for Life Cycle Logistics Key Leadership Positions May 2015 Supporting the September 2015 LCL KLP Qualification Board DON Life Cycle Logistics Executive DASN ELM What We Will Cover Today Why ID: 377610
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Joint Qualification Board for Life Cycle LogisticsKey Leadership Positions
May 2015Supporting the September 2015 LCL KLP Qualification Board
DON Life Cycle Logistics Executive
DASN
(ELM)Slide2
What We Will Cover TodayWhy?PolicyWho…… can apply?… makes the decision?
POCsWhen?OSD and DON timelinesHow?
... Application
Questions
2Slide3
Why? PolicyOSD ATL Nov 8, 2013 Memo: KLP and Qualification CriteriaDASD(MR)
/ DON(ELM) Memo: Call for PSM KLP Q-BoardsFocus on acquisition professionalsT&E was the
pilot
effort
3
Better Buying Power (BBP)
3.0
– Improve the Professionalism of the Total Acquisition Workforce; Establish higher standards for KLPs
Q-Boards will be used to identify a pool of qualified personnelSlide4
Why KLP Q-Board Process?Career DevelopmentShows ExpertiseConveys Commitment
4Improving Qualifications: KLP Q-Boards are intended to
improve standardization of qualifications
for KLP key positions
across the Services
“The selection of qualified personnel to fill KLPs is essential for the organization and the individuals filling these highly demanding positions.”
-Mr
. F. Kendall, Key Leadership Positions and Qualification Criteria Memo
08
Nov 2013Slide5
Recognized as a Subject Matter Expert by OSD and Joint Service LCL Senior Executives!LCL LVL III Core
LCL LVL III Preferred
LCL KLP Qualified
DAWIA Cert or KLP Qualified:
What’s the difference?
DAWIA LCL LVL III
Core:
Requisite DAU level course work for LVL III
4 years of LCL
experience in acquisition and/or sustainment
Plus:
(preferred)
8 years exp. in acquisition or sustainment
Masters degree
JPME
LCL KLP QUALIFIED
Required:
Executive Leadership Training
8 years LCL exp. with at least
2
yrs
in a Program Office
and
2 yrs IPT lead or Supervisory exp at GS-13 or above
KLP Qualification
Validates Certification!Slide6
Analogy6
Certified or not: It’s the buyer’s choice, but certification provides quality assurance and mitigates risk.Slide7
Who Should Apply?Minimum Criteria to ApplyGS-14/15 or O5/O6 LCL Level III8 years experience in LCL including2 years in a program office (or similar)2 years as supervisor or team lead at GS-13 or aboveExecutive leadership trainingE.g. PMT 401, ACQ 405/450-453
7Slide8
Who Makes the Decision?PSM Q-Board GovernanceChaired and Governed by PDASD (LMR) OSD LCL Functional LeadMr. PetersServices MembershipArmy, USAF, DON,4
th Estate, MDA, DACMsVoting MembersPDASD (LMR), Army, USAF, DON, MDA
DON – Mr. Tom Dee, DASN ELM
8Slide9
Roles and Responsibilities9Participant
Roles and ResponsibilitiesOSD Functional Leader -PDASD
(LMR)
Chair Qualification Board
Establish Functional
Specific Requirements for Qualification
Sign Announcement and Call for Nominations Memos
Component Functional Leads (DON LCL Executive, DACM)
Member
of Qualification Board
Oversee Component Application Process
Distribute Call for Nominations
Collect, Review and Submit Candidate Packages to OSD
Command/Activity
LCL
Functional Lead
(SES/Flag/Director)
Sign Candidate package
at
SES/Flag level
Endorse the candidate
Submit Candidate Applications
to DASN (ELM) at rose.digeronimo@navy.mil
Candidate Supervisor
Collect and Review Candidate
Application
Provide Concurrence on the Application
Submit Candidate Applications to
Command/Activity LCL
Functional Lead for SES/Flag/Director endorsement
Candidate
Complete
Application Package in Accordance with InstructionsSlide10
Command/Activity LCL POCsCommand/Activity LCL Leads/POCs have a role in the processwork alongside candidatescoordinate LCL SES/Flag/Director endorsements on applications
Ensure completed application forwarded to DON LCL Office (DASN (ELM)). Call (703) 614-4287 for email address
10
Names and e-mails for your POCs cannot be published to the web. Contact your POC at the numbers above for the detailsSlide11
LCL Acquisition Workforce Action Officers / POCsCommandPhone
Naval Air Systems Command
(NAVAIR)
(301) 757-9710
Naval Sea Systems Command
(NAVSEA)
(202) 781-2261
Space and Naval Warfare Command
(
SPAWAR)
(619) 524-7261
Marine
Corps Systems Command (
MARCORSYSCOM)
(703) 432-3767
Naval Supply Systems Command
(NAVSUP)
(717) 605-4160
Naval Facilities Engineering Command
(
NAVFAC)
(202) 685-6018
All others
(703) 614-4287
11
Names and e-mails for your POCs cannot be published to the web. Contact your POC at the numbers above for the detailsSlide12
When: Timeline and Key Events 27 APR2015 – PDASD (LMR) call for candidates.29 April 2015 – DON LCL Executive call for DON LCL KLP candidates.
NLT 10 July 2015 – Candidates submit completed package with
supervisor signature
to Command/Activity
LCL Lead/POC
NLT 15 JUL 2015
–
Command/Activity
LCL
Competency Lead
(SES/Flag/GO)
endorse and submit
applications to DON
LCL
Executive. Call (703) 614-4287 for email address.
NLT 30 July 2015
–
DON
LCL Executive endorses
and submits
applications to Director,
Human Capitol Initiatives
for Joint Qualification Board consideration.
15-16 September 2015
– PDASD (LMR) convenes Joint Qualification Board. 30 SEP 2015 – KLP Qualification Board results reported to USD (AT&L) and Services. 15 OCT 2015 – DON LCL Executive provides
Board results to Command/Activity LCL Lead/POCs for distribution to applicants. 12
DON Specific Dates!
Names and e-mails for your POCs cannot be published to the web. Contact your POC at the numbers above for the detailsSlide13
Overview of DON Application ProcessQ-Board and Submission Process TimingStandard Operating Procedure for Board ExecutionUse KLP Q-Board Application and InstructionsPost Board- selection notification and feedback reported through Command/Activity
13
May
June
July
August
September
Board
report
results to Services and OSD (AT&L) via Dir., HCI
PDASD (LMR)
convenes KLP
Qualification
Board
15-16 SEPT 2015
DON
LCL Executive endorses
and submits application packages to Director HCI by
30 JUL 2015
LCL
KLP
candidates submit application to
SYSCOM LCL Leads
for SES/Flag
endorsement by
10 JUL 2015
PDASD (LMR)
After Action Review
Deputy DON
LCL
Executive call to Navy and Marine Corps
LCL
acquisition workforce with DON process info
DON
LCL
Q-Board Training Offerings
PDASD (LMR)
Steps
DDASN ELM
Steps
PDASD (LMR)
call for nominations
to Service
LCL Executives
LCL
KLP
candidates
complete application and
obtain supervisor concurrence
DON
LCL Executive After
Action Review
Director HCI distributes application packages to Q-Board Members for review
DON
LCL Review Board
SYSCOM LCL
Competency Leads distribute call and Q-Board application to candidate workforce
SYSCOM LCL Leads
submit application to DON
LCL Executive by
15 JUL 2015
and
email
rose.digeronimo@navy.mil
LCL
KLP candidates start application
SYSCOM LCL
Leads continue oversight and coordination of local KLP application process
SYSCOM
LCL Lead
Steps
DON
LCL
Candidate
Key EventsSlide14
How to ApplyBefore you get started….Step by step instructionsLook for T
ips14
Tip:
Your application will be reviewed by the DON DACM and compared against
eDACM
records.
NOW is the time to check
eDACM
for accuracy
. Corrections take time!Slide15
Before you get started…..READ the instructions – know what each section’s purpose isThere is a CHARACTER LIMIT – each section is different. Spaces count!Add TIMEFRAME
of relevant experienceTake advantage of ACRONYM listPLAN what you want to get across
Keep the specifics in section 2.3, 2.4, 2.5
Top level ECQs in 1.5
Anything else in 1.6 and 2.2
15
DO NOT waste characters
explaining what a function is;
WRITE
what you did
in that area and
resulting effect
on the program
TIP
: Try completing sections in this order to minimize repeating
Section 4 in Application InstructionsSlide16
Application16Section 1.0KLP Command Cross Functional
RequirementsSlide17
Application - Sections 1.1-1.217
Education/Certification/Training & Currency/TenureLevel III LCL
c
ertification is required.
If you are not up to date
on your
80 hour requirement
NOW is the time to fix that BEFORE 15 July 2015
IIISlide18
Application - Sections 1.3-1.4 Experience Requirements18Section 1.3: Experience Requirements
Minimum 8 Years Acquisition ExperienceMinimum 2 Years LCL Level III Experience
Section 1.4: Prior Identification as a KLP Candidate
For Candidates who have previously been deemed qualified by another KLP Qualification Board, mark the specific career field box(
es
) in which qualified.
Check DACM.
NOW
is the time to make correctionsSlide19
Application - Section 1.5Executive Leadership19Executive Leadership: Fundamental Leadership Skills, Leading Change/People, Results Drive/Building Coalitions, Business Acumen and Enterprise Approach
- For each grouping, address all or some of the elements.- Responses may include experiences gained from multiple programs & work assignmentsSlide20
Fundamental Leadership Skills20
Interpersonal SkillsOral CommunicationIntegrity/Honesty
Written Communication
Continual Learning
Public Service Motivation
Areas of Competency to Consider
Executive Leadership Slide21
Factors to Consider in Your Application Response: Fundamental Leadership Skills 21
Treats others with courtesy, sensitivity, and respect. Considers and responds appropriately to the needs and feelings of different people in different situations.
Makes clear and convincing oral presentations.
Listens effectively; clarifies information as needed.
Behaves in an honest, fair, and ethical manner.
Shows consistency in words and actions. Models high standards of ethics.
Writes in a clear, concise, organized, and convincing manner for the intended audience.
Assesses and recognizes own strengths and weaknesses; pursues self-development.
Shows a commitment to serve the public.
Ensures that actions meet public needs
Aligns organizational objectives and practices with public interests.
Executive Leadership Slide22
Leading Change/Leading People22
Creativity and Innovation External Awareness
Flexibility
Resilience
Strategic Thinking
Vision
Conflict Management
Leveraging Diversity
Developing Others
Team Building
Areas of Competency to Consider
Executive Leadership Slide23
Factors to Consider in Your Application Response: Leading Change 23
Develops new insights into situations. Questions
conventional approaches.
Encourages new ideas/innovations.
Designs and implements new or cutting edge programs/processes
.
Understands and keeps up-to-date on local, national, and international policies and trends that affect the organization and shape stakeholders’ views.
Remains aware of the organization’s impact on the external environment.
Is open to change and new information.
Rapidly adapts to new information, changing conditions, or unexpected obstacles.
Deals effectively with pressure.
Remains optimistic and persistent, even under adversity.
Recovers quickly from setbacks.
Formulates objectives and priorities.
Implements plans consistent with long-term interests of the organization in a global environment.
Capitalizes on opportunities and manages risks.
Takes a long-term view and builds a shared vision with others.
Acts as a catalyst for organizational change.
Influences others to translate vision into action.
Executive Leadership Slide24
24Encourages creative tension and differences of opinions.
Anticipates and takes steps to prevent counter-productive confrontations. Manages and resolves conflicts and disagreements constructively.
Fosters an inclusive workplace where diversity and individual differences are valued and leveraged to achieve the vision and mission of the organization.
Develops the ability of others to perform and contribute to the organization by providing ongoing feedback and by providing opportunities to learn through formal and informal methods.
Inspires and fosters team commitment, spirit, pride, and trust.
Facilitates cooperation and motivates team members to accomplish group goals.
Executive Leadership
Factors to Consider in Your Application Response: Leading People Slide25
Results Driven/Building Coalitions25
AccountabilityCustomer Service
Decisiveness
Entrepreneurship
Problem Solving
Technical Credibility
Political Savvy
Partnering
Influencing/Negotiation
Areas of Competency to Consider
Executive Leadership Slide26
Factors to Consider in Your Application Response: Results Driven 26
Holds self and others accountable for measurable high-quality, timely, and cost-effective results. Determines objectives, sets priorities, and delegates work.
Accepts responsibility for mistakes.
Complies with established control systems and rules.
Anticipates and meets the needs of both internal and external customers.
Delivers high-quality products and services.
Commits to continuous improvement.
Makes well-informed, effective, and timely decisions, even when data are limited or solutions produce unpleasant consequences.
Perceives the impact and implications of decisions.
Positions the organization for future success by identifying new opportunities; builds the organization by developing or improving products or services.
Takes calculated risks to accomplish organizational objectives.
Identifies and analyzes problems.
Makes
recommendations.
Weighs relevance and accuracy of information; generates and evaluates alternative solutions.
Understands and appropriately applies principles, procedures, requirements, regulations, and policies related to specialized expertise.
Executive Leadership Slide27
Factors to Consider in Your Application Response: Building Coalitions 27
Develops networks and builds alliances, collaborates across boundaries to build strategic relationships and achieve common goals.
Identifies the internal and external politics that impact the work of the organization.
Perceives organizational and political reality and acts accordingly.
Persuades others.
Builds consensus through give and take.
Gains cooperation from others to obtain information and accomplish goals.
Executive Leadership Slide28
Business Acumen& Enterprise-Wide Perspective28
Financial ManagementHuman Capital ManagementTechnology ManagementComputer Literacy
National Security
Foundation
Environment
Strategy
Joint Perspective
Mission Orientation
DoD Mission and Culture
DoD Corporate Perspective
National Defense Integration
Global Perspective
Areas of Competency
Executive Leadership Slide29
Factors to Consider in Your Application Response: Business Acumen 29
Understands the organization’s financial processes. Prepares, justifies, and administers the program budget.
Oversees procurement and contracting to achieve desired results.
Monitors expenditures and uses cost-benefit thinking to set priorities
.
Builds and manages the workforce based on organizational goals, budget considerations, and staffing needs.
Ensures that employees are appropriately recruited, selected, appraised, and rewarded.
Takes action to address performance problems.
Manages a multi-sector workforce and a variety of work situations.
Keeps up-to-date on technological developments.
Makes effective use of technology to achieve results.
Ensures access to and security of technology systems.
Executive Leadership Slide30
Mission OrientationDoD Mission and CultureDoD Corporate PerspectiveNational Defense IntegrationGlobal Perspective
FoundationEnvironmentStrategy
Factors to Consider in Your Application Response: Enterprise-Wide Perspective
30
Executive Leadership Slide31
Application - Section 1.6 Cross Functional Competencies31
Discuss
your program experience covering different aspects of the acquisition process (e.g. integration, engineering, T&E, quality assurance, etc.)
Organization, governance, and effective application of current technology, acquisition practices, design, and security
considerations
.
Program oversight, achieving best value to the
government.
Tip:
Complete this section
after
Sec. 2.3,2.4,2.5 and
before
2.2Slide32
Application32Section 2.0PSM Specific RequirementsSlide33
Application - Sections 2.1 & 2.2CDT Experience Requirements & General Summary 33
Consider completing this section LAST as it should touch on
anything that could not be covered somewhere else
AND a
top level summary of your entire careerSlide34
Application - Sections 2.3PSM Technical Management 34Slide35
Application - Sections 2.4PSM Program Execution 35
When completing this last box, do not try to address every single document – rather pick a few that you have had significant involvement in.Slide36
Application - Sections 2.5PSM Business Management 36Execution And Business Management Skills
Describe your experience and superior knowledge in the full Acquisition life cycle supporting a program’s product support strategySlide37
Application37Section 3.0Application Certification and EndorsementSlide38
Certification & Endorsement38Application Certification and EndorsementThe application requires three signatures: the candidate, your supervisor, and your SES/Flag
Signatures may be captured one of two ways: Digital Signatures (Preferred) or Printed with physical signatures and scanned (PDF)Slide39
In Closing….You Are in the Pool…Now What?Your responsibilitiesCommunicationIndividual training planSeek opportunities
Staying qualifiedContinuing educationMaintain currency through Continuous Learning Points (CLPs)Consideration for future positions
Leverage network
Maintain contact with Command/Activity LCL Lead/POC
39Slide40
Closing Thoughts on KLP Q-BoardsIntended to be of benefit and value-added for personnel in DON and DODProvides standardized baseline to hiring managersSupports career growth and positive impact for organizationPotential candidates need to step into the
processWillingness to spend the time crafting a “good” applicationWell qualifiedBroad experience
Level III in LCL
40
There are no negative consequences to applying for LCL KLP certification and/or failing to receive itSlide41
Additional Questions? Contact your Command/Activity LCL Acquisition Workforce Lead/POC If needed, contact: DON LCL Acquisition Workforce Office, DASN (ELM) at 703-614-4287, rose.digeronimo@navy.mil
DON DACM at dacm.desk.fct@navy.mil41
Submit PSM KLP Q-Board Applications to
rose.digeronimo@navy.milSlide42
Reference Section42Additional InformationSlide43
Reference SectionDACM website for application, instructions, memos, competency modelhttp://www.secnav.navy.mil/rda/workforce/Pages/StrategyPolicy.aspxCompetency Modelhttps://acc.dau.mil/logfipt
43Slide44
DOD LCL Workforce Competency Model44
https://acc.dau.mil/adl/en-US/635971/file/73280/20111230%20-%20Final%20LCL%20Competencies%20Final%20Deliverable%20(2).pdf Slide45
DELETE from here to end45Slide46
KLP Q-Board Training GoalsDiscuss the Joint Qualification Board (Q-Board) for Product Support Manager Key Leadership Positions (KLPs)Understand how Q-Boards provide a pool of qualified, pre-screened personnel using a standardized process across the DOD and DONUnderstand how Q-Boards can provide for personnel career development and positive organizational impactDesired end goal for participantsUnderstand background and context
Understand value in your participationDefine follow-on actions46Slide47
Why KLP Q-Board Process?Career DevelopmentSelf improvementDistinction among LCL professionals
Increased visibilityPortability
47Slide48
Why KLP Q-Board Process?Shows ExpertiseKnowledge, Skills, and AbilitiesReflection of quality level in knowledge and performance
Shows areas of meeting and exceeding qualification criteria
48Slide49
Why KLP Q-Board Process?Conveys CommitmentCurrency in LCL ProfessionDedication to becoming PSM / LCL KLPProfessionalism
49