April 28, 2006

Core Plus Pilot Program

Core Plus Logistics Pilot Program(Trailblazer)

• SCOPE: DAU and AT&L workforce wide applicability• DESCRIPTION: The “Core Plus” certification model is a concept which would transform

the current certification model to one in which members of the AT&L workforce would have the same foundation of training, i.e., a “Core” acquisition certification, a “Core” functional certification, discretionary “Job Competency” requirements, and sub-specialty “Performance Qualification” certifications.

(See next chart for picture worth a 1000 words)• PARTICIPANTS:

– Dr. McMichael, VP– Garry Shafovaloff, AWCM Director– Bill Erie, CDSC Director– Randy Fowler, Logistics Director– George Prosnik, Engineering Director– Judith Bayliss, ISD

DAU Transformation…Reshaping our Learning Architecture

Expert

Novice

Perfo

rman

ce

Time

With an Agile Learning Environment(Multi-Dimensional PLM)

Knowledge Shelf-life

With Just Training–Single Dimensional

Learning Environment

Accelerated Growth & Sustained Expertise

TrainingEvent

Shaping an Engaged Learner

Core Acquisition Certification

Common, Foundational

Knowledge and Skills

Based on organization, job specific, and individual professional

development needs

Functional CertificationIn Employee’s Career Field

PerformanceQualifications

Core Plus – Further Explanation

PerformanceQualifications

Common acquisition foundational knowledge

and skills

Career field foundational

knowledge and skills

Other functional and cross-functional point-of-need training (assignment specific, frequently CLMs)

Specialization “badges” earned via experience and training – functional and broadener types

Contribution to Corporate DAU and/or AT&L

•Core Plus advances the AT&L Competency Management Model–The right learning – better focus–The right people – focused on competency needs–The right time – better connection to job needs

•Core Plus minimizes “scrap” learning by eliminating–Wasted or irrelevant content – students who don’t need it–Wrong time – students forget by the time they need it

•Core Plus helps implement DAU concept of the “Engaged Learner”–Embraces life long learning–Shorter DAWIA courses–Increased assignment specific work–Increases modular course content

Current Project StatusCurrent Project Status

• Exploring and refining alternative concepts among DAU principals advancing

• Socializing with external stakeholders (e.g., FIPT, DACMs, AT&L WMG, SSB)

• Advancing integration with universal DAU competency management (CNA effort)

• Performing business case analysis

• Accomplished conceptualization of application to Life Cycle Logistics Level I – III certification

• Completed identification of potential LCL performance qualification badges

• Proposed LCL Level I certification concept for DAU FY 2007 catalog

• Migration to Core Plus will be spiral roll-out

• Technical architecture and infrastructure will be challenging

• Universal competency management strategy necessary

• Inter-career field balancing essential

• Workforce adoption issues remain (AWCM)

Preliminary FindingsPreliminary Findings

Major Near-Term Milestones

2Competencies universally defined for DAU: plus definition of LOG, SPDRE, and Intl approaches

6DAU Catalog update with new standards

3Brief SSB on Core +

5 May 06

7Core Plus Policies and Procedures in place; Log level 1 and badges IOC

5CNA Competency

Management Model populated with April

competencies

1 Heading check on

Preliminary Architecture for Logistics and SPRDE

4USD (AT&L) Memo to

components endorsing CORE

Plus Strategy

4

31 March 06

30 April 0630 May 06

30Jun 06

1 Aug 06 1 Oct 06

_

_

??

DAU’s Level Four Thought Leaders & Senior Advisory Group

• PROJECT COMPLETION DATE & IMPLEMENTATION PLAN:– Phase 1, Definition and pilot framework adoption in FY 07 DAU Catalog (or other

deliverables and products determined by President, DAU)– Phase 2, Full development and roll-out for FY 08 DAU catalog

• POTENTIAL FUTURE PROJECTS: Continued evolution of Core Plus certification framework and linking with Logistics Human Capital Strategic Planning efforts

Expect intensified focus and effort near term

10

BACKUPBACKUP

Course Student Assessment Plan (CSAP)PO/

TLO/ELO Objective

Assessment Technique

Scoring Instrument

Acq Core Func Core Job Spec ID Short Tite Cert Level Source Remarks

Learning Assets Applicable to CompetenciesCompetency Type

Comp ID Competency Owner

Competency Management InventoryPrimary Sec Certs Remarks

Taxonomy TagsDerived From Type Hours StatusID

Short Title

Who Uses? Prereq

Learning Asset Inventory

Content • Courses• Competencies• Checklists• TranscriptsCustomers- Workforce- DACMS- FAs/FIPTs

Core Plus FrameworkContent • Perf Objectives• TLOs/ELOs• AssessmentCustomers- CDs/PLDs- Course Mgrs- ISDs

Content • Competencies• CORE + Mapping• Link to Learning Assets

Customers • CDs/PLDs• FAs/FIPTs• AWCM

Content • Learning Assets• Sources/Types• Taxonomy Tags

Customers • CDs/PLDs• Faculty• eLTC

Acq Core Func Core Job Comp Acq Core Func Core Job Comp Acq Core Func Core Job CompDefense Acq ProcessesRequirements Mgmt GAPRisk Management CLM 017Earned Value CLB XXX

CLB 011 CLB 009CLM 021

Cost EstimatingProgram Management CLM 025Leadership and MgmtContracting CLC 011 CLM 024 CLC 018Software Management CLE XXX SAM 101Information Technology CLE 006 SAM XXXSystems Engineering LOG 101 CLE XXX CLE 008Logistics Supportability

Reliability & Maintainability LOG 203Logistics Engineering CLL 008Configuration Mgmt CLL XXX LOG 204

CLL 201

LOG 102

CLE 007CLE 008

CLE 004

Business Case Analysis CLL XXX

Funds Management

Performance Qualification

Performance Qualification

ACQ 101

Sustainment

Acquisition Logistics

ACQ 201A and

ACQ 201B

LOG 201A

Continuous Process Improvement

Supply Chain Mgmt

Joint Logistics

LOG 304

Performance Qualification

LOG 206ALOG 206B

Level I Level II Level IIICompetencies

Target LOG 235B to

non-LCLsPerformance Based Logistics

Performance Qualification

CLL 011LOG 235A

CLL XXX

Performance Qualification

LOG 201B

LOG 335B

Performance Qualification

Performance Qualification

LCL Core Plus Initial Conceptualization

Potential Logistics Badges

Acquisition Logistics

Sustainment

LogisticsEngineering

Supply Chain Management

PerformanceBased Logistics

Joint Logistics

Continuous Process

Improvement

Reflects Intra-Logistics Badges Only

Core Plus Business Case

• Faculty time/cost

• Student time/cost

• Performance/output

• Curriculum executability/cost

Total Cost

ACQ 101 25 1,920 $130,909 100,000 $5,000,000 $0 $5,000,000 $5,130,909LOG 101 26 2,400 $163,636 130,000 $6,500,000 $0 $6,500,000 $6,663,636LOG 102 23 2,880 $196,364 138,000 $6,900,000 $0 $6,900,000 $7,096,364CLMs 6 80 $5,455 12,000 $600,000 $0 $600,000 $605,455SYS 101 0Sustainment Course 0

Total 80 7,280 $496,364 380,000 $19,000,000 $0 $19,000,000 $19,496,364

Current Certification Model

Faculty Cost

Class/ Module Hours

Faculty Cost Student Cost

Faculty Hours

Student Hours

Student Time Cost

Student Travel Cost

Total Student

Cost

Total Faculty + Student

Cost

Level I

Total Cost

ACQ 101 25 1,920 $130,909 100,000 $5,000,000 $0 $5,000,000 $5,130,909LOG 101 26 2,400 $163,636 130,000 $6,500,000 $0 $6,500,000 $6,663,636LOG 102 23 2,880 $196,364 138,000 $6,900,000 $0 $6,900,000 $7,096,364CLMs 36 480 $32,727 24,000 $1,200,000 $0 $1,200,000 $1,232,727SYS 101 25 240 $16,364 12500 $625,000 $0 $625,000 $641,364Sustainment Course 32 0 0 16000 $800,000 250,000 $1,050,000 $1,050,000

Total 167 7,920 $540,000 420,500 $21,025,000 $250,000 $21,275,000 $21,815,000

Total Student

Cost

Total Faculty + Student

Cost

Level I

Core Plus Model

Class/ Module Hours

Faculty Cost Student Cost

Faculty Hours

Faculty Cost

Student Hours

Student Time Cost

Student Travel Cost

Core Plus Business Case (Level I)

Value Proposition:• Offer more: increase available training from 80 to 167 hours• Demand less: mandatory training decreased from 80 to 76 hours• Target job competencies: expect careerists to select 4 CLMs, on average• Deepen and demonstrate credentials: performance qualifications in essentials• Enable life cycle management capabilities: make integrated enablers, not stovepiped obstructionists