Joint Qualification Board - PowerPoint Presentation

Slide1

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