position Training Standards are recommended for members assigned to these positions.

3 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guides if not already completed.

Unique Position Training Standards 2 

Advanced Technology Development 

Manager (Individuals with primary 

management responsibility for significant 

BA 3 projects such as Advanced Technology Demonstrations, Joint Capability 

Technology Demonstrations, and Future 

Naval Capabilities Programs)

ACQ 201B Intermediate Systems Acquisition, Part B

CLB 017 Performance Measurement Baseline

CLB 018 Earned Value and Financial Management Reports

CLB 020 Baseline Maintenance

CLE 026 Trade Studies

CLM 029 Net-Ready Key Performance Parameter (NR-KPP)

CLM 041 Capabilities-Based Planning

PMT 250 Program Management Tools

PMT 352A Program Management Oce Course, Part A

CERTIFICATION & CORE PLUS
94

Chapter 3

Test and Evaluation Functional Community

As the functional lead for the Test and Evaluation career field, I want 

to take this opportunity to emphasize DoD and my focus on improving test and evaluation in support of the acquisition process. My 

primary goal is positioning the T&E acquisition workforce for success 

by improving the quantity and quality of the T&E workforce, achieving technical excellence, and providing consistent and integrated 

test and evaluation policy and guidance to the T&E community. In 

collaboration with the Services, agencies, and Defense Acquisition 

University, we have put in place an infrastructure that addresses current certification levels relative to position requirements to support a competent and agile T&E workforce.

The T&E curricula provides the essential foundational knowledge that T&E careerists (usually engineers, scientists, operations research analysts, computer scientists, and other technical personnel), need to participate 

effectively in DoD T&E activities. This foundation includes key aspects of technical maturity and performance 

baselines; the importance of technical reviews; important design considerations; and the application of 

T&E concepts and principles during planning, execution, and reporting for a system or system-of-systems 

(SoS) moving through the acquisition phases. T&E professionals are responsible for planning and conducting tests and evaluating results for prototype, new, or modified weapons; command, control, communications, computers, intelligence, surveillance and reconnaissance; and IT systems. T&E emphasis areas include 

interoperability, information and system assurance, reliability and maintainability, and enhanced use of 

modeling and simulation. For example, we have developed a specific continuous learning module (CLM), 

Modeling and Simulation (M&S) for T&E; added a Level II certification requirement for the CLM, Testing in 

a Joint Environment; and added the recommendation to develop the CLM, Reliability and Maintainability. 

These and other efforts are part of our continuous process to better prepare the T&E practitioner. Today’s 

defense systems are critically dependent on software for mission effectiveness. Increased T&E emphasis 

and workforce skills are required to adequately identify and evaluate system vulnerabilities. As DoD moves 

to jointly developed and operated SoS the testing and evaluating of these complex systems dependencies 

and interoperability are growing in importance. T&E workforce capability must remain strong to deploy to 

the warfighter high-quality, affordable, supportable, and effective performance-based systems.

Total Workforce Size: 7,474

Level I or higher: 71% Level II or higher: 58% Level III: 41%

» Mr. Chris DiPetto, Acting 

Director, Development Test 

and Evaluation, DDR&E
95

Test and Evaluation Level I

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

Supports research and development of T&E policy, practices, metrics, and procedures. Supports 

development of metrics (e.g., CTPs, MOEs, MOPs, COIs, success criteria) identification, direction, 

and guidance applicable to the Service/agency involvement in T&E. Supports T&E oce 

representative to T&E meetings and other forums. Supports tracking/auditing of the T&E aspects 

of products/systems in the acquisition process. Supports development of the T&E career 

management plan for recruiting, training, and retaining a professional T&E workforce. Supports 

development and execution of T&E processes, standards, methods, and techniques.

Supports identification, process, schedule for T&E resources to include: workforce, infrastructure, 

and budgets to support testing as expected for the respective facility. Supports facility test plan 

development. Assists in test execution, data collection, analysis, and reporting. Supports the 

maintenance of the physical facility, environment, and coordination of renovations and repairs as 

necessary. Assists in the execution of Service/agency or DoD information assurance and system 

assurance testing.

Headquarters & Sta (OSD, JS, COCOMs, 

JITC, SYSCOMs, etc.)

Range/Lab/Supporting Activities

Program Management and Matrix Support

HQ & Sta PM &Matrix 

Support

Range/Lab/Spt 

Activities 

×

×

×

×

× ×

×

× × ×

×

Acquisition Training ACQ 101 Fundamentals of Systems Acquisition Management 

Experience 1 year of acquisition experience

Supports the program’s T&E working-level IPT. Member of program's T&E team developing a test 

and evaluation strategy and a test and evaluation master plan. Supports development of 

program’s test and evaluation strategy, approach, process, schedule, and resource requirements. 

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

product/system under test. Supports development of T&E materials and data for technical and 

progress reviews, to include risk assessment.

Education

Baccalaureate degree or higher, including 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 sciences, and information technology

SYS 101 Fundamentals of Systems Engineering

TST 102 Fundamentals of Test and Evaluation 

CLE 023 Modeling and Simulation for Test and Evaluation

Functional Training

CLB 007 Cost Analysis

CLB 016 Introduction to Earned Value Management 

CLE 004 Introduction to Lean Enterprise Concepts

CLE 015 Continuous Process Improvement Familiarization 

CLE 029 Testing In a Joint Environment 

None specified

None specified

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this Core Plus Development Guide 

if not already completed. 

CLE 301 Reliability and Maintainability × × ×

IRM 101 Basic Information Systems Acquisition × × ×

CLE 035 DTEPI Introduction to Probability and Statistics × × ×

CERTIFICATION & CORE PLUS
96

Test and Evaluation Level II

Chapter 3

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1

 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

Supports research and development of test and evaluation strategy, policy, practices, 

procedures, and implementation direction and guidance. Supports development of metrics (e.g., 

CTPs, MOEs, MOPs, COIs, success criteria) identification, direction and guidance applicable to 

the headquarters. Serves as or supports the T&E oce representative at T&E meetings and other 

forums. Manages tracking/auditing of the T&E aspects of products/systems in the acquisition 

process and identifies T&E issues. Coordinates test and evaluation strategies, test and evaluation 

master plans, test concepts, and test plans as well as certifying annual T&E budgets. Supports 

development of the T&E career management plan for recruiting, training, and retaining a 

professional T&E workforce. Supports development and execution of T&E processes, standards, 

methods, and techniques.

Identifies and schedules facility resources for T&E resources to include: workforce, infrastructure, 

and budgets to support testing. Ensures facility test and evaluation tools (IT, video, targets, 

simulators, stimulators, instrumentation, etc.) are capable of supporting T&E as expected for the 

respective facility. Leads facility test plan development and coordination. Ensures technical 

adequacy of T&E plans and mitigation of safety risks for test plans and during test execution. 

Leads test execution, data collection, analysis, and reporting. Supports the maintenance of the 

physical facility, environment, and coordination of renovations and repairs as necessary. Manages 

the implementation of Service/agency or DoD information assurance and system assurance 

policies. Leads the evaluation and reporting of test results.

Headquarters & Sta (OSD, JS, COCOMs, 

JITC, SYSCOMs, etc.)

Range/Lab/Supporting Activities

Program Management and Matrix Support

HQ & Sta PM &Matrix 

Support

Range/Lab/Supp

orting Activities 

×

×

× ×

×

× × ×

× ×

× × ×

× × ×

× × ×

× ×

× ×

×

× ×

×

×

×

×

Acquisition Training ACQ 201A Intermediate Systems Acquisition, Part A 

ACQ 201B Intermediate Systems Acquisition, Part B 

Experience 2 years of test and evaluation experience

Member of the program’s T&E working-level IPT. Directs/manages development and/or 

implementation of metrics (e.g., CTPs, MOEs, MOPs, COIs, success criteria) relative to 

product/system under test. Drafts and coordinates test and evaluation strategy and test and 

evaluation master plan. Directs coordination of information assurance testing and the DoD 

information assurance certification and accreditation process. Directs/manages development of 

program’s T&E approach, process, schedule, and resource requirements. Directs/manages 

development of T&E materials/data for technical and progress reviews, to include risk assessment. Identifies and coordinates T&E personnel and financial resources requirements. Provides 

guidance on test concepts and test plans development and submits annual T&E budgets.

Education

Baccalaureate degree or higher, including 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 sciences, and information technology

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

TST 203 Intermediate Test and Evaluation Functional Training

CLE 003 Technical Reviews 

CLE 015 Continuous Process Improvement Familiarization 

CLE 017 Technical Planning

CLE 021 Technology Readiness Assessments

CLM 013 Work-Breakdown Structure

CLM 016 Cost Estimating 

CLM 017 Risk Management 

CLM 035 Environmental Safety and Occupational Health—Lesson from PMT 352A 

CLM 101 Analysis of Alternatives (AoA) (USAF Process)

LOG 101 Acquisition Logistics Fundamentals 

PQM 101 Production, Quality, and Manufacturing Fundamentals 

SAM 201 Intermediate Software Acquisition Management

None specified

At least one year of field hands-on T&E activities

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guide if not already completed. 

IRM 201 Intermediate Information Systems Acquisition × × ×

×

×

×

CLE 037 Telemetry

×

× ×

CLE 038 Time Space-Position Information 

CLE 039 Environmental Issues in Testing and Evaluation 

×

×
97

Test and Evaluation Level III

Type of Assignment

Type of Assignment Representative Activities

Core Certification Standards 1 (Required for DAWIA certification) 

Core Plus Development Guide 2 (Desired training, education, and experience)

Training 

Education

Experience

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

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

identification, direction, and guidance applicable to the respective Service/agency. Represents 

principal T&E oce at T&E meetings and other forums. Directs/manages tracking/auditing of the 

T&E aspects of products/systems in the acquisition process, identifies T&E issues, and recommends corrective actions as necessary. Manages development of the T&E career management 

plan for recruiting, training, and retaining a professional T&E workforce. Approves test and 

evaluation strategy, test and evaluation master plans, test concepts, and test plans as well as 

certifying annual T&E budgets. Manages the development and execution of T&E processes, 

standards, methods, and techniques.

Manages the identification, process, and schedule for T&E resources, to include: workforce, 

infrastructure, and budgets to support testing. Ensures facility test and evaluation tools (IT, 

targets, video, simulators, stimulators, instrumentation, etc.) are capable of supporting T&E. 

Directs/manages facility test plan development, coordination, and approval; technical and safety 

reviews of test plans; test execution, data collection, and analysis; evaluation and reporting test 

results; and development of new T&E techniques, capture of lessons learned, and development of 

T&E best practices. Manages the maintenance of the physical facility, environment, and 

coordination of renovations and repairs as necessary. Directs/manages the implementation of 

Service/agency or DoD information assurance and system assurance policies applicable to test 

facility.

Headquarters & Sta (OSD, JS, COCOMs, 

JITC, SYSCOMs, etc.)

Range/Lab/Supporting Activities

Program Management and Matrix Support

HQ & Sta PM &Matrix 

Support

Range/Lab/Spt 

Activities 

×

× × ×

×

×

×

×

× ×

×

×

× ×

×

× ×

×

×

Acquisition Training Acquisition training identified at level II must have been completed 

Experience 4 years of test and evaluation experience

Chairs or serves as a key member of the program’s T&E working-level IPT. Manages test and 

evaluation strategy and test and evaluation master plan development and securing final 

approvals. Directs/manages development of program’s T&E approach, process, schedule, and 

resource requirements. Directs/manages development of T&E materials for technical and 

progress reviews, to include risk assessment. Identifies and coordinates T&E personnel and 

financial resources requirements. Provides guidance on test concepts and test plans development and submits annual T&E budgets.

Education

Baccalaureate degree or higher, including 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 sciences, and information technology

TST 302 Advanced Test and Evaluation 

Functional training identified at level II must have been completed Functional Training

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

CLC 011 Contracting for the Rest of Us

CLE 009 System Safety in Systems Engineering 

CLE 020 Enterprise Architecture

CLL 014 Joint Systems Integrated Support Strategies (JSISS) 

CLL 015 Business Case Analysis 

CLM 014 IPT Management and Leadership

CLM 031 Improved Statement of Work

PMT 250 Program Management Tools 

None specified

At least two years of hands-on T&E field activities

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

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

2 When preparing your IDP, you and your supervisor should consider the training, education, and experience listed in this and the lower-level Core Plus 

Development Guides if not already completed. 

×

×

×

×

CERTIFICATION & CORE PLUS
AcquIsItIon 

Workforce 

mAnAgement And 

AdmInIstrAtIon

Chapter 4

pg 100 Overview of Acquisition Workforce 

Career Management 

pg 101 U.S. Army DACM 

pg 102 U.S. Navy and Marine Corps DACM 

pg 103 U.S. Air Force DACM 

pg 104 4th Estate DACM 

pg 105 DAU Administrative Information 

pg 108 Registration Procedures for Non-DoD 

Students
99
100

Directors, Acquisition Career Management 

(DACMs)

The DACMs assist in managing the accession, 

training, education, and career development 

of their respective components. There is a 

DACM representative for each of the military 

services as well as for the 4th Estate. The 4th 

Estate DACM represents civilians assigned 

to the DoD components outside the military 

services (e.g., the Defense Contract Management Agency, Defense Logistics Agency, 

Defense Information Systems Agency, etc.).

The DACMs coordinate with DAU to ensure 

the learning and developmental needs of 

the Defense Acquisition Workforce are 

addressed. Additionally, the DACMs are 

instrumental in supporting enterprise human 

capital initiatives to create a high-performing 

Defense Acquisition Workforce. On the following pages are important links and information regarding each DACM.

How to Register

To register for a DAU course, please 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 Department of Defense—for instance, 

if you are a federal government employee, 

an employee working for a company that 

supports DoD, or an international representative—please 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.

Chapter 4

Overview of Acquisition Workforce 

Career Management
101

DACM

The U.S. Army Director, Acquisition 

Career Management (DACM) is charged 

with the responsibility to implement 

the Defense Acquisition Workforce 

Improvement Act (DAWIA) and the 

associated supplemental guidance. 

Enacted in 1990, the objective of DAWIA 

is to improve the quality and professionalism of the entire acquisition workforce 

by focusing on improving the effectiveness of the processes we implement to 

execute all phases of the acquisition life 

cycle. The DACM is an advisor and staff 

assistant to the Assistant Secretary of 

the Army for Acquisition, Logistics, and 

Technology 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 Assistant Secretary of 

the Army for Acquisition, Logistics, and 

Technology and also serves as the military deputy to the assistant secretary. 

The deputy Army DACM functions as 

the director of the U.S. Army Acquisition 

Support Center, Fort Belvoir, Va. 

The DACM promotes the leadership 

and professional development of the 

Army acquisition workforce and ensures 

individual skill sets are matched with 

relevant work requirements, all while 

promoting an environment of open 

communication where the workforce 

can understand their role in equipping 

and sustaining the world’s premier fighting force.

The DACM’s responsibilities are to: 

» Establish and oversee the mission and vision of the 

Army Acquisition Corps and the associated programs 

for the development and readiness of a professional 

 civilian and military workforce.

» Oversee the Army Acquisition Corps and the Defense 

Acquisition Workforce while establishing human capital 

plans, programs, and strategies to accomplish the 

acquisition mission and vision for the Army. 

» Ensure the readiness of a professional civilian 

and military workforce through relevant training, 

education, and experience opportunities.

» Oversee all career management activities for the Army 

Acquisition Corps and the Defense Acquisition 

Workforce (e.g., policies, training, opportunities, etc.) 

 in accordance with statutory requirements and 

congressional mandates.

» Grant Army Acquisition Corps membership and 

approve waivers. 

» Designate senior-level representatives to provide 

guidance and to advise on matters that affect the 

education, training, and career development of the 

Defense Acquisition Workforce.

» Establish forums/opportunities to specifically address 

issues facing the acquisition community from the 

perspective of Army senior leaders. 

» Represent the Army acquisition executive in all matters 

pertaining to the acquisition mission for the Army. 

The Army acquisition workforce is composed of more than 40,000 civilian 

and military workforce members who 

occupy all acquisition career fields. The 

largest number of workforce members 

is in Systems Planning Research, Development, and Engineering-Systems Engineer, followed by Contracting.

WHERE TO FIND INFORMATION

Visit the Army’s acquisition Web site 

at http://asc.army.mil for information on 

acquisition career management policies 

and programs including such topics as:

» Acquisition Corps

» Career planning and certification 

» Legislation and policy

» News and developments

» Tuition assistance

» Waivers and forms

» Job fairs

» FAQs

» Contact information

» Registering for classes

For information on any of our policies 

and procedures pertaining to DAU training, please access our Web site at http://

asc.army.mil or access the ATRRS Internet Training Application System (AITAS) 

Web site at https://www.atrrs.army.mil/

channels/aitas/.

Lt. Gen. Ross Thompson 

Army DACM

U.S. Army DACM 
102

U.S. Navy and Marine Corps DACM

The U.S. Navy Director, Acquisition Career 

Management (DACM) is the Navy and Marine 

Corps’ focal point for management and the 

development of the acquisition workforce. 

The DACM is an advisor and staff assistant 

to the Assistant Secretary of the Navy for 

Research, Development, and Acquisition, and 

represents the assistant secretary and the 

Principal Civilian Deputy Assistant Secretary 

for Research, Development, and Acquisition 

in all matters relating the Navy’s efforts to 

improve the acquisition workforce though 

education, training, and career management.

The DACM responsibilities are to:

» Oversee the Navy Acquisition Workforce Career Management 

Program, including acquisition workforce position 

accountability.

» Provide broad policy guidance on training matters associated 

 with DAWIA implementation, including DAU training and the 

Continuous Learning Program.

» Oversee the Naval Acquisition Intern Program.

» Oversee the Acquisition Workforce Tuition Assistance Program.

» Establish programs to provide career development 

opportunities for the Defense Acquisition Workforce.

» Oversee Register-Now and the DACM Management Information 

System to support workforce management, performance 

measures, and reporting requirements.

» In conjunction with community leaders, establish forums 

(e.g., boards or working groups) and designate senior-level 

representatives to advise on matters that affect the education, 

training, and career development of the Defense Acquisition 

Workforce. 

» Grant career field certification to flag officers, general officers, 

and senior executive service (SES) members.

» Grant Acquisition Corps membership to flag officers, general 

officers, and SES members.

» Approve course waivers.

WHERE TO FIND INFORMATION

Visit the Department of the Navy-Research, 

Development, and Acquisition Web site at 

http://acquisition.navy.mil for Navy-specific 

acquisition career management policies and 

procedures including topics such as:

» Acquisition Corps

» Career planning and certification 

» Legislation and policy

» Naval Acquisition Development Program (interns and 

associates)

» News and developments

» Tuition assistance

» Waivers and forms

» Job fairs

» FAQs

» Contact information 

To register for acquisition training, visit the 

Register-Now Web site at https://www.atrrs.

army.mil/channels/navyedacm.

Ms. René Thomas-Rizzo 

Navy DACM

Chapter 4
103

DACM

The U.S. Air Force Director, Acquisition 

Career Management (DACM) is designated 

by the Assistant Secretary of the Air Force 

for Acquisition as the focal point for management and development of the acquisition 

workforce. The Air Force DACM works with 

the Office of the Under Secretary of Defense 

for Acquisition, Technology and Logistics; the 

Defense Acquisition University (DAU); other 

Services and defense agencies; Air Force 

acquisition career field functional managers; 

and Air Force acquisition workforce members 

in all efforts to improve the acquisition workforce though education, training, and career 

management.

The Air Force DACM responsibilities are to:

» Assist the Air Force acquisition executives for space and 

non-space programs with oversight and execution of 

acquisition workforce responsibilities.

» Develop the Air Force acquisition professional workforce through 

directing, coordinating, and reviewing actions mandated by the 

Defense Acquisition Workforce Improvement Act (DAWIA) 

and DoD directives.

» Develop, implement, and oversee policies and procedures for 

the Air Force Acquisition Professional Development Program 

(APDP).

» Establish programs, as required, to provide career 

development opportunities for the acquisition workforce in 

accordance with DAWIA, associated regulations, and Air Force 

acquisition workforce human capital strategic planning 

objectives.

» Develop, review, and coordinate policy regarding the Air Force 

acquisition workforce, including both organic (Air Force 

 civilians and military) and contracted resources.

» Represent the Air Force as point of contact with DAU and other 

DoD military services and agencies for matters relating to the 

AT&L Workforce Education, Training, and Career 

Development Program.

» Oversee Air Force acquisition training selection boards, 

including the Program Manager’s Course and Industrial College 

 of the Armed Forces Senior Acquisition Course, for the 

acquisition community.

» Manage training matters associated with DAWIA 

implementation, including DAU course quotas, acquisition 

training and defense acquisition workforce funds, and student 

course registration.

» Centrally administer the Fiscal Year 2008 National Defense 

Authorization Act Section 852 Defense Acquisition Workforce 

Development Fund 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, waivers, continuous learning, 

certification, and acquisition personnel records review, as 

needed, to execute acquisition workforce responsibilities.

WHERE TO FIND INFORMATION

For Air Force APDP policies and procedures, 

visit the Air Force DACM Web site (Career/

APDP) at http://ww3.safaq.hq.af.mil/career/.

The Web site includes the following topics 

and links: 

» Workforce announcements

» Professional development

» Acquisition Corps

» Position requirements

» Certifications

» Training priorities/funding

» Position and tenure waivers

» Awards and recognition

» Career points of contact

» Policy reference

» 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/) 

» Acquisition Career Brief (https://w20.afpc.randolph.af.mil/ 

AFPCSecureNet20/CheckPortal.aspx)

Mr. Patrick M. Hogan 

Air Force DACM

U.S. Air Force DACM 
104

Chapter 4

4th Estate DACM 

The 4th Estate Director, Acquisition 

Career Management (DACM) represents 

civilians assigned to the defense agencies outside the military departments. 

The 4th Estate DACM reports to the 

Director, Human Capital Initiatives and 

is responsible for collaborating with the 

defense agencies on all facets of career 

development and management of the 

Defense Acquisition Workforce. The 4th 

Estate community is composed of more 

than 18,000 workforce members. 

The 4th Estate DACM responsibilities 

involve: 

» Supporting enterprise human capital initiatives to 

create a high-performing Defense Acquisition 

Workforce.

» Overseeing the Fiscal Year 2008 National Defense 

Authorization Act, Section 852, 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 tools are available to the 4th Estate 

community for processing DAWIA career field 

certifications, Acquisition Corps memberships, and 

continuous learning tracking.

» Formulating concepts to develop innovative tools and 

resources to increase efficiencies . 

The following career management 

functions are performed at your 

specific agency:

» Approval of applications for DAU training

» Approval of DAWIA certification applications

» Approval of Acquisition Corps applications

» Approval of fulfillment requests

» Processing and approval of waivers

» Documentation of course equivalencies

» Coding and management of acquisition personnel 

information

WHERE TO FIND INFORMATION

The 4th Estate DACM Web site, www.

dau.mil/doddacm, provides information 

on the following:

» Acquisition Corps

» DAWIA certification 

» Policy and guidance

» News and developments

» FAQs

» Contact information

» Registering for classes 

(https://www.atrrs.army.mil/channelsacqtas)

Points of Contact:

» ACQTAS Help Desk, acqtashelp@asmr.com, 

703-645-0161

» ACQTAS Travel Desk, acqtastravel@asmr.com, 

703-752-3150

Mr. Jeffrey Birch 

4th Estate DACM
105

Course Offerings

DAU courses are offered in a variety of 

modes:

» Resident—Workforce member attends class at one of the DAU 

training sites

» Local—DAU instructor teaches at locations that have sufficient 

numbers of attendees to constitute a class

» Distance Learning—Course material is offered entirely or in 

part via the Internet

» Facilitated Online Learning Environment—Material is offered 

online; instruction may be online or in the classroom

» Hybrid—Course includes both distance learning and classroom 

(Parts A and B).

Online Requirements

To complete online coursework, you must 

have access to a computer with the following 

minimum capabilities:

» Microprocessor speed: Pentium 400 MHz

» Hard Drive: 6 GB

» RAM: 64 MB

» Modem speed: 56 kbps

» Audio: 16 bit and speakers

» CD-ROM drive: 12X

» Monitor display resolution is optimal at 1024 X 768

» Browser that supports Java and Javascript (Internet Explorer 

5.5, Netscape 7.0, or higher versions are recommended)

» Java runtime environment 1.5.0 or Microsoft® VM.

When logging on to the DAU Virtual Campus 

at https://learn.dau.mil, you should review 

the computer requirements in the “System 

Requirements” option under the “Help” 

menu. This will help ensure your computer is 

able to run online courseware successfully. 

Some online courses have additional software 

requirements that are explained at the beginning of the course.

Student Policies

A complete overview of all student policies can be found at http://www.dau.mil/

studentinfo/pages/student_info.aspx.

Reporting Instructions

After being accepted for admission into a 

DAU course, you will receive an e-mail from 

the university with instructions on how to 

proceed. In the case of online courses, an 

e-mail will explain how to access the course 

material online. For classroom courses, you 

will receive an e-mail with specific reporting instructions and information on housing, 

meals, facilities, and appropriate classroom 

attire.

DAU offers students Web-based support for 

classroom activities and pre-course assignments through the Blackboard learning 

management system. Blackboard provides 

Web sites for selected DAU courses so students can access readings and course activities on demand. Blackboard can support a 

variety of learning activities as required by 

a class: assignments, quizzes, surveys, and 

discussions. It supports group work and also 

provides a place for students to store and 

submit files to instructors. If you are enrolled 

in a course using Blackboard, you will receive 

information about your course’s Web site in 

your 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. 

You should consult the appropriate Acquisition Career Management Office for policy and 

guidance concerning travel requirements. It 

is very important that you 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. You should know the name and 

ADMINISTRATIVE INFORMATION

DAU Administrative Information
106

telephone number of the government credit card 

program coordinator for your Service or organization so you know whom to contact for government 

credit card questions.

Course Registration and Quota Allocation

Defense Acquisition Workforce members may be 

eligible for funding of travel and per diem when 

attending courses required for certification. This is 

strictly based upon the Service component policy. 

You should contact your 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. 

DAU uses the Army Training Requirements and 

Resources System (ATRRS) to maintain course 

schedules, allocate quotas, and manage class registration. Agencies with quota allocations should 

register workforce members as early as possible 

before the class start date to ensure their employees are in the ATRRS system and that employees 

have sufficient time to make necessary arrangements for attending class. After you apply for a 

course, you will receive an e-mail identifying your 

status as either wait-listed or as having a reservation. Approximately 60 days before the class 

starts, those with class reservations will receive 

an e-mail from DAU (later if you are a late registrant) providing reporting instructions, class start 

and end times, and location-specific information 

(e.g., points of contact, hotels, and directions). 

Points of contact for most courses and locations 

are provided in the online course schedule. Any 

workforce member who is registered and has not 

received reporting instructions 15 days prior to the 

class start date should contact the DAU Student 

Services Office for assistance at 888-284-4906 

or 703-805-3003.

Attendance Policy

You are expected to attend all scheduled course 

sessions (including teleconferencing, satellite, and 

synchronous online sessions) and complete all 

course work. Whenever possible, you shall request 

permission from the instructor in advance of the 

absences, which must be for valid reasons such 

Chapter 4
107

Training the 

Defense Acquisition 

Workforce through 

Core Certification 

and Core Plus 

courses.

DAU Mission

as illness or family emergencies. 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.

DAU follows established DoD and Office of 

Personnel Management guidance for civilians, 

and Service regulations for military personnel 

concerning various categories of leave.

Transcripts

To obtain your transcript, go to http://www.

dau.mil/studentinfo/pages/student_info.aspx

and click “Requesting a DAU Transcript.” 

You’ll be directed to the online transcript 

system, where you’ll be asked to log on using 

either your CAC or your SSN/date of birth. 

Once in the transcript system, you can print 

a transcript at your desk or request an official 

transcript with a raised DoD seal be sent to 

a college. Transcripts are usually processed 

within 5 working days, though sometimes it 

takes longer; you will receive an e-mail notice 

when your transcript has been processed. 

Questions regarding transcripts should be 

directed to DAU Student Services at dau.

transcript@dau.mil.

Disability Accommodations

Those with disabilities who are scheduled to 

attend DAU classes should notify their local 

training office and the DAU Student Services 

office as soon as possible prior to the start 

date of the class to ensure that appropriate 

accommodations are made. DAU fully supports the requirements of Section 508 of 

the Rehabilitation Act Amendments of 1998. 

Section 508 requires federal agencies that 

develop, procure, maintain, or use electronic 

and information technology to ensure that 

federal employees with disabilities have 

access to and use of that information and 

data. To that end, all new DAU courseware is 

developed to comply with the standards set 

forth in Section 508.

Academic Integrity

Absolute integrity is expected of every 

DAU student in all academic undertakings. 

Integrity entails a firm adherence to a set of 

values, and the values most essential to an 

academic community are grounded on the 

concept of honesty with respect to the intellectual efforts of oneself and others. Academic integrity is expected not only in formal 

coursework situations, but in all university 

relationships and interactions connected to 

the educational process, including the use of 

university resources.

Dress Policy

Unless otherwise noted in the welcome letter 

or e-mail, civilian and military students are 

authorized to wear business casual attire: 

dress slacks, collared shirts, dress shoes/

loafers and the equivalent attire for women. 

Shorts; flip flops (shoes without a heel); strapless, excessively short or sheer garments; 

exposed mid-drift; jeans; and athletic wear 

of any kind are examples of inappropriate 

attire. The instructor may specify in advance 

exceptions to the above in support of a specific class event. Additionally, students are 

requested to be cognizant that the heavy 

use of colognes and perfumes can be a distracter in class and cause allergic reactions 

among other students. In the case of DAU 

courses conducted at customer sites, alternative attire, consistent with local command or 

organization standards, may prevail.

Cancellation Policy

If circumstances dictate cancelling course 

attendance after you receive notification of 

acceptance, you should follow the procedures set forth by your respective Service 

or agency. This may afford other workforce 

members the opportunity to attend the 

course.

ADMINISTRATIVE INFORMATION
108

International Students

International students may apply for most DAU 

courses. They will be placed in courses on a spaceavailable basis. Applications will be evaluated on 

an individual basis in terms of meeting course 

prerequisites, previous training, job experience, 

current job title, and English language skills.

Foreign military and civilian employees of a 

foreign government must apply for DAU courses 

through their country’s training officer, who will 

coordinate the training request through the U.S. 

Army security assistance officer in the Office of 

Defense Cooperation or an appropriate official in 

the U.S. Embassy. The U.S. Army Security Assistance Training Field Activity (SATFA), which is the 

executive agent for foreign members attending 

DAU courses, will process each individual’s application through appropriate channels. The SATFA 

will coordinate all training requests with the DAU 

Non-DoD Registrar at nondod.registrar@dau.mil or 

703-805-4498. Security assistance officers or U.S. 

Embassy officials sponsoring training requests 

from the host country should go to www.disam.

dsca.mil/itm/ for information on training available through the foreign military sales training 

program.

Military and civilian employees of countries that 

are members of the North Atlantic Treaty Organization (NATO) should initiate their training 

requests through the SATFA by calling 757-788-

3255. The SATFA desk officer for NATO affairs 

will put the student in contact with appropriate 

NATO training officials to process and coordinate 

the training request.

A non-U.S. citizen employed by a U.S. defense 

industry corporation, working for a foreign corporation that has a contract with DoD or any of 

the military departments, or who is assigned to 

a U.S. military agency or activity may be eligible 

to apply for DAU courses. For information about 

applying for a course, contact the DAU Student 

Services Office at industry.registrar@dau.mil or 

703-805-4498.

Chapter 4

Registration Procedures for Non-DoD 

Students
109

Acquisition Personnel with 

Federal Civilian Agencies

Federal civilian personnel interested in acquisition or acquisition-related training should 

first consult the Federal Acquisition Institute 

(FAI) Web site at http://www.fai.gov, which 

provides information about career, certification, and training programs. Federal civilian 

personnel interested in attending DAU- or 

FAI-sponsored training must submit an application using the FAI electronic registration 

system on the Web at https://www.atrrs.army.

mil/channels/faitas or FAI Internet Training 

Application (FAITAS) Web site.

Federal civilian personnel can attend DAU 

and FAI courses at no cost, on a space-available basis for DAU courses. The electronic 

system streamlines the reservation process 

and allows prospective students to initiate 

their own training requests via the Internet.

For additional information, contact your local 

acquisition career manager. Points of contact 

available to assist students are listed on the 

FAI Web site. You can also contact the FAI 

help desk at 703-805-2300, Fax 703-805-

2111, faiquestions@fai.gov. 

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 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://atrrs.army.mil/

channels/nondod/, and will be accepted on a 

space-available basis.

ADMINISTRATIVE INFORMATION
Training Courses

Appendix A
111
112

Appendix A

Resident/Local

ACQ 265 Mission-Focused Services Acquisition 

This multifunctional intermediate course provides acquisition team members with the tools needed to analyze 

and apply performance-based principles when developing performance requirements documents and effective 

business strategies for contractor-provided services. 

The course uses the seven-step performance-based 

acquisition process, a team-oriented approach, and 

several case-based activities designed to provide participants with practical hands-on experience. ACQ 265 is 

designed for individuals who need to improve contracted 

services-related planning, executing, and performanceassessment skills. However, this course may also serve as 

a refresher for experienced acquisition personnel.

Course Length: 4 class days

Method of Delivery: Resident

ACQ 370  

Acquisition Law

DoD policy now mandates that the acquisition process 

be conducted through integrated product teams. The 

employment of integrated product teams in the acquisition process has resulted in the involvement of many noncontracting government personnel. LAW 801 provides 

an overview of government contract law, specifically 

laws and regulations that are applicable to government 

contracts. (Note: The course designator was previously 

LAW 801.)

Course Length: 5 class days

Method of Delivery: Resident

ACQ 401 

Senior Acquisition Course

A preeminent course for members of the acquisition 

corps, the Senior Acquisition Course is delivered by 

the Industrial College of the Armed Forces (ICAF). The 

course consists of the 10-month ICAF curricula, complemented by a choice of acquisition-related electives and 

individual/group research and writing. A limited number 

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 Systems; the planning, programming, budgeting, and execution process; DoD 5000-series policy 

documents; and current issues in systems acquisition 

management. Designed for individuals who have little 

or no experience in DoD acquisition management, this 

course has proven very useful to personnel in headquarters, program management, and functional or support 

offices.

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

ACQ 201A

Intermediate Systems Acquisition, Part A

Intermediate Systems Acquisition, Part A, uses computerbased training to prepare mid-level acquisition professionals to work in integrated product teams by providing an overview of systems acquisition principles and 

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

for DAWIA certification.

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

ACQ 201B

Intermediate Systems Acquisition, Part B

Intermediate Systems Acquisition, Part B, prepares 

mid-level acquisition professionals to work effectively 

in integrated product teams by understanding systems 

acquisition principles and processes. Both ACQ 201A and 

ACQ 201B are required for DAWIA certification.

Course Length: 5 class days

Method of Delivery: Resident
Distance Learning or Facilitated/Online 113

trAining courses

ACQ 404 Systems Acquisition Management Course For 

General/Flag Officers

This course provides a senior-level of understanding 

of the defense acquisition system, key processes, and 

current issues and initiatives that is appropriate for decision makers at that level. Distinguished speakers provide 

the executive participants a forum to discuss motivations, 

constraints, and perspectives of government and defense 

executives and those of the Congress and the Government Accountability Office.

Target Audience: General/flag officers and members of 

the Senior Executive Service

Course Length: 4.5 class days

Method of Delivery: Resident

ACQ 405 

Executive Refresher Course

This course provides acquisition professionals an update 

on acquisition policy, processes, and lessons learned. 

Participants examine their roles and responsibilities as 

acquisition leaders in a changing environment. Guest 

speakers lead discussions on contemporary management 

and leadership topics, such as partnering with industry, 

contracting tools, resource allocations, human capital 

management, earned value oversight, performancebased logistics, and supply chain management.

Target Audience: This class is for Level III-certified 

members of all career fields who are (or have been 

selected for) O-6, GS-15, or the industry equivalent.

Course Length: 9 class days

Method of Delivery: Resident

ACQ 450 

Leading in the Acquisition Environment

This action-based learning course provides an overview 

of the competencies and skills needed to lead in an acquisition environment. Experiential activities include role 

playing, simulation, communication, and critical-thinking 

exercises; a leadership challenge; and completion of a 

of professionals may take the Defense Acquisition University Program Manager’s Course, PMT 401, as a general 

elective for the Senior Acquisition Course and ICAF curricula. Those who complete the Senior Acquisition Course 

receive a Master of Science degree in national resource 

strategy from ICAF and a diploma signifying completion 

of the Senior Acquisition Course. Professionals who also 

take the Program Manager’s Course as part of their curricula earn PMT 401 diplomas as well.

Target Audience: Participants are selected by their 

respective Services or agencies. Military officers are 

selected as part of the Senior Service School Selection 

Process and designated by the directors of acquisition 

career management.

Course Length: 10 months

Method of Delivery: Resident

ACQ 403 

Defense Acquisition Executive Overview Workshop

This innovative course provides general/flag officers 

and members of the Senior Executive Service with an 

executive-level understanding of the defense acquisition 

system and supporting processes. Workshop content is 

tailored to the needs of the executive; conducted on 

demand; and delivered in a one-on-one, desk-side forum.

Target Audience: This course is for DoD general/flag 

officers; career and political Senior Executive Service 

personnel; congressional staff; and other executives, such 

as employees of the Government Accountability Office 

who are involved in or interface with the DoD acquisition system and processes. Executive participants may 

include a limited number of direct reports to enhance the 

value of the learning and dialog on matters of specific 

importance to the executive.

Course Length: Varies depending upon the number of 

topics to be addressed; typically 1/2 to 2 class days

Method of Delivery: Resident
114

Appendix A

Resident/Local

acquisition environment and their respective roles and 

responsibilities. 

Target Audience: This class is for civilians (GS-13/15, NH 

III/NH IV, or equivalent) and military (O-5/O-6), Level III 

certified (any career field/path) who have at least 3 years 

of acquisition experience serving in a Level III-coded 

position. Industry and allied participants are eligible 

to attend and are encouraged to register on a spaceavailable basis.

Course Length: 3.5 class days

Method of Delivery: Resident

ACQ 452 

Forging Stakeholder Relationships

This action-based learning course introduces professionals to the methods and skills necessary to identify, assess, 

and promote the building of stakeholder relationships 

required for success in the acquisition environment. 

Experiential activities will include a 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 Audience: This class is for civilians (GS-13/15, NH 

III/NH IV, or equivalent) and military (O-5/O-6), Level III 

certified (any career field/path) who have at least 3 years 

of acquisition experience serving in a Level III-coded 

360° feedback instrument and executive coaching to 

develop action plans related to the feedback. Participants 

will learn to apply strategies for leading up, down, and 

across in an acquisition organization.

Target Audience: This class is for civilians (GS-13/15, 

NH III/NH IV, or equivalent) and military (O-5/O-6) in 

supervisory positions, Level III certified (any career field/

path) who have at least 3 years of acquisition experience 

serving in a Level III-coded position. Industry and allied 

participants are eligible to attend and are encouraged to 

register on a space-available basis.

Course Length: 4 class days, preceded by approximately 

4 hours of precourse work

Method of Delivery: Resident

ACQ 451 

Integrated Acquisition For Decision Makers

This participant-driven, action-based learning course 

exposes DoD acquisition workforce members to the 

multidisciplinary acquisition perspectives, integration challenges, and influencing strategies necessary 

for successful integrated acquisition decision making. 

Through facilitated discussions, simulations, exercises, 

case studies, and exposure to decision-making tools, 

participants will formulate strategies that promote effective integration and collaboration for a current integration challenge. Participants will gain a wider view of the 
Distance Learning or Facilitated/Online 115

trAining courses

(EVM) introduced in ACQ 101. The course summarizes the 

language, data reports, metrics, graphs, and management processes associated with EVM as they apply to 

DoD acquisition management. Professionals also learn 

the processes related to the Performance Measurement 

Baseline, the Integrated Baseline Review, and the American National Standards Institute/Electronic Industries 

Alliance for EVM systems. Finally, professionals evaluate 

and compute basic EVM metrics and EVM metric-based 

estimates at completion. 

Course Length: You have 28 calendar days to complete 

this course

Method of Delivery: Facilitated/Online

BCF 103  

Fundamentals of Business Financial Management

Using interactive, computer-based training, professionals will develop the skills necessary for formulating and 

executing a program office budget. Topics covered in 

this course include cost analysis; funding policies; the 

DoD planning, programming, budgeting, and execution 

process; the congressional enactment process; and the 

budget execution process.

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

BCF 106 

Fundamentals of Cost Analysis 

Professionals are introduced to policies and techniques 

that are used for the preparation of system cost estimates, 

including DoD estimating requirements and guidance, 

estimate use and structure, analogy estimates, parametric 

estimating, improvement curves, inflation, risk, economic 

analysis, and software cost estimating. Through practical 

exercises, professionals gain the opportunity to apply the 

policies and techniques to real-world examples.

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

position. Industry and allied participants are eligible 

to attend and are encouraged to register on a spaceavailable basis.

Course Length: 3 class days, preceded by a few hours of 

pre- and post-course work

Method of Delivery: Resident

AUD 1130 

Technical Indoctrination

Newly hired auditors taking this course will learn the 

basic concepts, techniques, and procedures of contract 

auditing; the organizational structure of the Defense 

Contract Audit Agency; and audit guidance processes.

Course Length: 10 class days

Method of Delivery: Resident

AUD 1320

Intermediate Contract Auditing

Staff auditors taking this course will obtain information 

needed to adequately plan and conduct audits. Class 

discussions, practical exercises, and group case studies 

are used to highlight problem areas and evaluate alternative courses of action.

Course Length: 5 class days

Method of Delivery: Resident

AUD 4120

Statistical Sampling

Statistical Sampling concentrates on the knowledge and 

skills necessary to perform statistical sampling in the 

contract audit environment.

Course Length: 5 class days

Method of Delivery: Resident

BCF 102 

Fundamentals of Earned Value Management

In a virtual classroom environment, professionals learn 

additional information about earned value management 
116

Appendix A

Resident/Local

pants review, develop, and experience the earned value 

management-related processes associated with requirements generation, acquisition strategy development, 

request for proposal development, source selection, risk 

management, integrated baseline review, and analysis 

during program execution.

Course Length: 8.5 class days

Method of Delivery: Resident

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 parametris, analogies, expert opinions, 

and improvement curves—are addressed in more depth. 

Computations are done using automated cost estimating 

integrated tools. 

Course Length: 15 class days

Method of Delivery: Resident

BCF 107  Applied Cost Analysis

In this course, cost-estimating techniques learned in BCF 

106 are applied in the development of cost estimates. 

Professionals will engage in guided discussions, investigate case scenarios, develop recommendations, and 

learn how to present their findings. Professionals will 

also explore techniques for using Microsoft® Excel and 

other computer applications to analyze data, develop 

cost-estimating relationships, and create supporting 

documentation.

Course Length: 4.5 class days

Method of Delivery: Resident

BCF 203  

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, partici-
Distance Learning or Facilitated/Online 117

trAining courses

BCF 206 Cost/Risk Analysis

Cost analysts taking this course are given an overview 

of how to model the cost/risk associated with a defense 

acquisition program. Topics covered include basic probability concepts, subjective probability assessment, 

goodness-of-fit testing, basic simulation concepts, and 

spreadsheet-based simulation. Practical exercises and a 

small-group Monte Carlo simulation-based cost-risk case 

reinforce the techniques taught.

Course Length: 4.5 class days

Method of Delivery: Resident

BCF 207  

Economic Analysis

Through practical exercises and a group workshop, 

Economic Analysis prepares professionals to conduct 

economic analyses within the DoD environment. Topics 

include decision analysis, cost analysis, present value, 

and sensitivity analysis.

Course Length: 5 class days

Method of Delivery: Resident

BCF 208  

Software Cost Estimating

Software Cost Estimating is designed for those who estimate and/or review the cost of software development 

and maintenance. Topics include life cycle management, 

development paradigms, capability evaluations, risk 

analysis, reuse, commercial off-the-shelf items, function 

points, Institute of Electrical and Electronics Engineers/

Electronic Industries Alliance 12207, parametric models, 

and model calibration. Case studies allow participants to 

apply the course materials to real-life examples.

Course Length: 4.5 class days

Method of Delivery: Resident

BCF 205 Contractor Business Strategies 

Contractor Business Strategies is an active learning 

experience designed to give a professional a better 

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 the contractors’ 

business strategies have on the government.

Course Length: 4 class days

Method of Delivery: Resident
118

Appendix A

Resident/Local

BCF 262 EVMS Validation and Surveillance

Gain the knowledge needed to review integrated management systems and to determine their compliance 

with the American National Standards Institute/Electronic Industries Alliance (ANSI/EIA) 748A Earned Value 

Management System (EVMS) standard. Course material, 

individual exercises, and group exercises review the 32 

ANSI/EIA 748A EVMS guidelines, and the processes 

associated with validation and surveillance of contractor 

and government integrated management systems.

Course Length: 8 class days

Method of Delivery: Resident

BCF 263 

Principles of Schedule Management

The Principles of Schedule Management course provides knowledge needed to interpret network schedules required by DoD policy and the American National 

Standards Institute/Electronic Industries Alliance (ANSI/

EIA) 748A Earned Value Management System (EVMS) 

standard. Course material, individual exercises, and 

group exercises using Microsoft® Project demonstrate the 

schedule development/maintenance process. Two scored 

exercises require participants to create a Microsoft 

Project network schedule and apply a schedule assessment model to analyze a complex, 700-line Microsoft 

Project network schedule.

Course Length: 3 class days

Method of Delivery: Resident

BCF 301  

Business, Cost Estimating, and Financial Management 

Workshop

This 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: 9 class days

Method of Delivery: Resident

BCF 209 Acquisition Reporting for MDAPs and MAIS

Acquisition Reporting for Major Defense Acquisition 

Programs (MDAPs) and Major Automated Information 

Systems (MAIS) programs provides training on how 

to prepare an Acquisition Program Baseline (APB), a 

Defense Acquisition Executive Summary (DAES), and a 

Selected Acquisition Report (SAR). Nunn-McCurdy unit 

cost reporting for MDAPs is also addressed. Participants 

learn step-by-step report preparation using the Defense 

Acquisition Management Information Retrieval Web 

application. Participants are required to complete the 

DAU continuous learning module, Acquisition Reporting 

Concepts and Policy Requirements for APB, DAES, and 

SAR (CLB 014), prior to attending this class.

Course Length: 4 class days

Method of Delivery: Resident

BCF 211  

Acquisition Business Management

Obtain hands-on experience in dealing with common 

financial issues in acquisition that include cost estimating; earned value analysis; planning, programming, budgeting, and execution; congressional enactment; and 

budget preparation and execution. In a 65-day window 

immediately prior to the resident portion of the course, 

participants must complete a self-paced review of basic 

concepts.

Course Length: You have 65 days to complete online 

precourse work; the resident portion is 5 class days 

Method of Delivery: Resident

BCF 215 

Operating and Support Cost Analysis

Participants learn the concepts and methodologies 

needed to develop operating and support cost estimates, 

total ownership cost reduction studies, cost as an independent variable management processes, and other 

management decisions in which operating and support 

costs are relevant.

Course Length: 5 class days

Method of Delivery: Resident
Distance Learning or Facilitated/Online 119

trAining courses

BCF 302  

Advanced Concepts in Cost Analysis

This capstone DAWIA Level III course teaches professionals how to apply advanced cost estimating, business 

techniques, and on-the-job experience to functional interrelationships and opportunities among the disciplines of 

cost estimating, financial management, and earned value 

management. 

Course Length: 5 class days

Method of Delivery: Resident

CON 100  

Shaping Smart Business Arrangements

Personnel new to the Contracting career field will gain a 

broad understanding of the environment in which they 

will serve. Students will develop professional skills for 

making business decisions and for advising acquisition 

team members in successfully meeting customers’ needs. 

Before beginning their study of technical knowledge 

and contracting procedures, students will learn about 

the various DoD mission areas and the types of business arrangements and procurement alternatives commonly used to support each area. Information systems, 

knowledge management, as well as recent DoD acquisition initiatives will be also be introduced in the course. 

Additionally, interactive exercises will prepare students 

for contracting support within DoD. The course will also 

address the overarching business relationships of government and industry, and the role of politics and customer 

relationships.

Course Length: Approximately 20 hours

Method of Delivery: Distance Learning

CON 110 

Mission Support Planning

New contracting personnel will gain an understanding of 

their role as business advisors in the acquisition process. 

This course will help professionals learn how they can 

support their customers’ mission and how they can plan 

successful mission support strategies based on their 

knowledge of the contracting environment and their 

customers’ needs. Participants will learn how to use the 

Federal Acquisition Regulation and the Defense Federal 

Acquisition Regulation Supplement, conduct effective 

market research, develop alternative acquisition strategies, and understand how socioeconomic programs 

support the acquisition planning process.

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

CON 111 

Mission Strategy Execution

Mission Strategy Execution provides professionals with 

the knowledge necessary to execute an acquisition 

that optimizes the customer’s mission performance. 

Participants will learn the techniques and benefits of 

early industry involvement in shaping requirements, 

basic procedures for acquisition of both commercial 

and noncommercial requirements, and how to effectively 

conduct price analysis and determine when a price is 

fair and reasonable. Finally, participants will learn how to 

conduct basic competitive acquisitions, process awards, 

and handle protests before and after the contract award.

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning
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CON 120  Mission-Focused Contracting

Mission-Focused Contracting is the capstone course for 

Level I Contracting professionals. This course engages 

the participant in the entire acquisition process, from 

meeting with the customer to completing the contract 

closeout process. Participants will have an opportunity to 

learn and apply leadership, problem-solving, and negotiation skills. Using an integrated case study approach, 

participants will apply the knowledge and skills gained 

in previous Level I contracting courses.

Course Length: 10 class days

Method of Delivery: Resident

CON 214 

Business Decisions for Contracting

Business Decisions for Contracting builds on contracting 

Level I pre-award business and contracting knowledge necessary to process complex procurements. The emphasis of this 

course is on planning successful mission support strategies 

and executing an acquisition that optimizes customer mission 

performance. Participants will learn various techniques for 

building successful business relationships, the benefits of 

strategic sourcing and spend analysis, and the ins and outs 

of providing contract financing. Participants 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: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

CON 215 

Intermediate Contracting for Mission Support

In this application-based course, participants will apply 

the knowledge and skills learned in CON 214 and the 

Level I Contracting courses as they work in teams to 

complete an extensive, realistic federal contract case 

study. Course participants demonstrate their ability to 

develop and execute business strategies to meet customer requirements. CON 215 helps fosters the development of critical thinking skills through activities including: 

CON 112  Mission Performance Assessment

Mission Performance Assessment builds on the foundation established in CON 110 and CON 111. The course 

provides professionals with the knowledge they need 

to identify and utilize appropriate performance metrics 

when evaluating the contractor’s performance in the 

mission. Course participants will explore processes for 

working with their customer to ensure contract performance meets mission requirements. Participants will 

explore assessment strategies and performance remedies, and they’ll learn how to make and price contract 

changes after award, handle disputes, and close out 

completed contracts.

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning
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the legal implications for various contract situations. 

The course helps develop critical thinking, cost analysis, 

negotiation, and contract administration skills necessary 

for successful contract performance.

Course Length: 10 class days, preceded by a 2-week 

online classroom requirement

Method of Delivery: Resident

CON 232  

Overhead Management of Defense Contracts

Overhead Management of Defense Contracts provides 

an understanding of industry overhead costs and the 

costs’ impact on seller pricing/business strategies under 

various acquisition environments with differing contract 

types. Attendees will understand the development and 

application of overhead rates used in contract formation, 

administration, and closeout. The course-integrating case 

study provides hands-on application of the overheadrate process in which attendees determine their own final 

overhead rates.

Course Length: 10 class days

Method of Delivery: Resident

CON 234  

Joint Contingency Contracting 

Contingency Contracting develops skills for contracting 

support provided to joint forces across the full spectrum 

of military and disaster relief operations. Exercises focus 

on unique aspects of contingency, critical thinking skills, 

and the execution of appropriate contractual instruments. 

Course Length: 9 class days

Method of Delivery: Resident

CON 235  

Advanced Contract Pricing

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

for buyers, price analysts, and contracting officers tasked 

with obtaining fair and reasonable prices. CON 235 

addresses market forces, the market research process, 

commerciality issues, and cost/price analysis techniques 

customer needs analysis, strategic sourcing, procurement 

strategy development, and source selection execution.

Course Length: 8 class days, preceded by a 2-week 

online classroom requirement

Method of Delivery: Resident

CON 216 

Legal Considerations in Contracting

This course focuses on legal considerations in the procurement process. Participants are introduced to the 

basic principles and sources of law relevant to procurement, including fiscal law. The course also addresses 

various other legal 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: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

CON 217   

Cost Analysis and Negotiation Techniques

This course builds on the basic pricing skills covered in 

the Level I Contracting curricula and introduces methods 

and techniques necessary to analyze a contractor’s cost 

proposal and to develop a government negotiation objective. Students will apply the cost analysis techniques to 

analyze a contractor’s proposal and develop a cost objective. The course also introduces negotiation terminology, 

styles, and techniques. 

Course Length: 5 class days

Method of Delivery: Resident

CON 218 

Advanced Contracting for Mission Support

This course is the capstone federal contract applications 

course for the 200-level Contracting curricula. Participants apply the knowledge and skills gained from the 

previous contracting courses in a case study environment. Course participants demonstrate their ability to 

negotiate fair and reasonable prices and to consider 
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government estimates, liability, Title II services, modifications, and contracting officer’s technical representative 

responsibilities. 

Course Length: 5 class days

Method of Delivery: Resident

CON 244  

Construction Contracting

This course focuses on construction contracting issues 

involving acquisition planning, contract performance 

management, funding, environmental concerns, construction contract language, construction contracting 

in the commercial setting, the Davis-Bacon Act, design/

build, basic schedule delay analysis, constructive 

changes, acceleration, and construction contract quality 

management.

Course Length: 5 class days

Method of Delivery: Resident

CON 250  

Fundamentals of Cost Accounting Standards—Part I

Fundamentals of Cost Accounting Standards—Part I 

provides detailed, hands-on instruction in the various 

aspects of Public Law 100-679, including the rules and 

regulations of the Cost Accounting Standards Board, 

cost accounting standards, and disclosure statements 

for federal contracts. This course addresses those standards applicable to modified coverage, cost accounting 

practice changes, and calculating cost impacts.

Course Length: 5 class days

Method of Delivery: Resident

CON 251  

Fundamentals of Cost Accounting Standards—Part II

Fundamentals of Cost Accounting Standards—Part II 

provides detailed, hands-on instruction in the various 

aspects of Public Law 100-679, including the rules and 

regulations of the Cost Accounting Standards Board and 

cost accounting standards. Whereas Part I addresses only 

such as interviewing experts, analogy, decision theory, 

earned value statistics, parametrics, learning curves, and 

risk analysis. 

Course Length: 10 class days

Method of Delivery: Resident

CON 236 

Contractual Aspects of Value Engineering

Value engineering is a systematic effort directed at 

analyzing the functional requirements of a system, 

equipment, facility, procedure, service, or supply item 

to achieve essential functions at the lowest overall cost. 

This course provides a review of the contractual aspects 

of value engineering as it applies to government supply/

service contracts, and to the Federal Acquisition Regulation Part 48 and the applicable value engineering clause.

Course Length: You have 19 calendar days to complete 

this course

Method of Delivery: Facilitated/Online

CON 237 

Simplified Acquisition Procedures

Professionals participating in this course will gain training 

on Part 13 of the Federal Acquisition Regulation and Part 

213 of the Defense Federal Acquisition Regulation Supplement, which cover simplified acquisition procedures. 

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

CON 243 

Architect-Engineer Contracting

This course, focusing on contracting for architect-engineers, covers issues across the contracting spectrum, 

including acquisition planning, source selection, proposal analysis, contract award and work, and contract 

management. Specific topics and practical exercises 

allow professionals to gain knowledge of the Brooks Act, 

SF-330, the slate and selection process, the review of 
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presentations to senior leadership and supervisors. It is 

also designed to provide an overview of community of 

practice resources available for those in the Contracting 

career field.

Course Length: 10 class days, preceded by required 

online assignments

Method of Delivery: Resident

FE 201  

Intermediate Facilities Engineering

Intermediate Facilities Engineering is required for Level II 

certification in Facilities Engineering. The course provides 

a broad understanding of the overall facilities engineering 

process and the roles/responsibilities of acquisition team 

members as they relate to the facility life cycle in support 

of military missions. Participants will learn when to seek 

the assistance of professionals in various specialty areas.

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

FE 301 

Advanced Facilities Engineering

Advanced Facilities Engineering is the Level III certification course in the Facilities Engineering career field. 

Through realistic, scenario-based learning, professionals work in teams to practice developing solutions to a 

variety of challenges that facilities engineering professionals encounter within DoD. Coursework is designed to 

teach professionals how to contribute solutions to senior 

leadership and how to provide resources for the Facilities 

Engineering career field via the course community of 

practice.

Course Length: 5 class days, preceded by required online 

assignments

Method of Delivery: Resident

those standards applicable to modified cost accounting standards coverage, Part II addresses additional 

standards for full cost accounting standards coverage 

situations.

Course Length: 5 class days

Method of Delivery: Resident

CON 260A  

The Small Business Program, Part A

The Small Business Program, Part A, provides an overview 

of the fundamentals of the DoD Small Business Program 

and focuses particular attention on the small business 

specialist’s role as a vital member of the acquisition team.

Course Length: You have 24 calendar days to complete 

this course.

Method of Delivery: Distance Learning

CON 260B  

The Small Business Program, Part B

A follow-on to CON 260A, this course focuses on developing the skills and knowledge necessary for a small 

business specialist. Associated programs and initiatives 

that support the program and DoD’s efforts to improve 

small business participation in both prime contracting 

and subcontracting will also be reviewed, with particular 

attention to the small business specialist’s role as a vital 

member of the acquisition team.

Course Length: 3 class days

Method of Delivery: Resident

CON 353  

Advanced Business Solutions for Mission Support

Advanced Business Solutions for Mission Support is 

required for a professional to obtain Level III certification 

in Contracting. Participants are given realistic scenarios 

and work in teams and as individuals developing sound 

business solutions as a valued strategic and expert 

business advisor. The course is designed to teach professionals to contribute solutions in writing and in oral 
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IND 200  Intermediate Contract Property Administration and 

Disposition

This course is provides an overview of current contractual, regulatory, and statutory issues. Participants analyze 

case studies and participate in plant tours. The course is 

designed for experienced industrial property management specialists, property administrators, plant clearance 

officers, contracting officers, and their supervisors.

Course Length: 10 class days

Method of Delivery: Resident

IRM 101  

Basic Information Systems Acquisition

This course covers introductory-level concepts in DoD 

information systems acquisition management such as 

software acquisition/development risks, DoD regulatory 

and technical frameworks, software and system architectures, and software development life cycle and integration processes. Software standards, measurements, 

testing, security, quality issues, process maturity, as 

well as best practices for the management of softwareintensive systems are also reviewed.

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

IRM 202 

Intermediate Information Systems Acquisition

Intermediate Information Systems Acquisition focuses on 

the application of DoD policies, concepts, and best practices for the management and acquisition of softwareintensive and IT systems. Exercises, lectures, group discussion, and labs are used to cover topics ranging from 

strategic planning, information assurance, architectures, 

advancing technologies, requirements management, cost 

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

among other areas.

Course Length: 10 class days

Method of Delivery: Resident

GRT 201  Grants and Agreements Management 

Grants and Agreements Management presents the foundational knowledge required to work as a grants officer. 

Course participants learn about grants, cooperative 

agreements, and technology investment agreements. 

The course also provides a brief overview of other types 

of assistance transactions. Please note that this course 

does not address other transactions used to carry out 

prototype projects, which involve acquisitions instead 

of assistance and, therefore, falls out of the scope of 

this course.

Course Length: 5 class days

Method of Delivery: Resident

IND 100  

Contract Property Administration and Disposition 

Fundamentals

This course provides property administrators, plant 

clearance officers, contracting officers, and personnel 

in related fields a comprehensive understanding of the 

contractual regulatory and statutory requirements for 

government property administration and disposition.

Course Length: 10 class days

Method of Delivery: Resident

IND 103  

Contract Property Systems Analysis Fundamentals

Contract Property Systems Analysis Fundamentals builds 

a solid foundation in auditing principles and process analysis techniques for entry-level property professionals. 

The instructional process underscores the importance of 

property control system requirements and provides the 

tools necessary for the property administrator to plan 

and perform a property control systems analysis. 

Course Length: You have 10 calendar days to complete 

this course

Method of Delivery: Facilitated/Online
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LOG 200 

Intermediate Acquisition Logistics, Part A

This course is the first part in a two-course series designed 

for intermediate acquisition logistics professionals. It provides a dynamic, real-time learning environment oriented 

toward developing the managerial and technical logistics 

competencies of the life cycle logistician. Special emphasis 

is placed on the roles and responsibilities of the life cycle 

logistician in the areas of regulatory environment, oversight, 

and review; management processes; technical activities; and 

the DoD planning, programming, budgeting, and execution 

process. The course requires participants to review current 

policy and guidance and demonstrate an understanding of 

how early integration of operational supportability into the 

system development process leads to achievement of DoD’s 

strategic logistics goals.

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

LOG 201  

Intermediate Acquisition Logistics, Part B

LOG 201 is the second part in a two-course series 

designed for intermediate acquisition logistics professionals. The course provides a dynamic, group-based, 

facilitated learning environment oriented toward further 

developing logistics competencies required by the life 

cycle logistician during weapons and equipment systems 

development. It challenges the professional to think 

critically, differentiate support alternatives, and provide 

solutions to ensure the early integration of operational 

supportability into the system development process. 

These skills are refined by instructor-facilitated group 

exercises and discussions. Special emphasis is placed on 

developing and delivering the required logistics inputs 

that ensure supportability is designed into a system.

Course Length: 5 class days

Method of Delivery: Resident

IRM 304  Advanced Information Systems Acquisition

This course focuses on decision making and issues related 

to information systems/information technology leadership, capital investment management, and acquisition. 

Using case studies, the course integrates advanced topics 

in planning, designing, and implementing comprehensive 

programs to acquire effective information systems.

Course Length: 5 class days preceded by required online 

assignments

Method of Delivery: Resident

LOG 101 

Acquisition Logistics Fundamentals

Acquisition Logistics Fundamentals provides a broad 

overview of the role of acquisition logistics in the systems 

acquisition life cycle and systems engineering processes. 

Modules cover the logistics-relevant aspects of requirements identification, life cycle costing, integrated product 

and process development, sustainment logistics, supportability analysis, product support, contracting, and 

contractor support.

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

LOG 102 

Systems Sustainment Management Fundamentals

This course provides a broad overview of the role of 

the life cycle logistician during the sustainment phase 

of a weapons system’s life cycle. Modules cover logistics/supply chain management concepts, maintenance 

processes, end-to-end distribution, best commercial 

practices as applied to weapons systems sustainment, 

performance metrics, partnering/alliance opportunities 

and experiences, performance-based support, enterprise 

business environment and opportunities, and reduction 

in life cycle/total ownership costs.

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning
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weapon system sustainment. The course provides a comprehensive understanding of logistics sustainment management 

principles and fundamentals, including the roles, responsibilities, and functions of a logistician assigned to a major 

weapons systems acquisition program. The course explains 

the role of a life cycle logistician during sustainment phase 

of a weapons system’s life cycle; identifies concepts, policies, 

and practices of logistics/supply chain management as they 

apply to new and legacy systems during sustainment phase 

of their respective life cycles; identifies best practices in 

developing and implementing performance-based logistics 

support; explains materiel availability, materiel reliability, and 

mean down time principles; relates the principles contained 

in recent DoD guidance with regard to logistics sustainment 

enablers; and explains the concepts of systems sustainment 

as described by DoDI 5000.2 para 3.9.

Course Length: Approximately 15 hours to complete

Method of Delivery: Distance Learning

LOG 210  

Supportability Manager Tools

This course provides the knowledge necessary to identify 

and apply various supportability tools to meet logistics 

requirements throughout the system life cycle. It provides 

hands-on familiarization in the use and application of 

select supportability tools in areas such as life cycle cost; 

maintenance concept optimization and level of repair 

analysis; logistics management information development, management, and integration; program management documentation generation; sparing analysis; and 

post-fielding support analysis. Scenario-driven practical 

exercises are used to enhance tool understanding and 

analysis applications.

Course Length: 3 class days

Method of Delivery: Resident

LOG 235  

Performance-Based Logistics, Part A

Performance-Based Logistics, Part A, provides a dynamic, 

real-time learning environment oriented toward developing a range of logistics competencies. It challenges the 

participant to review current policy and demonstrate an 

understanding of how early integration of performancebased support concepts into the systems-development 

process leads to the achievement of DoD’s logistics goals. 

LOG 203 Reliability and Maintainability

Professionals who take this course will be able to 

understand the relationship between reliability and 

maintainability and acquisition logistics, and to evaluate 

the impact of reliability and maintainability decisions. 

Stressing a conceptual approach, the course presents 

basic reliability and maintainability terminology and 

engineering practices.

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

LOG 204 

Configuration Management

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

management to life cycle activities as well as configuration management concepts and basic practices such as 

configuration identification, status accounting, audits 

and verification, configuration change management, 

performance measures, and configuration management planning. The course also provides an overview of 

requirements to design, develop, implement, oversee, and 

operate a configuration management program across the 

system life cycle. Professionals will gain knowledge of 

the application and impacts on configuration management by current and emerging issues such as total life 

cycle systems management, product data management, 

item-unique identification, evolutionary acquisition, performance-based logistics, condition-based maintenance, 

prognostics and health management, and diminishing 

manufacturing sources and material shortages.

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

LOG 206 

Intermediate Systems Sustainment Management

The Intermediate Systems Sustainment Management course 

is a follow-on DAU course of instruction pertaining to DoD 
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PMT 202  Multinational Program Management

This course emphasizes encouragement of armaments 

cooperation and interoperability with U.S. allies and 

friendly foreign nations. National, DoD, and U.S. policy 

and regulations concerning international cooperative 

research, development, test, evaluation, production, 

and logistics support, as well as security assistance are 

covered in some detail. The course identifies the roles 

and responsibilities of individuals, foreign government, 

and industry involved in cooperative acquisition and 

security assistance programs. Students will learn about 

key types of agreements that promote U.S. international 

cooperation policy. The end goal is to provide the tools 

to prepare, formulate, and support a security assistance 

sale, direct commercial sale, cooperative acquisition, or 

hybrid international program. 

Course Length: 5 class days

Method of Delivery: Resident

PMT 203 

International Security and Technology Transfer/

Control

This course teaches students to identify, analyze, and apply 

the laws, policies, and processes that govern international 

security and technology transfer/control. The course characterizes national security policy issues and export/import 

licensing constraints (as defined by the departments of State, 

Commerce, Treasury, and Customs) and guides evaluating 

their effects on domestic and international DoD programs. 

Students will learn the procedures for the export and import 

of defense and dual-use equipment and services, for handling classified and controlled unclassified program information, and for foreign visit control. Students will learn to 

recognize hostile and friendly foreign power elicitation and 

technology collection methods and techniques and develop 

methods of protecting information. Students will also learn 

to describe the U.S. government’s ownership, usage, and 

transfer rights to foreign governments and contractors of 

intellectual property.

Course Length: 5 class days

Method of Delivery: Resident

It is intended for mid-level logistics professionals needing 

skills required to excel in today’s demanding and dynamic 

product-support environment. 

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

LOG 236  

Performance-Based Logistics, Part B

Performance-Based Logistics, Part B, provides a dynamic, 

group-based, facilitated learning environment in which 

the professional further develops the logistics competencies introduced in LOG 235. Participants will acquire 

tools and techniques required to design, develop, and 

implement performance-based support at the system, 

subsystem, or commodity level in new acquisition and 

legacy systems. It challenges the participant to think 

critically and differentiate among support alternatives 

and to provide solutions that ensure the early integration of performance-based product support in the 

systems-development process. Those skills are refined 

by instructor-facilitated group exercises and discussions.

Course Length: 5 class days

Method of Delivery: Resident

LOG 350  

Enterprise Life Cycle Logistics Management

Enterprise Life Cycle Logistics Management prepares the life 

cycle logistician to perform in senior-level life cycle logistics 

management and policy-making positions. Professionals 

are required to conduct research, engage in critical thinking 

exercises, and perform leadership responsibilities in a smallgroup decision-making environment. Professionals engage 

in a dynamic, fast-paced, threaded exercise addressing 

complex relationships in life cycle logistics support planning, acquisition policy, supportability analysis, program 

management, performance-based logistics, and business 

case analysis. The course spans a system’s entire life cycle, 

from concept through demilitarization and disposal, including acquisition logistics planning events, and operations and 

support sustainment planning.

Course Length: 9 class days preceded by approximately 

7-10 hours of online precourse work

Method of Delivery: Resident
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352A focuses on key program management office knowledge and skills not covered in the prerequisite courses. 

This course must be completed prior to attending PMT 

352B.

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

PMT 352B  

Program Management Office Course, Part B

The Program Management Office Course, Part B, is 

the second part of the Level III certification course in 

the Program Management career field. It is a followon to ACQ 201B and PMT 250 and is designed to train 

Level II-certified professionals to be effective leaders 

in a program office by honing analysis, synthesis, and 

evaluative skills. In a classroom setting, PMT 352B gives 

attendees scenario-based practical exercises with topical 

themes such as interoperability, prototyping, and evolutionary acquisition.

Course Length: 4 weeks, 2 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 decision-making skills of potential leaders of major 

defense acquisition programs and program support 

organizations. Participants analyze acquisition case 

studies representing contemporary acquisition program 

challenges and dilemmas; apply a broad cross section 

of knowledge of the acquisition environment and experience; and deepen their understanding of acquisition 

principles and practices through peer and instructor 

mentoring and coaching. Speakers, team projects, media 

training, and management simulations round out and 

enrich the course. 

Target Attendees: Level III Program Management career 

field members who have demonstrated the potential 

to become major program or project managers. Also, 

limited numbers (up to 15 percent) of high-potential 

Level III acquisition professionals in other career fields, 

PMT 250 

Program Management Tools

Program Management Tools provides application skills 

needed in a program office as an integrated product 

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

designed to enhance journeyman-level skills. This course 

is required, along with ACQ 201B, for Level II certification 

in Program Management and also prepares professionals 

for work in the Program Management Office Course, PMT 

352, Parts A and B.

Course Length: You have 60 calendar days to complete 

modules 1 through 8 of this course; Module 9 takes 4 

days and is conducted through the DAU virtual campus

Method of Delivery: Facilitated/Online

PMT 304  

Advanced International Management Workshop

This course is designed to prepare professionals to participate effectively in the development and negotiation 

of defense armaments cooperation agreements ranging 

from simple data exchange annexes to complex cooperative development, production, and support agreements. 

Students who successfully complete this course will be 

able to synthesize, integrate, and apply U.S. policy on 

international cooperative defense acquisition, including 

policies of the departments of Defense, State, Commerce, 

and Treasury. The week’s final outcome is formulating 

and practicing negotiation of international acquisition 

agreements in accordance with U.S. policies, statutes, 

and regulations.

Course Length: 5 class days

Method of Delivery: Resident

PMT 352A  

Program Management Office Course, Part A

The Program Management Office Course, Part A, is the 

first part of the Level III certification course in the Program 

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

and PMT 250 and is designed to train Level II-certified 

professionals to be effective leaders in a program office 

by honing analysis, synthesis, and evaluative skills. PMT 
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product, project, or program managers with the skills 

needed for handling key programmatic issues that will be 

facing them during their first 6 to 12 months on the job. Initially, students will complete a self-assessment, program 

assessment, and program office assessment during a 

precourse assignment. During the course, through the 

use of open dialogue with senior DoD acquisition leaders, 

tailored sessions on contemporary topics and processes, 

and participant-directed activities, students will develop 

a strategic plan for addressing their key programmatic 

issues. Students will also examine lessons learned from 

program managers, program executive officers, and 

other acquisition practitioners to support the development of their strategic plans.

Target Attendees: This course is designed to meet 

the learning and performance needs of newly selected 

program managers, and deputy or assistant program 

managers for ACAT III programs. International and 

industry professionals are eligible to attend on a spaceavailable basis. 

Course Length: 10 class days

Method of Delivery: Resident

PQM 101  

Production, Quality, and Manufacturing 

Fundamentals

Production, Quality and Manufacturing Fundamentals is 

an entry-level course that emphasizes basic production, 

manufacturing, and quality assurance principles, policies, 

processes, and practices.

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

PQM 103  

Defense Specification Management

Defense Specification Management covers DoD policies 

and procedures for the development, management, 

and use of nongovernment standards, commercial item 

descriptions, and specifications and standards. Emphasis is placed on interoperability, market research, use of 

commercial/nondevelopmental item alternatives, use of 

such as Contracting, Logistics, and Financial Management. Participants must be O-5 or GS-14 or above with 

extensive experience in acquisition, including 4 years in 

or directly supporting a program organization. Industry 

participants with equivalent experience are also sought. 

Board–selected ACAT I or II program managers should 

attend the course prior to beginning their assignment.

Course Length: 10 weeks

Method of Delivery: Resident

PMT 402  

Executive Program Manager’s Course

The Executive Program Managers Course is designed 

to meet the learning and performance needs of newly 

selected program executive officers, deputy program 

executive officers, and ACAT I (ID/IC and IAM/IAC) and 

II program managers/deputy program managers. The 

concentrated, 4-week resident period is preceded by a 

self-assessment and assessment of each participant’s 

program, and program office to develop individual 

learning needs and issues. Participants learn through 

the extensive use of open, interactive dialogue with 

senior DoD, congressional, GAO, and industry leaders; 

tailored sessions on contemporary topics and issues; and 

participant-directed activities based on individual learning needs. This course culminates in development of an 

action plan to better manage the participant’s program, 

program office, and professional development.

Target Attendees: This course is statutorily required for 

program executive officers, deputy program executive 

officers, and program managers/deputy program managers of ACAT I, IA, and II programs. International and 

industry professionals are eligible to attend on a spaceavailable basis. Please note that the Program Manager’s 

Course statutory requirement is met through completion 

of either PMT 302 and PMT 402, or PMT 401 and PMT 

402.

Course Length: 20 class days preceded by an online 

workshop

Method of Delivery: Resident

PMT 403 

Program Manager’s Skills

This course provides newly selected ACAT III product, 

project, program managers; or IPT leads and assistant 
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and techniques learned in PQM 201A. Participants will 

work in integrated product teams to develop manufacturing and quality plans, apply Lean techniques, use 

cost-estimating techniques, and make progress payment 

recommendations based on completion of a physical 

progress review. Course content includes the contracting 

aspects of the job; use of continuous process improvement tools in a production environment, planning for 

manufacturing and quality; Lean concepts; material 

control; and technical, ethical, and quality issues.

Course Length: 5 class days

Method of Delivery: Resident

PQM 202  

Commercial and Nondevelopmental Item Acquisition

The Commercial and Nondevelopmental Item Acquisition course is designed for engineering and technical 

personnel, and it focuses on tools and techniques used 

by engineering, logistics, and related technical personnel 

for identifying and evaluating commercial and nondevelopmental item alternatives throughout the acquisition 

process. The course provides instruction on requirements 

definition, acquisition strategy development, support 

planning, and the use of market acceptability criteria for 

commercial and nondevelopmental item acquisitions.

Course Length: 11 class days

Method of Delivery: Resident

PQM 203  

Preparation of Commercial Item Description for 

Engineering and Technical Personnel

This course presents instruction on the preparation and 

use of commercial item descriptions, including characterization of commercial items, the development and use 

of market acceptability criteria, and the development of 

performance-based salient characteristics. Current policy 

on the use of commercial item descriptions and performance specifications is discussed. This course uses an 

interactive, asynchronous learning environment focused 

on self-paced learning that is demonstrated in a virtual 

group environment.

Course Length: Approximately 12 hours to complete 

within 15 calendar days

Method of Delivery: Facilitated/Online

performance specifications, international standardization 

agreements, and the single process initiative.

Course Length: 9 class days

Method of Delivery: Resident

PQM 104 

Specification Selection and Application

The Specification Selection and Application course provides instruction on the appropriate selection and correct 

application of nongovernmental standards, commercial 

item descriptions, specifications and standards, and 

related documents in the acquisition process. Emphasis is 

placed on current acquisition initiatives such as interoperability and the proper use of standardization documents.

Course Length: 2 class days

Method of Delivery: Resident

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: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

PQM 201B  

Intermediate Production, Quality, and Manufacturing, 

Part B

This journeyman-level course requires participants to 

apply the manufacturing and quality planning processes 
Distance Learning or Facilitated/Online 131

trAining courses

PQM 301  

Advanced Production, Quality, and Manufacturing

This rigorous leadership course is structured around integrated production, quality, and manufacturing processes. 

Professionals will learn and practice advanced production and quality approaches supporting DoD acquisition 

activities. Key areas covered include problem-solving and 

decision-making issues relevant to successfully managing 

core technical areas.

Course Length: 10 class days

Method of Delivery: Resident

RQM 110  

Core Concepts for Requirements Management

Core Concepts for Requirements Management allows 

professionals to study the role of both the requirements 

manager and requirements management within the Big 

A acquisition construct. It examines the capabilities and 

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

requirements.

Course Length: You have 45 calendar days to complete 

this course

Method of Delivery: Distance Learning

RQM 403  

Requirements Management Executive Overview

This course provides general/flag officers and members 

of the Senior Executive Service with an executive-level 

understanding of the role the requirements manager 

as well as requirements management within the Big A 

acquisition construct. It examines the capabilities and 

process from an end-to-end perspective, highlighting 

the intersection between acquisition, resources, and 

requirements and the supporting processes. The content 

is tailored to the needs of the executive and conducted 

on demand. This training is required for executives per 

Section 801 of the National Defense Authorization Act 

of fiscal year 2007.

Target Attendees: This course is for DoD general/flag 

officers; career and political Senior Executive Service 

personnel with position duties that involve leading or 

supervising the writing of major defense acquisition 

program (MDAP) requirement documents; adjudicating 

substantive comments concerning MDAP documents; 

validating or approving an MDAP requirement document, 

or participating in the approval chain for the document

Course Length: Varies depending upon the number of 

topics to be addressed; typically 1 class day

Method of Delivery: Resident

SAM 101 

Basic Software Acquisition Management

This course covers introductory-level concepts in DoD 

information systems acquisition management. It reviews 

software acquisition/development risks, DoD regulatory 

and technical frameworks, software and system architectures, and software development life cycle and integration processes. Software standards, measurements, 

testing, security, quality issues, process maturity, and 

best practices for the management of software-intensive 

systems are also reviewed.

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

SAM 201  

Intermediate Software Acquisition Management

Using in-depth integrated product team case studies and 

exercises supplemented by lecture and group discussion, 

professionals learn how to manage DoD software-intensive systems. They also learn to apply a variety of realworld software acquisition management best practices. 

The course covers topics such as requirements management, architectures, cost estimation, vendor qualification, 

metrics, process maturity, quality, and testing.

Course Length: 5 class days

Method of Delivery: Resident

SAM 301  

Advanced Software Acquisition Management

Advanced Software Acquisition Management is the capstone course in the IT career field Level III certification 
132

Appendix A

Resident/Local

sequence. SAM 301 is a seminar-based course for senior 

personnel who acquire, engineer, test, and evaluate DoD 

software-intensive and IT systems. This course provides 

insight into the risks, issues, and future challenges associated with developing and implementing complex DoD 

software systems.

Course Length: 5 class days

Method of Delivery: Resident

STM 202  

Intermediate S&T Management

This course provides an understanding of the procedures 

and mechanisms used to transition advanced technologies into warfighting systems. Personnel associated with 

science and technology (S&T) project management 

will be able to understand the challenges presented in 

successfully transitioning technology into the weapons 

systems acquisition process or directly to the warfighter, 

assess the implications of various technology transition 

mechanisms, and apply effective technology transition 

practices.

Course Length: 3 class days

Method of Delivery: Resident

STM 303 

Advanced S&T Management

This course provides professionals with an understanding 

of the procedures and mechanisms used to transition 

emerging technologies into warfighting systems. Attendees will be able to apply the critical skills of systems engineering, test and evaluation, and budgeting processes for 

technology project management. They will learn how to 

analyze and apply effective technology transition practices from basic research to acquisition or deployment.

Course Length: 4 class days

Method of Delivery: Resident

SYS 101  Fundamentals of Systems Planning, Research, 

Development, and Engineering

This course is a technically rigorous, comprehensive 

introduction to systems engineering and the various 

technical management and technical management processes involved in its application. Based on the systems 

engineering processes outlined in the Defense Acquisition 

Guidebook, SYS 101 provides the essential foundations 

needed for systems planning, research, development, 

and engineering careerists and others—such as program 

management personnel and life cycle support managers—to effectively participate in the application and the 

management of DoD systems engineering processes and 

their related activities.

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

SYS 202  

Intermediate Systems Planning, Research, 

Development, and Engineering, Part I

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 Integrated Defense Acquisition, Technology, and Logistics Life Cycle Management 

System. Course content includes the scope and role of 

systems engineering and its major technical inputs and 

outputs, the key aspects of technical baselines, the role of 

technical reviews, and important design considerations. 

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning
Distance Learning or Facilitated/Online 133

trAining courses

SYS 203  Intermediate Systems Planning, Research, 

Development, and Engineering, Part II

This journeyman-level course requires professionals 

to apply 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 across the various phases of 

the defense acquisition framework.

Course Length: 5 class days

Method of Delivery: Resident

SYS 302  

Technical Leadership in Systems Engineering

Designed for senior DoD acquisition personnel, SYS 302 

is focused on the application of technical leadership skills 

within a typical DoD systems engineering environment. 

SYS 302 participants are expected to have sufficient 

background knowledge of the DoD’s systems engineering 

management processes, knowledge of the application of 

systems engineering to each acquisition phase, and the 

capability to apply these concepts to complex technical 

management problems involving critical thinking. As part 

of the SYS 302 course, participants will lead and participate in an engineering team that analyzes and resolves 

a variety of technical engineering critical issues. Class 

exercises are supplemented by lessons on current policy, 

architectures, and design considerations.

Course Length: 10 class days

Method of Delivery: Resident

TST 102  

Fundamentals of Test and Evaluation

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

policies, processes, and practices. TST 102 covers the 

integrated T&E processes outlined in the Defense Acquisition Guidebook and provides the essential foundation 

knowledge needed by T&E professionals and others to 

more effectively participate in DoD T&E activities.

Course Length: You have 60 calendar days to complete 

this course

Method of Delivery: Distance Learning

TST 203  

Intermediate Test and Evaluation

This course builds upon professionals’ knowledge, skills, 

and on-the-job experience relating to DoD test and evaluation (T&E) policies, processes, and practices. A number 

of problem-solving situations engage participants in 

the application of T&E concepts and principles. Course 

topics include the role of T&E in systems acquisition; T&E 

planning and the test and evaluation strategy; test and 

evaluation master plan development; managing a T&E 

program; and planning, conducting, and processing the 

results of T&E events.

Course Length: 5 class days

Method of Delivery: Resident

TST 302  

Advanced Test and Evaluation

Designed for senior DoD acquisition personnel, the 

Advanced Test and Evaluation course is focused around 

leadership and management issues. TST 302 involves 

facilitated discussion of current DoD policies, strategies, 

processes, and practices as they are applied and used 

for the planning and management of test and evaluation 

(T&E) for 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 around case analysis and solution analysis. Knowledge and skills developed in this course will facilitate 

successful professional participation as a T&E member 

in integrated planning and development activities. 

Course Length: 5 class days

Method of Delivery: Resident
Continuous 

Learning ModuLes

Appendix B

p 136 Business

p 138 Contracting

p 145 Engineering & Technology

p 150 Government Purchase Card 

Training

p151 International Armaments & 

Info Exchange Training

p 152 Logistics

P 155 Acquisition & Management

p 160 Federal Acquisition Institute 

Courses and Modules

p 162 Harvard Business School 

Publishing ManageMentor

p 168 Standard Procurement System 

Training
135
136

Appendix #

BUSINESS

CLB 007 

Cost Analysis

Cost Analysis focuses on the basic cost analysis process, 

which is one of the fundamental building blocks of any 

acquisition program. At the end of this module, you 

should be able to define various financial management 

terms as they relate to the defense acquisition process, 

determine when various cost estimates should be prepared, what estimating methodology is most appropriate, and what cost data is of interest to various program 

stakeholders.

Course Length: Approximately 3.5 hours

CLB 008 

Program Execution

Program Execution describes the budget execution 

process, including the legal concerns and potential impact 

of poor budget execution. At the end of this module, you 

should be able to describe the apportionment process 

(including rules for deferral and rescission), describe the 

funds execution process and laws that govern it, identify 

the purposes and contents of obligation and expenditure 

plans, and identify rules for reprogramming.

Course Length: Approximately 3 hours

CLB 009 

Planning, Programming, Budgeting, and Execution 

and Budget Exhibits

Planning, Programming, Budgeting, and Execution and 

Budget Exhibits focuses on explaining the planning, programming, budgeting, and execution (PPBE) process, 

including the relationship of each phase to the systems 

acquisition process. At the end of this module, you should 

be able to recall the primary purpose of each of the 

phases of PPBE, identify the inter-relationship between 

PPBE and the defense acquisition system, and identify 

the purpose content and dimensions of the Future Years 

Defense Program.

Course Length: Approximately 3 hours

CLB 010 

Congressional Enactment

Congressional Enactment focuses on appropriations 

and the funding policies that are associated with each 

appropriation. It relates a defense acquisition program’s cost estimate to its programming and budgeting 

requirements.

Course Length: Approximately 3.5 hours

CLB 011 

Budget Policy

Budget Policy teaches you to identify the major appropriation categories of interest to the defense acquisition 

community, identify the funding policy that applies 

to each, recognize situations where exceptions to the 

funding policies are appropriate, and identify the most 

appropriate time-phased budget estimate to a given situation.

Course Length: Approximately 4.5 hours

CLB 014 

Acquisition Reporting Concepts and Policy 

Requirements for APB, DAES, and SAR

The Acquisition Reporting Concepts and Policies for APB, 

DAES, and SAR module provides information on the terminology, concepts, and policies pertaining to required 

acquisition reports such as the Acquisition Program Baseline (APB), the Defense Acquisition Executive Summary 

(DAES), and the Selected Acquisition Report (SAR). 

Upon completion of the module, students will be able 

to apply these concepts and policies in the preparation 

and review of reports generated using the consolidated 

Acquisition Reporting software.

Course Length: Approximately 3 hours

CLB 016 

Introduction to Earned Value Management

This module allows you to become familiar with EVMrelated laws passed by Congress, the Office of Management and Budget’s implementation of these laws, and 

current Department of Defense policy guidance regarding EVM requirements. Additionally, you should recognize 

Appendix B
137

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how work scope, schedule, and resources are combined 

to establish the EVM performance measurement baseline.

Course Length: Approximately 1 hour

CLB 017 

Performance Measurement Baseline

This module introduces the earned value management 

language and processes associated with development 

of 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 1 hour

CLB 018 

Earned Value and Financial Management Reports

The Earned Value and Financial Management Reports 

module reviews the most common DoD data reports 

associated with earned value management, cost estimating, and financial management. It reviews the purpose 

and relationship between the data item description and 

the contract data requirements list; identifies key players 

and purposes in reports; and outlines the DoD contract 

performance report and integrated master schedule 

tailoring guidance provided in the Earned Value Management Implementation Guide.

Course Length: Approximately 1 hour

CLB 019 

Estimate at Completion

The Estimate at Completion module reviews the process 

for computing an estimate at completion range when 

given earned value management data. It defines the 

meaning of the cost performance index, the schedule 

performance index, and the to-complete performance 

index earned value metrics. It reviews favorable and 

unfavorable trends cost performance index and schedule 

performance index performance trend charts. 

Course Length: Approximately 1 hour

CLB 020 

Baseline Maintenance  

The Baseline Maintenance module reviews the concepts 

associated with performance measurement baseline 

maintenance. It describes the contract performance 

chart and the cost/schedule variance earned value management metrics chart. It defines what a front-loaded 

baseline, rubber baseline, over-target baseline, and 

single-point adjustment mean in the context of earned 

value management. Students apply their knowledge in 

exercises.

Course Length: Approximately 1 hour

CLB 023 

Software Cost Estimating

The Software Cost Estimating module provides an 

overview of DoD’s policy, guidance, and application of 

software cost estimating, and it enables the business or 

program manager to determine if an estimate is realistic 

and defendable.

Course Length: Approximately 2 hours

CLB 024

Cost Risk Analysis Introduction  

The Cost Risk Analysis Introduction module provides the 

foundation for an understanding of risk management as it 

relates to cost estimation. It addresses program risks that 

help ensure program costs, schedule, and performance 

objectives are met.

Course Length: Approximately 3 hours

CLB 026 

Forecasting Techniques

The goal of this module is to provide the learner with 

information on forecasting for the acquisition community. 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
138

Appendix #

CLB 029 

Rates

This module introduces the basics of wrap rate development as it relates to cost estimating. At the conclusion 

of this module, students should be familiar with and be 

able to describe portions of a cost estimate that require 

the use of wrap rate calculations. Students will also be 

able to describe the components for building an estimate 

using engineering standards as well as calculate a wrap 

rate or fully burdened labor rate.

Course Length: Approximately 4 hours

CLB 030 

Cost Data Sources

The Cost Data Sources module introduces the basics of 

data sources and collection as it relates 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 will 

also be able to explain the necessity of having programmatic and technical data in addition to cost data and will 

be able to give illustrations of various problems relating 

to the collection and analysis of data.

Course Length: Approximately 3 hours

CONTRACTING

CLC 001 

Defense Subcontract Management

This module provides an overview of the laws, government policies, and regulations that apply to subcontracts 

and subcontract management. The module addresses 

subcontracting activities from the perspective of the 

staff of a defense acquisition program office. Topics 

include small business subcontracting plans, contractor 

purchasing system reviews and consent to subcontract, 

flow-down clauses, subcontract pricing, subcontract 

administration, and other topics in subcontracting.

Course Length: Approximately 4 hours

CLC 003 

Sealed Bidding

The Sealed Bidding module builds upon the sealed 

bidding process presented in CON 110, Mission Support 

Planning. This course is designed to provide acquisition 

professionals experience in understanding and reviewing 

sealed bidding concepts and processes when contracting 

for supplies and services. 

Course Length: Approximately 2 hours

CLC 004 

Market Research

This module provides a foundational understanding 

of the benefits of effective market research to reduce 

acquisition costs and cycle times, and provide greater 

access to advanced technologies. The module covers 

the differences between tactical and strategic market 

research and how to consolidate market research results 

to develop an acquisition strategy.  

Course Length: Approximately 3 hours

CLC 005 

Simplified Acquisition Procedures

This module is an interactive tutorial designed to provide 

federal procurement and acquisition professionals with 

a better understanding of contracting for supplies and 

services using simplified acquisition procedures. Please 

note that this module does not provide credit for CON 

237.

Course Length: Approximately 2 hours

CLC 006 

Contract Terminations

This is an interactive module designed to provide federal 

procurement and acquisition professionals with a better 

understanding of the source selection process and its 

goals. The module addresses the different roles and 

responsibilities of each source selection participant. 

Course Length: Approximately 2 hours 

Appendix B
139

Continuous LeArning Courses

CLC 007 

Contract Source Selection

This is an interactive module designed to provide federal 

procurement and acquisition professionals with a better 

understanding of the source selection process and its 

goals. This module is extracted from CON 214, Business 

Decisions for contracting. If you have completed CON 

214, this module could serve as refresher training for the 

subject area.

Course Length: Approximately 2 hours 

CLC 008 

Indirect Costs

An indirect cost is any cost not directly identified with a 

single, final cost objective, but rather, is identified with 

two or more final cost objectives. Indirect costs are used 

for the pricing of contracts, interim contract billing, and 

the determination of actual contract costs. The purpose 

of this training module is to serve as a primer for those 

who are unfamiliar with indirect costs. This module can 

help prepare those who are planning to take CON 250.

Course Length: Approximately 1 hour 

CLC 009 

Service Disabled, Veteran-Owned Small Business 

Program

The Service-Disabled, Veteran-Owned Small Business 

Program provides certain benefits for businesses owned 

by service-disabled veterans seeking contracts with the 

federal government. This training module explains the 

basic requirements of the Service-Disabled, VeteranOwned Small Business Program.

Course Length: Approximately 1 hour

CLC 011 

Contracting for the Rest of Us

The Contracting for the Rest of Us module provides 

people who do not work in the Contracting career field 

with a basic knowledge of some of the essential processes 

and considerations that DoD contracting professionals 

encounter to satisfy their customers’ requirements. The 

module also provides an introduction to some of the 

topics that are covered in greater depth in other contracting modules.

Course Length: Approximately 2 hours

CLC 012 

Contracting Officer’s Representative Overview 

(HCAA)

The Contracting Officer’s Representative Overview for 

the Health Care Acquisition Activity, U.S. Army Medical 

Command (HCAA) module provides students with a 

general knowledge of the varied roles and responsibilities involved in the contracting process. The course also 

provides insight for non-contracting personnel on the 

processes and procedures associated with contracting.

Course Length: Approximately 4 hours 

CLC 013 

Performance-Based Services Acquisition

The Performance-Based Services Acquisition module 

teaches topics such as writing a statement of work, 

writing performance metrics, monitoring a contractor’s 

performance, and acquisition ethics. Implementing 

performance-based services acquisition is not just a DoD 

initiative; various organizations need performance-based 

services acquisition. This module can support the training 

needs of all federal agencies.

Course Length: Approximately 6 hours

CLC 018 

Contractual Incentives  

This module focuses on understanding the balance 

between government and industry goals and objectives 

in crafting an effective incentive strategy that delivers 

value to both parties. The ability to think through the 

nature of the deal is critical to constructing a successful 

business relationship that effectively provides motivation and incentives for the contractor to deliver what the 

government needs, when the government needs it, and 

within budget.

Course Length: Approximately 3 hours 
140

Appendix #

CLC 019 

Leveraging DCMA for Program Success

The purpose of this module is to provide details on the 

products and services provided by the Defense Contract Management Agency (DCMA) that are available to 

a program manager and program management office 

staff. In addition, professionals taking this module will 

come to understand how these services and products 

can be utilized to reduce program risk, and how to make 

initial contact with DCMA to arrange for DCMA program 

support. This module was developed in collaboration with 

DCMA.

Course Length: Approximately 2 hours 

CLC 020 

Commercial Item Determination

The Commercial Item Determination module is designed 

to aid acquisition personnel in developing sound business 

strategies for procuring commercial items. It provides 

professionals a clear understanding of the guidance and 

tools contained in the Commercial Item Determination 

Handbook, which is a practical reference tool for use in 

commercial item acquisitions.

Course Length: Approximately 3.5 hours

CLC 022 

Profit Policy Revisions

The Profit Policy Revisions module gives professionals a 

familiarity with changes to DoD’s profit policy as a result 

of DFARS cases 2000-D300 and 2000-D018. These 

cases resulted in changes to the performance risk factor 

and the facilities capital employed, and added a new cost 

efficiency factor.

Course Length: Approximately 1 hour

CLC 023 

Commercial Item Determination Executive Overview

This self-paced module explores the commercial item 

determination process as outlined in the Commercial Item 

Determination Handbook. The handbook is a practical 

reference tool for use in commercial item acquisitions. 

DoD has designed this module to aid acquisition personnel in developing sound business strategies for procuring 

commercial items, and to gain a clear understanding of 

the guidance and tools contained in the Commercial Item 

Determination Handbook.

Course Length: Approximately 30 minutes

CLC 024 

Basic Math Tutorial

This module is provided for CON 217 students as well 

as those interested in increasing their basic math skills. 

Several performance support tools exist that can assist 

you with many of the calculations to accomplish your 

job; however, you may still need to perform your own 

calculations without the aid of a tool or calculator, and 

this module will help you practice the skills you’ll need 

to complete calculations without tools.

Course Length: Approximately 30 minutes 

CLC 026 

Performance-Based Payments Overview

This module presents an overview of the fundamental 

concepts of performance-based payments and the guidance necessary for implementing a performance-based 

payment financing structure as part of a fixed-price 

contract. 

Course Length: Approximately 30 minutes

CLC 027 

Buy American Act

The Buy American Act module provides explanatory 

materials and practical examples that explain FAR Part 

25 and DFARS 225, which make up the Buy American 

Act. This module is intended for contract specialists and 

contracting officers.

Course Length: Approximately 3 hours

CLC 028 

Past Performance Information  

This self-paced module addresses the rationales behind 

collecting past performance information, why it should 

be used, and how its use improves contractor performance. This module is based the guidebook A Guide 

to Collection and Use of Past Performance Information, 

Appendix B
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which can be found at: http://www.acq.osd.mil/dpap/Docs/

PPI_Guide_2003_final.pdf.

Course Length: Approximately 3 hours

CLC 030 

Essentials of Interagency Acquisitions/Fair 

Opportunity  

The module is designed to provide DoD acquisition 

professionals with a better understanding of the need 

to ensure that non-DoD contracting instruments are 

appropriately used by DoD. It provides an overview of 

current policy; key concepts and requirements on scope, 

competition, and fiscal law; and the roles and responsibilities of the requesting activities and assisting agencies.

Course Length: Approximately 2.5 hours

CLC 031 

Reverse Auctioning

Reverse Auctioning is a self-paced module that provides 

a basic introduction of a new, Internet-based contracting 

technique that is used by the DoD acquisition community to achieve significant cost savings through the use 

of e-commerce capabilities. The course is intended for 

entry- and middle-level acquisition managers who might 

use the Internet-based technique in their daily business 

environments.

Course Length: Approximately 1 hour to complete 

CLC 033 

Contract Format and Structure for DoD eBusiness 

Environment  

The Contract Format and Structure for DoD eBusiness 

Environment module is designed to assist professionals 

with identifying and avoiding various issues associated 

with deficient contract structure. Successful graduates 

will be able to select important considerations associated 

with various sections of the uniform contract format, differentiate among special contract structures, and identify 

elements of effective contract line-item structure.

Course Length: Approximately 3 hours

CLC 034 

Provisional Award Fee

The Provisional Award Fee Awareness module provides 

information and examples for the Defense Federal Acquisition Regulation Supplement (DFARS) guidance on provisional award fee payments, which became effective on 

Jan. 13, 2004. 

Course Length: Approximately 1 hour

CLC 035 

Other Transaction Authority for Prototype Projects: 

Comprehensive Coverage

The Other Transaction Authority for Prototype Projects: 

Comprehensive Coverage module is composed of six 

lessons that present the mandatory requirements and 

other guidelines to consider and apply, as appropriate, 

when utilizing other transaction authority for prototype 

projects.

Course Length: Approximately 3 hours

CLC 036 

Other Transaction Authority for Prototype Projects 

Overview

The Other Transaction Authority for Prototype Projects 

Overview module provides a short overview of the mandatory requirements and other guidelines to consider and 

apply, as appropriate, when utilizing other transactions 

authority for prototype projects.

Course Length: Approximately 30 minutes

CLC 037 

A-76 Competitive Sourcing Overview

The A-76 Competitive Sourcing Overview module is an 

introduction to the Office of Management and Budget 

Circular A-76 that implements the President’s Management Agenda for Competitive Sourcing. This overview 

discusses the FAIR Act and A-76 program concepts, 

including the overall process, roles and responsibilities, legislation that affects DoD, and post-competition 

accountability.

Course Length: Approximately 1.5 hours
142

Appendix #

CLC 040 

Predictive Analysis and Scheduling

The Predictive Analysis and Scheduling module provides 

an overview of the various types of schedules that are 

used by Defense Contract Management Agency personnel and a background of how predictive analysis is 

utilized to determine and maintain schedules.

  

Course Length: Approximately 1 hour 

CLC 041 

Predictive Analysis and Systems Engineering

The Predictive Analysis and Systems Engineering module 

provides an overview of how predictive analysis plays 

a role in systems engineering. Professionals also learn 

about various systems engineering tools.

Course Length: Approximately 1 hour

CLC 042 

Predictive Analysis and Quality Assurance

The Predictive Analysis and Quality Assurance module 

provides an overview of quality assurance activities and 

how they relate to the use of predictive analysis as a tool 

to form assumptions of future events.

Course Length: Approximately 1 hour

CLC 043 

Defense Priorities and Allocations System

The goal of the Defense Priorities and Allocations System 

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

allocations authority of the Defense Production Act. It 

also reveals the purpose of DPAS, which is to assure the 

timely availability of industrial resources to meet current 

and future national security and emergency preparedness requirements.

Course Length: Approximately 3 hours

CLC 044 

Alternative Dispute Resolution  

Alternate dispute resolution is a tool for resolving contract disputes without litigation. This module explains 

how to effectively use this tool when disputes arise.

Course Length: Approximately 4 hours

CLC 045 

Partnering

The Partnering module is an overview of the benefits of 

developing good government-contractor relationships. 

The partnering concept is designed to enhance contractor performance; and it is a key component of alternative 

dispute resolution, which is one method used to help 

prevent disputes as well as minimize disputes when/if 

they should occur.

Course Length: Approximately 2 hours 

CLC 046 

Green Procurement

Green procurement is the purchase of products and services with favorable energy or environmental attributes 

in accordance with federally mandated green procurement preference programs. DoD’s Green Procurement 

Program is a comprehensive strategy for implementing 

environmentally preferred practices while sustaining the 

overall mission. The overall objective of this lesson is to 

identify the objectives and background of DoD’s Green 

Procurement Program.

Course Length: Approximately 2 hours

CLC 047 

Contract Negotiation Techniques

This module will help professionals obtain a better understanding of various analysis techniques and tools to use 

in the development of a contract’s negotiation range. 

After completion of this course, professionals will be 

better prepared to develop strategies for their contract 

negotiations.

Course Length: Approximately 2 hours

Appendix B
143

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CLC 050 

Contracting with Canada

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

used when dealing and contracting with Canadian 

companies. This tutorial has been developed with the 

assistance of the Canadian Commercial Corporation, 

Canada’s international contracting agency responsible 

for U.S. defense contracting in Canada.

Course Length: Approximately 1 hour

CLC 051 

Government Property 

This module will cover the responsibilities and authorities of government contracting specialists in applying the 

legal, regulatory, and contractual requirements relating 

to government property in the possession of contractors.

Course Length: Approximately 3 hours

CLC 054 

Electronic Subcontracting Reporting System

The Electronic Subcontracting Reporting System (eSRS) 

module is an overview of the primary purpose of eSRS, 

which is to provide insight and transparency as to how 

government contracting dollars are being distributed 

among small and small disadvantaged businesses. The 

Internet-based eSRS streamlines the reporting process of 

subcontracting plans and provides agencies with access 

to analytical data on subcontracting performance.  

Course Length: Approximately 1.5 hours

CLC 060 

Time and Materials Contracts

The Time and Materials Contract module provides professionals with an overview of new time and materials contracting policies—including links to Federal Acquisition 

Regulations and Defense Federal Acquisition Regulation 

Supplement changes—and examples of how those documents should be used.

Course Length: Approximately 1 hour 

CLC 102 

Administration of Other Transactions

This module is designed to help professionals identify 

other transactions; understand what regulations govern 

other transactions; learn responsibilities of the various 

parties involved in managing other transactions; describe 

the financial implications of other transactions; explain 

intellectual property, data, and real property rights under 

other transaction arrangements; and know the issues 

involved with modification and termination of other 

transactions.

Course Length: Approximately 1.5 hours 

CLC 103 

Facilities Capital Cost of Money

This module will help professions learn to develop a prenegotiation position for facilities capital cost of money 

that is fair and reasonable, given market research and 

proposed information from the organization providing 

the offer. Professionals will learn to recognize elements 

affecting facilities capital cost of money, identify the 

steps to calculate the facilities capital cost of money 

(using DD Form 1861), and calculate facilities capital cost 

of money.

Course Length: Approximately 1.5 hours 

CLC 104 

Analyzing Profit or Fee  

Determining profit or fee involves rewarding the contractor for performance and acceptance of risk. But what is 

a reasonable profit or fee for a given contract? Different individuals’ perspectives may vary substantially on 

this question. That is why proper use of the structured 

approach required by the Federal Acquisition Regulations 

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 
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Appendix #

CLC 105 

DCMA Intern Training

This module was developed to provide Defense Contract 

Management Agency (DCMA) interns with basic information that will help launch interns on their way to a 

successful career with DCMA. 

Course Length: Approximately 2 hours 

CLC 106 

Contracting Officer’s Representative with a Mission 

Focus

The Contracting Officer’s Representative with a Mission 

Focus module will provide professionals with the basic 

skill set needed to be a contracting officer’s representative. It will provide 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. 

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 OSPEC within DoD, and recognize the OPSEC responsibilities of program mangers and contracting officers.

Course Length: Approximately 1 hour 

CLC 108 

Strategic Sourcing Overview

The Strategic Sourcing Overview module provides an 

overview of strategic sourcing concepts and techniques 

for helping organizations make the shift from tactical 

to strategic purchasing. Strategic sourcing can be a key 

enabler for achieving improved quality and lower cost 

related to the purchase of goods and services.

Course Length: Approximately 4.5 hours 

CLC 110 

Spend Analysis Strategies

The Spend Analysis Strategies module describes one of 

several tools DoD and the federal government are using 

to gain critical insights into the procurement history and 

spend patterns for purchased goods and services. Ultimately, a spend analysis contributes to the foundation 

for identifying valuable strategic sourcing improvement 

opportunities.

Course Length: Approximately 2 hours 

CLC 112

Contractors Accompanying the Force

This brief module will address the roles and responsibilities of a commander in planning for the use of contractors 

authorized to accompany U.S. armed forces, with a focus 

on the guidance in DoDI 3020.41, Contractor Personnel 

Authorized to Accompany the U.S. Armed Forces. The 

module will also introduce basic acquisition and contract 

management requirements related to implementing DoDI 

3020.41 in field conditions.

Course Length: Approximately 1 hour 

CLC 113 

Procedures, Guidance, and Information

The Procedures, Guidance, and Information (PGI) module 

is a companion resource to the Defense Federal Acquisition Regulations Supplement (DFARS). The PGI is a webbased tool to simply and rapidly access guidance and 

information relevant to Federal Acquisition Regulation 

and DFARS topics. 

Course Length: Approximately 1 hour 

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CLC 114 

Contingency Contracting Officer Refresher

It is important that contingency contracting officers 

(CCOs) be provided with the training they need to excel 

during their assignments. CCOs need to apply sound 

procurement techniques, understand funding implications, and effectively administer their contracts while 

demonstrating exemplary integrity and ethics. CCOs help 

DoD to accomplish its contingency mission and funnel 

much-needed funds into regional economies.

Course Length: Approximately 2 hours 

CLC 120 

Utilities Privatization Contract Administration

The Utilities Privatization module is the process by which 

the government transfers ownership of a utilities system 

to a qualified contractor. This module was developed 

to provide information to DoD professionals who are 

involved in the contract administration, or post-award, 

stage of utilities privatization services contracts. The 

success of this contract stage depends in large part 

upon performing effective quality assurance checks and 

properly managing contract price changes.

Course Length: Approximately 2 hours 

CLC 125 

Berry Amendment

After completing the Berry Amendment module, DoD 

acquisition personnel responsible for procuring textiles 

and other covered items will be able to select the necessary statutory requirements to apply during the acquisition process in order to comply with the provisions of the 

Berry Amendment. 

Course Length: Approximately 1 hour 

CLC 131 

Commercial Item Pricing

This training module includes an overview of the new 

procedures, guidance, and information concerning solesource commercial items and elaboration on the requirements of Federal Acquisition Regulation 15.4. The overall 

learning objective of the module is to identify the various 

pricing methodologies that can be used to determine 

fair and reasonable prices for a commercial acquisition.

Course Length: Approximately 1 hour 

CLC 132 

Organizational Conflicts of Interest

The Organizational Conflicts of Interest module provides 

an overview on how to recognize situations that could 

lead to an organizational conflict of interest.

Course Length: Approximately 1 hour 

CLC 133 

Contract Payment Instructions  

The Contract Payment Instructions module provides an 

overview of how to identify and apply Defense Federal 

Acquisition Regulation Supplement and 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  

ENGINEERING & 

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 
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CLE 003 

Technical Reviews

This module provides a systematic process for employing technical reviews to assess design maturity, technical risk, development status, and programmatic risk for 

acquisition programs. The module also presents essential, 

practical guidelines on the effective use of technical 

reviews as part of the DoD acquisition life cycle and also 

provides access to detailed, tailorable checklists for 

individual technical reviews that can be used to support 

their conduct. 

Course Length: Approximately 3 hours 

CLE 004 

Introduction to Lean Enterprise Concepts

This module focuses on the Lean concepts most applicable to manufacturing and the management of industrial facilities. It addresses the five fundamental Lean 

principles; Lean value streams; Lean metrics; identifying 

manufacturing and information waste within an enterprise; and techniques for implementing Lean beyond 

the factory floor, to include value stream analysis and 

mapping.

Course Length: Approximately 3.5 hours 

CLE 006 

Enterprise Integration Overview

The Enterprise Integration Overview module introduces 

fundamental enterprise integration (EI) concepts and EI 

implementation strategies, and describes suggested EI 

best practices. Additionally, the course gives professionals an overview of the legal and regulatory frameworks, 

and a typical EI acquisition life cycle. 

Course Length: Approximately 3 hours 

CLE 007 

Lean Six Sigma for Manufacturing

As a continuation of the concepts developed in CLE 004, 

Introduction to Lean Enterprise Concepts, this module 

addresses the role lean manufacturing plays as part of 

an integrated lean technical process, to include its objectives and priorities, and it summarizes the most important 

lean tools and techniques, such as single-piece flow, level 

production (heijunka), waste (muda), kaizen, just-in time, 

jidoka, etc. 

Course Length: Approximately 6 hours 

CLE 008 

Six Sigma: Concepts and Processes

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

this module provides an in-depth overview of Six Sigma 

concept processes, the associated tools, and how they 

can be applied to real-life situations for eliminating waste; 

and outlining various quality measurement methods.

Course Length: Approximately 8 hours 

CLE 009 

System Safety in Systems Engineering

System Safety in Systems Engineering provides an 

overview of the methodology defined in MIL-STD-882D, 

Standard Practice for System Safety. This module will 

help students understand how the MIL-STD-882D methodology should be integrated into the DoD systems engineering process for eliminating environment, safety, and 

occupational health hazards or minimizing their risks. It 

uses the DoD systems engineering V-model as a construct to identify the key system safety activities that are 

conducted during each phase of the system’s life cycle.

  

Course Length: Approximately 3.5 hours 

CLE 010 

Privacy Protection

This module addresses the scope of privacy protection, to include the laws, policies, and key guidance. It 

covers potential risks to privacy protection, procedures 

to promote privacy protection, and ways to recognize a 

privacy breaches. 

Course Length: Approximately 1 hour 

Appendix B
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CLE 011 

Modeling and Simulation for Systems Engineering

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

acquisition process, outlines relevant DoD acquisition 

policy and guidance, and summarizes how M&S supports 

systems engineering. Students will learn how to plan for 

its effective use; the reuse of M&S assets; the key aspects 

of verification, validation, and accreditation; and understand how the government should plan for contracting 

support for M&S.

Course Length: Approximately 3 hours 

CLE 012 

Naval Open Architecture

This module explains open architecture principles and 

introduces students to the Naval open architecture 

approach, policies, and guidance. The module covers the 

benefits of the modular open systems approach, how 

open architectures are used in practice, how to contract 

for open architectures, and the steps associated with the 

open architecture assessment model. Examples of successfully implemented programs are provided as well as 

a set of resources that provide help when an organization 

implements open architecture.

Course Length: Approximately 2 hours 

CLE 013 

Modular Open Systems Approach to DoD Acquisition

The DoD modular open systems approach combines 

an integrated technical and business approach to optimize the use of open systems on projects. This module 

describes the modular open systems approach, its key 

principles, and how to implement and use it over the 

acquisition life cycle.

Course Length: Approximately 4 hours 

CLE 015 

Continuous Process Improvement Familiarization

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

Six Sigma, Lean, and the Theory of Constraints, all of 

which can be employed to improve overall organizational 

performance. Roles and responsibilities are addressed as 

well as effective deployment strategies.

Course Length: Approximately 1.5 hours 

CLE 016 

Outcome-Based Performance Measures

This module covers performance measurement terminology, DoD policy, and rationale for their creation; 

identifies how outcome-based performance measures 

can be linked to strategic plans; and provides guidance 

on formulating effective outcome-based performance 

measures for IT investments as required by Title 40. Students will be familiarized with the Balanced Scorecard 

approach, ways and processes that effective outcomebased performance measures can be developed, and the 

role played by the post implementation review.

Course Length: Approximately 3 hours 

CLE 017 

Technical Planning

This module presents essential and practical technical 

planning guidance to assist students in formulating a 

sound technical planning approach and how it should 

be integrated into the overall program planning process. 

Course Length: Approximately 3 hours 

CLE 018 

E3 and Spectrum Supportability for Acquisition 

Professionals

This module introduces students to the proper ways to 

consider electromagnetic environmental effects (E3) and 

spectrum supportability (SS) as part of the DoD acquisition process and provides an appreciation of how E3 and 

SS certification impact systems acquisition. 

Course Length: Approximately 2 hours 
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CLE 020 

Enterprise Architecture

This module is targeted toward users of IT systems within 

acquisition and sustainment wings, and those involved 

in IT portfolio management. For the Air Force Materiel 

Command (AFMC) program management domain, this 

module outlines the basics of enterprise architecture and 

then provides specific instruction on accessing resources 

of the AFMC’s program management enterprise architecture community-of-practice.

Course Length: Approximately 2 hours 

CLE 021 

Technology Readiness Assessments

This module covers technology readiness assessments, 

critical technology elements, and technology readiness 

levels. Students will learn to recognize technology and 

management factors used in the critical technology elements identification process, the basic maturity characteristics associated with various levels of technology 

maturity, the requirements for preparing and reviewing 

technology readiness assessments, and technology 

maturation considerations. 

Course Length: Approximately 3 hours 

CLE 022 

Program Manager Introduction to Anti-Tamper

This module introduces the program manager to the 

steps involved in integrating anti-tamper into a program 

or project in order to protect DoD critical program information. The student will learn about threats to critical 

DoD technology, current DoD initiatives and programs 

designed to mitigate them, how to plan for effective use 

of anti-tamper, and how it can be effectively integrated 

into the overall program.

  

Course Length: Approximately 3 hours 

CLE 023 

Modeling and Simulation for Test and Evaluation

This module discusses information assurance within 

defense acquisition programs. Students will learn about 

the Global Information Grid and network-centric warfare, 

the DoD regulatory requirements for implementing information assurance in DoD acquisitions, how to determine 

information assurance compliance requirements, and 

how to successfully integrate information assurance into 

an acquisition program.

Course Length: Approximately 3 hours 

CLE 025 

Information Assurance (IA) for Acquisition 

Professionals

The Information Assurance (IA) for Acquisition Professionals module discusses the incorporation of IA into 

defense acquisition programs. This module will identify 

key IA attributes, statutory and regulatory requirements 

for IA, IA strategies for acquisition programs, steps for 

successfully implementing IA, and an explanation of the 

IA certification and accreditation process. This module 

enables program managers and other acquisition professionals to integrate IA into acquisition programs.

Course Length: Approximately 4 hours

CLE 026 

Trade Studies

The Trade Studies module addresses the important role 

that trade studies play in systems acquisition and discusses processes for conducting effective trade studies. 

It describes a four-phase process that can be used to initiate, develop, evaluate, and perform follow-on action with 

respect to trade studies and outlines success factors.

Course Length: Approximately 4 hours 

CLE 028 

Market Research for Engineering and Technical 

Personnel

Market Research for Engineering and Technical Personnel describes market research from the perspective of 

technical personnel. It explains the practical value and 

discusses the government mandate to conduct market 

research. The course addresses market research team 

membership, sources for obtaining market data, and 

techniques for technical evaluation and documentation 

of market information.

Course Length: Approximately 4 hours 

Appendix B
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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 031 

Research, Development, and Engineering Command 

This module acquaints the student with Research, 

Development, and Engineering Command (RDECOM) 

systems engineering policy guidance. The module provides RDECOM-specific policy guidance related to the 

systems engineering process, systems engineering plans, 

and the assessment and reporting related to technology 

readiness levels.

  

Course Length: Approximately 2 hours 

CLE 035 

DTEPI Introduction to Probability and Statistics

The Defense Test and Evaluation Profession Institute 

(DTEPI) Introduction to Probability and Statistics module 

covers the basics of probability and statistics with specific applications and illustrations for test and evaluation 

computations.

Course Length: Approximately 2 hours 

CLE 036 

Engineering Change Proposals for Engineers

This module addresses the important role that engineering change proposals play in systems acquisition. 

Students are introduced to engineering change proposals 

and requests for deviation. They also learn the processes 

used to effectively plan, request, submit, evaluate, recommend, and implement engineering change proposals.

  

Course Length: Approximately 5 hours 

CLE 037 

Telemetry

This module will provide an overview of telemetry, including the components of telemetry systems and applications. The module 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 Profession Institute 

(DTEPI) learning module provides a general overview of 

time-space position information to include the importance of the error volume concept associated with 

each of the methods to be discussed. That is followed 

by detailed sections on radars, the Global Positioning 

System, optical systems, other time space-position information systems, and a discussion of various scoring or 

miss-distance measurement systems.  

Course Length: Approximately 6 hours 

CLE 039 

Environmental Issues in Testing and Evaluation

This Defense Test and Evaluation Profession Institute 

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

mission related to testing and evaluation.

Course Length: Approximately 5 hours 

CLE 040 

IUID Marking

The goal of this module is to provide the student with 

knowledge of how to go about marking a data matrix 

on an item. It covers technical details of encoding the 

data matrix; standard practices, methods, and technologies for data matrix marking; technical documentation 

requirements; and quality considerations.

Course Length: Approximately 3 hours 
150

Appendix #

CLE 041 

Software Reuse

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

explains the principles of effective reuse and how those 

principles can be applied to software reuse in the national 

security systems.

Course Length: Approximately 2 hours 

CLE 043 

Online Representations and Certifications 

Application (ORCA)

The goal of this module is to introduce the acquisition 

community to the use of the ORCA system in the representations and certifications process. The module will 

explain how ORCA automates the representations and 

certifications process, and demonstrate to vendors and 

contracting officials how to use the system.

Course Length: Approximately 2 hours

CLE 044 

Intra-Governmental Transactions

The module will introduce the basics of intra-governmental transactions and the root causes of certain challenges 

while introducing strategies for addressing problems. 

This module will also allow for the in-depth study of 

the intra-governmental process through the business 

enterprise architecture and the Intra-Governmental Value 

Added Network (IVAN) system. 

Course Length: Approximately 3 hours 

CLE 045 

Introduction to DoD Science & Technology 

Management

This module provides students with an understanding 

of the DoD science and technology review processes; 

the process of science and technology development 

through basic research, applied research, and advanced 

technology development; the Service processes and 

DoD technology initiatives; and the concept of technology maturity, including the use of technology readiness 

levels and critical technology elements, and their use in 

acquisition technology readiness assessments.

Course Length: Approximately 3 hours 

CLE 201 

ISO 9000:2000

This module covers the basic elements of ISO 9000 

and lessons learned regarding its implementation and 

use. The module will be of value to personnel actively 

engaged in manufacturing activities in contractor industrial facilities, depots, logistics centers, and shipyards. 

However, the ISO 9000 quality standards can be applied 

to any type of product, service, organization, or process, 

including software.

Course Length: Approximately 3 hours 

CLE 301 

Reliability and Maintainability

This module defines reliability, availability, and maintainability; explores the significant influence of reliability and 

maintainability on systems; and provides practical techniques that may be applied in an acquisition program to 

achieve the desired levels of reliability and maintainability.

Course Length: Approximately 4 hours 

GOv’T PURChASE

CARd TRAINING

CLG 001 

DoD Government Purchase Card

The DoD Government Purchase Card module presents 

the mandatory requirements and other guidelines to consider and apply, as appropriate, when using the government purchase card. Government purchase cardholders 

and billing officials will learn to be at ease with using the 

government purchase card while also being responsible 

and accountable.

Course Length: Approximately 3.5 hours 

CLG 003 

DTRA Government Purchase Card

The DoD Government Purchase Card module presents 

the mandatory requirements and other guidelines to consider and apply, as appropriate, when using the government purchase card. Government purchase cardholders 

and billing officials will learn to be at ease with using the 

Appendix B
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government purchase card while also being responsible 

and accountable.

Course Length: Approximately 4 hours 

CLG 004 

DoD Government Purchase Card Refresher Training

The DoD Government Purchase Card Refresher Training 

module presents the mandatory requirements and other 

guidelines to consider and apply when using the government purchase card. This refresher course is based on the 

key points in the DoD Government Purchase Card Tutorial 

module as well as important new areas of emphasis. It 

was developed to provide refresher training for government purchase cardholders and approving officials.

Course Length: Approximately 3.5 hours 

CLG 005 

Purchase Card Online System (PCOLS) 

The goal of this module is to provide comprehensive rolebased PCOLS training to DoD purchase card personnel to 

meet the memorandum requirement of deploying PCOLS 

DoD-wide by Jan. 4, 2010. This includes both the acquisition and financial hierarchies within the purchase card 

program, as defined by PCOLS. 

Course Length: Approximately 3 hours 

INTERNATIONAl 

ARmAmENTS & INfO 

ExChANGE TRAINING

CLI 001

International Armaments Cooperation (IAC), Part 1

This module addresses Office of the Secretary of Defense 

and DoD component reorganizations that streamline 

the development and execution of IAC. It also provides 

information on the multilateral and bilateral forums and 

bodies that promote IAC and tangibly contribute to 

DoD-led IAC. 

Course Length: Approximately 2 hours 

CLI 002 

International Armaments Cooperation (IAC), Part 2

This module addresses policies and processes of the 

international agreements and the Foreign Comparative 

Testing Program; the Defense Research, Development, 

Test, and Evaluation Information Exchange Program; the 

defense personnel exchanges; the Engineer and Scientists Exchange Program; the Administrative and Professional Personnel Exchange Program; and the Cooperative 

Programs/Projects Personnel program. 

Course Length: Approximately 2 hours 

CLI 003 

International Armaments Cooperation (IAC), Part 3

This module addresses defense cooperative trade and 

industrial logistics, and security and technology transfer 

requirements for IAC. This course is based on the DoD 

International Armaments Cooperation Handbook.

Course Length: Approximately 2 hours 

CLI 004 

Information Exchange Program (IEP), DoD Generic 

Research, Development, Test, and Evaluation 

(RDT&E)

DoD Generic Research, Development, Test, and Evaluation (RDT&E) Information Exchange Program (IEP), an 

International Armaments Cooperation module, ensures 

that acquisition workforce members understand the IEP 

and why they should use it; and are able to execute IEP 

information exchanges with expertise, responsibility, and 

accountability. This module addresses DoD componentwide requirements for developing, coordinating, negotiating, and executing IEP annexes.

Course Length: Approximately 2 hours 

CLI 005 

Information Exchange Program (IEP), Army-Specific 

Research, Development, Test, and Evaluation 

(RDT&E)

This module provides an introduction to Army-specific 

IEP; Army-specific IEP requirements; the use of U.S. Army 

International On-Line information analysis center agreements; annexes and activities development, coordination 

and management system for developing the templates 
152

Appendix #

for the IEP annex package; and decentralization of the 

IEP annex development, coordination, negotiation and 

conclusion process.

Course Length: Approximately 1 hour 

CLI 006 

Information Exchange Program (IEP), Navy-Specific 

Research, Development, Test, and Evaluation 

(RDT&E)

This module ensures that Navy acquisition workforce 

members understand the Navy-specific procedures for 

implementing DoD’s IEP, why they should participate in 

the IEP, and how to execute IEP information exchanges. 

Course Length: Approximately 1 hour 

lOGISTICS

CLL 002 

Defense Logistics Agency Support to the PM

The Defense Logistics Agency Support to the PM module 

is designed to introduce participants to the capabilities 

of the Defense Logistics Agency in delivering support 

to the warfighter. Professionals will be provided with 

an overview of the Defense Logistics Agency and the 

benefits the agency provides to the program manager, 

operational units, and the service inventory control 

points. 

Course Length: Approximately 3 hours 

CLL 004 

Life Cycle Logistics for the Rest of Us

The goal of this module is to provide individuals who do 

not work in the logistics field with a basic knowledge 

of some of the essential processes and considerations 

that DoD logistics professionals encounter to satisfy their 

customer’s requirements.

Course Length: Approximately 3 hours 

CLL 006 

Depot Maintenance Partnering

The Depot Maintenance Partnering module will introduce professionals to ways in which depot maintenance 

partnering can be used as a cost-effective technique for 

applying a performance-based logistics philosophy in 

the real world. 

Course Length: Approximately 2 hours 

CLL 008 

Designing for Supportability in DoD Systems

Designing for Supportability in DoD Systems provides a 

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

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

operationally reliable, supportable, and effective systems. 

It introduces the system operational effectiveness model 

and process, and It demonstrates how consistent application of the system operational effectiveness process 

facilitates the optimization of system supportability and 

operational effectiveness.

Course Length: Approximately 3 hours 

CLL 011 

Performance-Based Logistics

The Performance-Based Logistics module contains five 

lessons that present performance-based logistics as the 

strategy of choice for product support. The module is 

based on the DoD performance-based logistics guidebook, Product Support: A Program Manager’s Guide to 

Buying Performance (published November 2001).

Course Length: Approximately 3 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 

Appendix B
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CLL 014 

Joint Systems Integrated Support Strategies

The Joint Systems Integrated Support Strategies (JSISS) 

module addresses the importance of integrated support 

strategies to a joint acquisition program, as well as DoD 

guidance and policy relevant to the development of joint 

strategies. In addition, the module will inform participants 

of the challenges and issues that must be addressed 

when planning for an integrated joint support strategy.

Course Length: Approximately 3 hours 

CLL 015 

Business Case Analysis

The Business Case Analysis module provides an overview 

of DoD’s policies and guidance of business case analysis. 

The primary focus of the module is the structure, format, 

process, and methodology of business case analysis. In 

addition, the module addresses using business case analysis to support best-value selection of weapons system 

support strategies that use performance-based logistics.

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. 

Course Length: Approximately 3 hours

CLL 017 

Introduction to Defense Distribution

The Introduction to Defense Distribution module provides an 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; different types of 

planning processes and tools; supply, transportation, and 

joint theater logistics processes and systems within joint 

deployment and distribution enterprise; and customer 

service transformational efforts.

Course Length: Approximately 2 hours 

CLL 019 

Technology Refreshment Planning

The Technology Refreshment Planning module provides 

professionals with an overview of technology refreshment planning as it applies across the weapons system 

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

technology refreshment.

Course Length: Approximately 3 hours

CLL 020 

Independent Logistics Assessments

This module provides professionals with an introduction 

to independent logistics assessments, which is a formal 

review of the state of a program’s logistics planning and 

documentation. This review occurs before Milestone B, 

before Milestone C, and before full-rate production. Independent logistics assessments checklists, handbooks, 

and references can also be used to assist in early logistics, 

support, and sustainment planning, including assisting in 

planning for Milestone A.

Course Length: Approximately 3 hours 

CLL 022 

Title 10 Depot Maintenance Statute Overview

The Title 10 Depot Maintenance Statute Overview module 

provides a review of the definition of DoD maintenance, 

the public policy environment within which DoD depotlevel maintenance operates, the various sections of U.S. 

Code impacting depot-level maintenance, and DoD 

policy for the maintenance of military materiel.

Course Length: Approximately 2 hours 

CLL 023 

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

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

module provides an introductory presentation of DoD 

maintenance; and it reviews the capabilities, methodology, policies, roles, and responsibilities required for 

services. Public law mandates that DoD maintain an 

organic core logistics capability with ready and controlled resources necessary to ensure effective and timely 
154

Appendix #

responses to mobilizations, national defense contingencies, and other emergency requirements.

Course Length: Approximately 3 hours 

CLL 024 

Title 10 Limitations on the Performance of DepotLevel Maintenance (50/50)

The Limitations on the Performance of Depot-Level Maintenance (50/50) is an introductory presentation of DoD 

maintenance. The module provides professionals with a 

review of Section 2466 of Title 10 U.S. Code, which mandates that the Services and combatant commanders may 

not have more than 50 percent of depot maintenance 

performed by non-DoD personnel.

Course Length: Approximately 3 hours  

CLL 025 

Depot Maintenance Inter-Service Support 

Agreements

The Depot Maintenance Inter-Service Support Agreements (DMISA) module is for maintenance inter-Service 

support offices; managers; and others who prepare, 

review, negotiate, and manage DMISAs. The module 

explains key duties and the process for creating DMISAs, 

and professionals will improve the efficiency of DoD 

depot maintenance planning activities through their 

successful implementation of DMISAs.

Course Length: Approximately 5 hours 

CLL 026 

Depot Maintenance Capacity Measurement

The Depot Maintenance Capacity Utilization Measurement module provides professionals with a basic understanding of the methods used to measure, record, and 

report capacity and utilization data for organic activities 

that perform depot maintenance.

Course Length: Approximately 4 hours 

CLL 029 

Condition-Based Maintenance Plus

The Condition-Based Maintenance Plus (CBM+) module 

provides the learner with an overview and introduction 

to depot maintenance management and operations 

needed in DoD legacy systems. The module will cover 

DoD maintenance, CBM+ information and background, 

essential elements, CBM+ implementation, and managing 

initiatives and measuring success.

Course Length: Approximately 2 hour

CLL 030 

Reliability-Centered Maintenance

The goal of the module is to provide the learner with 

information on reliability-centered maintenance (RCM) 

for the acquisition community. This will include defining 

RCM, an introduction to the history and development, 

as well as the process and application of RCM. The overarching objective is for the student to understand RCM’s 

fundamental process and applications.

Course Length: Approximately 2 hours 

CLL 034 

SLAMIS

The SLAMIS module provides professionals with a basic 

understanding of the Army’s Standard Study NumberLine Item Number (SSN-LIN) Automated Management 

and Integrating System (SLAMIS). The module also 

describes the events that led to the development and 

need for this application addressing key equipment procurement, fielding, and sustainment issues. 

Course Length: Approximately 4 hours 

CLL 119 

Technical Refreshment Implementation Module

This module introduces you to the basic concepts, considerations in assessing opportunities, and planning and 

budgeting issues; and it address the steps necessary to 

effectively manage the implementation of technology 

insertion or refresh.

Course Length: Approximately 3 hours 

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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 upon completion of the course, they will have 

a working knowledge of DMSMS history, issues, tools, 

and current initiatives, and will have seen real examples 

of successful proactive DMSMS programs. Professionals will understand why standardization of policies and 

procedures within the DMSMS community is so important 

and will become familiar with many other related topics. 

Course Length: Approximately 3 hours 

CLL 202 

Diminishing Manufacturing Sources and Material 

Shortages (DMSMS) Executive Overview

The module provides concise Diminishing Manufacturing 

Sources and Material Shortages (DMSMS) information 

for executives or program managers who require an 

understanding of how DMSMS impacts their operations. 

Course Length: Approximately 1 hour 

CLL 203

Diminishing Manufacturing Sources and Material 

Shortages (DMSMS) Essentials  

The Diminishing Manufacturing Sources and Material 

Shortages (DMSMS) Essentials module is for professionals who have a working knowledge of DMSMS regulations 

and policies. This module focuses on DMSMS problems 

regarding electronics, as well as with mechanical items 

and materials. The module will introduce professionals 

to the Defense Logistic Agency’s DMSMS programs and 

capabilities, and will review basic techniques for component research.

Course Length: Approximately 2 hours 

CLL 204 

Diminishing Manufacturing Sources and Material 

Shortages (DMSMS) Case Studies

The Diminishing Manufacturing Sources and Material 

Shortages (DMSMS) Case Studies module is for professionals who have a working knowledge of DMSMS regulations and policies. In this module, participants will have an 

opportunity to review some DMSMS program scenarios—

evaluating for the program’s level of proactivity—and will 

be able to make DMSMS management decisions.

Course Length: Approximately 2 hours 

CLL 205

Diminishing Manufacturing Sources and Material 

Shortages (DMSMS) for Technical Professionals

This module covers the current processes, policies, and 

procedures used by technical professionals to practice 

proactive management. It focuses on the high-level best 

practices for running each program. Students should 

be familiar with the basics of proactive DMSMS management, developing a DMSMS plan, basic component 

research and cataloging, and cost avoidance.

Course Length: Approximately 2 hours 

CLL 206 

Parts Management Executive Overview  

This module gives an overview of the parts management program, which is an integral part of the acquisition process for design, development, modification, and 

support of weapons systems and equipment. Parts management focuses on selecting the best parts at the design 

phase of an acquisition program under an overarching 

systems engineering umbrella. 

Course Length: Approximately 1.5 hours 

ACqUISITION & 

mANAGEmENT

CLM 003 

Ethics Training for the AT&L Workforce

This module reinforces the most important legal ethics 

standards governing interaction between government 

personnel and DoD’s contractors. 

Course Length: Approximately 2 hours 

Continuous LeArning Courses
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CLM 012 

Scheduling

This module focuses on scheduling processes and tools 

that can be used to develop schedules for a defense 

systems acquisition project. Scheduling is the focus of 

the planning and control process and depends, to a great 

extent, on program risk and the resources available (time, 

money, facilities, manpower, and workforce skills). Scheduling is a 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. Integrated product teams are used 

throughout the acquisition process to open the crossfunctional and cross-organizational lines of communication and are formed for the specific purpose of delivering 

a product for a customer.

Course Length: Approximately 8 hours 

CLM 016 

Cost Estimating

This module focuses on basic cost-estimating tools and 

techniques. Cost estimates are one of the fundamental 

building blocks of the acquisition process. The cost estimate and its supporting budget are a part of the baseline 

that a program’s progress and success are measured 

against.

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 delivery of the system. Although risk is inherent 

in any program, risk management ensures managers take 

measures to assess and handle risks. This module focuses 

on tools and processes that can be used to manage risk 

on a defense system acquisition project.

Course Length: Approximately 8 hours 

CLM 021 

Introduction to Reducing Total Ownership Costs 

(R-TOC)

The Introduction to Reducing Total Ownership Costs 

(R-TOC) module provides professionals with R-TOC 

ideas, tools, and strategies with the acquisition and 

logistics communities. The module gives professionals 

an orientation to the R-TOC requirement, definitions of 

key R-TOC concepts, and descriptions of best practices. 

It emphasizes total cost of ownership reduction from a 

systems perspective. 

Course Length: Approximately 3 hours 

CLM 023 

Javits-Wagner-O’Day (JWOD) Tutorial

The JWOD Tutorial module provides professionals and 

DoD purchase cardholders a better understanding of 

the Javits-Wagner-O’Day (JWOD) Program. The JWOD 

Program helps people with disabilities who are unable to 

obtain or maintain employment on their own. The module 

provides an introduction to JWOD, to the purchase card, 

and to contracts; and provides answers to frequently 

asked questions.

  

Course Length: Approximately 1 hour 

CLM 024 

Contracting Overview

The Contracting Overview module gives an overview of 

the market research process, the process for developing 

criteria or factors for teams to use in evaluating contracAppendix B
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tors during source selection, and the use of the uniform 

contract format.

Course Length: Approximately 8 hours 

CLM 025

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

Program Managers

This module provides an overview of the fundamental 

challenges faced by organizations when they integrate 

commercial items to form a system, addresses the issues 

involved in buying from the commercial marketplace, 

summarizes lessons learned from programs that have 

made extensive use of commercial items, and offers 

suggestions.

Course Length: Approximately 3 hours 

CLM 028 

Space Acquisition

The purpose of this module is to explain the space 

acquisition process outlined in National Security Space 

(NSS) Acquisition Policy 03-01 (Published Dec. 27, 2004). 

Professionals will learn how NSS 03-01 streamlines the 

acquisition oversight process. 

Course Length: Approximately 4 hours 

CLM 029 

Net-Ready Key Performance Parameter (NR-KPP)

This course is designed to help program managers gain 

exposure to NR-KPP development resources, with the 

ultimate goal of ensuring the necessary program interoperability and supportability and joint interoperability test 

certifications. The overall method for ensuring compliance with NR-KPP as proposed in this course will assist 

in achieving a net-centric environment.

Course Length: Approximately 3 hours 

CLM 030 

Common Supplier Engagement

The Common Supplier Engagement module is designed 

to help professionals navigate through the changes that 

have occurred because of the government’s elimination 

of paper methods that were previously used in acquisitions. The module provides an overview of the electronic 

eBusiness practices used in acquisitions, including topics 

on eBusiness and eGovernment and how both relate to 

common supplier engagement.

Course Length: Approximately 2 hours 

CLM 031 

Improved Statement of Work

The Improved Statement of Work module will help 

professionals improve statements of objectives, statements of work, and performance work statements that 

are developed and evaluated by all acquisition career 

fields, Statement of work purpose, preparation, evaluation, and lessons learned are presented in this module so 

professionals understand and appreciate the critical role 

of requirements development in the acquisition process.

Course Length: Approximately 4 hours 

CLM 032 

Evolutionary Acquisition

The Evolutionary Acquisition module is designed to 

introduce professionals to the ideas and principles of 

evolutionary acquisition, and to teach professionals how 

to apply them in a rapidly changing environment. 

Course Length: Approximately 2 hours 

CLM 033

DAWIA II

The Defense Acquisition Workforce Improvement Act 

(DAWIA) was amended significantly during fiscal years 

2004 and 2005. These amendments (generally referred 

as DAWIA II) provide a number of flexibilities to enable 

the DoD to more effectively develop and manage its 

acquisition, technology, and logistics workforce. This 

module explains the transformation items that took place 

in DAWIA II.

Course Length: Approximately 3 hours 
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CLM 034 

Science and Technology—Lesson from PMT 352A

This module, excerpted from the PMT 352A course, 

contains activities that allow participants to assess a 

science and technology project’s compatibility with the 

Advanced Threat Infrared Countermeasure/Common 

Missile Warning System Program and recommend strategies for incorporating the emerging technology.

Course Length: Approximately 4 hours

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 it relates to acquisition management. Program managers must ensure their 

programs, regardless of acquisition category, and must 

comply with environmental safety and occupational 

health statutory and regulatory requirements.

Course Length: Approximately 4 hours  

CLM 036 

Technology Transfer and Export Control 

Fundamentals  

This module is intended to provide awareness of the 

program manager’s role in technology transfer and 

export control, and international security and program 

protection, as well as the planning process for both.

Course Length: Approximately 2 hours 

CLM 037 

Physical Inventories

This module provides professionals with a basic awareness of the duties and responsibilities of an accountable 

property officer or property custodian. The module will 

describe the preparation, physical count, and reconciliation aspects of physical inventories as well as when and 

how they should be applied.  

Course Length: Approximately 1.5 hours 

CLM 038

Corrosion Prevention and Control Overview

The Corrosion Prevention and Control Overview module 

will provide professionals with training in corrosion 

prevention and control as well as serve as an accessible 

reference guide to answer future questions.

Course Length: Approximately 8 hours  

CLM 039 

Foundations of Government Property

The Foundations of Government Property module provides DoD financial accounting and property management professionals an overview of managing government property. This module will increase professionals’ 

knowledge and understanding of DoD property accountability and management and the DoD accounting and 

accountability approach to the property management life 

cycle. It will also introduce professionals to essential tools 

available that will help them manage personal property.

Course Length: Approximately 1.5 hours 

CLM 040 

Proper Financial Accounting Treatments for Military 

Equipment

As of Oct. 1, 2006, DoD has changed its acquisition 

business process for military equipment, including how 

it structures contract line items. The change affects 

everyone who deals with the procurement of military 

equipment, in particular, program managers, business/

financial management analysts, and procurement contracting officers. This module provides an overview of 

the new acquisition responsibilities when dealing with 

military equipment.

Course Length: Approximately 1.5 hours 

CLM 041

Capabilities-Based Planning

The Capabilities-Based Planning module provides an 

overview of the DoD guidance and policies supporting 

capabilities-based planning. The module explains the 

processes, roles and responsibilities, and challenges 

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involved in implementing capabilities-based planning to 

respond to emerging threats to national security.

Course Length: Approximately 3 hours 

CLM 044 

Radio Frequency Identification

This module is designed to provide defense contracting officers with the knowledge necessary to insert the 

passive Radio Frequency Identification (RFID) Defense 

Federal Acquisition Regulation Supplement (DFARS) 

clause into appropriate contracts, thus streamlining the 

DoD’s receiving process. 

Course Length: Approximately 3 hours 

CLM 047 

Fiscal and Physical Accountability and Management 

of DoD Equipment

This module builds upon the concepts presented in the 

Foundations of Government Property module. DoD professionals responsible for DoD fiscal and physical property management play a crucial role in the acquisition 

and life cycle of DoD equipment end-items—both for the 

warfighter and for the American taxpayer. The module 

provides an overview of the acquisition and sustainment 

policy guidance, business rules, and life cycle management of DoD equipment.

Course Length: Approximately 2 hours 

CLM 048 

Audit Readiness Requirements for DoD Equipment

The Audit Readiness Requirements for DoD Equipment 

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

The goal of this module is to provide an awareness of procurement fraud indicators. This module was developed 

as a result of a department-wide review of vulnerabilities 

to fraud, waste, and abuse in contracting integrity, as 

directed by Congress.

Course Length: Approximately 2 hours 

CLM 101 

Analysis of Alternatives (AoA) (USAF Process)

The Air Force Office of Aerospace Studies created this 

Analysis of Alternatives (AoA) module to provide an 

overview of the process used by the Air Force to conduct 

an AoA in support of requirements development and 

systems acquisition. AoAs are prepared to help justify 

the need for starting, stopping, or continuing an acquisition program. Although this module was designed for Air 

Force employees, the information is beneficial to all DoD 

acquisition personnel.

Course Length: Approximately 2 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 

item-unique identification.

Course Length: Approximately 2 hours 

CLM 500

ADL Implementation for Defense Acquisition 

Professionals

This module provides an introduction and overview of 

the advanced distribute learning (ADL) basics, require-
160

Appendix #

ments, and components as well as DoD’s policies regarding repository and registry functions. The module also 

describes sharable content object reference model conformance to acquisition planning, project management, 

and instructional design.

Course Length: Approximately 3 hours 

fEdERAl ACqUISITION

INSTITUTE COURSES

ANd mOdUlES

FAC 001 

HUBZone Empowerment Contracting Program—

Certification and Eligibility

This module will familiarize procurement officials with 

the certification and eligibility requirements for program 

participation in the Historically Underutilized Business 

Zone (HUBZone) Empowerment Contracting Program. 

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 002 

HUBZone Empowerment Contracting Program—

Contractual Assistance  

This module will familiarize procurement officials with 

the types of 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 will familiarize procurement officials with 

the historical development of the HUBZone Program and 

provide an explanation of the program’s statutory and 

regulatory development.

Course Length: Approximately 30 minutes

FAC 004 

HUBZone Empowerment Contracting Program—

Protests and Appeals

This module will familiarize procurement officials with the 

procedures for filing a HUBZone protest and/or appeal.

Course Length: Approximately 1 hour 

FAC 005 

Just-in-Time Compliance Training: Central Contractor 

Registration

All DoD contractors must be registered in the Central 

Contractor Registration to help streamline the acquisition 

process and broaden the use and reliance upon eBusiness applications. The Central Contractor Registration 

was established to eliminate the need to maintain paperbased sources of contractor information. This module 

provides an overview of the registration process.

Course Length: Approximately 1 hour 

FAC 006 

The SAFETY Act

The SAFETY Act is designed to encourage the development and deployment of anti-terrorism technologies and 

services that will substantially enhance the protection of 

the nation. This module will explain the SAFETY Act and 

explain how to create systems of risk management and 

litigation management in support of the act.

Course Length: Approximately 1 hour 

FAC 007 

Certificate of Competency Program

The Certificate of Competency Program, administered by 

the Small Business Administration, 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. 

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This module provides an overview of the Certificate of 

Competency program.

Course Length: Approximately 30 minutes 

FAC 008 

Competition in Contracting Act (CICA)

This module, targeted toward the U.S. Agency for International Development’s (USAID) procurement workforce, 

provides an overview of the Competition in Contracting 

Act (CICA). The module involves a review of the Federal 

Acquisition Regulations (FAR), the USAID Acquisition 

Regulation (USAID’s supplement to the FAR), and specific USAID’s guidance as related to CICA. Though targeted toward USAID’s procurement workforce, all USAID 

employees are encouraged to take the module.

Course Length: Approximately 1 hour 

FAC 009 

Set Asides for Small Business

There are several types of procurements that are reserved 

exclusively for the participation of small businesses. This 

module provides professionals with an overview of setaside programs.

Course Length: Approximately 30 minutes 

FAC 010 

Small Business Innovation Research/Small Business 

Technology Transfer (SBIR/STTR) Programs

SBIR/STTR programs encourage small business to 

explore their technological potential, and provide the 

incentive to profit from its commercialization. By including qualified small businesses in the nation’s research and 

development arena, high-tech innovation is stimulated 

and the United States gains entrepreneurial spirit as it 

meets its specific research and development needs. This 

module provides an overview of SBIR/STTR programs.

Course Length: Approximately 1 hour 

FAC 012 

Managing an Effective Competitive Sourcing Program

This video was sponsored by the Chief Acquisition Officer 

Council to explain competitive sourcing processes, best 

practices, and lessons learned. Professionals will learn 

how to more effectively implement this key administration initiative. 

Course Length: Approximately 1 hour 

FAC 013 

Shaping Smart Business Arrangements—Expert 

Edition

This module is designed for personnel newly assigned 

to the contracting workforce. Participants will gain a 

broad, comprehensive understanding of the environment 

in which they will serve; develop professional skills for 

making business decisions and advising other acquisition 

team members; be introduced to knowledge management and information systems; and prepare to provide 

contracting support within the overarching business 

relationships of government and industry.

Course Length: Approximately 11.5 hours 

FAC 030 

A-76 Post-Competition Accountability Training

This is a Federal Acquisition Institute interactive online 

training module that will help professionals understand 

how to manage a service provider awarded through the 

competitive sourcing process. This module explains the 

steps a federal government agency must take to successfully implement the results of a competition between a 

government entity and private sector vendors. 

Course Length: Approximately 1.5 hours 

FAC 031 

Small Business  

This module will introduce you to the small business 

program requirements related to the acquisition process. 

The module will identify the requirements of Small Business Programs, describe the various socio-economic 

small business programs, identify considerations that 

support small business programs and describe the 

process of developing an acquisition strategy.

Course Length: Approximately 4 hours 
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Appendix #

FAC 032 

Small Business: A Requirements Approach

Small Business: A Requirements Approach is a module 

that provides an overview of how requirements personnel 

can make effective use of small businesses.

Course Length: Approximately 3 hours 

FAC 033 

Contract Management: Strategies for Mission Success

The Contract Management: Strategies for Mission Success 

module focuses on improvements made to federal contract management through the collaboration of public 

and private sector acquisition professionals as part of the 

Partnership for Public Service’s Acquisition Innovation 

Initiative. 

Course Length: Approximately 3 hours 

FAC 034

Interagency Acquisitions Basics 

The Interagency Acquisitions Basics Online module 

defines and identifies the features and benefits of 

interagency acquisition; describes the different types 

of interagency acquisitions; and provides foundational 

understanding of what is required to make the decision 

to use this method, how to get started, keys to success, 

and resources available to support interagency acquisition activities. 

Course Length: Approximately 1 hour 

hARvARd BUSINESS

SChOOl PUBlIShING

mANAGEmENTOR

HBS 201 

Budgeting

Budgeting is a Harvard ManageMentor 10 module that 

includes an overview of the following concepts: types of 

budgets, approaches to budgeting, how to categorize 

expenses, preparing an operating budget (goals; assumptions; forecasting sales and revenues; cost of goods sold; 

selling, general, and administrative expenses; and operating income), capital budgets, capital budgeting and 

techniques, sensitivity analysis, variance in budgeting, 

and linking the budget to the Balanced Scorecard.

Course Length: Approximately 2.5 hours 

HBS 202 

Business Case Development

Business Case Development is a Harvard ManageMentor 

10 module that provides easy-to-follow steps to creating 

a soundly reasoned and compelling case for your new 

business initiatives. It addresses topics ranging from 

identifying business opportunities to measuring their 

success. The module also includes recommendations for 

assessing risk, weighing costs, developing an implementation plan, and communicating recommendations in a 

convincing manner.

Course Length: Approximately 2.5 hours 

HBS 203 

Business Plan Development

Business Plan Development is a Harvard ManageMentor 

10 module that takes you through the process of preparing an effective plan for a business proposal. It provides 

detail in structuring the business plan, to include important elements such as an executive summary, business 

description, business environment analysis, industry 

background, marketing plan, operations plan, management summary, financial plan, and attachments and 

milestones.

  

Course Length: Approximately 2.5 hours 

HBS 204

Customer Focus

Customer Focus is a Harvard ManageMentor 10 module 

that 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 2.5 hours 

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HBS 205 

Decision Making

Decision Making is a Harvard ManageMentor 10 module 

that addresses how to make effective business decisions 

when involved in a process that requires time and input 

from many individuals throughout an organization. The 

module teaches how to identify underlying issues related 

to a decision, generate multiple alternatives, evaluate 

those alternatives, and communicate and implement the 

decision. 

Course Length: Approximately 2.5 hours 

HBS 206 

Diversity

Diversity is a Harvard ManageMentor 10 module that provides information on how to manage diversity to extract 

maximum value from employee differences—including 

how to recruit diverse talent, resolve diversity-related 

conflicts, and communicate with employees and customers from other cultures.

Course Length: Approximately 2.5 hours 

HBS 207 

Finance Essentials

Finance Essentials is a Harvard ManageMentor 10 module 

that shows non-financial managers how their units fit into 

the company’s overall financial pictures. It includes easyto-understand explanations of the income statement, 

balance sheet, and cash flow statement, plus practical 

advice for pulling together a department’s budget and 

justifying an investment or expenditure.

Course Length: Approximately 2.5 hours 

HBS 208 

Managing Upward

Managing Upward is a Harvard ManageMentor 10 module 

that provides insight into developing a mutually rewarding relationship with a supervisor. It includes skills for 

communicating and negotiating with your manager, tips 

on presenting problems or opportunities to a supervisor, 

and accepting responsibility for your proposed actions.

Course Length: Approximately 2.5 hours 

HBS 209 

Marketing Essentials

Marketing Essentials is a Harvard ManageMentor 10 

module targeted for non-marketing 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 2.5 hours 

HBS 210 

Process Improvement

Process Improvement is a Harvard ManageMentor 10 

module that discusses how to improve your team’s business processes, thereby generating valuable results for 

your organization. Knowing which processes to change, 

how to change them, and how to ensure that they deliver 

the best outcomes can be challenging. This module outlines what business processes are, why improving them 

is essential, and how to carry out a business process 

improvement initiative.

Course Length: Approximately 2.5 hours 

HBS 211 

Project Management

Project Management is a Harvard ManageMentor 10 

module that provides the nuts and bolts of project 

management. The module includes project planning, 

budgeting, team-building, execution, and risk analysis. 

It covers useful tools and techniques such as GANTT and 

PERT charts, work-breakdown structure, and variance 

analysis.  

Course Length: Approximately 2.5 hours 

HBS 212 

Time Management

Time Management is a Harvard ManageMentor 10 module 

that outlines effective time-management techniques. 

The module demonstrates how to analyze your current 

methods of managing time and pinpoint opportunities for 

improvement, set goals, prioritize tasks, plan your time 

efficiently using scheduling tools, control time-wasters, 

and evaluate your schedule once it is under way.

Course Length: Approximately 2.5 hours 
164

Appendix #

HBS 213 

Change Management

Change Management is a Harvard ManageMentor 10 

module that provides a practical guide to implementing, 

managing, and communicating change in your organization. It demonstrates how to approach change with an 

open mind and use it as a stimulus to encourage new 

ideas and harness enthusiasm for further progress. The 

module includes steps to help your unit or organization 

become change-ready and includes planning tools to 

address resistance to change efforts.

Course Length: Approximately 2.5 hours 

HBS 214

Crisis Management

Crisis Management is a Harvard ManageMentor 10 module 

that provides a way to chart a course through crisis situations, from crisis plan development and contingency 

thinking to post-crisis management.

Course Length: Approximately 2.5 hours 

HBS 215 

Dismissing an Employee

Dismissing an Employee is a Harvard ManageMentor 

10 module that provides valuable advice on effectively 

managing the process of terminating an employee for 

performance-based reasons for a single, unprecedented 

event, or the dismissal as a result of a longer, unsuccessful 

performance-management process.  

Course Length: Approximately 2.5 hours 

HBS 216 

Innovation Implementation

Innovation Implementation is a Harvard ManageMentor 

10 module that 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. This module shows 

how to implement an innovation, from crafting a vision 

statement to managing resistance.

Course Length: Approximately 2.5 hours 

HBS 217 

Laying Off Employees

Laying Off Employees is a Harvard ManageMentor 10 

module that presents sound advice on how to best 

manage the process of laying off an employee, providing the perspective of the manager as well as the direct 

report.

Course Length: Approximately 2.5 hours 

HBS 218 

Strategy Execution

Strategy Execution is a Harvard ManageMentor 10 

module that provides an outline of 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. 

Course Length: Approximately 2.5 hours 

HBS 219 

Difficult Interactions

Difficult Interactions is a Harvard ManageMentor 10 

module that shows how to discuss and resolve difficult 

interactions in the workplace—whether they’re with 

employees, peers, bosses, or even customers and suppliers. It includes tools and techniques to help decide which 

situations are worth resolving, find the source of the difficulty, productively discuss the emotions that difficult 

interactions can raise, and overcome barriers to action.

Course Length: Approximately 2.5 hours  

HBS 220 

Meeting Management  

Meeting Management is a Harvard ManageMentor 10 

module that provides timesaving guidance to planning 

and conducting meetings from start to finish. It covers 

preparation, keeping the meeting on track, and follow-up. 

The module also includes expert advice for dealing with 

problem behaviors exhibited by meeting participants.

Course Length: Approximately 2.5 hours 

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HBS 221 

Negotiating

Negotiating is a Harvard ManageMentor 10 module that 

provides practical information on becoming an effective negotiator. The module includes steps to guide you 

through the negotiation process, such as assessing your 

interests as well as those of the other party, developing 

opportunities that create value, avoiding common barriers to agreement, and implementing strategies to make 

the negotiation process run smoothly.

Course Length: Approximately 2.5 hours 

HBS 222 

Persuading Others

Persuading Others is a Harvard ManageMentor 10 module 

that provides tips on how to master the art and science 

behind successful persuasion; and begin changing 

another’s attitudes, beliefs, or behavior to create win-win 

solutions. Formal authority no longer gets managers as 

far as it used to. To do their job—accomplishing work 

through others—managers must develop and use persuasion skills rather than simply issue orders.

Course Length: Approximately 2.5 hours 

HBS 223 

Presentation Skills

Presentation Skills is a Harvard ManageMentor 10 module 

that provides 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. It also 

addresses the importance of understanding your objectives and your audience to create a presentation with 

impact.

Course Length: Approximately 2.5 hours 

HBS 224 

Writing Skills

Writing Skills is a Harvard ManageMentor 10 module 

that demonstrates how to achieve clearer, more effective written communications. Skillful writing helps you 

accomplish your business objectives and extends your 

influence as a manager. The module includes specific 

guidelines for preparing memos, letters, e-mails, and 

other common business documents.

Course Length: Approximately 2.5 hours 

HBS 225 

Performance Measurement

Performance Measurement is a Harvard ManageMentor 

10 module that outlines how to measure your group’s 

performance by applying a disciplined process to performance measurement.

Course Length: Approximately 2.5 hours 

HBS 226 

Innovation and Creativity

Innovation and Creativity is a Harvard ManageMentor 10 

module that provides information on how to assess and 

then tailor the physical and psychological environment to 

stimulate creative thought, and how to manage the innovative process for maximum impact on your organization.

Course Length: Approximately 2.5 hours 

HBS 227 

Strategic Thinking

Strategic Thinking is a Harvard ManageMentor 10 module 

that demonstrates how to recognize the personal traits, 

behaviors and attitudes, and cognitive capacities that 

strategic thinkers demonstrate.

Course Length: Approximately 2.5 hours 

HBS 228 

Leading and Motivating

Leading and Motivating is a Harvard ManageMentor 10 

module that provides a synopsis of the essential tasks 

of leadership, such as setting direction, aligning people, 

and motivating others. It demonstrates how to recognize 

the skills and characteristics of effective leaders, create 

an inspiring vision, and energize people to support and 

work toward your goals.

  

Course Length: Approximately 2.5 hours 
166

Appendix #

HBS 229 

Team Leadership

Team Leadership is a Harvard ManageMentor 10 module 

that teaches how to establish a team with the right mix of 

skills and personalities and create a culture that promotes 

collaborative work. It covers steps to leading innovative, 

easy-to-implement self-evaluation tools.

Course Length: Approximately 2.5 hours 

HBS 230 

Coaching

Coaching is a Harvard ManageMentor 10 module that 

prepares managers to use coaching to get the best from 

their direct reports and help them master new skills. It 

demonstrates how to use a four-step process to facilitate 

the professional growth of those being coached. The 

module also helps managers strengthen their own skills 

in being a more effective coach.

Course Length: Approximately 2.5 hours 

HBS 231 

Delegating

Delegating is a Harvard ManageMentor 10 module that 

makes available 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 2.5 hours 

HBS 232 

Developing Employees  

Developing Employees is a Harvard ManageMentor 10 

module that provides easily applied recommendations 

for addressing employees’ developmental needs. The 

module includes strategies for maximizing return on management, growing competent employees, and keeping 

star performers motivated. 

Course Length: Approximately 2.5 hours 

HBS 233 

Feedback Essentials

Feedback Essentials is a Harvard ManageMentor 10 

module that shows how and when to use various types of 

feedback to maximize openness and encourage learning. 

It covers information on establishing a receptive work 

environment, giving effective feedback, receiving feedback openly, being patient with non-communicators, and 

managing barriers to feedback.

Course Length: Approximately 2.5 hours 

HBS 234 

Goal Setting

Goal Setting is a Harvard ManageMentor 10 module that 

supplies tools and techniques for establishing realistic 

goals, creating a task list, tracking milestones, and evaluating achievement.

Course Length: Approximately 2.5 hours 

HBS 235 

Performance Appraisal

Performance Appraisal is a Harvard ManageMentor 10 

module that provides guidelines on appropriate documentation and handling problem situations, as well as 

specific before, during, and after steps designed to 

reinforce desirable behavior and change where needed.

Course Length: Approximately 2.5 hours 

HBS 236 

Career Management

Career Management is a Harvard ManageMentor 10 

module that helps you develop a straightforward 

approach to managing your career or helping others 

manage their own careers. It includes tools for matching 

your interests, values, and skills to the right job or development opportunity, with valuable advice on resources 

such as career counselors, mentors, networking, informational interview, and professional development reviews.

Course Length: Approximately 2.5 hours 

Appendix B
167

Continuous LeArning Courses

HBS 237 

New Manager Transitions

New Manager Transitions is a Harvard ManageMentor 10 

module that provides concepts and practical advice to 

help a new manager make a successful transition to the 

managerial role. The module will discuss common myths 

of management, the nature of the transition process from 

individual contributor to manager, how to enhance your 

self-knowledge, ways to build effective teams, and how 

to cope with the stresses and emotions that characterize 

the managerial role.

  

Course Length: Approximately 2.5 hours 

HBS 238 

Stress Management

Stress Management is a Harvard ManageMentor 10 

module that outlines the difference between positive 

stress that enhances productivity and negative stress 

that breeds tension, lowers productivity, and undercuts 

job satisfaction. It includes strategies for dealing with 

underlying causes of worry and stress, with tactical 

advice and coping mechanisms for immediate problem 

management.

Course Length: Approximately 2.5 hours 

HBS 239 

Team Management

Team Management is a Harvard ManageMentor 10 

module that outlines how to diagnose and overcome 

common problems—such as poor communication and 

interpersonal conflict—that can impede team progress. 

Participants will also learn to take corrective measures to 

remove team problems and improve team performance.

Course Length: Approximately 2.5 hours 

HBS 240 

Virtual Teams

Virtual Team is a Harvard ManageMentor 10 module that 

offers concrete suggestions for forming virtual teams, 

including assessing technology and communication 

needs, structuring the team to build trust, and keeping 

the team on track.

Course Length: Approximately 2.5 hours 

HBS 241 

Hiring

Hiring is a Harvard ManageMentor 10 module that offers 

techniques for finding, interviewing, and selecting top 

performers. The module covers information on screening 

resumes, checking references, asking effective questions, 

making the hiring decision, and extending the offer. It 

includes tools for creating a job profile, preparing for an 

interview, and evaluating job candidates.

Course Length: Approximately 2.5 hours 

HBS 242 

Retaining Employees

Retaining Employees is a Harvard ManageMentor 10 

module that provides strategies for attracting and 

keeping top performers, how to handle common obstacles to retention such as burnout and work/life balance, 

and how to develop programs that address the diverse 

needs and interests of your workforce.

Course Length: Approximately 2.5 hours  

HBS 301 

Managing Difficult Conversations

The goal of this module is to immerse managers in 

dialogue-based situations that foster learning by doing 

where they make key decisions that drive the dialogue 

and ensuing results. The module helps managers identify 

and adjust thought patterns before approaching the difficult conversations that arise in business. The module 

provides firsthand experiences in a safe environment and 

gives managers the opportunity to use interactive tools 

and apply follow-up action plans.

Course Length: Approximately 3 hours 

HBS 302 

Negotiating for Results

The goal of this module is to immerse managers in 

dialogue-based situations that foster learning by doing 

where they make key decisions that drive the dialogue 

and ensuing results. The interactive environment will 

enable managers to tap into expert insights, discover 
168

Appendix #

proven tactics, and sharpen their own skills for getting 

results when negotiating with others. 

Course Length: Approximately 3 hours 

HBS 303 

Leading Team with Emotional Intelligence

The goal of this module is to immerse 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 into 

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. 

Course Length: Approximately 3 hours  

HBS 304 

Managing Difficult Conversations High Bandwidth

This module immerses managers in dialogue-based situations that foster learning by doing where they make key 

decisions that drive the dialogue and ensuing results. 

The module helps managers identify and adjust thought 

patterns before approaching the difficult conversations 

that arise in business. The module provides firsthand 

experiences in a safe environment and gives managers 

the opportunity to use interactive tools and apply followup 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. 

Your 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. 

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 into situations where they 

must flex their own emotional intelligence skills to drive 

high team performance. 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 

STANdARd 

PROCUREmENT

SySTEm TRAINING

SPS 100 

Standard Procurement System and Federal 

Procurement Data System—Next Generation System 

Administrator

This module contains information required to work with 

the Standard Procurement System (SPS) and Federal 

Procurement Data System—Next Generation (FPDS-NG) 

Integration at a system administrator level. This module is 

designed primarily for SPS system administrators; and it 

will enable them to set up their sites, allow users to interact with FPDS-NG, and to troubleshoot issues related to 

user and system access with FPDS-NG.

Course Length: Approximately 1 hour 

SPS 101 

Standard Procurement System and Federal 

Procurement Data System—Next Generation User

This module provides professionals information required 

to work with the Standard Procurement System (SPS) 

and Federal Procurement Data System—Next Generation (FPDS-NG) at the user level. This module teaches 

SPS users the way SPS interfaces with FPDS-NG and 

the various types of contract action reports that can be 

created in FPDS-NG through SPS.

Course Length: Approximately 2.5 hours 

Appendix B
169

Continuous LeArning Courses

SPS 102 

Contracts for Production

This module provides an overview of all contracting tasks, 

from entering a customer’s requirements to closing a contract. You’ll be introduced to the basics of PD2; then learn 

the specific components of the performance requirement 

process such as PRCreation and modification, creating 

attachments, creating solicitations and amendments, 

creating awards, and post-award management. 

Course Length: Approximately 4 hours

SPS 103 

SPS System Administration

This module is focused on system administrators responsible for executing tasks related to configuring and maintaining an organization’s PD2 system. In order to achieve 

competence in these tasks, this training module first 

provides background on the general PD2 environment. 

The student will also learn how to utilize the extensive 

help resources built into the PD2 system.

Course Length: Approximately 11 hours  

SPS 104 

Report Writing (WBT)

This course is an online version of the existing instructor-led training currently offered by the Joint Program 

Management Office. The purpose of the conversion is to 

open the training up to more procurement professionals 

than it is possible for to accommodate in the classroom 

setting, and it is also a viable option for procurement 

professionals who cannot fit the classroom training into 

their busy schedules. 

Course Length: Approximately 7 hours 

SPS 105 

Adapter Online Support Tool

This module was created to assist the user/learner in 

troubleshooting the most common problems the field 

encounters with the PD2 Adapter. This module will review 

attributes, characteristics, and architecture to provide 

the learner with a better understanding of how to utilize 

the PD2 Adapter.

Course Length: Approximately 2 hours 

SPS 106 

Database Maintenance

This course is an online version of the existing instructor-led training currently offered by the Joint Program 

Management Office. The purpose of the conversion is to 

open the training up to more procurement professionals 

than it is possible for to accommodate in the classroom 

setting, and it is also a viable option for procurement 

professionals who cannot fit the classroom training into 

their busy schedules. 

Course Length: Approximately 4 hours 
TargeTed Training 

Courses

Appendix C

p 172 Business

p 173 Contracting

p 174 Professional Development

p 175 Engineering & Technology

p 177 Acquisition & Management
171
172

Appendix #

Business

TTB 001

Activity-Based Costing Principles

Provides an overview of the activity-based costing 

methodology, which allows acquisition professionals to 

establish a realistic cost (including indirect costs) for all 

activity resources for products and services.

Course Length: 3.5 class days

TTB 002

Budget Execution

Examines key processes enabling budget execution, such 

as the apportionment process, federal statutes and fiscal 

laws, and reprogramming of funds.

Course Length: 1 class day

TTB 003 

Cost Risk Analysis: A Monte Carlo Simulation 

Approach

Using a hands-on simulation, this training teaches students to analyze uncertainty, construct a total cost distribution, and make probability statements concerning 

program cost.

Course Length: 2 class days

TTB 004 

DoD Budget Primer

Explores how funds are programmed, budgeted, enacted, 

and executed to enable a successful acquisition program.

Course Length: 1 class day

TTB 005

Economic Analysis for Decision Making

Prepares students to conduct economic analyses, with 

a focus on formulating an objective; examining assumptions, constraints, and alternatives; identifying and comparing costs and benefits; and performing final analysis 

and documentation.

Course Length: 5 class days

TTB 006 

Economic Analysis for Managers  

Prepares students to make economic decisions, exploring 

time/value of money and cost comparison techniques 

such as net present value, uniform annual cost, savingsto-investment ratio, internal rate of return, and capitalized cost.

Course Length: 5 class days

TTB 007 

POM Development Process—An Army Perspective

Introduction to the Army’s Program Objective Memorandum (POM), including how it is developed, the 

process of submitting it, and how it is used, among other 

topics

Course Length: 1 class day

TTB 008 

Earned Value Management

Examines the Earned Value Management (EVM) process, 

which is key in establishing a realistic program baseline 

and can help identify program trends for technical, cost, 

or schedule performance.

Course Length: 3 class days

TTB 009 

Business Financial Management Integration into 

Programs

The objective of this workshop is to discover how the 

business financial manager integrates cost estimating, 

budget development and defense, and ensures timely 

budget execution to enable the program manager to 

succeed.

Course Length: 1 class day

Appendix C
173

TARGETED TRAINING

ContraCting

TTC 001 

Contracting Officer’s Representative Course

Provides an overview of the contracting officer’s representative’s responsibilities, focusing on pre- and postcontract-award duties and using numerous case-based 

scenarios.

Course Length: 4.5 Days

TTC 002 

Property Administration/Management for Contracting Officers

Explores the roles and responsibilities involved with 

property administration, including property acquisition, 

furnishing, management, and disposal.

Course Length: 3 class days 

TTC 003 

Property in a Contingency Contracting Environment

Explores the roles and responsibilities involved with property administration in a contingency contracting environment, focusing on providing and controlling government 

property.

Course Length: 2 class days

TTC 004 

Sole Source Commercial Item Pricing

Examines when a sole source commercial supply or 

service should be used and provides methods to determine if the price is reasonable.

Course Length: 1 class day

TTC 005 

Source Selection

Provides an overview of the source selection process, 

which involves competitive proposals allowed via Federal 

Acquisition Regulation Subpart 15.3, and examines Technical Evaluation Board documentation.

Course Length: 2 class days

TTC 006 

Alternative Dispute Resolution

Reviews the alternative dispute resolution process, which 

can assist the government and contractor in resolving 

disputes, leading to mutual agreements that benefit both 

parties.

Course Length: 2 class days

TTC 007 

Property Disposal—Technical Issues

Explores technical issues surrounding the disposal of 

government property in the possession of contractors, 

including inventory verification, sampling requirements, 

hazardous wastes, demilitarization, and IT resources.

Course Length: 2 class days

TTC 008 

Property Disposition Seminar

Provides contracting offices an overview of the statutory 

and regulatory disposal requirements for government 

property in the possession of contractors.

Course Length: 2 class days

TTC 009 

Phone Negotiations Workshop  

Explores how a business financial manager integrates 

cost estimating, oversees budget development and 

defense, and ensures timely budget execution to enable 

the program manager to succeed.

Course Length: 1 class day
174

Appendix #

TTC 010 

Property Control Systems Analysis Workshop

Reviews how to conduct a property control system analysis, including how to design and develop property data 

collection worksheets, analyze data, and apply advanced 

audit techniques.

Course Length: 3 class days

TTC 011 

Property—Executive Seminar

Uses case-based studies and application-oriented exercises to teach management-level techniques for effective 

government property management.

Course Length: 3 class days

TTC 012 

Property Forms

Introduces students to the proper way to complete the 

forms used to manage government property, including 

inventory schedules, DD Form 1662, DD Form 1149, SF 

1423, and reports of discrepancies.

Course Length: 1 class day

TTC 013 

Performance-Based Service Acquisition

Reviews performance-based methods, which requires 

acquisition professionals to focus on results and assign 

responsibility for performance to the contractor, and 

examines how to determine when the methods are 

required.  

Course Length: 3 class days

TTC 014 

Service Acquisition Workshop

Reviews the complete acquisition process—from team 

formation to requirements and business strategy development to contract award and performance assessment—to help an acquisition program begin its work 

efficiently.

Course Length: 4 class days

Professional 

DeveloPment

TTD 001 

Diversity Games Workshop

Uses the Whole Brain TechnologyTM, developed by Ned 

Herrmann, to enable a team to effectively understand 

individual styles of thinking preference and how those 

styles can work together.

Course Length: 1 class day

TTD 002 

Crucial Confrontations®

Provides a step-by-step process for how managers 

can identify and resolve performance gaps, strengthen 

accountability, eliminate inconsistency, and reduce 

resentment throughout an office or organization.

Course Length: 2 class days

TTD 003 

Leading Project Teams Course  

Emphasizes best practices of building and maintaining 

high-performing teams using practical examples and 

exercises.

Course Length: 3.5 class days

TTD 004 

Myers-Briggs Type Indicator (MBTI) Workshop

The Myers-Briggs Type Indicator (MBTI) is a self-report 

personality inventory based on the theory of psychological type developed by Swiss psychiatrist Carl Jung. This 

workshop allows participants to complete the instrument and receive individual feedback on their results. 

The workshop provides participants with knowledge and 

Appendix C
175

TARGETED TRAINING

awareness that are useful in improving self management 

and in working with others in organizational and team 

settings.

Course Length: 1 class day

TTD 005

Crucial Conversations®  

Provides solutions to how individuals, teams, and organizations can overcome problems stemming from undercommunicating, withholding information, or failing to act 

with unity and conviction.

Course Length: 2 class days

TTD 006 

Whole-Brain Dominance Workshop

Allows students to conduct a Herrmann Brain Dominance 

Instrument (HBDI)® thinking style preferences test, then 

explores how the test results can help improve selfmanagement and the ability to work in organizational 

and team settings.

Course Length: 1/2 class day

engineering & 

teChnology

TTE 001 

Sustainment Systems Technical Support (SSTD)

Provides an overview of sustainment systems technical 

support requirements associated with the integrated 

logistics planning and sustainment support for weapon 

systems and equipment in the Army inventory.

Course Length: 1 class day

TTE 002 

Problem Solving Techniques for Quality Improvement

How can you achieve continuous quality improvement of 

work processes? This course examines problem-solving 

methodology and statistical techniques, and it offers 

a tool kit of ideas that may be used to achieve quality 

improvement goals.

Course Length: 3 class days

TTE 003 

Navy Systems Engineering Guide

Reviews the Naval Air Systems Command (NAVAIR) 

approach to systems engineering, focusing on NAVAIR’s 

internal policies and procedures and how to tailor this 

corporate approach to specific programs or projects.

Course Length: 5 class days

TTE 004 

DISA Information Systems Engineering Seminar

Introduces a Defense Information Systems Agency software management team to basic information regarding 

procurement, acquisition, basic systems, and software 

engineering.

Course Length: 3 class days

TTE 005 

DISA Systems Engineering Plan Course

Provides provide students with the knowledge, material, 

and internal program documentation sources needed to 

develop an executable systems engineering plan for their 

programs.

Course Length: 4 class days

TTE 006 

Engineering Management Workshop

Using hands-on engineering experience and softwareintensive skills needed to build an operating robot, 

students gain an understanding of the defense acquisition life cycle from a systems and software engineering 

perspective.

Course Length: 5 class days
176

Appendix #

TTE 007 

Technology Assessment and Transition Management

Prepares students to conduct technology assessments; 

reviews mechanisms available to support transition; and 

provides training on technology development strategies, 

technology transition agreements, and other technology 

transition documentation.

Course Length: 2 class days

TTE 008 

Resources for the Test and Evaluation Professional

Explores information and resources available to assist 

the test and evaluation workforce in performing their 

day-to-day duties.  

Course Length: 1/2 class day

TTE 009 

Design of Experiments—Industrial Strength

Provides an overview of the design of experiments methodology, which is an iterative product/process improvement method and an important part of a student’s Lean, 

Six Sigma, or quality improvement plans.

Course Length: 10 class days (accelerated version, 5 class 

days)

TTE 010 

Quality Assurance for Commercial Activities (QACA)

Explores the tools and techniques necessary for effectively designing and implementing quality assurance surveillance plans for application to commercial activities.

Course Length: 4 class days

TTE 011 

Statistical Process Control

Introduces students to statistical process control and 

provides an overview of basic statistical techniques.

Course Length: 5 class days

TTE 012 

Statistical Process Control For Short Runs

Explores how statistical process control can effectively 

be used in short-run production operations, focusing on 

its application in job shops and in low-volume production 

situations.  

Course Length: 3 class days

TTE 013 

Lean Thinking and Value Stream Mapping Seminar

Reviews the theory and concepts of Lean thinking and 

the techniques of value stream mapping, then students 

apply value stream mapping techniques to their work 

environment.

Course Length: 2.5 class days

TTE 014 

Technical Project Management Using Intermediate 

Product Breakdown Structures

Reviews how Naval Air Systems Command systems 

engineers/class desk officers should plan, organize, 

and manage engineering staffing efforts of acquisition 

programs.

Course Length: 2.5 class days

TTE 015 

JCTD Executions (How to Run A JCTD)

Explores the necessary programmatic, systems engineering, and technical management skills and know-how students need to become an effective, productive member 

of a Joint Capability Technology Demonstrations (JCTD) 

execution team.  

Course Length: 5 class days

TTE 016

JCTD Transition Management Course

Introduces the Joint Capability Technology Demonstrations (JCTD) management team to procurement and 

acquisition situations that affect many JCTDs during 

transition.

Course Length: 5 class days

Appendix C
177

TARGETED TRAINING

TTE 017 

JCTD Practical Operating Guidelines

Reviews lessons learned and proven Joint Capability Technology Demonstrations (JCTD) management 

practices, as documented in the 2008 JCTD Practical 

Operating Guidelines.

Course Length: 5 class days

logistiCs

TTL 001 

Performance-Based Logistics

Examines problem-solving and statistical methodologies, 

and provides students with techniques to improve work 

processes and achieve quality improvement goals

Course Length: 2.5 class days

TTL 002 

Provisioning Management

Examines management-level planning and oversight of 

logistics support development for a new system, ensuring students gain a sound understanding of the normal 

sequence of events in system provisioning.

Course Length: 3 class days

TTL 003 

Reliability and Maintainability for Logisticians

Reliability and Maintainability for Logisticians presents 

an overview of acquisition reliability and maintainability 

policy and its application to logistics support.

Course Length: 3 class days

TTL 004 

Reliability and Maintainability For Engineers

Explores how to apply reliability and maintainability 

models commonly used by DoD weapons system contractors to the design and development of equipment 

and systems.

Course Length: 3 days class

TTL 005 

ISO 9000 – 2000

Introduction to the application, interpretation, and 

evaluation of the ISO 9000 series standards for quality 

management systems as used in defense acquisitions.

Course Length: 2 class days

TTL 006 

Logistics Test and Evaluation

Provides an overview of DoD Directorate 5000.1 and 

DoD Instruction 5000.2 as well as acquisition processes 

involved with systems engineering, test and evaluation, 

acquisition logistics (including reliability, maintainability, and availability), and contractor operations and test 

reporting.

Course Length: 2 class days

TTL 007 

Business Case Analysis for System Support Decisions

Provides an overview of the business case analysis, a 

step-by-step walkthrough of the business case design 

and building process, and a hands-on business case 

analysis case study.

Course Length: 1 class day

aCquisition & 

management

TTM 001

Program Attorney’s Acquisition Overview Course

Provides program attorneys an overview of program 

management office functions, challenges, and processes 

involved in fielding needed capabilities within budget and 

schedule constraints.

Course Length: 5 class days
178

Appendix #

TTM 002 

Risk Management Workshop

Provides an overview of risk management and explores 

a step-by-step process to identify, evaluate, and develop 

risk-handling strategies, allowing the student to effectively perform and communicate risk planning.

Course Length: 1 class day

TTM 003 

New Program Startup Workshop

Emphasizes better government and industry teaming 

after contract award, and is tailored to match the specific 

needs of the each program.

Course Length: 3.5 class days

TTM 004

Program Management through the Looking Glass

Using the Looking Glass interactive behavioral management simulation, program managers and their team 

explore personal leadership and management styles and 

receive feedback on improving the team’s performance.

Course Length: 3 class days

TTM 005 

Integrated Baseline Review Workshop  

Reviews the Integrated Baseline Review (IBR) process—

which was developed to assess the reasonableness, 

adequacy, and accuracy of this baseline plan—and provides tailored feedback on how best to conduct an IBR 

for a student’s particular project.

Course Length: 2 class days

TTM 006 

System Acquisition Overview (SAO)

An introduction to the terms, relationships, decisions, and 

actions taken by a program management office during 

the life cycle of a major weapon system.

Course Length: 3 class days

Appendix C
179

TARGETED TRAINING