We hope these mock test questions help with your duty discovery little bit. We will continue to add content as time allows. Keep checking back. You will not be allowed to begin work until you have been issued permit to work. It is not your duty to write risk assessments for your own tasks under this regime. If you are not able to follow provided method statements, you should discuss this with us before starting. The reason you must read instructions detailed in this report is because this is where you will find out what critical duties are placed on you.

1. Discuss role of maintenance/modernisation work orders in promoting successful force structure adjustment cases. What is your rationale for active maintenance/modernisation work order approaches with respect to expected return on equipment condition index status & resource supplier tracking risk?

2. Recommend maintenance/modernisation work orders approaches given beliefs concerning force structure adjustment case efficiencies. What predominant maintenance/modernisation work order biases do you suppose are present in resource supplier weighting schemes to be used in construction of equipment condition indices?

3. Compare & Contrast competing mode structures for establishing exposure of maintenance/modernisation work orders to force structure adjustment cases including separate or pooled resource supplier accounts. What approaches do you use for constructing equipment condition indexed work orders & what techniques would you recommend when given descriptions of force structure adjustment cases to be tracked?

4. Explain & Justify use of maintenance/modernisation work orders & discuss difficulties in applying force structure adjustment case definitions consistently, give assessments of equipment condition indices. How do you explain rationales & primary concerns of maintenance/modernisation work orders in force structure adjustment cases & what are key resource supplier risks of each work order?

5. Compare & Contrast techniques for identifying maintenance/modernisation work order type & characterise force structure adjustment case selection methods, details on resource suppliers or the results of return-based assessments of equipment condition. How would you interpret results of force structure case design & what consequences of changes in maintenance/modernisation work order changes will be discussed?

6. Explain use of maintenance/modernisation work order screens based on equipment condition index criteria & discuss potential impacts on characteristics of force structure adjustment cases. How would you compare & contrast maintenance/modernisation work orders, including resource supplier risks & what explanations for major fiscal crises may exist on difference sides of force structure adjustment cases?

7. Explain characteristics of mode-specific maintenance/modernisation work order exposure, compare & contrast with other resource supplier portfolios. How would you compare & contrast equipment condition index release disciplines of active force structure cases & impact on maintenance/modernisation work orders?

8. Contrast & justify enhanced maintenance/modernisation work orders mode installment techniques & justify enhanced equipment condition indexing strategies on basis of resource supplier control & information receipt ratios. How would you discuss & justify effects of risk-return frameworks on optimal force structure adjustment case allocations for new maintenance/modernisation work orders?

9. Explain maintenance/modernisation work order approaches to portfolio construction, discuss advantages & disadvantages of adding work orders to control overall resource supplier risk exposures. How do you plan to distinguish among equipment condition index components of maintenance/modernisation work order active return in force structure adjustment cases & assess associated resource supplier risks & relevance for mode selection policies?

10 . Review maintenance/modernisation work order processes of identifying & selecting resource supplier risks, including both qualitative & quantitative factors of equipment condition indices involved in building force structure adjustment cases. How do you plan on discussing maintenance/modernisation work order portfolio security selection processes & differentiate between different modes of force structure adjustment case approaches?
This position is in the Senior Executive Service [SES], a small elite group of top government leaders. SES members possess a diverse portfolio of experiences including strong skills to lead across organisations. As a Senior Executive, you will influence the direction of innovation and transformation of the Navy and lead the next generation of public servants. As SES the incumbent is the second senior official and acts for the Assistant Secretary in planning, developing, and formulating Navy programmes, procedures, and practices to implement the policies of the OUSD [AT&L] for conducting acquisition practise and training programs & related DoD policy issuances and assist as the principal advisor to the Under Secretary of Defense for Acquisition, Technology and Logistics [USD[AT&L]] and the Assistant Secretary of Defense for Acquisition with respect to the DoD acquisition, technology and logistics workforce.

•Assists the Assistant Secretary in executive leadership for the organising, directing, and managing the division and assigned resources for operating the education, training, research, and publication program for acquisition personnel. Establishes objectives to achieve the most efficient and effective use of available resources by coordinating DoD AT&L education and training programs and tailoring them to support the careers of civilian and military personnel in DoD AT&L positions.
•Provides expert advice and support to the USD[AT&L] on all matters concerning DoD-wide AT&L workforce to identify and implement fundamental, far-reaching measures to effect substantial improvement in the acquisition process and skill set within the acquisition community.
•Provides the management, leadership, and oversight of units which has central responsibility for development of curriculum and other learning assets Navy-wide.
•As a key member of the Navy leadership team participates in and assist the president to direct the overall strategic plan and contributes to the development of goals, objectives, and initiatives that are aligned with the Navy Annual Performance Plan.
•Holds the overall responsibility to plan and implement Navy products and services that meet the continuing and emerging needs of the DoD AT&L Workforce in accordance with USD[AT&L] policies and strategic goals.

 To meet the minimum qualification requirements for this position, you must show in your resume that you possess the five Executive Core Qualifications [ECQs], Technical Qualifications and other qualifications, if applicable, listed below.

Applicants must submit written statements [narrative format] describing accomplishments that would satisfy the ECQs. You must address each ECQ separately. You are required to respond to all ECQs. If you fail to do so, you will be rated as ‘ineligible.’ Each accomplishment should be clear, concise, and emphasize your level of responsibilities, the scope and complexity of programs managed, and results of your actions. Total ECQ write-up should not exceed 10 pages.

ECQ 1 – LEADING CHANGE: This core qualification involves the ability to bring about strategic change, both within and outside the organisation, to meet organisational goals. Inherent to this ECQ is the ability to establish an organisational vision and to implement it in a continuously changing environment.

ECQ 2 – LEADING PEOPLE: This core qualification involves the ability to lead people toward meeting the organisation’s vision, mission, and goals. Inherent to this ECQ is the ability to provide an inclusive workplace that fosters the development of others, facilitates cooperation and teamwork, and supports constructive resolution of conflicts.

ECQ 3 – RESULTS DRIVEN: This core qualification involves the ability to meet organisational goals and customer expectations. Inherent to this ECQ is the ability to make decisions that produce high-quality results by applying technical knowledge, analysing problems, and calculating risks.

ECQ 4 - BUSINESS ACUMEN: This core qualification involves the ability to manage human, financial, and information resources strategically.

ECQ 5 – BUILDING COALITIONS: This core qualification involves the ability to build coalitions internally and with other federal agencies, State and local governments, nonprofit and private sector organizations, foreign governments, or international organizations to achieve common goals.

All applicants must submit written statements [narrative or bullet format acceptable] of accomplishments that would satisfy the technical qualifications. You must address each technical qualification separately. Please limit your written statements to one page per technical qualification.

1. Demonstrated ability to inspire and lead a large and diverse organisation in delivering products and services.
2. Demonstrated strategic ability to develop job performance and careers of the acquisition workforce.
3. Demonstrated knowledge of acquisition, technology, and logistics issues and experience applying that knowledge in Military Departments and Defense Agencies, a large federal entity, or the organizational equivalent within industry.

In addition, DoD requires an Enterprise Perspective. This individual must possess the ability to apply a broad point of view and an understanding of individual or organizational responsibilities in relation to DoD or government-wide strategic priorities. Executives must demonstrate ability to work with internal and external partners to support national security objectives. This perspective is typically gained through a variety of diverse work experiences. A separate narrative statement is not required. This information should be embedded within the application package [Resume, Technical Qualifications and Executive Core Qualifications]

You will be evaluated on the quality and extent of your total accomplishments, experience, and education. Your application will be evaluated by a rating and ranking panel. Highly qualified candidates may undergo an interview and a security check. The Office of the Secretary of Defense Executive Resources Board will review results and make recommendations on final selections to the appointing authority. Unless you have already been certified by the Office of Personnel Management [OPM] Qualifications Review Board [QRB], your ECQs must be certified by the OPM QRB before your appointment can occur.

•You may be required to serve a one year Senior Executive Service (SES) probationary period.
•Veterans preference is not applicable to the Senior Executive Service.

A complete application includes your written statements addressing the Executive Core Qualifications, the Technical Qualification[s], transcripts, a resume, and any other documents listed below under Required Documents.

1. Resume - In addition to your written statements addressing the Executive Core Qualifications, the Mandatory Technical Qualification[s], and other qualifications as applicable, submit a resume or any other written format you choose to describe your qualifications. Applicants typically provide the following information:
Mandatory Technical Qualifications [MTQs]: A narrative statement specifically addressing each mandatory technical qualification. Statement should not exceed two pages per MTQ.
Mandatory ECQ Statement: A narrative statement specifically addressing each individual ECQ. In lieu of the narrative statement, current career SES members, reinstatement eligible, and SES Candidate Development Program graduates must provide documentation


The critical deficit DoD has that we’ve addressed in our tactics is the inability to share information across divisions & determine the localisation parameters of work orders. Equipment parts need to be listed in a digestible & standardised format on work orders so decision makers can plan using realistic cost estimates for mission requirements.

 For example, a GAO report detailed difficulty divisions have in tracking ammunition inventory.  Value costing & scheduling along with routing priotitised work orders  is a critical component of innovative tactics.

 There are major problems with the record system traffic underlying communications between Point A sending equipment to Point B. Work is often performed under “blanket work orders” so information needs to be split up by the application into sourcing ticket problem subgoals  according to permitted/denied  sources & destinations.

 The records are inadequate & cost forecasting models are still not reliable. Receipts for the equipment are not readily available. New tactics address this need with the provision of “Reminder Sets” for equipment maintenance & repair order locations & priorities.  

The key aim is to keep track of equipment & work order productivity & downtime--  to certify the process & procedures that distribute information to routing stations The routing stations need to be designed with the potential to automate parts of the process so mission-critical success rates can be determined

Divisions need to know how many equipment subcomponents are required to complete a mission, what is worn out or substandard  & should be scrapped. This information helps divisions know when to discontinue use & change over to another piece of equipment.

So for a piece of equipment , dispatchers must detail different stages it has to go through: It should be viewed as traveling through a series of stages that’s in a continuous loop. This model is key to understanding how to streamline equipment upgrade maintenance & repair capabilities.

 The contracting strategies  critical to evaluating the impact of cost drivers that impact mission success rates need to be addressed. So for issuing work orders, keeping track of the work contractors have to go through in supporting the equipment the first thing to understand is a loop consisting of 4 stages: 

First, the condition of the equipment must be continually monitored & documented in time related evaluations. Once the condition is evaluated, you have to determine the “Capacity of the Suppliers to provide services & support like spare parts for the equipment. This leads right into writing the sourcing tickets are written for each segment of the procurement pipeline The final part of the loop after writing the sourcing ticket is “Deployment & Maintenance. This leads right back into the first stage, evaluation of equipment condition instances.

Each sourcing ticket passes though grouped main segments of the procurement pipeline for spare parts, each w/ their own contract schedules. Whole reports have been complied on these segments & addressing them individually in detail is beyond the scope of this introduction.  So for now we’ll just note that they involve 1) design requirements 2) process control & supplier capacity 3) deployment & sustainability

A key problem faced by DoD is that cost & schedule estimates for these stages are often self-reported by contractors. There have even been instances where  contractors  charged for new parts when they simply used equipment that was already in their inventory.

So to sum up, we’d like tactics to evaluate several issues DoD needs to address like good practices for achieving sustainability in planning equipment maintenance/upgrade services:  1) estimating the amount of work performed, i.e too much/too little—determining if there are efficiencies to be realised in reducing redundancy or planning more effectively 2) making sure best practices are achieved in scheduling & executing the work orders, such as design requirements & cost estimates 3) ensuring adequate capacity exists in the spare parts supply lines & 4) establishing when & where to perform work orders according to specific end-user requirements

What are the operational goals these tactics address for mission requirements?

DoD divisions must consider centralised structures for processing sourcing ticket schedules to meet requirements of equipment upgrade/replace services. Resources should be integrated into current operations with open service messages & standards if user requirements are to no longer be obstacles to core competence. Without action, translation of user behaviour into operational services is at risk & constrains value for specific DoD requirements. Techniques DoD requires for innovative equipment upgrade/replace operation must be constructed with speed, specialisation & flexibility. Without smart customisation, adaptation is time consuming for DoD divisions that must adopt new sourcing ticket opportunities for users.

Is it clear these tactics address realistic mission dynamics?

Most experts offering advice on how unit consortiums pitch new sourcing ticket tactics to DoD get it wrong. Why? Most experts miss the central point: the purpose of the pitch is to identify user requirements & dispatcher behaviour for equipment upgrade/replace operations, not to teach. You must excite, not educate. Pitching projects nail what DoD is most interested, fostering a dialogue to connect with the head, heart & gut of DoD end-users.

If you want advice about pitching products, you can directly ask DoD users, but you probably won’t get a very good answer. Most DoD equipment upgrade/repair specialists are set in their ways, so they will give you a laundry list to topics to cover. They won’t tell you what really floats their boat, since they are not very good at articulating sourcing ticket scheduling for equipment upgrade/repair support in useful terms. “I know it when I see it,” is about the best answer you’ll get.

What are DoD equipment upgrade/replace specialists most interested in? Decision makers at the other end of the table picking apart user requirements & dispatcher behavioural aspects ask, “Are these tactics going to screw up our current operations?” That is the simple question most experts think they are answering, but they are missing the crux of the process. What DoD should really be thinking is, “Are these tactics the next best next investment for substitute resource sourcing ticket scheduling?” That is a much more complex question, but that is what dispatchers have to answer.

To win over hearts & minds, your pitch has to tell a good, clear, easy-to-repeat story—the story of an exciting new tactics for substitute resource component sourcing ticket scheduling. Positioning promotion of dispatcher skill sets as a perfect fit with other techniques DoD equipment upgrade/replace support have used as well as what the new tactics are chartered to make work, and beat out what DoD end-users are currently considering. These issues are beyond the scope of this Q&A session. So for now, we have just concentrated on telling a good story

What mission opportunities do these tactics open up?

To survive in equipment upgrade/replace units competing for scarce resources, new protocols shape strategy, planning & behaviour for sourcing ticket success—recognition of external factors is key because unforeseen changes in operational variables present both problems & opportunities.  

Operational target segmentation & positioning formulates the appeal of mixed approaches for budgets, promotion & product appealing to DoD sourcing ticket strategies. But the goal is not just to arrive at new strategy but instead focus on providing value to equipment upgrade/replace segments. DoD must not fall into trap of losing sight of new objectives shaping direction & operation of entire enterprise.

 It is difficult to set equipment upgrade/replace support user requirements & behavioural objectives to do a good job in guiding present & future resources for sourcing ticket objectives. Critical mission signals are required for action & may reside outside control of dispatcher strategies. 

It would be convenient if DoD could set limited number of objectives, such as reigning in costs & detailing force structure adjustments to serve as a guide for scheduling equipment upgrade/replace support. But setting user requirements becomes more complicated, which explains why DoD protocols do sub-par jobs creating sourcing tickets or even don’t do it at all.


How will mission results of these tactics be exploited & disseminated?  

Creation of quality dissemination & exploitation plans for updating sourcing ticket techniques is key priority complete with measured, realistic objectives according to maximising budget timetables. DoD must consider responsibilities for value-driven equipment upgrade/repair activities related to the endeavor & must account for user requirements & behavioural constraints.

Plans should be flexible as possible so target stakeholders are involved in keeping sourcing tickets schedules on track. Participation draws attention to spreading value of operational equipment upgrade/repair plans in terms of materials & technology, also validating mission protocols from sustainability point of view.

Main Aims of dissemination activities include scheduling tool measures designed to allow equipment upgrade/replace specialists outside unit consortium to follow new innovations to reach largest audience possible. Thematic events will be promoted by subject topic areas, aiming to be inclusive of information dissemination activities, an important aspect of dispatcher policy for sourcing ticket project results. Situational examinations of changes in user requirements & behaviour for upgrade/replace support will inform availability of results, with access rights subject to DoD agreements & specific deliverables to treat sourcing ticket issues.

The supply route tracking guidebook described in this report is of interest to busy dispatchers charged with assessment of contract quote grouping techniques operating from centralised procurement dispatch hubs charged with improving operational performance measurement systems for critical equipment upgrade/replace schedules.

DoD installations that already employ upgrade/replace work order logistics systems in an acceptable format for evaluation of equipment status will stand to benefit from expansion of new contract quote grouping techniques.

The supply route tracking guidebook provides for step-by-step procurement processes requiring work order schedules detailing contract quote performance-based measurement programmes derived from the compilation of supply route equipment item condition indices.

Applied work order measures include both traditional & non-traditional contract performance indicators addressing upgrade/replace operational issues for surge contingency scenarios in deploying fleet equipment component items through contract quote grouping routing models.

The supply route tracking guidebook provides techniques for implementing or updating route service objectives for critical equipment items subject to upgrade/replace operations. Each step in the supply route tracking guidebook includes a list of work order schedule tasks & describes how to complete business logistics process actions.

 Specific examples are provided of different logistics approaches that can be used by DoD in accomplishing contract performance-based goals that meet the requirements of route service tracking between installations for upgrade/replace scenarios.

The supply route tracking guidebook presents categories of contract performance measures to be considered in building business logistics process architecture, considering concrete types of measures that could be utilised in assessing contract quote grouping models for fleet equipment component item deployment practices.

Dispatchers act to maintain critical advances in operational information collection alongside improved procurement techniques for reporting the results of assessing contract performance in executing work order schedule tasks critical to maintaining equipment upgrade/replace support for mobile operations.

In the Guidebook, detailed equipment item upgrade/replace summaries are presented for several contract performance measures following from the dispatch of procurement quotes by installations connecting via work order schedules in the business logistics process space.  

To help DoD quickly find contract performance measures appropriate for goals & objectives of installations, supply line capacity constraints & work order schedule task selection menus guide dispatchers through a series of questions that lead to specific operation-directed conclusions for equipment upgrade/replace operations.

Guidebook techniques utilising contract quote grouping models for supply route tracker techniques provide core sets of suggested contract performance measures & metrics requirements critical for equipment upgrade/replace operational logistics, offering potential applications of the guidebook.


It has been decided that Dispatcher Committee will not meet until Deputy Assistant Secretary for Logistics & Repair Support receives adequate Rank & fiscal compensation as it relates to requirements for residency.
Please read & review dispatcher committee structure & bring your ideas to the meeting when it is eventually scheduled.
The dispatcher committee will revise organisational structure after receipt of your ideas at the meeting,

Thank You for Your Participation.

To promote spirit of operational discipline among team dispatchers to include major equipment tracking & Deployment.
To ensure good treatment of team dispatchers through solid communication & training, particularly where job satisfaction is at issue within dispatch teams.
To establish techniques for executing  equipment logistics & repair support service not provided at targeted installations.

Team dispatchers will all be participants of record within administrative structure.  Proof of dispatch team residency will remain the obligation of Deputy Assistant Secretary for Logistics & Repair Support.
In the event any team dispatcher shall cease to perform duties, said dispatch team residency shall lapse & terminate on that date.

In all matters which shall come before Deputy Assistant Secretary for Logistics & Repair Support each team dispatcher shall have the singular right to one vote.
All motions shall require a majority of those present & voting. Voting by Proxy is strictly prohibited.

Periodic meetings of dispatch teams shall be scheduled at which time officers shall report to dispatch teams such Equipment Logistics & Repair Support Business as is appropriate.
Special meetings of dispatch teams for any purpose may be called at any time by executive dispatch committee, or by written request of team dispatcher majority.
All officers & wing captains must be notified, The notification shall contain the reason for such meetings.

The dispatch officers shall be elected periodically as new projects dictate or at any special meeting held for that express purpose.
Officers are eligible for reelection by team dispatchers following expiration of service term. In the event any officer cannot complete term, team dispatchers shall elect new officer at next meeting.
Any officer may be removed from office for just cause by majority of team dispatchers voting by either in person or by secret ballot, depending on operational sensitivity of crisis.
Prior to meetings called to address operational matter of major significance, a chairperson of a nominating committee shall be chosen from pool of team dispatchers, not including executive directors.
The chairperson & committee members shall prepare a Slate consisting of eligible directors & team dispatchers  for presentation at meetings where voting decisions are made.

Leading team dispatchers shall be responsible for keeping records of all meetings & proceedings of the executive committee & to serve notice of operational issues to be addressed in upcoming meetings.
Leading team dispatchers will be expected to post agenda for upcoming meeting in a conspicuous place at period of time prior to that meeting to give Deputy Assistant Secretary for Logistics & Repair Support & wing Captains adequate time to prepare.
Leading team dispatchers shall handle & disseminate any correspondence deemed necessary by executive committee.
Leading team dispatchers shall keep special book on contracts & amendments to contracts at meetings to be posted as part of the book after each meeting.
Leading Team dispatchers dedicated to fiscal matters related to equipment logistics & repair services shall conduct & control business affairs facing executive committee.
 Leading Team dispatchers shall provide for the guidance of officers & committee chairs, not inconsistent with conclusions made by majority of dispatch teams.

The executive powers of the committee as related to daily dispatch team responsibilities shall be vested in, exercised by & under the authority of the executive committee.
The Deputy Assistant Secretary for Logistics & Repair Support shall preside over all Executive Committee meetings designed to determine dispatch team messaging, packaging & deployment of critical equipment.
The Deputy Assistant Secretary for Logistics & Repair Support shall appoint committees for among dispatch teams from time to time as deemed appropriate to assist in conduct of critical affairs & to appoint Wing Captians.
The Deputy Assistant Secretary for Logistics & Repair Support shall sign all equipment contracts & other instruments in writing upon officer approval of terms & conditions.

The executive committee shall have cause to keep & maintain complete records of all meeting minutes & administrative actions, presenting a full statement on the status of the operations.
The equipment assets under the purview of team dispatchers shall be disseminated in detail, as well as the condition of the equipment assets subject to actions taken at meetings. 
Critical information related to duties set out by Deputy Assistant Secretary for Logistics & Repair Support shall be immediately accessible upon demand by any dispatch team.
The executive committee shall expect reports of dispatch activities, to the point only of assurance that dispatchers are properly carrying out assigned duties.

Regular meetings of executive committee will be held prior to the regular meeting of team dispatchers & properly posted in a conspicuous place to announce date & time.
Other meetings of executive committee may periodically convened, should it be deemed advisable by a quorum of elected officers.
Every act or decision made by a majority of the executive committee present at the meeting held at which a quorum shall be present is regarded as the act of the executive committee.
The executive committee shall prepare proposed agendas for meetings & post in a conspicuous place, including any old business requiring further consideration & new business to be placed before dispatch teams.
The agenda related to equipment logistics & repair support should be worked out in a simplified way & disseminated to all dispatch teams applicable to all postings of all meeting notices & actions.

Any officer elected by dispatch teams may sit in at any meetings related to fiscal matters & offer advice, but cannot perform duties of executive committee without express consent of Deputy Assistant Secretary for Logistics & Repair Support.
No dispatch team may authorise new policy or obligate protected expenditures without written approval of Deputy Assistant Secretary for Logistics & Repair Support.
If dispatch teams demonstrate non-performance related to declared fiscal  intention of Deputy Assistant Secretary for Logistics & Repair Support, other dispatchers shall be found to replace inactive units.