1. Making Sense Out of Concept Mapping: Considerations for NCMA Thinking, Understanding, and Strategy Bill Kaplan, CPCM, Fellow National Board of Directors

2. Strategic Planning: Recent Background “Ten-year look” Updated version of Strategic Plan Completed July 2011: Facilitated Board Session October 2011: Facilitated Concept Mapping Sessions –Two sessions with different demographics –Each group started from same baseline information: the Strategic Plan and the July 2011 report –Maps created from each session

3. Task: Analyze Maps and Make Sense of the Results Themes, Trends, Takeaways Actions for NCMA Sense Making (Our Board Discussion) –Gaps –Actions for Relevance +10 years –Existing, New, Not Yet Known

4. Session Participants and Focus October 14 (Environment) Karen Wilson Elliott Branch Po Collins Neal Couture Carly Cox (CMLDP grad) Sara Brown (CMLDP grad) October 17 (Workforce) Charlie Chadwick Larry Trowel Russ Blaine Steven Schooner Bill Kaplan Neal Couture

5. Concept Mapping A concept map is a diagram showing the relationships among concepts. They are graphical tools for organizing and representing knowledge.

6. Emerging Concepts (Environment) Factor 1: Budget Process, Budget Focus, Deficits –Ongoing paralysis of the process –Declining budgets and deficit as % of GDP increases –Environment of austerity as the norm –Increase in acquisition lead times (ALT) –Focus from Defense Major Systems to Readiness and Sustainment, Public Infrastructure, Healthcare, Professional Services

7. Factor 2: Misalignment between responsibilities to govern and politics leads to increased uncertainties and risk –Lack of bipartisanship to solve the big challenges –Misalignment between Governance and Politics = Divergent Priorities –Risk in terms of acquisition lead times, industry competition, increased costs of acquisition, industry restructuring Factor 3: Uncertainty + Increased Risks = More Complexity = Acquisition Policy Changes = Acquisition Process Changes Emerging Concepts (Environment)

8. Factor 4: Increasing Opportunity for Misunderstandings –Expansion of Socio-economic categories –Changes to structure/mission of Government Agencies –Buyer-Seller challenges based on changing assumptions about each other –Lack of established and effective (better) practices and inconsistencies in implementation –Changes in contract structures and business relationship models –Proactivity in multiple venues to ensure clarity is required Emerging Concepts (Environment)

9. Factor 1: “Socially Connected” Workforce replacing “Legacy” workforce –Collaboration is the norm Factor 2: Emerging professionals will need new kinds of practical experience for success – to make sense of the complexity they face –Organizational change –Relationship management –Transactional contracting –Knowledge leadership Emerging Concepts (Workforce)

10. Factor 3: Profession will be more broadly educated (more degrees and diversity of degrees) though less experienced Factor 4: Workforce will be Global in context Emerging Concepts (Workforce)

11. Factor: NCMA player in addressing challenges of complexity across acquisition environment –Affiliations –Continue to define the profession –Networking Connector –Fill “understanding” gaps Emerging Concepts (Association)

12. NCMA Considerations -- Strategy Dimension 1: Focus of Service and Support Provided –Chapter Structure and Relationships … to National and each other –Governance –Standards –Staff –Certifications Dimension 2: Understand Evolving Changes in Membership demographic –National … and international? –CM professionals ….and others like CORs, technical acquisition career fields, others

13. Dimension 3: Adapt Product Lines –To address environmental factors and evolving environment –To changing demographics –To new market opportunities –To business environment Dimension 4: Adapt Training –More experiential (use of simulation e.g. MilSpace) –Leverage KM concepts, strategies, and practices –Mentoring NCMA Considerations -- Strategy

14. Dimension 5: Ability to Make Better Decisions and Develop Better Solutions to Support Members –Must be able to “operate faster than the speed of change” –Function of NCMA ability to learn fast and apply this learning quickly NCMA Considerations -- Strategy