FPM: Entry Level Certificate Program
IDFPM1.CP

FAC-P/PM: Entry Level Certificate Program

FPM 131: Fundamentals of Project and Program Management

Module 1: Federal Acquisition Overview

• Explain the purpose, goals, and structure of the Federal Acquisition System.
• Identify key stakeholders and their roles in the acquisition environment.
• Describe how the project management function supports agency mission outcomes.
• Recognize the relationship between acquisition planning, budgeting, and requirements management.

Module 2: Requirements Development and Program Management

• Define mission-driven requirements that align with strategic objectives.
• Translate stakeholder needs into measurable performance outcomes.
• Apply requirement traceability to manage scope and control change.
• Demonstrate how effective requirement management supports acquisition success.

Module 3: Systems Engineering

• Explain the systems engineering process and its role in federal program management.
• Identify how technical baselines are established and controlled throughout the project life cycle.
• Apply system decomposition and interface management principles to ensure solution integrity.
• Integrate risk management and configuration control within technical planning.

Module 4: Test and Evaluation

• Describe the purpose and phases of test and evaluation in the acquisition lifecycle.
• Develop simple verification methods to assess whether requirements are met.
• Differentiate between developmental and operational testing activities.
• Explain how test results inform milestone and investment decisions.

Module 5: Life-Cycle Logistics

• Define life-cycle logistics and its role in sustaining systems over time.
• Identify planning considerations for maintenance, supply, and disposal.
• Evaluate how supportability decisions affect total ownership cost.
• Discuss the importance of planning for sustainment during early acquisition phases.

Module 6: Putting It All Together

• Integrate requirements, systems engineering, test, and logistics into a unified project plan.
• Develop a high-level acquisition strategy that addresses technical, cost, and schedule factors.
• Collaborate in a simulated Integrated Project Team (IPT) to balance competing priorities.
• Present project recommendations that demonstrate understanding of acquisition integration.

FPM 132: Fundamentals of Contracting

Module 1: Federal Acquisition Overview

• Describe the guiding principles of the Federal Acquisition System and the FAR.
• Identify the roles and responsibilities of Contracting Officers, CORs, and Program Managers.
• Explain how the acquisition lifecycle supports agency mission execution.
• Recognize the project manager’s responsibility for acquisition oversight.

Module 2: Acquisition Planning

• Conduct market research to inform acquisition strategy decisions.
• Determine appropriate contract types based on risk, complexity, and performance requirements.
• Draft elements of a Statement of Work (SOW) or Performance Work Statement (PWS).
• Prepare pre-solicitation documentation aligned with project objectives and funding.

Module 3: Contract Formation

• Outline the solicitation and evaluation process that leads to contract award.
• Identify key solicitation sections and how technical evaluation criteria are developed.
• Describe the program manager’s role in source selection and proposal review.
• Explain how pricing, past performance, and risk affect award decisions.

Module 4: Contract Performance and Administration

• Monitor contractor performance against cost, schedule, and quality targets.
• Coordinate with the COR and KO to address modifications, disputes, or delays.
• Apply proper procedures for managing change orders or scope adjustments.
• Describe the documentation and reporting required during contract execution.

Module 5: Putting It All Together

• Develop an integrated acquisition plan that addresses planning, formation, and administration.
• Apply best practices for communication and collaboration with acquisition stakeholders.
• Evaluate a case study to identify risks and improvement opportunities in contract execution.
• Summarize lessons learned and how they apply to the participant’s work environment.

FPM 133: Fundamentals of Business, Cost, and Financial Management

Module 1: Building Business Cases

• Define the elements and purpose of a project business case.
• Identify qualitative and quantitative decision factors that support investment justification.
• Develop an initial problem statement, alternatives analysis, and recommendation.
• Explain how the business case supports agency strategic goals and budget requests.

Module 2: Cost Estimating

• Apply common cost estimating techniques, including analogy, parametric, and bottom-up methods.
• Develop a Work Breakdown Structure (WBS) to organize project costs.
• Document cost assumptions, constraints, and risk factors.
• Validate estimates by comparing them with historical data or benchmarks.

Module 3: Federal Budgeting

• Explain the federal budget cycle and how it impacts project funding.
• Identify major appropriation types and their allowable uses.
• Describe the roles of OMB, Congress, and agencies in budget formulation and execution.
• Recognize common funding constraints, such as the Anti-Deficiency Act and continuing resolutions.

Module 4: Allocating Funds

• Allocate funds across project phases in compliance with appropriation law.
• Develop time-phased spending plans linked to project schedules.
• Identify indicators of potential funding shortfalls or overruns.
• Apply corrective actions when project spending deviates from plan.

Module 5: Performance Measures

• Identify key performance indicators (KPIs) that monitor project health.
• Relate performance metrics to cost, schedule, and technical progress.
• Interpret performance data to assess whether corrective action is needed.
• Communicate results effectively to senior management and stakeholders.

Module 6: Earned Value Management

• Calculate and interpret key EVM metrics, including EV, PV, AC, CPI, and SPI.
• Assess cost and schedule variances and determine project status.
• Forecast project completion cost using Estimate at Completion (EAC).
• Use EVM data to support performance-based management decisions.

Module 7: Putting It All Together

• Integrate cost estimation, budgeting, and EVM into a single financial management plan.
• Develop and present a business case supported by quantitative analysis.
• Apply learned techniques to a project scenario through team-based exercises.
• Evaluate the financial health of a sample program and propose improvement actions.

FPM 134: Fundamentals of Leading Projects and Programs

Module 1: Leadership and the Project Manager

• Distinguish between managing processes and leading people.
• Identify traits and behaviors of effective project leaders.
• Apply emotional intelligence principles to build team trust and motivation.
• Demonstrate ethical and professional behavior in leadership decisions.

Module 2: Fostering Accountability

• Set clear, measurable performance expectations for team members.
• Use coaching and feedback techniques to reinforce accountability.
• Recognize and address underperformance constructively.
• Create a team culture of ownership and mutual responsibility.

Module 3: Building Relationships, Solving Problems, and Managing Conflict

• Identify common sources of conflict in project environments.
• Apply the Thomas-Kilmann Conflict Mode framework to manage conflict effectively.
• Use collaborative problem-solving techniques to reach mutually beneficial outcomes.
• Strengthen team relationships through trust and open communication.

Module 4: Leadership and Communication

• Communicate clearly and persuasively with diverse stakeholder groups.
• Adapt messages and communication channels for different audiences.
• Practice active listening and constructive feedback in project settings.
• Develop communication plans that promote transparency and alignment.

Module 5: Serving the Acquisition Customer

• Define who the customer is in a federal acquisition context.
• Align project outputs and team priorities with customer and mission needs.
• Balance stakeholder interests while upholding fairness and procurement integrity.
• Demonstrate commitment to customer satisfaction and ethical decision-making.