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4th Estate Summit
Feb 27, 2008
Packard Center
DAU Ft. Belvoir, VA
Summit Agenda – Feb 27, 2008
4th Estate Update – Karen Clougherty 9:00 – 9:15
Automation and Travel Initiatives – Mark Avey 9:15 – 11:15
Quota and Registration – Jeb Ramsey 11:15 – 12:00
Lunch 12:00 – 1:00
OUSD(AT&L)AWCM Update – Joe Chang 1:00 - 1:30
Data Green Pilots – Margot Lynn/Chuck Cameron 1:30 – 2:30
Competency Management – Jeff Birch 2:30 – 3:15
Open Forum with DACM on 4th Estate Issues – 3:15 – 4:15
2
4th Estate Deputy DACM Update
Karen Clougherty
Accomplished:
Automation Systems: Certification, Acquisition Corps
Automated Waiver Tenure system requirements
Automated IDP system requirements
FY08 DACM Student Travel Policy (on web)
FY09 Schedule Quota Requirements submitted to DAU
4th Estate Summits: March 30, 2007, Sep 12, 2007, Feb 27, 2008
4th Estate Executive Forum: Oct 29, 2007
DACM Visits to DISA, DCMA, DTRA, DLA, MDA, SOCOM
Revamped DOD DACM website (www.dau.mil/doddacm)\
Enhanced ACQTAS Registration Tools
Priority System for quota management
ACQTAS Continuous Learning Points Tracking System
ACQTAS Dashboards for Students, Supervisors, Quota Managers
ACQTAS Automated Individual Development Plan (IDP) System
– Conducted 4th Estate WebEx training, Oct 25, 2007, Fairfax
– Open period to comment – completed
– Deployment – ready to go
3
4th Estate Deputy DACM – Next Steps
Karen Clougherty
Way Ahead:
Next 4th Estate Executive Forum – Mar 19, 2008
Enhance certification and acq corps systems
DACM Visits to DOD EA, NGA, OSD AT&L, NSA, et al
Continuous Learning system – upgrade?
Data Green Pilots and senior management focus
Automated Waiver Tool – coming soon
What you can do for us:
Increase Use of the Continuous Learning Tracking Tool
Encourage Walk-Ins for Hard to Get Courses
Designate “back up” to avoid loss of course slot
Use the Cost Effective Location Model – gain maximum student thruput
Visit DACM website/4th Estate Community of Practice
Submit best practices to Karen for COP
Links: www.dau.mil/doddacm and https://acc.dau.mil/dacm 4
Competency Management
Jeff Birch
5
AT&L Competency
Management
Align with Senior Leadership Overview
National Security
The Strategy
President’s DoD Alignment
Management
Agenda “The department must have a vision
that conveys to the public a
commitment to attract & develop the
• Human Capital Robert Gates - best mix of people, both military &
• Competitive sourcing
SECDEF civilian. This vision must be
• Financial management
• Expanded e-Government
Gordon England supported by an effective human
• Budget & Performance Integration – DEPSECDEF capital strategy that is actively
4th Estate Summit
• Transform our Military Forces
• Implement QDR National Defense Strategy measured against well defined goals.”
National Military Strategy
Hon. John J. Young, Jr.
USD(AT&L) )
Quadrennial Defense Review
DoD Civilian Human Capital
February 27, 2008
• Changing long standing business
processes within the Dept to take Strategic Plan
AT&L advantage of IT
Strategic • Foster a culture of innovation • Continuous Transformation
• Divest & invest for the longer term • Capabilities-based • “Big A” Acquisition
Thrusts Approach • Governance
• Focused Logistics • Risk-based Source Selection &
• Joint Systems Time Certain Acquisition
• Network Centric Operations Programs
• Defense Human Capital Strategy
• Competencies &
Performance Criteria
Strategic Thrust #3
Hon. James I. Hon. Jack Bell Take Care of Our People
Finley DUSD (A&T) DUSD (L&MR)
AT&L Workforce Programs &
Initiatives
AT&L Competency Management Initiative … Enabling Successful Acquisition Outcomes
What is a Competency
“ …. an observable, measurable pattern of skills, knowledge, abilities, behaviors & other
characteristics that an individual needs to perform work roles or occupational functions
successfully.” (OPM definition)
Developed and attained through education, training, rotational assignments, experience,
professional development and self-development
Knowledge Skills &
Demonstrated by
COMPETENCY Abilities Behaviors
(Required
Performance and
Individual a Success
Characteristics Criterion)
Superior 7
Results in
Performance
Competency Model Applications
Strategic Workforce Planning
Agile Mission Support High(er)-Performing Workforce
• Enables improved organizational • Productivity enhancement
refinements to align the skills with Learning
Human
mission needs Management
Resources
(RH&S) System
(Crosswalk)
HR-XML HR-XML HR-XML HR-XML
HR-XML HR-XML HR-XML HR-XML
HR-XML HR-XML HR-XML HR-XML
Standards-Based
Improved Learning/Training HR-XML HR-XML HR-XML HR-XML Gap Assessment
HR-XML HR-XML HR-XML HR-XML
• Enables 21st Century Training Framework
Validated
HR-XML HR-XML HR-XML HR-XML
Competency HR-XML
HR-XML HR-XML HR-XML • Assess proficiency, importance,
(Performance Learning Model, Core Plus, Models frequency and difficulty
Engaged Learner Initiatives) HR-XML HR-XML HR-XML HR-XML
• Migrate best practices and tools for
HR-XML HR-XML HR-XML HR-XML
Competency successful performance
HR-XML HR-XML HR-XML HR-XML
Requirements
Management
HR-XML HR-XML HR-XML HR-XML
System (CRMS) HR-XML
HR-XML HR-XML HR-XML
HR-XML HR-XML HR-XML HR-XML
Development & Career Planning Recruiting & Selection
HR-XML HR-XML HR-XML HR-XML
• Enhance IDP & Organization Performance Performance • Improve identification of key behaviors
Development Management Learning contributing to successful performance
• Improved targeted training IDPs Model (LAP)
Near Term Use
* 8
* Future Use
AT&L Competency Initiative
AT&L
Community-wide
common workforce
core competencies
9
AT&L Competency Management Process
Collect
Model Testing & Competency Validation,
Existing Framework
Model Development Refinement Assessment, and Sustainment
Competency Development
Data
Phase IV – Validate and
Phase I - Convene an expert Phase II – Develop the Phase III – Perform a beta Assess
panel (EP) model test & refine model Actions:
Actions: Actions: Actions: • Launch competency
• Develop a competency • SMEs review the • Collect and synthesize assessment tool
framework & input model competency framework feedback from proposed • Analyze results to evaluate
• EP identifies Subject Matter and provide essential job model report model validity and
Experts (SMEs) data through structured • Pre-assessment generalizability to the
• EP communicates interviews and online data communications to workforce
competency effort to the collection tools. workforce Goal:
SMEs • SMEs engaged to identify • Identify stratified • Identify competencies
• Develop communications key “work” situations and workforce sample required for superior
package competencies contributing Goal: performance
Goal: to successful performance • Further refine model to • Evaluate proficiency gaps
• Establish baseline of • Analyze results and include input from for validated competencies
existing competency model. develop competency model functional leads • Plan for continual updates
• Communicate effort content • Obtain FA and Dir, HCI and use of competency
Products: Goal: approval for validation model
• FA provides list of targeted • Model development and assessment Products:
high-performing SMEs identification of key Products: • Deliver proven (validated)
• Obtains expert panel behaviors • Obtain concurrence from competency model in HR
concurrence on baseline Products: FIPT on competency XML format
competency framework • Deliver Proposed Model model • Provide competency
• Obtain approval from Dir, Report to Dir, HCI and FA • Obtain approval from Dir, validation and assessment
HCI and FA on competency for review HCI and FA on and obtain Dir, HCI and FA
model input competency model approval
Competency
Approved Input Proposed Approved Initial V 1.0 Validation
Competency Model Competency Model Report Competency Model V 0.5 Competency 10
& Assessment
Model Report
Competency Management Schedule
FY07 FY08
Today
Career Field 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Contracting
[100% Workforce] KoM – MAR 07 SEP
Property
KoM – MAR 07 MAR JUL SEP
Logistics
KoM – JAN 07 JAN SEP
Program Mgt
KoM – MAR 06 JAN SEP
SPRDE KoM – DEC 07
JAN FEB MAY JUL SEP
BCEFM KoM – DEC 07
JAN FEB MAY JUL SEP
T&E
KoM – JAN 08
JAN MAR MAY SEP
KoM = Kick-Off Meeting Phase I
Phase II
Phase III
11
Phase IV
Competency Initiative Linkage
Property AT&L Acquisition
Workforce
Competency
Program Assessment Areas
Management
Contracting
OSD L&MR Logistics
Supply Life Cycle Distribution/ Maintenance Human Capital
Management Logistics Transportation Support Strategic Planning
Competencies
SPRDE
Life Cycle Logistics
BCEF is at Nexus of Both
M Competency Efforts!
T&E
Thank You
Questions?
13
AWDIT
Margot Lynn
14
The Road to AT&L Comprehensive Workforce Data Analysis
Capability
• DCPDS Structure and Functionality
• Where Errors Come From
• Life in the Fourth Estate
• Pursuing the Goal
15
The Road to AT&L Comprehensive Workforce Data Analysis
Capability
• DCPDS Structure and Functionality
• Where Errors Come From
• Life in the Fourth Estate
• Pursuing the Goal
16
DCPDS Structure and Functionality
Essential Components of a Record
•Career Level
Position Person
•Job Site Psn ID Psn ID
•Critical Position HR Data HR Data
•Job Specialty 1 Acq Data Acq Data
•Job Specialty 2
•Career Category Other Other Acquisition Basic Data
•Program Type Career Level Certifications
•Special Assignment Acquisition Corps Data
Waivers
•Two separate sets of data
•Linked by the Position Number
•Positions can exist without employees assigned to them
Note: When position is encumbered the SSAN is in both records
17
DCPDS Structure and Functionality
Data flow from individual to CMIS
CMIS Corporate
DoD
Management
Information •Individuals and Managers
System have two methods of getting
data into DCPDS
•All transactions occur at the
DCPDS Regional level
REGION
(Region)
•HRO/HRSC priorities can
impact currency of data
HRSC •HR process omissions impact
HRO accuracy of data
MyBiz
LOCAL
Manager
Individual 18
DCPDS Structure and Functionality
Data Flow From Individual to CMIS (con’t)
CMIS
DoD
DCPDS DCPDS DCPDS DCPDS DCPDS
REGION
(Region) (Region) (Region) (Region) (Region)
HRSC
HRO
MyBiz
LOCAL
Manager
Individual 19
DCPDS Structure and Functionality
Other Data Flows From DCPDS
CMIS AT&L
DataMart
DoD
DMDC
OPM
DCPDS DCPDS DCPDS DCPDS DCPDS
(Region) (Region) (Region) (Region) (Region)
REGION
HRSC
HRO
MyBiz
LOCAL
Manager
Individual 20
The Road to AT&L Comprehensive Workforce Data Analysis
Capability
• DCPDS Structure and Functionality
• Where Errors Come From
• Life in the Fourth Estate
• Pursuing the Goal
21
Where Errors Come From
• Input errors
– Data wrong to start with
• Movement from one Component to another
• Process variations
– Steps skipped
Example: During implementation of NSPS new positions were created for the new pay plans. In some cases,
the Acquisition data did not get entered into the position record
22
Where Errors Come From
Process Variation Example
AT&L Data Mart
CMIS
Position Position
Psn ID Psn ID
HR Data HR Data
Personnel
Acq Data Action
Acq Data Data
Loss
Change pay
plan during
Person NSPS Person
implementatio
Psn ID n Psn ID
HR Data HR Data
Acq Data Acq Data
23
The Road to AT&L Comprehensive Workforce Data Analysis
Capability
• DCPDS Structure and Functionality
• Where Errors Come From
• Life in the Fourth Estate
• Pursuing the Goal
24
Life in the Fourth Estate
Data Flow AT&L
DataMart
CMIS
R
E
G
I
O ARWE AREU ARSW DDEA DECA DCAA DFAS DLA1 HRSC
N
H 2289 4170 2228 4199 4200 3195 4459 1952 1936
R 1932 1937
3205 2971 2087
O 3206 2208
F 3207 2972
F
3208 3212 JCS
I
C 3210 4018 WHS
E DISA
A OSD
G DCMA DECA DFAS DLA
OSD DAU MDA
E
N DSCA DCAA NDU
DODEA DTRA
C TRICARE
Y DCMA DODIG
AFIS
PFPA TRMC DODCI 25
DARPA DSCA
Where Are 4th Estate Personnel Records in DCPDS?
(Appropriated Fund – All Employees)
Agency Regions
25000
OSD Army WHS
Air Force
DSCA Army WHS
Navy DFAS
Air Force
20000 DLA Air Force DFAS
DLA
DeCA Army DeCA
Navy
TRICARE Navy WHS
15000
10000
5000
0
REG01-NAVY NW REG03-AIR FORCE REG08-WHS REG10-DFAS REG11-ARMY REG16-DLA REG23-DECA REG24-DODEA
4th Estate DD01 DD02 DD04 DD06 DD07 DD08 DD09 DD10 DD12 DD13 DD16 DD21 DD23 DD25 DD26 DD27
Agencies DD28 DD29 DD34 DD35 DD48 DD50 DD58 DD60 DD61 DD63 DD65 DD66 DD68 DD69 DD74 DD77
26
The Road to AT&L Comprehensive Workforce Data Analysis
Capability
• DCPDS Structure and Functionality
• Where Errors Come From
• Life in the Fourth Estate
• Pursuing the Goal
27
Pursuing the Goal
AT&L Enterprise Workforce Data Flow
AWDIT
Secure
File
Transfer
of Data AT&L DCPDS
Army Datamart
Navy
Limited update capability available
Air Force
4th Estate
• Validity reviews DMDC
CMIS
• Transparency
• Analysis
Direct HCI/DMDC data
Data • Cleanup partnership
Entry 28
• Dashboards
Pursuing the Goal
Improving the Fourth Estate Workforce Data Quality
CMIS AWDIT
AT&L
DCPDS DataMart
ARWE
AREU
ARSW
DDEA
DECA
DCAA Current Focus
•Obtain Buy-in and use of
DFAS
AWDIT From 4th Estate
DLA1 •DAU & DISA on board
HRSC
•Other Components to Follow
29
Pursuing the Goal
4th Estate Pilot Effort
2 3
Web Application
DACM
Approval
4
DCPDS
6
5
Validity reviews
Civ Data
1
Cleanup (de-dupe)
DMDC
+
Dashboards
Analysis
Mil Data 30
AT&L Workforce Datamart
Web Application Tool
AT&L Workforce Data Improvement Tool (AWDIT)
31
Acquisition Workforce Data Improvement Tool (AWDIT)
Implementation Process
Meetings with Agencies
Initial Meeting 2 hours
Import/Review Data & Resolve Data Issues 14 days
Implementation Meeting 2- 3 hours
Roll-Out 10 days
Post Implementation Meeting 2-3 hours
32
Acquisition Workforce Data Improvement Tool (AWDIT)
Implementation Process
• Initial Meeting
– Market and demonstrate application
– Elicit special considerations/requests
– Answer questions and provide FAQ
• Import/Review Data
– Stage and clean up if necessary
– Coordinate with Agency to ensure data is accurate
– Load DataMart
• Implementation Meeting Initial Meeting 2 hours
– Review process
Import/Review Data & Resolve Data Issues 14 days
– Market AWDIT
– Demonstrate using Agency’s data
– Agree on roll-out sequence and timing
– Ensure concerns are met
• Roll – Out Implementation Meeting 2- 3 hours
• Post Implementation Meeting
– Identify problems Roll-Out 10 days
– Record Lessons Learned
– Update FAQs
Post Implementation Meeting 2-3 hours
33
Acquisition Workforce Data Improvement Tool (AWDIT)
Implementation Process
Group 1 Group 2
• TMA/OSD • JCS
• DTRA (direct feed) • DSCA
• DoDEA (direct Feed • AFIS
• DIS
• MDA
• DARPA
• DFAS • WHS
• DeCA • DoDIG
• DCMA • PFPA
• DLA • DoDCI
• DCAA • TRMC
• NDU
• BTA
34
Acquisition Workforce Data Improvement Tool (AWDIT)
Implementation Process
DISA Group 2
TMA/OSD
Initial Meeting • JCS
Review DTRA
DataInitial Meeting • DSCA
• AFIS
Review DoDEA
DataInitial Meeting
Implementation Meeting
• DIS
Review MDA
Implementation Meeting
Roll Out DataInitial Meeting • DARPA
• WHS
Roll Out Data Review DFAS
Follow up Initial
Implementation Meeting
• DoDIG
Roll Out Data Review DeCA
Follow up Implementation Meeting
Initial Meeting • PFPA
Roll Out Data Review DCMA
Initial Meeting
Follow up Implementation Meeting • DoDCI
• TRMC
Roll Review DLA
Follow up Out DataInitial Meeting
Implementation • NDU
Roll Out Data Review DCAA
Follow up Initial Meeting
Implementation Meeting • BTA
Roll Implementation Meeting
Review
Follow up OutDataInitial Meeting
Roll Out
Implementation Meeting
Follow up Data Review
Follow upImplementation Meeting
Roll Out
Roll Out
Follow up
Follow up
35
AWDITS Implementation Schedule
2008 Today
Agency January February March April May June July August
DISA
TMA*/OSD
DTRA
DoDEA
MDA
DFAS
DeCA
DCMA
DLA
DCAA
Group 2
Initial Meeting Implementation Meeting Post-Implementation Meeting
36
Completed * TMA mtg scheduled 3/10
Pursuing the Goal
Implementation of Comprehensive Workforce Data Analysis Capability in the
Fourth Estate
Future
Now
DATAMART
AWDIT AWDIT
DATAMART DATAMART DATAMART
CMIS
DCPDS
CMIS CMIS CMIS
DCPDS DCPDS DCPDS
HRs HRs HRs MyBiz
37
Pursuing the Goal
Improving Workforce Data Quality At The Source
DCPDS
CMIS
Self Service
*Update
View
My Biz, My
Workplace, DAU
Reps Database of record –
Web Reports
enterprise solution
Regional reports, DMDC
interface
*Approval capability
Pursuing the Goal
Partnership with CPMS
• Met with Rhonda Diaz, Senior Executive, Human Resources Business, Information and Technology Solutions
Division, CPMS on February 21, 2008
• Laid the foundation for an AT&L/CPMS partnership
• Agreed to revise an in-progress System Change Request (SCR) to improve it’s usability to the Acquisition
Community
• Agreed to work together to resolve processes that result in loss of acquisition data
• Agreed to issue a joint CPMS/AT&L policy letter formalizing expectations
• AT&L will participate in the DCPDS Change Control Board Working Group (CCDWG) to maintain focus on
Acquisition issues in DCPDS changes
• CPMS will AT&L will brief at the March 2008 DCPDS Executive Committee (EXCOM)
39
Pursuing the Goal
Maximizing DCPDS Potential Through MyBiz
• SCR currently being worked by CPMS
– Permits update of certain Acquisition elements
– Two-step process
• Employee enters data
• Data flows to Supervisor for review and submission
– Permits printing of a career information by employee
– Sponsored by Air Force with Army as a partner
• Will now have AWCM participation in the development of the requirements and
system testing
• Develop new SCRs as appropriate
40
The AT&L Workforce and Career Management
Team and 4th Estate DACM office appreciate your
continued support and participation as we collectively
move forward in “Enabling the DoD AT&L workforce to
achieve the right acquisition outcomes”
41
