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U.S. Department of Energy ORDER
Washington, D.C. DOE O 361.1B
Approved: 1-24-08
SUBJECT: ACQUISITION CAREER MANAGEMENT PROGRAM
1. PURPOSE.
a. To set forth requirements and responsibilities for the
Department of Energy (DOE) Acquisition Career
Management Program (ACMP), which implements Office of
Federal Procurement Policy (OFPP) requirements, Federal
Acquisition Regulation (FAR) requirements, Federal
Acquisition Reform Act (FARA) requirements, and the
career development objectives of Executive Order (E.O.)
12931, “Federal Procurement Reform,” dated October 13,
1994.
b. To establish requirements for training, certification
and career development to ensure a common foundation of
knowledge, tools, and capabilities necessary for a
highly skilled acquisition workforce.
c. To establish a means for providing continuity of
effective acquisition management and support of our
customers.
d. To establish this Order as the overarching directive
governing training and career development for the
acquisition workforce.
e. To ensure uniformity in policy for each element of the
ACMP.
f. To convey required acquisition training modules
(chapters I-V).
2. CANCELLATION. Cancels DOE O 361.1A, Acquisition Career
Development Program, dated 4-19-04.
3. APPLICABILITY.
a. DOE Elements. Except for the exclusions in paragraph 3c,
this Order applies to all Departmental elements.
(For a current list ofall Departmental elements, visit
http://www.directives.doe.gov/pdfs/reftools/org-list.pdf.
This list automatically includes all Departmental
elements created after the Order is issued.)
The Administrator of the National Nuclear Security
Administration (NNSA) will assure that NNSA employees
comply with their respective responsibilities under
this Order. The contents of this Order should not be
construed to interfere with the NNSA Administrator’s
authority under section 3212(d) of Public Law
(P.L.) 106-65 to establish Administration specific
policies, unless disapproved by the Secretary.
b. DOE Contractors. The Order does not apply to contractors.
c. Exclusions. The Order does not apply to the Bonneville Power
Administration.
4. REQUIREMENTS
a. All members of the acquisition workforce must obtain
training and/or be certified to appropriate levels as
specified in the Acquisition Career Management Program
Handbook or obtain waivers.
b. Certification requirements must be applied as indicated
in the appropriate program module. (See chapters I through
V.)
c. The core curriculum must contain—
(1) specific accredited courses that employees must
pass before becoming eligible for a higher-level
certification and
(2) a mechanism to ensure completion of core courses
in a logical sequence so that the appropriate
level of knowledge is available for performance at
a particular level and so that later courses can
build on the knowledge gained in earlier
offerings.
d. Core courses required for certification at each level
in each functional area should be as described in the
ACMP Handbook.
e. Spaces must be allotted to employees for training that
is (in priority order)—
(1) required by law,
(2) established as mandatory by DOE and training
needed to qualify an incumbent for the position
they currently occupy,
(3) required to become eligible for the next higher
career level after completion of mandatory
training for incumbent position,
(4) for new assignments,
(5) desired/elective, and
(6) other.
f. Managers are responsible for determining priority for
training when multiple staff members require training
within one of the above priority categories.
g. DOE must ensure that the existing workforce has
training and experience sufficient to remain current in
a dynamic acquisition profession and to prepare for
leadership roles in the future.
h. Field element managers (FEMs) must ensure that existing
acquisition staff and managers receive continuous
learning/continuous education (CL/CE) to keep current
on emerging acquisition requirements, policies, issues,
and techniques (see paragraph 7cc for FEM definition).
This may include—
(1) DOE-sponsored training and management/executive
seminars, DOE online learning center and distance
learning from the Department of Defense (DoD), the
Federal Acquisition Institute (FAI), and other
providers;
(2) special jobs and/or professional
association-related projects; and/or
(3) participation in seminars/workshops or other
appropriate developmental assignments.
i. To maintain knowledge and skills, individuals in the
DOE acquisition workforce who have satisfied the
mandatory training requirements will obtain the number
of CL/ CE hours as specified in each program module.
(Guidance on CL/CE is provided in the ACMP Handbook.)
j. A specific certification path has been established for
each position, including training and experience, and
education for some career fields, which the incumbent
must meet.
k. Except for the Federal Acquisition Certification (FAC),
each Federal agency’s certifications are limited to
that Agency itself; for example, a Level III
certification at DOE will not automatically be a Level
III certification outside DOE.
l. DOE will review the education, training profile, and
experience of employees new to DOE who do not hold a
FAC or DOD certification to determine the correct
career level and may or may not reach the same
conclusions as other Agencies as to the use of
experience or alternative courses in lieu of core
courses.
m. All acquisition workforce members must meet all
requirements for certification at their current levels
before being assigned to positions requiring the next
higher level of certification, unless a waiver is
obtained. For example, an employee at the GS-7 level, a
Level I position under the Contracting and Purchasing
Career Development (CPCD) (contracting) Program, cannot
be promoted to GS-9, a Level II position, without
having completed the certification requirements for
Level I.
n. If a potential assignee to a vacant position in the
next higher level has not met the requirements for
certification at that level, the supervisor must
qualify him or her to meet the requirements within the
specified amount of time (see individual program
modules/chapters in this Order) or justify a waiver for
them. For example, under the CPCD (contracting)
Program, a GS-7 (Level I) promoted to GS-9 (Level II)
has 18 months to complete all Level II requirements.
o. An individual certified at a particular level by DOE or
an individual certified at a particular level who holds
a FAC or DOD certification who transfers to DOE will
retain that certification regardless of any new
requirements made effective thereafter unless Congress
enacts a statutory requirement for a new education or
training standard and designates it as “continuing
education and training.”
p. Individuals must complete new requirements of this kind
within 36 months.
q. Failure to complete new requirements, or to justify a
waiver, will result in loss of certification.
r. All requests for waivers to the certification
requirements must be submitted in writing to the
functional advisor identified in the appropriate
program module, and must describe how disapproval would
affect the organization and the course of action being
taken to rectify the situation. Certification waivers
granted by one agency are not transferable to other
agencies.
s. To complete mandatory training by “Fulfillment,”
candidates must submit, and supervisors must review,
evidence as to how the required competencies for a
particular certification level or class were obtained
through alternate training, experience, or education.
5. RESPONSIBILITIES.
a. Chief Acquisition Officer. The Chief Acquisition
Officer (CAO) will develop and maintain
an acquisition career management program to ensure the
development of a competent, professional workforce to
support the accomplishment of DOE’s mission. The CAO is
responsible for identifying the members of the
acquisition workforce and for implementing a budget
strategy that reflects the workforce’s development
needs. The CAO appoints the Acquisition Career Manager
(ACM) to lead DOE’s ACMP. The NNSA Administrator
appoints the NNSA ACM to lead the NNSA ACMP.
b. Acquisition Career Managers.
(1) Leads the ACMP.
(2) Ensures that DOE’s acquisition workforce meets the
requirements established by OFPP.
(3) Manages the identification and development of the
acquisition workforce, including identifying
staffing needs, training requirements and other
workforce development strategies.
(4) Proposes to the CAO an annual budget for the
development of the acquisition workforce.
(5) Provides coordinated input to the CAO and Chief
Human Capital Officer regarding short and long
term human capital strategic planning for
training, competency fulfillment, career
development, accession, recruitment and retention,
and other facets of human capital management
affecting the acquisition workforce.
(6) Ensures that the policies and procedures for
workforce management are consistent with those
established by OFPP.
(7) Coordinates with agency functional advisors to
ensure fulfillment of OFPP requirements.
(8) Recommends to the Senior Procurement Executive
waivers to the GS-1102 education and training
provisions for GS-1102s.
(9) Maintains and manages consistent DOE-wide data on
those in the acquisition workforce in the
Acquisition Career Management Information System
(ACMIS).
c. Senior Procurement Executive (SPE). The appropriate
DOE and NNSA SPE shall ensure that members of
the acquisition workforce under their cognizance are
certified to the career levels appropriate to the
grades they occupy or to their responsibilities in
accordance with this Order.
d. Functional Advisors (FAs).
(1) Review curriculum requirements, class allocations,
quotas, student attendance, priorities, and
resources provided by the ACM for the career field
under their cognizance and provide a written
evaluation which includes findings and
recommendations for improvement to the ACM;
(2) Provide advice and guidance to the ACM on
education, training, and experience required for
acquisition positions;
(3) Approve certification waiver requests; and
(4) Recommend to the ACM changes in the certification
curriculum.
e. Subject Matter Experts.
(1) Recommend career development policy.
(2) Ensure workforce members are certified to the
required levels under their respective career
development modules.
(3) Manage development of the career development core
curriculum.
(4) Identify critical acquisition-related duties and
tasks in which, at a minimum, acquisition career
employees must be competent to perform at full
performance grade levels.
(5) Approve the completion of requirements and
attainment of competencies established in their
respective career development modules.
(6) Track the certification status of members,
providing the ACM with quarterly updates of
training, developmental assignments, and
certification status.
(7) Ensure training and certification records are
accumulated and maintained in the ACMIS and
auditable files.
(8) Track workforce members’ career paths to ensure
training, developmental activities, and
developmental experiences are being provided and
used in a manner consistent with their respective
career development programs.
(9) Track and report performance measures as
identified and required by senior management.
(10) Provide notification to members and their
supervisors who fail to attain certification.
(11) Review quarterly reports on CL/CE status and
provide 90-day notification to members and their
supervisors of pending revocation of
certifications when CL/CE requirements for
maintaining certification are not met.
(12) Unless extenuating circumstances such as illness
or military service prevent a workforce member
from obtaining the required CL/CE, recommend to
the ACM that the workforce member’s certification
be revoked after the 90-day notification period
has been exceeded without appropriate remedial
action, and notify the workforce member’s
supervisor that the certification has been
revoked.
(13) Review requests for recertification after
revocation of certification. (Note: Individuals
must successfully complete any requirements of the
curriculum in effect at the time they apply for
recertification and the CL/CE requirements
contained in each program module before applying
for recertification.)
(14) Review and evaluate the equivalency of external
certifications submitted by workforce members.
f. Headquarters and Field Element Managers.
(1) Identify training needs, provide funding for
training, and create plans for acquisition
workforce members’ development consistent with
site mission needs, and submit workforce
development plans to the ACM on an annual basis.
(2) Create plans for development of individual
acquisition workforce members consistent with
site- and program-mission strategic needs.
(3) Ensure acquisition workforce members develop and
implement Individual Development Plans (IDPs) in
accordance with this Order and DOE O 360.1B,
Federal Employee Training Manual, dated 10-11-01.
(4) Ensure that holders of Government purchase cards
meet the training requirements for the purchase
card authority they hold. Guidance on training is
required in the ACMP Handbook.
(5) Budget for and set aside appropriate funds for
required training of acquisition workforce members
and payment of retention allowances to acquisition
workforce members to the extent possible.
(6) Provide funding on a per-student basis for
mandatory courses in accordance with the contracts
and agreements with the training sources approved
by the ACM.
(7) Conduct continuous structured analysis of future
acquisition skills needed to support planned or
emerging program needs.
(8) Periodically assess current and projected
workforce skills to ensure that a strategic skills
imbalance does not occur; identify any skill gaps,
and plan development strategies accordingly to
ensure the latest acquisition policies,
approaches, and techniques are not overlooked.
(9) Conduct annual demographic studies of grade,
education, certification level, age, and
retirement eligibility to identify trends and
workforce composition to support mission.
(10) Ensure training and CL/CE requirements are
satisfied in a timely manner to maintain
certifications.
(11) Reassign workforce members to duties not requiring
certification when their certifications are
revoked for failure to obtain CL/CE.
g. Acquisition Professionals.
(1) Prepare and periodically update IDPs with the
assistance and counsel of supervisors.
(2) Submit requests for CL/CE, external certification,
and other equivalency for approval by FAs.
(3) Meet all requirements for certification at their
current levels.
6. REFERENCES.
a. OFPP Policy Letter 92-3, “Procurement Professionalism
Program Policy—Training for Contracting Personnel,”
dated 6-24-92, establishes policies and a
Government-wide standard for skill-based training for
the Federal acquisition workforce. The OFPP policy
letter also establishes a set of contracting
competencies and requires contracting professionals to
complete course work and related on-the-job training to
attain an appropriate level of skill in each contract
management duty.
b. OFPP Policy Letter 05-01, Developing and Managing the
Acquisition Workforce, establishing the government-wide
framework for creating a federal acquisition workforce
with skills necessary to deliver best value supplies
and services, find the best business solutions, and
provide strategic business advice to accomplish agency
missions.
c. OFPP Policy Letter 06-01, Federal Acquisition
Certification in Contracting Program, established the
Federal Acquisition Certification in Contracting, and
the requirements for education, training, and
experience for those seeking a Federal Certification in
Contracting.
d. OFPP Policy Letter 97-01, “Procurement System
Education, Training, and Experience Requirements for
Acquisition Personnel,” dated 9-12-97, implements
Public Law 104-106.
e. Public Law (P.L.) 108-136, the Services Acquisition
Reform Act (SARA) of 2003, defines acquisition to
include, among traditional contracting functions,
requirements definition, measurement of contract
performance, and technical and management direction.
f. FAR 1.603-1 links the selection and appointment of
contracting officers to OFPP standards that require
skill-based training for contracting and purchasing
duties.
g. P.L.104-106, the Clinger-Cohen Act of 1996, also known
as the Federal Acquisition Reform Act (FARA), amended
the OFPP Act (Section 4307); expanded OFPP
responsibility to include establishing education,
training, and experience requirements for civilian
agencies, comparable to those established for the
Department of Defense in 1991 by the Defense
Acquisition Workforce Improvement Act; established a
new Section 37 of the OFPP Act; and strengthened the
statutory responsibility of the director of OFPP.
h. The National Performance Review directed the Federal
Government to establish a well-trained, professional,
procurement workforce to keep pace with the demands of
an increasingly complex procurement process.
i. Executive Order (E.O.) 12931, OFPP Policy Memorandum,
dated October 13, 1994, “Federal Procurement Reform,”
underscores the Administration’s approach to
procurement management and requires Agencies to
establish career education programs for procurement
professionals.
j. The OECM Web site at http://oecm.energy.gov provides
information on the PMCDP.
k. The OPAM professionals Web site, at
http://management.energy.gov/project_management.htm.
l. The Defense Acquisition University Web site, at
www.dau.mil, provides information on course
equivalencies.
m. The Federal Acquisition Institute Web site, at
www.fai.gov, provides information on available online
courses.
n. DOE M 360.1-1B, Federal Employee Training Manual, dated
10-11-01.
o. Acquisition Career Management Program Handbook, First
edition, January 2007 (online at
http://management.energy.gov/policy_guidance/procuremen
t_acquisition.htm).
7. DEFINITIONS.
a. Accredited courses. Those that are approved by
DOE as providing a specific body of knowledge.
b. Acquisition. The planning, design, development, testing,
contracting, production, logistics support, and disposal
of systems, equipment, facilities, supplies, or services
that are intended for use in, or support of, DOE missions.
c. Acquisition Career Managers (ACM). The individuals
appointed to lead the Acquisition Career
Management Program. The ACM for DOE is the Director,
Acquisition Career Development Program within the
Office of Procurement and Assistance Management. For
NNSA, the ACM is the Deputy Director, Office of
Acquisition and Supply Management.
d. Acquisition Career Development (ACD) Program. A subset
of the Acquisition Career Management Program (ACMP)
consisting of certification or training programs for
contracting, purchasing, financial assistance,
contracting officer warrants, contracting officers’
representatives, and personal property managers.
e. Acquisition Career Management Information System
(ACMIS). A government-wide system developed under
the oversight of the Federal Acquisition Institute
(FAI) to fulfill the requirement to collect
acquisition workforce data.
f. Acquisition Career Management Program (ACMP). The
professional development program aimed at training a
competent, professional workforce to support the
accomplishment of DOE’s mission.
g. Acquisition experience. That which is gained while
assigned to an acquisition position;
includes cooperative education and other developmental
assignments and employment in acquisition positions and
inside and outside DOE.
h. Acquisition positions. Those with duties
that fall in an acquisition category in both
Headquarters and field organizations.
i. Acquisition position categories. Subset positions
such as purchasing, contracting, financial
assistance, personal property management, project
management, program management, contractor human
resource management, and contracting officers and
contracting officer representatives.
j. Acquisition workforce. Permanent employees who
occupy positions in contracting,
purchasing, financial assistance, property management,
project management, program management, contractor
human resource management, contracting officers, and
contracting officer representatives, consistent with
the statutory intent of P.L. 104-106.
k. Career development. The professional development
that integrates the capabilities,
needs, interests, and aptitudes of employees in
acquisition positions through a planned, organized, and
systematic method of training and development designed
to meet organizational objectives; a combination of
work assignments, job rotation, training, education,
and self-development programs.
l. Career levels. Categories of education, training, and
experience standards that provide a framework for
potential progression in a career field.
m. Career path. The range of opportunities at each
career level and the optimum route for vertical and
horizontal progression in a career field.
n. Certification. The process through which it is
determined that an individual meets mandatory training,
experience, and education requirements established
for an acquisition career level.
o. Certification program. A structured program of
education, training, and experience that provides
a framework for attaining career levels
commensurate with positions in the acquisition field.
p. Chief Acquisition Officer. The individual
designated by the Secretary of Energy who is
responsible for management of the acquisition system of
the executive agency.
q. Corporate Human Resource Information Service/Employee
Self-Service (CHRIS/ESS). An automated Web-based
system that enables DOE Federal
employees to use the Internet to view and/or update
personal, payroll, and training information.
r. Continuous learning/continuing education (CL/CE). Education,
training, and opportunities to improve, maintain, or
to learn new skills (e.g., rotational assignments,
traditional classroom training, professional
association meetings, or seminars).
s. Core courses. Classes taught by approved trainers and
required as part of the core curriculum.
t. Core curriculum. A course of study comprising specific
courses required to attain a certification level.
u. Defense Acquisition University (DAU). A consortium
of Department of Defense education and training
institutions and organizations providing
DOE-/NNSA-prescribed acquisition courses for
certification.
v. Director, Acquisition Career Development Program. The
Headquarters manager responsible for managing the ACD
Program and acts as functional advisor for contracting,
purchasing, financial assistance, contracting officer
warrants, contracting officers representatives, and
personal property managers (reports to the DOE ACM).
w. Elective courses. Units of study that cover
functional-specific initiatives or
that provide more in-depth coverage than is offered in
core courses. Electives are not required for
progression to the next higher certification level.
x. Equivalent course. One that has been determined
by the ACM to contain the level of
knowledge that would enable individuals who take the
course to perform as if they had completed the
comparable, designated, mandatory course.
y. Federal Acquisition Certification (FAC). A program
based on Defense Acquisition Workforce Improvement
Act requirements for certification at the junior,
intermediate, and senior levels that is accepted by all
civilian executive agencies as evidence that an
employee meets the core education, training and
experience requirements, as applicable, for their
career field. The FAC is distinct from agency-specific
certification programs that are not transferable to
other agencies.
z. Federal Acquisition Institute (FAI). A training
institution that promotes development of a
professional acquisition workforce into effective
business leaders.
aa. Federal project director. An individual responsible
for planning, organizing, directing,
controlling, and reporting on the status of a capital
asset project.
bb. Field element. DOE area, support, operations,
field, and regional offices, or
offices located at environmental restoration,
construction, or termination sites. Field elements
shall include the NNSA Service Center and NNSA Site
Offices.
cc. Field element manager. The DOE employee having
overall responsibility for a field element.
dd. Fulfillment. The process by which acquisition
workforce members may satisfy
mandatory training requirements based on previous
experience, education, and/or alternative training
successfully completed and documented based on course
competency standards and procedure. Fulfillment may be
granted by the FA of the career field upon application
on a case-by-case basis.
ee. Functional Advisor (FA). The Headquarters individual,
appointed by the ACM, and
delegated responsibility for an organization’s career
development program for acquisition related functions.
For DOE, the FA for contracting, purchasing, financial
assistance, Contracting Officers and Contracting
Officer’s Representatives is the Director, Acquisition
Career Development Program, Office of Procurement and
Assistance Management (OPAM). For personal property
management, the Functional Advisor is the Director,
Personal Property Management Division, Office of
Resource Management, OPAM. For project management, the
FA is the director, Office of Engineering and
Construction Management. For NNSA, the FA for all
acquisition functions except project management is the
deputy director, Office of Acquisition and Supply
Management, NNSA. For NNSA Project Management, the FA
is the Associate Administrator for Infrastructure and
Security, NNSA.
ff. Functional area. Segments of the acquisition
process responsible for a specific
area of expertise, such as contracting and purchasing,
personal property management, financial assistance,
project management, program management, and contractor
human resource management.
gg. Grandfathering. The granting of a certification
in a career field by virtue of incumbency.
None of the certification programs covered
under this Order provide for certification based on
grandfathering.
hh. Head of contracting activity. The official
designated by the Senior Procurement Executive,
with broad delegated authority regarding acquisition
functions as required by the Federal Acquisition
Regulation and overall responsibility for managing a
DOE element.
ii. Individual development plan. Documented planning
for an employee’s education, training, and
experience needs. It should specify developmental needs
as well as those required in support of the career
field position. Developing the plan is a joint effort
of the employee, supervisor, and possibly other
knowledgeable persons in the training and/or
acquisition fields.
jj. Mandatory DOE acquisition course. An approved
course of study that meets DOE/NNSA acquisition
training requirements for a career level.
kk. Other Project Costs. Other Project Costs include
all project costs that are not
identified as Total Estimated costs. Generally, Other
Project Costs are costs incurred during the Initiation
and Definition Phases for planning, conceptual design,
research and development, and during the Execution
Phase for startup and operation. Other Project Costs
are always operating expense funded.
ll. Personal property management. The development,
implementation, and administration of
policies, programs, and procedures for the effective
and economical acquisition, receipt, control, storage,
issue, use, physical protection, care and maintenance,
determination of requirements and maintenance of
related operating records, and disposal, as
appropriate, for Government personal property exclusive
of accounting records.
mm. Program. An organized set of activities directed toward a
common purpose or goal undertaken or proposed in support
of an assigned mission area. It is characterized by a
strategy for accomplishing definite objectives that
identifies the means of accomplishment, particularly in
qualitative terms, with respect to workforce, material,
and facility requirements. Programs are typically made
up of technology-based activities, projects, and
supporting operations.
nn. Project. In general, a unique effort that supports a program
mission, having defined start and end points, undertaken to
create a product, facility, or system, and containing
interdependent activities planned to meet a common
objective or mission. Project types include planning
and execution of construction, renovation,
modification, line items for maintenance and repair,
environmental restoration, decontamination and
decommissioning efforts, information technology, and
large capital equipment or technology development
activities. Tasks that do not include the above
elements, such as basic research, grants, ordinary
repairs, maintenance of facilities, and operations are
not considered projects.
oo. Senior Procurement Executive (SPE). The DOE senior
official appointed under the Office of Federal
Procurement Policy Act, who is responsible for managing
the direction of the Department’s procurement system,
including implementation of unique procurement
policies, regulations, and standards. In DOE, this is
the director of the Office of Procurement and
Assistance Management. In NNSA, this is the Director of
the Office of Acquisition and Supply Management, NNSA.
pp. Subject matter expert (SME). The Headquarters individual,
identified by a functional advisor
who is knowledgeable about and competent in a
particular functional area.
qq. Total estimated cost. Total estimated cost
includes project costs incurred after CD-1
such as costs associated with the acquisition of land
and land rights; engineering, design, and inspection;
direct and indirect construction/fabrication; and the
initial equipment necessary to place the plant or
installation in operation. Total estimated cost may be
funded as an operating or capital expense.
rr. Total project cost. DOE has traditionally identified project
costs in two categories (1) total estimated cost, and (2) other
project cost. The sum of the total estimated cost and
other project costs make up the total project cost.
Note: For non-line item projects longer than 5 years
(e.g., EM cleanup projects), a “five-year project cost”
can be used in lieu of the TPC for purposes of
crediting experience, or for determining required
certification levels thresholds.
ss. Waiver. A waiver is an approval to encumber an acquisition
position or hold a warrant above the micro purchase
threshold without meeting all of the ACMP requirements.
tt. Warrant. An official certificate of appointment issued to
an individual as evidence of authorization to perform or
act in accordance with specific written authorities.
8. NECESSITY FINDING STATEMENT. In compliance with
Sec. 3174 of P.L. 104-201 (50 USC 2584
note), DOE hereby finds that this Order is necessary for the
protection of human health and the environment or safety,
fulfillment of current legal requirements, and conduct of
critical administrative functions.
9. CONTACT. Questions concerning this directive should be
addressed to the Acquisition Career Management Program
Office at 202-287-1666.
BY ORDER OF THE SECRETARY OF ENERGY:
CLAY SELL
Deputy Secretary
CHAPTER I. CONTRACTING AND PURCHASING CAREER
DEVELOPMENT PROGRAM MODULE
1. INTRODUCTION. The intent of the Contracting and Purchasing Career
Development (CPCD) Program under the Acquisition Career Management
Program (ACMP) is to establish performance expectations to
increase contracting/purchasing personnel efficiency and
effectiveness on the job and potentially enhance personnel
opportunities in the job market.
2. ROLES AND RESPONSIBILITIES. Within DOE, overall responsibility
for the CPCD Program rests with the senior
procurement executive (SPE). The day-to-day management,
including design and content of the curriculum
and administration of the program, has been delegated to the
Director, Acquisition Career Development (ACD) Program.
Within NNSA, that responsibility is assigned to the NNSA SPE
and organizational management has been delegated to the
Deputy Director, Office of Acquisition and Supply
Management, who serves as the NNSA ACM.
Procurement professionals are responsible for their own
career progression and development in conjunction with
supervisory career guidance and opportunities presented for
career growth. In planning their careers, individuals should
actively seek training and growth opportunities. They should
also consider requesting increasingly difficult and
challenging assignments, entering mentoring relationships,
becoming involved with professional societies, seeking
education and training outside the CPCD curriculum, and
taking other courses offered by DOE.
3. CONTRACTING AND PURCHASING CERTIFICATION PROGRAM.
Established proficiency levels are defined below.
Certification Levels for Contracting (1102) and Purchasing (1105)
Personnel
1102 Series Certification Levels Grade
Level I—Entry GS-05 through GS-07
Level II—Intermediate GS-09 through GS-12
Level III—Advanced GS-13 and above
1105 Series Certification Levels Grade
Level I—Entry GS-05
Level II—Intermediate GS-06 through GS-08
Level III—Advanced GS-09 and above
The following guidelines describe what is expected of
contracting and purchasing personnel at each career level.
a. Level I—Entry -level training requirements are designed to
establish fundamental qualifications and expertise in an
individual’s job series or career field. Development at
the entry level lays the foundation for career
progression and prepares qualified and motivated
personnel for positions of increasing responsibility.
At the entry level, trainees should be exposed to
fundamental procurement procedures and the roles of
various support functions, such as pricing, property
administration, quality assurance, etc. In addition to
participation in education and training courses, it is
extremely beneficial to rotate new trainees through
structured, on-the-job assignments among a variety of
functional offices.
b. Level II—The intermediate level emphasizes specialization.
Development continues, including on-the-job rotational assignments,
but the length of time an individual spends in each
position generally increases. While specialization is
emphasized at the beginning of this level, the
individual should later begin to broaden his/her
background and gain more general expertise in the
overall process of his/her career field. Development of
the generalist normally involves establishing a good
foundation of experience in the employee’s primary
specialty, followed by lateral movement to a related
specialty to broaden the employee’s overall expertise
and value to the procuring organization and customer.
c. Level III—The advanced senior level follows completion of
mandatory training and education requirements (or equivalents)
and advancement through a career that has required
in-depth knowledge in his/her functional areas and
across the entire acquisition process.
Advanced acquisition education and training become
imperative for a more global perspective. The
lower-level requirements and courses form the basis for
the next progressively higher levels in the ACMP, and
the requirements are cumulative.
4. CERTIFICATION REQUIREMENTS. The structured approach to
training as articulated in the CPCD
Program allows employees to demonstrate comprehension and
ability to apply course knowledge and skills to analyze and
resolve on-the-job performance issues, indicating the
desired level of proficiency. The program comprises core
(required courses as discussed in the ACMP Handbook) and
desired/elective courses.
a. Core Curriculum provides the acquisition community
with a knowledge base of the
highest quality and provides the student with not only
the requisite skills and knowledge but also the widest
range of procurement thinking, approaches, and
practices, the DOE core courses are necessary at each
of the career levels in the CPCD Program. The ACMP
Handbook provides a description of the courses.
b. Elective Courses. Some desired/elective courses
have been identified that cover
procurement initiatives or specific areas of
procurement requiring more in-depth coverage than is
offered in the core courses. Desired/elective courses
are designed to improve the qualifications of the
acquisition workforce and in many cases lead to
accomplishing mandatory standards at a higher level.
Completion of desired/elective courses is not required
to progress to the next higher career level.
Individuals should choose whether to take
desired/elective courses based on their specific
interests, needs, and work assignments.
5. CONTINUOUS LEARNING (CL)/CONTINUING EDUCATION (CE).
a. GS-1102s.
(1) To remain current in contracting knowledge,
skills, and techniques, GS-1102s will obtain
80 hours of CL/CE every 2 years from the date of
certification, using October 1 of the second year
as the anniversary date of their certification.
This may result in some GS-1102s having more than
2 years to obtain their 80 hours, depending on
their initial or re-certification date, but in no
event will a GS-1102 have less than 2 years to
obtain their 80 hours of CL/CE. For example, an
individual who was certified in January 2005 must
obtain 80 hours of CL by October 1, 2007, while a
GS-1102 certified in October 2005 will also have
until October 1, 2007 to obtain 80 hours.
(2) Failure to obtain the required CL/CE will result
in expiration of the certification. Additionally,
a contracting officer’s (CO) warrant may be
revoked and may result in reassignment to a
position not requiring a CO warrant.
(3) An individual hired from another agency with an
FAC-C or DoD certificate will have 2 years from
the date certified by the previous agency to
obtain 80 hours of CL/CE. Failure to do so may
result in revocation of the contracting officer’s
(CO) warrant and may result in reassignment to a
position not requiring a CO warrant.
(4) Failure of those not holding a CO warrant to
obtain CL/CE hours may result in reassignment to a
position not involving contract management. If an
SPE chooses to revoke the warrant for failure to
meet the CL/CE requirement, the SPE will direct
the head of the contracting activity (HCA) to
revoke the warrant.
(a) The HCA will notify the warrant holder in
writing when the revocation is to be
effective, providing enough time to ensure
that no unauthorized obligations are made,
and how the employee can correct the
situation.
(b) The warrant holder must acknowledge this
notification in writing. The ACMP Handbook
provides guidance on what constitutes CL/CE.
GS-1102s are required to obtain at least 40
of the 80 hours of CL/CE in one of the
targeted tracks identified in the ACMP
Handbook.
b. GS-1105s will also obtain 80 hours of CL/CE every 2 years from
the date of certification, using October 1 of the second year as
the anniversary date of their certification. This may
result in some GS-1105s having more than 2 years to
obtain their 80 hours, depending on their initial or re-
certification date, but in no event will a GS-1105 have
less than 2 years. Failure to do so will have the same
consequences described in paragraph 5a above. GS-1105s
certified to Level III are encouraged to take courses
and pursue opportunities leading to certification in
contracting to meet their CL/CE requirements. However,
purchasing experience will not be counted as
contracting experience required to meet the
certification requirements for GS-1102s. Additionally,
GS-1105s are not required to take courses in the
targeted CL/CE tracks.
6. PROMOTIONS AND CONTRACTING OFFICER WARRANTS. Contracting
and purchasing personnel must understand that
promotions or issuances of CO warrants will be contingent
upon their meeting certification requirements. Any requested
waivers to this requirement must be submitted in writing by
the field element manager to the contracting functional
advisor for approval by the SPE.
7. RELATION TO OTHER ACQUISITION WORKFORCE PROGRAMS. Although
the CPCD Program is directed primarily at the career
contracting and purchasing employee, other members of the
acquisition workforce require acquisition training. For
example, DOE’s extensive Government purchase card program
has resulted in limited procurement authority being
delegated to a number of individuals outside the contracting
series. DOE’s current Contracting Officer Warrant Program
(DOE O 541.1B, Appointment of Contracting Officers and
Contracting Officer’s Representatives, dated 4-21-04)
provides extensive coverage on the requirements for
delegation of procurement authority, including Government
purchase card holders. (Chapter V of this Order provides
information on training requirements for COs and contracting
officer representatives.)
8. FEDERAL ACQUISITION CERTIFICATION—CONTRACTING. An individual
holding a DOE certification who wants to be
issued a FAC-C must submit an application in accordance with
the process described in the ACMP Handbook. The applications
will be evaluated by the FA and a FAC-C will be issued if
all training, education and experience requirements are met.
CHAPTER II. PERSONAL PROPERTY MANAGEMENT CAREER
DEVELOPMENT PROGRAM MODULE
1. INTRODUCTION. Consistent with the intent of Policy Letter 97-01, the
Department of Energy (DOE) has identified personal property
management as a critical acquisition-related career field.
Accordingly, the DOE/National Nuclear Security
Administration (NNSA) Personal Property Management Career
Development (PPMCD) Program is a mandatory certification
program.
2. ROLES AND RESPONSIBILITIES. The DOE procurement
executive is responsible for implementing
the DOE PPMCD Program. The Director, ACD Program, is the
functional advisor with responsibility for organizational
management of the PPMCD. The director, Personal Property
Management Division, Office of Resource Management at DOE
Headquarters is designated the subject matter expert for
personal property management and is responsible for
day-to-day administration and management of the
certification program. The NNSA procurement executive is
responsible for implementation of the NNSA PPMCD Program
within NNSA by delegation from the NNSA Administrator.
Functional management, including design and content of
curriculum, has been delegated to the deputy director,
Office of Acquisition and Supply Management, NNSA HQ, who
serves as the NNSA personal property management functional
advisor and is responsible for the day-to-day administration
and management of the certification program.
3. PERSONAL PROPERTY MANAGEMENT CAREER DEVELOPMENT PROGRAM.
The PPMCD Program has established three levels of training,
each with a core curriculum of personal property management
courses. The program will provide the opportunity for
employees to apply course knowledge and skills to analyze
and resolve on-the-job issues. Completion of core courses in
a logical sequence is necessary so that the appropriate
level of knowledge is available for performance at a
particular level and that later courses can build on the
knowledge gained from earlier courses.
CERTIFICATION LEVELS
Level I – Entry GS-05 through GS-07
Level II – Intermediate GS-09 through GS-12
Level III - Advanced GS-13 through GS-15
4. PROPERTY MANAGEMENT APPOINTMENTS. Employees should
understand that opportunities for appointments
in the career field are limited to employees with the
requisite certification unless waived by the procurement
executive.
5. CONTINUOUS LEARNING (CL)/CONTINUING EDUCATION (CE).
To remain current in personal property management knowledge,
skills, and techniques, personal property managers will
obtain 80 hours of CL/CE every 2 years from the date of
certification, using October 1 of the second year as the
anniversary date of their certification. This may result in
some individuals having more than 2 years to obtain their 80
hours, depending on their initial or re-certification date,
but in no event will they have less than 2 years to obtain
their 80 hours of CL/CE. For example, an individual who was
certified in January 2005 must obtain 80 hours of CL by
October 1, 2007, while an individual certified in October
2005 will also have until October 1, 2007 to obtain 80
hours.
Employees who are in the GS-1102 series and perform a mix of
contracting and personal property management should include
both functional areas in their CL/CE. These requirements
should be viewed as a complement to the contracting
requirements and not a requirement to complete 80 hours of
CL/CE both in contracting and in personal property
management, rather a total of 80 hours of CL/CE in a
combination of areas.
CHAPTER III. FINANCIAL ASSISTANCE CAREER DEVELOPMENT
PROGRAM MODULE
1. INTRODUCTION. Contract specialists often award and administer financial
assistance instruments in addition to acquisition contracts;
however, the Federal standards do not address financial
assistance careers or offer a training curriculum. To ensure
that its workforce is as qualified in the award and
administration of financial assistance as they are in
contracting, DOE offers its employees training resources.
The application of the Office of Federal Procurement
Policy’s policy letter concepts to financial assistance
responsibilities will improve the effectiveness and
efficiency of DOE’s contracting workforce. Implementation of
a DOE financial assistance training and career development
certification program will help in meeting the career
development objectives of Executive Order (E.O.) 12931,
“Federal Procurement Reform,” dated October 13, 1994. This
program provides the information and guidelines to plan
career development programs for procurement professionals
performing financial assistance duties to enable them to
become more competitive for higher-level positions in
acquisition-related fields.
2. ROLES AND RESPONSIBILITIES. Each individual performing
financial assistance work, in
conjunction with his or her supervisor’s career guidance and
the opportunities presented for career growth, is ultimately
responsible for his or her career progression and
development in DOE/NNSA. However, overall responsibility for
DOE/Financial Assistance Career Development (FACD) Program
implementation rests with the DOE SPE. Organizational
management has been delegated to the director, Acquisition
Career Development Program, who will serve as the functional
advisor. The director of the Office of Procurement and
Assistance Policy, DOE Headquarters (HQ), serves as the
financial assistance subject matter expert and is
responsible for FACD policy, design and content of the
recommended curriculum, identification of the critical
financial assistance related duties, and tasks in which, at
a minimum, employees in the financial assistance career path
must be competent to perform at full performance grade
levels. Within NNSA, overall responsibility for NNSA/FACD
Program implementation rests with the NNSA SPE.
Organizational management has been delegated to the deputy
director, Office of Acquisition and Supply Management, NNSA
HQ, who will serve as NNSA’s functional advisor, and is
responsible for the day-to-day administration and management
of the program.
In planning their careers, individuals should pursue the
training and growth opportunities offered them and request
increasingly difficult and challenging assignments, enter a
mentoring relationship, become involved with professional
societies, and seek education and training outside the FACD
curriculum and other DOE/NNSA course offerings.
3. FINANCIAL ASSISTANCE CERTIFICATION PROGRAM. Financial
assistance award and administration in DOE is
performed by contract specialists. The FACD Program is built
upon the skills acquired by the contract specialists in the
performance of their acquisition duties and the training
provided by the Contracting/Purchasing career development
program. This is possible because of the similar skills
required for contracting and financial assistance. These
skills include planning, preparing solicitation documents,
proposal analysis, cost analysis, negotiation, selection of
award instrument type, financing performance, audits,
preparing award documents, debriefing, administration,
monitoring, terminations, and closeout.
Contracting activities are expected to ensure that personnel
involved in the award and administration of financial
assistance attain the training necessary for certification.
Contract specialists who perform financial assistance work
on an occasional basis are not required to pursue this
supplemental training. Contracting officer warrants that
include financial assistance will require the successful
completion of the FACD courses, and subsequent certification
under the FACD Program prior to appointment.
4. CAREER PATH CURRICULUM. The FACD Program will
provide employees the opportunity to
analyze and resolve on-the-job performance issues and
methods or techniques to determine their levels of
proficiency. The FACD Program curriculum is designed to
provide students with the necessary financial assistance
skills and with experience in a wide range of thinking,
approaches, and practices. Detailed course descriptions are
provided in the ACMP Handbook.
5. CONTINUOUS LEARNING (CL)/CONTINUING EDUCATION (CE). To
remain current in financial assistance knowledge, skills,
and techniques, financial assistance specialists will obtain
80 hours of CL/CE every 2 years from the date of
certification, using October 1 of the second year as the
anniversary date of their certification. This may result in
some individuals having more than 2 years to obtain their 80
hours, depending on their initial or re-certification date,
but in no event will they have less than 2 years to obtain
their 80 hours of CL/CE. For example, an individual who was
certified in January 2005 must obtain 80 hours of CL by
October 1, 2007, while an individual certified in October
2005 will also have until October 1, 2007 to obtain 80
hours. If employees perform a mix of acquisition and
financial assistance responsibilities, CL/CE should include
both functional areas. These requirements should be viewed
as a complement to the contracting requirements and,
therefore, total training hours do not necessarily have to
exceed 80 hours every 2 years.
6. RELATION TO OTHER ACQUISITION WORKFORCE PROGRAMS.
The FACD Program complements the Contracting/Purchasing Career
Development Program required of all GS-1102 Federal
personnel. The FACD Program is directed primarily at
contract specialist/financial assistance career employees;
however, other members of the acquisition workforce may
benefit from financial assistance training. For example,
cost and price analysis personnel, contracting officer
representatives, and sponsoring program personnel.
Contracting activities are encouraged to tailor courses such
as these for such employees. Cost/price analysts, for
example, would benefit from the cost principles, and Federal
funds management courses of this curriculum.
CHAPTER IV. PROJECT MANAGEMENT CAREER DEVELOPMENT
PROGRAM MODULE
1. INTRODUCTION. The Project Management Career Development Program
(PMCDP) establishes requirements and responsibilities for all
federal project directors (FPDs) with line management
responsibility for capital assets. DOE O 413.3A, Program and
Project Management for the Acquisition of Capital Assets,
dated 7-28-06 updates requirements for managing DOE capital
assets. The PMCDP has defined necessary project management
knowledge, skills, and abilities; project management
training requirements; a career development tracking system;
and a project management certification program.
Certification requirements and responsibilities must be
applied as indicated in this module.
2. CERTIFICATION REQUIREMENTS.
a. The PMCDP module establishes requirements for four
certification levels corresponding to progressively
more project responsibility and experience. Persons
planning to be certified under the PMCDP may attain
certification levels with the following total project
cost (TPC) limits.
• Level 4: TPC exceeding $400 million (M)
• Level 3: TPC greater than $100M and equal to or
less than $400M
• Level 2: TPC greater than $20M and equal to or
less than $100M
• Level 1: TPC greater than $5M and equal to or less
than $20M
If an FPD is managing a portfolio of projects, the
required FPD certification level is determined by the
project with the highest TPC dollar value.
Certification level requirements based on TPC should be
evaluated based on the following four considerations
and in concert with the requirements of this Order:
(1) General plant projects (GPPs) or similar small,
routine infrastructure improvement projects should
not be included in the TPC consideration.
(2) Projects to be included must have been in progress
for 12 months or more.
(3) The certification candidate1 typically would have
a broad spectrum of experience that spans all
critical decisions (CD-0 through CD-4). The TPC
utilized to show experience at a particular
certification level may not be exclusively
comprised of projects that have not reached
Critical Decision-1.
(4) For non-line item projects longer than five years
(e.g., EM cleanup projects), a five-year project
cost can be used in lieu of the TPC for purposes
of crediting experience or for determining
required certification levels relative to the
above thresholds.
b. DOE FPDs must be certified according to the
requirements contained in this module and separately
issued Certification and Equivalency Guidelines2 (CEG)
and Acquisition Career Management Program (ACMP)
Handbook, and have their certifications approved by the
PMCDP Certification Review Board (CRB) or the NNSA
Administrator.
c. Field element managers (FEMs), including operations
offices, site offices, area offices, project offices,
and service centers, or headquarters operations/program
office directors or their designees will approve the
completion of individual competencies and requirements.
d. A CRB is co-chaired by the Director, Office of
Engineering Construction Management (OECM) and the
Administrator, NNSA, or their designees and will
approve and issue all project management
certifications. For NNSA employees, the CRB will make
certification recommendations to the NNSA Administrator
who will approve the certification actions. Co-chairs
will perform the effective implementation of the
certification guidelines described in the CEG and ACMP
Handbook.
e. This module does not have a “grandfather” provision for
project management certification, and the CRB will not
issue a certification based solely on the candidate’s
incumbency before the effective date of DOE O 361.1B.
f. To maintain certification, all persons certified under
PMCDP must complete 60 hours of CE development
biennially. (Guidance on CE is provided in the ACMP
Handbook).
g. Persons who fail to maintain certification as in
paragraph 2(h) above are subject to de-certification.
De-certified FPDs who are not removed from project
duties within 90-days of notification will be
recommended by the CRB to the co-chairs for removal.
h. All candidates for PMCDP certification must have
individual development plans (IDPs) that address
planned training and course work, details, rotational
assignments, mentoring agreements, and other
developmental activities defined in this module.
3. INCENTIVES. Incentives will be paid either as lump sum amounts or as
additions to base pay in keeping with 5 CFR (Code of Federal
Regulations) Part 575 covering recruitment, relocation and
retention incentives. The payment of such incentives is at
the discretion of the head of each departmental element
predicated on the availability of budgetary funds, as
follows:
a. PMCDP Level 1—up to 5 percent of basic pay;
b. PMCDP Level 2—up to 7.5 percent of basic pay; and
c. PMCDP Levels 3 and 4—up to 10 percent of basic pay.
4. ROLES AND RESPONSIBILITIES.
a. Program Secretarial Officers or Their Formal Designees
(Including Operations Offices, Site Offices, Area
Offices, Project Offices, and Service Centers).
(1) Ensure that their FPDs are certified according to
the requirements outlined in this module, CEG,
ACMP Handbook, and the requirements in DOE
O 413.3A, Program and Project Management for the
Acquisition of Capital Assets.
(2) Refer all certification candidates to the
Headquarters CRB for certification.
(3) Track the certification status of persons
certified under PMCDP.
(4) Provide OECM with updates of project assignments,
developmental assignments, and certification
status of FPDs.
(5) Ensure that Federal employees whose certifications
are canceled under this module are reassigned to
duties other than serving as the FPD of DOE
capital assets, and cancel any incentive pay
provided under this module.
(6) Notify the Secretariat of the CRB of approved
nominees for the industry rotation program
sponsored by the Office of Management.
(7) Establish project management functions that—
(a) serve as “homerooms”3 for persons certified
under PMCDP and
(b) provide forums for exchanging ideas, sharing
lessons learned, and conducting technical
presentations and workshops.
(8) Track and report PMCDP performance measures as
identified and requested by OECM.
(9) May provide incentives to high performing FPDs who
attain the prerequisite level of certification and
manage projects at the commensurate PMCDP level.
b. Field Element Managers or Their Formal Designees
(Including Operations Offices, Site Offices, Area
Offices, Project Offices, and Service Centers).
(1) Direct approving officials (i.e., first line/site
managers) to review fulfillments/equivalencies for
certification candidates in accordance with
program office protocol using guidelines
established by the CRB.
(2) As appropriate, ensure that PMCDP certification
requirements are used as quality ranking factors
in all FPD vacancy announcements.
(3) Conduct panel interviews for Levels 1 and 2
certifications as deemed necessary and
appropriate.
(4) Use model project management position descriptions
developed by the Office of Human Capital
Management [paragraph 4f(7)] to the maximum extent
practical.
(5) As deemed necessary and appropriate, pay for
Project Management Institute Project Management
Professional testing fees.
(6) Ensure that certification and CE hour data is
loaded in the DOE Corporate Human Resource
Information System (CHRIS)/Employee Self-Service
(ESS).
(7) Maintain auditable records of training for those
persons certified under PMCDP.
(8) Select certification candidates based on the
qualification requirements in the PMCDP Module.
(9) Submit applications for PMCDP certification to the
PSO or designee for review and approval within 12
months of selection for new hires, reassignments,
or promotions/advancements.
(10) Direct supervisors of persons certified under
PMCDP to identify training needs according to the
requirements of this module and budget for these
recurring project management training needs on an
annual basis.
(11) Ensure that persons certified under PMCDP are
provided appropriate developmental assignments and
experience needed to progress to higher levels of
certification.
(12) Ensure that persons certified under PMCDP develop
and execute IDPs consistent with the training,
experience, and development requirements defined
in this module.
(13) Ensure that appropriate training and CE
requirements are satisfied in a timely manner to
maintain certification.
(14) Approve individual competency requirements as
described in the CEG and ACMP Handbook.
(15) Ensure that training and certification records for
persons certified under PMCDP are maintained in
the DOE CHRIS/ESS.
(16) At the discretion of the field office
manager/program offices and commensurate with
contract management practices at the site/office,
provide certified FPDs with formal contracting
officer representative authority once FPDs have
received the required training and their technical
contract administration competency is verified.
(17) Notify the Secretariat of the CRB of approved
nominees as candidates for developmental
assignments in the industry rotation program
sponsored by the Office of Management.
(18) Track FPDs’ career paths to ensure that training,
developmental activities, and experiences are
being provided and used in a manner consistent
with the PMCDP defined in this module.
c. Director, Office of Engineering and Construction
Management.
(1) Using program and field nominations, selects
membership to and co-chairs the CRB. (The CRB co-
chair responsibilities may be delegated one
level.)
(2) Ensures that all FPDs are certified according to
the requirements of the PMCDP Module.
(3) The Director or his designee approves all
certification requirement waivers. Responsibility
may be delegated per paragraph 4c(1) above.
(4) Develops an annual complex-wide PMCDP needs
assessment and statistics on retention of persons
certified under the PMCDP.
(5) Tracks the development of persons certified under
the PMCDP.
(6) Notifies persons certified under the PMCDP and
their supervisors of training and developmental
needs.
(7) Tracks the assignments of FPDs through the DOE
Project Assessment Reporting System and monitors
the certification status.
(8) Develops, issues, and maintains PMCDP
requirements, CEG, and PMCDP chapter of the ACMP
Handbook.
(9) Provides written notification to program offices
and the Secretariat of the CRB of persons
certified under the PMCDP who either have failed
to maintain certification as required or are de-
certified.
(10) Reviews quarterly reports on CE status and
provides 90-day notification to persons certified
under PMCDP and PSO of pending revocation of
certification when CE requirements for maintaining
certification are not met.
(11) Establishes, in conjunction with the Office of
Management, formal agreements between public and
private sector organizations to provide certified
project directors rotational assignments.
(12) Reviews, approves, and tracks CE credits in
accordance with this module, the CEG, and ACMP
Handbook.
(13) Annually evaluates project management training
needs and ensures that appropriate training is
available through the Office of Human Capital
Management or other sources.
(14) Establishes, tracks, and reports PMCDP performance
measures to the Deputy Secretary on an annual
basis.
(15) Assists program offices and field elements in
developing any required justifications for pay
incentives.
(16) Ensures that appropriate training that satisfies
the training requirements defined in this module
is available to DOE project directors.
(17) Ensures that priority for placement in training
courses and in developmental assignments is given
to incumbent project directors.4
d. NNSA Administrator.
(1) Using program and field nominations, selects
membership to and co-chairs the CRB. (The CRB co-
chair responsibilities may be delegated one
level.)
(2) Ensures that all FPDs are certified according to
the requirements of the PMCDP Module.
(3) NNSA Administrator or his designee approves all
certification requirement waivers. Responsibility
may be delegated per paragraph 4d(1) above.
e. Certification Review Board.
(1) Co-chaired by the Director, OECM and the
Administrator, NNSA, or their designees.
(2) Reviews the qualifications and documentation
submitted on behalf of certification candidates by
the PSOs in accordance with this module, the CEG,
and ACMP Handbook.
(3) Reviews and evaluates certification candidates’
education, training, and competencies to ensure
that they are commensurate with the certification
level requested, and recommends certification
approval to the co-chairs. The CRB must ensure
that education, experience, grade, training,
skills, and knowledge are commensurate with
delegated project management authorities. OECM
will issue guidelines for equivalencies (in the
CEG and ACMP Handbook).
(4) Issues PMCDP certifications (subject to the
provisions of this module for NNSA employees) in
accordance with the CEG and ACMP Handbook.
(5) Conducts initial and follow up interviews, of all
Level 3 and 4 certification candidates
(6) Reviews and approves the CEG and ACMP Handbook and
any major updates.
(7) Reviews and issues certification policy, as
appropriate.
(8) Recommends to the co-chairs revocation of
certification in event that the 90-day
notification period has been exceeded without
appropriate action.
(9) Approves formerly certified project directors’
applications for recertification after revocation
of certification. Persons whose certifications are
revoked must successfully complete 60 hours of
continuing education in appropriate subjects
before reapplying to the CRB.
f. Director, Office of Human Capital Management.
(1) Supports the PMCDP through maintaining
certification records, training and development
needs, and project assignments on the DOE CHRIS.
(2) Provides continuing support for the PMCDP by
ensuring that appropriate training that satisfies
the training requirements defined in this module
are available to DOE project directors.
(3) Ensures that priority for placement in training
courses and in developmental assignments is given
to incumbent project directors.
(4) As appropriate, ensures that PMCDP certification
requirements are used as a quality-ranking factor
in all FPD vacancy announcements.
(5) Ensures that appropriate pay incentives are
awarded in accordance with this module.
(6) Assists the Secretariat to the CRB, program
offices, and field elements in developing any
required justifications for pay incentives.
(7) Assists in the development of position
descriptions and maintains model project
management position descriptions.
g. Certified Project Directors.
(1) Maintains certifications according to requirements
of the PMCDP Module.
(2) Ensures that their IDPs reflect the training, CE,
and work and development requirements defined in
the CEG and ACMP Handbook.
(3) Provides feedback on the effectiveness of the
PMCDP certification program, identifying
additional training and CE needs.
(4) Assists with training, mentoring, and
certification of other project directors.
5. CONTINUOUS LEARNING (CL)/CONTINUING EDUCATION (CE).
a. Each person certified under the PMCDP is required to
successfully complete 60 hours of CE biennially, as
described in the CEG and ACMP Handbook, to maintain
certification. Persons certified under PMCDP should
fulfill the CE credit requirements necessary to
progress to the next level of certification and project
authority by completing the CE requirements listed in
the CEG and ACMP Handbook.
b. The Office of Human Capital Management will provide
training as described in the PMCDP curriculum in the
CEG and ACMP Handbook.
c. Accumulation of CE hour credit will begin with the most
recent FPD certification date.
d. Certified federal project directors who fail to
maintain CE hours will be notified by the Secretariat
of the CRB of this status and given a 90-day
notification of pending revocation of certification,
unless there are extenuating circumstances such as
illness or military service which prevent them from
remedying identified deficiencies.
e. After the 90-day notification period has been exceeded
without appropriate remedial action, the CRB may revoke
certification and notify the person certified under
PMCDP and the PSO that the certification has been
revoked.
6. CAREER PATH CURRICULUM. The PMCDP provides the DOE
project management community the
opportunity to obtain both skills and experience
commensurate with their certification levels and to enhance
existing knowledge and capabilities for professional growth.
The core curriculum provides the foundation for each of the
PMCDP project management certification levels through
training and developmental activities. A broad range of
project management related elective courses further enhance
the project director’s knowledge, and allows him/her to
tailor their requirements based upon their specific
interests, needs, and work assignments.
7. RELATION TO OTHER ACQUISITION WORKFORCE PROGRAMS. The
Department has developed a detailed set of knowledge,
skills, and abilities (KSAs) that are necessary to
effectively manage projects or groups of projects with
specific TPC ranges. PMCDP training, experience, and
development requirements enable project directors to gain
these KSAs. DOE personnel from all other acquisition
disciplines are encouraged to participate in training that
will broaden their understanding of project management and
its interface with their area of specialty.
CHAPTER V. CONTRACTING OFFICER/CONTRACTING OFFICER
REPRESENTATIVE TRAINING REQUIREMENTS
1. INTRODUCTION. Contracts may be entered into and signed on behalf of the
Government only by contracting officers (COs). The term
“contract” includes all types of commitments that obligate
the Government to expenditures, including those at or below
the micropurchase threshold. “Financial assistance” means
the transfer of money or property to a recipient or sub-
recipient to accomplish a public purpose of support or
stimulation authorized by Federal statute. The term includes
grants, cooperative agreements and Technology Investment
Agreements. This module provides specific training
requirements for individuals who wish to be delegated CO or
contracting officer representative (COR) authority in
contracting, financial assistance, sales, micropurchase, and
simplified acquisition. DOE O 541.1B, Appointment of
Contracting Officers and Contracting Officer’s
Representatives, dated 4-21-04, establishes procedures
governing the selection, appointment and termination of COs
and for the appointment of CORs.
2. ROLES AND RESPONSIBILITIES. The term “CO” refers to
a person with the authority to enter
into, administer, and/or terminate contracts and make
related determinations and findings. This term includes
certain authorized representatives of the CO, acting within
the limits of their authority as delegated by the CO. These
CORs perform certain technical functions in administering a
contract. The COR is not authorized to perform any function
that results in a change in the scope, price, terms, or
conditions of the contract. Specific responsibilities for
COs and CORs are detailed in DOE O 541.1B.
3. TYPES OF WARRANTS AND DELEGATIONS.
a. Contracting Officers. There are nine categories of
warrants, categorized by functional areas are as follows.
(1) Procurement contracts, including inter-Agency
acquisitions and sales contracts.
(2) Grants and cooperative agreements.
(3) Loans and loan guarantees.
(4) Government purchase card and DOE/C-Web Purchases
between $2,500 and $25,000 for open market
purchases and Federal Supply Schedule purchases.
(5) Simplified acquisitions and orders against Federal
Supply Schedules between $25,000 and $100,000
using the Government purchase card, DOE/C-Web,
purchase orders, or delivery orders.
(6) Non-acquisition personnel with unrestricted
warrants.
(7) Non-1102, administrative only, warrants.
(8) Resident engineer, administrative only, limited
to—
(a) issuing change orders (see FAR 43.2), with an
estimated amount not to exceed $50,000, in
accordance with the procedures at FAR subpart
43.2;
(b) specific contracts, with the authority
expiring upon completion of the contracts;
and
(c) no authority to issue modifications to
contracts to definitize change orders.
(9) Real property.
b. Contracting Officer Representatives.
(1) COR designations are not required for financial
assistance.
(2) CORs for management, operating/management,
integration, and performance-based contract
arrangements are subject to the same appointment
requirements as other CORs.
(3) Under limited conditions, non-Government personnel
may be appointed as CORs on an as-needed bases.
(a) The procurement executive’s approval to
appoint non-Government personnel as CORs must
be obtained in advance of the designations.
(b) Such non-Government personnel—
1 would be subject to the same training
requirements as Government CORs and
2 would not be allowed to perform
inherently Governmental functions.
4. CERTIFICATION FOR CORS. The intent of the ACMP and the
various chapters contained in it
is to establish performance expectations to increase
acquisition personnel efficiency and effectiveness on the
job. This applies to all members of the acquisition
workforce. Accordingly, before assuming the responsibilities
of a COR, prospective CORs must be certified as a COR, in
accordance with the core curriculum for COR certification
program.
5. CONTINUOUS LEARNING (CL)/CONTINUING EDUCATION (CE). To
remain current in acquisition knowledge, skills, and
techniques, all members of the acquisition workforce as
defined in this Order including COs and CORs must obtain
CL/CE in accordance with the requirement set forth in their
career field. Alternate training may be used, with the concurrence
of the head of the contracting unit, based on similarities
in subject matter and course content.
6. CONTRACTING OFFICER WARRANT REQUIREMENTS. All individuals
who hold CO warrants, irrespective of job
series, are required to obtain CL/CE hours consistent with
their career field certification requirements. That is, a
non-1102 holding an administrative warrant must be certified
to the Level indicated in the ACMP Handbook and must obtain
the hours of CL/CE specified in the ACMP Handbook.
Similarly, to remain certified and therefore maintain their
delegation authority, CORs must obtain CL/CE as provided in
the ACMP Handbook.
_______________________________
1 Certification candidate used in DOE O 361.1B, Chapter IV will
mean those persons who have applied to the CRB for PMCDP
certification.
2 The Certification and Equivalency Guidelines are to be used for
the PMCDP and contain the details of certification training and
work development certification requirements and basis for
equivalencies.
3 A centralized, informal project management support structure
for the exchange of ideas, lessons-learned, networking,
mentoring with other Federal Project Directors and subject
matter experts. The “homeroom” is the place—either physical or
electronic—for project management professionals (i.e. FPDs) to
learn and socialize with colleagues sharing ideas about their
professional and developmental interests with those who have
similar interests.
4 “Incumbent” used in DOE O 361.1B, Chapter IV, will mean those
FPDs who are the formally assigned FPD for a capital asset.