As DAU helps shape the future for the Acquisition, Technology, andLogistics (AT&L) community, we will provide our customers with the “DAUExperience” — an experience that exemplifies DAU’s commitment to thecustomer by providing quality, relevant, and valuable services. Our guid-ing tenet is that everyone who comes in contact with DAU – our stake-holders, customers, faculty, and staff, whether in the classroom, online,on the telephone, at conferences, or in meetings — must receive thesame positive experience anywhere and anytime, no matter what partof DAU they encounter.

The DAU Experience

With our values – customer focus, performance excellence, speed and agility, and team-work – as the foundation in all we do, we promise to deliver quality training and productsthat are relevant in today’s AT&L environment, to remain connected with our customers, andto be responsive to their needs.

i

THE DEFENSE ACQUISITION UNIVERSITY2004 CATALOG

Donald H. RumsfeldSecretary of Defense

Michael W. WynneActing Under Secretaryof Defense (Acquisition,

Technology and Logistics)

Deidre A. LeeDirector

Defense Procurementand Acquisition Policy

OUSD(AT&L)

Frank J. Anderson, Jr.President

Defense AcquisitionUniversity

ii

Publisher: DAU PressCatalog Director: Kelley Berta

Managing Editor: Kathryn SondheimerCopy Editor: Deborah Gonzalez

Cover Design: Paula Croisetiere and Lana DragonLayout/Production: Kathryn Sondheimer

Photographers: Richard Mattox and Kevin Moses

The placement of photos does not necessarily depict any relationship to a specific course or region. Some photos are digitally improved.

The Defense Acquisition University 2004 Catalog is published by the Defense Acquisition University Press, 9820 Belvoir Road, Fort Belvoir, VA 22060-5565.

This Catalog is available in digital format on the DAU Home Page at http://www.dau.mil/catalog.

www.dau.mil/catalog

iii

DAU Vision, Mission, and Strategic Goals ...................................................................................................................................... viMessage from the President .............................................................................................................................................................. viiAT&L Performance Learning Model ............................................................................................................................................... viii

Chapter 1 The Defense Acquisition University ............................................................................................................................. 1

The Defense Acquisition University .................................................................................................................................................. 3DAU Leadership ......................................................................................................................................................................................... 4Workforce Management ....................................................................................................................................................................... 5DAU Advisory Boards .............................................................................................................................................................................. 6What’s New at DAU ................................................................................................................................................................................ 8

Chapter 2 Administrative Information ................................................................................................................................................ 9

Administrative Information ................................................................................................................................................................. 11Course Information ......................................................................................................................................................................... 11Acquisition Workforce and Acquisition Corps Education Standards ........................................................................... 13Student Information ....................................................................................................................................................................... 13Course Registration and Quota Allocation ............................................................................................................................ 14Registration Procedures ................................................................................................................................................................ 15

Chapter 3 Career Field Descriptions ..................................................................................................................................................... 17

Career Field Descriptions ..................................................................................................................................................................... 19Auditing ............................................................................................................................................................................................... 19Business, Cost Estimating, and Financial Management .................................................................................................. 19Contracting ......................................................................................................................................................................................... 19Facilities Engineering ..................................................................................................................................................................... 20Industrial/Contract Property Management ........................................................................................................................... 20Information Technology ................................................................................................................................................................ 20Life Cycle Logistics .......................................................................................................................................................................... 21Production, Quality and Manufacturing ................................................................................................................................. 21Program Management ................................................................................................................................................................. 21Purchasing .......................................................................................................................................................................................... 22Systems Planning, Research, Development and Engineering — Science and Technology Manager ........... 22Systems Planning, Research, Development and Engineering — Systems Engineering ..................................... 22Test and Evaluation ........................................................................................................................................................................ 22

Chapter 4 Course Descriptions ................................................................................................................................................................. 23

Course Descriptions ................................................................................................................................................................................ 25Certification Courses ....................................................................................................................................................................... 25Assignment-specific Courses ........................................................................................................................................................ 25Some Acronyms Used in This Chapter ................................................................................................................................... 25ACQ 101 Fundamentals of Systems Acquisition Management .......................................................................... 26ACQ 201A Intermediate Systems Acquisition, Part A ................................................................................................ 26ACQ 201B Intermediate Systems Acquisition, Part B ................................................................................................ 27ACQ 401 Senior Acquisition Course ................................................................................................................................ 27ACQ 402 Executive Management Course ................................................................................................................... 28ACQ 403 Defense Acquisition Executive Overview Workshop .......................................................................... 28ACQ 404 Systems Acquisition Management Course for General/Flag Officers .......................................... 29ACQ 405 Executive Refresher Course ........................................................................................................................... 29AUD 1130 Technical Indoctrination ................................................................................................................................... 30AUD 1320 Intermediate Contract Auditing .................................................................................................................... 30AUD 4120 Statistical Sampling ............................................................................................................................................ 31AUD 4230 Graphic, Computational, and Improvement Curve Analysis Techniques .................................... 31

Contents

iv

AUD 8562 Defense Contract Audit Agency Personnel Management Policy ................................................... 32BCF 101 Fundamentals of Cost Analysis .................................................................................................................... 32BCF 102 Fundamentals of Earned Value Management ...................................................................................... 33BCF 103 Fundamentals of Business Financial Management ............................................................................. 33BCF 203 Intermediate Earned Value Management ............................................................................................... 34BCF 204 Intermediate Cost Analysis ............................................................................................................................. 34BCF 205 Contractor Business Strategies (Formerly Contractor Finance for Acquisition Managers) ........ 35BCF 206 Cost Risk Analysis .............................................................................................................................................. 35BCF 207 Economic Analysis .............................................................................................................................................. 36BCF 208 Software Cost Estimating ................................................................................................................................ 36BCF 209A Acquisition Reporting Course, Part A (Formerly Selected Acquisition Report) ............................. 37BCF 209B Acquisition Reporting Course, Part B (Formerly Selected Acquisition Report) .............................. 37BCF 209C Acquisition Reporting Course, Part C (Formerly Selected Acquisition Report) .............................. 38BCF 211A Acquisition Business Management, Part A .............................................................................................. 38BCF 211B Acquisition Business Management, Part B .............................................................................................. 39BCF 215 Operating and Support Cost Analysis ........................................................................................................ 39BCF 301 Business, Cost Estimating, and Financial Management Workshop ............................................... 40CAR 805 Contemporary Approaches to Acquisition in the Information Age ............................................... 40CON 100 Shaping Smart Business Arrangements .................................................................................................... 41CON 101 Basics of Contracting ......................................................................................................................................... 41CON 104A Principles of Contract Pricing, Part A .......................................................................................................... 42CON 104B Principles of Contract Pricing, Part B .......................................................................................................... 42CON 202 Intermediate Contracting ................................................................................................................................ 43CON 204 Intermediate Contract Pricing ....................................................................................................................... 43CON 210 Government Contract Law ............................................................................................................................. 44CON 232 Overhead Management of Defense Contracts ..................................................................................... 44CON 234 Contingency Contracting ................................................................................................................................. 45CON 235 Advanced Contract Pricing .............................................................................................................................. 45CON 236 Contractual Aspects of Value Engineering ............................................................................................... 46CON 237 Simplified Acquisition Procedures ................................................................................................................ 46CON 243 Architect-Engineer Contracting ...................................................................................................................... 47CON 244 Construction Contracting .................................................................................................................................. 47CON 250 Fundamentals of Cost Accounting Standards – Part I ......................................................................... 48CON 251 Fundamentals of Cost Accounting Standards – Part II ....................................................................... 48CON 353 Advanced Business Solutions for Mission Support ................................................................................ 49FE 201 Intermediate Facilities Engineering ............................................................................................................ 49GRT 201 Grants and Agreements Management ..................................................................................................... 50IND 100 Contract Property Administration and Disposition Fundamentals ................................................ 50IND 103 Contract Property Systems Analysis Fundamentals ............................................................................. 51IND 200 Intermediate Contract Property Administration .................................................................................... 51IRM 101 Basic Information Systems Acquisition ...................................................................................................... 52IRM 201 Intermediate Information Systems Acquisition ...................................................................................... 52IRM 303 Advanced Information Systems Acquisition ............................................................................................ 53LAW 801 Acquisition Law ................................................................................................................................................... 53LOG 101 Acquisition Logistics Fundamentals ............................................................................................................ 54LOG 102 Systems Sustainment Management Fundamentals ............................................................................ 54LOG 201A Intermediate Acquisition Logistics, Part A ................................................................................................ 55LOG 201B Intermediate Acquisition Logistics, Part B ................................................................................................ 55LOG 203 Reliability and Maintainability ..................................................................................................................... 56LOG 204 Configuration Management .......................................................................................................................... 56LOG 235A Performance Based Logistics, Part A .......................................................................................................... 57LOG 235B Performance Based Logistics, Part B .......................................................................................................... 57LOG 304 Executive Life Cycle Logistics Management .......................................................................................... 58PMT 202 Multinational Program Management ........................................................................................................ 58PMT 203 International Security and Technology Transfer/Control ................................................................... 59PMT 250 Program Management Tools ........................................................................................................................ 59PMT 304 Advanced International Management Workshop................................................................................ 60PMT 352A Program Management Office Course, Part A ........................................................................................ 60PMT 352B Program Management Office Course, Part B ......................................................................................... 61PMT 401 The Program Manager’s Course .................................................................................................................. 61PMT 402 Executive Program Manager’s Course ...................................................................................................... 62

v

PMT 403 Program Manager’s Skills ............................................................................................................................... 62PQM 101 Production, Quality and Manufacturing Fundamentals ..................................................................... 63PQM 103 Defense Specification Management .......................................................................................................... 63PQM 104 Specification Selection and Application .................................................................................................... 64PQM 201A Intermediate Production, Quality and Manufacturing, Part A ........................................................ 64PQM 201B Intermediate Production, Quality and Manufacturing, Part B ......................................................... 65PQM 202 Commercial and Nondevelopmental Item Acquisition Course for Technical Personnel ...... 65PQM 203 Preparation of Commercial Item Descriptions for Engineering and Technical Personnel ... 66PQM 212 Market Research for Engineering and Technical Personnel ............................................................. 66PQM 301 Advanced Production, Quality and Manufacturing .............................................................................. 67SAM 101 Basic Software Acquisition Management ................................................................................................. 67SAM 201 Intermediate Software Acquisition Management ................................................................................ 68SAM 301 Advanced Software Acquisition Management ...................................................................................... 68STM 301 Program Management for S&T Managers .............................................................................................. 69STM 302 Systems Engineering for S&T Managers ................................................................................................... 69SYS 201A Intermediate Systems Planning, Research, Development and Engineering, Part A ............. 70SYS 201B Intermediate Systems Planning, Research, Development and Engineering, Part B .............. 70SYS 301 Advanced Systems Planning, Research, Development and Engineering ........................................... 71TST 101 Introduction to Acquisition Workforce Test and Evaluation ............................................................. 71TST 202 Intermediate Test and Evaluation ............................................................................................................... 72TST 301 Advanced Test and Evaluation .................................................................................................................... 72Distance Learning Courses ........................................................................................................................................................... 73Continuous Learning Opportunities ......................................................................................................................................... 74Course Predecessors ....................................................................................................................................................................... 76

Appendices .................................................................................................................................................................................................................... 79

Appendix A DAU Regions .............................................................................................................................................................. 81

DAU West Region (San Diego, California) ............................................................................................................................. 82DAU Midwest Region (Wright-Patterson Air Force Base, Ohio) .................................................................................... 83DAU South Region (Huntsville, Alabama) ............................................................................................................................. 84DAU Mid-Atlantic Region [Near Patuxent River Naval Air Station] (California, Maryland) ................................... 85DAU Capital & Northeast Region (Fort Belvoir, Virginia) and

DSMC – School of Program Managers (Fort Belvoir, Virginia) ................................................................................. 86

Appendix B Certification Standards Checklists ...................................................................................................................... 87

Auditing ............................................................................................................................................................................................... 88Business, Cost Estimating, and Financial Management .................................................................................................. 90Contracting ......................................................................................................................................................................................... 91Facilities Engineering ..................................................................................................................................................................... 93Industrial/Contract Property Management ........................................................................................................................... 94Information Technology ................................................................................................................................................................ 96Life Cycle Logistics — Acquisition Logistics ............................................................................................................................ 97Life Cycle Logistics — Systems Sustainment Management ............................................................................................ 98Production, Quality and Manufacturing ................................................................................................................................. 99Program Management ...............................................................................................................................................................100Purchasing ........................................................................................................................................................................................ 101Systems Planning, Research, Development and Engineering — Science and Technology Manager .........102Systems Planning, Research, Development and Engineering — Systems Engineering ...................................103Test and Evaluation ......................................................................................................................................................................104

Appendix C Assignment-specific Training .............................................................................................................................105

Appendix D Equivalencies ...........................................................................................................................................................109

Appendix E Continuing Education Units ................................................................................................................................ 119

Appendix F Meeting Acquisition Corps Education Standards .......................................................................................125

Appendix G Other Products and Services Provided by DAU ........................................................................................135

vi

DAU VisionA premier corporate university servingthe DoD acquisition, technology, and

logistics community

DAU MissionProvide practitioner training and

services to enable the acquisition,technology, and logistics community

to make smart business decisions anddeliver timely and affordablecapabilities to the warfighter

DAU Strategic GoalsProvide our customers what they

need, when and where they need it•

Operate a premier learningenterprise

•Promote transformation through

excellence in acquisition,technology, and logistics practices

•Provide an environment valuingachievement, growth, and career-

long learning

vii

DEFENSE ACQUISITION UNIVERSITY9820 BELVOIR ROAD

FORT BELVOIR, VIRGINIA 22060-5565

MESSAGE FROM THE PRESIDENT

The Defense Acquisition University (DAU) is the one institution that touches nearly everymember of the DoD Acquisition, Technology, and Logistics (AT&L) workforce throughout allprofessional career stages. We provide a full range of basic, intermediate, and advancedcertification training, assignment-specific training, performance support, job-relevant ap-plied research, and continuous learning opportunities.

To achieve our vision as a premier corporate university serving the DoD AT&L workforce,we support the goals of our stakeholders, demonstrate a customer-centric attitude, andembrace a new learning paradigm that shifted our focus from the traditional classroomof the 20th century to the total learning environment of the 21st century.

To ensure the success of this new total learning environment and to provide our stake-holders with more control over their career-long learning solutions, we have adoptedan overarching learning strategy — the AT&L Performance Learning Model. This modeltransforms our concept of learning beyond the course itself. We have implementedaggressive performance support, targeted training, and applied research programs toprovide solutions for critical on-the-job needs. Integral parts of the total learning envi-ronment include continuous learning, knowledge sharing, and communities of practice.We have strategically partnered with academic institutions, professional organizations,corporations, and government agencies to provide professional development, equiva-lencies, academic credit toward degree programs, as well as certificates for DAU courses.

We dedicate ourselves and all we do to provide our stakeholders with the highest qual-ity learning experience possible, which we call the DAU Experience. The DAU Experienceprovides quality service to everyone we touch. Our primary goal is that everyone whocomes in contact with DAU — our stakeholders, customers, faculty, and staff, whether inthe classroom, online, on the phone, at conferences, or in meetings — will receive thesame great experience at any time and anywhere.

We look forward to working with you during your next DAU Experience!

Frank J. Anderson, Jr.PresidentDefense Acquisition University

viii

In 2002, the Defense Acquisition University (DAU)adopted the Acquisition, Technology, and Logistics(AT&L) Performance Learning Model (PLM) thatlays the foundation for meeting the career-longtraining and professional development needs of theAT&L workforce.

DAU was established as a result of the Defense Ac-quisition Workforce Improvement Act (DAWIA), whichidentifies education, training, and experience require-ments for all AT&L workforce members by career fieldand certification level. In the ever-changing acquisi-tion environment of the 21st century, however, it be-came clear that currency in any given career fieldrequired more than certification training alone. Tocomplement the DAWIA requirements, DAU now of-fers a platform of training and performance-supportelements that are accessible to all workforce mem-bers at all times and in all places.

Performance Support is tailored to the customer’sneeds and includes, but is not limited to, consulting,coaching, mentoring, and facilitation.

Rapid Deployment Training focuses attention ona limited number of emerging initiatives and deliverstargeted training expediently. More information onPerformance Support and Rapid Deployment Trainingis provided in Appendix G of this Catalog.

The DAU Continuous Learning Center offers con-tinuous learning opportunities designed to maintaincurrency and help employees meet the DoD require-ment to complete 80 hours of continuous learningevery 2 years. Details on the Continuous LearningCenter are provided at the end of Chapter 4.

Knowledge Sharing is an inherent function of anyeducational institution. The AT&L Knowledge Shar-ing System provides online access to a variety oftools and reference materials that facilitate support-ing the warfighter. Online communities of practicealso provide an electronic forum for sharing knowl-edge, information, lessons learned, and best prac-tices. More information on both is in Appendix G ofthis Catalog.

AT&L Performance Learning Model

1

The Defense AcquisitionUniversity

The Defense Acquisition University

DAU Leadership

Workforce Management

DAU Advisory Boards

What’s New at DAU

Chapter 1

Authorized by Title 10, United States Code 1746and chartered by DoD Directive 5000.57, theDefense Acquisition University (DAU) was es-tablished on August 1, 1992. Its mission is to providepractitioner training and services to enable the DoDAcquisition, Technology, and Logistics (AT&L) commu-nity to make smart business decisions and delivertimely and affordable capabilities to the warfighter.

Using the AT&L Performance Learning Model (PLM)as a template, the University coordinates educationand training programs to meet the career-long train-ing requirements of more than 130,000 DoD AT&Lpersonnel. DAU provides a full range of basic, inter-mediate, and advanced curriculum training, as well asassignment-specific and continuous learning coursesto support the career goals and professional devel-opment of the DoD AT&L workforce. But DAU’s roledoes not end when a student leaves the classroom.The University also fosters professional developmentthrough performance support, rapid deploymenttraining on emerging acquisition initiatives, onlinecommunities of practice, and continuous learningmodules. This Catalog provides information on allof these areas as well as its other products and ser-vices, such as publications, symposia, research, andconsulting in areas related to acquisition functions.

Each DoD AT&L functional area is represented by aFunctional Integrated Product Team (FIPT), com-prised of senior-level officials of the DoD compo-nents and led by Functional Advisors. These teamsadvise the Under Secretary of Defense (Acquisition,Technology and Logistics) (USD(AT&L)) on career

The Defense Acquisition University

development issues and recommend mandatorytraining, education, and experience required fortheir respective functional areas. DAU Program Di-rectors work in conjunction with the FIPTs to iden-tify performance outcomes for various career levelsand incorporate them into DAU courses. EachComponent’s Director, Acquisition Career Manage-ment assists in managing the accession, trainingand education, and career development of his/herrespective DoD AT&L workforce members.

The Chief Executive Officer of the University is thePresident, who reports to the Director, Defense Pro-curement and Acquisition Policy (DPAP). A Board ofVisitors — individuals selected for their preeminencein academia, business, and industry — advises theDAU President and the Director, DPAP on matterssuch as organizational management, curricula,methods of instruction, and facilities. The ExecutiveInstitute (EI) consists of members from the Servicesand defense industry, who provide advice andcounsel to faculty, staff, and students in their re-spective areas of expertise. The EI Service Chairsalso act as liaisons between the Services and theUniversity.

The DAU Executive Board advises the USD(AT&L) onDefense Acquisition Workforce Improvement Act(DAWIA) implementation in the career developmentof the DoD AT&L workforce. The Acquisition Educa-tion, Training and Career Development (AET&CD) of-fice oversees policy decisions for the implementa-tion of the DAWIA through DAU.

3

From left: Michael Wynne, Acting USD(AT&L); Frank J. Anderson, Jr., DAU President;and John Phillips, Vice President, After Market Growth, Honeywell, attend 2002 DAUAlumni Association Symposium, Fort Belvoir, VA.

Deidre Lee, Director, Defense Procurement and Acquisition Policy, OUSD(AT&L), meetswith a DAU staff member at her Pentagon Office.

4

Mr. Joseph JohnsonExec. Director, StrategicPlanning Action Group

Ms. Linda NeilsonChief Learning Officer

DAU Leadership

Mr. Frank J. Anderson, Jr.President

Mr. William Erie, Exec.Director, Curricula Develop-ment & Support Center

Lt Col Caisson Vickery, USAFExec. Director, E-Learning &Technologies Center

Ms. Meg HoganHuman Capital ManagementAdvisor

Mr. Tim ShannonDean, Capital & NortheastRegion

Mr. Andy ZaleskiDean, West Region

Ms. Barbara SmithDean, Mid-Atlantic Region

Mr. Gerald EmkeDean, Midwest Region

Mr. James. L. McCullough IIDean, South Region

COL Ronald Flom, USACommandant

Mr. Mark WhitesideExec. Director, Performanceand Resource Management

COL Ronald Hayne, USAExec. Director, OperationsGroup

Mr. David FitchDean, DSMC – School ofProgram Managers

— Michael W. WynneActing Under Secretary of Defense(Acquisition, Technology and Logistics)12 April 2002 DAU Change of Command Ceremony

“DAU is the one institution that touches nearlyevery member of the workforce throughoutall stages of their professional careers. This iswhere we revitalize our workforce, whileensuring it has the training it needs to makesmart business decisions and deliver for ourwarfighters.”

Ms. Carlyn DiamondAir Force Chair

Mr. Russell W. LenzArmy Chair

Mr. Frank SwoffordIndustry Chair

EXECUTIVE INSTITUTE

Ms. Christine E. Stelloh-GarnerActing Navy Chair

Mr. Denis EisenbiseInternational Chair

Mr. Gary GustafsonDCMA Chair

5

Directors, AcquisitionCareer Management,assist in managing theaccession, training andeducation, and careerdevelopment of theirrespective Component’sAT&L workforce.

Each DoD Acquisition, Technology, andLogistics (AT&L) functional area is representedby a Functional Integrated Product Team,which is led by a Functional Advisor. Theseteams advise the USD(AT&L) on careerdevelopment issues and identify training,education, and experience requirements fortheir respective functional areas.

Workforce Management

LTG John S. Caldwell, Jr., USAArmy DACM

Mr. Dan DunmireDoD DACM

Mr. Blaise DuranteAir Force DACM

DIRECTORS, ACQUISITION CAREER MANAGEMENT (DACMS)

Ms. Christine E. Stelloh-GarnerNavy DACM

SCIENCE & TECHNOLOGYINFORMATION TECHNOLOGY

Mr. Ray BoydActing Director, CommercialPolicies and Oversight,Office of the Deputy CIO,OASD(NII)

LOGISTICS

Mr. Lou KratzAssistant Deputy UnderSecretary of Defense(Logistics Plans & Programs)

Mr. Alan ShafferDirector, Plans andPrograms, DDR&E

TECHNICAL MANAGEMENTPROCUREMENT & CONTRACT-ING/GOV’T. PROPERTY

Ms. Deidre A. LeeDirector, DefenseProcurement andAcquisition Policy,OUSD(AT&L)

Mr. Mark SchaefferDirector, SystemsEngineering, OUSD(AT&L)

Dr. Get W. Moy, P.E.Director, InstallationRequirements and Mgmt.ODUSD (Installations &Environment)

FUNCTIONAL ADVISORSACQUISITIONMANAGEMENT

Mr. Kevin CarrollPEO, Enterprise InformationSystems

AUDITING FACILITIES ENGINEERING

Mr. William H. ReedDirector, Defense ContractAudit Agency

BUSINESS, COST ESTIMATING,& FINANCIAL MANAGEMENT

Dr. Nancy L. SpruillDirector, AcquisitionResources and Analysis,OUSD(AT&L)

Mr. Richard K. SylvesterDir., Acquisition Workforce& Career Management

6

DAU Advisory Boards

As the senior policy oversight body forDAU, the Executive Board serves as aforum for achieving rapid agreement onDAU initiatives through better commun-ication among stakeholders. Repre-sentatives of the Acquisition, Technology,and Logistics (AT&L) workforce; theChancellor for Education and ProfessionalDevelopment; and the Deputy AssistantSecretary of Defense (Civilian PersonnelPolicy) advise the USD(AT&L) on theimplementation of the Defense AcquisitionWorkforce Improvement Act.

LTG John S. Caldwell, Jr., USAMilitary Deputy/Director,Army Acquisition Corps

Ms. Christine Stelloh-GarnerDirector, Acquisition CareerManagement (Departmentof the Navy)

Mr. Blaise DuranteDeputy Assistant Secretaryfor Acquisition Integration

Ms. Claudia KnottDeputy Director, LogisticsOperations, DLA

Ms. Ginger GroeberDeputy Assistant Secretaryof Defense (CivilianPersonnel Policy)

Dr. Jerome SmithDoD Chancellor for Educationand ProfessionalDevelopment

Dr. J. Ronald FoxConsultantDAU Board of VisitorsChairperson

PhotoNot

Available

Mr. Frank J. Anderson, Jr.President, DefenseAcquisition University

COL Ronald Flom, USACommandant, DefenseAcquisition University

DAU EXECUTIVE BOARD

Vacant

Chairperson

7

The DAU Board of Visitors — individualsselected for their preeminence in academia,business, and industry — advises the DAUPresident and the Director, DefenseProcurement and Acquisition Policy onmatters such as organizational manage-ment, curricula, methods of instruction, and facilities.

Mr. James L. SanfordVP, Corporate Contracts andPricing, Northrop Grumman

GEN William G.T. Tuttle, Jr.,USA (Ret)Consultant

Mr. John F. PhillipsVP, Government Services,Honeywell

Gen Bernard P. Randolph,USAF (Ret)Consultant

Mr. Robert J. MurrayPresident, The CNACorporation

Dr. Pricilla H. DouglasPresident, PHDouglas &Associates

Mr. Nicholas W. KuzemkaVP, Program ManagementProcesses and Support,Lockheed Martin

Mr. David BerteauDir, Nat’l. Security Studies,Syracuse University

Mr. Charles E. AdolphSenior VP, SAIC

Mr. R. Stephen AyersSenior VP for Contracts &Procurement, SAIC

DAU BOARD OF VISITORS

Dr. J. Ronald FoxChairpersonProfessor Emeritus,Harvard Business School

8

What’s New at DAU....

DAU RECEIVES ACCREDITATIONThe Commission of the Council on Occupational Education (COE) granted accreditation to theDefense Acquisition University in February 2003. The award of accreditation status is basedon an evaluation of 10 standards and over 150 criteria to demonstrate the institution meetsCOE’s standards of quality. The standards evaluate the University as a whole and focus onits organization, strategic planning, educational programs, student progress, learning re-sources, facilities, and student services and needs.

CUBIC AWARDSDAU was awarded “Best Overall Corporate University,” “Best Virtual Corporate Univer-sity/Best Use of Technology,” and placed second as “Most Innovative Corporate Univer-sity” by the Corporate University Best in Class (CUBIC) judges. Mr. Frank J. Anderson, Jr.,DAU President, was selected “Corporate University Leader of the Year” for his strategicrole in determining how learning is driven and integrated throughout DAU and the workplace.

Annually, the CUBIC Awards recognize corporate universities that apply true best practices.The judges, a prestigious panel of corporate university experts, evaluated over 50 compet-ing corporate universities. Criteria included alignment to organizational business strategy,combinations of learning techniques, and enculturation of learning throughout the organization.

RAPID DEPLOYMENT TRAININGIn response to requests from our customers and the accelerated rate of change to acquisition policies, proce-dures, and best practices, DAU has established a Rapid Deployment Training (RDT) team to produce and de-liver training on topics that merit expeditious dissemination to the DoD Acquisition, Technology, and Logistics(AT&L) workforce. The RDT team will focus on specific high-value initiatives and deliver targeted training soonafter the initiative is implemented. RDT may be delivered via various media, including classroom training, on-site sessions, and electronically. More information on RDT is available in Appendix G of this Catalog and atthe Performance Support/Rapid Deployment Training Web page at http://www.dau.mil/pss_main.asp.

ALTERNATIVE CERTIFICATIONThe Department of Defense is facing a retirement-driven exodus of specialized civilian employees. At thesame time competition for new hires from private industry creates a challenge in maintaining the quality ofthe workforce. The “Acquisition Workforce 2005 Task Force Final Report” recommended recruiting more profes-sionals from the private sector and developing a strategy for certifying them in accordance with the DefenseAcquisition Workforce Improvement Act (DAWIA). Many professional associations offer credentialing programsin a number of acquisition-related career fields and may serve as a source of qualified, experienced profes-sionals for the Department of Defense. The Acquisition Education, Training, and Career Development (AET&CD) Office has been engaged in discus-sions with two professional organizations, both highly regarded for their standards in education and experi-ence as well as the rigor of their testing programs. Having compared the competencies of their credentialingprograms with those of the respective training requirements of the Life Cycle Logistics and Program Manage-ment career fields, it was determined that individuals holding credentials from the two professional organiza-tions could compete effectively for positions requiring DAWIA certification, specifically at Level II. AET&CD isnow working with the Functional Advisors; the Directors, Acquisition Career Management; and the profes-sional associations to formalize an agreement that will help establish an alternative certification program. AET&CD intends to implement an alternative certification policy to leverage the education and experience of indi-viduals with these credentials as one way to meet the certification requirement for DoD AT&L workforce members.

www.dau.mil/pss_main.asp

9

Administrative Information

Course Information

Acquisition Workforce andAcquisition Corps Education Standards

Student Information

Course Registration andQuota Allocation

Registration Procedures

Chapter 2

10

11

COURSE INFORMATIONDAU COURSES

Sequence of Courses

DAU provides a highly structured sequence ofcourses needed to meet the mandatory and desiredtraining standards established in DoD 5000.52-M,“Career Development Program for Acquisition Per-sonnel.” In many cases, prerequisite courses areidentified; students are expected to be competentin prerequisite knowledge and skills. Where specificprerequisites are not identified, students are stronglyencouraged to attend mandatory courses in thesequence prescribed. Using this Catalog, DoD Acqui-sition, Technology, and Logistics (AT&L) workforcepersonnel can identify the training, education, andexperience required for their career field and careerlevel and the sequence of courses to meet those re-quirements.

Core Courses

Most personnel must take a core acquisition coursebefore taking other mandatory training at careerLevels I and II. The core course for career Level I inmany career fields is ACQ 101, Fundamentals of Sys-tems Acquisition Management, and for Level II,ACQ 201, Intermediate Systems Acquisition. ACQ 101is a prerequisite for ACQ 201. The core courses arerequired for all workforce members in the followingcareer fields:

Business, Cost Estimating, and Financial ManagementFacilities EngineeringInformation TechnologyLife Cycle LogisticsProduction, Quality and ManufacturingProgram ManagementSystems Planning, Research, Development

and EngineeringTest and Evaluation

Course Types

Certification courses are identified in Appendix Bof this Catalog, which provides concise checklists ofthe education, experience, and training standardsestablished for certification in each career field. Thechecklists also provide the recommended sequenceof courses for training within each career level.

Level I courses are designed to provide fundamen-tal knowledge and establish primary qualification

and expertise in the individual’s career field, jobseries, or functional area.

At Level II, functional specialization is emphasized.Courses at this level are designed to enhance theemployee’s capabilities in a primary specialty orfunctional area.

At Level III, the focus is on managing the acquisi-tion process and learning the latest methods beingimplemented in the career field or functional area.

Each of these levels typically corresponds to particu-lar GS levels or military grades/ranks that are de-fined by a Military Department or Agency in accor-dance with guidelines established in DoD 5000.52M.Grade or rank is not generally a requirement forcourse enrollment; however, it may be used to de-termine registration priority.

Assignment-specific courses provide the trainingneeded to perform specific acquisition functions. Thesemay be functions performed by a subset of individu-als in a career field. Assignment-specific training isalso required when individuals in one career fieldmust understand some of the processes of other ca-reer fields. Appendix C provides a description of DAUassignment-specific courses and the audiences forwhich they are developed.

Course descriptions for all DAU courses are listedalphanumerically in Chapter 4. Details of courselength, prerequisites, method of delivery, and whoshould attend are included in these course descrip-tions.

DAU-sponsored courses provide the opportunity forAT&L workforce members who have completed alltraining and education requirements for their positionto meet standards for continuing education. In addi-tion, many professional organizations and associa-tions have continuing education requirements fortheir members. Appendix E presents a listing ofContinuing Education Units (CEUs) associated withDAU courses.

Course Offerings

DAU courses are offered in a variety of modes. Themost frequently used are resident (where the stu-dent attends class at one of the DAU sites) and on-site (where the instructor teaches at locations hav-ing sufficient numbers of students to support aclass). Some DAU courses are also offered entirelyor in part via the Internet.

Administrative Information

12

Course offerings, schedules, and the location ofcourses are published separately in the DAU CourseSchedule, which is posted on the DAU Web site athttp://www.dau.mil.

Online Courses

DAU currently offers several courses via the WorldWide Web (“Web”). Some of these courses aretaught entirely and exclusively online. Others (hy-brid courses) involve an online portion followed byclassroom instruction. To complete an online course,the student must have access to an IBM-compatiblecomputer with the following capabilities:

• Microprocessor Speed: Pentium 400 MHz• Hard Drive: 6 GB• RAM: 64 MB• Modem Speed: 56 kbps• Audio: 16 bit and speakers• CD-ROM Drive: 12X• Minimum monitor display resolution supported:

(15 inch) 800 X 600 to 1024 X 768• Color Depth: 24 bit• Browser that supports Java and Javascript (Internet

Explorer 5.5 or later recommended)

Some online courses have additional hardware and/or software requirements that are explained at thebeginning of each course. Students should ensure

the computer they will use meets these minimumrequirements before enrolling in an online course.

When students register for a hybrid course, it is im-portant to understand that completion of both partsis required to obtain full credit for career field certifi-cation. For example, ACQ 201 consists of ACQ 201A(over the Internet) and ACQ 201B (in the classroom).Continuing education units and a certificate of com-pletion will be awarded for successful completion ofACQ 201A; however, students must also completeACQ 201B to receive full credit for completion of ACQ201, which is required to meet selected career fieldcertification standards. Part A is a prerequisite forPart B. The latest version of Part A is available at theDAU Virtual Campus for those students who maywant a review before attending Part B. Dependingon the course, students have up to 120 days tocomplete online courses.

DAU fully supports the requirements of Section 508of the Rehabilitation Act Amendments of 1998. Sec-tion 508 requires Federal agencies that develop,procure, maintain, or use electronic and informationtechnology to ensure that Federal employees withdisabilities have access to and use of that informa-tion and data. To that end, all new DAU coursewareis developed to comply with the standards set forthin Section 508.

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13

Equivalent Courses

Appendix D of this Catalog provides informationon courses offered by DoD schools and publiclearning institutions as well as commercially of-fered training that is certified to be equivalent toDAU courses.

Fulfillment

While course participation is the preferred method,the fulfillment program enables members of theDoD AT&L workforce to receive credit for manda-tory DAU courses for which they are able to demon-strate competency through experience, education,and/or alternative training. Information on this pro-gram, including policy, procedures, DD Form 2518,and the course competencies, is available on theDAU Web site at http://www.dau.mil/registrar/registrar.asp.

ACQUISITION WORKFORCE AND ACQUISITIONCORPS EDUCATION STANDARDSThe Defense Acquisition Workforce ImprovementAct (Public Law 101-510, 1990) (Chapter 87, Title 10,United States Code), as amended, requires the Sec-retary of Defense to establish education, training,and career development standards for personsserving in acquisition positions in the Departmentof Defense. See DoD 5000.52-M, “Acquisition CareerDevelopment Program,” and Appendix B of thisCatalog for additional information concerning thesestandards.

Employees may meet credit-hour standards by pass-ing college course equivalency examinations, whichdemonstrate knowledge comparable to accreditedcourses of study in these subjects. For more infor-mation on using equivalency exams to meet man-datory education qualifications, see Appendix F ofthis Catalog. Employees also may apply certainDAU courses to meet the educational requirements.

STUDENT INFORMATION

REPORTING INSTRUCTIONS

After being accepted for admission into a DAUcourse, each student will receive an e-mail fromthe University with instructions on how to proceed.In the case of online courses and Part A of a hybridclass, e-mails will explain how to access the coursematerial online and identify an instructor associatedwith that class. For classroom courses and Part B ofa hybrid class, each student will receive an e-mailwith specific reporting instructions and informationon housing, meals, facilities, and appropriate class-room attire.

TRAVEL, PER DIEM, AND REIMBURSEMENT

Each Service Acquisition Career Management Officeor parent organization funds travel expenses andper diem for eligible students based on Service- orAgency-specific policy. Students should consult theirAcquisition Career Management Office for policyand guidance concerning their travel requirements.Contact information is provided in “Registration Pro-cedures” at the end of this chapter.

It is very important that students arrive with a gov-ernment credit card to pay for all legitimate travel-related expenses or, if needed, draw cash advancesin lieu of receiving advance per diem payments.DAU cannot process travel claims or provide ad-vance per diem payments. As questions may ariseconcerning use of the government credit card, stu-dents should arrive knowing the name and tele-phone number of the government credit card pro-gram coordinator for their Service or organization.

ATTENDANCE POLICY

Students are expected to attend all scheduledcourse sessions (including teleconferencing, satellite,and synchronous online sessions) and complete allcourse work. Absences for medical or family emer-gencies must be approved by the course manager,lead instructor, or designated representative. Cumu-lative absences that exceed 5 percent of contact

www.dau.mil/registrar/registrar.asp

14

time may be grounds for removal from the course,and the student’s record will be annotated accord-ingly. Remediation to make up any missed instruc-tion is at the discretion of the course manager.

DAU follows established DoD and Office of Person-nel Management guidance for civilians and Serviceregulations for military personnel concerning variouscategories of leave.

CANCELLATIONS

If circumstances dictate cancelling course attendanceafter students receive notification of acceptance,they should follow the procedures set forth by theirrespective Service or Agency as outlined in this chap-ter. This may afford other students the opportunityto attend the course.

HANDICAPPED ACCOMMODATIONS

Students with disabilities who are scheduled to at-tend DAU classes should notify their local trainingoffice and the DAU Registrar as soon as possibleprior to the starting date of the class to ensure thatappropriate accommodations are made.

STUDENT ISSUES AND CONCERNS

DAU encourages students who have issues or con-cerns with the learning environment to discuss themfirst with their instructor. Also a student class leaderis typically appointed at the start of a course and isempowered to bring issues to DAU faculty on behalfof their fellow students. Students who feel their is-sue was not resolved satisfactorily through thesechannels may go to the Regional Dean under anopen-door policy.

End-of-course critiques provide another opportunityfor students to address ways to improve course ma-terials or the learning environment. Critique data isanalyzed and includes areas of success and concernas well as trends and recommendations for improve-ment. The summary report is circulated through theappropriate chain of command for action.

TRANSCRIPTS

Transcripts are available at http://www.dau.mil.Students may access their own transcript informationfrom a secure server and print out a copy for theirown use. Students may also request that an officialtranscript with an embossed DoD seal be sent to acollege or university. Questions concerning transcriptsshould be addressed to dau.registrar@dau.mil.

COURSE REGISTRATION AND QUOTA ALLOCATIONDoD AT&L workforce employees and their supervi-sors may prepare career development training plansusing the requirements provided in Appendices Band C and the course descriptions in Chapter 4.Appendix B identifies courses that are required forcertification by career field and certification level,and Appendix C lists courses necessary for per-forming an assignment-specific function in acquisi-tion.

For DoD AT&L workforce members attending certi-fication or assignment-specific courses, all costs oftuition, travel, and per diem for DAU training willbe funded by DAU via the student’s Component.DAU does not fund travel and per diem costs forDoD AT&L workforce members to attend continu-ous learning courses.

DAU uses the Army Training Requirements and Re-sources System (ATRRS) to maintain course sched-ules, allocate quotas, manage class registration,and provide data for reporting requirements.Agencies with quota allocations are required toregister students no later than 45 calendar daysprior to the class start date to ensure that studentsare in the ATRRS system and they have sufficienttime to make necessary arrangements for attend-ing class.

After students apply for a course, they will receivean e-mail identifying their status as either wait-listed or as having a reservation. Students with res-ervations will receive an e-mail from DAU approxi-mately 45 days before the class starts, providingreporting instructions, class start and end times,and location-specific information (e.g., points ofcontact, hotels, and directions). If the training isheld at an on-site location, this information maybe provided by mail vs. e-mail. Points of contactfor all courses and locations are provided in the on-line course schedule. Once registered, studentswho have not received reporting instructions 15days prior to the class start date should contactthe DAU Registrar’s Office for assistance at 1-888-284-4906 or 703-805-3003.

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ARMY PERSONNEL

Army Acquisition, Logistics, and Technology (AL&T) workforce civilian and military personnel de-siring DAU training (including online courses) must have those courses annotated and approvedon their automated Individual Development Plan (IDP) at https://rda.rdaisa.army.mil/cappmis/idp/idpprod/login.cfm. Once approved on the IDP, a link is provided from the IDP to theATRRS Internet Training Application System (AITAS), https://www.atrrs.army.mil/channels/aitas/.Training priorities are based on the individual’s position certification requirements. AL&T personnel

requiring assistance with the IDP/AITAS or updating records should contact their Acquisition Career Managers(ACMs) listed at the Acquisition Support Center (ASC) Web site at https://rda.rdaisa.army.mil/cappmis/acrb/contacts/ACMListing.htm. The Acquisition, Logistics, and Technology Enterprise Systems and Services (ALTESS)is responsible for processing all applications, registering students for training, and issuing travel funding andorders. Information on travel funding, orders, rental cars, etc., can be found at http://www.rdaisa.army.mil/rdaisa/atrrs/dau/tinfo.htm.

Class schedule information can be found within the IDP, AITAS, or ATRRS data-on-demand at https://www.atrrs. army.mil/channels/dataondemand. Individuals and organizations should monitor closely the availabilityof on-site class offerings to minimize expenses associated with class attendance in the resident mode. Studentcancellations or substitutions should be limited to only extreme emergencies and must be submitted throughAITAS.

Military personnel en route to a new duty station or an acquisition position should contact their assignmentofficer for assistance in obtaining DAU training. Assignment officers’ contact information can be found athttps://www.perscomonline.army.mil/opfam51/staff.htm.

Non-AL&T Army personnel, both military and civilian, may submit applications for DAU training by goingdirectly to AITAS. Those individuals are not required to have an Acquisition IDP and must apply as “non-acquisition workforce.”

NAVY PERSONNEL

Department of the Navy (DON) civilian and military personnel (regardless of duty station) mustsubmit applications for acquisition training courses using Register-Now, the DON electronic registra-tion system at https://www.atrrs.army.mil/channels/registernow/rnswitch.asp. Register-Now is used to perform all functions applicable to course registration, including supervisory ap-proval, course enrollment via the DON Registrar, processing cancellations, and obtaining centrallyfunded travel orders. Students are encouraged to browse all menu items, including “What’sNew” and “How To.”

For additional information concerning course registration, career field certification, and other DAWIA-related is-sues, DON students should contact their local acquisition training representative. Names and contact informa-tion are available at the “Find ACQ Training Representative” menu option on Register-Now.

AIR FORCE PERSONNEL

Air Force military and civilian personnel interested in DAU training should first consult the AirForce DACM Web site and the Air Force Acquisition Training Office (AFATO) Web site. TheseWeb sites provide information about Acquisition Professional Development Program (APDP)policy and certification, acquisition position coding, how to apply for DAU training and funding,prerequisites, class schedules, rosters, vacancies, and points of contact.

The Air Force uses a new Web-based DAU reservation system, ACQ Now. This system streamlines the reser-vation process and allows prospective students to initiate their own training requests via the Internet. Air Forcecivilian and military personnel should register through the ACQ Now registration system available at http://www.atrrs.army.mil/channels/acqnow/main.asp.

REGISTRATION PROCEDURES

To apply for a DAU course, log onto http://www.dau.mil and select “Enroll Here.” At this site you will find links to your Service-specific ap-plication program. While there are many ways to access your specific site, the DAU Home Page provides a single portal with current informa-tion and links for each of the categories of students listed below. Points of contact are also listed on the “Enroll Here” page.

https://rda.rdaisa.army.mil/cappmis/idp/idpprod/login.cfmhttps://www.atrrs.army.mil/channels/aitas/https://rda.rdaisa.army.mil/cappmis/acrb/contacts/ACMListing.htmhttp://www.rdaisa.army.mil/rdaisa/atrrs/dau/tinfo.htmhttps://www.atrrs. army.mil/channels/dataondemandhttps://www.perscomonline.army.mil/opfam51/staff.htmhttps://www.atrrs.army.mil/channels/registernow/rnswitch.asphttp://www.atrrs.army.mil/channels/acqnow/main.asp

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REGISTRATION PROCEDURES (CONTINUED)

AIR FORCE PERSONNEL (Continued)

DAU training is open to all Air Force personnel, but individuals occupying acquisition-coded positions are givenpriority in order to fulfill their DAWIA requirements. Supervisors and individuals should plan for and identifytraining needs through Individual Development Plans and the annual AFATO Data Call (Nov/Dec).

For additional information please contact your local APDP training manager. Names and information areavailable on the “POC Lookup” menu option in ACQ Now. You can also visit the DACM (http://www.safaq.hq.af.mil/acq_workf) and AFATO (http://www.safaq.hq.af.mil/acq_workf/training) Web sites. Other con-tacts include the Air Force Acquisition Training Office (AFATO), Randolph AFB, at DSN 487-6580 or Commercial210-652-6580, FAX DSN 487-6560, Comm FAX 210-652-6560, or via e-mail at ACQ.NOW@randolph.af.mil.

ACQUISITION, TECHNOLOGY, AND LOGISTICS CIVILIAN PERSONNEL ASSIGNED TO THE DEFENSE AGENCIES

Federal civilians assigned to the DoD Components outside the Military Departments (including the Office ofthe Secretary of Defense, the Chairman of the Joint Chiefs of Staff and the Joint Staff, the In-spector General, the Defense agencies, the Defense field activities, the Joint-Service schools,and the Defense support activities) shall submit applications for DAU courses in the AcquisitionTraining Application System (ACQTAS) at http://www.atrrs. army.mil/channels/acqtas. TheACQTAS serves as the single application system for DAU courses as well as being the single su-pervisory and training manager approval, reservation, and notification system for acceptancein the DAU courses.

INTERNATIONAL STUDENTS

International students may apply for all DAU courses. They will be placed in courses on a space-available basis.Applications will be evaluated on an individual basis in terms of meeting course prerequisites, previous train-ing, job experience, and current job title.

Foreign military and civilian students who work for their government must apply for DAU courses throughtheir country’s training officer, who will then coordinate the training request through the U.S. Army SecurityAssistance Officer (SAO) in the Office of Defense Cooperation (ODC) or an appropriate official in the U.S. Em-bassy. The U.S. Army Security Assistance Training Field Activity (SATFA), which is the Executive Agent for for-eign students attending DAU courses, will process the student’s application through appropriate channels. TheSATFA will coordinate all training requests with the DAU Registrar’s Office. SAOs or U.S. Embassy officials spon-soring training requests from the host country should go to http://www.disam.dsca.mil/itm/ for informationon training available through the Foreign Military Sales (FMS) training program.

Military and civilian employees of countries that are members of the North Atlantic Treaty Organization(NATO) should initiate their training requests through the SATFA by calling 757-788-3255. The SATFA desk of-ficer for NATO affairs will put the student in contact with appropriate NATO training officials to process and co-ordinate the training request.

A non-U.S. citizen who is working for a U.S. defense industry corporation, a foreign corporation that has a con-tract with DoD or any of the Military Departments (MILDEPs), or who is assigned to a U.S. military agency oractivity may be eligible to apply for DAU courses. For further information about applying for a course, contactthe DAU Registar’s Office at industry.registrar@dau.mil or 703-805-4498.

DEFENSE INDUSTRY CERTIFICATION

At this time there is no organization or association that confers certification in a functional area for defense in-dustry employees similar to the certification program administered by the DoD and the MILDEPs for their ac-quisition and contracting workforce. Industry employees may demonstrate an equivalency to the members ofthe DoD acquisition workforce in terms of training by successfully completing DAU courses.

To apply for a DAU course, log onto http://www.dau.mil and select “Enroll Here.” At this site you will find links to your Service-specific ap-plication program. While there are many ways to access your specific site, the DAU Home Page provides a single portal with current informa-tion and links for each of the categories of students listed below. Points of contact are also listed on the “Enroll Here” page.

http://www.safaq.hq.af.mil/acq_workfhttp://www.safaq.hq.af.mil/acq_workf/traininghttp://www.atrrs. army.mil/channels/acqtashttp://www.disam.dsca.mil/itm/

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Career Field DescriptionsAuditing

Business, Cost Estimating, and FinancialManagement

Contracting

Facilities Engineering

Industrial/Contract Property Management

Information Technology

Life Cycle Logistics

Production, Quality and Manufacturing

Program Management

Purchasing

Systems Planning, Research, Development andEngineering – Science and Technology Manager

Systems Planning, Research, Development andEngineering– Systems Engineering

Test and Evaluation

Chapter 3

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19

This chapter provides position category descrip-tions that are defined in terms of acquisition-related duties. The acquisition career fieldsdescribed are:

• Auditing• Business, Cost Estimating, and Financial

Management• Contracting• Facilities Engineering• Industrial/Contract Property Management• Information Technology• Life Cycle Logistics• Production, Quality and Manufacturing• Program Management• Purchasing• Systems Planning, Research, Development and

Engineering – Science and Technology Manager• Systems Planning, Research, Development and

Engineering – Systems Engineering• Test and Evaluation

AUDITINGThe mandatory education, experience, and trainingrequirements for the Auditing career field apply tocontract auditors. Persons in this career field performcontract auditing, accounting, and financial advisoryservices to DoD and other government agencies innegotiation, administration, and settlement of con-tracts and subcontracts. Duties include evaluatinginformation about contractor economic assertions,comparing those assertions to established criteria,and reporting the results to interested third parties.Some reasons for audits include proposal submis-sions, incurred cost, compliance with the “Truth inNegotiations Act,” compliance with Cost AccountingStandards, contract terminations, claims for abnor-mal conditions, contractor financial condition, andcontractor systems and operations.

BUSINESS, COST ESTIMATING, ANDFINANCIAL MANAGEMENTThis career field encompasses all aspects of busi-ness financial management. It includes cost analy-sis, financial planning, formulating financial pro-grams and budgets, budget analysis and execution,and earned value management. As advisors tocommanders, Program Executive Officers (PEOs),program managers, or other acquisition decisionmakers, individuals of this career field are respon-sible for business financial management of defenseacquisition programs in direct support of the defenseacquisition process.

CONTRACTINGThe Contracting career field includes the positions ofcontract negotiator, contract specialist, contract ter-mination specialist, contract administrator, procure-ment analyst, administrative contracting officer, pro-curing contracting officer, contract price and/or costanalyst, contracting officer, and termination con-tracting officer.

Individuals in this career field develop, manage,supervise, or perform procedures involving the pro-curement of supplies and services; construction,research, and development; acquisition planning;cost and price analysis; solicitation and selection ofsources; preparation, negotiation, and award of con-tracts; all phases of contract administration; and ter-mination or closeout of contracts. Employees are re-quired to have knowledge of the legislation, policies,regulations, and methods used in contracting, aswell as knowledge of business and industry practices,sources of supply, cost factors, cost and price analysistechniques, and general requirements characteristics.

Career Field Descriptions

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FACILITIES ENGINEERINGThe Facilities Engineering career field encompassesa variety of professional individuals with diverseskills focused on the design, construction, and lifecycle maintenance of military installations, facili-ties, civil works projects, airfields, roadways, andocean facilities. It involves all facets of life cyclemanagement from planning through disposal, in-cluding design, construction, environmental protec-tion, base operations and support, housing, realestate, and real property maintenance. Additionalduties include advising or assisting commandersand acting as, or advising, program managers andother officials as necessary in executing all aspectsof their responsibilities for facility managementand the mitigation/elimination of environmentalimpact in direct support of the defense acquisitionprocess.

INDUSTRIAL/CONTRACT PROPERTY MANAGEMENT

This career field includes the industrial propertymanagement specialist, property administrator, in-dustrial plant clearance specialist, plant clearanceofficer, and contract and industrial specialist (if as-signed property management responsibilities). In-dividuals in this career field include personnelwho perform, manage, supervise, or develop poli-cies and procedures for government property. It

may involve the acquisition, control, management,use, and disposition of government-owned prop-erty used by contractors or for storage to supportfuture contractual requirements.

Responsibilities include providing guidance, coun-sel, and direction to government and contractormanagers and technicians relating to regulatoryand contractual requirements for managing gov-ernment property; participating in pre-award sur-veys and post-award reviews; reviewing contractsassigned for property administration; evaluating acontractor’s property management system; anddeveloping and applying property systems analysisprograms to assess the effectiveness of contractors’government property management systems.

These functions are normally performed by prop-erty administrators as part of the contract adminis-tration team and as required by Parts 42.3, 45, and245 of the Federal Acquisition Regulation (FAR) andDefense FAR Supplement (DFARS). Plant ClearanceOfficers are responsible for performing the dutiesnecessary to dispose of excess and surplus contrac-tor inventory in accordance with Part 45.6 of theFAR and Part 245.6 of the DFARS requirements.

INFORMATION TECHNOLOGYThis career field includes computer scientists, in-formation technology management specialists,computer engineers, telecommunications managers,etc., who directly support the acquisition of informa-tion technology. This may include hardware, software,or firmware products used to create, record, produce,store, retrieve, process, transmit, disseminate, present,or display data or information. The employee identi-fies requirements; writes and/or reviews specifications;identifies costs; obtains resources (manpower, funding,and training); and tests, evaluates, plans, obtains, andmanages life cycle development and support (opera-tions, maintenance, and replacement).

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LIFE CYCLE LOGISTICS

The Life Cycle Logistics career field includes profes-sionals responsible for planning, development,implementation, and management of a compre-hensive, affordable, and effective systems supportstrategy. Life cycle logisticians have principal rolesduring the acquisition and operational sustainmentphases of the weapon or materiel systems lifecycle to: (1) ensure product support strategies meetthe program goals for operational effectiveness,optimize readiness, and facilitate iterative technol-ogy enhancements during the system life cycle; (2)ensure supportability requirements are addressedconsistently with cost, schedule, and performance;(3) perform an integral role in systems engineeringto ensure supportability considerations are imple-mented during systems design; and (4) plan anddevelop performance-based logistics initiatives asthe preferred approach to product support. Lifecycle logistics is a core program management func-tion that ensures the integration of all support ele-ments to maximize deployability, supportability,and mobility of the system throughout the pro-gram life cycle. They can work directly in a Pro-gram Management Office (PMO), in support of theProgram Manager (PM), or in other supporting lo-gistics activity offices. PRODUCTION, QUALITY AND MANUFACTURING

Acquisition-related manufacturing and productionduties vary greatly in managerial, administrative,and technical content; but they usually involve pro-gram management or the monitoring of the manu-facturing and production efforts of contractors.

The quality assurance specialist manages quality as-surance activities to establish essential quality stan-dards and controls. This person also develops andexecutes plans that focus on quality of design andconformance and fitness for use; integrates quality

plans into the system engineering process; and de-velops policies, procedures, test provisions, andquality requirements in specifications, standards,and solicitations. Using design reviews, functionaland configuration audits, production readiness re-views, and milestone reviews, the specialist evalu-ates quality assurance during acquisition.

PROGRAM MANAGEMENT

Acquisition professionals in the Program Manage-ment career field are concerned with all of the func-tions of a Program Management Office (PMO) or aProgram Executive Office (PEO). Program manage-ment professionals serve in a wide range of PMOand PEO positions, including program integrators andanalysts, program managers, program executiveofficers, and their deputies. They may also serve ina number of support and management positionsthroughout the workforce. The fundamental re-sponsibilities of the program manager are to bal-ance the many factors that influence cost, sched-ule, and performance; to interpret and tailor theDoD 5000 Series regulations; and to ensure thathigh quality, affordable, supportable, and effectivedefense systems are delivered to the warfighter asquickly as possible.

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PURCHASINGIndividuals in the Purchasing career field are typicallypurchasing agents or supervisory purchasing agents.This function requires the individuals to purchase,rent, or lease supplies, services, and equipmentthrough either formal open-market methods or for-mal competitive bid procedures. The primary objec-tive of their work is the rapid delivery of goods andservices in direct support of operational require-ments. It requires knowledge of commercial supplysources and of common business practices for roles,prices, discounts, deliveries, stocks, and shipments.

SYSTEMS PLANNING, RESEARCH, DEVELOPMENTAND ENGINEERING — SCIENCE AND TECHNOLOGYMANAGER

Science and Technology (S&T) managers are typi-cally scientists and engineers involved in the Con-cept and Technology Development Phase and/orthe System Development and DemonstrationPhase of the Defense Acquisition Process. Primaryduties include developing overall program goalsfor S&T funds; acquiring the services of scientists,engineers, and technical support personnel, whoare experts in their fields, to perform S&T researchfor DoD; providing funds to and oversight of S&T

performers, including universities, industry, andFederal Government organizations; and interfacingwith the technology customer to expedite the tran-sition of technology to the user.

SYSTEMS PLANNING, RESEARCH, DEVELOPMENTAND ENGINEERING — SYSTEMS ENGINEERING

Personnel in this field are usually engineers andscientists who perform systems planning, researchand development, and/or other engineering tasks.These individuals, who directly support acquisitionprograms, projects, or activities, may include man-agers or technical specialists in engineering, chem-istry, physics, operations research, mathematics,and computer science fields. These positions re-quire the incumbent to plan, organize, monitor,oversee, and/or perform engineering activities thatrelate to the design, development, fabrication, in-stallation, modification, or analysis of systems orsystem components. Duties may require identifica-tion, establishment, organization, or implementa-tion of acquisition engineering objectives and poli-cies or establishment of specifications.

TEST AND EVALUATIONIndividuals who work in this field are usually engi-neers, scientists, operations researchers, computerscientists, and other degree-holding technical per-sonnel who perform test and evaluation tasks insupport of acquisition. The field includes managersand technical specialists in engineering, physics, op-erations research, mathematics, and computer sci-ence fields. They are responsible for planning,monitoring, conducting, and evaluating tests of pro-totype, new, or modified weapon systems equip-ment or materiel. Individuals also analyze, assess,and evaluate test data and results; prepare assess-ments of the data; and write reports of the findings.

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Course Descriptions

Certification Courses

Assignment-specific Courses

Some Acronyms Used in This Chapter

Course Descriptions

Distance Learning Courses

Continuous Learning Opportunities

Course Predecessors

Chapter 4

24

Course Descriptions

CERTIFICATION COURSESThe Defense Acquisition University (DAU) has desig-nated certain courses as mandatory for certificationin various career fields within each Component’s Ac-quisition, Technology, and Logistics (AT&L) workforceat Levels I, II, or III. The primary authority for thesecourses is the Defense Acquisition Workforce Improve-ment Act, implemented by Department of DefenseDirective (DoDD) 5000.52 and DoD 5000.52-M. Ap-pendix B of this Catalog lists detailed requirementsfor certification in all career fields. The Directors,Acquisition Career Management (DACMs) for theServices and for DoD agencies manage attendanceat these courses. Normally, the DACMs give priorityto AT&L workforce members who are pursuing certi-fication in an acquisition career field. It is also recom-mended that students meet appropriate certification-level requirements. For example, attendance at aLevel III course presumes the student meets all re-quirements for, and is certified at, Level II in thatcareer field.

ASSIGNMENT-SPECIFIC COURSESAssignment-specific courses are required to qualifyfor specific assignments or billets rather than for cer-tification in a career field. Appendix C of this Catalogcontains further details on assignment-specific courses.The Service or Agency DACM can confirm whetherthe applicant’s position justifies this type of training.DAU, working through the Service or Agency, willfund TDY expenses if the Service or Agency DACMvalidates the requirement for assignment-specificcourse attendance.

Other courses included in this chapter are designedto enhance the job skills of DoD AT&L workforce

members and to keep them current with the verylatest legislation, policies, and procedures necessaryto successfully perform their duties. These coursesmay also be used to meet the continuous learningrequirements established for DoD AT&L workforcemembers.

This chapter provides a description of all manda-tory, desired, assignment-specific, and continuingeducation courses. The description for each courseincludes the training objectives and prerequisites,recommended experience/education levels for stu-dents, course length, method of delivery, and anexplanation of who should attend. For updates tothese course descriptions during the training year,consult the online Catalog at http://www.dau.mil/catalog.

SOME ACRONYMS USED IN THIS CHAPTERACAT – Acquisition CategoryAT&L — Acquisition, Technology, and LogisticsBCEFM – Business, Cost Estimating, and

Financial ManagementCOTS – Commercial Off-the-ShelfDACMs – Directors, Acquisition Career ManagementDAR – Defense Acquisition RegulationDAWIA – Defense Acquisition Workforce

Improvement ActDCAA – Defense Contract Audit AgencyDCAI – Defense Contract Audit InstituteDoD – Department of DefenseDODIG – DoD Inspector GeneralDWCF – Defense Working Capital FundEVM – Earned Value ManagementG&A — General and AdministrativeGAO – General Accounting OfficeIBR – Integrated Baseline ReviewICAF – Industrial College of the Armed ForcesIS/IT – Information Systems/Information

TechnologyIEEE/EIA – Institute of Electrical and Electronics

Engineers/Electronic Industries AllianceOFPP – Office of Federal Procurement PolicyOSCR – Operations and Support Cost

ReductionPPBE – Planning, Programming, Budgeting and

Execution (DoD)PDS – Personnel Data SystemR&D – Research and DevelopmentRFP – Request for ProposalRTOC – Reduction in Total Ownership CostSBA – Small Business AdministrationSES – Senior Executive Service

25

http://www.dau.mil/catalog

ACQ 101

FUNDAMENTALS OF SYSTEMS ACQUISITIONMANAGEMENT

26

This course provides a broad overview of theDoD systems acquisition process, covering allphases of acquisition. It introduces the require-ments generation and resource allocation processes,the DoD 5000 Series documents governing the de-fense acquisition process, and current issues in sys-tem acquisition management. Designed for indi-viduals who have little or no experience in DoDacquisition management, ACQ 101 has proven veryuseful to personnel in headquarters, program man-agement, and functional or support offices.

Objectives: Students who successfully completethis course will be able to recognize:

• the fundamental precepts and bases of defensesystems acquisition management;

• the diverse, interrelated, and changing nature inthe different disciplines of defense systems acqui-sition management; and

• the regulations and governing structures of de-fense systems acquisition management.

Who Should Attend: This course is designed formilitary officers, O-1 through O-3, and DoD civilians,GS-5 through GS-9. However, the course is open toall ranks and grades.

Prerequisite: None

Length: This is a nonresident, self-paced courseavailable through the Internet. Students must pass thefinal examination within 60 calendar days of the startdate.

Method of Delivery: Distance Learning –See “Online Courses” on page 12.

PDS Code: BU5

ACQ 201AINTERMEDIATE SYSTEMS ACQUISITION, PART A

Intermediate Systems Acquisition, Part A, usescomputer-based training to prepare mid-level acqui-sition professionals to work in integrated productteams by understanding systems acquisition prin-ciples and processes. Both ACQ 201A and ACQ 201Bare required for DAWIA certification.

Objectives: Students who successfully completethis course will:

• enhance their knowledge of the business, techni-cal, and managerial aspects of acquisition;

• understand and appreciate the critical role thateach functional discipline plays in the acquisitionprocess; and

• using computer-based training, theoretically par-ticipate in simulated integrated product teams todevelop plans and resolve problems.

Who Should Attend: ACQ 201A is for military of-ficers, O-3 and above; civilians, GS-9 and abov