The Soldier Talent Profile (STP) is an automated, authenticated record of your education, training, and acquisition assignment history. Many of the fields in the STP are populated automatically when you are assigned to your acquisition position. It is your official acquisition record, and it is your responsibility to update and maintain it accurately. The STP can be accessed from the IPPS-A website (https://hr.ippsa.army.mil/) under the My Soldier Talent Profile link in the top left of the page. The Career Acquisition Personnel and Position Management Information System (CAPPMIS) is a platform of an integrated set of tools to help serve and manage your acquisition career. It provides access to the Individual Development Plan (IDP) and the Army Training Requirements and Resources System (ATRRS) Internet Training Application System (AITAS). The STP, IDP, and AITAS are all important resources to you as an acquisition workforce member.

The Defense Acquisition Workforce Improvement Act (DAWIA) requires that employees meet the acquisition certification requirements (education, training and experience) associated with the acquisition position they encumber. Once you are placed into your acquisition position, you have a specified grace period to earn your certification, which is associated with your position and rank. Certification levels are generally based on the grade (or rank) of the position as follows for each Area of Concentration (AOC). Certification levels are assigned to each acquisition position based on AOC. Your first priority is to become certified in the AOC and level required by your current acquisition position.

AOC A (Program Manager): Program Manager Practitioner certification is required for all captain, major, and lieutenant colonel positions, and Program Manager Advanced certification is required for all colonel positions.

AOC C (Contracting): Contracting Professional certification is required for all ranks and positions.

Army Acquisition Workforce members are required to maintain a five-year IDP. Based on the assignment to your initial acquisition position, your IDP is automatically populated with the courses required for your DAWIA certification. Beyond the certification requirements, preparation of the IDP is a joint venture between you and your supervisor. The IDP permits you and your supervisor to identify and track acquisition career objectives in the areas of education, training and experiential opportunities. Objectives should reflect overall broad career goals and specific developmental activities intended to accomplish them. The developmental objectives should be attainable in a reasonable time frame and do not have to be purely acquisition related. They can include items such as functional training, leadership, education, professional activities, and assignment experience that can lead toward the overall achievement of broad career goals. The IDP should be reviewed in conjunction with the normal appraisal cycles (initial review, mid-point review, and final rating period). The IDP can be accessed from CAPPMIS. Select CAPPMIS on the navigation bar, and then select the IDP tab. Note for Total Employee Development (TED) users: Employee course requests, IDP goals and IDP objectives are entered first into TED. TED IDP entries will then flow immediately into CAPPMIS.

Once you have annotated all of your acquisition career goals and have entered any education, training or experience that is required to achieve certification, you may submit your IDP to your supervisor for approval. This approval process is done electronically; therefore, you must ensure your current supervisor’s name and correct email address are listed in your IDP. If your current supervisor is not listed in your IDP, please advise your supervisor to log on to the IDP site and add you to his/her employee listing (Supervisor: log in at CAPPMIS, select CAPPMIS on the navigation bar, then select the IDP tab, click on “Supervisor” and then on the “Add Employee(s)” button). Your supervisor will receive a system-generated email notification when you submit your IDP for review and approval. Once your supervisor has approved or denied your request, you will receive email notification. Note for TED users: TED class request, supervisor approvals and other IDP changes will post to the CAPPMIS IDP.

Officers should complete a majority of their certification training requirements for Contracting Professional Certification or Program Management Practitioner Certification at the Army Acquisition School (TAAS) during their Army Acquisition Transition Course or at Naval Postgraduate School. Officers may apply for online DAU courses on the DAU Virtual Campus, or they may apply for Instructor-Led Training and Virtual Instructor-Led Training DAU courses  on the Army Internet Training Application System (AITAS) site for courses required for certification and certification exam, Pre-Command Course, or professional develop. AITAS works in conjunction with the IDP and allows Army Acquisition Workforce members to submit their training applications electronically for both classroom and virtual instructor-led training. It is important to remember that the IDP is for planning purposes only; it is not the vehicle to register for DAU training. However, having approved DAU classes on the IDP is a best practice. Officers who are applying for Program Management Advanced courses and exam will need to utilize DAU Virtual Campus and AITAS for these courses based on the type of course they are applying for as previously mentioned. Note to TED users: Notify your TED administrator when you have completed a DAU class, so that TED records can be updated.

DAWIA certification is not automatically granted. After completion of the appropriate training, education and experience required by your acquisition position, you must apply for certification through the automated Certification Management System (CMS). The CMS can be accessed from CAPPMIS. Select CAPPMIS on the navigation bar, and then select the CMS tab. Please note: When military AAW professionals apply for certification, you are required to upload your IPPS-A document of record so that the certifying officials can validate experience. After the certifying official reviews your application, you will be notified by email of the approval or denial decision. If your application is denied, a justification will be provided with further instructions, if applicable. Becoming certified in your position is mandatory.

CAPs are a subset of Army Acquisition Workforce positions. The Army Acquisition Executive designates CAPs based on the criticality of the position to the acquisition program, effort, or function supported. All military acquisition positions in the grade of lieutenant colonel and higher are designated as CAPs. Except for Key Leadership Positions (KLPs), officers must attain the highest level of certification in the applicable functional area, except for Program Management, which requires Practitioner or higher level certification within the grace period prescribed in the DoDI 5000.66 In addition, CAPs are assigned the position code (POSCO) of “Z.” The “Z” position code indicates that the position can be filled by acquisition officers with either a predominantly Program Management (AOC A) or Contracting (AOC C) background at the grade of lieutenant colonel and above. The statutory tenure for all CAPs is three years; however, Project Managers of ACAT 1 programs will have a four-year statutory tenure.

The CSL process identifies the CAPs that require centrally selected leaders to meet the leadership and functional/technical competencies required for mission success. This process selects the best-qualified leaders, with the right skill and experiences, to lead Army professionals, prepare for the full spectrum of military operations, and manage the Army’s resources. All Army acquisition CSL positions are designated as Command/Key Billets and include project manager, product manager, contracting brigade commander, contracting battalion commander, and acquisition director (both at the colonel and lieutenant colonel level).

 In furtherance of the Secretary of the Army’s prioritization of talent management, the Army Acquisition Executive (AAE) has implemented an additional step to the Army acquisition CSL Command/Key Billet process – ALAP. It combines the Army’s CSL board system with a new assessment and screening process to ensure the Army makes the most informed choices for Acquisition Commands and Key Billets. The purpose of the ALAP is to expand the Army’s understanding of each candidate’s talents and assess their readiness for acquisition Commands/Key Billets. Information about ALAP can be found at https://asc.army.mil/web/csl-alap/, as well as additional resources available at https://talent.army.mil/cap/.

All officer positions are developmental. Developmental positions expose an acquisition officer to a full spectrum of experiences either outside of or inside their primary AOC, which allows the officer to develop and enhance acquisition skills and become technically proficient throughout their acquisition career. There are two categories of positions, operational and broadening. Most assignments for the active component, USAR, and ARNG FA 51 officers will be between 24–48 months. OCONUS assignments may require shorter tour lengths. The goal is to expose officers to multiple acquisition experiences to grow agile and adaptive leaders who are prepared to lead highly complex, multifunctional organizations and provide acquisition expertise throughout the full range of military operations. Operational positions provide an officer the opportunity to use, hone, and build on what they learned through the formal education process as well as experience gained through on-the-job training. Operational positions develop the officer’s core competencies and are directly related to the officer’s acquisition career field. Operational positions normally exist at the tactical and operational levels.

(1) Foundational positions are non-key developmental assignments in the Army Contracting Command (ACC) that are unique to the contracting AOC and build a solid foundation of contracting knowledge. Officers assigned to foundational positions will be assigned increasingly complex tasks exposing them to acquisition procedures, mission analysis, and tactical and operational planning. Officers will normally serve 18-24 months in their foundational assignment. If, while assigned to a foundational position, an officer deploys in support of an overseas contingency operation for at least nine months, and the deployment extends the duration of their foundational assignment to 30-36 months, the officer will receive Key Developmental completion credit. As a result of the Force Design Update Jr. (FDU Jr – see DA PAM 71-32) J changes, there are five categories of 51 C officer positions within ACC: Foundational, Key Developmental, Broadening, Critical Acquisition Position, and Key Billet. 51 C Officer Foundational Positions are:
a. Operations Officer
b. Contracting Support Officer
c. Support Operations Officer (SPO)
d. Contracting/Procurement Officer

(2) A Key Development (KD) position is deemed fundamental to the development of an officer’s primary AOC competencies or deemed critical by the senior Army acquisition leadership to provide experience across the Army’s core acquisition mission. FA 51 Officers should expect to serve in only one KD assignment, with a small percentage serving in two KD assignments. AOC A KD assignments are for 18-24 months, with a small percentage serving beyond 24 months. Assignment to an AOC C KD position requires the successful completion of a foundational assignment. AOC C KD assignments are for 12 months, with a small percentage serving beyond 12 months.

The KD positions are:
a. Assistant Program Manager (APM) (AOC A) (Program Executive Office or Missile Defense Agency)
b. Operations Officer In Charge (OIC) (AOC C) (ACC)
c. Contracting Support OIC (AOC C) (ACC)
d. Executive Officer (AOC C) (ACC)
e. Support Operations OIC (AOC C) (ACC)
f. Detachment Commander (AOC C) (ACC)

(3) Centralized Selection List – Command/Key Billet (CSL-KB) is a duty position at the lieutenant or colonel rank (or civilian equivalent) requiring specific, highly developed skills and experience, that is deemed so critical to a unit’s mission that an individual is selected for assignment by Headquarters Department of the Army (HQDA). Officers selected for CSL- KB must complete all prescribed Pre-Command Courses (PCC) and complete CSL position statutory requirements.

Examples of CSL- Command/KB positions are:

1. Product/Project Manager
2. Contracting Battalion/Brigade Commander
3. c. Acquisition Director

High-Value Position (HVP). Deemed as highly mission critical and require an officer who has completed their O-6 CSL. Examples of HVP positions include but are not limited to:
a. Military Assistant to Under Secretary of Defense (Acquisition & Sustainment)
b. Military Assistant to Under Secretary of the Army
c. ASA(ALT) Chief of Staff
d. Army Contracting Command Chief of Staff
e. Executive Officer to ASA(ALT) Principal Official

Functional Broadening. A position that provides a developmental opportunity directly related to an officer’s primary AOC. Examples include but are not limited to:
a. Test and Evaluation (T&E) Officer
b. Science and Technology Advisor
c. Army Assistant Capabilities Manager/Cross Functional Team (ACM)
d. Acquisition Officer
e. Support Operations Officer (CUOPS / FUOPS)
f. ACC Staff Officer
g. Experimental Test Pilot
h. Worldwide Individual Augmentation (WIAS) Tasking
i. Assistant / Service Portfolio Manager
j. Contracting/Procurement Officer

Institutional Broadening. A position that provides a developmental opportunity that may or may not directly relate to an officer’s AOC but increases the officer’s understanding of how the Army operates as an institution. Examples include but are not limited to:
a. Department of the Army Systems Coordinator (DASC)
b. ASA(ALT) Action Officer
c. HQDA G-Staff Action Officer
d. Office of the Chief Legislative Liaison Officer
e. Office of the Inspector General Investigation Officer

Academia and civilian enterprise. This includes assignment with an industry partner or institution of higher learning where an officer can gain new perspectives, knowledge, skills, and abilities not generally obtained from organic experiences, training, or education. These programs include Advanced Civil Schooling (ACS) and Training with Industry (TWI). ACS provides an opportunity for Army officers to pursue a master’s degree or Ph.D. in business or STEM programs at a top tier school of choice or the Naval Postgraduate School. The TWI program partners with industry leading companies around the country for a one-year immersive opportunity to observe best-in-class business practices. All FA 51 officers may apply for the opportunity to participate in the ACS or TWI programs. Selection is contingent upon the needs of the Army, the officer’s promotion potential, their potential for academic success, and their career timeline. Eligible officers pursuing off-duty undergraduate or graduate civilian education courses may apply for tuition assistance under the provisions of AR 621–5.

Joint or multinational Broadening. An assignment with significant interaction with other Services, OSD, Defense agencies, or partner nation military organizations at the operational and strategic level. Examples include but are not limited to assignments at:
a. OSD or Joint Staff
b. Defense Contract Management Agency
c. Missile Defense Agency
d. Defense Logistics Agency
e. Defense Information Systems Agency
f. National Reconnaissance Office
g. Combatant Commands

An assignment or experience at U.S. Government agencies outside DoD or with partner nation governmental agencies. Examples are assignments at: Office of Defense Cooperation, North Atlantic Treaty Organization and Office of the Program Manager, Saudi Arabian National Guard.

The Joint Qualification System acknowledges both designated joint billets as well as experience-based joint duty assignments in contributing to the development of joint qualified officers. These assignments with the necessary Joint Professional Military Education (JPME) culminate with an officer being identified as a fully Joint Qualified Officer and the receipt of the Army designation of Joint Qualified Officer coded as a 3L SI. Additional information can be found in DODI 1300.19.

Mentorship is a powerful tool that can help build competence, leadership skills, self- awareness, and morale. FA 51 officers are strongly encouraged to pursue mentorship opportunities at all levels. Senior acquisition officers should actively serve as mentors to junior acquisition officers, to offer their perspective on what it takes to succeed in Army acquisition and pass on their knowledge and experience. It will be critical for key leaders to support mentoring efforts publicly. Military leaders must take care to avoid micromanaging mentors and requiring participation in formal mentoring programs. When developing formal mentoring programs, planners should consider vetting mentors and deliberately select those with demonstrated efficacy in other interpersonal relationships.

Some of these key interpersonal skills are:

1. Communication ability,
2. Empathy
3. Listening
4. Emotional intelligence.

En route to their first acquisition assignment, all acquisition officers are required to attend the Army Acquisition Transition Course (AATC). AATC is an eight-week course for AOC A. For AOC C AATC is a nine-week course due to the additional requirement to attend the Army Contracting Writing Lab at the Army Acquisition School (TAAS), located in Huntsville, Alabama. Acquisition officers assigned to an AOC C operational assignment will attend the Army Contract Writing Lab for one additional week. The completion of AATC and the Army Contracting Writing Lab ensures that FA 51 officers have met the training requirements needed for Practitioner level certification in AOC A and Professional level certification in AOC C before they report to their first acquisition assignment. It is preferred that USAR and ARNG officers attend these courses (in lieu of DAU courses) on a space-available basis and in coordination with their career manager. An additional goal for FA 51 officers is to obtain a master’s degree in an acquisition or science, technology, engineering, and mathematics (STEM) related discipline. One of the avenues to obtain a master’s degree is through the Advanced Civil Schooling (ACS) The two paths included in this program are to earn your degree is through Naval Postgraduate Schooling or a school of choice. Upon graduation from AATC, newly trained captains and majors will be assigned to a position designed to develop their functional understanding in either program management or contracting.

FA 51 officers assigned to an AOC A can expect their first assignment to be a Key Developmental (KD) position. FA 51 officers that are also Experimental Test Pilots will complete their KD assignment after their first test pilot assignment. ARNG officers assigned to an AOC A can expect their first assignment to be an Assistant Portfolio Manager or an Assistant Program Manager. The APM assignment will serve as their KD assignment. FA 51 officers assigned to an AOC C can expect their first assignment to be a Foundational Assignment followed by a KD assignment. The memorandum is an update to the Acquisition Professional Workforce on the changes to functional area 51 (51 C) officer positions post FDU Jr implementation. Upon completion of the foundational assignment, FA 51 officers will complete their KD assignments. Upon completion of a KD assignment, FA 51 (A or C) officers will either be assigned to a broadening assignment or a second KD assignment based on the needs of the Army.

To be competitive for promotion to lieutenant colonel, officers should achieve Military Education Level (MEL) 4, which for most officers includes satellite Intermediate Level Education (ILE) and the acquisition Intermediate Qualification Course (IQC) at the TAAS. More information can be found at https://asc.army.mil.  Careful planning and attention to an individual’s qualifications and expertise are essential in facilitating an officer’s growth to a high level of technical proficiency. A KD assignment with multiple broadening opportunities in a single AOC best achieves this goal and facilitates a Practitioner level certification (AOC A) or Professional level certification (AOC C) prior to promotion to lieutenant colonel. In some cases, based on officer desires and/or needs of the Army, an officer may have the opportunity to seek broadening assignments and training in the AOC that is not their primary AOC upon achieving at least a Practitioner level certification (AOC A) or Professional level certification (AOC C).

The career development goal for a lieutenant colonel is to leverage acquired acquisition skills in CSL and other critical acquisition positions. Selection to a CSL position represents the pinnacle of service at the lieutenant colonel level and successful performance in a CSL position serves as an indicator of the potential for promotion to colonel and selection to attend Senior Service College (SSC). Officers who do not serve in a CSL position will continue to serve an essential role in the success of Army acquisition by providing leadership in critical acquisition position billets. All lieutenant colonels should progressively seek challenging CSL and non-CSL positions including product manager, contracting battalion commander, acquisition director, product lead, Joint and HQDA staff positions, and other key positions. FA 51 officers compete for SSC (MEL 1) along with other branches/FAs. SSC is the highest-level military educational program available to prepare officers for the positions of greatest responsibility in the DOD.

The career development goal for a colonel is to serve in a FA 51 CSL Command/Key Billet as project manager, contracting support brigade commander, or acquisition director to develop the knowledge, skills, and abilities to influence acquisition outcomes at the strategic level. Colonels who have completed a CSL assignment will receive a follow-on assignment to senior acquisition leadership positions with significant and strategic importance to the future of the Army and DOD.

Officers at all ranks are required to complete 80 CLPs every two years to maintain their proficiency and professional development. IDP, CLP, and training certification tools can be accessed at https://apps.asc.army.mil/camp.

The Defense Acquisition Credential Program was established to evolve today’s functional and knowledge area framework and to meet the needs of the acquisition workforce. Credentials provide the knowledge and associated skills to perform job-centric, niche, and/or emerging functions in the acquisition environment and serve as a documented indicator of an individual’s knowledge, skills, and abilities to perform an acquisition-related function. The credential program equips the workforce through a set of Defense Acquisition University training courses, learning assets, and assessments. FA 51 officers should consult their organization’s leadership to determine if a credential is required for their acquisition assignment. Credentials and credentialing requirements are published on the Defense Acquisition University website at https://www.dau.edu/training/pages/credentials.aspx.