relationships with ACMs that they can leverage to get precise answers to more complex inquiries.
ACMAs—ombudsmanlike individuals
who are in a unit’s chain of command— provide a similar service, but at a higher level. Tese senior-level representatives take a more strategic look across their communities and provide feedback to USAASC, as well as offering advice and counsel to the Army acquisition senior leadership in their organizations. In turn, USAASC keeps ACMAs informed with quarterly engagements on the latest acquisition workforce policies, procedures,
new career development
opportunities and initiatives from the undersecretary of defense for acquisition, technology and logistics.
Tis regular, coordinated interaction
between the USAASC Army DACM Office and the ACMAs allows the latter to target their efforts to the senior lead- ers within their organizations as well as to encourage their acquisition professionals to take advantage of acquisition career- related information and opportunities. ACMAs comprise a network of senior acquisition professionals who care about the professional health of the Army acqui- sition community and volunteer their time and talents to strengthen it. OAPs and ACMAs are essential to the many organizations that have acquisition pro- fessionals in their workforce. Tey both help the USAASC Army DACM Office attend to Army Acquisition Workforce matters, and contribute to the greater Defense Acquisition Workforce.
KEEPING IN TOUCH Tere is no such thing as overcommu- nicating. USAASC keeps in touch with the acquisition workforce through many channels—email
blasts, Army AL&T magazine, Access AL&T and the DACM FAR-REACHING WORKFORCE
The widely dispersed nature of the Army Acquisition Workforce requires a supporting structure of acquisition career specialists, including OAPs and ACMAs. According to CAPPMIS data as of Oct. 31, 2014, two-thirds of the Army Acquisition Workforce is at the U.S. Army Materiel Command, with USAASC and the U.S. Army Corps of Engineers accounting for an additional 22 percent. (SOURCE: USAASC)
FIGURE 1 OTHER 4%
USACE ATEC 5%
USAASC (HQ & PEOs)
13% 9%
MEDCOM 2%
SMDC 1%
AMC 66%
KEY
AMC – U.S. Army Materiel Command ATEC – U.S. Army Test and Evaluation Command MEDCOM – U.S. Army Medical Command PEOs – Program executive offices
SMDC – U.S. Army Space and Missile Defense Command
USAASC – U.S. Army Acquisition Support Center USACE – U.S. Army Corps of Engineers
Newsletter are just a few. Additionally, the robust Army DACM office website is our repository for everything acquisition career-related, featuring career develop- ment opportunities,
career models for
specific civilian acquisition fields, fre- quently asked questions on acquisition workforce policy and information on Defense Acquisition University classes and continuous learning. Tese multiple means of communication, along with OAPs and ACMAs, support the goal of professional growth in the workforce, attacking it from multiple angles.
Tere is no doubt that OAPs and ACMAs provide a great service to the acquisition
workforce on career management—but you are your own best career manager. No one knows your goals and objectives bet- ter than you do. Tough there are people who can give you advice and counsel about experiences, certification or educa- tion that can help you do your job better, at the end of the day, those who are most self-aware and understand the goals they want to achieve in an acquisition career are going to be the best and brightest in their profession. Nourish a desire for ongoing challenges and continuous learn- ing. It is the mark of a true professional who realizes that there’s something to be learned every day.
ASC.ARMY.MIL
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CAREER CORNER / USAASC PERSPECTIVE
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