life cycle logistics competency development and management process task closeout log fipt...
DESCRIPTION
3 Review of Our Activities Phase I: Expert Panel Process –Held 5-6 meetings to hammer out the framework –Communicated to and identified SMEs Phase II: Model Development - SME Workshops –Held satellite sessions and in-person facilitated sessions –This number is more than sufficient for the current analysis Phase III: Pilot Test – Facilitated Review –Held a facilitated review of the final model using functional experts from DAU and CNATRANSCRIPT
Life Cycle Logistics Competency Development and
Management Process Task Closeout
LOG FIPT PresentationMay 9, 2008LOG FIPT
AT&L HCSP Competency Initiative … Enabling a High-Performing, Agile Workforce
2
Framework Development
Phase I - Convene an expert panel (EP)
Actions:• Develop a competency
framework & input model• EP identifies Subject Matter
Experts (SMEs)• EP communicates
competency effort to the SMEs
• Develop communications package
Goal: • Establish baseline of
existing competency model.• Communicate effortProducts: • FA provides list of targeted
high-performing SMEs• Obtains expert panel
concurrence on baseline competency framework
• Obtain approval from Dir, HCI and FA on competency model input
Phase IV – Validate and Assess
Actions: • Launch competency
assessment tool• Analyze results to evaluate
model validity and generalizability to the workforce
Goal: • Identify competencies
required for superior performance
• Evaluate proficiency gaps for validated competencies
• Plan for continual updates and use of competency model
Products: • Deliver proven (validated)
competency model in HR XML format
• Provide competency validation and assessment and obtain Dir, HCI and FA approval
AT&L Competency Management ProcessSuccessful Completion!
Model Testing & RefinementModel Development
Phase III – Perform a beta test & refine model
Actions: • Collect and synthesize
feedback from proposed model report
• Pre-assessment communications to workforce
• Identify stratified workforce sample
Goal: • Further refine model to
include input from functional leads
• Obtain FA and Dir, HCI approval for validation assessment
Products: • Obtain concurrence from
FIPT on competency model
• Obtain approval from Dir, HCI and FA on competency model
Phase II – Develop the model
Actions:• SMEs review the
competency framework and provide essential job data through structured interviews and online data collection tools.
• SMEs engaged to identify key “work” situations and competencies contributing to successful performance
• Analyze results and develop competency model content
Goal: • Model development and
identification of key behaviors
Products: • Deliver Proposed Model
Report to Dir, HCI and FA for review
Collect Existing
Competency Data
Competency Validation, Assessment, and Sustainment
May 06 – July 06 Sep - 06 - Jun 07 Nov 07 - Present Jan 22 08 - Apr 08
3
Review of Our Activities
• Phase I: Expert Panel Process– Held 5-6 meetings to hammer out the framework– Communicated to and identified SMEs
• Phase II: Model Development - SME Workshops– Held satellite sessions and in-person facilitated sessions– This number is more than sufficient for the current analysis
• Phase III: Pilot Test – Facilitated Review– Held a facilitated review of the final model using functional experts from
DAU and CNA
4
Phase IV Participation
• Exceeded our aim of 1092 employees
• Adequate Participation Achieved: Of the 5635 LCL professionals randomly identified, 1295 completed the assessment for a total response rate of 22.9%.– This number is more than sufficient for the current analysis
• Focus is on Validation of the model – Ensuring competencies are related to the “job” of a Life Cycle Logistics
professional– Not enough supervisor participation did not allow for workforce
proficiency gap assessment• Appropriate to focus on validation for this level of development of our
competency model• There are many options for building off the current work to look into workforce
assessment and workforce planning aspects
5
Phase IV: Participation In Detail
Component Frequency Percent
Army 466 36.0
Navy (including USMC) 485 37.5
Air Force 302 23.3
4th Estate (DCMA, DLA, Other) 42 3.2
Total 1295 100.0
Career Level Frequency Percent
Entry Level 18 1.4
Journey Level 1084 83.7
Senior Level 193 14.9
Total 1295 100.0
Military/Civilian Status Frequency Percent
Civilian 1241 95.8
Military 54 4.2
Total 1295 100.0
Primary Role Frequency Percent
System Sustainment 688 53.1
Acquisition Logistics 607 46.9
Total 1295 100.0
Years LCL Frequency Percent
1 to 5 Years LCL Experience 289 22.3
6 to 10 Years LCL Experience 304 23.5
11 to 15 Years LCL Experience 141 10.9
16 to 20 Years LCL Experience 90 6.9
21+ Years LCL Experience 438 33.8
Missing 33 2.5
Total 1295 100.0
Average 14.1 years
6
Phase IV: Participation In DetailComparison to FY2004
Workforce Numbers
Military/Civilian Status FY2004 Number Percent
Civilian 10115 91.0Military 1006 9.0 11121 100.0
Component Frequency Percent
Army 466 36.0
Navy (including USMC) 485 37.5
Air Force 302 23.3
4th Estate (DCMA, DLA, Other) 42 3.2
Total 1295 100.0
Military/Civilian Status Frequency Percent
Civilian 1241 95.8
Military 54 4.2
Total 1295 100.0
Component FY2004 Number PercentArmy 4936 44.4Navy 4156 37.4Air Force 1953 17.64th Estate 76 0.7 11121 100.1
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Technical Competency Assessment
What Did We Ask The Participants?Frequency, Criticality, and Proficiency
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Competency Results – ValidationFrequency and Criticality
Competency Element In Assessment
Utilizing Simulation and Modeling Techniques
Use modeling and simulation to estimate cost and/or performance parameters. (E2)
Earned Value Management
Provide supportability data to ensure inclusion in EVM tracking where appropriate. (E6)
What competencies were rated highest across all ratings?
• Integrated Product and Process Development (IPPD)• Maintaining and Managing Customer Relationships
What competencies were rated lowest across all ratings?• Utilizing Simulation and Modeling• Earned Value Management
Competency Element In Assessment
Integrated Product and Processes Development (IPPD)
Contribute to an IPT to ensure logistics considerations are represented in the program. (E12)
Maintaining and Managing Customer Relationships
Communicate with the customer to verify that logistics requirements are stated accurately in the system design. (E14)
Use customer feedback tools or methods to refine, maintain, and/or share logistics information. (E15)
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Exploratory Factor Analysis
Test and Evaluation
Technical Data Management
Configuration Management
Supportability Analyses and Design Tradeoffs
Maintenance Planning
IT process Management
Human System Integration
Incorporating Environmental Safety and Occupational Health
Obsolescence and DMSMS Planning
PBL Planning
PBL Implementation and Execution
Supply Chain Management
Minimizing Life Cycle Costs
Managing and Developing Performance Based Agreements PBAs Risk Management
Contracting for Supplies and Services
Integrated Product and Process Development IPPD
Design for Support Supportability
Joint Operational Interface
Maintaining and Managing Customer Relationships
Alternative Sourcing
Business Case Analysis
Earned Value Management
Utilizing Simulation and Modeling
Unit 2: Performance-Based Logistics Planningand Management
Unit 3: Collaborate with Customers and IPT Members
to Enhance Supportablity
Unit 1: Utilizing Test Data for Best Design, Configuration,
and Processes
Unit 4: Cost Evaluation
for Sustainment of Systems
• Unit 1: Utilizing Test Data for Best Design, Configuration, and Processes
• Unit 2: Performance-Based Logistics Planning and Management
• Unit 3: Collaborate with Customers and IPT members to Enhance Supportability
• Unit 4: Cost Evaluation for Sustainment of Systems
10
Competency Results – By Unit Level
What Unit Was Rated Highest Across All Ratings?
• Unit 3 Collaborate with Customers and IPT members to Enhance Supportability is the highest rated across frequency, criticality, and proficiency
• The next highest was Unit 2: Performance-Based Logistics Planning and Management across all ratings
Which Units Were Rated Lowest?
• The Lowest Rated Units then vary between Unit 1 and Unit 4 in Frequency, Criticality, and Proficiency
• Unit 4: Cost Evaluation for Sustainment of Systems• Unit 1: Utilizing Test Data for Best Design, Configuration, and Processes
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Competency Results – Professional Competencies
Professional Competency Proficiency Frequency
Criticality
Interpersonal Skills 4.2 4.5 4.4Customer Service 4.2 4.4 4.4Written Communication 4.1 4.3 4.3Flexibility 4.0 4.1 4.1Accountability 3.9 4.1 4.2Team Building 3.9 4.1 4.2Oral Communication 3.9 4.0 4.0Influencing/Negotiating 3.7 3.9 3.9Problem Solving 3.7 3.8 3.9Creativity and Innovation 3.6 3.6 3.7
Note
Top 3
Note: Problem Solving and Creativity and Innovation were identified in the Phase II study as top professional competencies in Phase II. In fact, Problem solving was the top rated in the development Phase II results, but was lowly rated in the current ratings.
12
Feedback Received – Additional Results Reported
1.Were there differences between Primary Roles?
• (System Sustainment Vs. Acquisition Logistics Staff)
2. What about competencies with differences in Ratings?
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Feedback Received – Additional Results Reported
We Found Some Significant Differences in Primary Roles:Systems Sustainment Staff
Vs. Acquisition Logistics Staff
Acquisition Logistics staff had higher ratings across frequency, criticality and proficiency on all units, and a majority of the competencies.
This has implications on training resources and development needs depending upon a learner’s role on the job
Were there differences between Primary Roles?
100.01295Total
46.9607Acquisition Logistics
53.1688System Sustainment
PercentFrequencyPrimary Role
100.01295Total
46.9607Acquisition Logistics
53.1688System Sustainment
PercentFrequencyPrimary Role
14
Feedback Received – Additional Results Reported
We found 2 competencies with relatively high frequency and criticality and low ratings in
proficiency:
Joint Operational Interface and Maintenance Planning Competency ElementsJoint/OperationalLogistics Interface
Consider Joint support opportunities/requirements in thesupportability strategy. (E13)
MaintenancePlanning
Ensure maintenance planning is incorporated in the acquisition strategy for the system (i.e., when, where, and how). (E32)
What about competencies with differences in ratings?
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What’s NextPart of the Answer:
Competency to Course MatrixLCL LCL LCL OSD
LogisticsOSD Logistics
Competency Joint Operational Interface
Maintenance Planning
Problem Solving
(Additional Competency from Other Efforts)
(Additional Competency from Other Efforts)Site Course
DAU LOG201 X X X
DAU ACQ201A X
DAU CLL 006 Depot Maintenance Planning
X
AFIT Additional Course
X X X
16
What’s Next? Part of the Answer: Design Other Interventions
Beyond Education
Measure Proficiency at Time 1
Measure Proficiency at Time 3
Measure Proficiency at Time 2
Design a w
orkforce interventionIN
TER
VE
NTIO
N
Design a w
orkforce interventionIN
TER
VE
NTIO
N Using the proficiency standards give you information to begin your analysis.
17
What’s Next? Part of the Answer: Design Other Interventions
Beyond Education Adjust human capital strategies and organizational level decision making in such areas as:
• Education, training and development modification based on learner characteristics• Targeted recruitment and retention to shore up strengths or heal weaknesses in workforce or at the command level• Conduct strategic human capital planning • Workforce/manpower allocations and other resource allocations
Conduct additional workforce analysis to:• Identify strengths and weakness at both a community and location level• Determine mission area or other workforce groupings that may have specific challenge areas • Understand occupation job series allocations • Enhance learning assets through knowledge management
Continue to Adjust Competency Models Each career field will continue to refine the competency model as necessary to:
• Incorporate lessons-learned from the assessment process • Integrate assessment results and input from subject matter experts to specialty areas
Component integration of competency management to:• Establish a continuous process to define and maintain the required competencies • Evaluate organizational skill requirements
18
Workforce Planning Applications:What’s the Supply and Demand?
We have helped to create competencies which can be used to help look at the supply in the workforce :
• Gap analysis at the local or community level• Identify strengths and weakness at command or location level• Identify who is doing the work and their various locations/projects/missions
And these studies can be combined with• Additional study could look at the demand signal and look at who is doing what, and, what drives additional work.
SUPPLY DEMAND
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Logistics Competency Management Workforce Validation
Questions?
20
Competency Results – Differences by Component
• There are no differences in Proficiency between the major Service Components
• Army is different in Frequency & Criticality• Army (mean 2.4) does significantly less Unit 1,2, & 3 activities than
Air Force or Navy• Army participants see Unit 1, 2, & 3 as significantly less critical
than Air Force or Navy• The job of an Army Life Cycle Logistician may be significantly different than that of a practitioner in Air Force or Navy.
• We know there are more Army LCLoggies than others•They may have a more wide variety of duties, beyond our competency model
21
Framework Development
Phase I - Convene an expert panel (EP)
Actions:• Develop a competency
framework & input model• EP identifies Subject Matter
Experts (SMEs)• EP communicates
competency effort to the SMEs
• Develop communications package
Goal: • Establish baseline of
existing competency model.• Communicate effortProducts: • FA provides list of targeted
high-performing SMEs• Obtains expert panel
concurrence on baseline competency framework
• Obtain approval from Dir, HCI and FA on competency model input
Phase IV – Validate and Assess
Actions: • Launch competency
assessment tool• Analyze results to evaluate
model validity and generalizability to the workforce
Goal: • Identify competencies
required for superior performance
• Evaluate proficiency gaps for validated competencies
• Plan for continual updates and use of competency model
Products: • Deliver proven (validated)
competency model in HR XML format
• Provide competency validation and assessment and obtain Dir, HCI and FA approval
AT&L Competency Management Process
Model Testing & RefinementModel Development
V 1.0 V 1.0 CompetencyCompetency
Model Model
Proposed Proposed Competency Model Report Competency Model Report
Approved InitialApproved InitialCompetency Model V 0.5Competency Model V 0.5
Phase III – Perform a beta test & refine model
Actions: • Collect and synthesize
feedback from proposed model report
• Pre-assessment communications to workforce
• Identify stratified workforce sample
Goal: • Further refine model to
include input from functional leads
• Obtain FA and Dir, HCI approval for validation assessment
Products: • Obtain concurrence from
FIPT on competency model
• Obtain approval from Dir, HCI and FA on competency model
Phase II – Develop the model
Actions:• SMEs review the
competency framework and provide essential job data through structured interviews and online data collection tools.
• SMEs engaged to identify key “work” situations and competencies contributing to successful performance
• Analyze results and develop competency model content
Goal: • Model development and
identification of key behaviors
Products: • Deliver Proposed Model
Report to Dir, HCI and FA for review
Collect Existing
Competency Data
Competency Competency Validation Validation
& Assessment& AssessmentReport Report
Approved InputApproved InputCompetency Model Competency Model
Competency Validation, Assessment, and Sustainment
May 06 – July 06 Sep - 06 - Jun 07 Nov 07 - Present Jan 22 08 - Apr 08
22
Logistics Competency Management Workforce Validation
What has been done?• LCL experts met with CNA to refine competency elements
• Website has been tested and feedback has been collected
• A random sample from each component has been selected and will be e-mailed by CNA with login information
• Launch details have been finalized• Changes are being implemented and a final round of testing will
close Jan-14• E-mail to be sent co-signed from Mr. Hall and Mr. Anderson to
be sent Jan-14
23
Analysis
Business Rules for Inclusion/Exclusion in Sample– Extreme proficiency rating differences between supervisor and
employee will be discarded – If employee-supervisor pair incomplete, only importance and
frequency ratings will be factored into final results
Assumptions/Approach for Reporting Results– Gap scores are combined to make a composite score – Composite score of employee and supervisor data will be
compared to a standard– Gaps will be reported based on the magnitude of difference to
the proficiency standard to identify most to least critical
Component Army Navy Air Force4th
Estate TotalNumber Selected
Randomly
722 702 634 126 2184