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Career Paths for Federal Program and Project Management Guide

Introduction

The U.S. Office of Personnel Management (OPM), in support of the Program Management Improvement Accountability Act (PMIAA) and the U.S. Office of Management and Budget’s guidance, Improving the Management of Federal Programs and Projects through Implementing PMIAA , has collected data to create career paths and suggested training curriculum for Federal Program and Project Management professionals. The PMIAA requires OPM to establish a Government-wide career path to develop capable and competent program and project managers.

This Guide also supports the President’s Management Agenda’s Cross-Agency Priority Goal, Strengthening and Empowering the Federal Workforce, which focuses on agencies developing “equitable, transparent, and transferrable career development pathways that promote career growth and agency mission delivery.” Further, this Guide is a valuable tool for agencies’ reskilling and upskilling efforts to gain a better understanding of their program and project management workforce capabilities and determine how to invest in and develop this workforce based on the identification of emerging and mission critical skills.

This Guide was developed to provide guidance to Federal agencies interested in creating or enhancing their own Program and Project Management career paths. The intent is to provide agencies with more direction in strengthening the planning, implementation, and evaluation of existing and future program and project management workforce development programs. The information presented in this Guide captures critical activities for agencies to achieve success in Federal Program and Project Management through recruitment, development, and retention of top talent.

To facilitate common understanding and implementation across agencies, key terms related to P/PM are described in Appendix A of this Guide.

Purpose and Objectives

This Guide will help agencies expand opportunities for program and project managers and ensure they obtain the appropriate experience and training to effectively manage increasingly complex programs and projects.¹This Guide also serves as a roadmap for individuals interested in pursuing a career in Federal Program and Project Management and provides employees and their supervisors with a single-source reference to determine appropriate training opportunities for career advancement. Specifically, the Guide:

Provides a career progression outline for employees to move among and across jobs in Federal Program and Project Management, as well as success factors that enable individuals to maximize performance and career advancement. It identifies the typical and non-typical career paths into Mid/Full Performance-Level (GS 9-11), Expert-Level (GS 12-13), and Senior-Level (GS 14-15) Program and Project Management positions, as well as the success factors that contribute to career development and successful performance. Please note, however, the career paths identified in this Guide by subject matter experts do not constitute an exhaustive list, and employees may identify alternative ways to successfully progress into and through the field of Program and Project Management.

Helps employees and supervisors plan and sequence appropriate career training and development for each general and technical competency.The Federal Program and Project Management Competency Development Framework identifies key work behaviors, training options, and developmental opportunities associated with each competency. Individuals are expected to demonstrate higher proficiency levels in alignment with career progression.

Lists common credentials and certifications completed by Program and Project Managers in the Federal Sector. While a degree or certificate is not required to advance in the Federal Program and Project Management field, many individuals in this occupation possess some type of certification or credentialing. Industry job experts commonly emphasize the importance of both experience and coursework for successful performance as a Program and Project Manager.

Data and Methodology

This Career Path Guide was developed using quantitative and qualitative data collection methods to conduct a comprehensive assessment of the career progression, success factors, critical competencies, key work behaviors, and recommended training and development for effective program and project management. These methods included:

Environmental Scan - OPM completed a review of best practices from Federal agencies and private industry, literature, agencies’ program and project management position descriptions, agencies’ program and project management career paths and competency models.

Subject Matter Expert (SME) Focus Groups– OPM facilitated three full-day focus group sessions with over thirty Federal classifications and program and project management SMEs, representing twenty Federal agencies (see Appendix B: Subject Matter Expert (SME) Workshops - List of Participating Agencies), in November 2018. SMEs reviewed and further refined the job duties and competencies, providing valuable input on the new Program Manager and Project Manager career path effort.

Program and Project Managers Workforce Survey– OPM issued a survey to identify incumbents and positions performing program and project management work in the Federal government. OPM reviewed the data collected from the survey to better understand the nature and scope of program and project management work government-wide, including who is performing the work and where the work is performed within agencies.

Program and Project Manager Job Analysis Survey-OPM issued a survey to the Federal non-supervisory employees identified in the workforce survey to identify program and project management work in the Federal government. OPM used the data collected to validate the program and project management competencies and tasks identified by Federal agency subject matter experts as essential for performing program and project management work Government-wide.

This comprehensive assessment serves as the basis for the Federal Program and Project Management Guide.

Differentiating Job Titles for Program and Project Managers

Program and Project Management work has been found to be appropriately classified to numerous occupational series based on the specific work performed. The titling of program and project management positions is dependent upon the classification of the position. The selection of the occupational series determines the titling of the position.

Determining the occupational series for a position is usually apparent by reviewing its assigned duties and responsibilities and then comparing them to the series definitions and general occupational information in the appropriate position classification flysheet or standard. Generally, the primary work of the position, the highest level of work performed, and the paramount knowledge required to successfully perform the work of the position determines the appropriate occupational series.

Users of position classification standards normally have little trouble making the series decision by comparing the characteristics of the position in question to the occupational series definition and occupational information in the standards. However, if the work of a Program or Project Manager position falls into more than one series, the correct series is sometimes difficult to determine. If it is unclear whether a series predominates, consider the following to determine the correct series:

Paramount occupational knowledge required.Although a Program or Project Manager positions may include several different kinds of work, most positions have a paramount occupational knowledge requirement in addition to the project management knowledge, skills, and abilities/competencies. The paramount occupational knowledge is the most important subject matter knowledge or subject-related experience required to do the work.

Reason for existence.The primary purpose of the Program or Project Manager position, or management’s intent in establishing the Program or Project Manager position, is a positive indicator in determining the appropriate series.

Organizational mission and/or function. Program and Project Manager positions generally align with the mission and function of the organization to which they are assigned. The organization’s function often is mirrored in the organizational title and may influence the choice of appropriate series.

Recruitment source. Supervisors and managers can help by identifying the occupational series that provides the best qualified applicants to do the program or project management work. This aspect correlates with the paramount knowledge required by the program or project management position.

Titling Program and Project Management Positions

Any position may have an organizational title or functional title, but every position must have an official title. 5 U.S.C. 5105 (a)(2) requires OPM to establish the official class titles. This title must be used on all official personnel documentation. However, subsection 5 U.S.C. 5105(c) states that this requirement does not prevent the use of organizational or other titles for internal administration. Agencies may supplement the basic and prescribed titles authorized in standards with the parenthetical title (Project Manager) if necessary for recruitment or other human resources needs. In those instances where OPM has not prescribed an official title for a series, an agency may construct its own official title. According to the Introduction to Position Classification Standards , constructed titles should be “short,” “meaningful,” and “generally descriptive of the work performed.” The title selected by the agency should not be one that has been prescribed by OPM as an official title for positions in another series.

Program and Project Management Definitions

Project management work involves the coordinated application of general and specialized knowledge, skills, expertise, and practices to a temporary endeavor with a defined scope, cost and completion date. A project may be part of a larger program or portfolio. A project serves to develop, modify, or enhance a product, service, or system and is constrained by the relationships among scope, resources, and time. It is important to distinguish a project from a program. Program Management work has been found to correlate with the GS-13 grade level definition found in 5 USC 5104. Positions below this grade threshold would normally be considered developmental in nature and/or not meet the full definition of Program Management. Programs normally provide products and/or services to the public. A program entails the mission, functions, operations, projects, activities, laws, rules, and regulations which an agency is authorized and funded by statute to administer and enforce. In contrast a project has a defined beginning and end, a program is an ongoing operation.

Program Management, 0340 Occupational Title

The basic title for positions in this occupation is Program Manager.

Do not use titles authorized for other occupations to construct titles for this series (e.g., IT Program Manager, 2210).

Positions in which specialized subject matter or functional competence is a necessary qualification requirement are classifiable to whichever specialized or general series is most appropriate. Agencies must follow the specific titling guidelines found in the applicable classification standard.

Project Management Occupational Title

Agencies may supplement the basic and prescribed titles authorized in classification standards with the parenthetical title (Project Manager) if the position meets the definition and criteria for project management work.

Additional information concerning titling Program and Project Management work may be found in the Position Classification Flysheet for the Program Management Series, 0340 and the Interpretive Guidance for Project Management Positions. Guidance for titling IT Program and IT Project Management positions may be found in the Job Family Standard for Administrative Work in Information Technology Group, 2200 and the Interpretive Guidance for IT Program Management Positions .

Understanding the Career Path

A career path is a progression of positions in one or more occupational series. As illustrated on Figure 1: Typical Career Paths for Program and Project Management, each level of the Program and Project Manager career paths is comprised of entry and exit points. The solid lines represent typical career movement, while the dotted lines are representative of non-typical career patterns. The career paths also depict the various lateral movements that occur within each career stage because of the interconnectedness between program and project management. Double-sided arrows signify movement both in and out of a certain level, while single-sided arrows indicate movement in only one direction.

Individuals at all levels commonly transfer into Federal Program and Project Management from the military; however, individuals in Program and Project Management positions rarely leave their positions to serve in the military. Please note the specific GS occupations vary greatly and may depend on the types of program/projects being managed which require job-specific subject matter expertise. OPM’s Program Management Improvement Accountability Act – Program and Project Managers Workforce Survey data indicated over 150 job series in which Federal employees perform Program/Project Management work. The job series included in the following career paths reflect the greatest reported job series from this survey (see Appendix C for a detailed list of the designated title for each series).

Typical Career Paths for Federal Program and Project Management

This graphic shows a high-level overview of how individuals commonly progress through the Federal Program and Project Management career stages. Solid arrows represent the most common career advancement; dotted arrows represent equally viable, but less common advancements. Double sided arrows signify movement both in and out of a certain level, while single-sided arrows indicate movement in only one direction. The career path also depicts the various lateral movements that occur within each career stage because of the interconnectedness between program and project management. The job series that are included in the following career paths reflect the most frequently reported job series from OPM’s P/PM Workforce Survey (see Appendix C for a detailed list of the designated title for each job series). Expand the levels below for more information.

Federal Job Series: 0201, 0301, 0340, 0343, 0801, 0808, 0905, 1101, 1102, 1301, 2210

Job series may be determined by the types of programs or projects being managed (e.g., engineering, IT, acquisitions, etc.) that require specific subject matter knowledge.

At the Mid/Full-Performance Level, it is most common for individuals to enter and exit this career stage from General Schedule occupations specific to the types of projects they manage or functional project management role and private sector organizations. It is also common for individuals to enter this career stage from non-profit organizations, state/local government, colleges/universities, the military, and Federal internship programs. However, it is uncommon for individuals to exit this career stage to these categories.

Common Roles:

Project Manager
Functional Project Management Role
Business Function, General/Business Analyst
Program Manager

It is common for an individual in the Functional Project Management role and the Business Function, General/Business Analyst role to move to Project Manager.

At the Expert-Level, It is most common for individuals to enter and exit this career stage from General Schedule occupations, private sector organizations, state/local government, and non-profit organizations.

Common Roles:

Project Manager
Program Manager
GS-13 may be supervisory

It is common for a Project Manager to move into the Program Manager role; however, it is uncommon for a Program Manager to move into the Project Manager role.

At the Senior-Level, it is most common for individuals to enter and exit this career stage from General Schedule occupations, academia, private sector organizations, state/local government or be a reemployed annuitant. In addition, it is common for individuals to enter this level from non-profit organizations and the military, but uncommon to leave for these categories. Senior-Level individuals also exit Federal Program and Project Management in pursuit of non-Federal program and project management opportunities.

Common Roles:

Senior-Expert Project Manager
Senior-Expert Program Manager
Supervisory Program/Project Manager

It is common for a Senior Expert Project Manager to move into the Senior Expert Program Manager role or the Supervisory Program/Project Manager role. It is uncommon for a Senior Expert Program Manager to move to the Senior Expert Project Manager role. In addition, it is common for individuals to move in or out between the Senior Expert Program Manager and the Supervisory Program/Project Manager roles.

Success Factors

Success factors provide guidance on how individuals may maximize performance and career success as they progress through career stages in Program and Project Management. These success factors represent the advice, or best practices, from subject matter experts who reflected on their experience in the Program and Project Management field and provided a roadmap to maximize performance and career advancement. Note that many of the success factors indicated in this Guide do not tie to any particular specialty area or grade level. After reading through the success factors, individuals should seek clarification from their supervisor on how to best implement these suggestions. The following constitute a list of general success factors and specific factors related to career mobility, expertise, and connectivity:

General Success Factors

Develop understanding of Project Performance Domains and able to apply them in project work.
Develop strong continuous learning skills and regularly assess your skills gaps, reflect on what you have learned, and create new career goals.
Develop effective communication and critical thinking skills.
Build and foster key networks and partnerships that provide increased access to diverse perspectives.
Demonstrate a high level of organizational awareness by clearly articulating how your program and/or project aligns with the organization’s mission and performance goals, your program(s)/project(s) requirements, and program/project stakeholders.
Find a mentor and coach and mentor others as you become more experienced.
Develop a strong understanding of the strategic roles of stakeholders.
Gain an understanding of the political environment.
Develop strong leadership skills and seek leadership development opportunities at all career stages that increase in level of responsibilities and complexity.
Be flexible and resilient.
Join a PM Community of Practice (PM COP)
Gain a strong command of budgetary considerations and constraints.
Gain an understanding of the marketplace environment and its strategic role as stakeholder.

Mobility: Success Factors Related to the Type and Frequency of Movement Between Different Career Stages

Gain as much real-world experience as possible working with multiple and different types of projects and programs, as well as working with a variety of stakeholders (e.g., by participating in rotational assignments inside or outside of the agency).
Identify opportunities to gain experience in all phases of projects. Begin with small stretch assignment and then look for assignments with increased responsibilities.
Frequently move to increase breadth of experience. This may include lateral movements, movements that provide both field and headquarters experience, or movement to different agencies/departments that will diversify your portfolio.
Seek detail and rotational assignments that provide new experiences and senior leadership visibility. The developmental goals of these assignments may be to strengthen a technical or leadership competency.

Expertise: Sucess Factors Realted to the Relative Value of Breadth versus Depth of Expertise

Develop a breadth of knowledge in Program and Project management because it is extremely valuable in understanding the vast complexities of larger projects/programs, promotes flexibility in the types of programs and projects assigned, and strengthens the critical ability to identify risk at the earliest possible stages.
Develop an enterprise-view of program and project management to effectively manage up.
Understand that the depth of the expertise may vary depending on specific career track and career stage.
Be aware and knowledgeable on the competencies needed for agency specific programs, policies, and processes.

Connectivity: Success Factors Related to the Various Career and Occupational Path Interconnections and How These Interconnections Foster Individual Growth

Develop and leverage institutional knowledge, best practices, and benchmarks to effectively problem-solve and identify solutions as an on-going practice.
Gain experience in building and leading cross-functional teams with given resources.
Identify and participate in cross-training opportunities that will strengthen your program and project management skills while increasing your expertise in other business functions.
Build connections across business units and occupations which provide pivotal career and mentoring opportunities.

Federal Program and Project Management Competency Development Framework - Part I

The Federal Program and Project Management Competency Development Framework incorporates recommended general and technical competencies, key work behaviors, and developmental opportunities needed to succeed as a program and project manager at all levels.

The intention of the framework is to assist agencies in charting workforce development for program and project manager and to assist senior leaders with succession planning. Aspiring and current program and project managers are also encouraged to review the framework to assess their knowledge of Government-specific leadership and technical competencies.

The framework is divided into two-parts. Part one identifies the recommended general and technical competencies for a Program and Project Manager at various career sages. Part two identifies key work behaviors, and recommended training, certification, and developmental opportunities that will strengthen competencies. Key work behaviors describe the specific job duties and tasks related to each competency that correlate with successful job performance. The key work behaviors at different grade levels may vary based on unique program factors such as risk, complexity, cost, location, and stakeholders.

Part one of the framework outlines recommended general and technical competency development for the effective career progression of Federal Program and Project Managers. The general competencies reflect the cognitive and social capabilities (e.g., problem solving, interpersonal skills) required for job performance. The technical competencies are specific to the particular knowledge and skill requirements necessary for program and project management. Individuals are expected to demonstrate advanced levels of proficiency in alignment with career progression. The general competencies below are from the OPM Program and Project Management Competency Model in Appendix D and are cumulative in nature, meaning the Expert-level skills are added to the Mid/Full Performance level skills and are further refined and developed in expertise.

General Competencies

Core General Competencies: These General competencies are grouped by likeness into six distinct categories.

Problem Solving, Decision Making, Accountability, Planning and Evaluating
Information Management, , Technical Competence, Technical Credibility, Technology Application
Integrity/Honesty, Leadership, Organizational Awareness, Partnering
Attention to Detail, Oral Communication, Reading Comprehension, Reasoning, Writing
Conflict Management, Flexibility, Interpersonal Skills, Team Building, Teamwork
Customer Service

Additional Core General Competencies: Program Manager Only

Creative Thinking
Teaching Others

May include Supervisory responsibilities.

Additional Core General Competencies

Creative Thinking
Influencing and Negotiating

Program Manager Only

Strategic Thinking
Teaching Others

May include Supervisory responsibilities.

Additional Core General Competencies

Creative Thinking
Influencing and Negotiating
Strategic Thinking

Program Manager Only

External Awareness
Manages Resources
Teaching Others
Manages Human Resources
Political Savvy

Technical Competencies

Core Technical Competencies

Schedule Management

Project Manager Only

Project Management
Requirements Management
Risk Management
Scope Management
Stakeholder Management

Program Manager Only

Compliance
Knowledge Management
Program Management

May include Supervisory responsibilities.

Core Technical Competencies

Compliance
Knowledge Management
Performance Measurement
Program Management
Project Management
Requirements Management
Risk Management
Schedule Management
Scope Management
Stakeholder Management

Project Manager Only

Acquisition Strategy
Quality Management

May include Supervisory responsibilities.

Core Technical Competencies

Acquisition Strategy
Change Management
Compliance
Knowledge Management
Performance Measurement
Program Management
Project Management
Quality Management
Requirements Management
Risk Management
Schedule Management
Scope Management
Stakeholder Management

Program Manager Only

Financial Management

Federal Program and Project Management Competency Development Framework - Part II

Part two of the framework identifies key work behaviors, and recommended training, certification, and developmental opportunities that will strengthen competencies. The key work behaviors at different grade levels may vary based upon unique program / project factors such as risk, complexity, cost, location, and stakeholders.

Mid/Full Performance-Level (GS 9-11) Project Manager/Functional Project Management Role/Business Function Generalist/Program Manager

While proficiency in these focus areas is important at all levels, this set of competencies is critical for successful performance at the Mid/Full Performance-Level (GS 9-11).

Behaviors at different grade levels may vary based upon unique program factors such as risk, complexity, cost, location, and stakeholders.

Core General Competencies

General competencies are grouped by likeness into six distinct categories. The various work behaviors are relevant to all competencies comprising each category.

Key Work Behaviors

Recommends improvements or solutions to problems.
Makes recommendations on prioritizing projects steps and tasks.
Gathers information and prepares responses to Congressional and other stakeholders inquiries.
Identifies project documentation requirements or procedures.
Maintains project records in accordance with regulations and laws.
Monitors contracts.
Manages schedules, budgets, project scopes and deliverables.
Evaluates program implementation and effectiveness.

Recommended Developmental Activities

Participate in phase, milestone, and final project reviews.
Leverage self-learning platforms for real-time information on research and analysis techniques.
Shadow an experienced project manager.
Review past project requirement documents to become familiar with how to develop comprehensive requirements.

Recommended Training / Subject Areas

Decision-Making Techniques
Go/No-Go Decision Criteria
Decision-Making Tools
Scheduler and Coordinator
Project Management Body of Knowledge
AGILE Methodologies
Federal budget, contracting and acquisition, MOU development
Ethics
Measuring Organization Result
Personnel Management
Leadership Skills

Problem Solving: Identifies problems; determines accuracy and relevance of information; uses sound judgment to generate and evaluate alternatives, and to make recommendations.

Decision Making: Makes sound, well- informed, and objective decisions; perceives the impact and implications of decisions; commits to action, even in uncertain situations, to accomplish organizational goals; causes change.

Accountability: Holds self and others accountable for measurable high-quality, timely, and cost-effective results. Determines objectives, sets priorities, and delegates work. Accepts responsibility for mistakes. Complies with established control systems and rules.

Planning and Evaluating: Organizes work, sets priorities, and determines resource requirements; determines short- or long- term goals and strategies to achieve them; Coordinates with other organizations or parts of the organization to accomplish goals; monitors progress and evaluates outcomes.

Key Work Behaviors

Monitors, maintains, and/or updates data, records, or other information.
Processes or analyzes data using computer systems or applications.
Establishes and maintains networks of stakeholders and other relevant parties.
Uses computer systems or applications to access, create, edit, print, send, retrieve, or manipulate data, files, or other information.
Asks customers for suggestions or feedback on the performance of products or services.
Monitors programs, projects, operations, or activities.
Collaborates with others or works on teams to accomplish work-related activities.
Gathers technical information from internal and external stakeholders.

Recommended Developmental Activities

Develop a mentor relationship with a senior employee to serve as a role model for technical competence and technical credibility.
Engage in a service learning project with an organization to enhance contact with and understanding of the community in which the organization exists.

Recommended Training / Subject Areas

Professional Ethics
Business Ethics
Decision Making

Information Management: Identifies a need for and knows where or how to gather information; organizes and maintains information or information or information management systems.

Technical Competence: Uses knowledge that is acquired through formal training or extensive on-the-job experience to perform one's job; works with, understands, and evaluates technical information related to the job; advises others on technical issues.

Technical Credibility: Understands and appropriately applies principles, procedures, requirements, regulations, and policies related to specialized expertise.

Technology Application: Uses machines, tools, instruments, or equipment effectively; uses computers and computer applications to analyze and communicate information in the appropriate format.

Key Work Behaviors

Demonstrates ethics, integrity, and professional conduct.
Establishes open and honest communication with employees, customers, and other stakeholders.
Instills a climate of trust, openness, and honesty by admitting own mistakes and taking responsibility for one's actions.
Establishes and maintains a baseline understanding of current organizational processes.
Manages, leads, or administers programs, projects, operations, or activities.
Reviews others’ work (for example, peers, subordinates, contractors).
Develops a working knowledge of the customer’s business or function.
Coordinates the activities of individuals inside or outside of the organization.
Collaborates with others or works on teams to accomplish work-related activities.

Recommended Developmental Activities

Participate in professional organizations' initiatives and conferences.
Join a Mentoring program.
Stay current on certifications.
Shadow an experienced Project/Program Manager

Recommended Training / Subject Areas

Strategic Planning and Analysis
Professional Ethics
Problem Solving Tools and Techniques
Business Ethics
Negotiation and Mediation/ Conflict Resolution
Managing Across Generations
Valuing Diversity
Change Management
Code of Ethics for Government Services

Integrity / Honesty: Contributes to maintaining the integrity of the organization; displays high standards of ethical conduct and understands the impact of violating these standards on an organization, self, and others; is trustworthy.

Leadership: Influences, motivates, and challenges others; adapts leadership styles to a variety of situations.

Organizational Awareness: Knows the organization's mission and functions, and how its social, political, and technological systems work and operates effectively within them; this includes the programs, policies, procedures, rules, and regulations of the organization.

Partnering: Develops networks and builds alliances; collaborates across boundaries to build strategic relationships and achieve common goals.

Key Work Behaviors

Collects, compiles, and organizes information.
Reviews reports, documents, records, data, or other materials to verify completeness, correctness, consistency, compliance, or authenticity.
Provides input on plans, goals, or objectives (for example, strategic plans, work breakdown structures, integration plans) for projects.
Participates in regular project team meetings.
Orally presents ideas and facts in a clear, organized, and convincing manner and in a style, tone, and level appropriate to the audience and the occasion.
Expresses facts and ideas in writing in a clear, convincing, and organized manner that is appropriate to the audience and occasion.

Recommended Developmental Activities

Make use of learning partner or peer coach to solicit feedback on written communications.
Obtain a coach to work on time management and organizational skills.
Participate in phase, milestone, and final project reviews.
Take on a developmental assignment that offers the opportunity to present to or communicate with areas of the organization with whom the leader normally does not interact.
Participate in a professional association.
Leverage self-learning platforms for real-time information on specific writing topics.

Recommended Training / Subject Areas

Time Management
Organizational Skills
Managing Your Workload
Effective Communication Skills
Presentation Skills
Public Speaking
Technical Writing
Business Writing
Digital Communication Etiquette

Attention to Detail: Is thorough when performing work and conscientious about attending to detail.

Oral Communication: Expresses information (for example, ideas or facts) to individuals or groups effectively, taking into account the audience and nature of the information (for example, technical, sensitive, controversial); makes clear and convincing oral presentations; listens to others, attends to nonverbal cues, and responds appropriately.

Reading Comprehension: Understands and interprets written material, including technical material, rules, regulations, instructions, reports, charts, graphs, or tables; applies what is learned from written material to specific situations.

Reasoning: Identifies rules, principles, or relationships that explain facts, data, or other information; analyzes information and makes correct inferences or draws accurate conclusions.

Writing: Recognizes or uses correct English grammar, punctuation, and spelling; communicates information (for example, facts, ideas, or messages) in a succinct and organized manner; produces written information, which may include technical material that is appropriate for the intended audience.

Key Work Behaviors

Responds to requests or resolves complaints from customers.
Takes steps to prevent and resolve conflicts, concerns, or grievances.
Adjusts project plans, schedules, and resources in response to changing needs and priorities.
Collaborates with others or works on teams to accomplish work-related activities.
Promotes or develops and maintains good working relationships with key individuals or groups.
Coordinates the activities of individuals inside or outside of the organization.
Listens to others and seeks clarification when needed.
Demonstrates empathy and respect to team members.
Demonstrates openness and approachability to employees at all levels.
Responds appropriately to the needs, feelings and views of different people (including senior leaders, stakeholders, and customers) in different situations.
Listens to and shows understanding of oral communication from team members, customers, and other stakeholders.

Recommended Developmental Activities

Leverage self-learning platforms for real-time information on conflict management techniques.
Obtain a coach to work on conflict management skills.
Initiate and participate in team building exercises.
Engage in learning projects that are fluid.
Complete multisource or 360-degree assessments that evaluate interpersonal skills. Work with a coach to develop a learning plan to address identified gaps.

Recommended Training / Subject Areas

Conflict Resolution
Emotional Intelligence
Dealing with Difficult Customers and/or Colleagues
Negotiation
Active Listening
Team Building
Teamwork
Effective Communication Skills
Persuasive Techniques
Diversity & Inclusion

Conflict Management: Manages and resolves conflicts, grievances, confrontations, or disagreements in a constructive manner to minimize negative personal impact.

Flexibility: Is open to change and new information; adapts behavior or work methods in response to new information, changing conditions, or unexpected obstacles; effectively deals with ambiguity.

Interpersonal Skills: Shows understanding, friendliness, courtesy, tact, empathy, concern, and politeness to others; develops and maintains effective relationships with others; may include effectively dealing with individuals who are difficult, hostile, or distressed; relates well to people from varied backgrounds and different situations; is sensitive to cultural diversity, race, gender, disabilities, and other individual differences.

Team Building: Inspires and fosters team commitment, spirit, pride, and trust. Facilitates cooperation and motivates team members to accomplish group goals.

Teamwork: Encourages and facilitates cooperation, pride, trust, and group identity; fosters commitment and team spirit; works with others to achieve goals.

Key Work Behaviors

Maintains consistent communications with customers to notify them of decisions, problems, or further actions.
Gauges customer expectations and determines appropriate communication methods.
Serves as a primary point for a functional project management area.
Evaluates customer service efforts.
Delivers high-quality products and services.
Uses feedback systems to meet customer requirements and expectations.

Recommended Developmental Activities

Engage in an action learning project that focuses on improving internal and external customer service systems and processes.
Take part in a coaching program that centers on growing self-awareness and on improving recognition of client needs and balancing those with the leader’s own needs and constraints.
Participate in a Customer Experience Professional Association.

Recommended Training / Subject Areas

Customer Service
Customer Experience
Interpersonal Skills
Effective Communication Skills
Active Listening
Critical Thinking

Customer Service: Works with clients and customers (that is, any individuals who use or receive the services or products that your work unit produces, including the general public, individuals who work in the agency, other agencies, or organizations outside the Government) to assess their needs, provide information or assistance, resolve their problems, or satisfy their expectations; knows about available products and services; is committed to providing quality products and services.

Key Work Behaviors

Recommends improvements or solutions to problems, or determines appropriate actions.
Develops concepts for new programs, products, or services.
Considers innovative ideas generated by others.

Recommended Developmental Activities

Works with coworkers to coordinate a project using a creative process.
Leverage self-learning platforms for real-time information on creative thinking.
Participate in innovation activities (For example, shark tanks, open opportunities)
Gain exposure to innovative program / project management practices.

Recommended Training / Subject Areas

Creative Thinking
Innovative Thinking
Human-Centered Design

Creative Thinking: Uses imagination to develop new insights into situations and applies innovative solutions to problems; designs new methods where established methods and procedures are inapplicable or are unavailable.

Key Work Behaviors

Encourages others to participate in mentoring programs and other learning opportunities.
Provides technical advice or assistance to others.
Persuades others to take a particular course of action or to accept findings, recommendations, changes, or alternative viewpoints.

Recommended Developmental Activities

Be a mentor.
Shadow an experienced program manager.

Recommended Training / Subject Areas

Mentoring
Coaching
Effective Communication Skills
Constructive Criticism

Teaching Others: Helps others learn through formal or informal methods; identifies training needs; provides constructive feedback; coaches others on how to perform tasks; acts as a mentor.

Technical General Competencies

Key Work Behaviors

Reviews reports, documents, records, data, or other materials to verify completeness, correctness, consistency, compliance, or authenticity.
Evaluates, monitors, or ensures compliance with laws, regulations, policies, standards, or procedures.
Explains or provides guidance on laws, regulations, policies, standards, or procedures to management, personnel, or clients.
Implements new or revised laws, regulations, executive orders, policies, standards, or procedures.

Recommended Developmental Activities

Participate in program evaluation assessments.
Join and participate in a professional association.
Obtain an experienced program management mentor.

Recommended Training / Subject Areas

Compliance
Program Evaluation
Business Ethics
Agency compliance training
Quality Management
Requirements Management

Compliance: Knowledge of procedures for assessing, evaluating, and monitoring programs or projects for compliance with Federal laws, regulations, and guidance.

Key Work Behaviors

Collects, compiles, and organizes information.
Monitors, maintains, or updates data, records, or other information.
Uses computer systems or applications to access, create, edit, print, send, retrieve, or manipulate data, files, or other information.
Keeps abreast of key organizational activities, policies, and priorities likely to affect operations or the program area.
Provides regular status reports to management and leadership.

Recommended Developmental Activities

Mentoring
Coaching

Recommended Training / Subject Areas

Knowledge Management
Succession Management
Change Management
Communications Skills

Knowledge Management: Knowledge of the value of collected information and the methods of sharing that information throughout an organization.

Key Work Behaviors

Develops a working knowledge of the customer’s business or function.
Responds to requests or resolves complaints from customers.
Manages program budget (for example, monitors expenditures or income).
Analyzes and interprets data or other program related information.
Makes improvements, solves problems, or takes corrective action when problems arise with assigned program.

Recommended Developmental Activities

Serve as Program Manager for programs in increased scope, complexity, and responsibilities.
Review General Accountability Office reports on specific types of programs being managed.
Develop Standard Operating Procedures for projects that fall within the scope of the program to knowledge management and continuity of operations.
Identify and complete a rotation in a Program Management Office to gain an understanding of portfolio management.
Stay abreast of program management industry advances and best practices.

Recommended Training / Subject Areas

Program Management Professional Certification
Strategic Planning
Leadership Training
Life Cycle Management

Program Management: Knowledge of the principles, methods, and tools for the coordinated management of a program to include providing oversight of multiple projects, integrating dependent schedules and deliverables, and related activities (for example, benefits management, life cycle management, program governance).

Key Work Behaviors

Develops resource estimates related to cost, schedule, and performance.
Assesses the value and organizational impact of the project, ensuring that the target benefits are measurable and related to business goals.
Recognizes, understands, and interprets earned value management (EVM) and other performance evaluation policies, methodologies, and applicable software tools.
Develops and updates project plans including information such as project objectives, technologies, systems, specifications, schedules, funding, and staffing.
Monitors and tracks project milestones and deliverables.

Recommended Developmental Activities

Shadow an experienced Project Manager.
Find a mentor who is a project management expert.
Identify projects that will broaden experience in various phases of project management, types of projects being managed, and tools/applications used for project management.
Develop cross-functional knowledge of logistics, procurement, and finance / budget.
Review and become familiar with the Project Management Institute’s “A Guide to Project Management Body of Knowledge” (PMBOK Guide) current version.
Stay abreast of project management industry advances and best practices.
Serve as a Contracting Officer Representative for a project.
Conduct post-implementation and baseline reviews.

Recommended Training / Subject Areas

Project Management Applications
General Project Management
Project Management Body of Knowledge
Contract Management
Requirements Management
Cost Estimation/Cost Analysis

Project Management: Knowledge of the principles, methods, or tools for developing, scheduling, coordinating, and managing projects and resources, including monitoring and inspecting costs, work, and contractor performance.

Key Work Behaviors

Understands and participates in the definition, initiation, conceptualization, or design of project requirements.
Explains the requirements development processes.
Identifies and defines the need for customer involvement in order to understand their objectives, plans, and requirements.
Identifies and defines the process of decomposing customer requirements into project requirements that are clear, feasible, and verifiable.
Identifies and defines requirements for appropriate base lining, traceability, change process, and allocation.

Recommended Developmental Activities

Obtain an experienced project management mentor.
Shadow a project manager who is beginning a new project.
Join and participate in a professional association.
Attend Agency or Federal Project Management Community of Practice (Cop) meetings.
Identify and complete cross agency training

Recommended Training / Subject Areas

Requirements Management Tools and Applications
Project Management Professional Certification
Work Breakdown Structure (WBS) Development
Change Management
Configuration Management
Functional Design

Requirements Management: Knowledge of the principles and methods to identify, solicit, analyze, specify, design, and manage requirements.

Key Work Behaviors

Describes the principles and process for establishing and integrated risk, issue and opportunity management process.
Describes various techniques available to identify or forecast risks, issues and opportunities.
Identifies project risks and threats; accurately assesses, prioritizes and tracks risks; develops controls and plans risk responses.
Describes the difference between Technical Risk and Project Risk and how to identify them both.

Recommended Developmental Activities

Attend and observe Project Risk Management Board meetings.
Shadow/ interview Risk Management Officer.
Attend and observe strategy meetings.
Develop a risk register for a project, office, or program.
Review Federal case studies on risk management.

Recommended Training / Subject Areas

Risk Management Process and Tools (Federal and agency specific)
Risk Analysis Techniques
Practice Standards for Risk Management
Basic Risk Management
Probability and Impact Tools

Risk Management: Knowledge of the principles, methods, and tools used for risk assessment and mitigation, including assessment of failures and their consequences.

Key Work Behaviors

Describes how to use scheduling and cost estimating tools to plan the design, development, and testing of activities.
Describes how to develop a Work Breakdown Structure (WBS) and associated Integrated Master Schedule (IMS).
Develops and updates project schedules.
Sets project baselines to establish the commitment between the Project Manager, the project team, the organization, and the customer or stakeholders.

Recommended Developmental Activities

Leverage self-learning platforms for real-time information on specific schedule management topics.
Attend and observe project management schedule/status meetings.
Identify and complete a private sector/alternate agency rotation.
Become familiar with various scheduling program tools and technology.
Participate and lead work breakdown schedule development.

Recommended Training / Subject Areas

Scheduling software training (agency specific)
Schedule Management
Work Breakdown Structure (WBS)
Activity Diagramming
Cost Estimation

Schedule Management: Plans, develops, and controls project schedule and tracks project milestones, activities, and deliverables, including timeframes and assigned resources.

Key Work Behaviors

Describes scope management techniques in order to define, maintain, and manage the scope of the project.
Defines and describes the scope of assigned project(s).

Recommended Developmental Activities

Leverage self-learning platforms for real-time information on scope management topics.
Shadow an experienced project manager.
Attend and observe project closing debriefs.
Review past project requirement documents to become familiar with how to develop comprehensive requirements.

Recommended Training / Subject Areas

Work Breakdown Structure (WBS) Development
Agency specific training
General/ Introductory Project Management
Project Plan Development
Project Scope Development
Project Scope Control Tools and Techniques
Quality Control and Assessment

Scope Management: Plans, monitors, and controls project scope; includes collecting requirements, defining scope, creating a work breakdown structure, validating scope, and controlling scope to ensure project deliverables meet requirements (i.e., features, functions).

Key Work Behaviors

Identifies all project stakeholders, internal and external, formal and informal; reports to stakeholders formally and informally.
Describes how to set clear expectations for stakeholders and establishes a mechanism for stakeholder input and feedback throughout the program life cycle.
Participates in identification of escalation procedure for stakeholder issue management.
Understands how to prepare a project level stakeholder management plan that aligns with organizational objectives and considers the various levels of stakeholders.
Identifies strategies to engage affected stakeholders.

Recommended Developmental Activities

Join a public speaking association to practice oral communication skills.
Identify & participate in public speaking opportunities that focus on audience engagement.
Prepare and present briefings at the team level.
Review agency-specific communication and change management plans for assigned projects.
Obtain an experienced project management mentor who exemplifies strong communication skills.
Shadow a project manager during status meetings/integrated project team meetings.
Prepare elevator pitch for assigned projects.
Develop and practice facilitation skills.

Recommended Training / Subject Areas

Leadership Classes
Customer-Focused Conferences
Effective Communication
How to Facilitate Virtual Meetings

Stakeholder Management: Knowledge of the concepts, practices, and techniques used to identify, engage, influence, and monitor relationships with individuals and groups connected to a work effort; including those actively involved, those who exert influence over the process and its results, and those who have a vested interest in the outcome (positive or negative).

Expert-Level (GS 12-13) Project Manager/Program Manager

GS 13 may include supervisory responsibilities.

While proficiency in these focus areas is important at all levels, this set of competencies is critical for successful performance at the Expert-Level (GS 12-13).

Core General Competencies

General competencies are grouped by likeness into six distinct categories. The various work behaviors are relevant to all competencies comprising each category.

Key Work Behaviors

Makes sound and timely tactical decisions for projects, team, or work unit based on data; decisions are made using sound tool set.
Prioritizes project steps and tasks.
Creates and executes quality assurance plans for expected program results.
Assesses, analyzes information and issues and provides alternatives analysis for managing risk.
Makes sound and timely decisions for multiple projects, teams, or work units assessing interaction across interrelated projects in a program; decisions are made using sound tool set.
Identifies potential and actual conflicts or issues which may arise among multiple projects or programs; formulates an action for resolution.
Prioritizes program issues and deliverables for action.
Makes sound and timely decisions for an organization or across organizations, assessing interaction across projects, programs and portfolios, uses all the information available even if it is limited; decisions are made using sound tool set.
Ensures program / project decisions align with agency strategic goals.
Identifies 2nd level and 3rd level consequences of decisions, intended and unintended consequences.
Assesses, analyzes information and issues and makes decisions managing enterprise risk.
Develops scorecards, metrics, and/or performance standards to accomplish desired project/program results.
Identifies trade-offs and scenarios; provides and evaluates options; formulates recommendations for the best project/program outcome.
Disseminates decisions clearly to key stakeholders ensuring terms and intent are understood.

Recommended Developmental Activities

Establish an understanding on how your contractors do business by obtaining a mentor with this expertise.
Shadow an experienced Program/Project Manager.
Participate in a private sector exchange program.
Gain exposure to innovative program / project management practices.

Recommended Training / Subject Areas

Decision-Making Techniques
Go/No-Go Decision Criteria
Decision-Making Tools
Scheduler and Coordinator
Cost Control
Risk Management
Quality Management
Project Management Body of Knowledge
AGILE Methodologies
Federal budget, contracting and acquisition, MOU development, Clinger-Cohen, HR processes (“Government 101”)
Ethics
Measuring Organizational Result
Personnel Management
Leadership Skills

Problem Solving: Identifies problems; determines accuracy and relevance of information; uses sound judgment to generate and evaluate alternatives, and to make recommendations.

Key Work Behaviors

Conducts evaluations, examinations, or other factfinding studies to obtain or verify information.
Designs or conducts analytical studies, cost-benefit analyses, or other research.
Processes or analyzes data using computer systems or applications.
Monitors current trends or events (for example, technological, economic, political, social, educational, or employment trends or events) and applies the information as appropriate.
Keeps abreast of latest technology, information, research, etc., to maintain knowledge in field of expertise (for example, reads trade journals, participates in professional/technical associations, maintains credentials).
Establishes and maintains networks of stakeholders and other relevant parties.
Maintain fairness and objectivity when selecting team members based upon skill sets needed for projects.
Displays fortitude to make ethical decisions that may negatively impact self or stakeholders.
Asks customers for suggestions or feedback on the performance of products or services.
Monitors programs, projects, operations, or activities.
Gives presentations or briefings on all aspects of the project.
Develops, modifies, or provides input to project plans.
Provides technical advice or assistance to others.
Collaborates with others or works on teams to accomplish work-related activities.

Recommended Developmental Activities

Participate in professional organizations' initiatives and conferences.
Maintain certifications.
Participate in private sector exchange program.
Shadow an experienced Program or Project Manager.

Recommended Training / Subject Areas

Professional Ethics
Business Ethics
Decision Making
Project Management Body of Knowledge
Program Management Body of Knowledge

Information Management: Identifies a need for and knows where or how to gather information; organizes and maintains information or information or information management systems.

Technical Credibility: Understands and appropriately applies principles, procedures, requirements, regulations, and policies related to specialized expertise.

Technology Application: Uses machines, tools, instruments, or equipment effectively; uses computers and computer applications to analyze and communicate information in the appropriate format.

Key Work Behaviors

Establishes and maintains a baseline understanding of current organizational processes.
Creates alternatives to mitigate organizational risk and capitalizes on new and changing
Scans the environment for external trends (i.e., technologies, policies, etc.), assesses impact for possible adoption, and adapts value-added innovations to transform service delivery.
Questions status quo and explores new ways of meeting organizational needs.
Manages organizational expectations for realistic program deliverables.
Creates and communicates a program vision.
Demonstrates ethics, integrity, and professional conduct.
Demonstrates understanding of the Code of Ethics for Government Service and other law governing ethical behavior.
Establishes open and honest communication with employees, customers, and other stakeholders.
Provides a bridge between strategy and culture to meet agency goals.
Serves as a bridge between CIO, legal, acquisition, budget and IT communities to meet customer needs.
Creates consensus (shows the win-win for all stakeholders) and gets to an interest-based outcome (versus a position-based outcome).
Ensures program decisions align with agency strategic goals.
Establishes professional standards for carrying out the program / project (i.e., establishing customer service standards, collaborative approach).
Understands stakeholder motivations and utilizes them effectively to meet program / project goals.
Creates a collaborative environment.

Recommended Developmental Activities

Participate in professional organizations' initiatives and conferences.
Encourage development of others.
Mentoring program.
Stay current on certifications.
Promote continuous learning.

Recommended Training / Subject Areas

Strategic Planning and Analysis
Problem Solving Tools and Techniques
Professional Ethics
Business Ethics
Negotiation and Mediation
Conflict Resolution
Managing Across Generations
Valuing Diversity
Change Management

Leadership: Influences, motivates, and challenges others; adapts leadership styles to a variety of situations.

Partnering: Develops networks and builds alliances; collaborates across boundaries to build strategic relationships and achieve common goals.

Key Work Behaviors

Reviews reports, documents, records, data, or other materials to verify completeness, correctness, consistency, compliance, or authenticity.
Conducts evaluations, examinations, or other fact finding studies to obtain or verify information.
Presents information orally about work of the organization to others (for example, describes the organization's programs and services to individuals or groups in the community or to higher management).
Reads and understands technical or other complex materials required for the job.
Justifies program objectives and required allocations to top management.
Prepares budget requests or justifications for funding.
Provides or disseminates information in writing.

Recommended Developmental Activities

Obtain a coach to work on time management and organizational skills.
Participate in phase, milestone, and final project reviews.
Participate in professional association.
Leverage self-learning platforms for real-time information on specific writing topics.

Recommended Training / Subject Areas

Time Management
Organizational Skills
Managing Your Workload
Productivity
Effective Communication Skills
Presentation Skills
Public Speaking
Technical Writing
Business Writing
Digital Communication Etiquette

Attention to Detail: Is thorough when performing work and conscientious about attending to detail.

Reasoning: Identifies rules, principles, or relationships that explain facts, data, or other information; analyzes information and makes correct inferences or draws accurate conclusions.

Key Work Behaviors

Makes improvements, solves problems, or takes corrective action when problems arise.
Persuades others to take a particular course of action or to accept findings, recommendations, changes, or alternative viewpoints.
Adjusts project plans, schedules, and resources in response to changing needs and priorities.
Manages any change or refinement of project objectives.
Takes feedback into consideration while implementing organizational change.
Builds teams that leverage diverse capabilities of employees.
Provides career development opportunities for staff.
Reviews others’ work (for example, peers, subordinates, contractors).
Collaborates with others or works on teams to accomplish work-related activities.
Promotes or develops and maintains good working relationships with key individuals or groups.
Solicits input or feedback from staff and other stakeholders.
Listens to others and seeks clarification when needed.

Recommended Developmental Activities

Obtain a coach to work on conflict management skills.
Initiate and participate in team building exercises.
Review others’ work (for example, peers, subordinates, contractors).
Engage in learning projects that are fluid.
Leverage self-learning platforms for real-time information on conflict management techniques.
Complete multisource or 360-degree assessments that evaluate interpersonal skills. Work with a coach to develop a learning plan to address identified gaps.

Recommended Training / Subject Areas

Conflict Resolution
Emotional Intelligence
Dealing with Diffilcult Customers and/or Colleagues
Negotiation
Active Listening
Team Building
Teamwork
Effective Communication Skills
Persuasive Technique
Peer Coaching
Diversity & Inclusion

Conflict Management: Manages and resolves conflicts, grievances, confrontations, or disagreements in a constructive manner to minimize negative personal impact.

Flexibility: Is open to change and new information; adapts behavior or work methods in response to new information, changing conditions, or unexpected obstacles; effectively deals with ambiguity.

Team Building: Inspires and fosters team commitment, spirit, pride, and trust. Facilitates cooperation and motivates team members to accomplish group goals.

Teamwork: Encourages and facilitates cooperation, pride, trust, and group identity; fosters commitment and team spirit; works with others to achieve goals.

Key Work Behaviors

Establishes a customer service management plan for triaging customer inquiries.
Analyzes trends of customer inquiries to establish root causes for change recommendations.
Establishes value-added metrics for measuring customer service and continually refines to identify key performance indicators.
Responds to requests and inquiries from stakeholders.
Engages customers to identify requirements and balance business goals.
Modifies products or services based on suggestions or feedback from customers.
Anticipates and proactively addresses program needs by presenting options, taking action, and following up as appropriate.

Recommended Developmental Activities

Complete a rotation to Program Management Office, or other operational parts of agency.
Complete a rotation or visits to customer sites.

Recommended Training / Subject Areas

Customer Service
Customer Relationship Management
Business Process Reengineering and Streamlining
Active Listening

Key Work Behaviors

Create new methods for planning, designing, and carrying out program objectives.
Develops concepts for new programs, products, or services.
Organizes and leads cross-divisional work groups in developing creative solutions to address problems.
Recommends improvements or solutions to problems, and determines appropriate actions.
Develops, introduces, defends and gains support for a new approaches.

Recommended Developmental Activities

Leverage self-learning platforms for real-time information on creative thinking
Host innovation activities (i.e., shark tanks)

Recommended Training / Subject Areas

Creative Thinking
Innovative Thinking
Human-Centered Design

Key Work Behaviors

Persuades others to take a particular course of action or to accept findings, recommendations, changes, or alternative viewpoints.
Creates consensus (shows the win-win for all stakeholders) and gets to an interest-based outcome (versus a position-based outcome).

Recommended Developmental Activities

Participate in professional organizations' initiatives and conferences .
Encourage development of others.
Promote continuous learning.

Recommended Training / Subject Areas

Negotiation and Mediation Conflict Resolution Motivation
Managing Across Generations
Professional Ethics

Influencing / Negotiating: Persuades others to accept recommendations, cooperate, or change their behavior; works with others towards an agreement; negotiates to find mutually acceptable solutions.

Key Work Behaviors

Provides a bridge between strategy and culture to meet agency goals.
Serves as a bridge between CIO, legal, acquisition, budget and IT communities to meet customer needs.
Creates consensus (shows the win-win for all stakeholders) and gets to an interest-based outcome (versus a position-based outcome).
Ensures program decisions align with agency strategic goals.

Recommended Developmental Activities

Participate in strategic planning sessions for the organization.
Participate in professional organizations' initiatives and conferences.

Recommended Training / Subject Areas

Strategic Planning and Analysis
Negotiation and Mediation
Problem Solving Tools and Techniques

Strategic Thinking: Formulates effective strategies consistent with the business and competitive strategy of the organization in a global economy. Examines policy issues and strategic planning with a long-term perspective. Determines objectives and sets priorities; anticipates potential threats or opportunities.

Key Work Behaviors

Provides technical advice or assistance to others.
Evaluates and provides feedback on others’ performance.
Provides career development opportunities for staff.
Works with staff to develop individual development plans addressing employee needs and meeting organizational goals.

Recommended Developmental Activities

Serve as a mentor or a coach.
Promote continuous learning.

Recommended Training / Subject Areas

Organizational Development
Leadership Development
Employee Development
Constructive Feedback

Teaching Others: Helps others learn through formal or informal methods; identifies training needs; provides constructive feedback; coaches others on how to perform tasks; acts as a mentor.

Technical General Competencies

Key Work Behaviors

Interprets and applies policies for emerging acquisition strategies; manages the application of government and agency acquisition policies to meet user and mission requirements.
Identifies and develops selection criteria and required pre- and post-award actions to meet acquisition project goals.

Recommended Developmental Activities

Develop a draft acquisitions strategy and obtain feedback from experienced program and project managers, and a Contract Specialist/Officer.
Follow up with the development of an Acquisition Plan to get an understanding of the key differences between an Acquisitions Strategy and the Acquisitions Plan.
Participate in a Professional Association and volunteer to work on a sub-committee.
Serve as a project manager for a smaller project.

Recommended Training / Subject Areas

Acquisition Strategy
Cost Analysis
Earned Value Management
Acquisition Law
COR Training
General Services Administration Schedule
Government Contract Vehicles

Acquisition Strategy: Knowledge of the principles and methods for developing an integrated acquisition management plan that describes the business, technical, and support strategies, including the relationship between the acquisition phases, work efforts, and key program events (for example, decision points, contract awards, test activities).

Key Work Behaviors

Evaluates, monitors, or ensures compliance with laws, regulations, policies, standards, or procedures.
Evaluates the impact (for example, costs or benefits) of changes to laws, regulations, policies, standards, or procedures.
Explains or provides guidance on laws, regulations, policies, standards, or procedures to management, personnel, or clients.
Implements new or revised laws, regulations, executive orders, policies, standards, or procedures.
Plans and manages technology integration and applies agency policy on interoperability and product support.
Reviews reports, documents, records, data, or other materials to verify completeness, correctness, consistency, compliance, or authenticity.
Analyzes or interprets data or other information.

Recommended Developmental Activities

Lead program or project evaluation assessments.
Join and participate in a professional association.
Obtain an experienced project management or program management mentor.

Recommended Training / Subject Areas

Compliance
Program Evaluation
Business Ethics
Agency compliance training
Quality Management
Requirements Management

Compliance: Knowledge of procedures for assessing, evaluating, and monitoring programs or projects for compliance with Federal laws, regulations, and guidance.

Key Work Behaviors

Monitors current trends or events (for example, technological, economic, political, social, educational, or employment trends or events) and applies the information as appropriate.
Keeps abreast of key organizational activities, policies, and priorities likely to affect operations or the program area.
Keep abreast of the different forms of project management (agile, waterfall) and how they may be applied.
Keeps abreast of latest technology, information, research, etc., to maintain knowledge in field of expertise.

Recommended Developmental Activities

Read trade journals.
Participate in professional/technical associations.
Be a coach or a mentor.

Recommended Training / Subject Areas

Knowledge Management
Change Management
Succession Management
Effective Communications

Knowledge Management: Knowledge of the value of collected information and the methods of sharing that information throughout an organization.

Key Work Behaviors

Advises on or develops criteria for measuring project or program accomplishments.
Designs or conducts analytical studies, cost-benefit analyses, or other research.
Conducts evaluations, examinations, or other fact finding studies to obtain or verify information.
Monitors programs, projects, operations, or activities.
Reviews reports, documents, records, data, or other materials to verify completeness, correctness, consistency, compliance, or authenticity.
Processes or analyzes data using computer systems or applications.
Makes improvements, solves problems, or takes corrective action when problems arise.

Recommended Developmental Activities

Shadow a senior program manager.
Participate in phase, milestone, and final project reviews.
Attend agency’s strategic planning sessions.
Assist in developing criteria for measuring project or program accomplishments.

Recommended Training / Subject Areas

Performance Measurement
Earned Value Management
Data Visualization
Program Management
Program Management Tools
Evaluation Metrics and Outcomes
Agile Project Management
Cost-Benefit Analyses

Performance Measurement: Knowledge of the principles and methods for evaluating program or organizational performance using financial and nonfinancial measures, including identification of evaluation factors (for example, workload, personnel requirements), metrics, and outcomes.

Key Work Behaviors

Develops a working knowledge of the customer’s business or function.
Responds to requests or resolves complaints from customers.
Manages program budget (for example, monitors expenditures or income).
Analyzes and interprets data or other program related information.
Makes improvements, solves problems, or takes corrective action when problems arise with assigned program.

Recommended Developmental Activities

Serve as Program Manager for programs in increased scope, complexity, and responsibilities.
Review Government Accountability Office reports on specific types of programs being managed.
Develop Standard Operating Procedures for projects within the program to ensure knowledge management and continuity of operations.
Identify and complete a rotation in a Program Management Office to gain an understanding of portfolio management.
Stay abreast of program management industry advances and best practices.

Recommended Training / Subject Areas

Program Management Professional Certification
Strategic Planning
Leadership Training
Life Cycle Management

Key Work Behaviors

Develops resource estimates related to cost, schedule, and performance.
Oversees execution of the project and closely monitors program progress; responds and adapts plans to changes and manages risk.
Assesses the value and organizational impact of the project, ensuring that the target benefits are measurable and related to business goals.
Recognizes, understands, and interprets earned value management (EVM) and other performance evaluation policies, methodologies, and applicable software tools.
Manages and understands the application of EVM. The criticality of the Integrated Baseline Review (IBR) process, and how to interpret the EVM indications and resulting analysis.
Develops and documents a work breakdown structure (WBS) and resource loaded project schedule using common project information systems technology and software.
Monitors and tracks project milestones and deliverables.

Recommended Developmental Activities

Find a mentor who is a project management expert.
Serve as a project manager for a small or medium projects.
Develop cross-functional knowledge of: logistics, procurement, and finance / budget.
Review and become familiar with the Project Management Institute’s “A Guide to Project Management Body of Knowledge” (PMBOK Guide) current version.
Stay abreast of project management industry advances and best practices.
Serve as a Contracting Officer Representative for a project.
Conduct post-implementation and baseline reviews.
Participate in a professional association.

Recommended Training / Subject Areas

Project Management Applications
General Project Management
Project Management Body of Knowledge
Contract Management
Requirements Management
Project Management Commercial Literature
Cost Estimation

Key Work Behaviors

Establishes and maintains a system of continuous program or project planning, analysis, or evaluation and identifies areas for improvement or best practices.
Advises on or develops criteria for measuring project or program accomplishments.
Implements, monitors, or maintains internal control systems to ensure protection against fraud, waste, and mismanagement.
Evaluates the efficiency or effectiveness of organizational programs, projects, or operations.
Implements or maintains quality assurance processes.
Conducts evaluations, examinations, or other fact finding studies to obtain or verify information.

Recommended Developmental Activities

Participate in project planning sessions.
Assist in defining the quality metrics for both control and assurance.
Lead the development of a Quality Management Plan.

Recommended Training / Subject Areas

Quality Management Plan
Quality Assurance
Quality Control
Quality Metrics
Quality Standards

Quality Management: Knowledge of the principles, methods, and tools of quality assurance, quality control, and reliability used to ensure that a project, system, or product fulfills requirements and standards.

Key Work Behaviors

Prepares and updates a strategy for requirements management.
Manages expectations and requirement changes; communicates expectation and requirement change information.

Recommended Developmental Activities

Identify stretch assignments that focus on developing a Statement of Work, Statement of Objectives, and Performance Work Statement for projects with increased scope and complexity.
Develop and manage a project requirements matrix.
Shadow an agency procurement officer or resource manager.

Recommended Training / Subject Areas

System Engineering Certification
Business Analysis Certification
Contract Management

Requirements Management: Knowledge of the principles and methods to identify, solicit, analyze, specify, design, and manage requirements.

Key Work Behaviors

Proactively identifies program / project risks and threats; accurately assesses, prioritizes, plans risk responses, and tracks and controls risks.
Develops an effective risk management plan for a program / project.
Identifies and recommends risk management strategies relevant to policies and regulations.
Determines the relevancy of policies and regulations and applies them to the risk management plan.

Recommended Developmental Activities

Shadow and interview agency risk management officer.
Identify and complete a stretch assignment with agency’s risk management office.
Monitor industry risk management methodologies for insight and opportunities.

Recommended Training / Subject Areas

Cognitive Bias
Quantitative Risk Analysis
Communicating Risk
Risk Management Strategies

Risk Management: Knowledge of the principles, methods, and tools used for risk assessment and mitigation, including assessment of failures and their consequences.

Key Work Behaviors

Monitors, maintains, or updates schedule data, records, or other information.
Makes improvements, solves problems, or takes corrective action when schedule problems arise.
Modifies or provides input on plans, goals, or objectives (for example, strategic plans, work breakdown structures, integration plans) for programs/projects.
Develops, modifies, or provides input to project plans.
Manages any changes to the project/program schedule.

Recommended Developmental Activities

Lead the development and management of assigned project schedules.
Prepare and deliver training to colleagues on effective schedule management techniques.

Recommended Training / Subject Areas

Advanced courses for agency specific scheduling tools and applications
Planning & Scheduling Professional Certification
Performance Evaluation
Quality control

Schedule Management: Plans, develops, and controls project schedule and tracks project milestones, activities, and deliverables, including timeframes and assigned resources.

Key Work Behaviors

Describes scope management techniques in order to define, maintain, and manage the scope of the project.
Aligns activities, services, products, and performance measures with strategic goals.
Adjusts project plans, schedules, and resources in response to changing needs and priorities.
Manages project constraints (for example, technology and resource constraints).
Monitors programs, projects, operations, or activities.

Recommended Developmental Activities

Leverage self-learning platforms for real-time information on scope management topics.
Participate on an interagency or intra-agency task force, working group, or project.
Attend and observe project closing debriefs.

Recommended Training / Subject Areas

Work breakdown Structure (WBS) Development
Agency specific training
General/ Introductory Project Management
Project Plan Development
Project Scope Development
Project Scope Control Tools and Techniques
Quality Control and Assessment

Key Work Behaviors

Identifies all stakeholders, internal and external, formal and informal; reports to stakeholders formally and informally.
Sets clear expectations for stakeholders and establishes a mechanism for stakeholder input and feedback throughout the program life cycle.
Identifies an escalation procedure for stakeholder issue management.
Proposes solutions for stakeholder issues; resolves identified issues.
Prepares a program / project level stakeholder management plan that aligns with organizational objectives and considers the various levels of stakeholders.
Accurately captures stakeholder needs and expectations; maintains stakeholder support through effective consensus building.
Engages affected stakeholders, manages their expectations to improve their acceptance of the program objectives, schedule, and metrics.

Recommended Developmental Activities

Shadow an executive.
Identify and complete project assignments with increased scope and responsibilities simultaneously receiving mentorship.
Participate in a professional association and volunteer to work on a sub-committee.
Participate on an interagency or intra-agency task force, working group, or project.
Participate or lead an Integrated Product / Process Team (IPT).
Attend and participate in “after action” meetings for assigned programs and projects.

Recommended Training / Subject Areas

Emotional Intelligence
Appreciative Inquiries
Coaching Skills (Active Listening)
Developing Stakeholder Engagement
Stakeholder Engagement Tools
Conflict Management and Negotiating

Senior-Level (GS 14-15) Senior Expert Project Manager/Program Manager

May include supervisory responsibilities.

While proficiency in these focus areas is important at all levels, this set of competencies is critical for successful performance at the Senior-Level (GS 14-15).

Core General Competencies

General competencies are grouped by likeness into six distinct categories. The various work behaviors are relevant to all competencies comprising each category.

Key Work Behaviors

Makes sound and timely tactical decisions for projects, team, or work unit based on data; decisions are made using sound tool set.
Prioritizes project steps and tasks.
Creates and executes quality assurance plans for expected program results.
Assesses and analyzes information and issues; makes decisions based on enterprise risk management.
Makes sound and timely decisions for multiple projects, teams, or work units assessing interaction across interrelated projects in a program; decisions are made using sound tool set.
Identifies potential and actual conflicts or issues which may arise among multiple projects or programs; formulates an action for resolution.
Prioritizes program issues and deliverables for action.
Makes sound and timely decisions for an organization or across organizations, assessing interaction across projects, programs and portfolios, sometimes with limited information; decisions are made using sound tool set.
Ensures program / project decisions align with agency strategic goals.
Identifies cascading and/or multi-level consequences of decisions, intended and unintended consequences.
Assesses, analyzes information and issues and makes decisions managing organization/agency/ enterprise risk.
Develops scorecards, metrics, and/or performance standards to accomplish desired project/program results.
Identifies trade-offs and scenarios; provides and evaluates options; formulates recommendations for the best project/program outcome.

Recommended Developmental Activities

Establish an understanding on how your contractors do business by obtaining a mentor with this expertise.
Participate in a private sector exchange program.
Gain exposure to innovative program / project management practices.

Recommended Training / Subject Areas

Decision-Making Techniques
Go/No-Go Decision Criteria
Decision-Making Tools
Scheduler and Coordinator
Cost Control
Risk Management
Quality Management
Project Management Body of Knowledge
AGILE Methodologies
Federal budget, contracting and acquisition, MOU development, Clinger-Cohen, HR processes (“Government 101”)
Ethics
COTR/COR
Measuring Organizational Result
Personnel Management
Leadership Skills

Problem Solving: Identifies problems; determines accuracy and relevance of information; uses sound judgment to generate and evaluate alternatives, and to make recommendations.

Key Work Behaviors

Conducts evaluations, examinations, or other factfinding studies to obtain or verify information.
Designs or conducts analytical studies, cost-benefit analyses, or other research.
Processes or analyzes data using computer systems or applications.
Monitors current trends or events (for example, technological, economic, political, social, educational, or employment trends or events) and applies the information as appropriate.
Keeps abreast of latest technology, information, research, etc., to maintain knowledge in field of expertise (for example, reads trade journals, participates in professional/technical associations, maintains credentials).
Establishes and maintains networks of stakeholders and other relevant parties.
Determines appropriate products or services for clients or customers.
Asks customers for suggestions or feedback on the performance of products or services.
Monitors programs, projects, operations, or activities.
Gives presentations or briefings on all aspects of the project.
Develops, modifies, or provides input to project plans.
Provides technical advice or assistance to others.
Collaborates with others or works on teams to accomplish work-related activities.
Gathers technical information from internal and external stakeholders.
Makes technically sound recommendations to develop effective work products.

Recommended Developmental Activities

Participate in professional organizations' initiatives and conferences.
Maintain certifications.
Participate in private sector exchange program.

Recommended Training / Subject Areas

Professional Ethics
Business Ethics
Decision Making
Project Management Body of Knowledge
Program Management Body of Knowledge

Information Management: Identifies a need for and knows where or how to gather information; organizes and maintains information or information or information management systems.

Technical Credibility: Understands and appropriately applies principles, procedures, requirements, regulations, and policies related to specialized expertise.

Technology Application: Uses machines, tools, instruments, or equipment effectively; uses computers and computer applications to analyze and communicate information in the appropriate format.

Key Work Behaviors

Establishes and maintains a baseline understanding of current organizational processes.
Creates alternatives to mitigate organizational risk and capitalizes on new and changing technologies.
Scans the environment for external trends (i.e., technologies, policies, etc.), assesses impact for possible adoption, and adapts value-added innovations to transform service delivery.
Questions status quo and explores new ways of meeting organizational needs.
Manages organizational expectations for realistic program deliverables.
Creates and communicates a program vision.
Demonstrates understanding of the Code of Ethics for Government Service and other laws governing ethical behavior.
Establishes open and honest communication with employees, customers, and other stakeholders.
Recognizes and documents available options in analyzing and resolving ethical situations.
Maintain fairness and objectivity when selecting team members based upon skill sets needed for projects.
Instills a climate of trust, openness, and honesty by admitting own mistakes and taking responsibility for one's actions.
Displays fortitude to make ethical decisions that may negatively impact self or stakeholders.
Demonstrates ethics, integrity, and professional conduct.
Provides a bridge between strategy and culture to meet agency goals.
Serves as a bridge between CIO, legal, acquisition, budget and IT communities to meet customer needs.
Creates consensus (shows the win-win for all stakeholders) and gets to an interest-based outcome (versus a position-based outcome).
Ensures program decisions align with agency strategic goals.
Establishes professional standards for carrying out the program / project (i.e., establishing customer service standards, collaborative approach).
Understands stakeholder motivations and utilizes them effectively to meet program / project goals.
Creates a collaborative environment.

Recommended Developmental Activities

Participate in professional organizations' initiatives and conferences.
Encourage development of others.
Stay current on certifications.
Promote continuous learning.

Recommended Training / Subject Areas

Strategic Planning and Analysis
Problem Solving Tools and Techniques
Professional Ethics
Business Ethics
Negotiation and Mediation
Conflict Resolution
Managing Across Generations
Valuing Diversity
Change Management

Leadership: Influences, motivates, and challenges others; adapts leadership styles to a variety of situations.

Partnering: Develops networks and builds alliances; collaborates across boundaries to build strategic relationships and achieve common goals.

Key Work Behaviors

Reviews reports, documents, records, data, or other materials to verify completeness, correctness, consistency, compliance, or authenticity.
Conducts evaluations, examinations, or other fact finding studies to obtain or verify information.
Listens to others and seeks clarification when needed.
Presents information orally about work of the organization to others (for example, describes the organization's programs and services to individuals or groups in the community or to higher management).
Reads and understands technical or other complex materials required for the job.
Justifies program objectives and required allocations to top management.
Prepares budget requests or justifications for funding.
Provides or disseminates information in writing.

Recommended Developmental Activities

Take on a developmental assignment that offers the opportunity to present to or communicate with colleagues in different areas of the organization.
Enter a coaching relationship in which oral communication abilities is the focal point of development
Participate in professional association.
Make use of learning partners and peer coaches to solicit feedback on written communications.
Leverage self-learning platforms for real-time information on specific writing topics. Volunteer to produce written materials for assigned projects.

Recommended Training / Subject Areas

Time Management
Organizational Skills
Managing Your Workload
Productivity
Effective Communication Skills
Presentation Skills
Public Speaking
Technical Writing
Business Writing
E-mail Etiquette

Attention to Detail: Is thorough when performing work and conscientious about attending to detail.

Reasoning: Identifies rules, principles, or relationships that explain facts, data, or other information; analyzes information and makes correct inferences or draws accurate conclusions.

Key Work Behaviors

Makes improvements, solves problems, or takes corrective action when problems arise.
Persuades others to take a particular course of action or to accept findings, recommendations, changes, or alternative viewpoints.
Adjusts project plans, schedules, and resources in response to changing needs and priorities.
Manages any change or refinement of project objectives.
Takes feedback into consideration while implementing organizational change.
Builds teams that leverage diverse capabilities of employees.
Provides career development opportunities for staff.
Reviews others’ work (for example, peers, subordinates, contractors).
Collaborates with others or works on teams to accomplish work-related activities.
Promotes or develops and maintains good working relationships with key individuals or groups.
Solicits input or feedback from staff and other stakeholders.

Recommended Developmental Activities

Obtain a coach to work on conflict management skills.
Initiate and participate in team building exercises.
Engage in learning projects that are fluid.
Leverage self-learning platforms for real-time information on conflict management techniques.

Recommended Training / Subject Areas

Conflict Resolution
Emotional Intelligence
Dealing with Difficult Customers and/or Colleagues
Negotiation
Active Listening
Team Building
Teamwork
Effective Communication Skills
Persuasive Techniques Peer Coaching
Diversity & Inclusion

Conflict Management: Manages and resolves conflicts, grievances, confrontations, or disagreements in a constructive manner to minimize negative personal impact.

Flexibility: Is open to change and new information; adapts behavior or work methods in response to new information, changing conditions, or unexpected obstacles; effectively deals with ambiguity.

Team Building: Inspires and fosters team commitment, spirit, pride, and trust. Facilitates cooperation and motivates team members to accomplish group goals.

Teamwork: Encourages and facilitates cooperation, pride, trust, and group identity; fosters commitment and team spirit; works with others to achieve goals.

Key Work Behaviors

Establishes a customer service management plan for triaging customer inquiries.
Analyzes trends of customer inquiries to establish root causes for change recommendations.
Establishes value-added metrics for measuring customer service and continually refines to identify key performance indicators.
Responds to requests and inquiries from stakeholders.
Engages customers to identify requirements and balance business goals.
Modifies products or services based on suggestions or feedback from customers.
Anticipates and proactively addresses program needs by presenting options, taking action, and following up as appropriate.

Recommended Developmental Activities

Complete a rotation to Program Management Office, or other operational parts of agency.
Complete a rotation or visits to customer sites.

Recommended Training / Subject Areas

Customer Service
Customer Relationship Management
Business Process Reengineering and Streamlining

Key Work Behaviors

Create new methods for planning, designing, and carrying out program objectives.
Develops concepts for new programs, products, or services.
Organizes and leads cross-divisonal work group in developing creative solutions to address problems.
Recommends improvements or solutions to problems, and determines appropriate actions.
Develops, introduces, defends and gains support for a new approaches.

Recommended Developmental Activities

Leverage self-learning platforms for real-time information on creative thinking
Host innovation activities (i.e., shark tanks)

Recommended Training / Subject Areas

Creative Thinking
Innovative Thinking
Human-Centered Design

Key Work Behaviors

Persuades others to take a particular course of action or to accept findings, recommendations, changes, or alternative viewpoints.
Creates consensus (shows the win-win for all stakeholders) and gets to an interest-based outcome (versus a position-based outcome).

Recommended Developmental Activities

Participate in professional organizations' initiatives and conferences .
Encourage development of others.
Promote continuous learning.

Recommended Training / Subject Areas

Negotiation and Mediation Conflict Resolution Motivation
Managing Across Generations
Professional Ethics

Key Work Behaviors

Provides a bridge between strategy and culture to meet agency goals.
Serves as a bridge between CIO, legal, acquisition, budget and IT communities to meet customer needs.
Creates consensus (shows the win-win for all stakeholders) and gets to an interest-based outcome (versus a position-based outcome).
Ensures program decisions align with agency strategic goals.

Recommended Developmental Activities

Participate in strategic planning sessions for the organization.
Participate in professional organizations' initiatives and conferences.

Recommended Training / Subject Areas

Strategic Planning and Analysis
Negotiation and Mediation
Problem Solving Tools and Techniques

Key Work Behaviors

Keeps abreast of key organizational activities, policies, and priorities likely to affect operations or the program area.
Establishes and maintains networks of stakeholders and other relevant parties.
Keeps abreast of latest technology, information, research, etc., to maintain knowledge in field of expertise (for example, reads trade journals, participates in professional/technical associations, maintains credentials).
Participates in or represents the organization or clients at briefings, meetings, or conferences.
Serves as a liaison between government personnel (inside and outside the organization), representatives of business and industry, trade and professional associations, the media, or the public.

Recommended Developmental Activities

Participate in professional organizations’ initiatives and conferences.
Stay current on certifications.
Read trade journals to stay abreast of economic, political and social trends.
Read the Government Accountability Office reports
Stay abreast of Federal Register notifications.

Recommended Training / Subject Areas

Leadership Development
Forecasting

External Awareness: Identifies and understands economic, political, and social trends that affect the organization.

Key Work Behaviors

Determines resource requirements (for example, staffing, equipment) based on program or project objectives or operational needs.
Adjusts project plans, schedules, and resources in response to changing needs and priorities.
Identifies and accommodates technology and resource constraints.
Allocates resources based on program or project objectives or operational requirements.
Purchases or contracts for property, services, supplies, equipment, or other items.

Recommended Developmental Activities

Participate on an interagency or intra-agency task force, working group, or project.
Lead the implementation of a Resource Management Plan.
Participate in professional organizations' initiatives and conferences.

Recommended Training / Subject Areas

Resource Management
Program Management
Financial Management

Manages Resources: Selects, acquires, stores, and distributes resources such as materials, equipment, or money.

Key Work Behaviors

Provides technical advice or assistance to others.
Evaluates and provides feedback on others’ performance.
Provides career development opportunities for staff.
Works with staff to develop individual development plans addressing employee needs and meeting organizational goals.

Recommended Developmental Activities

Serve as a mentor or a coach.
Promote continuous learning.

Recommended Training / Subject Areas

Organizational Development
Leadership Development
Employee Development
Constructive Feedback

Teaching Others: Helps others learn through formal or informal methods; identifies training needs; provides constructive feedback; coaches others on how to perform tasks; acts as a mentor.

Key Work Behaviors

Plans, distributes and monitors work assignments.
Builds teams that leverage diverse capabilities of employees.
Evaluates subordinates’ work performance and provides feedback on their performance.
Motivates subordinates.
Recommends personnel actions (for example, appointments, promotions, reassignments)

Recommended Developmental Activities

Be a mentor or a coach.
Promote continuous learning.
Plan and participate in team building activities.

Recommended Training / Subject Areas

Organizational Management
Performance Management
Workforce Planning
Constructive Feedback

Managing Human Resources: Plans, distributes, and monitors work assignments; evaluates work performance and provides feedback to others on their performance.

Key Work Behaviors

Persuades others to take a particular course of action or to accept findings, recommendations, changes, or alternative viewpoints.
Establishes and maintains networks of stakeholders and other relevant parties.
Justifies program objectives and required allocations to top management.
Participates in or represents the organization or clients at briefings, meetings, or conferences.

Recommended Developmental Activities

Participate in professional organizations' initiatives and conferences.
Stay current on certifications.
Read trade journals to stay abreast of political trends.
Read the Government Accountability Office reports.
Stay abreast of Federal Register notifications.

Recommended Training / Subject Areas

Professional Ethics
Business Ethics
Negotiation and Mediation/ Conflict Resolution

Political Savvy: Identifies the internal and external politics that impact the work of the organization. Perceives organizational and political reality and acts accordingly.

Technical General Competencies

Key Work Behaviors

Formally initiates an acquisition project; develops acquisition schedule, expectations and requirements plan.
Formulates an acquisition strategy that incorporates risk mitigation strategies and opportunity costs.
Utilizes Earned Value Management (EVM) and other performance evaluation systems to control and evaluate acquisition investments.
Manages the leadership and management processes associated with acquisition and acquisition planning.

Recommended Developmental Activities

Participate in cross-functional, interagency training.
Serve as a mentor to junior staff.
Identify and complete a detail or rotation that involves leading or assisting with a major acquisition.
Serve on proposal review and technical evaluation teams.
Participate on an interagency or intra-agency task force, working group, or project.

Recommended Training / Subject Areas

Lean Six Sigma
Business and Marketing
Acquisition training
Systems Acquisition Management
Life Cycle Management
Logistic Management
Intermediate Acquisition Logistics
Social Impact & Consequences to Technical Strategy
Performance-Based Contracts

Key Work Behaviors

Prioritizes and adjusts plans, schedules, and resources in response to changing needs and competing priorities.
Identifies the impacts of change on business processes.
Designs and implements a change management plan to manage changes to the program scope, schedule, quality, and costs.
Updates relevant plans and communicates approved changes.
Develops and approves program tolerance plans within the program.

Recommended Developmental Activities

Identify and participate in details that involve leading change management initiatives.
Assist and lead assignments that include process improvements or change initiatives, business process reengineering efforts, or implement changes developed by a larger project.

Recommended Training / Subject Areas

Change Management
Strategic Planning and Analysis
Program Change Requests
Project Management Body of Knowledge
Lean Six Sigma
Change Management Professional Certification
Total Quality Management
Release Management

Change Management: Knowledge of change management principles, strategies, and techniques required for effectively planning, implementing, and evaluating change in the organization.

Key Work Behaviors

Evaluates, monitors, or ensures compliance with laws, regulations, policies, standards, or procedures.
Evaluates the impact (for example, costs or benefits) of changes to laws, regulations, policies, standards, or procedures.
Explains or provides guidance on laws, regulations, policies, standards, or procedures to senior management, personnel, or clients.
Implements new or revised laws, regulations, executive orders, policies, standards, or procedures.
Plans and manages technology integration and applies agency policy on interoperability and product support.

Recommended Developmental Activities

Lead program or project evaluation assessments.
Join and participate in a professional association.
Obtain an experienced project management or program management mentor.

Recommended Training / Subject Areas

Compliance
Program Evaluation
Business Ethics
Agency compliance training
Quality Management
Requirements Management

Compliance: Knowledge of procedures for assessing, evaluating, and monitoring programs or projects for compliance with Federal laws, regulations, and guidance.

Key Work Behaviors

Develops short- or long-term financing plans or identifies funding sources.
Prepares budget requests or justifications for funding.
Reviews and recommends the approval or disapproval of funding requests.
Manages budget (for example, monitors expenditures or income).
Monitors and controls burn rates against the spending plan.
Applies Earned Value Management (EVM) and other performance evaluation methods, processes, and tools.

Recommended Developmental Activities

Identify and participate in a financial management details or rotation.
Participate in agency’s budget process.
Lead an interagency or intra-agency task force, working group, or project.
Lead an Integrated Product/Process Team (IPT).

Recommended Training / Subject Areas

Financial Management Certification
Financial Analysis
Return on Investments
Program Planning, Budgeting, and Execution
Economic Forecasting / Analysis
Cost Management
Financial Closure Processes

Financial Management: Prepares, justifies, and/or administers the budget for program areas; plans, administers, and monitors expenditures to ensure cost-effective support of programs and policies; assesses financial condition of an organization.

Key Work Behaviors

Monitors current trends or events (for example, technological, economic, political, social, educational, or employment trends or events) and applies the information as appropriate.
Keeps abreast of key organizational activities, policies, and priorities likely to affect operations or the program area.
Keeps abreast of latest technology, information, research, etc., to maintain knowledge in field of expertise.

Recommended Developmental Activities

Read trade journals.
Participate in professional / technical associations.
Be a coach or a mentor.

Recommended Training / Subject Areas

Knowledge Management
Change Management
Succession Management
Effective Communications

Knowledge Management: Knowledge of the value of collected information and the methods of sharing that information throughout an organization.

Key Work Behaviors

Conducts evaluations, examinations, or other fact-finding studies to obtain or verify information program and organizational performance metrics.
Advises on or develops criteria for measuring project or program accomplishments.
Evaluates, monitors, or ensures compliance with laws, regulations, policies, standards, or procedures.
Develops or analyzes plans of action and milestones for mitigating risks.
Makes improvements, solves problems, or takes corrective action when performance problems arise.
Evaluates the effectiveness of problem solving processes and outcomes to improve program and organizational performance.

Recommended Developmental Activities

Shadow an executive.
Attend and participate in the agency’s strategic planning sessions.
Manage a Government Accountability Office / Inspector General Audit Response.
Identify and complete a detail or rotation with increased program scope, complexity, and responsibilities.

Recommended Training / Subject Areas

Performance Measurement
Earned Value Management
Program Management
Data Visualization
Program Management Tools
Testing and agile/scrum master for types of programs being managed
Benchmark Identification
Agile Methodologies( e.g. Scrum, lean etc.)

Key Work Behaviors

Prepares budget requests or justifications for funding.
Provides technical supervision of program or project work.
Negotiates with others to reach an agreement, settlement, compliance, or a solution.
Determines resource requirements (for example, staffing, equipment) based on program or project objectives or operational needs.
Ensures new projects align with other projects underway.
Implements operational, program, or project plans to meet objectives.
Analyzes organizational objectives and identifies where gaps in capability exist to meet those objectives.

Recommended Developmental Activities

Manage multiple connected programs.
Identify and complete detail or rotation that broadens and diversifies the types of programs managed.
Stay abreast of program management industry advances and best practices.

Recommended Training / Subject Areas

Advanced Program Management
Strategic Planning
Leadership Training
Life Cycle Management

Key Work Behaviors

Develops resource estimates related to cost, schedule, and performance.
Oversees execution of the project and closely monitors program progress; responds and adapts plans to changes and manages risk.
Assesses the value and organizational impact of the project, ensuring that the target benefits are measurable and related to business goals.
Recognizes, understands, and interprets earned value management (EVM) and other performance evaluation policies, methodologies, and applicable software tools.
Manages and understands the application of EVM. The criticality of the Integrated Baseline Review (IBR) process, and how to interpret the EVM indications and resulting analysis.
Develops and documents a work breakdown structure (WBS) and resource loaded project schedule using common project information systems technology and software.
Monitors and tracks project milestones and deliverables.

Recommended Developmental Activities

Develop cross-functional knowledge of: logistics, procurement, and finance / budget.
Review and become familiar with the Project Management Institute’s “A Guide to Project Management Body of Knowledge” (PMBOK Guide).
Stay abreast of project management industry advances and best practices.
Serve as a Contracting Officer Representative for a project.
Conduct post-implementation and baseline reviews.
Participate in a professional association.

Recommended Training / Subject Areas

Project Management Applications
General Project Management
Project Management Body of Knowledge
Contract Management
Requirements Management
Project Management Commercial Literature
Cost Estimation

Key Work Behaviors

Establishes and maintains a system of continuous program or project planning, analysis, or evaluation and identifies areas for improvement or best practices.
Advises on or develops criteria for measuring project or program accomplishments.
Implements, monitors, or maintains internal control systems to ensure protection against fraud, waste, and mismanagement.
Evaluates the efficiency or effectiveness of organizational programs, projects, or operations.
Implements or maintains quality assurance processes.

Recommended Developmental Activities

Serve as a mentor or coach.
Teach control quality reviewing techniques to junior staff members.
Lead the defining of quality metrics.

Recommended Training / Subject Areas

Quality Management Plan
Quality Assurance
Quality Control
Quality Metrics
Quality Standards

Key Work Behaviors

Prepares and updates a strategy for requirements management.
Manages expectations and requirement changes; communicates expectation and requirement change information.

Recommended Developmental Activities

Identify stretch assignments that focus on developing a Statement of Work, Statement of Objectives, and Performance Work Statement for projects with increased scope and complexity.
Teach requirements gathering techniques to junior staff members.
Manage all stages of requirements gathering / management.
Shadow an agency procurement officer or resource manager.

Recommended Training / Subject Areas

System Engineering Certification
Business Analysis Certification
Contract Management

Requirements Management: Knowledge of the principles and methods to identify, solicit, analyze, specify, design, and manage requirements.

Key Work Behaviors

Assesses and approves risk management plans for programs.
Coordinates the interdependencies of risk management across systems and organizations.
Develops and shares best practices regarding risk management.
Effectively communicates change across the enterprise.

Recommended Developmental Activities

Identify and complete a detail or rotation to manage a high-risk portfolio or program.
Attend workshops given by program / project management governing bodies or private companies.
Serve as a risk manager on large program / project.
Assist in an enterprise risk management office.

Recommended Training / Subject Areas

Agile Risk Management / Visualization
Quality Assurance
Risk Informed Decision-Making
Risk Identification, Tracking, and Mitigation
Risk Management Professional Certification

Risk Management: Knowledge of the principles, methods, and tools used for risk assessment and mitigation, including assessment of failures and their consequences.

Key Work Behaviors

Develops a schedule management plan based on the project management plan and using schedule management techniques.
Makes improvements, solves problems, or takes corrective action when schedule problems arise.
Develops, modifies, or provides input to project plans.

Recommended Developmental Activities

Prepare and deliver training to colleagues on effective schedule management techniques.
Serve as a mentor or coach.

Recommended Training / Subject Areas

Advanced courses for agency specific scheduling tools and applications
Scheduling Professional Certification
Performance Evaluation
Alternative Analysis

Schedule Management: Plans, develops, and controls project schedule and tracks project milestones, activities, and deliverables, including timeframes and assigned resources.

Key Work Behaviors

Develops a scope management plan based on the approved project scope and using scope management techniques.
Assures that resources and schedule are commensurate with the project scope.
Successfully advocates for the resources needed to accomplish project work scope.

Recommended Developmental Activities

Complete a stretch assignment to project with complex or broad stakeholders.
Complete Mind MAP exercises.
Identify and complete detail / rotation project assignment in scope management.
Lead the development of work breakdown structures.

Recommended Training / Subject Areas

Scope Management
Facilitation
Brainstorming Techniques
Agile Sprint / Release Training
Hybrid Agile Waterfall Development
Requirements Management
Stakeholder Engagement

Key Work Behaviors

Implements solutions for stakeholder issues; resolves identified issues.
Develops a communication strategy to engage stakeholders, manage their expectations, and improve their acceptance of the objectives of the program.
Accurately captures stakeholder needs and expectations and maintains stakeholder support through effective consensus building.
Engages and facilitates affected stakeholders, manages their expectations to improve their acceptance of the program objectives, schedule, and metrics.
Generates buy-in to the business goals and technical approach of the program / project.

Recommended Developmental Activities

Serve as mentor or coach.
Identify and participate in an interagency developmental assignments or integrated project team.
Assist and lead stakeholder management in major projects/initiatives.
Continuously seek opportunities to improve communication skills.

Recommended Training / Subject Areas

Agile Requirements Training
Human-Centered Design
Negotiating/Conflict Management training
Collaborative Government
Executive Communications
Project Management Tools

Credentials and Certifications

The following is a comprehensive list of credentials and certifications attained or recommended by Program and Project Managers within the Federal Government. This list serves only as a guide to help individuals identify developmental opportunities for continued success. Program and Project Management positions classified in the 0340 series do not require a degree or certification for entry. Agencies proper evaluation of their program and project management work will determine the appropriate occupational series and needed KSAs and competencies to perform program and project management work. The occupational series will drive the needed qualifications for entry into the position. Subject matter experts have acknowledged that specific certifications and credentials may help provide the skillsets needed to be successful but have emphasized the importance of experience for successful performance as a Program and Project Manager. Most OPM Qualification Standards and occupational series have identified education and/or experience as qualifying. Federal agencies analysis of the work and selection of an occupational series will determine the needed qualifications. The lists below include examples of certificates, certifications, and education that may be used to determine program and project management applicants’ qualifications. Please note, this list is not exhaustive and not in any order of importance, and certifications may be subject to change over time. The list below is also reflective of experience job candidates may acquire through formal and informal methods.

Certificates and Certifications

Program Management
Project Management
Portfolio Management
Scrum Master
Agile Certified Practitioner
Agile Scrum Master/Product Owner
Contracting Officer Representative
Federal Acquisitions
Lean Six Sigma
Graduate Project Management Certificate
Certificate in Earned Value Management (EVM)
Certified Associate in Project Management (CAPM)
Certified Project Management Practitioner
Federal Acquisition Certification in Program/ Project Management (Levels I, II, III depending on complexity of projects and associated contracts)
Certificate in Scheduling

Degrees

Master of Business Administration
Bachelor of Business Administration
Masters Certificate in Program Management
Masters Certificate in Government Contracting
General Bachelor's
Bachelor’s in Project Management
Bachelor’s in Technical Management
Master's in Public Administration

Appendix A: Key Terminology

This Appendix section² outlines common terms related to P/PM. These terms are provided to ensure consistency across agencies in implementing key provisions of the Act, and applicable to PMIAA implementation and guidance only.

Program (for PMIAA Implementation): The exercise of delegated or statutory authority to carry out activities, functions or services constitutes the essential purpose for the establishment and continuing existence of an agency; therefore, a program is described as the mission, functions, projects, activities, laws, rules, and regulations which an agency is authorized and funded by statute to administer and enforce. The focus of a program may be on providing products and services to the public, State and local government, private industry, foreign countries, or Federal agencies. Additionally, a program may be professional, scientific, technical, administrative, or fiscal in nature. Typically, programs involve broad objectives, including national defense; law enforcement; public health, safety, and well-being; collection of revenue; regulation of trade; collection and dissemination of information; and the delivery of benefits or services. However, specialized or staff programs may be considerably narrower in scope (e.g., merit systems protection; nuclear safety; and agency-wide personnel or budget programs). Programs are usually of such magnitude that they must be carried out through a combination of mission and mission-support functions. This description of program is adapted from OPM’s definition of program and provided only to inform agency implementation of PMIAA.
Program Management: The coordinated application of general and specialized knowledge, skills, expertise, and practices to a program for effective implementation. Effective program management requires programs be managed by both individuals and organizations as whole that work in concert to achieve benefits and advance outcomes towards the accomplishment of the agency mission, goals, and objectives.
Project Management: The coordinated application of general and specialized knowledge, skills, expertise, and practices to a project to achieve its stated goals and outcomes.
Project: A temporary endeavor to create a unique product or service with a start date, a completion date, and a defined scope. Projects are executed in a manner to improve the efficient and effective implementation of program.

Appendix B: Subject Matter Expert (SME) Workshops List of Participating Agencies

The OPM facilitated three full-day focus group sessions with over thirty Federal classifications and program and project management SMEs, below is the list of participating agencies, in November 2018. SMEs’ reviewed and further refined the job duties and competencies, providing valuable input on the new Project Manager and Program Manager career path effort.

Court Services and Offender Supervision Agency
Department of Defense
Department of Education
Department of Energy
Department of Homeland Security
Department of Housing and Urban Development
Department of Justice
Department of Labor
Department of the Treasury
Department of Veterans Affairs
Environmental Protection Agency
Federal Communications Commission
General Services Administration
Government Accountability Office
National Aeronautics and Space Administration
National Science Foundation
Office of Personnel Management
Securities and Exchange Commission
Social Security Administration
U.S. Agency for International Development

In the summer of 2022, program and project management SMEs from the following agencies reviewed the Guide and offered further refinements.

Department of Agriculture
Department of Energy (Bonneville Power Administration)
Department of Housing & Urban Development, Office of Inspector General
Department of the Interior
Department of the Treasury
Library of Congress

Appendix C: List of Designated Title & Number for Each Job Series

This is a detailed list of the job series number and title for the occupational series’ included in the career paths. OPM’s Program Management Improvement Accountability Act – Program and Project Managers Workforce Survey data indicated over 150 job series in which Federal employees perform Program/Project Management work. The job series included below reflect the greatest reported job series from this survey.

Job Series Number	Job Series Title
0201	Human Resources Management Series
0301	Miscellaneous Adminstration and Program Series
0340	Program Management Series
0343	Management and Program Analysis
0801	General Engineering Series
0808	Architecture Series
0905	General Attorney Series
1101	General Business and Industry Series
1102	Contracting Series
1301	General Physical Science Series
2210	Information Technology Management Series

Appendix D: Program and Project Competency Model and Competency Definitions

The following present the 32 general competencies and 19 technical competencies that have been identified on a government-wide basis for program and project management work. Agencies are responsible for conducting job analyses for work within their agency (5 CFR Part 300.103). Similarly, agencies must determine the applicability of these competencies to positions within their agency. Please refer to OPM's Delegated Examining Operations Handbook for more information on conducting a job analysis.

Program and Project Management General Competencies

Accountability - Holds self and others accountable for measurable high-quality, timely, and cost-effective results. Determines objectives, sets priorities, and delegates work. Accepts responsibility for mistakes. Complies with established control systems and rules.

Attention to Detail - Is thorough when performing work and conscientious about attending to detail.

Conflict Management - Manages and resolves conflicts, grievances, confrontations, or disagreements in a constructive manner to minimize negative personal impact.

Creative Thinking - Uses imagination to develop new insights into situations and applies innovative solutions to problems; designs new methods where established methods and procedures are inapplicable or are unavailable.

Customer Service - Works with clients and customers (that is, any individuals who use or receive the services or products that your work unit produces, including the general public, individuals who work in the agency, other agencies, or organizations outside the Government) to assess their needs, provide information or assistance, resolve their problems, or satisfy their expectations; knows about available products and services; is committed to providing quality products and services.

Decision Making - Makes sound, well-informed, and objective decisions; perceives the impact and implications of decisions; commits to action, even in uncertain situations, to accomplish organizational goals; causes change.

External Awareness - Identifies and understands economic, political, and social trends that affect the organization.

Flexibility - Is open to change and new information; adapts behavior or work methods in response to new information, changing conditions, or unexpected obstacles; effectively deals with ambiguity.

Influencing/Negotiating - Persuades others to accept recommendations, cooperate, or change their behavior; works with others towards an agreement; negotiates to find mutually acceptable solutions.

Information Management - Identifies a need for and knows where or how to gather information; organizes and maintains information or information management systems.

Integrity/Honesty - Contributes to maintaining the integrity of the organization; displays high standards of ethical conduct and understands the impact of violating these standards on an organization, self, and others; is trustworthy.

Interpersonal Skills - Shows understanding, friendliness, courtesy, tact, empathy, concern, and politeness to others; develops and maintains effective relationships with others; may include effectively dealing with individuals who are difficult, hostile, or distressed; relates well to people from varied backgrounds and different situations; is sensitive to cultural diversity, race, gender, disabilities, and other individual differences.

Leadership - Influences, motivates, and challenges others; adapts leadership styles to a variety of situations.

Legal, Government and Jurisprudence - Knowledge of laws, legal codes, court procedures, precedents, legal practices and documents, Government regulations, Executive orders, agency rules, Government organization and functions, and the democratic political process.

Manages Human Resources - Plans, distributes, and monitors work assignments; evaluates work performance and provides feedback to others on their performance.

Manages Resources - Selects, acquires, stores, and distributes resources such as materials, equipment, or money.

Oral Communication - Expresses information (for example, ideas or facts) to individuals or groups effectively, taking into account the audience and nature of the information (for example, technical, sensitive, controversial); makes clear and convincing oral presentations; listens to others, attends to nonverbal cues, and responds appropriately.

Organizational Awareness - Knows the organization's mission and functions, and how its social, political, and technological systems work and operates effectively within them; this includes the programs, policies, procedures, rules, and regulations of the organization.

Partnering - Develops networks and builds alliances; collaborates across boundaries to build strategic relationships and achieve common goals.

Planning and Evaluating - Organizes work, sets priorities, and determines resource requirements; determines short- or long-term goals and strategies to achieve them; coordinates with other organizations or parts of the organization to accomplish goals; monitors progress and evaluates outcomes.

Political Savvy - Identifies the internal and external politics that impact the work of the organization. Perceives organizational and political reality and acts accordingly.

Problem Solving - Identifies problems; determines accuracy and relevance of information; uses sound judgment to generate and evaluate alternatives, and to make recommendations.

Reading Comprehension - Understands and interprets written material, including technical material, rules, regulations, instructions, reports, charts, graphs, or tables; applies what is learned from written material to specific situations.

Reasoning - Identifies rules, principles, or relationships that explain facts, data, or other information; analyzes information and makes correct inferences or draws accurate conclusions.

Strategic Thinking - Formulates effective strategies consistent with the business and competitive strategy of the organization in a global economy. Examines policy issues and strategic planning with a long-term perspective. Determines objectives and sets priorities; anticipates potential threats or opportunities.

Teaching Others - Helps others learn through formal or informal methods; identifies training needs; provides constructive feedback; coaches others on how to perform tasks; acts as a mentor.

Team Building - Inspires and fosters team commitment, spirit, pride, and trust. Facilitates cooperation and motivates team members to accomplish group goals.

Teamwork - Encourages and facilitates cooperation, pride, trust, and group identity; fosters commitment and team spirit; works with others to achieve goals.

Technical Competence - Uses knowledge that is acquired through formal training or extensive on-the-job experience to perform one's job; works with, understands, and evaluates technical information related to the job; advises others on technical issues.

Technical Credibility - Understands and appropriately applies principles, procedures, requirements, regulations, and policies related to specialized expertise.

Technology Application - Uses machines, tools, instruments, or equipment effectively; uses computers and computer applications to analyze and communicate information in the appropriate format.

Writing - Recognizes or uses correct English grammar, punctuation, and spelling; communicates information (for example, facts, ideas, or messages) in a succinct and organized manner; produces written information, which may include technical material that is appropriate for the intended audience.

Program and Project Management Technical Competencies

Acquisition Strategy - Knowledge of the principles and methods for developing an integrated acquisition management plan that describes the business, technical, and support strategies, including the relationship between the acquisition phases, work efforts, and key program events (for example, decision points, contract awards, test activities).

Business Process Reengineering - Knowledge of methods, metrics, tools, and techniques of Business Process Reengineering.

Capital Planning and Investment Assessment - Knowledge of the principles and methods of capital investment analysis or business case analysis, including return on investment analysis.

Change Management - Knowledge of change management principles, strategies, and techniques required for effectively planning, implementing, and evaluating change in the organization.

Compliance - Knowledge of procedures for assessing, evaluating, and monitoring programs or projects for compliance with Federal laws, regulations, and guidance.

Contracting/Procurement - Knowledge of various types of contracts, techniques, or requirements (for example, Federal Acquisitions Regulations) for contracting or procurement, and contract negotiation and administration.

Cost-Benefit Analysis - Knowledge of the principles and methods of cost-benefit analysis, including the time value of money, present value concepts, and quantifying tangible and intangible benefits.

Financial Analysis - Knowledge of the principles, methods, and techniques of financial analysis, forecasting, and modeling to interpret quantitative and qualitative data; includes data modeling, earned value management, and evaluating key financial indicators, trends, and historical data.

Financial Management - Prepares, justifies, and/or administers the budget for program areas; plans, administers, and monitors expenditures to ensure cost-effective support of programs and policies; assesses financial condition of an organization.

Knowledge Management - Knowledge of the value of collected information and the methods of sharing that information throughout an organization.

Performance Measurement - Knowledge of the principles and methods for evaluating program or organizational performance using financial and nonfinancial measures, including identification of evaluation factors (for example, workload, personnel requirements), metrics, and outcomes.

Program Management - Knowledge of the principles, methods, and tools for the coordinated management of a program to include providing oversight of multiple projects, integrating dependent schedules and deliverables, and related activities (for example, benefits management, life cycle management, program governance).

Project Management - Knowledge of the principles, methods, or tools for developing, scheduling, coordinating, and managing projects and resources, including monitoring and inspecting costs, work, and contractor performance.

Quality Management - Knowledge of the principles, methods, and tools of quality assurance, quality control, and reliability used to ensure that a project, system, or product fulfills requirements and standards.

Requirements Management - Knowledge of the principles and methods to identify, solicit, analyze, specify, design, and manage requirements.

Risk Management - Knowledge of the principles, methods, and tools used for risk assessment and mitigation, including assessment of failures and their consequences.

Schedule Management - Knowledge of the strategies, techniques, and processes used to plan, develop, and control project schedule and track project milestones, activities, and deliverables, including timeframes and assigned resources.

Scope Management - Knowledge of the strategies, techniques, and processes used to plan, monitor, and control project scope; includes collecting requirements, defining scope, creating a work breakdown structure, validating scope, and controlling scope to ensure project deliverables meet requirements (i.e., features, functions).

Stakeholder Management - Knowledge of the concepts, practices, and techniques used to identify, engage, influence, and monitor relationships with individuals and groups connected to a work effort; including those actively involved, those who exert influence over the process and its results, and those who have a vested interest in the outcome (positive or negative).

Appendix E: Program and Project Management Competency Model Proficiency Level Guidance

The following tables present the proficiency level scale and the proficiency levels associated with each Program and Project Manager competency by band. Please note these proficiency levels are based on Government-wide data and are provided as guidance for training and development. Required proficiency levels may vary based on an agency's specific occupational needs and position requirements.

Proficiency Level Scale

Proficiency	General Competencies	Technical Competencies
0 = Not needed	Competency is not needed.	Competency is not needed.
1 = Awareness	Applies the competency in the simplest situations. Requires close and extensive guidance.	Applies the competency in the simplest situations. Requires close and extensive guidance. Demonstrates awareness of concepts and processes.
2 = Basic	Applies the competency in the simplest situations. Requires frequent guidance.	Applies the competency in somewhat difficult situations. Requires frequent guidance. Demonstrates familiarity with concepts and processes.
3 = Intermediate	Applies the competency in difficult situations. Requires occasional guidance.	Applies the competency in difficult situations. Requires occasional guidance. Demonstrates understanding of concepts and processes.
4 = Advanced	Applies the competency in considerably difficult situations. Generally requires little or no guidance.	Applies the competency in considerably difficult situations. Generally requires little or no guidance. Demonstrates broad understanding of concepts and processes.
5 = Expert	Applies the competency in exceptionally difficult situations. Serve as a key resource and advises others.	Applies the competency in exceptionally difficult situations. Serve as a key resource and advises others.

Program Management Competency Model - Technical

Competency	GS 9-11	GS 12-13	GS 14-15
Capital Planning and Investment Assessment	1	1	2
Cost-Benefit Analysis	1	2	2
Financial Analysis	1	2	2
Contracting/Procurement	1	2	2
Business Process Reengineering	1	2	2
Acquisition Strategy	1	2	2
Change Management	2	2	3
Financial Management	2	2	3
Requirements Management	2	2	3
Risk Management	2	2	3
Quality Management	2	2	3
Performance Measurement	2	2	3
Knowledge Management	2	2	3
Project Management	2	3	3
Scope Management	2	3	3
Stakeholder Management	2	3	3
Schedule Management	2	3	3
Compliance	2	3	3
Program Management	2	3	3

Program Management Competency Model - General

Competency	GS 9-11	GS 12-13	GS 14-15
Manages Human Resources	1	2	3
Legal, Government and Jurisprudence	2	2	3
Manages Resources	2	2	3
Political Savvy	2	2	3
External Awareness	2	2	3
Strategic Thinking	2	3	3
Teaching Others	2	3	3
Leadership	2	3	3
Team Building	2	3	3
Influencing/Negotiating	2	3	3
Partnering	2	3	3
Information Management	2	3	3
Organizational Awareness	3	3	3
Planning and Evaluating	3	3	3
Conflict Management	3	3	3
Technical Credibility	3	3	3
Creative Thinking	3	3	3
Technology Application	3	3	3
Flexibility	3	3	3
Reasoning	3	3	3
Teamwork	3	3	3
Technical Competence	3	3	3
Customer Service	3	3	3
Decision Making	3	3	4
Problem Solving	3	3	4
Oral Communication	3	3	4
Reading Comprehension	3	3	4
Accountability	3	3	4
Interpersonal Skills	3	3	4
Attention to Detail	3	3	4
Writing	3	3	4
Integrity/Honesty	4	4	4

Project Management Competency Model - Technical

Competency	GS 9-11	GS 12-13	GS 14-15
Business Process Reengineering	1	2	2
Capital Planning and Investment Assessment	1	2	2
Acquisition Strategy	1	3	2
Contracting/Procurement	1	3	2
Financial Analysis	2	2	2
Program Management	2	2	2
Cost-Benefit Analysis	2	2	2
Change Management	2	2	3
Performance Measurement	2	2	3
Scope Management	2	3	3
Requirements Management	2	3	3
Risk Management	2	3	3
Quality Management	2	3	3
Stakeholder Management	2	3	3
Schedule Management	2	3	3
Project Management	2	3	4
Financial Management	3	2	3
Compliance	3	3	3
Knowledge Management	3	3	3

Project Management Competency Model - General

Competency	GS 9-11	GS 12-13	GS 14-15
Manages Human Resources	1	2	2
External Awareness	1	2	2
Political Savvy	1	2	2
Legal, Government and Jurisprudence	2	2	2
Manages Resources	2	1	3
Teaching Others	2	2	3
Strategic Thinking	2	2	3
Leadership	2	3	3
Oral Communication	2	3	3
Partnering	2	3	3
Organizational Awareness	2	3	3
Technical Credibility	2	3	3
Creative Thinking	2	3	3
Information Management	2	3	3
Planning and Evaluating	2	3	3
Influencing/Negotiating	2	3	3
Conflict Management	2	3	3
Flexibility	3	3	3
Technology Application	3	3	3
Problem Solving	3	3	3
Decision Making	3	3	3
Reasoning	3	3	3
Team Building	3	3	3
Writing	3	3	3
Reading Comprehension	3	3	3
Teamwork	3	3	3
Customer Service	3	3	3
Interpersonal Skills	3	3	3
Technical Competence	3	3	4
Accountability	3	3	4
Attention to Detail	3	3	4
Integrity/Honesty	3	4	4

Career Paths for Federal Program and Project Management Guide

Resources For

Introduction

Purpose and Objectives

Footnote 1

Data and Methodology

Differentiating Job Titles for Program and Project Managers

Understanding the Career Path

Mid/Full Performance-Level (GS 9-11)

Expert-Level (GS 12-13)

Senior-Level (GS 14-15)

Success Factors

General Success Factors

Mobility: Success Factors Related to the Type and Frequency of Movement Between Different Career Stages

Expertise: Sucess Factors Realted to the Relative Value of Breadth versus Depth of Expertise

Connectivity: Success Factors Related to the Various Career and Occupational Path Interconnections and How These Interconnections Foster Individual Growth

Federal Program and Project Management Competency Development Framework - Part I

General Competencies

Mid/Full Performance-Level (GS 9-11) Project Manager/Program Manager

Additional Core General Competencies: Program Manager Only

Expert-Level (GS 12-13) Project Manager/Program Manager

Additional Core General Competencies

Program Manager Only

Senior-Level (GS 14-15) Senior Expert Project Manager/Program Manager

Additional Core General Competencies

Program Manager Only

Technical Competencies

Mid/Full Performance-Level (GS 9-11) Project Manager/Program Manager

Core Technical Competencies

Project Manager Only

Program Manager Only

Expert-Level (GS 12-13) Project Manager/Program Manager

Core Technical Competencies

Project Manager Only

Senior-Level (GS 14-15) Senior Expert Project Manager/Program Manager

Core Technical Competencies

Program Manager Only

Federal Program and Project Management Competency Development Framework - Part II

Mid/Full Performance-Level (GS 9-11) Project Manager/Functional Project Management Role/Business Function Generalist/Program Manager

Core General Competencies

Problem Solving, Decision Making, Accountability, Planning and Evaluating

Key Work Behaviors

Recommended Developmental Activities

Recommended Training / Subject Areas

Information Management, Technical Competence, Technical Credibility, Technical Application

Key Work Behaviors

Recommended Developmental Activities

Recommended Training / Subject Areas

Integrity/ Honesty, Leadership, Organizational Awareness, Partnering

Key Work Behaviors

Recommended Developmental Activities

Recommended Training / Subject Areas

Attention to Detail, Oral Communication, Reading Comprehension, Reasoning, Writing

Key Work Behaviors

Recommended Developmental Activities

Recommended Training / Subject Areas

Conflict Management, Flexibility, Interpersonal Skills, Team Building, Teamwork

Key Work Behaviors

Recommended Developmental Activities

Recommended Training / Subject Areas

Customer Service

Key Work Behaviors

Recommended Developmental Activities

Recommended Training / Subject Areas

Creative Thinking (Program Manager Only)

Key Work Behaviors

Recommended Developmental Activities

Recommended Training / Subject Areas

Teaching Others (Program Manager Only)

Key Work Behaviors

Recommended Developmental Activities

Recommended Training / Subject Areas

Technical General Competencies

Compliance (Program Manager Only)

Key Work Behaviors

Recommended Developmental Activities

Recommended Training / Subject Areas

Knowledge Management (Program Manager Only)

Key Work Behaviors

Recommended Developmental Activities