with the proper tools. Te USAASC Army DACM Office has tools in place to help military and civilian leaders develop the acquisition workforce. But these tools must be integrated into a cohesive plan with strategic messaging among supervi- sors and acquisition personnel. We are working to ensure this synergy as part of our TM concept.
As the Army DACM Office, we offer educational, training and leadership development programs for
acquisition
professionals at every career level, from those at the initial entry point to the up-and-coming, fast-moving develop- ment journeymen to strategic leaders to Senior Executive Service members. Tese programs include internships, the Competitive Development Group/Army Acquisition Fellowship, the Acquisition Leadership Challenge Program (Levels B, I and II), Defense Acquisition Uni- versity Senior Service College Fellowship (SSCF) and the Executive Leadership Program. Te idea is that these pro- grams will enhance the individual’s acquisition career progression and simul- taneously bring a bountiful return on the “people” investment for the future of Army acquisition.
Another aspect of TM is targeting pro- grams and resources toward specific acquisition capability sets and gaps. Our Human Capital Strategic Plan for Army Acquisition identifies critical skill sets; our attrition analysis helps us target pop- ulation sets to ensure proper recruitment and retention planning—so, for example, if we have trouble providing contracting or science, technology, engineering and math capabilities, we target some pro- grams specifically to those areas.
With the creation of the Section 852 Defense Acquisition Workforce Devel- opment Fund in the National Defense
PEOPLE FIRST
TM covers all facets of ensuring that Army acquisition selects the right people, at the right time and in the right positions, and in particular includes training and developing civilians for acquisition leadership positions that will be critical to the Army of the future. (SOURCE: Liubomyr Feschyn/ iStock/Thinkstock)
Authorization Act for Fiscal Year 2008, we have another great tool with which we can create pilot opportunities to test education, training and leadership development programs to determine their long-term viability. Our ultimate goal is to gear our acquisition education, training and leadership development programs and our precious resources to the most critical needs and ensure that the personnel who show outstanding performance, leadership potential and a promising future are poised for success.
PILOT PROGRAM One of our ongoing challenges is get- ting our best and brightest civilians to compete for our Centralized Selection List (CSL) project and product manager
senior positions. With this challenge in mind, the USAASC Army DACM Office is launching a project/product director (PD) pilot program to capital- ize on managing the great talent of our program management (PM) population. Te purpose is to ensure that they gain core competencies in cost, schedule and performance as well as leadership skills to prepare them for future higher-level CSL PM positions.
We have to find creative ways to incen- tivize and capitalize on the talent of this high-performing PM population. With our workforce at only 5 percent mili- tary, the civilian talent pool offers the greatest resource for new product and project managers, which means we need
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CAREER CORNER / USAASC PERSPECTIVE
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