Interpretive Guidance for Project Manager Positions

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

The U. S. Office of Personnel Management

Interpretive Guidance

for Project Manager Positions

ATTRACTING, HIRING AND RETAINING

PROJECT MANAGERS

EMPLOYEE SERVICES

TALENT ACQUISITION AND WORKFORCE SHAPING

CLASSIFICATION AND ASSESSMENT POLICY

U.S. OFFICE OF PERSONNEL MANAGEMENT

MARCH 2019

FEDCLASS@OPM.GOV

202-606-3600

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

Table of Contents

INTRODUCTION .............................................................................................................................................

.....................................................................................................................

....................................................................................................................................................................

......................................................................................

.........................................................................................................................

..........................................................

..........................................................................

..........................................................................................................................

.....................................................................................................................

..............................................................................................................

......................................................................

...................................................................................

....................................................................................

............................................................................................

........................................................................................................................................

...........................................................................................................................

....................................................................................................................

................................................................................................................................

............................................................................................

.....................................................................................................................................................................

......................................................................................................................................................................

....................................................................................................................................

..............................................................

...............................................................................................................

........................................................................................................................................

.................................................................................................................

...............................................................................................................................

DEFINITION OF A PROJECT 3

PROJECT 3

PROJECT MANAGER CHARACTERISTICS . 4

PROJECT MANAGER DUTIES/TASKS 4

PROJECT MANAGER KNOWLEDGE, SKILLS, AND ABILITIES/COMPETENCIES . 4

CLASSIFYING PROJECT MANAGER POSITIONS 8

DETERMINING THE PAY CATEGORY 8

DETERMINING OCCUPATIONAL SERIES 8

DETERMINING OFFICIAL POSITION TITLES 11

APPLYING GRADING CRITERIA TO PROJECT MANAGER POSITIONS 13

IDENTIFYING POSITIONS ABOVE THE GS-15 GRADE LEVEL 18

QUALIFYING AND RANKING APPLICANTS 22

FOR PROJECT MANAGER POSITIONS 22

QUALIFYING APPLICANTS 22

RANKING QUALIFIED APPLICANTS 23

JUSTIFICATION AND DOCUMENTATION 23

CONSIDERING CERTIFICATION 23

ASSESSMENT POLICY AND TOOLS ...... 23

POLICY 24

TOOLS 24

EDUCATIONAL RESOURCES 25

TRAINING AND DEVELOPING PROJECT MANAGERS 25

CREDENTIALS AND ACADEMIC DEGREES 25

CREDENTIALS 25

ACADEMIC DEGREE TRAINING 25

FURTHER GUIDANCE 26

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

INTRODUCTION

This interpretive guidance addresses position classification, job evaluation, staffing,

qualifications, training, and development for project manager positions based on existing criteria

and guidance. The Office of Personnel Management (OPM) is issuing this guidance to assist

agencies as they:

 Identify project manager positions;

 Clarify project manager duties;

 Address related position classification issues;

 Recruit, select, train, and develop qualified project managers to meet their needs;

 Implement training, performance, and retention programs; and

 Conduct succession planning.

The guidance addresses the above common concerns about project management issues as raised

by officials and representatives from OPM, the Office of Management and Budget, the Human

Resources Management Council, the Chief Information Officers Council, the Chief Financial

Officers Council, the Joint Financial Management Improvement Project, the Procurement

Executives Council, the Professional Council of Federal Scientists and Engineers, and other

groups.

Definition of a Project

Project

Project is defined in the Project Management Institute’s Project Management Body of

Knowledge (PMBOK

, an American National Standard ANSI/PMI 99-001-2000) as:

“A temporary endeavor undertaken to create a unique product, service, or result.”

It is important to distinguish a project from a program. In contrast to a project, which has a

defined beginning and end, a program is an ongoing operation. A project serves to develop,

modify, or enhance a product, service, or system and is constrained by the relationships among

scope, resources, and time. A project is unique in that it is not a routine operation, but a specific

set of operations designed to accomplish a singular goal. Programs, on the other hand,

encompass the missions, functions, operations, activities, laws, rules, and regulations that an

agency is authorized and funded by statute to administer and enforce. Programs normally

provide products and/or services to the public. Agencies distribute available funding to carry out

these continuing programs and any ongoing staff support they require.

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

Project Manager Characteristics

Project Manager Duties/Tasks

Project manager positions exist in many different disciplines. For example, an engineer or

architect normally manages projects associated with designing specialized equipment or

structures. Subject matter experts in fields such as IT or finance deal with developing and testing

information networks and financial systems. However, regardless of the subject matter area

involved, the project manager function is characterized by a common set of duties/tasks. A

project manager generally applies all of these duties/tasks to meet project requirements, as

follows:

 Determines appropriate products or services with clients or customers to define project

scope, requirements, and deliverables;

 Develops, modifies, or provides input to project plans;

 Implements project plans to meet objectives;

 Coordinates and integrates project activities;

 Manages, leads, or administers project resources;

 Monitors project activities and resources to mitigate risk;

 Implements or maintains quality assurance processes;

 Makes improvements, solves problems, or takes corrective action when problems arise;

 Gives presentations or briefings on all aspects of the project;

 Participates in phase, milestone, and final project reviews;

 Identifies project documentation requirements or procedures; and

 Develops and implements product release plan.

Project Manager Knowledge, Skills, and Abilities/Competencies

All project managers apply common knowledge, skills, and abilities/competencies, organized

into two areas:

 General knowledge, skills, and abilities/competencies; and

 Technical knowledge, skills, and abilities/competencies.

The specific knowledges, skills, and abilities/competencies for each functional area are as

follows:

General Knowledge, Skills, and Abilities/Competencies

 Accountability - Holds self and others accountable for measurable high-quality, timely,

and cost-effective results. Determines objectives, sets priorities, and delegates work.

Accepts responsibility for mistakes. Complies with established control systems and rules.

 Attention to Detail - Is thorough when performing work and conscientious about

attending to detail.

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

 Conflict Management - Manages and resolves conflicts, grievances, confrontations, or

disagreements in a constructive manner to minimize negative personal impact.

 Creative Thinking - Uses imagination to develop new insights into situations and applies

innovative solutions to problems; designs new methods where established methods and

procedures are inapplicable or are unavailable.

 Customer Service - Works with clients and customers (that is, any individuals who use or

receive the services or products that your work unit produces, including the general public,

individuals who work in the agency, other agencies, or organizations outside the

Government) to assess their needs, provide information or assistance, resolve their

problems, or satisfy their expectations; knows about available products and services; is

committed to providing quality products and services.

 Decision Making - Makes sound, well-informed, and objective decisions; perceives the

impact and implications of decisions; commits to action, even in uncertain situations, to

accomplish organizational goals; causes change.

 External Awareness - Identifies and understands economic, political, and social trends

that affect the organization.

 Flexibility - Is open to change and new information; adapts behavior or work methods in

response to new information, changing conditions, or unexpected obstacles; effectively

deals with ambiguity.

 Influencing/Negotiating - Persuades others to accept recommendations, cooperate, or

change their behavior; works with others towards an agreement; negotiates to find

mutually acceptable solutions.

 Information Management - Identifies a need for and knows where or how to gather

information; organizes and maintains information or information management systems.

 Integrity/Honesty - Contributes to maintaining the integrity of the organization; displays

high standards of ethical conduct and understands the impact of violating these standards

on an organization, self, and others; is trustworthy.

 Interpersonal Skills - Shows understanding, friendliness, courtesy, tact, empathy,

concern, and politeness to others; develops and maintains effective relationships with

others; may include effectively dealing with individuals who are difficult, hostile, or

distressed; relates well to people from varied backgrounds and different situations; is

sensitive to cultural diversity, race, gender, disabilities, and other individual differences.

 Leadership - Influences, motivates, and challenges others; adapts leadership styles to a

variety of situations.

 Legal, Government and Jurisprudence - Knowledge of laws, legal codes, court

procedures, precedents, legal practices and documents, Government regulations, Executive

orders, agency rules, Government organization and functions, and the democratic political

process.

 Manages Human Resources - Plans, distributes, and monitors work assignments;

evaluates work performance and provides feedback to others on their performance.

 Manages Resources - Selects, acquires, stores, and distributes resources such as materials,

equipment, or money.

 Oral Communication - Expresses information (for example, ideas or facts) to individuals

or groups effectively, taking into account the audience and nature of the information (for

example, technical, sensitive, controversial); makes clear and convincing oral

presentations; listens to others, attends to nonverbal cues, and responds appropriately.

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

 Organizational Awareness - Knows the organization's mission and functions, and how its

social, political, and technological systems work and operates effectively within them; this

includes the programs, policies, procedures, rules, and regulations of the organization.

 Partnering - Develops networks and builds alliances; collaborates across boundaries to

build strategic relationships and achieve common goals.

 Planning and Evaluating - Organizes work, sets priorities, and determines resource

requirements; determines short- or long-term goals and strategies to achieve them;

coordinates with other organizations or parts of the organization to accomplish goals;

monitors progress and evaluates outcomes.

 Political Savvy - Identifies the internal and external politics that impact the work of the

organization. Perceives organizational and political reality and acts accordingly.

 Problem Solving - Identifies problems; determines accuracy and relevance of information;

uses sound judgment to generate and evaluate alternatives, and to make recommendations.

 Reading Comprehension - Understands and interprets written material, including

technical material, rules, regulations, instructions, reports, charts, graphs, or tables; applies

what is learned from written material to specific situations.

 Reasoning - Identifies rules, principles, or relationships that explain facts, data, or other

information; analyzes information and makes correct inferences or draws accurate

conclusions.

 Strategic Thinking - Formulates effective strategies consistent with the business and

competitive strategy of the organization in a global economy. Examines policy issues and

strategic planning with a long-term perspective. Determines objectives and sets priorities;

anticipates potential threats or opportunities.

 Teaching Others - Helps others learn through formal or informal methods; identifies

training needs; provides constructive feedback; coaches others on how to perform tasks;

acts as a mentor.

 Team Building - Inspires and fosters team commitment, spirit, pride, and trust. Facilitates

cooperation and motivates team members to accomplish group goals.

 Teamwork - Encourages and facilitates cooperation, pride, trust, and group identity;

fosters commitment and team spirit; works with others to achieve goals.

 Technical Competence - Uses knowledge that is acquired through formal training or

extensive on-the-job experience to perform one's job; works with, understands, and

evaluates technical information related to the job; advises others on technical issues.

 Technical Credibility - Understands and appropriately applies principles, procedures,

requirements, regulations, and policies related to specialized expertise.

 Technology Application - Uses machines, tools, instruments, or equipment effectively;

uses computers and computer applications to analyze and communicate information in the

appropriate format.

 Writing - Recognizes or uses correct English grammar, punctuation, and spelling;

communicates information (for example, facts, ideas, or messages) in a succinct and

organized manner; produces written information, which may include technical material,

that is appropriate for the intended audience.

Technical Knowledge, Skills, and Abilities/Competencies:

 Acquisition Strategy - Knowledge of the principles and methods for developing an

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

integrated acquisition management plan that describes the business, technical, and support

strategies, including the relationship between the acquisition phases, work efforts, and key

program events (for example, decision points, contract awards, test activities).

 Business Process Reengineering - Knowledge of methods, metrics, tools, and techniques

of Business Process Reengineering.

 Capital Planning and Investment Assessment - Knowledge of the principles and

methods of capital investment analysis or business case analysis, including return on

investment analysis.

 Change Management - Knowledge of change management principles, strategies, and

techniques required for effectively planning, implementing, and evaluating change in the

organization.

 Compliance - Knowledge of procedures for assessing, evaluating, and monitoring

programs or projects for compliance with Federal laws, regulations, and guidance.

 Contracting/Procurement - Knowledge of various types of contracts, techniques, or

requirements (for example, Federal Acquisitions Regulations) for contracting or

procurement, and contract negotiation and administration.

 Cost-Benefit Analysis - Knowledge of the principles and methods of cost-benefit analysis,

including the time value of money, present value concepts, and quantifying tangible and

intangible benefits.

 Financial Analysis - Knowledge of the principles, methods, and techniques of financial

analysis, forecasting, and modeling to interpret quantitative and qualitative data; includes

data modeling, earned value management, and evaluating key financial indicators, trends,

and historical data.

 Financial Management - Prepares, justifies, and/or administers the budget for program

areas; plans, administers, and monitors expenditures to ensure cost-effective support of

programs and policies; assesses financial condition of an organization.

 Knowledge Management - Knowledge of the value of collected information and the

methods of sharing that information throughout an organization.

 Performance Measurement - Knowledge of the principles and methods for evaluating

program or organizational performance using financial and nonfinancial measures,

including identification of evaluation factors (for example, workload, personnel

requirements), metrics, and outcomes.

 Program Management - Knowledge of the principles, methods, and tools for the

coordinated management of a program to include providing oversight of multiple projects,

integrating dependent schedules and deliverables, and related activities (for example,

benefits management, life cycle management, and program governance).

 Project Management - Knowledge of the principles, methods, or tools for developing,

scheduling, coordinating, and managing projects and resources, including monitoring and

inspecting costs, work, and contractor performance.

 Quality Management - Knowledge of the principles, methods, and tools of quality

assurance, quality control, and reliability used to ensure that a project, system, or product

fulfills requirements and standards.

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

 Requirements Management - Knowledge of the principles and methods to identify,

solicit, analyze, specify, design, and manage requirements.

 Risk Management - Knowledge of the principles, methods, and tools used for risk

assessment and mitigation, including assessment of failures and their consequences.

 Schedule Management - Knowledge of the strategies, techniques, and processes used to

plan, develop, and control project schedule and track project milestones, activities, and

deliverables, including timeframes and assigned resources.

 Scope Management - Knowledge of the strategies, techniques, and processes used to plan,

monitor, and control project scope; includes collecting requirements, defining scope,

creating a work breakdown structure, validating scope, and controlling scope to ensure

project deliverables meet requirements (i.e., features, functions).

 Stakeholder Management - Knowledge of the concepts, practices, and techniques used to

identify, engage, influence, and monitor relationships with individuals and groups

connected to a work effort; including those actively involved, those who exert influence

over the process and its results, and those who have a vested interest in the outcome

(positive or negative).

Note: Additional technical competencies should be identified based on the specific occupation.

Classifying Project Manager Positions

When you classify a position, you must determine the following:

 The proper pay category;

 The proper occupational series;

 The official position title; and

 The proper grade or level of work.

Determining the Pay Category

Project manager positions usually are General Schedule (GS) positions. However, some

positions may be Senior Executive Service (SES) positions or Senior Level (SL) or

Scientific/Professional (ST) positions. Guidance for identifying such positions above the GS-15

grade level can be found on pages 13-15. This guidance is not intended for Wage Grade (WG)

positions.

Determining Occupational Series

The occupational series of a project manager position usually is apparent by reviewing the duties

and responsibilities assigned to the position. In most instances, the primary work of the position,

the highest level of work performed, and the paramount occupational knowledge for the project

manager work dictate the appropriate series.

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

Users of the position classification standards normally have little trouble making the series

decision by comparing the characteristics of the position in question to series definitions and

occupational information in the standards. However, if the work of a project manager position

falls into more than one series, the correct series is sometimes difficult to determine. If it is

unclear whether a particular series predominates, consider the following to determine the correct

series:

 Paramount occupational knowledge required. Although a project manager position

may include several different kinds of work, most positions have a paramount

occupational knowledge requirement in addition to the project management knowledge,

skills, and abilities/competencies. The paramount occupational knowledge is the most

important subject matter knowledge or subject-related experience required to do the

work.

 Reason for existence. The primary purpose of the project manager position, or

management’s intent in establishing the project manager position, is a positive indicator

in determining the appropriate series.

 Organizational mission and/or function. Project manager positions generally align with

the mission and function of the organization to which they are assigned. The

organization’s function often is mirrored in the organizational title and may influence the

choice of appropriate series.

 Recruitment source. Supervisors and managers can help by identifying the occupational

series that provides the best qualified applicants to do the project manager work. This

aspect correlates with the paramount knowledge required by the project manager

position.

SELECTING THE OCCUPATIONAL SERIES

The duties and responsibilities assigned to most positions are covered by one occupational series,

and the series determination is clear. For these positions, the series represents the primary work

of the position, the highest level of work performed, and the paramount qualifications required.

Some positions, however, are a mix of duties and responsibilities covered by two or more

occupational series and classified by more than one standard or guide. Often the appropriate

series for these positions is a general series for the occupational group covering the type of work

performed.

For positions whose duties fall in more than one occupational group, the most appropriate series

for the position depends on consideration of a number of factors. For many of these positions the

grade controlling duties will determine the series. Sometimes, however, the highest level of

work performed does not represent the most appropriate series, and the series can be determined

only after considering the paramount qualifications required, sources of recruitment and line of

progression, the reason for establishing the position, and the background knowledge required.

Project management work can be characterized as falling in more than one occupational group.

As a result, the position could be classifiable to two or more occupational series. The nature of

the work is such that persons with training and experience in either of two or more occupations

may be considered well-qualified to do the work.

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

Work requiring professional backgrounds including education and experience are considered

interdisciplinary. Professional occupations may not be combined with non-professional

occupations or viewed as interdisciplinary positions. For further guidance on interdisciplinary

positions reference the discussion on Interdisciplinary Professional Positions in Section III L. in the

Introduction to the Position Classification Standards.

Project management work can be characterized as multidisciplinary. A multidisciplinary

position is a position involving duties and responsibilities closely related to more than one

discipline. As a result, the position could be classifiable to two or more occupational series. The

nature of the work is such that persons with training and experience in either of two or more

occupations may be considered well-qualified to do the work.

NOTE: Due to the evolution of project management work, the term multidisciplinary is used to

more appropriately define the unique and occupationally cross-cutting combinations of work in

this discipline. While this term is not addressed in the current Introduction to the Position

Classification Standards or the Classifier’s Handbook, future updates will address the usage of

this terminology.

Multidisciplinary positions generally fall into one of the following two categories:

 Positions which involve a specific combination of knowledges that is characteristic of

two or more non-professional series. Such positions involve the performance of some

duties which are characteristic of one series and other duties which are characteristic of

another series.

 Positions which involve knowledge which is characteristic of either two or more non-

professional series. These positions include work which is substantially identical to work

performed in either of the non-professional occupations.

The position description should show clearly that the position is multidisciplinary and indicate

the various series in which the position may be classified. The final classification of the position

is determined by the qualifications of the person selected to fill it.

Positions are not to be considered multidisciplinary when members of a work team with varied

but complimentary competencies and experiences collaborate on a multifaceted problem or

project and contribute to the achievement of organizational specific objectives. Also excluded

are positions which require special licensing, as in the practice of medicine, and positions which

are solely and clearly classifiable to a single series but can be filled by persons from a variety of

education and experience backgrounds. Work requiring professional backgrounds including

education and experience are considered interdisciplinary. Professional occupations may not be

combined with non-professional occupations or viewed as interdisciplinary positions. For

further guidance on interdisciplinary positions reference the discussion on Interdisciplinary

Professional Positions in Section III L. in the Introduction to the Position Classification

Standards.

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

Determining Official Position Titles

Project Management work has been found to be appropriately classified to numerous occupational series

based on the specific work performed. The titling of program and project management positions is

dependent upon the classification of the position. The selection of the occupational series determines the

titling of the position.

Determining the occupational series for a position is usually apparent by reviewing its assigned duties and

responsibilities and then comparing them to the series definitions and general occupational information in

the appropriate position classification flysheet or standard. Generally, the primary work of the position, the

highest level of work performed, and the paramount knowledge required to successfully perform the work

of the position determines the appropriate occupational series.

Users of position classification standards normally have little trouble making the series decision by

comparing the characteristics of the position in question to the occupational series definition and

occupational information in the standards. However, if the work of a Project Manager position falls into

more than one series, the correct series is sometimes difficult to determine. If it is unclear whether a

particular series predominates, consider the following to determine the correct series:

 Paramount occupational knowledge required. Although Project Manager positions may include

several different kinds of work, most positions have a paramount occupational knowledge

requirement in addition to the project management knowledge, skills, and abilities/competencies.

The paramount occupational knowledge is the most important subject matter knowledge or subject-

related experience required to do the work.

 Reason for existence. The primary purpose of the Project Manager position, or management’s

intent in establishing the Project Manager position, is a positive indicator in determining the

appropriate series.

 Organizational mission and/or function. Project Manager positions generally align with the

mission and function of the organization to which they are assigned. The organization’s function

often is mirrored in the organizational title and may influence the choice of appropriate series.

 Recruitment source. Supervisors and managers can help by identifying the occupational series that

provides the best qualified applicants to do the program or project management work. This aspect

correlates with the paramount knowledge required by the program or project management position.

Titling Program and Project Management Positions

Any position may have an organizational title or functional title, but every position must have an official

title. 5 U.S.C. 5105 (a)(2) requires OPM to establish the official class titles. This title must be used on all

official personnel documentation. However, subsection 5 U.S.C. 5105(c) states that this requirement does

not prevent the use of organizational or other titles for internal administration. Agencies may supplement the

basic and prescribed titles authorized in standards with the parenthetical title (Project Manager) if necessary

for recruitment or other human resources needs. In those instances where OPM has not prescribed an

official title for a series, an agency may construct its own official title. According to the Introduction to

Position Classification Standards, constructed titles should be “short,” “meaningful,” and “generally

descriptive of the work performed.” The title selected by the agency should not be one that has been

prescribed by OPM as an official title for positions in another series.

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

PROJECT MANAGEMENT CLASSIFICATION POLICY

GUIDANCE

PROJECT MANAGEMENT CLASSIFICATION

OPM is providing the following guidance for classifying project management positions in the

Federal Government.

Based on OPM’s collaboration with our agency partners and critical work with stakeholders, the

data and information collected identify that project management work is performed in numerous

occupational series.

The following policy is effective immediately upon issuance of this guidance:

Agencies may supplement the basic and prescribed titles authorized in classification

standards with the parenthetical title (Project Manager) if the position meets the

definition and criteria for project management work and project management

knowledge is paramount.

Guidance for titling IT Program and IT Project Management positions may be found in the

Job Family Standard for Administrative Work in Information Technology Group, 2200

and the Interpretive Guidance for IT Project Manager Positions (Including Guidance for

Classifying, Staffing, Training, and Developing IT Project Managers).

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

Applying Grading Criteria to Project Manager Positions

According to the Introduction to the Position Classification Standards, selecting the

appropriate grade level criteria is critical for determining the proper classification of a position.

If the work assigned to a project manager position is adequately covered by the grading criteria

in a particular standard for a specific occupational series or job family, then evaluate the work by

that occupational series or job family standard (JFS).

If the type of project manager work does not have a directly applicable occupational series, job

family, or functional standard, then select a standard as similar as possible to the kind of work

described. Evaluate and grade the project manager position in question by comparing it to

grading criteria in the comparable standard, as it relates to:

 The kind of work processes, functions, or subject matter of the work performed;

 The qualifications required to do the work;

 The level of difficulty and responsibility necessary; and

 The combination of classification factors having the greatest influence on the grade level.

When making these determinations, we recommend referring to one of the following standards

for making meaningful comparisons:

 The JFS for Administrative Work in the Information Technology Group, GS-2200,

to evaluate project manager positions for IT projects;

 The JFS for Professional and Administrative Work in the Accounting and Budget

Group, GS-0500, or the Financial Management Series, GS-0505, to evaluate project

manager positions for financial systems projects;

 The Administrative Analysis Grade Evaluation Guide to evaluate project manager

positions for projects where a more closely related standard has not been issued; and

 Part II of the Equipment Development Grade Evaluation Guide to evaluate positions

for project management engineers.

NOTE: If a project manager position exercises supervision of Federal Government employees at

a level that meets the criteria indicated in the General Schedule Supervisory Guide, be sure to

evaluate the position’s supervisory duties. Do not classify a project manager position to a lower

grade on the basis of personal work accomplishment rather than the proper grade for supervising

a staff of the type and level actually involved.

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

Applying Grading Criteria to Project Manager Positions

Surveys identified a large number of positions performing project management work assigned to

the Management and Program Analysis Series, GS-0343. Nonsupervisory positions at grade GS-

9 and above correctly assigned to this series are evaluated by reference to the Administrative

Analysis Grade Evaluation Guide. Criteria for grading some project managers is included in

the Administrative Analysis Grade Evaluation Guide and should be utilized where a more

closely related standard has not been issued. The grade level of a Project Manager position will

depend on the nature of the project as constrained by the relationship of its scope, resources, and

timeline (e.g., its size, risk, sensitivity). Because higher grade level positions are broader in

scope or involve projects that are more mission critical, they generally require greater knowledge

and experience.

The factor level descriptions (FLDs) provide criteria for classifying Project Manager positions:

FLDs: 1-6, 1-7 or 1-8; 4-3, 4-4, 4-5 or 4-6; 5-3, 5-4, 5-5 or 5-6

The example on the following page illustrates how Factor 1 (Knowledge Required by the

Position) applies to the duties of a particular Management and Program Analyst (Project

Manager), GS-343-12 position. The factor level descriptions (FLDs) are excerpted directly from

the Administrative Analysis Grade Evaluation Guide.

Criteria for grading project manager positions in the Information Technology Management

Series, GS-2210 are in the JFS for Administrative Work in the Information Technology

Group, GS-2200. The grade level of an IT Project Manager, GS-2210 position will depend on

the nature of the project as constrained by the relationship of its scope, resources, and timeline

(e.g., its size, risk, sensitivity). Because higher grade level positions are broader in scope or

involve projects that are more mission critical, they generally require greater knowledge and

experience. Consequently, a position occupied by a project manager assigned to add a major

enhancement to an existing IT system for a single agency might be classified at the GS-13 grade

level, while a position occupied by a project manager adding major enhancements and

coordinating capital planning used in a multi-agency IT system might be classified at the GS-15

grade level.

IT Project Manager functions are clearly described in the Information Technology

Management Series, GS-2210 in the JFS for Administrative Work in the Information

Technology Group, GS-2200. The FLDs, especially those in the following three GS-2210

specialties, provide criteria for classifying IT Project Manager positions:

(Policy and Planning) FLDs: 1-7 or 1-8, 4-5 or 4-6, 5-5 or 5-6,

(Systems Analysis) FLDs: 1-8, 4-5 or 4-6, 5-5 or 5-6; and

(Network Services) FLDs: 1-8, 4-5 or 4-6, 5-5 or 5-6.

The examples on the following pages illustrate how Factor 1 (Knowledge Required by the

Position) applies to the duties of a fictional Management and Program Analyst (Project

Manager), GS-343-12 and IT Project Manager, GS-2210-13 position. The factor level

descriptions (FLDs) are excerpted directly from the Administrative Analysis Grade

Evaluation Guide or JFS for Administrative Work in the Information Technology Group,

GS-2200.

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

Example: Management and Program Analyst

(Project Manager), GS-343

Excerpts from Level 1-7 FLDs

Sample Duties

2) Determines the required

information and

accomplishes data

acquisition, review, analysis,

and subsequent development

of alternative strategies or

information documents

through coordination and

consultation with other

personnel, as appropriate.

Obtains advice and

suggestions relative to use of

finances and resources.

Develops alternate strategies

and circulates, as

appropriate, for review and

comment. Staff meetings are

arranged, as needed, to

discuss alternatives and

develop consensus regarding

recommendations.

1) Researches and

analyzes potential

improvements

management

systems, processes

and data to evaluate

for increased

program

effectiveness.

Identifies processes

for improvement

and coordinates

effective funds

management for

projects. Systems

encompass

programming,

scheduling,

budgeting,

reporting,

manpower, cost

estimates, and funds

control for current

and future year

work performed in-

house and by

contract.

Administrative

Analysis Grade

Evaluation Guide

FLD 1-7

Administrative

Analysis Grade

Evaluation Guide

FLD 1-7

Common to All Program Management Positions

– Knowledge of, and skill in applying:

 cost-benefit analysis principles and methods

 project management principles and methods

sufficient to:

 plan and carry out difficult and complex

assignments and develop new methods,

approaches and procedures

 interpret policies, standards, and guidelines

Knowledge of qualitative and quantitative

techniques for analyzing and measuring the

effectiveness, efficiency, and productivity of

administrative and technical programs, along with

knowledge of the mission, organization, and work

processes of programs throughout a military

command, complex multi-mission local

installation, or equivalent, and the relationships of

administrative support activities (e.g., data

processing, accounting, budget) to such missions.

Knowledge is applied in conducting studies,

analyzing findings and making recommendations

on substantive operating programs; e.g., weapons

testing or commodity management. The work

requires skill in preparing project papers and staff

reports and skill in organizing and delivering

briefings to managers to encourage understanding

and acceptance of findings and recommendations.

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

Using the Administrative Analysis Grade Evaluation Guide to evaluate the duties listed on the

previous page could develop as follows across all nine factors in the Factor Evaluation System

and result in classifying the position as a Management and Program Analyst (Project Manager),

GS-0343-13:

Factor

Level

Points

1. Knowledge Required

1–7

1,250

2. Supervisory Controls

2–5

650

3. Guidelines

3–4

450

4. Complexity

4–5

325

5. Scope & Effect

5–5

325

6 & 7. Contacts & Purpose

7–3

180

8. Physical Demands

8–1

9. Work Environment

9–1

Total Points

3,190

Conversion

GS-13

NOTE: The Classifier’s Handbook includes additional guidance on Factor Level

Relationships or the most common factor levels used at various grade levels for different

kinds of work (i.e., professional, administrative, technical, and clerical and assistance

work).

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

Example: IT Project Manager, GS-2210

Excerpts from Level 1-7 FLDs

Sample Duties

2) Prepares,

implements,

monitors, and updates

the project plan.

Coordinates with the

system’s owner and

upper level

management to

ensure the actions are

consistent with the

approved plan.

Oversees the design,

construction, testing,

and implementation

of the system.

2) Works with

proponents and

sponsors to develop a

business case that

highlights the costs

and benefits of the

proposed project for

presentation to upper

level management

and for review and

approval of the

National Information

Investment Board.

Directs a team of

subject matter

experts, technical

specialists, and

support staff to

produce a business

plan in conformance

with established

capital planning

procedures and

agency guidance.

2200 JFS

FLD 1-7 – Common to

All Positions

FLD 1-7

(Policy and Planning)

FLD 1-7

(Systems Analysis)

2200 JFS

FLD 1-7

(Policy and Planning)

2200 JFS

FLD 1-7

(Policy and Planning)

2200 JFS

FLD 1-7

(Systems Analysis)

2200 JFS

FLD 1-7

(Network Services)

2200 JFS

FLD 1-7

(Systems Analysis)

Common to All Positions – Knowledge of, and

skill in applying:

 cost-benefit analysis principles and methods

 project management principles and methods

sufficient to:

 plan and carry out difficult and complex

assignments and develop new methods,

approaches and procedures

 interpret policies, standards, and guidelines

Policy and Planning – Knowledge of, and skill in

applying:

 the organization’s policy and planning

formulation process

 capital investment planning principles and

methods

 the organization’s enterprise IT goals and

objectives

 IT metrics methods and concepts

sufficient to:

 draft IT policies and plans

 participate in the IT capital planning process

 develop and monitor metrics used in

evaluating the accomplishment of IT goals

and objectives

Systems Analysis – Knowledge of, and skill in

applying:

 systems design tools, methods, and

techniques, including automated systems

analysis and design tools

 systems design standards, policies, and

authorized approaches

 systems design precedents or alternative

approaches

 structured analysis principles and methods

 business processes and operations of

customer organizations

sufficient to:

 develop requirements and specifications for

systems that meet business requirements

 advise on the merits of proposed systems

development projects

 apply a structured systems analysis approach

to the design and development of new or

enhanced applications

Network Services – Knowledge of, and skill in

applying:

 network systems design, development,

testing, installation, operations, management,

and maintenance concepts and methods

 the organization’s network architecture,

topology, and protocols

sufficient to:

 provide network services that support

business requirements

 plan, design, develop, and integrate network

systems consistent with existing or planned

network infrastructures

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

Using the GS-2200 JFS to evaluate the duties listed on the previous page could develop as

follows across all nine factors in the Factor Evaluation System and result in classifying the

position as an IT Project Manager, GS-2210-13:

Factor

Level

Points

1. Knowledge Required

1–7

1,250

2. Supervisory Controls

2–5

650

3. Guidelines

3–4

450

4. Complexity

4–5

325

5. Scope & Effect

5–5

325

6 & 7. Contacts & Purpose

3–C

180

8. Physical Demands

8–1

9. Work Environment

9–1

Total Points

3,190

Conversion

GS-13

NOTE: The Classifier’s Handbook includes additional guidance on Factor Level

Relationships or the most common factor levels used at various grade levels for different

kinds of work (i.e., professional, administrative, technical, and clerical and assistance

work).

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

Identifying Positions above the GS-15 Grade Level

Agencies are responsible for managing their executive resources and deciding how to organize

functions and structure positions, including project manager positions, in a manner that best

meets the organization’s mission requirements. This includes deciding whether positions meet

the Senior Executive Service (SES) criteria or the Senior Level (SL) or Scientific/Professional

(ST) criteria and establishing individual SES, SL, and ST positions within the agency’s executive

resource allocation as authorized by OPM.

The law and OPM regulations clearly state that SES, SL, and ST positions must be classifiable

above the GS-15 grade level. Positions at the GS-15 grade level as described in statute clearly

cover a broad range of work: Grade GS-15 includes those classes of positions the duties of

which are to perform, under general administrative direction, with very wide latitude for the

exercise of independent judgment, work of outstanding difficulty and responsibility along special

technical, supervisory, or administrative lines which has demonstrated leadership and

exceptional attainments (5 U.S.C. 5104(15)). Do not assume a project manager position is above

the GS-15 grade level simply because it has a somewhat larger scope or requires more

knowledge and skill than another project manager position that is already classified at GS-15.

Distinctions among the SES, SL, and ST positions are not always clear. The following

information provides general guidance to help agencies identify SES, SL, and ST positions;

maintain an agency’s flexibility to manage its executive resources; and contribute to intra- and

inter-agency consistency in establishing SES, SL, and ST positions.

General Information - Unless an agency is excluded from the SES by statute or by the

President of the United States, any position that is classifiable above the GS-15 grade level and

which meets the functional executive criteria set forth in 5 U.S.C. 3132(a)(2) may be placed in

the SES. Positions that are classifiable above the GS-15 grade level that do not meet the

executive criteria and involve the performance of high-level research and development in the

physical, biological, medical, or engineering sciences are more appropriately placed in the ST

system. The SL system includes any other positions that are classifiable above the GS-15 grade

level and do not meet the executive criteria and do not involve the fundamental research and

development responsibilities characteristic of ST positions.

SES Criteria - 5 U.S.C. 3132(a)(2) sets forth the criteria that characterize SES positions. SES

positions must be classifiable above the GS-15 grade level, or equivalent, based on the duties,

responsibilities, and qualifications required by the position. In addition, the incumbent must

engage in one of the following activities:

 Direct the work of an organizational unit;

 Be accountable for the success of one or more specific programs or projects;

 Monitor progress toward organizational goals and periodically evaluate and make

appropriate adjustments to such goals;

 Supervise the work of employees (other than personal assistants); or

 Otherwise exercise important policy-making, policy-determining, or other executive

functions.

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

Directing the work of an organizational unit to manage a project includes responsibility for:

 Assessing policy, program, and project feasibility;

 Determining program goals and developing implementation tools;

 Designing an organizational structure to promote effective work accomplishment; and

 Setting effectiveness, efficiency, productivity, and management/internal control

standards.

Being accountable for the success of a program or project encompasses responsibility for the

full range of factors that affect program/project accomplishment. This includes:

 Obtaining the resources necessary to achieve the desired project objective;

 Assuming responsibility for the effective use of government resources; and

 Dealing with key officials both within and outside the organization to gain understanding

and support for the project.

Monitoring progress toward organizational goals and making appropriate adjustments is an

extension of an individual’s responsibility for directing the work of an organizational unit. It

includes:

 Monitoring work status through formal and informal means to evaluate progress toward

objectives;

 Assessing overall effectiveness, efficiency, and productivity of the organization;

 Identifying, diagnosing and consulting on problem areas related to implementation and

goal achievement; and

 Making decisions regarding alternative courses of action.

Supervising the work of employees should be credited only if the project manager position meets

the minimum requirements for coverage under OPM’s General Schedule Supervisory Guide.

Specifically, the project manager position’s supervisory responsibilities must:

 Require accomplishment of work through the combined technical and administrative

direction of others;

 Constitute a major duty occupying at least 25 percent of the incumbent’s time; and

 Meet at least the lowest level of Factor 3 in the guide based on supervision of non-

contractor personnel. (Work performed by contractors is considered in applying the

grading criteria within each factor of the supervisory guide, provided the position first

meets the coverage requirements above based on supervision of non-contractor

personnel).

Policy-making or policy-determining functions include responsibility for reviewing staff

recommendations on policies developed to affect the organization’s mission; considering

political, social, economic, technical, and administrative factors with potential impact on

recommended policies; and approving those policies.

It would be unusual to find a project manager position that entails making major policy

decisions.

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

Distinguishing Between SES and SL/ST Positions – Positions that are properly classified

above the grade GS-15 grade level, and do not meet the functional executive criteria, are more

appropriately placed in the Senior Level (SL) or Scientific/Professional (ST) systems. The

nature of a position’s work determines which system is most appropriate.

 Senior Level (SL) Positions. SL positions are classifiable above the GS-15 grade level,

but do not meet the executive criteria characteristic of the SES, nor do they involve the

fundamental research and development responsibilities characteristic of ST positions. SL

positions may include some supervisory and related managerial duties, provided these

duties occupy less than 25 percent of the position's time.

NOTE: In some instances, the SL system is used for positions that meet the SES

executive criteria in agencies that have been excluded from the SES.

 Scientific/Professional (ST) Positions. ST positions are classifiable above the GS-15

grade level and involve the performance of high-level research and development in the

physical, biological, medical, or engineering sciences (or closely related field). ST

positions may include some supervisory and related managerial duties, provided these

duties occupy less than 25 percent of the position's time. Given the characteristics of

project manager work, it is unlikely to occur in ST positions.

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

Qualifying and Ranking Applicants

for Project Manager Positions

Qualifying Applicants

Governmentwide minimum qualification standards are published in OPM’s Operating

Manual: Qualification Standards for General Schedule Positions. Because project manager

positions usually require knowledge of a specific administrative, scientific, or engineering field,

agencies must determine the paramount occupational knowledge for each position to identify the

appropriate qualification standard. The same occupational knowledge that determines the series

of a position for classification purposes (see pages 6 and 7) also determines the qualification

standard used to select an individual to fill the position. For minimum qualifications, use the

qualification standard appropriate for the occupational series.

Agencies may supplement minimum qualifications with additional knowledge, skills, and

abilities (KSAs) or competencies identified through job analysis. Job analysis is a systematic

method of studying a job to identify the tasks performed and link them to the KSAs/

competencies required to perform these tasks. Where appropriate, and supported by job analysis,

agencies may use the project management competency as a selective factor or quality ranking

factor. For additional information on conducting a job analysis and establishing selective and

quality ranking factors, agencies may consult OPM’s Delegated Examining Operations

Handbook.

Selective factors become part of the minimum requirements for a position. A selective factor is

a “screen out” (i.e., if an applicant does not meet a selective factor he/she is ineligible for further

consideration).

Selective factors:

 Are essential for successful performance on the job (i.e., if individuals do not have the

selective factor, they cannot perform the job);

 Are almost always geared toward a specific technical KSA/competency;

 Require extensive training or experience to develop; and

 Cannot be learned on the job in a reasonable amount of time.

Selective factors cannot be so narrow that they preclude from consideration applicants who could

perform the duties of the position. Agencies may not use selective factors that could be learned

readily during the normal period of orientation to the position. Nor should agencies use selective

factors that are so agency specific that they exclude from consideration applicants without prior

Federal service or preclude selection of applicants from priority placement lists established to

assist in the placement of employees affected by reductions in force. Examples of

KSAs/competencies that should not be used as selective factors include knowledge of:

 An organization’s policies and planning processes; and

 An agency’s rules, regulations, policies, and guidance.

NOTE: When using a selective factor, you must specify the required proficiency level.

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

Ranking Qualified Applicants

Quality ranking factors are KSAs/competencies that significantly enhance performance in a

position, but, unlike selective factors, are not essential for satisfactory performance. Agencies

should rank applicants with higher proficiency levels on a quality ranking factor above those

with lower proficiency levels. Agencies may not rate qualified candidates ineligible solely for

failure to possess a quality ranking factor. With quality ranking factors, the focus is on the level

of proficiency the candidate brings to the job.

Justification and Documentation

Agencies must document both selective factors and quality ranking factors through job analysis

by identifying the:

 KSAs/competencies basic to and essential for satisfactory job performance;

 Duties/tasks the incumbent will perform that require possessing the required

KSAs/competencies; and

 Education, experience, or other qualifications that provide evidence of the possession of

the required KSAs/competencies.

Considering Certification

OPM has not established certification requirements for Project Manager positions. However,

agencies may specify a particular type of certification (or equivalency) in establishing selective

criteria or in defining quality ranking factors. Subject matter experts must determine that the

certification is necessary for satisfactory job performance (i.e., the certification is related to the

duties/tasks and required KSAs/competencies of the job). The certification may then be used as

evidence that a person has the KSAs/competencies needed to perform project management work

at a satisfactory level.

Assessment Policy and Tools

Applicable law requires the use of effective assessments in the hiring process, and OPM

promotes their use for practical reasons as well. The use of effective assessments addresses

barriers to recruiting and hiring the talent needed in agencies to perform the cybersecurity work

of the agency and improves the quality and diversity of hires. In addition, the use of effective

assessments in the hiring process provides human resources professionals and hiring managers

the tools and resources needed to support their recruiting and hiring efforts and increase hiring

manager satisfaction with the quality of applicants. This requires the collaboration between HR

and hiring managers to develop and design effective assessment strategies to hire the talent

needed to perform the cybersecurity work of your agency.

Agencies should standardize and document the assessment process through the following steps:

 Treat all individuals consistently. This is most easily accomplished by adopting a

standardized assessment and decision-making process. "Standardizing" means making a

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

process uniform to ensure the same information is collected on each individual and is

used in a consistent manner in employment decisions.

 Ensure the selection tool is based on an up-to-date job analysis and is supported by strong

validity evidence. A validation study can verify that applicants who score well on the

selection device are more likely to do well on the job and contribute to organizational

success. Agencies not familiar with validation research methodology are encouraged to

consult a measurement expert.

OPM offers various assessments resources and tools for agency use. The following highlights

our policy, tools and educational resources available to agencies.

POLICY

Assessment & Selection Website – contains resources to learn more about personnel

assessment, assessment methods, steps to designing effective assessment strategies, and the

importance of effective personnel assessment.

Delegated Examining Operations Handbook (DEOH), contains information on the assessment

process and policy.

 Chapter 2– Identifying the Job and its Assessments (p. 22);

 Chapter 5 – Assess Applicants (p.90);

 Appendix F – Multipurpose Occupational Systems Analysis (p. 233); and

 Appendix G – OPM’s Job Analysis Methodology (p. 275).

Interagency Assessment Policy Forum – Interagency work group with the focus to improve

assessments Governmentwide. Contact us at [email protected] or

[email protected].

TOOLS

Assessment Decision Tool (ADT) – OPM’s automated system developed to help Federal

agencies evaluate and improve their hiring processes and thus continuously build and sustain an

effective civilian workforce for the Federal Government. The system is designed to help human

resources professionals and hiring supervisors/managers develop assessment strategies targeted

to specific competencies and other situational factors relevant to their hiring situation (e.g.,

volume of applicants, level of available resources). The ADT is designed to provide you with

customized information based on your specific hiring needs.

USA Hire – The USA Hire

assessment battery can be used in conjunction with the traditional

occupational questionnaire, and/or additional assessments, such as a Structured Interview, to

target agency-specific job requirements. USA Hire

offers the following advantages:

• Objective, professionally-developed assessments

• An efficient and effective tool for evaluating candidates

• Meets all legal guidelines and professional standards

• Applicant friendly

• Ease of implementation as it is already fully integrated with USA Staffing®

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

• Advanced technology to include computer adaptive testing

• Whole person assessments allow agencies to target critical job-relevant competencies

• More valid measures of applicant competence, reinforced by decades of research

supporting the validity of USA Hire

type assessment results

EDUCATIONAL RESOURCES

OPM’s Assessment and Selection website includes presentations and tools that agencies may

use to develop an assessment strategy and to learn more about various assessment tools and the

use of assessments to meet agency specific needs in hiring (e.g., assessing students and recent

grads).

Training and Developing Project Managers

Credentials and Academic Degrees

Agencies may establish career development programs in which employees can move through a

series of increasingly more responsible project management assignments. Sometimes these

career programs include opportunities for rotational assignments that help broaden the

employee’s perspective. In addition, formal training (both Government-sponsored and

commercial courses) may cover aspects of project management. Individual courses may be

organized into formal programs that lead to academic degrees or that help employees become

eligible for a specific credential. In any instance, agencies need to ensure that courses and

training adhere to established procedures and guidelines, especially as the law now authorizes

agencies to fund credentials and academic degree training. Agencies are reminded that they

may pay for formal programs that lead to academic degrees only if the academic institution

is accredited by an organization approved by the U.S. Department of Education.

Credentials

The National Defense Authorization Act for Fiscal Year 2002 enacted into law changes in

chapter 57 of title 5, United States Code. Now, 5 U.S.C. 5757 provides that an agency may pay

for “(1) expenses for employees to obtain professional credentials, including expenses for

professional accreditation, State-imposed and professional licenses, and professional

certification; and (2) examinations to obtain such credentials.”

This law goes on to require that this authority “may not be exercised on behalf of any employee

occupying or seeking to qualify for appointment to any position that is excepted from the

competitive service because of the confidential, policy-determining, policy-making, or policy-

advocating character of the position.”

Academic Degree Training

The Homeland Security Act of 2002 expanded agency authority to pay for academic degree

training. Now, 5 U.S.C. 4107 provides that “An agency may select and assign an employee to

Interpretive Guidance for Project Manager Positions May 2019

U.S. Office of Personnel Management

academic degree training and may pay or reimburse the costs of academic degree training from

appropriated or other available funds if such training:

 Contributes significantly to (A) meeting an identified agency training need; (B) resolving

an identified agency staffing problem; or (C) accomplishing goals in the strategic plan of

the agency;

 Is part of a planned, systemic, and coordinated agency employee development program

linked to accomplishing the strategic goals of the agency; and

 Is accredited and is provided by a college or university that is accredited by a nationally

recognized body.

The new 5 U.S.C. 4107 goes on to require that the agency:

 Consistent with the merit system principles set forth in paragraphs (2) and (7) of section

2301(b), take into consideration the need to (A) maintain a balanced workforce in which

women, members of racial and ethnic minority groups, and persons with disabilities are

appropriately represented in Government service; and (B) provide employees effective

education and training to improve organizational and individual performance;

 Assure that the training is not for the sole purpose of providing an employee an

opportunity to obtain an academic degree or qualify for appointment to a particular

position for which the academic degree is a basic requirement;

 Assure that no authority under this subsection is exercised on behalf of any employee

occupying or seeking to qualify for (A) a noncareer appointment in the Senior Executive

Service; or (B) appointment to any position that is excepted from the competitive service

because of its confidential policy-determining, policy-making, or policy-advocating

character; and

 To the greatest extent practicable, facilitate the use of online degree training.

Further Guidance

This guidance will help you classify and fill project manager positions, as well as develop project

managers. If you have questions about this guide, contact the appropriate OPM office as

follows:

 Classification/Qualifications Policy – [email protected]

 Assessment Policy – [email protected]

 Employment or staffing issues – [email protected]

 Pay and Leave Policy – [email protected]

 Training and employee development topics – [email protected]