The Clinger-Cohen Core Competencies have been endorsed to serve as a baseline to assist government agencies in complying with Section 5125(C)(3) of the Clinger-Cohen Act. To perform effectively in each competency area below, an organization should possess the knowledge, skills and abilities in each competency.

1.0 Policy and Organizational

1.1 Department/Agency missions, organization, functions, policies, procedures
1.2 Governing laws and regulations (e.g., Clinger-Cohen, GPRA, PRA, GPEA, OMB Circular A-130 , PDD 63)
1.3 Federal government decision-making, policy making process and budget formulation and execution process
1.4 Linkages and interrelationships among Agency Heads, COO, CIO, and CFO functions
1.5 Intergovernmental programs, policies, and processes
1.6 Privacy and security
1.7 Information Management

2.1 Defining roles, skill sets, and responsibilities of Senior Officials, CIO staff and stakeholders
2.2 Methods for building federal IT management and technical staff expertise
2.3 Competency testing - standards, certification, and performance assessment
2.4 Partnership/team-building techniques
2.5 Personnel performance management techniques
2.6 Principles and practices of knowledge management
2.7 Practices which attract and retain qualified IT personnel

3.1 Techniques/models of organizational development and change
3.2 Techniques and models of process management and control
3.3 Modeling and simulation tools and methods
3.4 Quality improvement models and methods
3.5 Business process redesign/reengineering models and methods

4.1 IT baseline assessment analysis
4.2 Interdepartmental, inter-agency IT functional analysis
4.3 IT planning methodologies
4.4 Contingency planning
4.5 Monitoring and evaluation methods and techniques

5.1 GPRA and IT: Measuring the business value of IT, and customer satisfaction
5.2 Monitoring and measuring new system development: When and how to "pull the plug" on systems
5.3 Measuring IT success: practical and impractical approaches
5.4 Processes and tools for creating, administering, and analyzing survey questionnaires
5.5 Techniques for defining and selecting effective performance measures
5.6 Examples of and criteria for performance evaluation
5.7 Managing IT reviews and oversight processes

6.1 Project scope/requirements management
6.2 Project integration management
6.3 Project time/cost/performance management
6.4 Project quality management
6.5 Project risk management
6.6 Project procurement management

7.1 Best practices
7.2 Cost benefit, economic, and risk analysis
7.3 Risk management- models and methods
7.4 Weighing benefits of alternative IT investments
7.5 Capital investment analysis- models and methods
7.6 Business case analysis
7.7 Integrating performance with mission and budget process
7.8 Investment review process
7.9 Intergovernmental, Federal, State, and Local Projects

8.1 Alternative functional approaches (necessity, government, IT) analysis
8.2 Alternative acquisition models
8.3 Streamlined acquisition methodologies
8.4 Post-award IT contract management models and methods, including past performance evaluation
8.5 IT acquisition best practices

9.1 Strategic business issues & changes w/advent of E-Gov/EB/EC
9.2 Web development strategies
9.3 Industry standards and practices for communications
9.4 Channel issues (supply chains)
9.5 Dynamic pricing
9.6 Consumer/citizen information services
9.7 Social issues

10.1 Fundamental principles and best practices in IA
10.2 Threats and vulnerabilities to IT systems
10.3 Legal and policy issues for management and end users
10.4 Sources for IT security assistance
10.5 Standard operating procedures for reacting to intrusions/misuse of federal IT systems

11.1 Information technology architectures, client/server, collaborative processing, telecommunications
11.2 Emerging/developing technologies
11.3 Information delivery technology (internet, intranet, kiosks, etc.)
11.4 Software development
11.5 Data management