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The U.S. Department of Defense (DoD) seeks to advance the ability of its software acquisition workforce to rapidly and reliably deliver complex software-dependent capabilities through an enhanced understanding of technical competencies, improvements to education and training, and guidance for workforce management and assessment. Focusing on three primary acquisition career fields—information technology, engineering, and program management—the authors review existing competency models used by DoD and commercial industry, along with industry trends and modern software practices, and gather feedback from stakeholders and subject-matter experts to develop a model consisting of 48 competencies organized by topic: problem identification, solution identification, development planning, transition and sustainment planning, system architecture design, software construction management, software program management, mission assurance, and professional competencies. They also review existing courses offered by the Defense Acquisition University, other DoD institutions, and private and public universities to determine whether and to what extent the courses offer software training and education that corresponds with these competencies, and to identify ways to address potential gaps. Although there is no currently accepted government job title or occupational series for software professionals, and although the competency model thus affords limited utility for assessing current workforce capability, the authors present options for tracking and managing the software acquisition workforce, as well as further steps toward validating the competency model.

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The Air Force experiences challenges in maintaining a demographically diverse civilian workforce. This report documents the results of a study designed to better understand the challenges that Air Force civilian women, racial/ethnic minorities, and individuals with disabilities in General Schedule (GS) (and equivalent) positions may face in advancing to higher pay grades as well as factors they consider when deciding whether to remain with the Air Force. The study analyzed Air Force personnel data to identify demographic differences in advancement and retention patterns and conducted focus groups and interviews with close to 300 participants to better understand potential advancement and retention barriers. The report describes key findings related to differences in advancement and retention and provides recommendations for potential changes to Air Force policies and practices to help grow and retain civilian talent from across all demographics.

Diversity in the workplace --- Employee retention --- United States. --- Civilian employees. --- Pay, allowances, etc. --- Personnel management. --- United States --- Armed Forces