About the School

The Program Management School is a strategic partner in the effort to implement best-in-class program and project management in the Department of Veterans Affairs and throughout government.

Who Should be Certified

When identifying individuals to be certified under this program and other applicability requirements, the CAO shall review the guidance provided in OFPP Policy Letter 05-01 and obtain concurrence from the CIOs, CFOs, Chief Human Capital Officers (CHCOs), or others as appropriate.  At a minimum, agencies shall consider applying the FAC-P/PM requirements to the following: 

1. Individuals with significant involvement in one or more phases of the acquisition investment process (initiation, conceptualization/design, development, implementation, modification, maintenance, evaluation, disposal), 

2. Managers with authority and responsibility for overseeing multiple phases of the acquisition investment process, 

3. Individuals with responsibility for leading cross-agency or acquisition investment programs for a major portion or all of the investment life-cycle, 

4. Individuals responsible for leading, coordinating, managing integrated project teams for acquisition investments, 

5. Individuals participating on an integrated project team or a phase of the investment lifecycle with aspirations for career development as a program or project manager. 

The certification is not intended to confer qualification for any specific assignment as a program or project manager within an agency, as the assignment of personnel is an agency-specific function, but provides a structured approach to developing program and project managers. 

Success Stories

To submit your feedback, email vaaafeedback@va.gov.

Entry Level

Inventory Management Specialist, Consolidated Mail Out Pharmacy

Improvement Action Description:  Developing a Work Breakdown Structure that identifies the steps needed in a procurement plan – to standardize and develop a Procurement “Acquisitions” Plan Standard Operating Procedures (SOP) guide for all of the CMOP Logistics Managers.

Purpose of Implementation:  The CMOP organization did not have a consistent method established to gather information to forecast contracting opportunities and expenditures for the next Fiscal year.  In the past, the Logistics Manager and/or Director guessed the future needs.  This approach increased the likelihood of inaccurate projections and missed opportunities.

Implementation Results:  The implementation has been completed, which resulted in an Acquisition Plan SOP guide that was shared with other sites within the CMOP organization.  All key stakeholders, including department leads, got involved to standardize this process and now have a better grasp of their spending needs vs. wants.  A quarterly review schedule has been established to update the plan, close-out/re-open items and to develop the plan for the upcoming fiscal year, along with having a 3 year and 5 year plan.  This has improved their budget planning and has also allowed them to better manage their workload – because they can identify necessary lead time for procurements.

Next Steps:  The new process now allows the sites to compare/share their data in a consistent method which is anticipated to have additional future benefits in how they track and report organizationally.

Supervisory Inventory Management Specialist, VISN 4, Altoona, PA

Improvement Action Description:  Utilize mind mapping to focus requirements for the contract and WBS.  Develop a Work Breakdown Schedule and Responsibility Assignment Matrix (RAM) to assign task responsibility to appropriate parties.  Create a stakeholder list to ensure buy-in is obtained for project funding.  Develop a matrix to identify all areas requiring equipment to be installed, the type of equipment required, and any construction or modifications to the facilities that may be necessary.  Develop an equipment tracking matrix to help define the project critical path.

Purpose of Implementation:  The VA implemented a major initiative to promote safe patient handling.  In support of that initiative, the project was initiated to manage the purchasing and installment of patient lift equipment throughout the Medical Center.  Due to lack of funding, effective coordination between stakeholders and planning to minimize the disruption to customers, the project faced challenges meeting:  cost, schedule and performance targets – prior to training.

Implementation Results:  All Action Plan improvement actions have been fully implemented.  The initial project of acquiring ceiling mounted patient lifts in every patient room has been completed.  As a result of properly executing and managing the project there has been:

• Improved utilization of resources – reduced resource requirements by one FTE, per action, to move a patient from the bed to a chair or to the bathroom.
• More efficient patient care – in-room installation allows for quick and easy access to move patients vs. portable stored devices not convenient for access or use.
• Lowered risk of injury to staff / patients and reduced compensation claims – review of reports from safety office and human resource office has shown the FTEE group with the highest number of recorded injury claims is employees involved with direct patient care.  The primary causes for their injuries, resulting in time off or compensation claims, has been attributed to lifting and / or assisting patients who cannot or need assistance ambulating.

This project has lead to: patient lifts that have been added to the scope of work for a major remodeling project currently under way at the Medical Center, in addition to installation in the morgue and in treatment rooms for outpatients.

Next Steps:  Mr. Nischalke plans to continue leveraging training tools and concepts and adopted practices.  The participant now looks at every major acquisition as an opportunity to look for improvements and do realistic requirement planning and has learned that getting stakeholders involved early is extremely beneficial – in addressing different needs, mindsets and expectations.

Inventory Management Specialist, Health Care Efficiency Initiative Commodity Standardization Spend Analysis, VISN 2

Improvement Action Description:  Initiate improved project planning, scheduling, and resource alignment.  Conduct market research to compare VHA medical surgical consumable spend data with DoD and private sector healthcare.  Improve cost estimation process for establishing contract prices for medical surgical supplies in VHA by using data driven information.  Utilize training tools to improve presentation to stakeholders on the importance of incorporating spend analysis in the national procurement process.

compared to how other government agencies form procurement agreements or contracts, has brought to light that VA contracting must be redefined and revisited to be more strategic and take advantage of incentive agreements based on volume and purchasing commitments.  Specifically, prior to training, there were challenges meeting some of the identified performance targets, due to lack of proper internal staff and stakeholder management.  The overall process for the project needed to be clearly communicated – to assure the intentions, benefits, resource / funding needs, were understood and supported by stakeholders.  Additionally, there was a need to implement a national cost estimation process to support more accurate budgeting, which would all for VHA to obtain the most competitive prices for contracts.

Implementation Results:  All Action Plan improvement actions have been fully implemented.  As a result of improved project planning, the participant was able to plan for and mitigate potential project risks, i.e., by defining the critical path and scheduling tasks accordingly helped to plan around bottlenecks. Additionally, through the application of training tools – to improve presentation skills – enabled the participant to successfully obtain leadership and stakeholder buy-in, i.e., delivery of the main point quickly and clearly allowed for more directed questions and appropriate follow-up to explain.  The participant has now trained national contracting officers to use the new database for cost estimation – which provides price point for items currently purchased on the open market.  As a result, when new contracts are established or new items are added to existing agreements, the contracting officers can use the information to set competitive prices for VHA – based on the prices the private sector and other government agencies have used to purchase. Other leaders have also been trained on how to utilize the database’s spend analysis functionality – to identify opportunities to standardize items, create new agreements and/or to expand coverage on existing agreements.

Next Steps:  Mrs. Cocoma plans to sustain the improvements implemented by continuing to be available to train and provide guidance to new users on the database’s new spend analysis functionality, continuously identify new opportunities to standardize around nationally, for the region, and for the network, and also save money by re-negotiating current contract prices and expanding overall contract coverage.  Additionally, the participant will continue to look for opportunities to improve the VA’s contracting practices.

Facility Chief Information Officer, IT Inventory Management Policy and Procedures, OI&T

Improvement Action Description:  Develop an enhanced IT Inventory Management Process.  Procure handheld scanners to assist with inventory management.  Develop a Work Breakdown Structure (WBS) for the IT Inventory SOP Development.  Train OI&T staff.

Purpose of Implementation:  In order to develop enhanced IT Inventory Management processes, it is necessary to develop policies and procedures to meet current and future performance measures/metrics.  An effective WBS will be essential for facilities to attain 95% compliance regarding equipment inventoried in the last 12 months, as well as having all required fields in the inventory file complete with correct information.  This project will make it possible to readily identify equipment that needs to be replaced.  This will be beneficial as we move towards the new PC lease program.

Implementation Results:  As a result of the program they have successfully procured hand held scanners for customer support staff to be used for inventory control purposes; developed a clear WBS; and delivered a presentation outline for training using the formal presentation techniques learned in the Leadership and Interpersonal Skills Module of our training.

Mid Level

Project Engineer, Biomedical/SPD Renovation Projects, VISN 4, Erie

Improvement Action Description:  Initiate stakeholder involvement for all project aspects from pre-construction through project close-out through the creation of an Integrated Project Team.  Develop a work breakdown schedule to assign resource responsibilities.  Improve development and vetting of contract requirements.  Utilize Earned Value Management and costing techniques to improve the contract administration process.

Purpose of Implementation:  The Bio-medical / SPD Renovation project involves renovation of the existing area to provide a better flow than what is currently available.  In the past there were project challenges due to lack of coordination/communication between end-users, engineering, and the contracting office.  This lack of coordination/communication often resulted in numerous change orders and project delays and general discord with the contracts scope and schedule.

Implementation Results:  As a result of successful implementation, the project met all construction schedule milestones and reduced the amount of change orders.  Stakeholders are more involved in the administration of the contract, are aware of the scope of work, and have a better visualization of the contract status and progress.  The project will continue to increase stakeholder involvement and team development – to assure better outcomes are achieved.

Next Steps:  Mr. Pollock plans to apply the project management best practices (stakeholder involvement, team development, WBS, earned value management, Cost-Benefit Analysis, etc.) used to improve his exiting project on all future projects.  Even though many of his projects are Non-Reoccurring Maintenance (NRM&s) these techniques/tools have proven to be very valuable despite the project size.

Presidential Management Fellow/Budget Analyst, Human Resource Database Project, Finance, VISN 6

Improvement Action Description:  Development of an Integrated Master Schedule (IMS) for the HR database project.  Clearly define project scope and development and reporting requirements with key stakeholders.  Developed a high-level Work Breakdown Schedule to identify the various work products/deliverables for the project.  Create a Gantt chart to manage project milestones.  Integrate Financial Data to Central Reporting Database.  Standardize and streamline the manual process to request new positions.  Streamline organization of the budget (authority and spending).

Purpose of Implementation:  The goal of the project was to improve Durham’s HR tracking and reporting with the use of a Staffing MS Access Database vs. maintaining and managing through MS Excel spreadsheets.  Durham has numerous national programs, national/local initiatives, special projects, and regular staffing gains and losses that need to be tracked and reported to Medical Center Leadership.  Challenges existed prior to training, because:

• Project schedule and performance targets were not being met because they were behind six-months.
• Consistent and reliable information needed to be shared across services (i.e., HR and Fiscal).
• There were data quality concerns due to lack of standardization of processes (i.e., several employees would be entering related data into the system at the same time).
• The quality of the management reports would not be trusted would without process/data controls in place.

Implementation Results:  Improved management of project activities which has allowed the project to get back on schedule.  Additionally, the quality of data has improved, the processes have been standardized and additional reporting capabilities have been built-in the database to support stakeholder needs.  Indirect benefits have also been realized as result of the improvements, i.e., such as cost savings resulting from fewer resources required to enter data and generate reports and improved decision making resulting from more accurate information.  The reports from the database are now widely used and relied upon for management briefings, including Durham’s regular budget briefings and resource management council.

Next Steps:  The project roll-out and implementation was successful, but Mr. Mavraganis continues to monitor data quality and make updates as necessary – to ensure the results of the improvements are sustained and leveraged going forward.  Specifically, as programs and initiatives change, changes in the structure of the database and output reports would need to be modified.  As a result, they are making regular updates to reflect these changes.  The database has also generated a lot of interest within the Medical Center, i.e., many Service Chiefs and other Medical Center staffs have requested user access to the reporting side of the database.  This has created the need to create new user profiles and potential develop new report – none of which was originally anticipated but will be of a benefit to the Medical Center.

Project Section Chief, Upgrade HVAC for 9G, 10G, and 3F, VISN 16

Improvement Action Description:  Ensure timely return of critical and long-lead time submittals to mitigate delays and finger pointing that are common in most construction projects.  Develop and publish a performance work statement (SOO or SOW) to ensure the requirements right and concise.  Develop a project schedule to track activities, milestones and deliverables to assure the project runs smoothly and that tasks are managed effectively and necessary efforts are coordinated. Develop an effective vision statement to set goals for the project as well as motivate and empower the team.

Purpose of Implementation:  This project will upgrade and retro-commission the heating, ventilating and cooling (HVAC) system in two areas that have changed space and or function due to the closing of the main medical center building following the flooding from Hurricane Katrina.  Prior to training, there were significant challenges meeting schedule target – due to an unplanned events during the phasing discussing resulting from the multiple “moves” that had to occur.  The project lacked clear direction and a schedule to support tracking of key milestones.

Implementation Results:  Implementation resulted in maximized submittal review and approval time(s)) which have in turn maximized manufacturers’ delivery times to meet the project schedule.  The development of a clear SOW provided the general contractor with a clear understanding of the project requirements and thereby reduced the potential for change orders during contract performance.  Phasing of the project was completed prior to the Notice to Proceed which provided clinic managers with a realistic view of the project’s impact on patient appointments and location logistics associated with each phase.  Additionally, stakeholder buy-in to the project Vision Statement indicates increased collaboration among project stakeholders.

Next Steps:  Mr. Jackson plans to continue to increase his overall project performance.  Through training, he has learned the importance of doing as much work as possible up-front and realized the benefit of identifying barriers, acquisitions needs, and risk prior to solicitation to help assure his projects success.  Additionally it has provided him with the necessary skills and abilities (in regards to scheduling, knowing what information needs to go into a SOW, project goals and visions, determining evaluation criteria, critical elements, the triple constraint, how to develop project, risk, quality, change, and communication management plans, leverage EVM, as well as developing and presenting project status briefings and reports) – all resulting in a toolbox of skill sets he plans to continue to leverage in the management of projects.  In his own words Mr. Jackson said, “I think I’ve become a better project/program manager by being able to scope out what I’ve learned.  I believe I can help my project achieve the project goals through specified improvement actions… my business acumen and stature in the VA [has improved] as I’ve learned how to create a business case for projects/programs that support VA’s mission.”

Logistics Manager, Alameda BRAC Transfer of Former Alameda Naval Air Station, VISN 21

Improvement Action Description:  Developing an Integrated Management Plan (IMP), assign a new contractor project manager, and develop a cost/budget plan using Earned Value Management (EVM).

Purpose of Implementation:  The Alameda BRAC transfer of the former Naval Air station at Alameda, CA to the VA is one of the most complex Real Property initiatives the Department has ever undertaken.  This initiative primarily involves four Federal Agencies (VA, Navy, US Fish and Wildlife Services and the Environmental Protection Agency), local government and a Veterans Council, which represents a number of Veterans Organizations.  The project suffered from many problems, complexities and delays, as a result of not utilizing proper management practices at project initiation.  Development of the Integrated Master Plan would facilitate the identification and coordination of the required major steps to make progress on the project after years of delay.

Implementation Results:  The implementation of all Action Plan improvement actions has been completed.  As result, the Integrated Master Plan was developed and implemented and delayed tasks have been put back on track with active engagement by all key stakeholders.  Through the use of EVM, the participant was able to identify areas within the initial contract, where the consultants’/contractors’ value was not aligned to what they were paid.  As result, the contract was revised to incorporate EVM components and the under-performing contractor (project manager) has been replaced.  Additionally, the supervisor indicated that this long delayed, $200M project has been revived.  They have received external stakeholder buy-in from the city of Alameda (which was a major potential barrier), in addition to making head-way with some of the biological/environmental barriers that have contributed to the delay of this acquisition.  The supervisor and participant largely attributed their current success to the FAC-P/PM training and how it forced them to step back and look at the big-picture and identify the appropriate project management strategies – to fix their project failures.

Next Steps:  The participant plans to continue leveraging strategies from training to improve the overall project performance and increase the awareness of other team members on the benefits and applicability of the concepts (specifically EVM).

Management Analyst, Virtual Lifetime Electronic Record (VLER), OI&T Enterprise Development

Improvement Action Description:  Implement an Initiative Level IPT for the VLER IT Privacy/Records Management Program.  Define roles and Responsibilities for Project Privacy/Records Managers.  Provide training to the Privacy/Records Managers that includes roles, responsibilities, and knowledge required for a successful Privacy/Records Management Program.  Develop a Responsibility Assignment Matrix (RAM) for the Program.

Purpose of Implementation:  To provide improved service to service members, veterans, and their eligible dependents, the following legacy projects will be assimilated under the VLER umbrella:  Information Nationwide (NHIN), Bidirectional Health Information Exchange (BHIE), Federal Health Information Exchange (FHIE), Lab Data Sharing Initiative (LDSI), Federal Recovery Coordination Program (FRCP), and CHDR projects.  To reduce the risk of unauthorized release of Personal Health Information (PHI), each project will have a Privacy/Records Manager.  These managers will have to undergo training to attain the knowledge required for a successful program.  A Responsibility Matrix will define roles and responsibilities to ensure each project is protecting PHI and sharing only as allowed per the HIPAA Act of 1996 and the HITECH Act.  The VLER IT Program Management Office is a new office under the VLER Initiative.  Therefore, many documents need to be created, including a Responsibility Assignment Matrix (RAM.)

Implementation Results:  Ultimately VLER will allow veterans, their dependants, beneficiaries, caregivers, clinicians, and benefits providers the ability to view all relevant information about the veteran seamlessly regardless of where it was documented in a single, secure, electronic record.  As a result of the program they have defined and assigned roles and responsibilities as a team; trained personnel on Privacy and Records Management to include records disposition by employees and contractors; improved communication with stakeholders regarding Responsibility Assignment Matrix and project success/failures; and created an IPT charter including goals, scope, and authority.

Chief of Engineering, Behavioral Health Complex, VISN 4

Improvement Action Description:  Review A/E scope of work for Amplification Review to clarify the A/E’s requirements.  Develop a RACI Matrix (Responsibility Assessment Matrix) as a tool to communicate with stakeholders.  Establish a performance measurement baseline to help the project stay on schedule.  Ensure the project team has the appropriate members to provide the best design insight.

Purpose of Implementation:  Design and construct a new Behavioral Health Building that has modern services in a Residential Environment.  Successful completion of this project requires an effective and well-organized work plan.  As such, a RACI Matrix will help align roles and responsibilities and ensure the all members can provide the best design insight.  A performance measurement baseline will establish a clearly defined schedule.  This project will provide for a better final product to the customer.

Implementation Results:  As a result of the project the team has completed an effective RACI Matrix with approval from stakeholders; established a useful baseline schedule to keep the project on track; completed selection of appropriate team members; team members have written a vision statement in preparation for design development.

Chief Logistics Officer, Warehouse Renovation, VISN 20

Improvement Action Description:  Create WBS (Work break Down Structure) to allow for effective phasing of the project and maintain the construction schedule.  Develop a Statement of Need to develop appropriate goals, establish requirements, and identify stakeholders.  Develop a Control Account Plan to control budget and schedule.  Develop a Change Plan to allow for an efficient transfer of knowledge and purpose.

Purpose of Implementation:  This project is a warehouse renovation intended to accommodate the change in space requirements.  Successful completion of the project will require an effective WBS, a statement of needs to establish goals and requirements, and a control account plan to plan for budget and scheduling needs.

Implementation Results:  As a result of the project the team has developed a WBS for each phase in the renovation project; established clearly defined requirements, assumptions, interdependencies, and constraints; developed a control plan for each item in the WBS; produced a total life cycle cost estimate; established a vision statement and identified communication channels as part of the Change Plan to allow for efficient transfer of knowledge and purpose.

Project Section Supervisor, NRM Construction Project/B3 Renovation-Design, VISN 4

Improvement Action Description:  Develop detailed/high level scope of work for project design.  Develop statement of need and acquisition strategy plan for B/3 project.  Evaluate and develop detailed contract requirements for WBS and the schedule associated with the progress payment approval process.  Integrate requirement in B/3 A/E design requirements.  Integrate medical center clinical executive leadership into comprehensive integrated design team for B/3 project.

Purpose of Implementation:  This project will be multi-year/multi-phase project to renovate approximately 35,000 SF of building space on the medical center campus.  A clearly-defined scope, statement of needs, and WBS will ensure the project is well planned and well organized.

Implementation Results:  As a result of the project the team established interdisciplinary design team and developed a final scope of work which will result in improved project design, construction, quality, schedule, budget, and minimize risk to the government.  The team also developed a finalized needs statement which will reduce errors and omissions, improve project quality, schedule and managed costs.  The team developed detailed requirements to improve the accuracy of monitoring the actual project cost and schedule resulting in improved project management, contract performance and payment process.

Logistics Chief, VISN 7

Improvement Action Description:  Verify that all medical supplies are captured in inventory and establish the 8 Medical Supply Primary Inventory Point to ensure accountability of all medical supplies – as it relates to the medical centers ability to provide patient care.  Conduct market research for breast implants consignment / purchase – to support the increased demand for female veterans.  Create / implement performance goals and matrix to track the product life cycle of medical equipment.  Align performance plans/matrix with organizational goals.

Purpose of Implementation:  The project was new and obtaining buy-in has been a challenge impacting their overall success.  Additionally, there were no real controls in place for the inventory management which lead to individuals spending money (across the board) with no real concept of the consequences/perspective of the waste.  Prior to training, the project that was worked on came in $ 2 million over budget due to poor management.  As result, the purpose of the Action Plan will be to facilitate the reorganization of the group in order to improve its function and management.

Implementation Results:  As a result of the implementation and an improved approach to manage the new project, structure and accountability was enforced which enabled staff to begin to perform better at their jobs and become more aware of their purchases.  The project came in under budget the 1st quarter after implementation.  The project the team also completed a 100% physical inventory and verified that all equipment are captured in inventory; trained inventory employees on the inventory system and increased cost efficiencies.  Additionally, communication across the spectrum has become more effective and consistent and staff morale has increased.  Initially the employees didn’t know how they fit into the big picture and were not aware of the direct/indirect consequences of their actions.  Now they are more conscious of what they do and now feel more empowered because they know they are making a positive impact/difference.  The customer service is also going up.  They used to get 15-16 complaints a day and now they may get one a month.  These improvements were largely attributed to the training experience and learning how to not put band-aids on a problem but instead create sustainable processes for a project.

Senior Level

Project Manager, Health Data Repositories, OI&T Enterprise Development

Improvement Action Description:  Develop an Executive IMP/IMS Diagram for CDS 2.1.3 and expand the diagram to HDR FY11 work.  Perform an audit of the current Configuration Management (CM) contracted support for compliance with the contract.  Migrate the VA Development Team to using Agile Scrum.  Improve time management by reducing meeting attendance by 10%.

Purpose of Implementation:  Develop, implement and maintain services to provide for an enterprise clinical data storage and retrieval system.  The purpose of the data storage and retrieval system is to improve communication.  It will serve as a useful tool to communicate the program at a non technical level.

Implementation Results:  As a result of the project they have been able to migrate the CM staff to Agile Scrum; obtain training for the development team; and reduced meeting load by 10%.  This initiative will improve communication between technical and non technical teams and the various oversight groups (IPTs, Data Consortium, TPD Office, ESM Office and Business Owners).

FAC-P/PM Certification Training

Benefits

To improve service to America’s Veterans, the Department of Veterans Affairs needs to gain efficiencies, reduce redundancies, and foster innovation in all areas of care, benefits, and services. Program and project managers (PPMs) are vital to identify and implement the strategic objectives to improve Veteran’s services by writing appropriate requirements, establishing performance standards, and prudently acquiring goods and services. The VAAA Program Management (PM) School provides professional development courses for project and program managers that foster the skills to effectively lead Integrated Product Teams (IPTs), oversee budgeting and governance processes, satisfy agency missions, and achieve expected outcomes. 

VAAA FAC-P/PM training meets the Office of Federal Procurement Policy (OFPP) certification standards and the Federal Acquisition Institute (FAI) FAC-P/PM Competencies for federal civilian agencies. 

For each certification level (Entry, Mid, and Senior), it is recommended that participants attend courses in the order listed. Choosing the right level » 

The Veterans Affairs Acquisition Academy does not provide certification. Certification is not automatic after training. Students seeking any FAC-P/PM certification must initiate their request in Cornerstone on Demand (CSOD) to complete their certification request through the Acquisition Human Capital Management Service. This FAC-PPM Program Virtual Guide provides a quick reference for those individuals interested in, or pursuing certification. 

The FAC-PPM Program Virtual Guide may be downloaded by VA staff at https://vaww.va.gov/oal/docs/aps/facppmCertificationVirtualGuide.pdf

Benefits

• FAC-P/PM is a federally recognized credential. 
• Acquire new skills in planning, estimating, leadership, risk, and change management. 
• Build confidence and assure stakeholders of efficient, quality-driven projects completed on time and within budget. 
• Gain invaluable experience and networking opportunities for career growth. 
• Enhance your career prospects with increased knowledge and value. 
• Improve your mentorship abilities. 
• Validate your abilities, skills, and knowledge as a professional project/program manager. 
• Earn respect and recognition in a growing and in-demand field. 
• The only certification that includes leadership as a core competency

Choosing The Right Level

FAC-P/PM has three levels of certification: 1) Entry-Level, 2) Mid-Level, and 3) Senior-Level. Determining the correct level is very important and choosing the right place to start can be a challenging decision. 

The Program Management School recommends starting with Entry-Level courses (and certification) and then progressing to Mid- and Senior-Level courses/certification. This is important since terminology and project/program management procedures and process build upon concepts from previous courses. 

There are cases when, based upon an individual’s experience and job requirements, seeking a higher level of training or certification may be appropriate. In these cases, the PM School recommends an individual discuss this with his/her supervisor. The Office of Federal Procurement Policy (OFPP) provides some general guidance for knowledge and experience required for the FAC-P/PM Entry-, Mid-, and Senior-Levels. 

For any additional questions about training requirements for the correct FAC-P/PM level, email the Acquisition Academy Program Management School at vaaaprogrammanagementschool@va.gov. 

Entry Level I

The FAC-P/PM Entry-Level training is appropriate for any Federal employee who deals with acquisitions (or procurements) of goods and services, and those seeking to learn an established project management methodology and implement best practices to gain process efficiencies. In addition, this training can assist first-line supervisors fulfill the Executive Core Qualification of Financial Management (i.e., overseeing procurement and contracting). This course series fulfills the training requirement for Entry-Level certification, and with one (1) year of experience overseeing projects, participants can apply for FAC-P/PM Entry-Level certification.

Employees may complete the prerequisite training as either two (2) self-paced, virtual courses or one (1), instructor-led course.

Courses:

Project Management Basics (FPM 120A)

This web-based course provides the basic knowledge and comprehension skills that entry-level program and project managers (PMs) in the Federal sector need to manage a small project or participate as an effective member of an integrated project team (IPT). The target audience for this training is entry-level project managers within the Federal civilian agencies desiring to complete the training requirements for the Federal Acquisition Certification for Program and Project Managers (FAC-P/PM). Using a scenario-based approach, FPM 120A covers project management roles, responsibilities, decision points, and key deliverables required for effective project management. Attendees will comprehend acquisition basics for program and project management.

Course Type: Virtual, self-paced
Course Length: 20 hours

Project Management and Project Lifecycle (FPM 120B)

This web-based course prepares entry-level project managers with the fundamental knowledge, skills, and understanding required to fulfill their responsibilities as project managers. It focuses on the identification of project management roles, responsibilities, decision points, and key deliverables required for effective systems acquisition management throughout all phases of a project’s lifecycle. The target audience for this training is entry-level project managers within the Federal civilian agencies desiring to complete the training requirements for the Federal Acquisition Certification for Program and Project Managers (FAC-P/PM). Using a scenario-based approach, FPM 120B covers project management roles, responsibilities, decision points, and key deliverables required for effective project management. Attendees will comprehend acquisition basics for program and project management.

Successfully completing FPM 120A and 120B satisfies the prerequisite to attend the FPM 121 Acquisition Fundamentals of Project and Program Management II course.

Course Type: Virtual, self-paced
Course Length: 22 hours

Acquisition Fundamentals of Project and Program Management (FPM 120 (FED))

This five (5) day instructor-led course provides basic knowledge and comprehension skills which entry-level project managers (PM) in the Federal sector need to manage a small project or participate as an effective member of an integrated project team (IPT). FPM 120 (FED) focuses on the identification of project management roles, responsibilities, decision points, and key deliverables required for effective systems-acquisition management throughout all phases of a project’s lifecycle.

Successfully completing FPM 120 (FED) satisfies the prerequisite to attend the FPM 121 Acquisition Fundamentals of Project and Program Management II course.

Course Type: Instructor-led training
Course Length: 40 hours; 5 days

Acquisition Fundamentals of Project and Program Management II (FPM 121)

The Acquisition Fundamentals of Project and Program Management II course is the final component of the Entry-Level course series with both a one-week (full days) and two-week (half days) delivery options. Following a best practices model, it aligns FAC-P/PM competencies to the actual project/program life cycle.

FPM 121 places the project management learner in an integrated product team setting. Students participate as team members in simulating the following activities: identifying capability gaps; developing a work breakdown structure; developing high-level and system-level requirements; crafting an analysis of alternatives; developing a business case; selecting a solution; risk management; acquisition planning; systems engineering; measuring performance; and leadership.

Prerequisite: Must complete FPM 120 A and FPM 120B or FPM 120 Fed
Course Type: Instructor-led training
Course Length: 40 hours; one-week (full day) and two-week (half-day) options available

Entry Level II

The FAC-P/PM Mid-Level training is appropriate for Federal employees with a minimum two (2) years of experience managing complex projects and small programs (a collection of integrated projects). The training consists of four courses (12-days total). Mid-Level participants will expand their skills and knowledge using an established project management methodology, and begin integrating program management skills (managing a collection of related projects) into their activities.

Courses:

FAC P/PM Project Initiation (FCL-VA-0231), 16 hours

This course introduces the VA Acquisition Lifecycle Framework (ALF) and provides students the opportunity to identify gaps between current capabilities and what’s required to achieve VA mission goals. Additionally, students explore Rough Order of Magnitude (ROM) estimates and the Concept of Operations (CONOPS) to allow VA Program Managers to formulate what a Program and Project requires to achieve the capability to meet VA mission goals. The course ends at ALF gate review, Milestone Decision Event (MDE-A).

Provider

Course Type: Virtual Instructor-led training and In-person

Course Length: 16 hours, 2 days

Target Attendees VA Acquisition workforce only (PM, COR, CO) Recommend GS level 9-15 or equivalent to apply. VA Acquisition Academy strongly recommends attending a course such as FPM 120, FPM 120A&B, or FCR 201 if a student believes he/she is new, or weak in Federal Government Acquisition terminology or new to VA program/project management practices.

FAC P/PM Project Planning (FCL-VA-0232), 24 hours

This course continues the program/project management process in the VA Acquisition Lifecycle Framework (ALF)  planning phase with decision making to determine a solution to meet the needed capability identified to meet the mission goals from FCL-VA-0231. This includes Analysis of Alternatives (AoA), cost estimating methods to further refine the Rough Order of Magnitude (ROM) into an initial Life Cycle Cost Estimate (LCCE), and strategic program planning. Attendees will consider appropriate development methodologies, VA financial appropriations, acquisition strategies, and risks. The course ends at ALF gate review,  Milestone Decision Event (MDE-B).

Provider

Course Type: Virtual Instructor-led training and In-person

Course Length: 24 hours, 3 days

Target Attendees VA Acquisition workforce only (PM, COR, CO) Recommend GS level 9-15 or equivalent to apply. Pre-requisite: Must have completed FCL-VA-0231.

Prerequisites:

FCL-VA-0231 – FAC-P/PM PROJECT INITIATION

FAC P/PM Procurement (FCL-VA-0233), 24 hours

This course begins in the VA Acquisition Lifecycle Framework (ALF) Acquisition Development phase. Students will assume VA requires a procurement, or procurements (contracts) to meet mission capability gaps discussed in FCL-VA-0231 and FCL-VA-0232. The course will provide students the opportunity to explore and apply acquisition life cycle principles to market research, contract types, work breakdown structures (WBS), requirements management, and the entire procurement package(s) required for the Acquisition program. The course ends with Milestone Decision Event  (MDE-C), the gate review for the ALF Acquisition Development phase.

Provider

Course Type: Virtual Instructor-led training and In-person

Course Length: 24 hours, 3 days Target Attendees VA Acquisition workforce only (PM, COR, CO) Recommend GS level 9-15 or equivalent to apply. Pre-requisite: Must have completed FCL-VA-0232.

Prerequisites

FCL-VA-0232 – FAC-P/PM PROJECT PLANNING

FAC P/PM Project Implementation (FCL-VA-0234), 16 hours

This course starts by addressing the program/project activities associated with the VA Acquisition Lifecycle Framework (ALF) Delivery phase – which begins after the product or service has been accepted. The course will provide a VA program/project manager with processes that will enable integration of the vendor deliverables (or services) into an operational state within the VA, including specific strategies for implementing organizational change. The course finishes by addressing the closeout and documentation activities included in the ALF Closeout phase.

Target Attendees

Course Type: Virtual Instructor-led training and In-person

Course Length: 16 hours, 2 days

Target Attendees: VA Acquisition workforce only (PM, COR, CO) Recommend GS level 9-15 or equivalent to apply. Pre-requisite: Must have completed FCL-VA-0233.

Prerequisites:

FCL-VA-0233 – FAC-P/PM PROCUREMENT

Entry Level III

The FAC-P/PM Senior-Level course is designed for program and project team leaders managing large, complex programs and multiple, simultaneous projects. The Senior-Level participant should have a mastery of the Mid-Level competencies, experience in the application of multiple PM frameworks, and a very good command of project and program management activities. The courses will enhance the participant’s implementation of best practices and integrate the leadership and collaboration skills to lead the program and acquisition team and interact with other stakeholders. 

Courses:

Senior Level FAC-P/PM Foundational Program Management Process (FCL-VA-0331), 16 hours

In this course the student shall build upon Mid-Level FAC-P/PM program/project management capabilities and move into the realm of managing a Department of Veterans Affairs major acquisition program (defined as a program with multiple smaller acquisition projects, many procurements, and multiple VA employee projects to acquire property, systems or technology, assets, supplies, services or a combination thereof and integrating the acquisition successfully into the VA environment). This course assumes the student has a working knowledge of a phase-based, gated review, Acquisition framework/process (in VA the Acquisition Lifecycle Framework) and can effectively oversee and direct projects, and small programs, to achieve strategic goals.

Course Type: Virtual Instructor-led training and In-person

Course Length: 16 hours, 2 days

Target Attendees Must be VA workforce, GS 13 or above, and hold an active Mid-Level FAC-P/PM certification to view and request FCL-VA-0331. Recommended courses prior to starting the Senior-Level course series:  FCL-VA-0191 and either FCL-VA-0198 or FCL-VA-0199 (Scheduling),Implementation Management, FCE 400 (Life Cycle Cost Estimating)

Prerequisites:

FCL-VA-0331 – SENIOR LEVEL FAC-P/PM FOUNDATIONAL PROGRAM MANAGEMENT PROCESSES

Level FAC-P/PM Impact of Mission Objected on Programs (FCL-VA-0332), 16 hours

Target Attendees Must be VA workforce, GS 13 or above, and hold an active Mid-Level FAC-P/PM certification to view and request FCL-VA-0331. Recommended courses prior to starting the Senior-Level course series:  FCL-VA-0191 and either FCL-VA-0198 or FCL-VA-0199 (Scheduling),Implementation Management, FCE 400 (Life Cycle Cost Estimating)

Course Type: Virtual Instructor-led training and In-person

Course Length: 16 hours, 2 days

Target Attendees must be VA workforce and completed FCL-VA-0331 (which requires GS 13 or above and hold an active Mid-Level FAC-P/PM certification) to view and request FCL-VA-0332. Recommended courses prior to starting the Senior-Level course series: FCL-VA-0191 and either FCL-VA-0198 or FCL-VA-0199 (Scheduling), Implementation Management, FCE 400 (Life Cycle Cost Estimating)

Prerequisites

FCL-VA-0331 – SENIOR LEVEL FAC-P/PM FOUNDATIONAL PROGRAM MANAGEMENT PROCESSES

 Senior Level FAC-P/PM Acquisition Management Plans (FCL-VA-0333), 24 hours

In this course the student shall review Acquisition management deliverables such as the Scope Schedule and Budget management plans through the lens of consistency across the projects under the program.  Focus will be on the flow down from large, complex program objectives to the various projects supporting the program and their plans and the analysis and impact of plans that are not kept in synch.

Course Type: Virtual Instructor-led training and In-person

Course Length: 24 hours, 3 days

Target Attendees must be VA workforce and completed FCL-VA-0331 (which requires GS 13 or above and hold an active Mid-Level FAC-P/PM certification) to view and request FCL-VA-0333. Recommended courses prior to starting the Senior-Level course series: FCL-VA-0191 and either FCL-VA-0198 or FCL-VA-0199 (Scheduling), Implementation Management, FCE 400 (Life Cycle Cost Estimating).

Prerequisites

FCL-VA-0331 – SENIOR LEVEL FAC-P/PM FOUNDATIONAL PROGRAM MANAGEMENT PROCESSES

Senior Level FAC-P/PM Unique Program Management Process (FCL-VA-0334), 24 hours

In this course the student shall be able to demonstrate plans and processes that are unique to program management, and especially for major Acquisition programs.  Plans such as the Systems Engineering Management plan, the integrated Baseline Review, Integrated Master Schedule, Integration Plan, and Capital Funding Plan.

Course Type: Virtual Instructor-led training and In-person

Course Length: 24 hours, 3 days

Target Attendees must be VA workforce and completed FCL-VA-0331 (which requires GS 13 or above and hold an active Mid-Level FAC-P/PM certification) to view and request FCL-VA-0333. Recommended courses prior to starting the Senior-Level course series: FCL-VA-0191 and either FCL-VA-0198 or FCL-VA-0199 (Scheduling), Implementation Management, FCE 400 (Life Cycle Cost Estimating).

Prerequisites:

• FCL-VA-0331 – SENIOR LEVEL FAC-P/PM FOUNDATIONAL PROGRAM MANAGEMENT PROCESSES

Senior Level FAC-P/PM Critical Thinking in Context (FCL-VA-0335), 24 hours

In this course the students will demonstrate the ability to think critically and demonstrate through actions the complexity at the Senior-Level of Program Management. The course will be scenario based using major Acquisition program scenario where decisions determine whether a program succeeds or fails. Students who complete this course will have achieved the necessary training requirements for Senior-Level FAC-P/PM certification and could document Acquisition/Program-Project experience and submit an application for the Senior-Level FAC-P/PM certification. 

Course Type: Virtual Instructor-led training and In-person

Course Length: 24 hours, 3 days

Target Attendees must be VA workforce with a FAC-P/PM Mid-Level Certification and GS 13 or higher and completed FCL-VA-0331 and FCL-VA-0332 and FCL-VA-0333 and FCL-VA-0334 to request FCL-VA-0335.

Prerequisites:

• FCL-VA-0331 – SENIOR LEVEL FAC-P/PM FOUNDATIONAL PROGRAM MANAGEMENT PROCESSES
• FCL-VA-0332 – SENIOR LEVEL FAC-P/PM IMPACT OF MISSION OBJECTIVES ON PROGRAMS
• FCL-VA-0333 – SENIOR LEVEL FAC-P/PM ACQUISITION MANAGEMENT PLANS
• FCL-VA-0334 – SENIOR LEVEL FAC-P/PM UNIQUE PROGRAM MANAGEMENT PROCESSES
• FCL-VA-0335 – SENIOR LEVEL FAC-P/PM CRITICAL THINKING IN CONTEXT

IT COR PLUS Specialization

The purpose of the FAC-P/PM Core-Plus specialization is to establish the additional training, experience, and continuous learning requirements for FAC-P/PM certified personnel who manage specific investments requiring specialized knowledge, skills, and abilities. FAC-P/PM IT core-plus specialization requires current Mid- or Senior-level FAC-P/PM certification plus mastery of the additional core-plus specialty training, experience, and continuous learning requirements. There are no levels for core-plus specialty certifications. Once mastery of the core and core-plus competencies has been demonstrated through training, education, other relevant certification programs, or documentation through fulfillment (experience), the FAC-P/PM core-plus specialty certification is awarded and maintained through continuous learning. The Opens in a new window FAC-P/PM-IT Core-Plus competency model and the Opens in a new window IT Program Manager Career Path Guide provide more information on the FAC-P/PM-IT core-plus specialty certification.

Managing IT Projects (FPM 511)

This four-day class will prepare you to manage IT projects and programs using processes based on modular procurement. You will learn to craft a contract strategy that accommodates rapid changes in technology, multiple contractors, interoperability, and integration risk. This course will begin with strategy development, and then progress through business re-engineering, Agile development, integration, and measurement of technical performance. Compliance with IT- related Federal laws, regulations, and guidance will be highlighted throughout the course.

Course Type: Virtual Instructor-led training and In-person
Course Length: 32 hours; 4 days

IT Management, Security, and Performance (FPM 512)

This four-day course will prepare you to manage 21st century IT projects and programs to meet needs in the most cost-effective way possible, while maintaining privacy and security. You will learn about IT modernization programs and initiatives that are improving the customers’ experience. Given cybersecurity threats, you will come to understand how risks can be mitigated to ensure mission success. This course will teach you how to enable various cloud architectures and incorporate service- level agreements and analytics into an acquisition strategy.

Course Type: Virtual Instructor-led training and In-person
Course Length: 32 hours; 4 days

IT Infrastructure and Architectural Design (FPM 513)

This four-day course will address the latest understanding of Federal IT regulation and guidance. You will learn to incorporate agile principles and best practices into the program business case and use tools to manage backlogs and forecast resource needs. You will learn infrastructure design, data life cycle management, building digital services, and cloud computing, as well as how to assess the readiness of legacy applications for cloud migration. This course will teach you how to incorporate security in accordance with the Federal Information and Security Management Act (FISMA), the new Cloud Smart Initiative, and the National Institute of Standards and Technology (NIST) Framework for Improving Critical Infrastructure Cybersecurity.

Course Type: Virtual Instructor-led training and In-person
Course Length: 32 hours; 4 days

FAC-COR Certification Training

The Federal Acquisition Certification for Contracting Officer’s Representatives (FAC-COR) program is for acquisition professionals in the Federal Government performing contract management activities and functions. Contracting Officer’s Representatives (CORs) play a critical role in ensuring that contractors meet the commitment of their contracts. They ensure proper development of requirements and assist Contracting Officers in managing their contracts. The purpose of this program is to establish training for those acquisition professionals. The FAC-COR applies to all executive agencies, except the Department of Defense (DoD). 

The Contracting Officer’s Representative (COR) is a crucial link between the Contracting Officer (CO) and the contractor. In effect, CORs are the eyes and the ears of the contracting officer, ensuring that the work the contracting officer has authorized gets properly done. In order to understand the roles and responsibilities, CORs must know the acquisition process and the various steps, as well as the associated terminology. They must also be aware of ethical considerations when performing their duties. 

COR Level I

The FAC-COR Level l course is an eight-hour, self-paced, interactive e-learning training. This is the foundational course of the FAC-COR certification series. The course will provide participants with the foundational knowledge and skills needed to properly execute basic COR responsibilities such as acquisition planning, market research, ethical decision-making, and contract and performance management. Aligned with the FAI COR Level I Competencies and Performance Outcomes (January 23, 2013), the course provides the foundation, knowledge, and capabilities required of Level l CORs in the VA and throughout the federal government. This course is offered weekly for reservation purposes only. You will receive your login information on the start date of your class. 

Course Length: 8 hours 
VA Employee Course Cost: None 
Registration: View Schedule and Register via Cornerstone on Demand 
Upcoming Courses: View Schedule and Register via Cornerstone on Demand 
Course Delivery: Self-Paced via VAAA Blackboard site 

COR Level II

FCR 201 | Virtual-instructor-led online class 

The FAC-COR Level II course is a highly engaging, interactive, instructor-led online class, held four and a half hours per day for eight days. The virtual course is designed to provide individuals with the knowledge and skills needed to properly execute the COR responsibilities such as acquisition planning, market research, and contract performance management. These skills will ensure that the acquisition workforce continues its mission of providing a full range of innovative, cost-effective business solutions and responsive services tailored to meet the ongoing and emerging needs of our customers. The 40-hour online course consists of several modes of instruction to include lecture, webinar, individual and group exercises and discussion, taking elements from both instructor-led and web-based training. Participants will gain necessary knowledge, skills, and abilities to apply COR practices in real-world situations. At the completion of the course, participants will possess a clear understanding of how to fulfill obligations as a level II COR and will receive a certificate of completion which can be used, along with other agency unique requirements needed to apply for COR Level II certification. This course requires a dedicated phone line to participate in the conference call and an internet-connected computer that supports Adobe connect software. 

Registration:  View Schedule and Register via Cornerstone on Demand 
Upcoming Courses:  View Schedule and Register via Cornerstone on Demand 
Course Type:  Virtual 
Course Length:  8 class days 5 hours per day (40-CLPs) 
VA Employee Course Cost  None 

COR Refresher

The PM School offers two training options for the delivery of the COR Refresher training program. 

FCR 102 | Virtual-instructor-led online class

This course will provide the knowledge and insight to apply 8 CLP hours towards your COR training needs. This course provides contracting professionals with a refresher of the knowledge required to perform the tasks required of a FAC-COR. The Contracting Officer’s Representative (COR) refresher course will provide instruction and in-class activities on the duties, roles and responsibilities of the COR providing details about the acquisition process from the planning to the closeout phases. In addition, course instruction includes best practices, COR communication, documentation, invoicing, and delegated authorities/duties supporting the CO within the acquisition process. 

Registration:  View Schedule and Register via Cornerstone on Demand 
Upcoming Courses:  View Schedule and Register via Cornerstone on Demand 
Course Type:  Virtual 
Course Length:  2 class days 4 hours per day (8-CLPs) 
VA Employee Course Cost  None 

Course Type: Virtual Instructor-led training and In-person
Course Length: 32 hours; 4 days

FCR 404 | Blended – Self-paced and Virtual-instructor-led online class 

This course will provide the knowledge and insight to apply 40 CLP hours towards your COR training needs. The FAC-COR advanced refresher course is a highly engaging, interactive, virtual blended learning class. This training course provides individuals with the knowledge and skills needed to properly execute the COR responsibilities such as acquisition planning, market research, and contract performance management. This class combines both instructor-led online class and self-paced online training sessions and designed for anyone in an acquisition role seeking continuous learning points towards a FAC-COR renewal for certification. 

Registration:  View Schedule and Register via Cornerstone on Demand 
Upcoming Courses:  View Schedule and Register via Cornerstone on Demand 
Course Type:  Blended Self-Paced and Virtual 
Course Length:  8 class days 5 hours per day (40-CLPs) 
VA Employee Course Cost  None 

VA FE/C Training

The VA Facilities Engineering and Construction Certification (VA-FE/C) Program was established pursuant to the Maintaining Internal Systems and Strengthening Integrated Outside Networks (MISSION) Act of 2018, which communicates improving Veteran’s access to high quality and timely health care. VA’s FE/C workforce has been defined as members of an occupational series relating to construction or facilities management, or employees of the Department who award or administer contracts for major construction, minor construction, or nonrecurring maintenance more than 51% of their time. This would include VA’s acquisition workforce members to include contract specialists, contracting officers’ representatives, and/or project/program managers. An FE/C certification establishes that the employee has met the core performance thresholds within the construction or facilities engineering career field. 

Note: The Veterans Affairs Acquisition Academy does not provide certification. Certification is not automatic after training. Students seeking any FE/C certification must initiate their request in Corner Stone on Demand to complete their certification request through the Acquisition Human Capital Management Service. The FE/C Program virtual guide provides a quick reference for those individuals interested in or pursing certification. Contact the VA AHCMS office for more information on other elective alternatives. 

Choosing the Right Level

FAC-P/PM has three levels of certification: 1) Entry-Level, 2) Mid-Level, and 3) Senior-Level. Determining the correct level is very important and choosing the right place to start can be a challenging decision. 

The Program Management School recommends starting with Entry-Level courses (and certification) and then progressing to Mid- and Senior-Level courses/certification. This is important since terminology and project/program management procedures and process build upon concepts from previous courses. 

There are cases when, based upon an individual’s experience and job requirements, seeking a higher level of training or certification may be appropriate. In these cases, the PM School recommends an individual discuss this with his/her supervisor. The Office of Federal Procurement Policy (OFPP) provides some general guidance for knowledge and experience required for the FAC-P/PM Entry-, Mid-, and Senior-Levels. 

For any additional questions about training requirements for the correct FAC-P/PM level, email the Acquisition Academy Program Management School at vaaaprogrammanagementschool@va.gov. 

Entry Level 1

Courses:

Acquisition Fundamentals of Project and Program Management (FPM 120 (FED) 

This five (5) day instructor-led course provides basic knowledge and comprehension skills which entry-level project managers (PM) in the Federal sector need to manage a small project or participate as an effective member of an integrated project team (IPT). FPM 120 (FED) focuses on the identification of project management roles, responsibilities, decision points, and key deliverables required for effective systems-acquisition management throughout all phases of a project’s lifecycle. 
 
Successfully completing FPM 120 (FED) satisfies the prerequisite to attend the FPM 121 Acquisition Fundamentals of Project and Program Management II course. 
Course type: Instructor-led training 
Course length: 40 hours; 5 days OR

Project Management Basics (FPM 120A) 

This web-based course provides the basic knowledge and comprehension skills that entry-level program and project managers (PMs) in the Federal sector need to manage a small project or participate as an effective member of an integrated project team (IPT). The target audience for this training is entry-level project managers within the Federal civilian agencies desiring to complete the training requirements for the Federal Acquisition Certification for Program and Project Managers (FAC-P/PM). Using a scenario-based approach, FPM 120A covers project management roles, responsibilities, decision points, and key deliverables required for effective project management. Attendees will comprehend acquisition basics for program and project management. 
Course type: Virtual, self-paced 
Course length: 20 hours AND 

Project Management and Project Lifecycle (FPM 120B) 

This web-based course prepares entry-level project managers with the fundamental knowledge, skills, and understanding required to fulfill their responsibilities as project managers. It focuses on the identification of project management roles, responsibilities, decision points, and key deliverables required for effective systems acquisition management throughout all phases of a project’s lifecycle. The target audience for this training is entry-level project managers within the Federal civilian agencies desiring to complete the training requirements for the Federal Acquisition Certification for Program and Project Managers (FAC-P/PM). Using a scenario-based approach, FPM 120B covers project management roles, responsibilities, decision points, and key deliverables required for effective project management. Attendees will comprehend acquisition basics for program and project management. 
 
Successfully completing FPM 120A and 120B satisfies the prerequisite to attend the FPM 121 Acquisition Fundamentals of Project and Program Management II course. 
Course Type: Virtual, self-paced 
Course Length: 22 hours

Past Performance CLC 028 

This self-paced module addresses the rationales behind collecting past performance information, why it should be used, and how its use improves contractor performance. This module is based on the DoD Past Performance Integrated Product Team (IPT) Guidebook entitled, A Guide to Collection and Use of Past Performance Information. 
(CSOD/DAU iCatalog) – 2 CLP

Risk Management PMT 0170 

This is an Online Training (OLT) course. Risk is always a concern in the DoD systems acquisition process. The acquisition process itself is designed, to a large degree, to allow risk to be managed from conception to delivery of the system. Although risk is inherent in any program, risk management ensures managers take measures to assess and handle risks. This module focuses on tools and processes that can be used to manage risk on a defense system acquisition project. 
(CSOD/DAU iCatalog) – 8 CLPs 

Entry Level 2

Courses:

Acquisition Fundamentals of Project and Program Management II (FPM 121)

The Acquisition Fundamentals of Project and Program Management II course is the final component of the Entry-Level course series with both a one-week (full days) and two-week (half days) delivery options. Following a best practices model, it aligns FAC-P/PM competencies to the actual project/program life cycle. 

FPM 121 places the project management learner in an integrated product team setting. Students participate as team members in simulating the following activities: identifying capability gaps; developing a work breakdown structure; developing high-level and system-level requirements; crafting an analysis of alternatives; developing a business case; selecting a solution; risk management; acquisition planning; systems engineering; measuring performance; and leadership. 
Prerequisites: Must complete FPM 120 A and FPM 120B or FPM 120 Fed 
Course Type: Instructor-led training 
Course Length: 40 hours; one-week (full day) and two-week (half-day) options available 

Application in Project and Program Management (FPM 231)

This four-day course will provide the foundation for effective requirements development and systems management. You will develop the necessary skills to construct an overall acquisition strategy approach in a simulated integrated project team (IPT) environment. This course will emphasize crafting an integrated approach to systems management, including developing requirements, technology and risk management, test and evaluation, and integrated logistics support. 
Prerequisites: None 
Course Type: Virtual Instructor-led training and In-person 
Course Length: 32 hours; 4 days 

Applications in Contracting (FPM 232)

This three-day course will provide you with discussion of the mission, purpose, vision, and goals of Federal contracting, discusses the Federal Acquisition Regulation System (FAR) and acquisition lifecycle, and reviews the various roles and responsibilities of the acquisition team. You will explore leadership and management processes associated with successful acquisition planning. This course will also cover elements of planning for source selection, and the key aspects of evaluating proposals, bids, and offers. You will come away from this course with a thorough understanding of planning contract administration and monitoring contractor performance. 
Prerequisites: None 
Course Type: Virtual Instructor-led training and In-person 
Course Length: 24 hours; 3 days 

Applications in Business, Cost, and Financial Management (FPM 233)

This three-day course is designed to explore key competencies for project managers relating to business and financial management. You will develop application and analysis skills for estimating cost by using cost-related information to manage project financials and assemble a viable business case. This course will teach earned value management (EVM) skills as a tool for tracking contractor performance, managing risk, and adjusting project strategy. You will be able to apply your skills managing the operational business dynamics within the scope of Federal projects. 
Prerequisites: None 
Course Type: Virtual Instructor-led training and In-person 
Course Length: 24 hours; 3 days 

Applied Leadership in Projects and Programs (FPM 234)

This two-day course will provide you with skills in forming and leading integrated teaming arrangements. You will learn effective communication strategies to build alliances, focus decision making, and resolve interpersonal and organizational conflict. This course will teach you the critical thinking skills needed to process and synthesize information to arrive at new levels of insight regarding project risks, stakeholder engagement, and the political backdrop that affects projects and programs. Additionally, you will gain skills to lead a team, find solutions for issues that pose risk to project performance, and take responsibility and accountability.

Entry Level 3

Courses:

Progressive Concepts in Program Management (FPM 331)

This four-day course will provide you with the technical knowledge and abilities required to orchestrate more complex projects collectively as programs. You will synthesize requirements into viable acquisition strategies and evaluate those strategies as programs evolve. This course will cover technology management processes with the goal of implementing a balanced system design, as well as how to track asset developer technical progress and reporting. At the end of this course, you will have gained viable approaches to product support and supply chain management that increase system readiness, maintain affordability, and reduce the logistics footprint. 
Course Type: Virtual Instructor-led training and In-person 
Course Length: 32 hours; 4 days 

Progressive Contracting Strategies for Programs (FPM 332) 

This three-day course will provide you with the knowledge and ability to integrate, evaluate, and lead program strategy into a viable approach for program procurement. You will evaluate acquisition planning actions, adjust those plans according to policy and program risk, and orchestrate source selection of a complex program. This course will teach you how exit criteria is developed and defended and how to balance stakeholder expectations. This course will emphasize the acquisition of services that support agency technical and business management requirements. After this course, you will understand how to facilitate a negotiated baseline of performance between the operational users and corresponding commercial and organic support providers. 
Course Type: Virtual Instructor-led training and In-person 
Course Length: 24 hours; 3 days 

Progressive Business, Cost, and Financial Management (FPM 333) 

This three-day course advances the experienced project manager into the business enterprise tasks of leading complex projects and larger, collective programs. You will evaluate for merit and evoke risk management strategies resulting in program-level adjustments to financial plans and cost benefit analyses. Earned value management (EVM) metrics are evaluated, followed by program adjustment decisions based on EVM data. This course will emphasize managing cost and financial risks within the broader context of a Total Life-Cycle Systems Management (TLCSM) approach to program management. You will understand how to present and defend a business case before program stakeholders, manage funds, and other key competencies for project managers. 
Course Type: Virtual Instructor-led training and In-person 
Course Length: 24 hours; 3 days 

Progressive Leadership in Program Management (FPM 334) 

This two-day course will expand your interpersonal and mentoring skills required in complex programs. You will gain awareness of how modeling responsible and accountable behaviors relates to effective and efficient use of program resources. This course will teach you how to develop stakeholder relationships through critical thinking, problem solving, and decision making. You will gain global awareness of the linkage between organizational vision and objectives through plan execution. 
Course Type: Virtual Instructor-led training and In-person 
Course Length: 16 hours; 2 days 

Continuous Learning

VA’s Facilities Engineering and Construction (VA-FE/C) certification program will accept coursework from American Society of Safety Engineers, National Fire Protection Association, and Occupational Safety and Health Administration as accredited coursework that will satisfy the required VA-FE/C certification electives. Administrations and Staff Offices may add to this list and further designate appropriate “required elective” courses that meet mission needs. 

Contact the VA AHCMS office for more information on other elective alternatives. 

Continuous Learning Points (CLPs) 

Professional learning by acquisition workforce members serves to improve the outcome of Federal procurements and benefits the public interest.  Regular participation in continuous learning activities enhances the skills of acquisition professionals, affords them opportunities for professional growth, and improves the quality of services rendered. 

The Program Management School (PMS) provides the acquisition workforce with a variety of course options to earn Continuous Learning Points (CLPs) that fulfill the training/education requirements for maintaining certification. 

To maintain a FAC-P/PM, program and project managers are required to earn 80 CLPs every two years, beginning with the date of their certification. 

To maintain a FAC-COR, Contracting Officer’s Representatives are required to earn a minimum of the following CLPs beginning with the date of their certification: 

• Level I – 8 hours of CLPs every 2 years, 

• Level II – 40 hours of CLPs every 2 years, 

• Level III – 40 hours of CLPs every 2 years. 

Acquisition career managers (ACMs) monitor the continuous learning requirements for individuals holding FAC-P/PM or FAC-COR certification to ensure they meet these requirements.  It is the individual’s responsibility to ensure that his/her continuous learning requirements are met. 

General guidance on continuous learning is available from the Office of Federal Procurement Policy.  Additional details about the CLP requirements for each Federal Acquisition Certification (FAC) area can be found on the Certification pages. 

Courses

FCE 400 | Life Cycle Cost Estimation (LCCE)

The purpose of the Life Cycle Cost Estimation (LCCE) course is to provide entry-level VA employees with some acquisition background and the knowledge and skills needed to conduct program life cycle cost estimation. Participants will learn the process for managing the cost estimate, including updating the estimate with actual data, revising the estimate to reflect changes, and analyzing differences between estimated and actual costs. These skills will ensure that the Veterans Affairs Acquisition workforce continues its mission of providing a full range of innovative, cost-effective business solutions and responsive services tailored to meet the ongoing and emerging needs of our customers in their support of America’s Veterans and their families. 

CLPs: 24 
Prerequisite(s): None 
Course Length: 3 Days 
Delivery Method: Virtual Instructor Led Training 
Upcoming Courses: View Schedule and Register via CSOD 

FCL-VA-0198 | Project Schedule and Control

This course is ideal for a COR or Project Manager who receives a project schedule from a vendor for contracted work at a VA facility or operation. Participants will use a VA case study and will focus on one project schedule. The course begins after contract award when the COR, or project manager, (the student) receives a vendor supplied schedule. The COR/project manager will analyze, according to best practices contained in the GAO Schedule Assessment Guide, one vendor schedule, and then conduct a simulated (in class) Technical Kickoff Meeting and will arrive at an agreed upon Performance Measurement Baseline (PMB) between the vendor and the government, thus establishing a baseline schedule with a Critical Path for a PM to monitor and control using scenarios from the VA case study in the course. Participants should leave the class with a new (or renewed focus) on schedule analysis and schedule management for VA projects/contracts. 

Course FCL-VA-0199 is similar but will focus on a Program [containing multiple contracts, multiple schedules, and usually an Integrated Master Schedule (IMS), and more schedule complexities]. Where this course, FCL-VA-0198 focuses on a single project (one contract/one schedule). 

CLPs: 24 
Prerequisite(s): None 
Course Length: 3 Days 
Delivery Method: Virtual Instructor Led Training 
Upcoming Courses: View Schedule and Register via CSOD 

FCL-VA 0199 | Program Schedule and Control

This course is ideal for a Program Manager [for this course defined as an employee who manages multiple projects, that may contain multiple contracts, who integrates this program with various complexities within a VA Medical Center, and other business units such as health care operations, IT concerns, activations planning, and FTE work] who receives a schedule, or schedules, from various vendors for contracted work within VA facilities and operations. Participants will use a VA case study and will focus on three project schedules, linked within an Integrated Master Schedule (IMS). Participants will analyze, according to best practices contained in the GAO Schedule Assessment Guide, these three schedules, and then conduct a simulated (in class) Technical Kickoff Meeting and will arrive at an agreed upon Performance Measurement Baseline (PMB) between the vendor and the government, thus establishing a baseline schedule for a PM to monitor and control using scenarios from the VA case study in the course. Participants should leave the class with a new (or renewed focus) on using schedule analysis to establish a baseline schedule and using the Critical Path Method (CPM) and the schedule to manage a large VA program. 

This course, FCL-VA-0199, is like FCL-VA-0198 but contains multiple project schedules and more complexities with the goal of coordinating all the schedules. An ideal participant who be a Program Manager for a Major (over $10M) construction/facility program, or managing other large, complex programs, even if lower than $10M. Participants may consider attending FCL-VA-0198 prior to this course. 

CLPs: 24 
Prerequisite(s): None 
Course Length: 3 Days 
Delivery Method: Virtual Instructor Led Training 
Upcoming Courses: View Schedule and Register via CSOD