685 courses. 36 tracks. One standard.

How defense systems are conceived, budgeted, contracted, tested and fielded across the life cycle.

Examining contractor cost records, systems and proposals so that what the government pays is allowable, allocable and reasonable.

Estimating what a system will cost to develop, produce and operate before the money is committed.

Planning, programming, budgeting and executing the funds that pay for defense programs.

The shared business vocabulary every acquisition professional needs before specializing.

Short business-discipline modules that fill specific gaps in a financial or cost professional's toolkit.

Focused modules on the mechanics of forming, negotiating, administering and closing government contracts.

Focused modules on the engineering practices that turn a requirement into a producible, supportable system.

Using the government purchase card for small purchases within policy, approval and audit limits.

Cooperating with allied nations on armaments programs and exchanging technical information under agreement.

Focused modules on the management practices that hold an acquisition program together between milestones.

Administering contracts where the work is done on the flight line, in hangars and in the air.

Administering awarded contracts and negotiating changes, claims and settlements after signature.

Bringing engineering judgment into contract administration: technical reviews, surveillance and change analysis.

Managing a portfolio of contracts and contractors as one business relationship rather than one file at a time.

Assuring that what the contractor delivers conforms to the contract before the government accepts it.

Planning, soliciting, awarding and administering the contracts through which the government buys goods and services.

Serving as the contracting officer's eyes on contractor performance day to day.

Protecting systems, networks and supply chains from cyber threats throughout acquisition and operation.

How the department is organized, governed and resourced, and where acquisition sits inside it.

Applying systems engineering across the life cycle: requirements, architecture, integration and verification.

Leading the technical side of a program: technical baselines, reviews, risk and configuration control.

Measuring cost and schedule performance against a plan so that trouble is seen early.

Senior-leader perspective on acquisition strategy, resourcing and accountability across a portfolio.

Acquiring, constructing and sustaining the installations and infrastructure that forces depend on.

Awarding and administering grants and cooperative agreements rather than contracts.

Accounting for government property in contractors' hands from receipt to disposal.

Buying, selling and cooperating on defense capability with partner nations.

Acquiring software-intensive and information systems on a cadence that matches how technology changes.

Designing and sustaining the support a system needs to stay ready for its whole service life.

Leading a program to deliver capability on cost, on schedule and to performance.

Turning an operational need into validated, affordable and testable requirements.

Bringing small and local enterprises into the defense supply base through set-asides, outreach and subcontracting plans.

Managing research and technology programs so that promising science matures into usable capability.

Acquiring, developing and sustaining software as a continuously delivered capability rather than a one-time product.

Proving that a system works as required, in development and under operational conditions.