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3S371 Vol 4 2011
3S371 Manpower Self-Test Volume 4 (2011)
| Question | Answer |
|---|---|
| As a result of the GPRA, what is the basis for judging federal programs? | Program will be judged on whether or not their ideas and approaches produce real tangible results for the taxpayer’s dollar. |
| What documents does the GPRA require agencies to submit to improve internal management of the federal government? | Strategic plans, Performance plans, and Performance reports. |
| What are the two key fundamentals to the success of the GPRA? | Accountability and flexibility. |
| What system complies with the GPRA and DOD requirements and provides linkage between the SAF Acquisition System and the Air Force requirements system? | Air Force Planning System. |
| What is imperative for identification of operational requirements, development of the POM, and acquisition of systems? | Planning. |
| What presents the guiding principles of our Air Force? | Air Force Doctrine. |
| What is the purpose of the Air Force Strategic Plan? | To support Air Force Doctrine and implement the Vision, to outline activities to sustain Air Force core competencies, and to provide guidance for modernization planning. |
| What structure does not supplement the functional staff, but instead enhances it? | Air Force Corporate Structure. |
| What is the primary purpose of the Air Force panel within the Air Force Corporate Structure (AFCS)? | To support the resource allocation program. |
| What level is the final AFCS body and makes recommendations to the CSAF and SECDEF? | The Air Force Council. |
| What are the major elements of a strategic plan? | Mission, vision, goals, objectives, and action plans. |
| What is aimed at enhancing the performance of near-term measurable tasks? | Performance planning. |
| What are the components of the performance management process? | Goals, priorities, PMs, standards/targets, and task assurance. |
| What is developed to stretch a unit’s performance, or to indicate a phased program completion or standard? | Target. |
| Define a performance measure. | A PM is a Quantitative measure to indicate the level of mission performance. |
| When should PMs be developed or reviewed? | During performance planning. |
| What should PMS reflect? | Key processes of task performance. |
| How often must units review PMs? | When necessary and at least during the annual performance plan review. |
| What are the four phases for developing performance plans? | (1) Initiation, (2) Mission analysis, (3) Plan development, (4) Finalize and deploy. |
| When will the team build a timeline for a performance plan? | When the situational analysis is completed. |
| What type of data do you collect when developing a performance plan? | Data collection may include customers, other personnel or groups affected. Current plans, inspection reports, financial plans, and o-plans can be used. Current MAJCOM/ wing goals, PMs, standards, and targets will be used. |
| What phase of performance plan development involves establishing, reviewing, and validating measurable tasks and PMs? | Phase II—Mission analysis. |
| What helps identify unit strengths and areas for improvement? | Task assurance. |
| The unit identifies necessary fixes and develops action items for what type of task performance? | Below standard performance. |
| What is the ultimate goal of organizational performance? | Mission accomplishment. |
| What are the five fronts to consider during process improvement effort? | (1) Organization/people, (2) Technology, (3) Policies, legislation, and regulations, (4) Physical infrastructure, and (5) Process. |
| Which of the five fronts is the crucial enabling factor allowing compression of cycle/lead time? | Technology. |
| What are the three ranges that divide the spectrum of performance improvement to represent the increasing levels of scope and mission impact for improvement projects? | (1) Micro, (2) Mid-level, (3) Macro. |
| Which of the three ranges in the spectrum of performance improvement scope typically have a significant impact on the mission, but the scope of the improvement may be restricted to a function or department? | Mid-level. |
| What two questions should be articulated early in the improvement process and is critical to obtaining buy in and momentum, no matter what the project? | (1) What will it get me if I change?, (2) What will it cost me if I do not change? |
| What occurs as the scope of the improvement effort progresses from smaller to larger? | Communication, coordination, level of effort, and often, time and project costs also increase. |
| What MEP process can a commander or functional manager request to help solve an existing or potential problem or get general information or advice about manpower management issues? | Consultant services. |
| During a consultant study, who forms a study partnership and cooperate in all special study activities to include study planning, data collection, analysis, and implementation? | The management engineer (ME) and the client. |
| What must the ME evaluate before agreeing to accomplish a consultant study of the function? | Study feasibility. |
| For a consultant study, what action does the ME take when the consultant believes the sole purpose is to justify predetermined manpower increases or decreases? | Do not accomplish a study. |
| For a consultant study, what forms the basis for mutual responsibilities and potential follow-on study activities? | Consultant study contract. |
| What is used to solve information and paper flow problems? | Systems and procedures analysis. |
| What is created to aid comprehension of a general activity and its components? | System diagram. |
| What gives a quick, accurate, and comprehensive picture of the total activity? | Procedure chart. |
| What is used to evaluate specific steps and find each individual’s contribution to the work center activity? | Work distribution analysis. |
| What is used to improve production, ease physical exertion, and shorten distances of travel for material and personnel? | Layout analysis. |
| What shows a picture of the sequence of all operations, transportation, delays, inspections, and storage of a work procedure? | Flow process charting. |
| What steps are involved in a properly executed layout analysis process? | Familiarization, Observation and data collection, Analyze results and develop proposed layout, Proposed plan implementation. |
| What technique is specifically designed to give, in symbol format, the type of work found in an administrative environment? | Procedure chart. |
| What technique is a good tool to check and compare present and proposed procedures during study familiarization and consultant studies? | Work distribution. |
| What agency performs as the oversight of the IDEA Program? | HQ USAF/A1M. |
| What agency manages the IDEA Program Management System (IPDS)? | AFMA. |
| What agency conducts training for Unit Point of Contacts (POCs), evaluators, supervisors, and submitters on IDEA Program policy and procedures? | Base IDEA Program Office. |
| Who or what agency ensures the Base IDEA Program Offices administer the IDEA Program? | Installation Commanders. |
| Who ensures approved ideas are promptly recognized? | Unit Commanders. |
| Who encourages employees to participate in the IDEA Program? | Reporting Official or Supervisor. |
| Who acknowledges receipt of idea within one working day? | Evaluator. |
| What is the IPDS used for? | Using IPDS, IDEAs can be submitted, evaluated, and individuals recognized for their IDEAs. |
| How is a reporting official or supervisor notified that an idea has been submitted by a subordinate and is pending their action? | Via electronic mail. |
| Who is responsible for basic unit-level system administration? | Unit POCs. |
| When are ideas transferred to the IDEA pool? | Upon final approval. |
| Who may submit an idea? | Any individual, team, or group. |
| Who determines if an idea is eligible? | The reporting official or supervisor. |
| What reasons would make an idea ineligible? | vague, incomplete, deals with generalities/opinions. personal complaint/criticism. Proposes stock-listed item be used for its intended purpose. It requires a study. Recommends enforcement of existing law, regulation, directive, or instruction. |
| An idea submission must include what information? | Be titled and written to allow effective search of the IDEA Pool; present method; proposed method; include expected benefits. |
| Separate improvement process (SIP) ideas are submitted as what? | They are submitted as confirmatory or after-the-fact. |
| How long does a submitter retain “ownership” for an idea after the date of approval or disapproval? | One year. |
| Who should make every attempt to identify tangible savings? | The evaluator. |
| How long is the authorized delay for evaluation of an idea when the evaluator is on TDY? | five days. |
| How long does the second-level evaluator have to complete all actions associated with evaluating the idea? | Ten workdays. |
| What are the two types of tangible savings? | Cost avoidance, Hard savings. |
| Where do the funds come from for paying and IDEA award? | All awards will be funded from Operations and Maintenance funds at the base where the submitter was assigned when the IDEA was submitted. |
| What is the maximum award for one idea? | $10,000. |
| How much is the award amount for an idea that is determined to be outside the submitter’s job responsibilities and the benefits are intangible? | $200. |
| What is the monetary award percentage for an idea that is determined to be inside the submitter’s job responsibilities and the savings are tangible and greater than $20,000? | Three percent of the estimated first year savings. |
| What agency is responsible for funding an award that exceeds $200 when the idea is adopted by a DOD component or federal agency outside the Air Force? | The adopting agency is responsible for funding the entire amount. |
| What annual award recognizes the most outstanding Air Force innovator (individual or group) who contributed to continual performance improvement through the IDEA Program? | Air Force Exceptional Innovator Award. |
| What report includes the percentage of ideas submitted? | Submission Rate. |
| What report compares tangible savings to the total dollars awarded? | Rate of Return. |
| Should IDEA Program publicity be scheduled to coincide with other base-wide special events? | Yes. |
| What are the two PECI programs? | Productivity Investment Fund (PIF) and Fast Payback Capital Investment Program (FASCAP). |
| Define amortization period. | The number of months or years required for cumulative savings to have the same value as the investment. |
| What agency serves as the focal point for productivity matters at all levels? | HQ USAF/A1M. |
| What agency provides technical advice to command PECI analysts? | MAJCOM PECI Analyst. |
| Who helps officers develop PECI projects and prepare project reports? | Base PECI analyst. |
| In the PECI Program, what do total investment costs include? | Includes PECI funds for acquisition, transportation, installation, on-time incidental cost, and command funds used. |
| What must the savings be that the project officer uses to amortize the project’s investment cost? | Savings must be historically trackable reductions (hard savings) in manpower or O&S costs the investment has produced. |
| Who is responsible for identifying and reporting PECI project funding requirements and offsets? | The MAJCOM PECI analyst. |
| Who maintains an auditable project file (paper or automated)? | Nine PECI analysts and project officers. |
| What is the maximum dollar amount available for a single FASCAP project? | $250,000. |
| Who is responsible for overseeing a FASCAP project? | Project officer appointed by submitting organization. |
| What action does the base PECI analyst take if the price of the equipment has increased since the project officer submitted the FASCAP project? | Sends a written request for more funds to the MAJCOM PECI analyst. |
| What changes must be updated in PECI PDS by the base or MAJCOM PECI analyst? | Funding Changes. |
| What is the minimum investment amount required for a PIF project? | Over $250,000. |
| Within what time limit must a PIF project use to amortize the cost of investment? | Four years. |
| Where do HQ USAF activities submit PIF project initiates at the HQ level? | Directly to the HQ USAF/A1MR. |
| Who approves and disapproves PIF projects? | HQ USAF PECI manager. |
| What are the five PIF project limitations that must not occur? | (1) Add equipment, (2) Change the project scope, (3) Increase the cost, (4) Lengthen the amortization period, and (5) Decrease the IRR, ROI, or manpower savings. |
| What action is taken when costs increase and will not allow amortization of all costs within four years? | The organizations submitting the project must return the funds through regular budget channel to HQ USAF. |
| What award does the individual or small group selected for the Air Force Productivity Excellence Award qualify the selectees for? | Secretary of Defense Productivity Excellence Award. |
| What are the five criteria for the Air Force Productivity Excellence Award? | (1) Initiative, (2) Innovation and creativity, (3) Applicability, (4) Previous Recognition, (5) Tangible savings benefit. |
| Up to how many winners will the panel of judges select based on the award criteria for the Air Force Productivity Excellence Award? | Ten. |
| What does the Chief of Staff Team Excellence Award recognize? | Recognizes outstanding team performance and shares best practices within the Air Force. |
| How many applications for the CSTEA can each MAJCOM submit? | Two. |
| What are the three sections for the CSTEA award criteria? | (1) Process,(2) Impact and Results,(3) Sustainment and Standardization. |
| How many general officers/executives will serve as judges? | Five. |
| Who evaluates all command-nominated team improvements for possible selection and validation as a best practice? | CSTEA judges. |
| What does the President’s Quality Award Program recognize? | The President’s Quality Award Program recognizes federal organizations based on performance and results of an organization in relationship to the President’s management agenda. |
| What are the five governmental wide management initiatives? | (1) Strategic Management of Human Capital,(2) Competitive sourcing, (3) Improved financial performance, (4) Expanded electronic government, (5) Budget and performance integration. |
Created by:
charles.barnes
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