GS-7/12 Discipline Engineer, Product Assurance Engineer,
Quality Assurance Specialist Skills/Knowledge Matrix
Core Competencies Demonstrates knowledge of/skills in Executes, produces, or participates in:
# Major Level 1A (GS-7/9) Requirement: Supports basic project needs by performing fundamental, basic, and routine activities while gaining subject matter expertise in technical discipline. Metrics for achievement of performance requirements geared toward recall of appropriate Level 1 basic policies/procedures and application of appropriate policies/procedures in work and developmental activities.
# Equivalent to PMDP Level 1.
GS-7/9
General Competencies/Skills
# Organizational Effectiveness NASA Strategic Plan
# Reading NASA strategic plan
# Individual and Team Effectiveness Basic interpersonal communication skills
# Program and Project Report Writing
# Team Problem-Solving and Facilitation
# Professional Education
# Developing peer-level intra- and interdiscipline communications skills and peer-level intra- and interdiscipline task/team-participation skills at beginning level
# Creating and delivering verbal presentations
# Creating and delivering written test and analysis and progress reports within directorate
# Discussing verbal and written presentations and reports with supervisor
# Obtaining assignment to and participating in at least one problem-solving team or process-improvement team
# Reading current technical/management literature in order to keep current in technical discipline and creating a log that catalogs content materials that have been read
# Effective Agency, Business, and International Relations Institutional Environment
# Obtaining knowledge of the Center's history and culture
# Learning how Center is organized
GS-7/9
Technical Competencies/Skills
# Technical Performance Basic engineering skills
# Basic computer skills
# Performing laboratory and bench engineering
# Configuration Management Systems and Procedures
# Describing the systems and procedures for particular configuration management topics, including developing and processing change requests, drawings, engineering support requests, derived requirements in testing and design
# Discipline/Job-Specific
# Obtaining experience in subsystems engineering (design, development, and integration), system performance/testing, ground system configuration (plans and procedures), breadboarding, performance analysis, engineering fabrication process, material selection
# Performing operations analysis and research activity
# Designing and producing test fixture designs
# Developing design, test and analysis processes
# Performing engineering trade studies
# Hands-on Hardware/Operations Experience
# Developing thorough technical knowledge in one’s discipline, e.g., spending time in the design, analysis, operation, and testing of computer programs, hardware/software
# Mission Assurance
# Obtaining and reading Center Quality Procedure SOPs
# Visiting or rotating through Quality Assurance office
# Logistics Knowledge
# Obtaining knowledge of component/subsystem development logistics activities
# Technical Performance Management N/A

# Project Life Cycle Development and Control N/A

# Contract/ Acquisition Administration Purchasing procedures
# Preparing requests for vendors
# Hazard Mgmt and Safety Occupational, Hazard Management and Product Safety Processes, Strategies and Requirements
# Obtaining and reading pertinent hazard and safety documents
# Becoming knowledgeable of hazard and safety procedures
# Risk Mgmt Identifying and Evaluating Risks
# Evaluating risk management at subsystem/component level
# Mission Assurance Principles of Mission Assurance
# Outlining basic principles of NASA Mission Assurance
Major Level 1B (GS-11/12) Requirement: Supports basic project needs by providing PM-related inputs as required, such as WBS, cost estimates, POP input, risk assessment. Obtains multiple discipline/project/manager experience

* Performs fundamental, basic, and routine activities while gaining subject matter expertise in requirements definition, using a WBS in project planning, estimating project risk, cost/schedule estimation and reporting of work elements, budgeting concepts, scheduling concepts, configuration management, and baseline control.
* Contributes to project activities such as annual POP inputs, configuration management reviews, specific contributions as specified in a project WBS, and the schedule/cost reporting process.
* Metrics for achievement of performance requirements geared towards recall of appropriate Level 1 basic policies/procedures and application of appropriate policies/procedures in work and developmental activities.
* Equivalent to PMDP Level 1.

GS 11-12 Level 1B
General Competencies/Skills
# Technical Performance Basic engineering skills Supports R&D and/or projects
# Basic computer skills Performs component and/or subsystem engineering, project safety engineering, and product assurance engineering
# Configuration Management Systems and Procedures Describes the systems and procedures for particular configuration management topics, including developing and processing change requests, drawings, engineering support requests, derived requirements in testing and design
# Discipline/Job-Specific Obtains experience in subsystems engineering (design, development, and integration), system performance/testing, ground system configuration (plans and procedures), breadboarding, performance analysis, engineering fabrication process, material selection
# Performs operations analysis and research activity
# Designs and produces test fixture designs
# Develops design, test and analysis processes
# Performs engineering trade studies
# Hands-on Hardware/Operations Experience Develops thorough technical knowledge in one's discipline, e.g. spends time in the design, analysis, operation, and testing of computer programs, hardware/software
# Mission Assurance Obtains and reads Center Quality Procedure SOPs
# Visits or rotates through Quality Assurance office
# Logistics Knowledge Obtains knowledge of component/subsystem development logistics activities
# Technical Performance Management Reviewing work of other engineers Reviews contractor engineering work and institutional engineering in support of your particular discipline
# Contract/ Acquisition Administration Vendor Process/purchasing procedures Prepares request for vendors
# Hazard Mgmt and Safety Occupational, Hazard Management and Product Safety Processes, Strategies and Requirements Rotates through SRQA office or department and observes and/or participates in hazard management and safety issues
# Risk Mgmt Identifying and Evaluating Risks Evaluates risk management at component/subsystem level
# Mission Assurance Principles of Mission Assurance Outlines basic principles of NASA Mission Assurance
# Serves as a resource person for Process Assurance Team

GS-13 Subsystem Engineer, Instrument Engineer, Project Safety Engineer, Project Safety Manager, Project Formulation Manager

GS-14 Project Safety Manager

Skills/Knowledge Matrix
Core Competencies Demonstrates knowledge of/skills in Executes, produces, or participates in:
Major Level 2 (GS-13/14) Requirement: Demonstrates capability to manage/supervise hardware/software and participate in hardware/software integration, including the capability to manage either an in-house or a contractual effort, and proper interface with a larger subsystem development receiving the results of such development. Level specifies "developing know-how," which implies participation.

# NASA employees at this level have established a solid base of technical expertise and work independently and manage definite portions of projects. Performs in management of a simple project (for example, no more than one or two simple internal/external interfaces, smaller team, simpler contracting processes, smaller budget, shorter duration, etc.).
# Contributes to a larger system effort by assisting in project requirements definition, planning, and budgeting, WBS development and use, project schedule development and use, risk planning, establishment of project cost/schedule/technical baselines, selection and use of appropriate reports, application of configuration management, hardware/software integration, testing and evaluation, contract management process and review, and team facilitative leadership.
# Metrics for achievement of performance requirements include recall and application of appropriate Level 1 (GS-7/12) and Level 2 (GS-13/14) knowledge/skills, and adaptation to specific situations and challenges in a GS-13/14 project environment.

# Performance Standard: At this level of work and development activities, the employee can apply Level 1 (GS-7/12) knowledge/skills and can adapt the critical concepts when given specific situations.
# As an outcome of attending training courses, the employee can recall Level 1 (GS-7/12) training and can reorganize and restate the critical concepts when given additional questions/prompts.
# Equivalent to PMDP Level 2.
GS- 13/14
General Competencies/Skills
# Organizational Effectiveness NASA Strategic Plan
# Listing implementation issues found in Strategic Plan
# Contributing to development and implementation of PM strategic plan linking to NASA Strategic Plan
# Applying NASA Strategic Plan elements into your Individual Development Plan
# Comparing and contrasting the NASA Strategic Plan with GSFC’s Implementation Plan
# Agency/Multi-Installation Mission Operations Conceptualization, Training, Testing, Review and Implementation
# A multi-Installation team at a technical level and on a review or evaluation team such as a Critical Design Review (CDR) or Preliminary Design Review (PDR)
# Outlining lessons learned in developing and overseeing these types of operations
# NASA Political Environment
# Obtaining and reading literature pertaining to the history and development of NASA
# Obtaining rotational assignments in your functional activity within GSFC and outlining lessons learned on how GSFC management works with program/project offices
# Project Life Cycle Development and Control Work Breakdown Structure definition
# Developing a WBS
# Studying the WBS of an entire contract and outlining issues impacting the overall WBS
# Program Operating Plan (POP)
# Observing the program/project budget cycle process at the program/project level and discussing lessons learned
# Assisting in the development of a POP in combination with a budget piece and outlining issues and resolutions
# Budget Creation and Management
# Matching cost estimates to a given budget (including resolving scheduling impacts) through three POP cycles
# Scheduling Process and Tools
# Reviewing earned value systems of a program/project and relating to the overall project schedule
# Studying PERT at the hardware fabrication level
# Developing project level task logic and schedule
# Monitoring, assessing, and taking corrective action based on logic and schedule
# Cost Estimation and Control
# Serving as cost account manager for a project element
# Performing independent earned-value quarterly assessments
# Using earned value metrics to identify contractor performance problems
# Performing problem investigation and identifying corrective actions
# Visiting or rotating through project control organization
# Requirements Definition and Documentation
# Studying the configuration control system and outlining how requirements are controlled at each program phase
# Assisting in the development of systems level specifications
# Developing a requirements tracking system from the Systems Requirements Document (SRD) through Configuration End Item (CEI) specifications
# Contract/ Acquisition Administration Contract and Acquisition
# Obtaining and reading GSFC SOPs on contract administration, including contract types, role of the COTR, procurement law, and SOW preparation; serving as COTR
# Contract Administration
# Serving on a Source Evaluation Board (SEB) (TAC member)
# Contractor Progress Evaluation
# Reviewing contractor performance administrative controls and schedules and determining progress toward milestones
# Design of Acquisition Management Approach
# Developing a plan for acquisition management (to include advance planning and post-award contract management) and outlining lessons learned
# General Management and Execution of Systems Engineering with Contractor Team
# Reviewing performance ratings and award fee for your program/project tasks
# A contract negotiation process, including pre-negotiation position development
# Individual and Team Effectiveness Presentation Skills
# Developing and delivering a presentation to senior Agency and GSFC management
# Exhibiting good communications skills
# Team Leadership
# Describing the factors and methods that impact on leading teams, to include setting goals, managing work, and motivation
# Program/Project Report Writing
# Preparing technical reports for a subsystem
# Investigating publication requirements for the American Institute of Aeronautics and Astronautics (AIAA) and Institute of Electrical Engineers (IEEE), and aiming toward getting your work published
# Human Motivation and Small Group Dynamics
# Serving as a team leader and describing lessons learned
# Serving as chair of a work group and describing lessons learned
# Demonstrating group leadership skills
# NASA Personnel Systems
# Reviewing NASA and GSFC personnel policy and understanding policies and procedures
# Team Problem-Solving and Facilitation
# Describing lessons learned in team problem solving when serving as a team leader
# Intermediate Communication and Team Skills
# Developing intraorganizational (Office/ Branch/ Division/ Directorate) intra- and interdiscipline communications skills and intra- and interdiscipline task/team-participation and leadership skills
# < Effective Agency, Business, and International Relations Issues in Inter/Intra-Installation, Inter-Agency, and International Relations
# Outlining issues that relate to organizational culture and politics that affect program/project management and noting specific examples for specific projects
# IRD reviews
# Technical working group with international participation in projects, such as a matrixed assignment into ISSA
# Obtaining and studying policy and funding operations of other agencies
# Business Management in Government
# Studying industry strategy plans and organization
# Becoming aware of issues in government/private sector business management
# Hazard Mgmt and Safety Safety/Related Design Requirements
# Supervising development of a Safety Management Plan
# Observing safety, ground safety, and certification reviews
# Risk Mgmt Risk Management Processes and Strategies
# Describing NASA Risk Management functions and their applicability across the project life cycle
# Comparing risk management in other programs/projects with your program/project
# Developing a risk assessment plan for your project
# Developing a Risk Management Plan for a subsystem, to include an analysis of how subsystem risk affects project risk
# Interviewing senior technical experts regarding possible risks and lessons learned on previous projects
# Visiting or rotating through Safety/Mission Assurance office and interviewing personnel on how quality interfaces with risk management in a program/project
# Probabilistic Risk Analysis
# Representing a subsystem in a PRA
# Identifying and Evaluating Risks
# Defining primary risks for your project and contributing to the development of the risk sections for Program/Project Plans and, if applicable, the Program Commitment Agreement
# Program/Project Control
# Describing administrative controls, iterative actions, and program/project control mechanisms that can be embedded in the project to eliminate, reduce and/or mitigate risk
# Describing how these controls, actions, and mechanisms are implemented in your particular program/project
# Mission Assurance Principles of Mission Assurance
# Outlining how Mission Assurance principles are implemented in a program/project
# Outlining reengineering principles and implementation steps and applicability to programs/projects
# Listing concerns of customers in relation to quality issues
# ISO 9000 Series
# Outlining the basic principles and documents for the ISO 9000 Series
# Outlining the ISO 9000 Series is implemented in a program/project
# Discussing how you have applied the ISO 9000 Series to programs/projects, particularly in the areas of addressing risk and safety issues
# Test Management
# Obtaining responsibility in managing testing activities for a project
# Outlining lessons learned pertaining to the balancing of testing requirements and issues related to the management of cost, schedule, and performance
# Performance Metrics and Indicators
# Contributing to the definition of a project test plan and developing pertinent predictors and criteria for testing outcomes
GS-13/14
Technical Competencies/Skills
# Technical Performance Expert engineering skills
# Accomplished computer skills
# Performing senior subsystem engineering and project support engineering duties
# Systems Performance and Testing
# Attending major trade-off analysis involving configuration vs. performance issues
# Obtaining assignment as subsystem test representative in an integrated system test
# Hardware/Software Verification Data/Reports
# Contributing to establishment of requirements flow-down/tracking scheme and determining which requirements will be verified by analysis, test, demonstration, and simulation
# Preparing test verification
# Reviewing successful plans and outlining the factors that contributed to their success
# Designing/Developing Hardware and Software
# Working with a system architecture team and outlining lessons learned
# Continuing to gain technology experience through "shop" experience
# Gaining experience in program/project administrative controls through assignment of technical resource allocations and establishment of resource reporting mechanisms, with the goal of balancing these resources across the system/subsystem
# Performing trade-off analyses between system/subsystem data requirements vs. software capabilities
# Testing/Reviewing Hardware and Software
# Obtaining a program/project assignment that assigns you responsibility for a prime item plus support equipment and describing lessons learned
# Completing a test program for a subsystem and describing lessons learned
# Attending and contributing to design reviews and describing lessons learned
# Observing major tests and describing lessons learned
# Interface Control Management
# Managing the electrical and mechanical interfaces between flight hardware components
# Managing the documentation that controls the configuration of the interfaces
# Technical Performance Management Managing Contractor Technical Work
# Analyzing a contractor's technical plan and comparing to previous successful plans
# Observing contractor status review meeting and outlining lessons learned
# Demonstrating COTR skills for component/part development
# Managing Technical People
# Serving as the leader for a matrixed team
# Providing engineering review team support
# Leading a team technical performance meeting
# Demonstrating task assignment and delegation skills
# Effects of Change on Life-Cycle
# Studying historic funding profiles of other programs and listing factors impacting funding
# Performing contingency planning and developing "what-if" scenarios
# Attending two contract reviews
# Integrated Logistics Support (ILS) Planning and Implementation
# Obtaining knowledge of logistics activities as applied to project management activities
# Developing a logistics plan
# Presenting ILS plan during design review
# Supervising Hardware/Software Implementation
# Using an Engineering Master Schedule (EMS) to verify that analytical products are developed in sufficient depth to support milestone reviews
# Using Earned Value (EV) to integrate flow of hardware/software to support test programs
# Chairing three design reviews
# Attending technical interface meetings
# Attending monthly/quarterly program status reviews and analysis
# Attending contractor review status meetings
# Performing as lead or key participant in a failure analysis process

GS-13 Instrument Manager, Systems Engineer, Systems Assurance Manager, Spacecraft Manager, Systems Review Manager, Launch Carrier Manager

GS-14 Instrument Manager, Instrument Systems Engineer, Launch Carrier Manager

GS-14/15 Instrument System Manager, Observatory Manager, Deputy Project Manager, Systems Engineer, Systems Assurance/Instrument/Spacecraft/Project Formulation Manager, Systems Review Manager, Mission Manager, Launch Carrier Manager

Skills/Knowledge Matrix
Core Competencies Demonstrates knowledge of/skills in Executes, produces, or participates in:
# Major Level 3A (GS-13/14) Requirement: Demonstrates capability to manage development of a subsystem consisting of an instrument or satellite mission system and including hardware and software development and integration at the subsystem level into a system. Includes adapting advanced technologies to all phases of the development cycle.
# Involves developing complex systems that push the state-of-the-art.
# Requires originality in concept development and ingenuity of problem-solving.
# Major Level 3B (GS-14/15) Requirement: Demonstrates capability to manage development of a complex and high priority spacecraft and/or system that is characterized by advanced technology. Includes the capability to manage contractual efforts, appropriate contractual vehicles, and project reviews and documentation.
# Demonstrates increased project management skills.

The employee at this level progressively demonstrates knowledge/skills in three ways: application of critical concepts to new situations, analysis of new situations, and synthesis of original solutions to new situations. The progression from Level 3A to 3B involves increased responsibility, leadership roles, and technical expertise, and improved communication and project management skills.

Demonstrates application of critical concepts to exercises, analysis of exercises, and synthesis of original solutions to exercises.

Equivalent to PMDP Level 3
GS-13/15
General Competencies
Organizational
# Effectiveness NASA Political Environment
# Meetings involved with feedback obtained from congressional hearings
# Budget Process, Strategy and Implementation
# Attending Comptroller budget process briefing
# Congressional briefings
# Developing an international joint program management plan
# Conducting an international competition assessment
# Presenting a paper in an international forum
# NASA Strategic Plan
# Reading the NASA strategic plan and listing implementation issues
# Contributing to the development and implementation of PM strategic plan linking to the NASA strategic plan
# Providing support for NFLR
# Contributing to the GSFC Implementation plan and outlining implementation issues
# Contributing to Red/Blue team activity
# Applying NASA Strategic Plan implications to your particular level and position
Project Life-Cycle
# Development and Control Affordability/Compliance with Agency Requirements
# Studying PCA/IRA procedures to identify scope, schedule, budget, and commitment issues
# Participating in IAR and NAR
# Observing/participating in briefings to AA on project performance issues
# Impact of Change on Life-Cycle Costs
# Developing/implementing a project implementation plan with schedule, cost and requirements
# Studying lessons learned from reviews of failed and successful programs/projects
# Developing/implementing Earned Value System
# Developing an impact assessment
# Fund Data Maintenance
# Developing funding data set for your project
# Obtaining "ownership" of part of fund data maintenance process
# Master Schedules
# Assessing/reporting on schedule status
# Assessing/validating schedule credibility
# Describing tools used for schedule development/maintenance
# Preparing a Program Operating Plan (POP)
# Developing a POP/outlining critical process factors
Contract/
# Acquisition Management Contractor Management
# Contributing to a SEB
# Serving on detail to a NASA Program office/discussing lessons learned
# Award fee process
# Contract negotiation process
# RFP process
# Acquisition Management Policies and Procedures
# GSFC-level project strategies
# Obtaining the lead in clarifying acquisition options for project
# Acquisition Management and Control Gate Linkage
# Developing administrative controls linking acquisition plan to NASA Project Life Cycle
# Acquisition Management Approach Design
# Developing acquisition strategies for a program/project
# Contractor-Supported Financial Reports/Performance Evaluation
# Using Earned Value (EV) tools to manage a contract
Individual and Team Effectiveness/
# Development Decision-Making
# Discussing advantages/disadvantages of several individual/team processes for decisions
# Conflict Management and Resolution
# Discussing steps in team conflict management
# Applying conflict management to a program/project
# Leading team meetings
# Creative Problem-Solving
# Identifying steps in problem-solving and troubleshooting/discussing enhancements for individual/group settings
# Human Resources Development Planning
# Developing the following plans: personnel, contingency, project, strategic, resource, meeting, grievance, EEO, morale and awards
# Obtaining and reading NASA documents on training and development of personnel
# Completing leadership and management development training
# Communications and Team Management
# Developing progressively more advanced intra- and interorganizational management communications skills and multidiscipline team management skills
# Encouraging Teamwork
# Identifying characteristics of successful teams and outlining strategies enhancing selection, rewarding, participation, empowerment, and conflict management
# Delegating Responsibility and Authority
# Discussing how to delegate administrative controls, reports, tasks; include issues in management/supervisory style
# People Management
# Developing strategies promoting effective use of personnel who do not report to you (lead a matrixed team)
# Serving as Team Leader for tiger teams/other team opportunities
# Obtaining rotational assignments
# International effort as a key player
# Completing checklist for employees to determine whether documentation supporting GPG 3410.2C is in order to ensure compliance with ISO 9000
# Serving as a coach/mentor (Level 3B)
# Demonstrating group leadership skills (Level 3B)
Effective Agency,
Business and
International
# Relations Business Management in Government
# Describing situations where you managed business processes and the critical factors involved in measuring relevant criteria for each
# Working Across Installation/ Organization Lines
# Managing a multi-installation project and discussing the challenges in working across diverse organizational cultures
# Public Relations Strategies
# Interviewing a PR specialist
# Developing a media plan in a committee
Hazard
Management
# and Safety Safety Management Plan
# Performing general oversight of a Safety Management Plan
# Risk Management Risk Management Processes and Strategies
# Applying knowledge of historic risk drivers in the analysis of risk in your project
# Describing how safety, risk, and quality are addressed in your project in terms of a systems approach in applying preventative risk control actions
# Program/Project Control
# Developing iterative mechanisms that develop risk management behavior in your project personnel, and defining metrics that measure this behavior
# Identifying resources on the Internet that support life-cycle risk management elements that can be applied to NASA Programs/Projects
# Mission Assurance System Safety and Reliability
# Obtaining responsibility for multiple subsystems and contributing to/developing a plan addressing mission assurance issues
# Outlining lessons learned in terms of work process management, design, and engineering activities, key characteristic/critical processes, manufacturing, test verification/validation, supply chain management, quality inspections/audits, and independent assessments
GS-13/15
Technical Competencies
# Technical Performance Technical State-of-the-Art Concepts and Techniques
# Serving as a member of one or more technical steering committees
# Developing a technical risk assessment program
# Serving on the American Institute of Aeronautics and Astronautics (AIAA) technical committees
# Developing and maintaining an interface with similar projects in terms of scope and technology
# Interface Control Management
# Managing the electrical and mechanical interfaces between flight hardware components
# Managing the documentation that controls the configuration of the interfaces
# Technical Performance Management System Engineering Design
# Observing and questioning SMEs/PM groups on "right design" for programs/projects
# Total Contract Management
# Obtaining lead in contract management for a major post-award effort
# Preparing Request for Proposals (RFP)
# Chairing a Source Evaluation Board (SEB)
# Award fee process
# Contract negotiation
# Functioning as a COTR
# Participating in a Source Evaluation Board (SEB) CLIPISS
# Participating/contributing to an NASA Research Announcement (NRA)
# Total System Trade-Off and Design
# Managing design/fabrication processes for engineering products, including the development of aerospace subsystem and management of in-house design/fabrication effort
# ILS Planning and Implementation
# Developing, implementing and managing an ILS plan
# Customer Interface and Management
# Mission INEG panel
# Customer working management
# Ground Operations Panel and Safety Review Panel
# Preliminary engineering report

GS-15+ Director, Deputy Director, Associate Director for, Program Manager, Project Manager
Skills/Knowledge Matrix
Core Competencies Demonstrates knowledge of/skills in Executes, produces, or participates in:
Major Level 4 (GS-15+) Requirement: Demonstrates capability to manage development of a complex system, consisting of a minimum of 2-3 subsystems, requiring hardware and software development and integration, both at the system and subsystem level. This should also include the capability to manage several teams consisting of both government and contractor team members and possibly international, including typical contractual vehicles, program reviews, and program documentation.

Equivalent to PMDP Level 4
GS- 15+
General Competencies
Organizational
# Effectiveness NASA Political Environment
# Performing in Headquarters, inter-installation, inter-Agency, cross-code, special team assignments
# Assisting/developing congressional testimony
# NASA Strategic Planning
# Performing a role in the strategic planning process
# Implementing the strategic plan, outlining methods to raise awareness, obtaining funding, creating stakeholders, focusing on success
Project Life-Cycle
Development
# and Control NASA Program Management Advocacy
# Formulating/defending a program/project in a presentation
# Working with congressional staff on PM issues
# Progressing through a "fire drill" change in budget/scope
# Budget Creation/Management
# Analyzing budget cycle for major program
# Advocating/presenting budget to T/Q
# Preparing trade-off analysis on cost vs. scope for major program/project
# Project Control/Oversight
# Outlining advanced techniques to control and oversee a program/project
# Mission Success
# Tracking system-level requirements to performance/resources
# Contributing to an IRR
# Contributing to an IAR
# Applying risk management plan
# Total Project Accountability
# Obtaining responsibility for an entire project
# Project Scheduling and Flow
# Managing the margins of cost and schedule for a program/project
# Determining the appropriate level of schedule detail for each level of performance of a program/project
# Project Implementation and HQ Interface
# Describing all internal Installation organizations requiring interfaces with program/project and considerations/protocol (for example, R and QA, Engineering, Budget, Operations)
# Describing all external organizations requiring PM interface and considerations/protocol (for example, HQs, universities, industry, foreign government, quasi-government, and local government)
# Project Formulation
# Obtaining lead assignment for project formulation
Contract/
# Acquisition Administration Determine Award Fee
# Obtaining lead for negotiating award fee plan and setting up the evaluation process
# Management of Entire Acquisition Process
# Defining a major change in your program/project, and outlining how the change will be implemented
# Defining how the evaluation process will be defined and implemented for your program/project
# Big Source Evaluation Board
# Performing in a lead capacity in negotiating a program/project change
< Individual and
Team Effectiveness/
# Development Conflict Management
# Describing advanced techniques in conflict management in the larger arena of inter-Center and international organizations
# Communications and Team Management
# Developing extraorganizational and intra- and interagency management communications skills and personnel/organizational management skills
# Creative Problem-Solving
# Outlining methods for problem-solving/troubleshooting; giving examples of application in a program/project setting
# Decision-Making
# Chairing a Contract Change Board
# Describing methodology for individual/team decision-making; list success criteria
# Human Resources Management/ Organizational Development
# Describing employee training courses/development programs
# Describing implementation policies/procedures for selection, rewarding, participating empowerment, and conflict resolution
# Describing implementation policies/procedures for recruiting, developing, coaching, and employee evaluation
# Outlining methods for delegating responsibility/authority
# Showing plans for: contingency, project, strategic, resource and meeting, and describing each plan's criteria for success
# Describing methodology for negotiation/compromise on requirements, resources, roles, and plans
# Evaluating a training program as applied to your team
# Developing comprehensive HR plan and discussing performance criteria
# Being designated as a mentor for your personnel
# Recruiting activities
# Writing a job definition and a position description
# Generating and publishing an organizational charter
# Mediating union grievances and discrimination complaints
# Maintaining positive organizational morale and implementing an effective awards system
# Completing checklist for employees to determine whether documentation supporting GPG 3410.2C is in order to ensure compliance with ISO 9000
# Completing leadership and management development training
Effective Agency,
Business, and
International
# Relations Working Across Agency, Center, International Lines
# Describing lessons learned in working across organizational boundaries, and how any obstacles were overcome
# Working With Other Cultures
# Describing lessons learned in working across international/cultural boundaries, and how any obstacles were overcome
# Public Relations Strategies
# Describing lessons learned in handling the press and what strategies were most effective
# Community Relations and Involvement
# Community and social events
Hazard
Management
# and Safety Safety Issues, Procedures, and Programs
# Outlining issues in environmental safety to include nuclear issues
# A launch assignment
# Assisting in development of an environmental impact study
# Performing in Flight Safety reviews in issues of human safety and manned flight
# Performing in issues involved worker safety, and outline requirements and resources in this area
# Risk Management Plan Risk Management Plan
# Developing risk management plan for a large project or program, addressing lessons learned from mission failures, accident/incident investigations, and post-program/project analyses
# Risk Management Processes/Strategies
# Discussing characteristics of the NASA business approach that impact on risk management activities, to include Full Cost, Performance-Based Contracting, Best Value, ISO 9001, Single Process Initiative, leveraging technology, outsourcing, and commercial off-the-shelf
# Mission Assurance Program Safety and Reliability
# Developing a plan that addresses the key mission assurance elements contributing to mission success in a performance-based business environment
# Mentoring and consulting with project managers in the implementation of life-cycle mission assurance elements
GS-15+
Technical Competencies
# Technical performance Technical State-of-the-Art Concepts and Techniques
# Chairing change boards
# Developing presentations/papers on engineering/science
# Performing in systems engineering activities
# Outlining methods to "think outside of the box," open-mindedness, embracing change, advanced PM personal development
# Reading references on international technology
# Obtaining proficiency in second language
# Performing in technology transfer and government/industry partnership activities
# Technical Performance Management NPD 7120.4/NPG 7120.5A
# Discussing criteria that ensure conformance to NPD 7120.4
# Program/System Requirements
# Outlining program/system requirements for your program/project; discussing administrative controls to ensure requirements are addressed
# Program Integration
# Contributing to mission working groups and outlining lessons learned
# Performing in ICDs and IRDs
# Outlining inter-site deliverables for a current program/project
# Outlining flight rules for a current program/project
# Outlining program integration procedures in place for a current program/project
# Program Office Interface
# Performing in selected interagency assignments
For PMDP Participants:
# Level 1 PMDP Discussion
# Discussing lessons learned and observations from Level 1 work/ developmental activities with supervisor and/or mentor
# Level 2 Discussing lessons learned and observations from Level 2 work and developmental activities with your mentor (schedule on a regular basis as you progress through PM assignments)
# Level 3 Recording lessons learned and observations from the PMDP work/developmental activities and training programs
# Obtaining designation as a mentor for Levels 1 and 2 PMDP candidates and providing guidance and advice as outlined in the IDP Advisor and other PPMI documents
# Level 4 Recording lessons learned and observations from the PMDP work/developmental activities and training programs
# Obtaining designation as a mentor for Levels 1, 2, and 3 PMDP candidates, and providing guidance and advice as outlined in the IDP Advisor and other PPMI documents
# Mentoring a team and contributing to the team development plan