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Client |
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DoD
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Client Organization |
Solution Type |
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DCMA
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Competency Based Organizations |
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Start Date/Completion Date |
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December 12, 2002 - December 15, 2006
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Role (Prime or Sub) |
Company/Team Members |
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Prime |
N/A
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DCMA has tasked Booz Allen Hamilton with developing a competency assessment framework and associated methodology and processes that will be used to identify and assess the requisite workforce competencies. The scope of this project includes the following:
Phase 1 covered:
Identified required competencies needed for core acquisition, contract management and business operation occupations within the Agency. The competency identification was divided into two parts; a competency identification and assessment pilot study and competency identification to be performed for the remaining occupational series
Phase 2 covered:
After the competency identification phase was completed, a competency assessment was developed and administered. The competency assessment provided the opportunity for the workforce and their managers to identify current levels of proficiencies in the requisite competencies for the specific occupations.
Phase 3 covered:
Analyzed the workforce competency data collected to identify current workforce competency strengths, gaps and potential future workforce competency gaps. The identification of these gaps pointed to the degree to which current occupational series skill sets are aligned with and will enable achievement of the DCMA mission. In addition, a high-level solution analysis for closing potential gaps was described. Recommendations provided DCMA with the understanding of the resources and effort needed to close current gaps and mitigate any anticipated future gaps.
Phase 4 included:
Developed learning maps by researching appropriate developmental opportunities for each competency required for each occupation. These developmental opportunities included training, formal education, and applied learning methods (e.g., job shadowing and rotation). Given the worldwide locations of DCMA personnel, and given the multiple methods of acquiring competencies, a multiple-tier strategy for creating learning maps was implemented. The learning maps now serve as the foundation that enables employees to develop competencies needed for the job. Learning maps also allowed DCMA personnel and managers to identify the types of developmental opportunities available and the value of the opportunity in increasing competency proficiency.
Phase 5 covered:
The Booz Allen team developed career path frameworks that were viewed as the roadmap for building comprehensive career guides. The framework incorporated a number of DCMA specific factors that impact an employee’s career decisions and career options at DCMA.
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Client Organization |
Solution Type |
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United States Department of Agriculture Office of the Chief Information Officer
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Competency Based Organizations |
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Start Date/Completion Date |
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10/2003 - 4/28/2006
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Role (Prime or Sub) |
Company/Team Members |
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Prime
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N/A |
Increased attention has been placed on Federal Agencies to take a more strategic approach to workforce planning, through recent initiatives such as the President’s Management Agenda. In addition, greater emphasis is also being placed on the strategic management of Information Technology (IT) human capital via Clinger Cohen Act, which requires an annual assessment of the competencies and skills of the federal IT workforce, and the E-Government Act, which requires agencies to analyze the personnel needs of the federal government relating to IT and information resources management. In an effort to more effectively identify the capabilities and requirements of its IT workforce, and in support of its recently-developed Human Capital Plan, the U.S. Department of Agriculture’s (USDA) Office of the Chief Information Officer (OCIO) requested assistance with Human Capital Implementation support. Tasks included analyzing the results of the Clinger-Cohen Assessment Survey, updating an OCIO workforce assessment, and ultimately providing human capital planning and workforce assessment assistance for the Information Technology (IT) workforce.
Areas of assistance included analyzing results of a recently conducted IT workforce skills assessment (Task 8 **), updating an existing analysis of the USDA IT workforce (Task 9), and developing a marketing strategy for the Scholarship for Service program (Task 10). Discussions are currently underway in preparation for a future task: developing a USDA IT Workforce Strategy based on the outcomes from tasks 8 and 9 (future Task 11).
** Due to the use of an existing task order for this work, tasks begin with Task 8.
Detailed Task Description: The activities contained within each completed task are discussed below.
Task 8: Analysis of Clinger-Cohen Assessment Survey (2003): USDA recently participated in the Clinger-Cohen IT Skills Assessment survey, an effort designed to assess the competencies and skills of the IT workforce across the federal government. Booz Allen assisted the OCIO in analyzing USDA’s survey results, including: preparing a database abstract of the roughly 1,600 completed USDA surveys, incorporating all relevant queries and reports; conducting an analysis of general survey results; conducting quantitative analysis of various factors such as demographics and average competency proficiencies; conducting a qualitative analysis of the degree to which certain competencies, skills, and certifications are held by the USDA IT workforce; documenting a set of conclusions and recommendations based on both set of analyses; and. documenting issues and lessons learned. Analyses were formulated into a detailed resource document, an executive-level briefing, and a two-page summary article. In addition, each USDA bureau was provided data extracts and analysis spreadsheets for their individual analysis purposes. USDA’s Office of the Chief Information Officer (OCIO) and the Office of Human Resources Management (OHRM) are now using the survey results in conjunction with other data to help develop a USDA IT Workforce Strategy in support of the USDA’s Human Capital Plan.
Task 9: Updating Workforce Analysis Briefing: Booz Allen provided support to the OCIO in revising and updating an existing document entitled An Analysis of USDA’s IT Workforce, which analyzed the current and recent history of the IT workforce at USDA across the major IT-related occupational series. Task activities included drafting a data analysis plan, extracting workforce data from the National Finance Center; updating workforce analyses among key demographic variables (e.g., occupational series, agency, diversity, education level), updating workforce analyses among key personnel action trends (e.g., turnover, new hires, promotions, retirement eligibility), and updating workforce projections through 2008. Data tables, graphics, and supporting analysis were incorporated into the Analysis of USDA’s IT Workforce report, and recommendations for next steps were outlined.
Task 10: Development of Scholarship for Service (SFS) Program Marketing Strategy: The Scholarship For Service (SFS) is a multi-agency program designed to increase and strengthen the cadre of Federal information assurance professionals that protect the government's critical information infrastructure. While the successful placement rate of students into post-graduate positions is currently around 90%, the anticipated growth of students in the program, and the corresponding demand for internship and permanent Federal positions, is expected to potentially outweigh the supply of jobs. Accordingly, Booz Allen assisted the OCIO in developing a strategy paper that assessed current marketing efforts, highlighted elements of successful marketing activities, and made recommendations towards bolstering current marketing approaches. Task activities included interviewing several key SFS stakeholders including representatives from the Federal CIO Council Workforce and Human Capital for IT Committee, National Science Foundation, Office of Personnel Management, and participating SFS universities; reviewing relevant literature and websites, and assembling findings and recommendations into a nine page summary report.
Task 11: IT Workforce Capability Assessment: Booz Allen helped the USDA OCIO conduct an IT Workforce Capability Assessment that identifies and documents the USDA’s current and future IT workforce capabilities in terms of competencies, skills and certifications. This capability assessment was comprised of two parts. The first part was an analysis of the results of the IT Workforce Assessment Survey to form an “as is” picture of the USDA IT workforce capabilities. The second part was the facilitation of a “to be” or demand picture that outlined the desired capabilities for a select set of mission-critical specialized job activities. Other support activities we provided included preparing data extracts for and briefing USDA Bureaus and Offices on both the “as is” and “to be” aspects of the IT Workforce Capability Assessment as well as the envisioned target-setting application in development by the Federal CIO Council
Task 12: IT Workforce Development Roadmap for AgLearn: USDA is in the process of developing an e-Learning site called AgLearn. AgLearn will be available to all USDA employees, including those in the IT workforce, and will provide various resources for employee development. USDA would like to include the IT Workforce Development Roadmap a competency assessment and gap analysis tool as part of AgLearn. The IT Workforce Development Roadmap is a competency based, web-enabled application that allows employees in the IT workforce to assess and identify competency gaps and identify potential professional development opportunities based on gaps. The IT Roadmap is currently being hosted by the Gov Online Learning Center at the Office of Personnel Management. Booz Allen supported the OCIO with a rapid prototyping of the IT Workforce Development Roadmap for AgLearn as a means for facilitating long term functional, technical and other requirements for an established and fully functional application.
Task 13: USDA OCIO Annual Performance Plan for FY 2004: Booz Allen provided assistance to the USDA OCIO in preparing its Annual Performance Plan for FY 2004. The Plan documented the goals, objectives, and performance measures OCIO planned to achieve during the fiscal year. As such, the Plan served as a critical source of information and strategic direction for senior IT leaders as they develop their individual performance plans, which by design must align directly to the Plan. This, in turn, will help influence the direction of the Department’s overall Human Capital Plan. The target audience for the plan included congressional oversight committees, the Office of Management and Budget, senior USDA (including OCIO) management, as well as OCIO customers and employees.
Task 14: Assessment of USDA IT Training Program: Task 14 involved Booz Allen assisting the USDA CIO in assessing its IT Training Program, based on guidance issued by the Office of Personnel Management, and providing recommendations with respect to meeting its responsibilities outlined in Section 209 of the E-Government Act of 2002 (P.L. 107-347). In general, this assessment included three basic steps: (1) Determining IT Training Needs (based on data collected via the IT Workforce Capability Assessment); (2) Establishing IT Training Standards; and (3) Evaluating IT Training Efforts. In addition, Task 14 also involved developing a tri-fold brochure that outlines IT Project Management qualification criteria at three levels, based on guidance from the Federal CIO Council and USDA. The brochure also included where USDA employees can pursue training and education to meet such criteria (e.g., USDA's IT Investment and PM Training).
Task 15: OMB Plan to Mitigate IT Skills Gaps: On April 15, 2005, the Office of Management and Budget (OMB) issued a requirement for all Federal agencies to develop and submit to OMB their plans for closing important IT skills gaps in four specialized job activities: IT Project Management, IT Security/Information Assurance, Enterprise Architecture, and Solutions Architecture. In addition to the plan, the response also included a completed template showing the numbers of civil service staff on board in each of the activities, as well as the number of funded and unfunded positions needed. The USDA OCIO had already initiated data calls for this information, but required Booz Allen support to compile this information.
Task 16: Document Human Capital Processes: The USDA OCIO requested Booz Allen’s support to baseline its current human capital processes and practices, and document the multiple activities, deliverables, products, and reporting requirements that must be supported (for example, liaison with the USDA Office of the Chief Human Capital Officer, representation on the Federal Chief Information Officers Council Workforce Committee, participation in the annual IT Workforce Assessment Survey, and reports to the Office of Management and Budget) for various customers and stakeholders. Resources are required to support human capital activities and address related requirements, so it will be critical to have a “guide book” that encapsulates a vast amount of institutional knowledge and makes it available to whomever needs it. A resource of this nature would, for example, be useful in educating USDA OCIO employees that assume human capital duties as part of their jobs, saving them time and ensuring human capital responsibilities of the OCIO are appropriately addressed in a timely manner. In addition, it would help with the prioritization of activities within the OCIO to ensure the most important work (for example, IT security and Capital Planning and Investment Control) is being performed by those with the appropriate competencies. Finally, it can point to human capital issues that may warrant attention in the future (such as talent development, succession planning, and/or workforce planning).
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Client Organization |
Solution Type |
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National Science Foundation
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Competency Based Organizations |
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Start Date/Completion Date |
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June 26, 2002 - September 30, 2007
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Role (Prime or Sub) |
Company/Team Members |
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Prime
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N/A |
From June 2002 through September 2006, Booz Allen conducted a multi-year comprehensive business analysis of NSF to assist the organization in attaining a new level of management excellence. In October 2006, the contract was extended to include planning and implementation support for a comprehensive administrative job redesign.
The NSF Business Analysis considered the challenges presented in the President's Management Agenda and addresses performance management issues identified by OMB, while guiding future workforce requirements and information technology investments. To meet these challenges, Booz Allen is executing a holistic approach that includes strategic planning, organizational performance management, process engineering and scenarios for improvement, strategic human capital management, technology assessment and planning, and the development and evaluation of technology investment business cases. The NSF Business Analysis scope of work includes a completely integrated business process analysis, redesign, and implementation plan, as well as a human capital review and Enterprise Architecture.
To support NSF’s Human Capital Management priorities, Booz Allen’s Human Capital Team partnered with NSF’s Human Resource Management (HRM) Division. The Human Capital Team focused on understanding NSF’s current people, or human resource (HR), and the strategies and practices used to plan for, recruit, assess, develop, and maintain the workforce. Over the past five years, Booz Allen partnered with NSF and provided program management support, human resource consulting, and technical expertise to:
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Client |
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Private Sector
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Client Organization |
Solution Type |
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PNC Bank
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Competency Based Organizations |
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Start Date/Completion Date |
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June 11, 2007 - July 6, 2007
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Role (Prime or Sub) |
Company/Team Members |
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Prime
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N/A |
PNC tasked Booz Allen Hamilton with developing a competency model for their Branch Managers, that would be used to inform the criteria needed for recruitment and selection, and also to provide insight into what differentiates high performers from average performers. The scope of this project included the following:
Phase 1 covered:
Identified required competencies for Branch Managers across PNC; the competencies and tasks were identified from PNC documentation, as well as through Booz Allen research and interviews. Focus groups (containing representatives from each branch size) were conducted to review/refine competencies and their definitions; review/refine tasks; obtain ratings for task importance and frequency the task is performed; and to obtain ratings for competency importance and whether the competency is required at entry.
Phase 2 covered:
Validated the draft competency model, by conducting another round of focus groups. Established the distinction between critical and important competencies, and determined which competencies have the most significant impact on successful job performance. An additional rating exercise was completed, to obtain information on the level of proficiency required for each competency upon entry into the position.
Upon completion of phase 2 Booz Allen identified and suggested next steps for incorporating competencies into PNC’s human capital portfolio.
Contract Number: OPM-01-01050
Contract Period: 31 March 2012