IT Program Management 

Career Path Guide 

November 2011 a New Day for the Federal Service
The Director 

UNITED STATES OFFICE OF PERSONNEL MANAGEMENT 

Washington. DC 20415 

NOV l 8 2011 

Memorandum for Chief Human Capital Officers

From: 

Subject: 

John Berry 

Director

IT Program Management Career Path Guide 

In continued support of the White House's 25 Point Implementation Plan to Reform Federal 

Information Technology Management, the U.S. Office of Personnel Management (OPM) has 

developed the IT Program Management Career Path Guide and recommended training 

curriculum for the newly-established Information Technology (IT) Program Management job 

title. OPM worked closely with the Chief Information Officers (CIO) Council and the U.S. 

Office of Management and Budget on this project, initiated in May 2011, and included subject 

matter expert participation in various focus group meetings to develop the content for this 

product. The resulting resource builds upon tbe IT Program Management Competency Model 

released by OPM in July 2011, and provides guidance to Federal agencies on the creation and 

improvement of the IT Program Management career path at each agency. 

The information presented in this Guide captures critical activities for agencies to achieve 

success in Federal IT Program Management through recruitment. development. and retention of 

top talent. This Guide serves as a roadmap for individuals interested in pursuing or advancing in 

an IT Program Management career. The Guide also constitutes a single-source reference for 

both employees and supervisors to support training and development initiatives within the IT 

Program Management career field. 

Thank you for your continued support of this important initiative. If you have any questions 

regarding the IT Program Manager Career Path Guide, please contact Julie Brill. Manager of 

Training and Executive Development, by telephone at (202) 606-5067 or by e-mail at 

JuJie.Brill@opm.gov. 

cc: Human Resources Directors 

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www.opm.gov Recruit, Retain and Honor a World-Class Workforce to Serve the American People www.usaJobs.gov
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Introduction 

The U.S. Office of Personnel Management (OPM), in collaboration with the Office of 

Management and Budget (OMB) and in support of the White House’s 25 Point Implementation 

Plan to Reform Federal Information Technology Management, has gathered data from IT 

Program Manager subject matter experts to create a career path and suggested training 

curriculum for the newly established Federal Information Technology Program Management 

job title. This Career Path Guide was developed to provide guidance to Federal agencies 

interested in creating or enhancing their own IT Program Management career path. The 

information presented in this Guide captures critical activities for agencies to achieve success in 

Federal IT Program Management through recruitment, development, and retention of top 

talent. 

Purpose and Objectives 

This Career Path Guide was based on the IT Program Management Competency Model 

established by OPM in July 2011, and focuses on general and technical competencies pertinent 

to the IT Program Management career field. The competency model can be viewed at 

http://www.chcoc.gov/Transmittals/TransmittalDetails.aspx?TransmittalID=4058. This Guide

serves as a roadmap for individuals interested in pursuing a career in IT Program Management, 

and provides employees and their supervisors with a single-source reference to determine 

appropriate training opportunities for career advancement. This Guide will also help 

employees plan and sequence appropriate career training and development by providing 

valuable information in the following areas: 

• Identifying the typical and non-typical career paths into GS-13, GS-14, and

GS-15 level IT Program Management positions, as well as the success factors

that contribute to career development and successful performance. The

Guide provides a career progression outline of avenues for employees to move

among and across jobs in Federal IT Program Management. Please note,

however, the career paths identified in this Guide by subject matter experts do

not constitute an exclusive list, and employees may identify alternative ways to

successfully progress into the field of IT Program Management. The Guide also

presents a number of success factors enabling individuals to maximize Federal

IT Program Management performance and career advancement.

• Identifying key work behaviors, training options, and developmental

opportunities associated with each competency. The Guide helps employees

and supervisors make effective use of training resources by determining

appropriate coursework and developmental experiences for each competency.

• Listing common degrees and certifications completed by IT Program

Managers in the Federal Sector. While a degree or certificate is not required to

advance in the Federal IT Program Management field, many individuals in this

occupation possess
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some type of certification or credentialing. Industry job experts commonly 

emphasize the importance of both experience and coursework for successful 

performance as an IT Program Manager. 

Differentiating Job Titles within the GS-2210 Series 

According to the Job Family Standard for the Information Technology Management Series 

GS-2210, found at http://www.chcoc.gov/Transmittals/TransmittalDetails.aspx?

TransmittalID=3961, this series is defined as covering “two-grade interval administrative positions 

that manage, supervise, lead, administer, develop, deliver, and support information technology 

(IT) systems and services. This series covers only those positions for which the paramount 

requirement is knowledge of IT principles, concepts, and methods; e.g., data storage, software 

applications, networking.”

Three basic titles fall under the GS-2210 Job Series, including IT Specialist, IT Project Manager, 

and IT Program Manager. This Guide focuses on the career progression for the IT Program 

Manager job title; however, users of the Guide should understand the differences among the 

three titles for this occupation. 

IT Specialist: Work that involves developing, delivering, and supporting IT systems and services. 

Parenthetical specialty titles (listed below) can be applied to the basic title to further identify the 

duties performed and special knowledge and skills required. 

IT Project Manager: Work that involves directly managing information technology projects to 

provide a unique service or product. Please note that a project has been defined in the Project 

Management Institute’s Project Management Body of Knowledge (PMBOK®, an American

National Standard ANSI/PMI 99-001-2000) as “a temporary endeavor undertaken to create a

unique product, service, or result.” The essential distinction between IT projects and other 

projects is that an IT project involves the delivery of an information technology product, service, 

or system. 

IT Program Manager: Work that involves managing one or more major multi-year IT initiatives of 

such magnitude they must be carried out through multiple related IT projects. The IT program 

manager leads, coordinates, communicates, integrates and is accountable for the overall success 

of the program, ensuring alignment with critical agency priorities. They are responsible for 

ensuring the work efforts achieve the outcome specified within the agency’s business strategy, 

including appropriate strategic, life cycle management and capital IT investment plans. Work 

includes project selection, prioritization, evaluation and monitoring, cost schedule management, 

risk management, quality management and resource allocations. 

Individuals interested in the IT program management field, should understand the key distinction 

between projects and programs. Specifically, a project has a defined beginning and end while a 

program constitutes an ongoing operation. A project serves to develop, modify, or enhance a 

product, service, or system and is constrained by the relationships among scope, resources, and 

time. In contrast, a program encompasses the missions, functions, operations, activities, laws, 
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rules, and regulations that an agency is authorized and funded by statute to administer and 

enforce. Additionally, a program typically provides products and/or services to the public, 

and agencies distribute available funding and provide ongoing staff support to carry out a 

continuing program. 

OPM has prescribed the following 11 parenthetical titles to provide further specificity to job 

titles within the Information Technology Management series, GS-2210: 

• Policy and Planning

• Enterprise Architecture

• Security

• Systems Analysis

• Applications Software

• Operating Systems

• Network Services

• Data Management

• Internet

• Systems Administration

• Customer Support

Understanding the Career Path 

A career path is a progression of positions in one or more occupational series. As

illustrated on page 4, each level of the IT Program Manager career path is comprised of entry 

and exit points; the solid lines represent typical career movement, while the dotted lines are 

representative of non-typical career patterns. Double-sided arrows signify movement both in 

and out of a certain level, while single-sided arrows indicate movement in only one direction. 

At the GS-13 level, it is common for individuals to come into Federal IT Program Management 

via the private sector, as well as from General Schedule occupations (GS-2210, GS-1101, GS801, GS-1550, GS-301, GS-340, GS-343, GS-346). Individuals also exit Federal IT Program 

Management in pursuit of these opportunities. Individuals at all levels commonly transfer into 

Federal IT Program Management from the Military; however, individuals in IT Program 

Management positions rarely leave their positions to serve in the Military. IT Program 

Management positions also rarely involve entry from, or exit to, non-profit organizations, 

academia, and state and local government. 
5

Typical Career Path for 

IT Program Management — GS-2210

Chief 

Information 

Officer 

SES Policy 

This graphic shows a bird’s eye view of how individuals progress through career 

stages in the IT Management Series (2210). Solid arrows represent the most 

common career advancement; dotted arrows represent equally viable, but less 

common advancement. See Appendix 1 for a full text description. 

GS-2210 

Supervisory 

GS-15

GS-2210 

IT Specialist 

Private Sector 

Organizations 

GS-2210, GS-1101, 

GS-301, GS-340, 

GS-343 

Military 

(entry, not exit) 

Non-Profit 

Organizations 

Academia 

State/Local 

Government 

Private Sector 

Organizations 

GS-2210, 

GS-1101, GS-801, 

GS-1550, GS-301, 

GS-340, GS-343, 

GS-346 

Military 

(entry, not exit) 

GS-14

GS-13

SES 
6

GS-2210 Program Manager

GS-14

Private Sector Military 

Non-Profit

Academia

State/Local Govt. 

Federal Series

GS-1101, GS-801, GS-1550,

GS-301, GS-340, GS-343, GS-346,

GS-2210

GS-2210

Supervisory 

GS-2210

Supervisory

Federal Series: 

GS-2210, GS-1101, GS-801, GS-1550,

GS-301, GS-340, GS-343, GS-346

GS-2210 Program Manager 

GS-14

Non-Profit

Academia

State/Local Govt.

Private Sector Military

Organizations 

Federal Series: 

GS-2210, GS-1101, GS-801, 

GS-1550, GS-301, GS-340, GS-343,

GS-346

GS-2210 Program Manager 

GS-13

Non-Profit 

Academia 

State/Local Govt. 

Private Sector Military 

Organizations 

Solid arrows represent the most common career

advancement; dotted arrows represent equally 

viable, but less common advancement. See 

Appendix 1 for a full text description. 
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Federal Series: 

GS-2210, GS-1101, 

GS-301, GS-340, 

GS-343 

Chief Information 

Officer (CIO) 

Federal Series: 

GS-2210, GS-1101, 

GS-301, GS-340, 

GS-343 

GS-2210

IT Specialist 

Private Sector 

Organizations 

Military 

Non-Profit 

Academia 

State/Local Govt. 

SES Policy 

GS-2210 Program Manager 

Senior Executive Service (SES) 

GS-2210

Supervisory 

GS-2210 Program Manager 

GS-15

Non-Profit 

Academia 

State/Local Govt. 

Private Sector Military 

Organizations 

Solid arrows represent the most common career advancement; 

dotted arrows represent equally viable, but less common 

advancement. See Appendix 1 for a full text description.
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Success Factors 

Success factors provide guidance on how individuals can maximize performance and career 

success as they progress through career stages in IT Program Management. These success 

factors represent "pieces of advice" from subject matter experts who have reflected on their 

experience in the IT Program Management field and provided a roadmap to maximize 

performance and career advancement. Note that many of the success factors indicated in this 

Guide do not tie to any particular specialty area or grade level. Additionally, these statements 

do not tie to any specific competency or developmental experience. After reading through the 

success factors, individuals should seek clarification from their supervisor on how best to 

implement some of the suggestions. The following constitute a list of success factors identified 

by subject matter experts in developing this Guide: 

• Gain a broad experience in project management by managing multiple projects.

• Gain solid foundational knowledge in dealing with software, security networks, etc.

• Possess the ability to effectively speak to technical and business audiences.

• Develop a broad technical background.

• Develop proficiency in contract/subcontracting management, particularly managing 

different types of contracts, such as Cost, Firm Fixed Price, Time and Materials,

Research and Development, Hybrid, Interagency, Operations and Sustainment, 

Software Development, Network Services, COTS Integration, Systems Acquisition, etc.

• Develop outstanding oral and written communication skills.

• Learn how to manage in multi-stakeholder environment.

• Develop a strong understanding of the strategic roles of stakeholders.

• Gain an understanding of the political environment.

• Develop effective talent management skill – be able to orchestrate a cross-functional 

team.

• Gain as much real-world experience as possible working with multiple and different 

types of projects and programs, as well working with a variety of stakeholders (e.g., 

by participating in rotational assignments inside or outside of the agency).

• Develop the ability to build consensus.

• Gather and manage the developing requirements of customers, setting expectations 

as appropriate.

• Gain knowledge of the legislative and regulatory requirements surrounding IT 

Program Management.
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IT Program Management – GS-13, GS-14, GS-15

Core Technical Competencies Key Work Behaviors Training & Development Activities 

Risk Management: Knowledge of methods 

and tools used for risk assessment and 

mitigation, including assessment of failures 

and their consequences. 

*Behaviors at different grade levels may vary

based upon unique program factors such as

risk, complexity, cost, location, and

stakeholders.

1. Proactively identifies IT program risks and threats;

accurately assesses, prioritizes, plans risk

responses, and tracks and controls risks.

2. Develops an effective risk management plan for a

program.

3. Assesses and approves risk management plans for

programs.

4. Coordinates the interdependencies of risk

management across systems and

organizations.

5. Identifies and recommends risk management

strategies relevant to policies and

regulations.

6. Determines the relevancy of policies and

regulations and applies them to the risk

management plan.

7. Develops and shares best practices regarding risk

management.

8. Effectively communicates change across the

enterprise.

Courses/Subject Areas: 

• Risk Analysis Techniques

• IT Risk Management

• Risk Estimation

• Practice Standard for Risk Management

Developmental Opportunities: 

• Detail to an IT program management office or

CIO

• Participate in a technical management

professional association that addresses risk

• Participate on an interagency or intra-agency

task force, working group, or project

• Serve as a project manager for a smaller project

• Participate or lead an Integrated

Product/Process Team (IPT)

Change Management: Knowledge of change 

management principles, strategies, and 

techniques required for effectively planning, 

implementing, and evaluating change in the 

organization. 

*Behaviors at different grade levels may

vary based upon unique program factors

such as risk, complexity, cost, location, and

stakeholders.

1. Prioritizes and adjusts plans, schedules, and

resources in response to changing needs and

competing priorities.

2. Identifies the impacts of change on business

processes.

3. Designs and implements a change management

plan to manage changes to the program scope,

schedule, quality, and costs.

4. Updates relevant plans and communicates

approved changes.

5. Develops and approves program tolerance

plans within the program.

Courses/Subject Areas: 

• Change Management

• Strategic Planning and Analysis

• Program Change Requests

• Project Management Body of Knowledge

Developmental Opportunities: 

• Detail to an IT program management office or

CIO

• Participate in a Professional Association

• Participate on an interagency or intra-agency

task force, working group, or project

• Participate or lead an Integrated

Product/Process Team (IPT)
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Core Technical Competencies Key Work Behaviors Training & Development Activities 

Project Management: Knowledge of the 

principles, methods, or tools for developing, 

scheduling, coordinating, and managing 

projects and resources, including monitoring 

and inspecting costs, work, and contractor 

performance. 

*Behaviors at different grade levels may vary

based upon unique program factors such as

risk, complexity, cost, location, and

stakeholders.

1. Develops resource estimates related to cost,

schedule, and performance.

2. Oversees execution of the project and closely

monitors program progress; responds and

adapts plans to changes and manages risk.

3. Assesses the value and organizational impact of

the project, ensuring that the target benefits

are measurable and related to business goals.

4. Recognizes, understands, and interprets earned

value management (EVM) and other

performance evaluation policies,

methodologies, and applicable software tools.

5. Manages and understands the application of EVM,

the criticality of the Integrated Baseline Review

(IBR) process, and how to interpret the EVM

indicators and resulting analysis.

6. Develops and documents a work breakdown

structure (WBS) and resource loaded project

schedule using common project information

systems technology and software.

7. Monitors and reports progress and performance

of the program with regard to scope, schedule,

cost, resources, quality, and risk.

Courses/Subject Areas: 

• Project Management Applications

• Project Management Body of Knowledge

• Project Management for Information Systems

• Managing the Execution and Control of IT

Projects

• Software Development/Engineering

Methodologies

• Enterprise Architecture

• IT Risk Management

• Contract Management

• Requirements Management

Developmental Opportunities: 

• Serve as a COTR/COR for a project

• Serve as a project manager for a smaller project

• Conduct post-implementation and baseline

reviews

• Serve as a tester of an IT project Participate

in a Professional Association
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Core Technical Competencies Key Work Behaviors Training & Development Activities 

Requirements Analysis: Knowledge of the 

principles and methods to identify, analyze, 

specify, design, and manage functional and 

infrastructure requirements; includes 

translating functional requirements into 

technical requirements used for logical design 

or presenting alternative technologies or 

approaches. 

*Behaviors at different grade levels may vary

based upon unique program factors such as

risk, complexity, cost, location, and

stakeholders.

1. Identifies and uses appropriate techniques for

requirements elicitation, analysis, and

recording to accurately translate user needs

into specified and derived functional and

system performance requirements.

2. Ensures the use of standards or requirements for

infrastructure, associated configuration and

change management.

3. Builds consensus to validate and finalize

requirements.

4. Develops and implements a requirements

management process.

5. Provides for traceability of engineering and

specification requirements back to the

user/mission requirements.

6. Effectively manages stakeholders’ competing

requirements.

7. Formulates and approves policies and

procedures.

Courses/Subject Areas: 

• Requirements Management

• Project Scope and Requirements Management

• Systems Requirements Analysis

• How to Gather and Document User

Requirements

• Translating Functional into Technical

Requirements

• Requirements Trade-off Analysis

• Reviewing and Approving Requirements

Developmental Opportunities: 

• Shadow a requirements analysis expert

• Serve as a project manager for a smaller project

• Participate on an integrated project team

developing and assessing requirements
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Core Technical Competencies Key Work Behaviors Training & Development Activities 

Cost-Benefit Analysis: Knowledge of the 

principles and methods of cost-benefit 

analysis, including the time value of money, 

present value concepts, and quantifying 

tangible and intangible benefits. 

*Behaviors at different grade levels may vary

based upon unique program factors such as

risk, complexity, cost, location, and

stakeholders.

1. Evaluates return on investment analyses of key

investments related to IT programs.

2. Evaluate return on investment of following

systems development life cycle or program life

cycle processes compared to skipping established

processes based on the complexity, scope, and risk

of work to be delivered.

3. Identifies the interdependencies of benefits being

delivered among various projects within the

program.

4. Ensures target benefits are specific, measurable,

actual, realistic, and time-based.

5. Identifies, collects, verifies, and validates

individual project cost and schedule estimates

of aggregate costs to a program-level business

case.

6. Develops business cases that effectively and

efficiently offer sound business solutions based on

quantitative and qualitative decision criteria.

Performs business case analysis to ensure the

optimal implementation of best value business

solutions that balance cost, schedule, and

performance risks of the project or program.

7. Applies and manages the appropriate forms of

cost and schedule estimating, cost analysis,

reconciliation of cost estimates, cost-benefit

analysis, and Net Present Value analysis.

8. Plans and conducts trade-off studies.

Courses/Subject Areas: 

• Benefits Measurement and Analysis Techniques

• Benefit Optimization

• Business Value Measurement

• Decision Tree Analysis

• Impact Assessment Techniques

• Earned Value Management

Developmental Opportunities: 

• Detail to an IT program management office or

CIO

• Participate on an interagency or intra-agency

task force, working group, or project

• Serve as a project manager for a smaller project

• Participate or lead an Integrated

Product/Process Team (IPT)

• Participate in a Professional Association
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Core Technical Competencies Key Work Behaviors Training & Development Activities 

Systems Life Cycle: Knowledge of systems life 

cycle management concepts used to plan, 

develop, implement, operate, and maintain 

information systems. 

*Behaviors at different grade levels may vary

based upon unique program factors such as

risk, complexity, cost, location, and

stakeholders.

1. Plans, approves, and implements disciplined life

cycle management processes and IT governance

frameworks for programs.

2. Ensures compliance with relevant public law,

policy, and regulation as it pertains to the life

cycle of a program.

3. Manages the IT systems life cycle to optimize

system availability, supportability, and

reliability/maintainability, while efficiently

using resources.

4. Provides technical and management

guidance to project managers on systems life

cycle concepts.

Courses/Subject Areas: 

• Information Systems Life Cycle Management

• Systems Engineering Life Cycle

Developmental Opportunities: 

• Detail to an IT program management office or

CIO

• Participate on an interagency or intra-agency

task force, working group, or project

• Serve as a project manager for a smaller project

• Participate or lead an Integrated

Product/Process Team (IPT)

Technology Awareness: Knowledge of 

developments and new applications of 

information technology (hardware, software, 

telecommunications), emerging technologies 

and their applications to business processes, 

and applications and implementation of 

information systems to meet organizational 

requirements. 

*Behaviors at different grade levels may vary

based upon unique program factors such as

risk, complexity, cost, location, and

stakeholders.

1. Keeps abreast of latest technology, information,

research, etc., to maintain knowledge in relevant

and appropriate fields within Information

Technology.

2. Communicates and translates the opportunities of

new technologies to the strategic objectives and

goals.

Courses/Subject Areas: 

• Technology Readiness Assessments

• Technology Awareness

• Information Management

Developmental Opportunities: 

• Read trade journals

• Engage in frequent training, webinars, and

workshops to maintain a current knowledge of IT

functions
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IT Program Management – GS-14, GS-15

While proficiency in these focus areas is important at the GS-13 level, this set of competencies is critical for successful performance at

the GS-14 and GS-15 levels.

Core Technical Competencies Key Work Behaviors Training & Developmental Activities 

Information Technology Program 

Management: Knowledge of the principles, 

methods, and tools for the coordinated 

management of an IT program to include 

providing oversight of multiple IT projects, 

integrating dependent schedules and 

deliverables, and related activities (for example, 

benefits management, life cycle management, 

program governance). 

*Behaviors at different grade levels may vary

based upon unique program factors such as

risk, complexity, cost, location, and

stakeholders.

1. Manages the overall planning, execution, and

timely delivery of multiple projects.

2. Manages a portfolio to assess program health

and prioritize the various projects within the

program.

3. Objectively advocates for program’s

organizational business value and funding

needs to senior management.

4. Oversees the implementation of plans,

procurements, risks and deliverables of program

elements; develops and tracks performance

metrics and provides regular program-level

status updates.

5. Manages and evaluates the requirements

development process to mitigate impact on

cost, schedule, and performance.

6. Interprets, evaluates, and/or implements IT

program management approaches.

7. Establishes a program charter (including budget,

resources, stakeholders, authorities, scope,

risks, constraints, dependencies).

8. Researches and analyzes data from a variety of

sources to build a business case for approval of IT

projects and programs.

Courses/Subject Areas: 

• Project Management Applications

• Project Management for Information Systems

• Managing the Execution and Control of IT

Projects

• Software Development/ Engineering

• The Standard for Program Management

Developmental Opportunities: 

• Work in a Project Management Office

• Serve as a COTR/COR for a project

• Serve as a project manager for a smaller project

• Conduct post-implementation and baseline

reviews

• Conduct operational analysis on steady state

investments

• Serve as a tester of an IT project

• Detail or work in a CIO office
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Core Technical Competencies Key Work Behaviors Training & Developmental Activities 

Stakeholder Management: Knowledge of the 

concepts, practices, and techniques used to 

identify, engage, influence, and monitor 

relationships with individuals and groups 

connected to a work effort; including those 

actively involved, those who exert influence 

over the process and its results, and those who 

have a vested interest in the outcome (positive 

or negative). 

*Behaviors at different grade levels may vary

based upon unique program factors such as

risk, complexity, cost, location, and

stakeholders.

**GS-15 (stakeholders change and include 

organizations such as GAO, CIO, OMB, 

Congress) 

1. Identifies all stakeholders, internal and external,

formal and informal; reports to stakeholders

formally and informally.

2. Sets clear expectations for stakeholders and

establishes a mechanism for stakeholder input

and feedback throughout the program life cycle.

3. Identifies an escalation procedure for stakeholder

issue management.

4. Proposes solutions for stakeholder issues;

resolves identified issues.

5. Prepares and implements a program level

stakeholder management plan that aligns with

organizational objectives and considers the

various levels of stakeholders.

6. Develops a communication strategy to engage

stakeholders, manage their expectations, and

improve their acceptance of the objectives of

the program.

7. Accurately capture stakeholder needs and

expectations, and maintain stakeholder

support through effective consensus

building.

8. Engages and facilitates affected stakeholders,

manages their expectations to improve their

acceptance of the program objectives, schedule,

and metrics.

9. Generates buy-in to the business goals and

technical approach of the program.

Courses/Subject Areas: 

• Forging Stakeholder Relationships

• Conflict Resolution

• Negotiating

• Communication

• Consensus Building

• Teambuilding

Developmental Opportunities: 

• Detail to an IT program management office or

CIO

• Participate in a Professional Association and

volunteer to work on a sub-committee

• Participate on an interagency or intra-agency

task force, working group, or project

• Participate or lead an Integrated

Product/Process Team (IPT)
16

Core Technical Competencies Key Work Behaviors Training & Developmental Activities 

Acquisition Strategy: Knowledge of the 

principles and methods for developing an 

integrated acquisition management plan that 

describes the business, technical, and support 

strategies, including the relationship between 

the acquisition phases, work efforts, and key 

program events (for example, decision points, 

contract awards, test activities). 

*Behaviors at different grade levels may vary

based upon unique program factors such as

risk, complexity, cost, location, and

stakeholders.

1. Formally initiates an acquisition project; develops

acquisition schedule, expectations and

requirements plan.

2. Formulates an acquisition strategy that

incorporates risk mitigation strategies

and opportunity costs.

3. Interprets and applies policies for emerging IT

acquisition strategies; manages the application

of government and agency acquisition policies to

meet user and mission requirements.

4. Identifies and develops selection criteria and

required pre- and post-award actions to

meet acquisition project goals.

5. Utilizes Earned Value Management (EVM) and

other performance evaluation systems to

control and evaluate acquisition investments.

6. Manages the leadership and management

processes associated with acquisition and

acquisition planning.

Courses/Subject Areas: 

• Systems Acquisition Management

• IT Systems Engineering

• Cost Analysis

• Earned Value Management

• Acquisition Law

• Intermediate Acquisition Logistics

• Boot Camp: COR Training

• GSA Schedule

• Government Contract Vehicles

• Performance-Based Contracts

• Social Impact & Consequences to Technical

Strategy

• Technology Security Acquisition Planning

• Technology Security Acquisition Efficiency

Analysis

Developmental Opportunities: 

• Participate in a Professional Association and

volunteer to work on a sub-committee

• Serve as a project manager for a smaller project

• Participate on an interagency or intra-agency

task force, working group, or project

• Test physical, logical, operational processes and

consequences

• Serve on proposal review and technical

evaluation teams
17

Core Technical Competencies Key Work Behaviors Training & Developmental Activities 

Financial Management: Prepares, justifies, 

and/or administers the budget for program 

areas; plans, administers, and monitors 

expenditures to ensure cost-effective support 

of programs and policies 

*Behaviors at different grade levels may vary

based upon unique program factors such as risk,

complexity, cost, location, and stakeholders.

1. Develops short- or long-term financing plans, or

identifies funding sources.

2. Prepares budget requests or justifications for

funding.

3. Reviews and recommends the approval or

disapproval of funding requests.

4. Manages budget (for example, monitors

expenditures or income).

5. Monitors and controls burn rates against the

spending plan.

6. Applies Earned Value Management (EVM) and

other performance evaluation methods,

processes, and tools.

7. Provides guidance and approves/recommends the

program budget.

Courses/Subject Areas: 

• Budget Processes and Procedures

• Economic Forecasting/Analysis

• Cost Management

• Financial Closure Processes

Developmental Opportunities: 

• Detail to an IT program management office or

CIO

• Participate on an interagency or intra-agency

task force, working group, or project

• Serve as a project manager for a smaller project

• Participate or lead an Integrated Product/Process

Team (IPT)
18

IT Program Management – GS-15

While proficiency in these focus areas is important at the GS-13 and GS-14 levels, this set of competencies is critical for successful 

performance at the GS-15 level. 

Core Technical Competencies Key Work Behaviors Training & Developmental Activities 

Capital Planning and Investment Assessment: 

Knowledge of the principles and methods of 

capital investment analysis or business case 

analysis, including return on investment analysis. 

*Behaviors at different grade levels may vary

based upon unique program factors such as

risk, complexity, cost, location, and

stakeholders.

1. Formulates comprehensive business cases

for IT capital expenditures.

2. Formulates cost-estimating processes,

methods, techniques, analytical principles,

data, confidence bands, specialized costing,

application of OMB A-94, and management

applications.

3. Reviews and assesses business cases to

ensure compliance with relevant

guidelines.

4. Develops and implements strategies for

assessing the value that IT projects create

within the agency.

5. Recognizes, understands, and interprets

earned value management (EVM) and other

performance evaluation policies,

methodologies, and applicable software

tools.

6. Manages and understands the application of

EVM, the criticality of the Integrated

Baseline Review (IBR) process, and how to

interpret the EVM indicators and resulting

analysis.

7. Effectively integrates return on investment

analysis, outcome-based performance

metrics, and performance assessment

ratings.

8. Conducts regular evaluations to ensure

continued investment performance and

project goal completion.

Courses/Subject Areas: 

• Information Resources Strategy and Planning

• IT Performance Assessment: Models and Methods

• Capital Planning and Investment Control (CPIC)

• Weighing Benefits of Alternative IT Investments

• Capital Investment Analysis- Models and Methods

• Business Case Analysis

• Government Budget Process

• Exhibit 300

• Technical Consequence Management and Strategy

• Contingency Cost to Performance Analysis

• Performance Assessment

• Investment Review Process

• Scheduling and Cost Control

• Applied Earned Value Management (EVM)

Developmental Opportunities: 

• Participate in cross-organizational detail assignments

• Project/Program Human Capital Assessment

• Financial Planning

• Organizational Performance Baseline to Technical

Strategy

• Review OMB Exhibit 300 materials

• Cost Estimation

• Building an IT Business Case

• Integrating Performance with Mission and Budget

Process

• Integrating Risk Assessment Programs
19

Core Technical Competencies Key Work Behaviors Training & Developmental Activities 

Information Resources Strategy & Planning: 

Knowledge of the principles, methods, and 

techniques of information technology (IT) 

assessment, planning, management, 

monitoring, and evaluation, such as IT baseline 

assessment, interagency functional analysis, 

contingency planning, and disaster recovery. 

*Behaviors at different grade levels may vary

based upon unique program factors such as

risk, complexity, cost, location, and

stakeholders.

1. Conducts an initial program assessment by

defining the program objectives,

requirements, and risks in order to ensure

program alignment with agency goals.

2. Effectively applies management processes,

including requirements development

processes and performance-based

acquisition principles, to support the

agency’s mission to develop an acquisition

program baseline from schedule

requirements.

3. Establishes and maintains an effective IT

contingency plan; selects an appropriate

disaster recovery strategy.

Courses/Subject Areas: 

• Systems Test and Evaluation (Integrated)

• Disaster Recovery Strategy

• Fit-Gap Analysis

• Technology Modeling

• Technology Architecture Analysis

• IT Baseline Assessment Analysis

• Concepts of Rapid Prototyping

• Technical Management Communication Strategy

• Interdepartmental, Interagency IT Functional

Analysis

• IT Planning Methodologies

• Contingency Planning

• Monitoring and Evaluation Methods and

Techniques

Developmental Opportunities: 

• Participation in professional/technical societies

• Participation in a mentoring/coaching program

• Establish an interagency IT body/forum

• Participation/Contribution from contractors

• Plan for detailing to other agencies/crossgovernment

• Integration of risk assessment projects
20

Core Technical Competencies Key Work Behaviors Training & Developmental Activities 

Data Management: Knowledge of the 

principles, procedures, and tools of data 

management, such as modeling techniques, 

data backup, data recovery, data dictionaries, 

data warehousing, data mining, data disposal, 

and data standardization processes. 

*Behaviors at different grade levels may vary

based upon unique program factors such as risk,

complexity, cost, location, and stakeholders.

1. Engages in strategic intermediate and longterm planning, coordinating and

implementation of data management

strategies.

2. Ensures quality and consistency of data

management policy by establishing and

endorsing appropriate policies and

standards.

3. Engages in corrective action.

4. Coordinates data management strategies

across projects and programs.

Courses/Subject Areas: 

• Data Management Strategies

• Data Warehousing

• Data Recovery

• Data Backup

• Data Modeling

• Ethics/Legal Issues

• Data Security/Privacy

• Informatics/Org. Communication

• Information Technology Architecture

Developmental Opportunities: 

• Manage projects that involve resolving data

management issues

• Participation in professional organizations

related to data management

• Participation in a mentoring program
21

IT Program Management – GS-13, GS-14, GS-15

General competencies are grouped by likeness into three distinct categories. The various work behaviors are relevant to all 

competencies comprising each category.

Core Technical Competencies Key Work Behaviors Training & Developmental Activities 

Problem Solving, Decision Making, 

Accountability, Planning, and 

Evaluating: 

• Problem Solving: Identifies problems;

determines accuracy and relevance of

information; uses sound judgment to

generate and evaluate alternatives, and to

make recommendations.

• Decision Making- Makes sound, wellinformed, and objective decisions;

perceives the impact and implications of

decisions; commits to action, even in

uncertain situations, to accomplish

organizational goals; causes change.

• Accountability- Holds self and others

accountable for measurable highquality, timely, and cost-effective

results. Determines objectives, sets

priorities, and delegates work.

Accepts responsibility for mistakes.

Complies with established control

systems and rules.

1. Makes sound and timely tactical decisions for

projects, team, or work unit based on data;

decisions are made using sound tool set.

2. Prioritizes project steps and tasks.

3. Creates and executes quality assurance plans for

expected program results.

4. Assesses, analyzes information and issues and

provides alternatives analysis for managing

risk.

5. Makes sound and timely decisions for multiple

projects, teams, or work units assessing

interaction across interrelated projects in a

program; decisions are made using sound tool

set.

6. Identifies potential and actual conflicts or issues

which may arise among multiple projects or

programs; formulates an action for resolution.

7. Prioritizes program issues and deliverables for

action.

8. Makes sound and timely decisions for an

organization or across organizations, assessing

interaction across projects, programs and

portfolios, sometimes with limited information;

decisions are made using sound tool set.

9. Ensures program decisions align with agency

strategic goals.

Courses/Subject Areas: 

• Decision-Making Techniques

• Go/No-Go Decision Criteria

• Decision-Making Tools

• Scheduler and Coordinator

• Cost Control

• Risk Management

• Quality Management

• Project Management Body of Knowledge

(PMBOK)

• AGILE Development Course

• Federal budget, contracting and acquisition,

MOU development, Clinger-Cohen, HR

processes (“Government 101”)

• Ethics

• 508 Compliance

• COTR

• Measuring Organizational Result

• Personnel Management

• Leadership Skills

Developmental Opportunities: 

• Establish an understanding on how your

contractors do business

• Participate in an IT Exchange Program

• Gain exposure to innovative IT practices
22

Core Technical Competencies Key Work Behaviors Training & Developmental Activities 

(Problem Solving, Decision Making, 

Accountability, Planning, and Evaluating: 

Continued) 

• Planning and Evaluating- Organizes

work, sets priorities, and determines

resource requirements; determines

short- or long- term goals and

strategies to achieve them;

coordinates with other organizations

or parts of the organization to

accomplish goals; monitors progress

and evaluates outcomes

*Behaviors at different grade levels may vary

based upon unique program factors such as

risk, complexity, cost, location, and

stakeholders.

10. Identifies 2nd level and 3rd level consequences of

decisions, intended and unintended

consequences.

11. Assesses, analyzes information and

issues and makes decisions managing

enterprise risk.

12. Develops scorecards, metrics, and/or

performance standards to accomplish

desired program results.

13. Identifies trade-offs and scenarios; provides and

evaluates options; formulates

recommendations for the best program

outcome.

14. Disseminates decisions clearly to key

stakeholders ensuring terms and

intent are understood.

15. Evaluates network architecture, infrastructure, or

resource requirements (for example, bandwidth,

capacity, telecommunications).

16. Evaluates the applicability of off-the-shelf

(commercial or government) products or

systems.

17. Investigates and evaluates “state of the art”

technology of the industry.
23

Core Technical Competencies Key Work Behaviors Training & Developmental Activities 

Leadership, Strategic Thinking, 

Organizational Awareness, Political Savvy, 

Influencing, and Negotiating: 

• Leadership- Influences, motivates, and

challenges others; adapts leadership styles to a

variety of situations.

• Strategic Thinking- Formulates effective

strategies consistent with the business and

competitive strategy of the organization in a

global economy. Examines policy issues and

strategic planning with a long-term

perspective. Determines objectives and sets

priorities; anticipates potential threats or

opportunities.

• Political Savvy- Identifies the internal and

external politics that impact the work of

the organization. Perceives organizational

and political reality and acts accordingly.

• Organizational Awareness- Knows the

organization’s mission and functions, and how 

its social, political, and technological systems 

work and operates effectively within them; this 

includes the programs, policies, procedures, 

rules, and regulations of the organization.

• Influencing/Negotiating- Persuades others to

accept recommendations, cooperate, or

change their behavior; works with others

towards an agreement; negotiates to find

mutually acceptable solutions

*Behaviors at different grade levels may vary

based upon unique program factors such as

risk, complexity, cost, location, and

stakeholders.

1. Establishes and maintains a baseline

understanding of current organizational

processes.

2. Creates alternatives to mitigate organizational

risk and capitalizes on new and changing

technologies.

3. Scans the environment for external trends

(i.e., technologies, policies, etc.), assesses

impact for possible adoption, and adapts

value-added innovations to transform service

delivery.

4. Questions status quo and explores new ways

of meeting organizational needs.

5. Manages organizational expectations for

realistic program deliverables.

6. Creates and communicates a program vision.

7. Demonstrates ethics, integrity, and

professional conduct.

8. Provides a bridge between strategy and culture

to meet agency goals.

9. Serves as a bridge between CIO, legal,

acquisition, budget and IT communities to meet

customer needs.

10.Creates consensus (shows the win-win for all

stakeholders) and gets to an interest-based

outcome (versus a position-based outcome).

11.Ensures program decisions align with

agency strategic goals.

12.Establishes professional standards for

carrying out the program (i.e., establishing

customer service standards, collaborative

approach).

13.Understands stakeholder motivations and

utilizes them effectively to meet program goals.

14. Creates a collaborative environment.

Courses/Subject Areas: 

• Strategic Planning and Analysis

• Problem Solving Tools and Techniques

• Professional Ethics

• Business Ethics

• Negotiation and Mediation

• Conflict Resolution

• Motivation

• Managing Across Generations

• Valuing Diversity

• Change Management

• Economics of Information Systems

Developmental Opportunities: 

• Participate in professional organizations

initiatives and conferences

• Encourage development of others

• Mentoring program

• Stay current on certifications

• Promote continuous learning
24

Core Technical Competencies Key Work Behaviors Training & Developmental Activities 

Customer Service: Works with clients and 

customers (that is, any individuals who use or 

receive the services or products that your work 

unit produces, including the general public, 

individuals who work in the agency, other 

agencies, or organizations outside the 

Government) to assess their needs, provide 

information or assistance, resolve their 

problems, or satisfy their expectations; knows 

about available products and services; is 

committed to providing quality products and 

services. 

*Behaviors at different grade levels may vary

based upon unique program factors such as risk,

complexity, cost, location, and stakeholders.

1. Establishes a customer service management

plan for triaging customer inquiries.

2. Analyzes trends of customer inquiries to

establish root causes for change

recommendations.

3. Establishes value-added metrics for measuring

customer service and continually refines to

identify key performance indicators.

4. Responds to requests and inquiries

from stakeholders.

5. Engages customers to identify requirements

and balance business goals.

6. Modifies products or services based

on suggestions or feedback from

customers.

7. Assists customers to develop plans to modify

existing business processes to capitalize on

new or changing technologies.

8. Guides and instructs others in providing the

highest level of technical or complex

information about benefits and services.

9. Anticipates and proactively addresses

business and customer IT program needs by

presenting options, taking action, and

following up as appropriate.

Courses/Subject Areas: 

• Customer Service

• Customer Relationship Management

Expectation Management

• Public Relations

Communication skills

• Business process reengineering and

streamlining

• Workflow

• Customer relationship management

• SDLC

• Capability Maturity Model

• Sensitivity

• Active listening

• Customer viewpoint

Developmental Opportunities: 

• Rotations to PMO, or other operational parts

of agency

• Rotations or visits to customer sites
25

Degrees and Certifications 

The following is a comprehensive list of Degrees and Certifications possessed or 

recommended by IT Program Managers within the Federal Government. This list serves only 

as a guide to help individuals identify developmental opportunities for continued success; 

most IT Program Manager positions do not require a specific degree or certification for entry. 

Nevertheless, subject matter experts have emphasized the importance of both experience 

and coursework for successful performance as an IT Program Manager. Please note this list is 

not exhaustive, and certifications may be subject to change over time. 

• Project Management Certification

• Program Manager Certification

• Information Technology 

Certification

• CIO Certification

• A+ Certification

• Agile Scrum Master Certification

• Scrum Master Certification

• Oracle Certification

• Software Development Professional

Certification

• Software Quality Engineer

Certification

• ITIL V3 Foundation Certification

• Contracting Officer Representative

Certification

• Federal Acquisition Certification

• Federal Acquisition Certification in

Program and Project Management

• Systems Analyst Certification

• Microsoft Certified Technology

Specialist Certification

• Six Sigma Certification

• Project Officer Certification

Certificate in Earned Value

Management

• Certificate in Scheduling

• Master of Science in Information 

Systems Technology

• Master of Science in Information 

Technology Program 

Management

• Master of Business

Administration Degree in

Technology Management

• Masters Certificate in Information 

Technology Project Management

• Masters Certificate in Program 

Management

• Masters Certificate in

Government Contracting
26

Appendix 1: Typical Career Path for IT Program Management – GS-2210 

Descriptions 

SES 

Most common career advancement to Chief Information Officer and SES Policy. Common to 

come in at this career stage from private sector organizations and General Schedule 

occupations GS-2210, GS-1101, GS-301, GS-340 and GS-343 and to exit to pursue 

opportunities in private sector organizations and same General Schedule occupations. 

Common to transfer from military to this career stage. Less common advancement is to and 

from non-profit, academia and state and local governments. 

GS-15 

Most common career advancement to GS-2210, Supervisory and GS-2210, IT Specialist. 

Common to come in at this career stage from private sector organizations and General 

Schedule occupations GS-2210, GS-1101, GS-301, GS-340 and GS-343 and to exit to pursue 

opportunities in private sector organizations and same General Schedule occupations. 

Common to transfer from military to this career stage. Less common advancement is to and 

from non-profit, academia and state and local governments. 

GS-14 

Most common to come in at this career stage from private sector organizations and General 

Schedule occupations GS-2210, GS-1101, GS-801, GS-1550, GS-301, GS-340,GS-343 and 

GS-346 and to exit to pursue opportunities in the private sector organizations and same 

General Schedule occupations. Common to transfer from military to this career stage. Less 

common advancement is to and from non-profit, academia and state and local governments. 

Most common career advancement to GS-2210, Supervisory. 

GS-13 

Most common to come in at this career stage from private sector organizations and General 

Schedule occupations GS-2210, GS-1101, GS-801, GS-1550, GS-301, GS-340,GS-343 and 

GS-346 and to exit to pursue opportunities in the private sector organizations and same 

General Schedule occupations. Common to transfer from military to this career stage. Less 

common advancement is to and from non-profit, academia and state and local governments. 
United StateS

Office Of PerSOnnel ManageMent

Chief Information Officer

1900 E Street, NW

Washington, DC 20415

ES/ERED/TED-03