Defense Acquisition Workforce. Demographics Overview FY13-Q3 (as of June 30, 2013). Program Management 3,409 5,931 5,493 1,387. 16,220. 10.7%. Purchasing. Defense Acquisition Workforce Data – FY13-Q3. Occupied Position Type. Key Leadership Positions (KLPs) 1,339. 0.9%. Critical Acquisition Positions (CAPs) * 15,948. 10.5%. Non-CAP Positions. 134,905. 88.6%. Overview. CONTEXT FOR THE WORKSHOP. The ability to be a “smart buyer” is dependent on unrestricted access to and understanding of a program’s technical baseline combined with a science and engineering workforce that has the “know-how”—that is, knowledge, skills, and abilities—to ensure program success.
AcqDemo Overview. Home | Policies | Army Acquisition Demonstration Project. The PAT was chartered to take full opportunity of this legislation and to develop solutions for many DoD acquisition workforce personnel issues. 2000. The program is now in its 6th cycle. There are AcqDemo participants from all the Services, OUSD (AT&L), and the Defense Agencies. Federal Register with Amendments (June 4, 2014) Federal Register Amendment October 4, 2006 NSPS Transition.
Acquisition, Techology, Logistics Portal Focuses on news, announcements, training, search functions, Ask-a-Professor. AcqDemo 2.0 Conference Program Overview https://dap.dau.mil/workforce/Pages/AcqDemo.aspx 5/1/2012 : Program Overview: Program Office Overview - from Transition to Today - AcqDemo Program Director. News Topic Selector. VA » Veterans Affairs Acquisition Academy (VAAA) » The Acquisition Internship School » Warriors to Workforce Program » The Warriors to Workforce (W2W) Training Overview Veterans Affairs Acquisition Academy (VAAA) The Warriors to Workforce (W2W) Training Overview. The W2W Program is the first training and development program of its kind for the acquisition workforce. The W2W.
Overview | Owning the Technical Baseline for Acquisition Programs in the U. S. Air Force: A Workshop Report. Three workshop sessions were held on November 4- 5, 2.
Washington, D. C.); December 1. Dayton, Ohio); and January 2. Washington, D. C.) (see Appendix B). Do. D program managers, current and senior Do. D leaders, and program contract managers made presentations at the workshop. Do. D program managers were encouraged to respond to the following questions, but no attempt was made by the organizing committee, workshop participants, or staff to evaluate or assess the health or likelihood of success of any of the programs discussed: How would you describe the health of your program? What constitutes the technical baseline for your program and what is it based on?
To what level does the government manage the technical baseline, and how does your contract enable you to do so? What mechanisms/processes are in place to manage/control the technical baseline?
Do you feel properly resourced to manage your technical baseline? Senior Do. D leaders were asked to respond to the following questions: How do you define a program’s technical baseline?
What policy guidance or instruction has been provided to the program executive officers (PEOs) and program managers (PMs) regarding ownership of the technical baseline? To what extent are you willing to fund the programs to be able to take control and manage their technical baselines? Do you believe they are already adequately resourced to manage the technical baseline? The scope of the workshop included not only current and future Air Force and Do. D programs, but also past programs, such as the Expeditionary Combat Support System, where the workshop participants could potentially glean lessons learned and also practices that could be applied to current and future programs. Presentations at the workshop served as useful points of discussion throughout the workshop and the basis for the discussions summarized below.
SUMMARY OF RECURRING TOPICS ARISING DURING THE WORKSHOPDuring the course of the three 2- day workshop sessions, several recurring topics emerged as a result of various presentations and resulting dialogue among the participants. These issues are summarized below along with the names of the participants who identified the common topic. Details underlying each topic are found in Chapter 2. Programs: According to several workshop participants (Terry Jaggers, Trey Obering, Richard Roca), the most important issue with respect to managing the technical baseline of a weapon system is for the PEO and PM to be able to oversee and manage the baseline with accountability, authority, and responsibility. Leadership and Culture: In the opinion of at least two participants (Michael Griffin, Trey Obering), it is essential that senior Air Force leadership make it clear to all functional leaders supporting acquisition that the Air Force highly values technically trained and competent acquisition and engineering personnel. Workforce: In the view of three participants (Terry Jaggers, Jon Ogg, Sue Payton), continuity, longevity, and mentoring in the engineering and technical fields, including a succession pipeline, are crucial for success of a program. They argued that the Air Force needs to implement a formal, robust, and credible training and mentoring program to (1) transfer knowledge to upcoming acquisition professionals and (2) develop demonstrable business acumen in the acquisition workforce.