Annual Operating Plan 2005

1

• Annual Operating Plan 2005

2
Connecting Strategy to Action

• Everything we do will directly serve or enable
  the strategic plans and objectives.
• We will demonstrate progress against strategic
  objectives.
• We will have a published annual plan that
  describes for the Board what we intend to
  accomplish this year, and how.
• We will measure progress against the annual plan
  periodically, and adjust the plan as conditions
  require.

3
Strategic Objective 1

• We enable people in the contracting profession to
  be recognized as the professionals they are and
  to develop personally and professionally. To
  that end, we will
• Define the profession and develop professional
  standards and
• Continue to serve the entire contracting
  community, both commercial and government.

4
1.a. Define the Profession and Develop Standards

• Develop a standards setting process and
  hierarchy. (1-1 Procedure)
• Possible operational Committee on Professional
  Standards.
• Identify candidate standards and schedule. (1-2
  Plan)
• Publish first standard. (1-3 Publication)

5
1.b. Serve the Entire Community

• Understand the community better through research
  and analysis.
• Conduct membership survey (1-4 Report).
• Conduct market research (1-5 Report).
• Expand Communities of Interest in accordance with
  the 2004 COI plan.
• Launch between 3 6 new communities (1-6 COIs)
• Evaluate conference expansion and make
  recommendation. (1-7 Report)

6
Strategic Objective 2

• We will set and maintain the ethical standards of
  our profession through our Code of Ethics.

7
2. Ethical Standards

• Provide a series of brief, inexpensive,
  multimedia e-courses on procurement and business
  ethics. (2-1 ECourses)
• Develop a monthly article (case studies) on
  ethics for CM magazine. (2-2 Articles)
• Publish procurement ethics standard (s) for the
  profession. (2-3 Publication)
• Possible operational Committee on Ethical
  Standards.

8
Strategic Objective 3

• We set the minimum expectations of our profession
  through our Body of Knowledge and accredited
  certification program. We will
• Complete the full Contract Management Body of
  Knowledge
• Continue to develop a world-class, fully
  accredited, competency-based certification
  program by pushing full validation of all three
  certification modules (accomplished)
• Establish appropriate linkages between
  certification and educational programming and
• Seek recognition of NCMA certification
  equivalency to Defense Acquisition Workforce
  Improvement Act Certification.

9
3.a. Complete the CMBOK

• Conduct a formal job task analysis (through
  survey methodology) to build on the 1996 baseline
  (augmented by 2002 focus groups). (3-1 Report)
• Publish full text CMBOK, complete with
  descriptions, examples, diagrams, tables, etc.
  (modeled after the PMBOK). (3-2 Publication)

10
3.c. Link Exam, Education and CMBOK

• Conduct comparative analysis of exam, education
  content, and CMBOK to assess consistency. (3-3
  Report)
• This report will be used in 2006 to revise exams
  and education content to improve consistency with
  CMBOK.

11
3.d. Obtain Certification Equivalency

• Obtain statement of equivalency from DAU for
  DAWIA Level II CFCM. (3-4 Statement)
• Obtain statement of equivalency from FAI for
  Clinger-Cohen professional development
  requirements CFCM. (3-5 Statement)
• These statements will be used in the marketing of
  the certification programs.

12
Strategic Objective 4

• We provide tools, resources, and leadership
  opportunities to enhance our members careers and
  professionalism, and we celebrate their
  accomplishments.
• Recognize and reward professional excellence and
  superior individual achievement in support of the
  contracting profession and
• Publish a peer reviewed professional journal.

13
4.a. Recognize and reward excellence and
achievement

• Develop new award (s) programs for contracting
  achievements. (4-1 Plan)
• Through the Awards and Honors Committee
  (Operation)
• May include collaboration with other
  organizations involved in the profession.

14
4.b. Publish Journal

• Publish journal. (4-2 Publication)
• Will evaluate alternative development,
  production, and distribution methods.
• Chief Knowledge Officer will assume lead in
  expending development of research level materials
  for publication.
• Will involve the Education and Training COI.
• Will access the university community.

15
Strategic Objective 5

• We serve as the advocate for the contract
  management profession, whether to our members,
  employers, policy makers, or the public at large.
  We will
• Advocate the importance and value of competent
  contract management to businesses and government
  
• As stewards of our profession, take public
  positions on important issues that affect our
  profession and
• Monitor public policy, providing timely
  information and opinions to members and
  organizations on legislative and regulatory
  actions that affect the contract management
  profession.

16
5.a. Advocate the profession

• Secure positions in government and industry
  boards, panels, and working groups, to provide
  access to influential people.
• Conduct VIP visits with government and business
  leaders to discuss the profession.
• Identify the top 50 candidate groups and VIPs to
  reach, develop a consistent message, and make
  assignments. (5-1 Plan)
• These are important roles for the officers and
  directors to assume.
• Publish articles in leading business journals on
  the theme of contract management as core
  business competency. (5-2 Articles)

17
5.b. Take public positions on issues of the
profession

• Establish a process for monitoring developments
  in the external environment that affect the
  profession. (5-3 Plan)
• May require establishment of ad hoc committees to
  address specific issues.
• Produce a startup list of issues to begin
  tracking, including an analysis of each issue.
  (5-4 Publication)

18
5.c. Monitor public policy and provide
information and opinions

• Establish a process for monitoring developments
  in the legal and political environment that
  affect the profession. (Re 5-3 Plan)
• Will involve operational Committee on Legislation
  and Regulation.
• Produce a startup list of issues to begin
  tracking, including an analysis of each issue.
  (Re 5-4 Publication)
• Select a test case application for obtaining
  member comments, assemble comments, and submit
  summary comments to appropriate body. (5-5
  Publication)

19
Strategic Objective 6

• We introduce new literature, ideas and
  improvements to enhance the profession. We will
• Serve as the premier resource for career
  development in contract management
• Improve and expand our portfolio of programs,
  products and services
• Engage and support development of empirical
  research and professional literature in contract
  management
• Using the Contract Management Institute (CMI),
  support research and professional literature and
  
• Use CMI to obtain certain grants for which NCMA
  may otherwise be ineligible.

20
6.a. Career development in contract management

• Develop job descriptions and knowledge, skills
  and abilities standards for typical contract
  management positions. (6-1 Publications)
• Conduct a salary survey. (6-2 Publication)
• Expanding and enhancing 2002 baseline.
• Implement CMLC career development tools including
  Individual Development Plan, Self-Assessment
  Instrument, and PeerNet. (6-3 CMLC services)
• Take full advantage of the technology we own.
• Establish contract management societies/clubs at
  colleges and universities.
• Develop plan. (6-4 Plan)
• Implement at 2-3 candidate institutions. (6-5
  Student clubs)
• Working with the Education and Training COI and
  the operational Committee on University Outreach.

21
6.b. Improve and expand our portfolio

• Publish first professional standard. (Re
  3-Publication)
• Launch between 3 6 new communities (Re 6-COIs)
• Evaluate conference expansion and make
  recommendation. (Re 7-Report)
• Publish full text CMBOK, complete with
  descriptions, examples, diagrams, tables, etc.
  (modeled after the PMBOK). (Re 12 - Publication)
• Improve the value of certification credentials
  through Federal equivalency. (Re 14-Statement
  from DAU and 15-Statement from FAI)
• Publish job descriptions and standards. (Re 6-1
  Publications)
• Publish enhanced salary survey. (Re 6-2
  Publication)
• Implement CMLC career development tools including
  Individual Development Plan, Self-Assessment
  Instrument, and PeerNet. (Re 6-3 CMLC services)
• Establish 2-3 contract management societies/clubs
  at colleges and universities. (Re 6-5 Student
  clubs)

22
6.c. Empirical research and professional
literature

• Obtain publishable materials relevant to the
  profession from university professors and
  students.
• Draft a Plan, identifying candidate institutions,
  the solicitation approach, review process, and
  publication media. (6-6 Plan)
• Issue the first call for papers. (6-7 Call for
  papers)
• May mesh with awards, CMI, Journal, CM, or
  Congress

23
6.d. CMI research and professional literature

• Refer to CMIs operating plan.

24
6.e. Obtain grants through CMI

• Refer to CMIs operating plan.

25
Strategic Objective 7

• Through our international network of local
  chapters, we foster a diverse community of
  professionals. We will
• Assess and evaluate long-term options for chapter
  structure, to include chapter-based dues and
  allowing the development of virtual chapters
• Continuously assess and refine the Associations
  financial model to provide for sufficient capital
  investment, meet financial operating
  requirements, provide resources to all components
  of the Association to foster growth, and enable
  the achievement of the Associations objectives
• Assess and realign as necessary the governance
  structure of the Association as currently
  prescribed in the By-Laws to foster efficiency
  and effectiveness of the management and
  leadership of the Association and achievement of
  its objectives and
• Improve the Associations external and internal
  marketing competency.

26
7.a. Assess and evaluate long-term options for
chapter structure

• Conduct research into chapter models, practices,
  and policies, and provide findings. (7-1 Report)
• Recommend establishment of an ad-hoc Board
  Committee on Chapters.
• To take the research and dialogue the issues, and
  develop alternatives and recommendations to the
  Board.

27
7.b. Continuously assess and refine the
Associations financial model

• Conduct research into association financial
  models, practices, and policies, and provide
  findings. (7-2 Report)
• Recommend establishment of standing Board
  Committees
• Financial oversight.
• Audit.
• Asset management.

28
7.c. Assess and realign the governance structure

• Conduct research into association governance
  models, practices, and policies, and provide
  findings. (7-3 Report)
• Recommend establishment of standing Board
  Committee on Governance.

29
7.d. Improve the Associations marketing
competency

• Produce a comprehensive marketing plan that
  addresses both internal and external channels and
  segments. (7-4 Plan)
• Conduct market research. (Re 1-5 Report)
• Increase marketing budgets. (7-5 Budget)
• Implement procedures to systematically assess
  effectiveness of marketing campaigns. (7-6
  Procedures)

30
Strategic Objective 8

• We enable the business community to know that the
  members they employ are high- achieving members
  of the professional community, and that they have
  ready access to skilled human capital, learning
  resources, and best practices, standards, and
  metrics. We uphold the professional standing of
  our members to improve our profession. We will
• Continue to strengthen the brand of the
  Association to advance the professionalism of the
  community of practice and
• Expand individual and corporate memberships to
  expose the widest possible membership base to the
  value of the Association.

31
8.a. Continue to strengthen the brand of the
Association

• We strengthen the brand by being omnipresent,
  having an opinion, being perceived as
  influential, and providing quality products and
  services that are valued.
• More than 20 goals listed under previous
  strategic objectives directly implement this
  objective.
• Issue Press Releases of NCMA actions, positions,
  publications, activities, awards, etc. (8-1 Press
  releases)

32
8.b. Expand individual and corporate memberships

• Improve understanding of membership transactions
  and statistics, specifically the issue of
  adjustments.
• Audit recent periods to identify and/or isolate
  data entry as a cause monitor and tally
  individual transactions test new counting
  procedures. Implement corrective actions based
  on findings (2004). Publish findings. (8-2
  Report)
• Develop and implement a series of new metrics to
  identify on-going short-term and long-term
  membership trends. (8-3 Metrics)
• Implement recruitment and retention plans, to
  halt membership reductions. Objective is to
  achieve 19,000 members on June 30, 2005.
• Publish detailed recruitment and retention plans.
  (8-4 Plan)
• Recruit 3700-4600 new members. (8-5 Reports)
• Retain 80-85 of existing members. (8-5 Reports)

33
Strategic Objective 9

• We enable other external customers such as
  researchers, consultants, trainers, recruiters
  and universities to gain broad access to our
  community of practice and to our Body of
  Knowledge, for the purpose of advancing the
  profession and fulfilling their individual goals.
  We will
• Interact with universities and other academic
  institutions for the purpose of enhancing the
  academic credibility of the profession and
  advancing the research capability of the
  Association.

34
9. Enhance CM academic credibility and NCMA
research capability

• Establish 2-3 contract management societies/clubs
  at colleges and universities. (Re 6-5 Student
  clubs)
• Research publication plan. (Re 6-6 Plan)
• Issue the first call for papers. (Re 6-7 Call
  for papers)