DA PAM 600-3 Army Acquisition Functional Area 51 Commissioned

DA PAM 600-3

Army Acquisition Functional Area 51

Commissioned Officer Professional Development and Career Management

Introduction 7 November 2022

Purpose. The Army Acquisition Functional Area is responsible for equipping and sustaining the

world’s most capable, powerful, and respected Army. Our first responsibility is to the Soldier who

protects and preserves our Nation. We strive to meet the needs of the Soldier throughout the full

spectrum of operations by incorporating technical solutions to respond to the rapidly evolving

threat environment. We ensure the delivery of quality capabilities, providing the right product or

service to the right place, at the right time to ensure the Army is equipped for the 21st century. Our

next responsibility is to our partners—Army, joint, industry, and international. We work with these

partners to develop, acquire, deliver, sustain, and safely dispose of weapons systems and provide

contracting services to our Soldiers in all military operations. We work closely with our partners to

continually improve Army capabilities and ensure their interoperability. Our final responsibility is to

the American public. We must be good stewards of the taxpayers’ dollars and work to continuously

achieve the highest levels of effectiveness and efficiency in our business decisions while maintaining

strict adherence to acquisition ethics policies, regulations, and laws. The Army Acquisition workforce

consists of commissioned officers, noncommissioned officers, and the Department of Army Civilians.

Proponent. The proponent for the Active Component (AC), Army National Guard (ARNG), and

U.S. Army Reserves acquisition workforce is the Director for Acquisition Career Management

(DACM) Office within the U.S. Army Acquisition Support Center (https://asc.army.mil). While each

officer is his or her own best career manager, FA 51 officers are strongly encouraged to establish

and maintain dialogue with the proponent for professional development information as well as for

opportunities that impact the Army Acquisition Functional Area. Officers are also encouraged to

maintain a dialogue with their respective Acquisition Branch Managers and senior leaders within their

Chain of Command. Maintaining an open dialogue optimizes the opportunities for enhanced

professional development training, education, and experience.

Functions. Unique functions performed by the Army Acquisition Workforce are based on statute,

regulation, and policy and cannot be performed by non-acquisition personnel. The applicable

statute is contained in the Defense Acquisition Workforce Improvement Act (DAWIA), consisting of

10 USC Chapter 87, and further referenced in the DODI 5000 series. FA 51 officers effectively and

efficiently develop, acquire, field, test and evaluate, sustain, and safely dispose of materiel by

leveraging domestic, organic, commercial, and foreign technologies, and capabilities to meet the

Army’s current and future mission requirements. FA 51 officers deliver decisive and synchronized

business solutions and contracting support to the Army Enterprise and the Department of Defense.

Acquisition Functional Areas. Acquisition officers strive to meet the needs of the

Warfighter throughout the full spectrum of operations by incorporating technical solutions to

respond to the rapidly evolving threat environment. FA 51 Officers work with joint and international

partners as well as those in industry and academia, to develop, acquire, deliver, sustain and safely

dispose of weapons systems and provide contracting services to Soldiers in all military operations.

FA 51 officers are functional experts and are therefore required to develop expertise in at least one

Area of Concentration (AOC). For acquisition officers, Program Management (AOC A) and

Contracting (AOC C) are the two primary AOCs in which officers may pursue education, training, and

experience that will lead to professional certification. Focusing on one of these two AOCs will

DA PAM 600-3

Army Acquisition Functional Area 51

Commissioned Officer Professional Development and Career Management

provide the Army with the expertise needed to develop, acquire, deliver, and sustain the systems

and services needed for our 21st century professional Army. FA 51 officers must attain the

Professional (AOC C) or Practitioner (AOC A) level certification to compete for lieutenant colonel

Centralized Selection List (CSL). In some cases, based on the officer’s desires and/or needs of the

Army, an officer may have the opportunity to seek broadening assignments and training in both

AOCs. Certification must be obtained in accordance with current DOD and Army certification

guidelines.

(1)

Functional Area 51A: Program Management (AOC A) assignments focus on the

management of materiel systems or services across all phases of life-cycle management. In

accordance with Acquisition Reform Initiatives, the goal for AOC A officers is to gain a wide range of

experiences leading up to their colonel/O-6 CSL/Key Billet PM assignment, which could include

experience in science and technology, test and evaluation, and contracting as their career timelines

allow. Officers will coordinate with their career managers to ensure future assignments offer

opportunities to gain experience in these functionalities. The life-cycle phases include planning and

refining the initial requirements, development, and maturation of technology through a disciplined

engineering process, producing and deploying a materiel capability, supporting a fielded capability in

the operational force, and disposal. FA 51 officers assigned to AOC A positions will primarily perform

program management duties and may experience information technology, test and evaluation,

systems planning research, development, and engineering—science and technology management

related work. AOC A’s primary responsibilities include the government’s management of program

cost, schedule, performance, risk, and test and evaluation. Other AOC A responsibilities include

managing supply chains, and science and technology projects. Officers coordinate with warfighters

and Army Capabilities Managers (the warfighter’s representative) to assist in determining

requirements. Throughout the life cycle, AOC A officers manage the efforts of the government and

our industry partners. A position normally includes assignments in a Program Executive Office (PEO)

which is the government organization responsible for managing Army systems. Management of IT

programs is unique in their cost, schedule and performance due to rapid changes in science and

technology. Program management of IT-based solutions is often knowledge management of the

collaboration between laboratories, academia, and Soldiers. Other AOC A positions include test and

evaluation activities with the task of ensuring material and technology-based solutions adequately

address operational effectiveness, suitability, and safety criteria.

(2)

Functional Area 51C: Contracting (AOC C) assignments focus on theater support contracting,

contract administration services, and providing procurement advice and assistance during large-scale

combat operations in a multi-domain environment. The goal for AOC C officers is to gain a wide

range of experiences leading up to their colonel/O-6 CSL Command/Key Billet. FA 51 officers

assigned to AOC C may lead contracting detachments, provide contracting support for installations,

military construction, and weapon systems procurement. Officers coordinate the appropriate

contracting action with the supported warfighter or program manager to address required activity

needs. These officers are responsible for making determinations on contract awards and supporting

the development of acquisition plans and instructions. Assignments with a contracting focus may

include contracting support to the warfighter, assisting contract support planning and integration at

all levels of Army and joint operations, systems and service contracting in major contracting centers.

Outside of Army Contracting Command (ACC), other AOC C positions are located within the United

States Army Corps of Engineers (USACE), Defense Contract Management Agency (DCMA), and

Defense Logistics Agency (DLA). Duties may include determining best contract types and agreements,

negotiating contract terms and conditions; obligating funds; awarding contracts; leading post-award

DA PAM 600-3

Army Acquisition Functional Area 51

Commissioned Officer Professional Development and Career Management

actions; monitoring performance and production; providing contract surveillance; performing risk

analysis; and advising warfighters, program managers, and industry.

Figure 1. KPIs – Certified or Within Grace Period

DA PAM 600-3

Army Acquisition Functional Area 51

Commissioned Officer Professional Development and Career Management

Figure 2. Active Component MIL & CIV

Officer characteristics required

Characteristics required of all officers. All officers are expected to possess the basic

characteristics that will enable them to develop into agile and adaptive leaders for the 21st

century. These leaders must be proficient in their core competencies and broad enough to operate

across all military operations. They must be able to inform and influence activities with joint,

interagency, and multinational partners. All these attributes must be balanced with cultural

awareness and grounded in the Army Values and Warrior Ethos; further explanation of these

characteristics can be referenced in ADP 3–0.

Unique knowledge and skills of an Army Acquisition Corps officer. The work performed by FA 51

officers requires in-depth knowledge and synergy of acquisition, business, technology, and military

operations which cannot be duplicated by other branches or FAs. FA 51 officers must be able to

synthesize a wealth of information in the complex world of material and services procurement,

determine what is occurring or about to occur, communicate (both written and verbally) those

events, and make sound, logical decisions. In addition, FA 51 officers are extremely articulate,

inspirational leaders who listen skillfully, communicate tactfully, and establish excellent rapport with

customers because they understand the customers’ requirements. Acquisition officers oversee and

manage contracts and programs worth billions of dollars and supervise the technical development

efforts and purchases which satisfy warfighter requirements in the rapidly changing operational

environment. FA 51 officers of all grades operate at the tactical, operational, and strategic levels

DA PAM 600-3

Army Acquisition Functional Area 51

Commissioned Officer Professional Development and Career Management

with joint, interagency, and multinational partners. An understanding of military operations is

critical. The ability to lead a diverse workforce that includes members of the military, government,

civilian industry, other services, and elements of the federal government, and is paramount. FA 51

officers must find and exploit opportunities to quickly provide mature materiel capabilities or

services that satisfy warfighter needs while conducting themselves beyond reproach.

Officer accessions

Active Component officer accession process. Human Resources Command (HRC) executes two

primary methods of accession into the U.S. Army Acquisition Corps. Primarily, officers are accessed

into FA 51 through the annual Talent Base Career Alignment (TBCA) and semi-annual Voluntarily

Transfer Incentive Program (VTIP) board as soon as they are eligible and have completed the key

developmental assignment at the grade of captain for their branch as outlined in this DA PAM.

Select officers are also accessed through the Experimental Test Pilot Program selection process.

Critical to accession as a FA 51 officer is demonstrated, successful leadership performance in an

appropriate key developmental position at the grade of captain as outlined for the officer’s basic

branch in the referenced DA PAM. Officers interested in the Army Acquisition Corps are strongly

encouraged to read current military personnel (MILPER) messages to ensure sufficient time is

allocated to prepare for upcoming accession processes.

U.S. Army Reserve acquisition officer accessions. HRC executes the USAR FA 51 accessions for

Active Guard Reserve (AGR), Individual Mobilization Augmentee (IMA) and Troop Program Unit

(TPU) officers. AGR officers may request accessions through their current branch career manager

using the Voluntary Transfer Incentive Program (VTIP) process held throughout the fiscal year (FY) as

soon as they are eligible. IMA/TPU officers may request accession through the USAR Acquisition

Workforce FA 51 Accession Board held during the FY biannually. Critical to accession as a USAR FA

51 officer is demonstrated, successful leadership performance in the appropriate key developmental

position in the grade of captain as outlined in the officer’s basic branch of this DA PAM.

Army National Guard acquisition officer accessions. ARNG Title 10 FA 51 officers assigned to AOC

A are accessed by the ARNG Human Capital Management Office (ARNG-HCM) in coordination with

the ARNG Acquisition Management Office (ARNG-AMO). ARNG Title 10 FA 51 officers assigned to

AOC C are accessed by the ARNG Human Capital Management Office in coordination with the

National Guard Bureau (NGB) Joint Staff (NGB-JS) Acquisition Office. ARNG Title 32 FA 51 officers are

accessed by their respective State Guard in coordination with the ARNG Acquisition Management

Office, which confers or denies Functional Area approval. Critical to accession as an ARNG FA 51

officer is demonstrated, successful leadership performance in the appropriate key developmental

position in the grade of captain as outlined in the officer's basic branch of this DA PAM.

Officer development

There are three domains of leader development: Institutional training and education,

assignments, and self-development. These domains define and engage a continuous cycle of

education, training, selection, experience, assessment, feedback, reinforcement, and evaluation

which shapes officer development throughout career progression. Officers should balance

assignments to gain a breadth and depth of operational and broadening experience across a variety

DA PAM 600-3

Army Acquisition Functional Area 51

Commissioned Officer Professional Development and Career Management

of organizations and environments. The 21st century requires flexible and adaptable officers with a

broad experience base gained by executing critical functions in different organizational cultures and

practices.

(1)

Active Component career and assignments management: AC FA 51 officers are centrally

managed by the Acquisition Management Branch within the Force Sustainment Division, Officer

Personnel Management Directorate, HRC. The Acquisition Management Branch provides career

development through the management of schooling and assignment opportunities for FA 51 officers.

(2)

U.S. Army Reserve career and assignments management: USAR FA 51 officers are centrally

managed by the Acquisition Management Branch at HRC. The HRC Acquisition Management Branch

manages FA 51 assignments for USAR officers regardless of basic branch affiliation.

(3)

Army National Guard career and assignments management: ARNG Title 10 FA 51 officers

assigned to AOC A are managed by the ARNG Human Capital Management Office in coordination

with the ARNG Acquisition Management Office. ARNG Title 10 FA51 officers assigned to AOC C are

managed by the ARNG Human Capital Management Office in coordination with the NGB Joint Staff

Acquisition Office. ARNG Title 32 FA 51 officers are managed by their respective State Guard in

coordination with the ARNG Acquisition Management Office.

Officer development model. The foundation of FA 51 officer professional development is the

experience, education, and training required to obtain DAWIA certification. All acquisition officers

can expect to have ample opportunities to serve in diverse assignments and receive the training

required to attain DAWIA certification. Professional military schooling, acquisition of unique

training, and experience, as well as a strong performance over time help officers to be competitive

for subsequent positions with increasing responsibilities and challenges.

(1)

Certification: Officers are required to obtain a professional certification in accordance with

the DAWIA, Public Law 101–510, 10 USC Chapter 87, and other DOD directives and instructions.

The levels of certification build upon acquisition skills and competencies gained at each level which

include education, training, and experience against established criteria. Certification levels are

reflected on the officer’s official DA Form 4037. Information on current certification requirements is

in the DAU catalog at https:// icatalog.dau.edu.

(2)

Professional/self-development requirements: The tool used to track and maintain self-

development requirements is an Individual Development Plan (IDP). An IDP is a 5-year living

document between an officer and his/her rater that outlines specific objectives and training that

an officer will accomplish during an assignment. Acquisition officers should also dedicate time to

professional reading and maintaining currency with industry trends and new technologies.

(a)

Continuous Learning Points (CLPS): Officers at all ranks are required to complete 80 CLPs

every two years to maintain their proficiency and professional development. IDP, CLP, and training

certification tools can be accessed at https://apps.asc.army.mil/camp.

(b)

Credentials: The Defense Acquisition Credential Program was established to evolve

today’s functional and knowledge area framework and to meet the needs of the Acquisition

Workforce. Credentials provide the knowledge and associated skills to perform job-centric, niche,

and/or emerging functions in the acquisition environment and serve as a documented indicator of an

individual’s knowledge, skills, and abilities to perform an acquisition-related function. The credential

equips the workforce through a set of Defense Acquisition University training courses, learning

DA PAM 600-3

Army Acquisition Functional Area 51

Commissioned Officer Professional Development and Career Management

assets, and assessments. FA 51 officers should consult their organization’s leadership to determine if

a credential is required for their acquisition assignment. Credentials and credentialing requirements

are published on the Defense Acquisition University website at

https://www.dau.edu/training/pages/credentials.aspx.

(3)

Critical acquisition positions, key leadership positions (KLPs), and CSL: Per 10 USC Chapter

87, Section 1731.

(a)

Critical acquisition positions (CAPs): CAPs are a subset of Army Acquisition Workforce

positions. The Army Acquisition Executive designates CAPs based on the criticality of the position to

the acquisition program, effort, or function supported. All military acquisition positions in the grade

of lieutenant colonel and higher are designated as CAPs. Except for Key Leadership Positions (KLPs),

officers must attain the highest level of certification in the applicable functional area, except for

Program Management, which requires Practitioner or higher level certification within the grace

period prescribed in the DoDI 5000.66 In addition, CAPs are assigned the position code (POSCO) of

“Z.” The “Z” position code indicates that the position can be filled by acquisition officers with either a

predominantly Program Management (AOC A) or Contracting (AOC C) background at the grade of

lieutenant colonel and above. The statutory tenure for all CAPs is three years; however, Project

Managers of ACAT 1 programs will have a four-year statutory tenure.

(b)

Centralized Selection List (CSL): The CSL process identifies the CAPs that require centrally

selected leaders to meet the leadership and functional/technical competencies required for mission

success. This process selects the best- qualified leaders, with the right skill and experiences, to lead

Army professionals, prepare for the full spectrum of military operations, and manage the Army’s

resources. All Army Acquisition Corps CSL positions are designated as Command/Key Billets and

include project manager, product manager, contracting brigade commander, contracting battalion

commander, and acquisition director (both at the colonel and lieutenant colonel level).

(c)

Acquisition Leader Assessment Program (ALAP): In furtherance of the Secretary of the

Army’s prioritization of talent management, the Army Acquisition Executive (AAE) has implemented

an additional step to the AAC CSL Command/Key Billet process - ALAP. It combines the Army’s CSL

board system with a new assessment and screening process to ensure the Army makes the most

informed choices for Acquisition Commands and Key Billets.

(d)

The purpose of the ALAP is to expand the Army’s understanding of each candidate’s

talents and assess their readiness for Acquisition Commands/Key Billets. ALAP resources can be

found at https://talent.army.mil/cap/ All officer positions are developmental. Developmental

positions expose an acquisition officer to a full spectrum of experiences either outside of or inside

their primary AOC which allows the officer to develop and enhance acquisition skills and become

technically proficient throughout their acquisition career. There are two categories of positions,

operational and broadening. Most assignments for AC, USAR, and ARNG FA 51 officers will be

between 24–48 months. OCONUS assignments may require shorter tour lengths. The goal is to

expose officers to multiple acquisition experiences to grow agile and adaptive leaders who are

prepared to lead highly complex, multifunctional organizations and provide acquisition expertise

throughout the full range of military operations. Operational positions provide an officer the

opportunity to use, hone, and build on what they learned through the formal education process as

well as experience gained through on-the-job training. Operational positions develop the officer’s

core competencies and are directly related to the officer’s acquisition career field. Operational

positions normally exist at the tactical and operational levels. There are three types of operational

DA PAM 600-3

Army Acquisition Functional Area 51

Commissioned Officer Professional Development and Career Management

positions:

(1)

Foundational positions are non-key developmental assignments in the Army Contracting

Command (ACC) that are unique to the contracting AOC and build a solid foundation of contracting

knowledge. Officers assigned to foundational positions will be assigned increasingly complex tasks

exposing them to acquisition procedures, mission analysis, and tactical and operational planning.

Officers will normally serve 18-24months in their foundational assignment. If, while assigned to a

foundational position, an officer deploys in support of an overseas contingency operation for at

least nine months, and the deployment extends the duration of their foundational assignment to

30-36 months, the officer will receive Key Developmental completion credit. As a result of the FDU

Jr changes, there are five categories of 51C officer positions within Army Contracting Command

(ACC): Foundational, Key Developmental, Broadening, Critical Acquisition Position, and Key Billet.

51 C Officer Foundational Positions are:

Operations Officer

Contracting Support Officer

Support Operations Officer (SPO)

Contracting/Procurement Officer

(2)

A Key Development (KD) position is deemed fundamental to the development of an

officer’s primary AOC competencies or deemed critical by the senior Army acquisition leadership to

provide experience across the Army’s core acquisition mission. FA 51 Officers should expect to serve in

only one KD assignment, with a small percentage serving in two KD assignments. AOC A KD assignments

are for 18-24 months, with a small percentage serving beyond 24 months. Assignment to an AOC C KD

position requires the successful completion of a foundational assignment. AOC C KD assignments are for

12 months, with a small percentage serving beyond 12 months. The KD positions are:

Assistant Program Manager (APM) (AOC A) (Program Executive Office or Missile

Defense Agency)

Operations Officer In Charge (OIC) (AOC C) (ACC)

Contracting Support OIC (AOC C) (ACC)

Executive Officer (AOC C) ACC)

Support Operations OIC (AOC C) (ACC)

Detachment Commander (AOC C) (ACC)

(3)

Centralized Selection List – Command/Key Billet (CSL-KB) is a duty position at the

lieutenant or colonel rank (or civilian equivalent) requiring specific, highly developed skills and

experience, that is deemed so critical to a unit’s mission that an individual is selected for assignment

by Headquarters Department of the Army. Officers selected for CSL- KB must complete all prescribed

Pre-Command Courses (PCC) and complete CSL position statutory requirements. Examples of CSL-

Command/KB positions are:

Product/Project Manager

Contracting Battalion/Brigade Commander

Acquisition Director

Broadening Positions develop an officer’s capability to see, work, learn and contribute outside one’s

perspective or individual level of understanding for the betterment of both the individual officer and the

institution. Broadening opportunities may vary in scope, responsibility, and developmental outcomes and

typically fall in one of four major categories: functional/institutional, academia and Civilian enterprise,

joint or multinational, and interagency or intergovernmental. There are also nominative positions within

the broadening domain that will be filled through the applicable nomination process. Broadening

DA PAM 600-3

Army Acquisition Functional Area 51

Commissioned Officer Professional Development and Career Management

opportunities provide exposure to experiences inside and outside of Army organizations, characterized by

different organizational cultures and practices. Broadening opportunities can be found within many

organizations to including but are not limited to: HQDA, OSD, Joint Staff, Army Test Evaluation Command,

Army Futures Command, Defense Agencies, United States Corps of Engineers, Special Mission Units and

service in a cross-component billet, or different AOC. Acquisition broadening assignments can be

categorized as:

High-Value Position (HVP). Deemed as highly mission critical and require an officer who

has completed their O-6 CSL. Examples of HVP positions include but are not limited to:

Military Assistant to Under Secretary of Defense (Acquisition & Sustainment)

Military Assistant to Under Secretary of the Army

ASA(ALT) Chief of Staff

Army Contracting Command Chief of Staff

Executive Officer to ASA(ALT) Principal Official

Functional Broadening. A position that provides a developmental opportunity directly

related to an officer’s primary AOC. Examples include but are not limited to:

Test and Evaluation (T&E) Officer

Science and Technology Advisor

Army Assistant Capabilities Manager/Cross Functional Team (ACM)

Acquisition Officer

Support Operations Officer (CUOPS / FUOPS)

ACC Staff Officer

Experimental Test Pilot

Worldwide Individual Augmentation (WIAS) Tasking

Assistant / Service Portfolio Manager

Contracting/Procurement Officer

Institutional Broadening. A position that provides a developmental opportunity that

may or may not directly relate to an officer’s AOC but increases the officer’s understanding of how the

Army operates as an institution. Examples include but are not limited to:

Department of the Army Systems Coordinator (DASC)

ASA(ALT) Action Officer

HQDA G-Staff Action Officer

Office of the Chief Legislative Liaison Officer

Office of the Inspector General Investigation Officer

Academia and civilian enterprise. An assignment with an industry partner

or institution of higher learning where an officer can gain new perspectives, knowledge, skills, and

abilities not generally obtained from organic experiences, training, or education. These programs

include Advanced Civil Schooling (ACS) and Training with Industry (TWI). ACS provides an opportunity for

Army officers to pursue a master’s degree or Ph.D. in business or STEM programs at a top tier school of

choice or the Naval Post Graduate School. The TWI program partners with industry leading companies

around the country for a 1-year immersive opportunity to observe best in class business practices. All

FA 51 officers may apply for the opportunity to participate in the ACS or TWI programs. Selection is

contingent upon the needs of the Army, the officers’ promotion potential, their potential for academic

success, and their career timeline. Eligible officers pursuing off-duty undergraduate or graduate civilian

education courses may apply for tuition assistance under the provisions of AR 621–5.

Joint or multinational Broadening. An assignment with significant interaction with

DA PAM 600-3

Army Acquisition Functional Area 51

Commissioned Officer Professional Development and Career Management

other Services, OSD, Defense agencies, or partner nation military organizations at the operational

and strategic level. Examples include but are not limited to assignments at:

OSD or Joint Staff

Defense Contract Management Agency

Missile Defense Agency

Defense Logistics Agency

Defense Information

Systems Agency

National Reconnaissance

Office

Combatant Commands

(4)

Interagency or intergovernmental Broadening. An assignment or experience at U.S. Government

agencies outside DoD or with partner nation governmental agencies. Examples are assignments at:

Office of Defense Cooperation, North Atlantic Treaty Organization and Office of the Program

Manager, Saudi Arabian National Guard.

(5)

Joint qualification. The Joint Qualification System acknowledges both designated joint billets as

well as experience-based joint duty assignments in contributing to the development of joint qualified

officers. These assignments with the necessary Joint Professional Military Education (JPME)

culminate with an officer being identified as a fully Joint Qualified Officer and the receipt of the Army

designation of Joint Qualified Officer coded as a 3L SI. Additional information can be found in DODI

1300.19.

(6)

Mentorship. Mentorship is a powerful tool that can help build competence, leadership skills, self-

awareness, and morale. FA 51 officers are strongly encouraged to pursue mentorship opportunities

at all levels. Senior acquisition officers should actively serve as mentors to junior acquisition officers,

to offer their perspective on what it takes to succeed in the Army Acquisition Corps and pass on their

knowledge and experience. It will be critical for key leaders to support mentoring efforts publicly.

Military leaders must take care to avoid micromanaging mentors and requiring participation in

formal mentoring programs. When developing formal mentoring programs, planners should

consider vetting mentors and deliberately select those with demonstrated efficacy in other

interpersonal relationships.

(7)

Some of these key interpersonal skills are:

Communication ability,

Empathy

Listening

Emotional intelligence.

(8)

These skills will help to ensure greater success in the mentor role. Supervising and mentoring

junior leaders is an integral component of an effective professional development program, while on-

the- job experience will fulfill some of the requisites for acquiring tactical and technical proficiency.

Leaders must establish a sound process for subordinate development that furnishes the guidelines

and establish the parameters for arming and infusing our subordinates with honed leadership

capabilities. Using this knowledge, junior officers as mentees can advance their confidence, skills,

DA PAM 600-3

Army Acquisition Functional Area 51

Commissioned Officer Professional Development and Career Management

and capabilities and grow as leaders. Mentoring is also available to officers’ following participation in

ALAP if that’s something worth referencing.

(9)

Captain/Major development. Captain/Major development. En route to their first Acquisition

assignment, all acquisition officers are required to attend the Army Acquisition Transition Course

(AATC). AATC is an eight-week course for AOC A. For AOC C AATC is a nine-week course due to the

additional requirement to attend the Army Contracting Writing Lab at the Army Acquisition Center

of Excellence (AACoE), located in Huntsville, Alabama. Acquisition officers assigned to an AOC C

operational assignment will attend the Army Contract Writing Lab for one additional week. The

completion of AATC and the Army Contracting Writing Lab ensures that FA 51 officers have met the

training requirements needed for Practitioner Level Certification in AOC A and Professional Level

Certification in AOC C before they report to their first acquisition assignment. It is preferred that

USAR and ARNG officers attend these courses (in lieu of DAU courses) on a space-available basis and

in coordination with their career manager. An additional Army Acquisition Corps goal is for FA 51

officers to obtain a master’s degree in an acquisition or Science, technology, engineering, and

mathematics (STEM) related discipline. One of the avenues to obtain a master’s degree is through

the Advanced Civil Schooling (ACS) Program. The two paths included in this program are to earn your

degree is through Naval Post Graduate Schooling or a school of choice. Upon graduation from

AATC, newly trained captains and majors will be assigned to a position designed to develop their

functional understanding in either program management or contracting.

(10)

FA 51 officers assigned to an AOC of A can expect their first assignment to be a Key

Developmental (KD) position. FA 51 officers that are also Experimental Test Pilots will complete their

KD assignment after their first test pilot assignment. ARNG officers assigned to an AOC of A can

expect their first assignment to be an Assistant Portfolio Manager or an Assistant Program Manager.

The APM assignment will serve as their KD assignment. FA 51 officers assigned to an AOC C can

expect their first assignment to be a Foundational Assignment followed by a KD assignment. The

memorandum is an update to the Acquisition Professional Workforce on the changes to functional

area 51 (51C) officer positions post FDU Jr implementation. Upon completion of the

foundational assignment, FA 51 officers will complete their KD assignments. Upon completion of a KD

assignment, FA 51 (A or C) officers will either be assigned to a broadening assignment or a second KD

assignment based on the needs of the Army.

(11)

To be competitive for promotion to lieutenant colonel, officers should achieve Military Education

Level (MEL) 4, which for most officers includes satellite Intermediate Level Education (ILE) and the

acquisition Intermediate Qualification Course (IQC) at the AACoE. More information can be found at

https://asc.army.mil. Careful planning and attention to an individual’s qualifications and expertise are

essential in facilitating an officer’s growth to a high level of technical proficiency. A KD assignment with

multiple broadening opportunities in a single AOC best achieves this goal and facilitates a Practitioner

Level Certification (AOC A) or Professional Level Certification (AOC C) prior to promotion to lieutenant

colonel. In some cases, based on officer desires and/or needs of the Army, an officer may have the

DA PAM 600-3

Army Acquisition Functional Area 51

Commissioned Officer Professional Development and Career Management

opportunity to seek broadening assignments and training in the AOC that is not their primary AOC upon

achieving at least a Practitioner Level Certification (AOC A) or Professional Level Certification (AOC C).

(12)

Lieutenant Colonel Development. The career development goal for a lieutenant colonel is to

leverage acquired acquisition skills in CSL and other critical acquisition positions. Selection to a CSL

position represents the pinnacle of service at the lieutenant colonel level and successful performance

in a CSL position serves as an indicator of the potential for promotion to colonel and selection to

attend SSC. Officers who do not serve in a CSL position will continue to serve an essential role in the

success of the Army Acquisition Corps by providing leadership in critical acquisition position billets. All

lieutenant colonels should progressively seek challenging CSL and non-CSL positions including product

manager, contracting battalion commander, acquisition director, product lead, Joint and HQDA staff

positions, and other key positions. FA 51 officers compete for Senior Service College (SSC) (MEL 1)

along with other branches/FAs. SSC is the highest-level military educational program available to

prepare officers for the positions of greatest responsibility in the DOD.

(13)

Colonel development. The career development goal for a colonel is to serve in a FA 51 CSL

Command/Key Billet as project manager, contracting support brigade commander, or acquisition

director to develop the knowledge, skills, and abilities to influence acquisition outcomes at the

strategic level. Colonels who have completed a CSL assignment will receive a follow-on assignment to

senior acquisition leadership positions with significant and strategic importance to the future of the

Army and DOD.

DA PAM 600-3

Army Acquisition Functional Area 51

Commissioned Officer Professional Development and Career Management

Figure 2. AAC Officer Development: AC and USAR FA 51 officers are centrally managed by the

Acquisition Management Branch (AMB) within the Force Sustainment Division, Officer Personnel

Management Directorate, Human Resources Command (HRC).