The importance of a logical progression of training

THE PENTAGON, DC, UNITED STATES

09.03.2015

Courtesy Story

U.S. Army Career Program 26

By Brittany Armstrong

**Editors Note** Brittany Armstrong joined the Army as a Healthcare Specialist (68W) shortly after receiving her BS in Political Science. Brittany served several years, stationed in Fort Carson, Colorado with 2BCT 4ID. Brittany was hired as a CP26 intern in September 2013 as a member of the CP26 Proponency Office staff. She also has a MS in Political Science and a Masters in Strategic Public Relations from the George Washington University School of Political Management.

As a CP26 Intern, I feel very fortunate to have been provided a Master Intern Training Plan (MITP) that outlines several opportunities for training and skill-set development via residence and online courses, on-the-job training (OJT), and rotations. Though the courses are rated as Priority 1-3, the rotations are up to the intern to make our own based on our experiences with OJT and courses taken to date. As the start of my second year approached, I knew that my rotations would be my opportunity to apply what I had learned in various courses while capitalizing on my location in the National Capital Region and the multitude of organizations I had to choose from for these rotations. I knew I had to think strategically when searching for opportunities and to attempt to schedule the rotations in such a way that benefited not only my education and skill-set development, but the organizations that followed as hosts as well. Knowing that I was not guaranteed a rotation with any particular organization, I explained why I wanted to go to certain organizations to my supervisors and potential rotational supervisors so that they could make their decision to approve and host me based on joint expectations. I made sure that each choice for a rotation was well thought out as these would be the places that I would apply the multitude of training I had received thus far.

Given my position in the CP26 Proponency Office, I realized that not working with the various systems associated with manpower and force management everyday was a potential disadvantage that I had prior to going on any rotation. Because of this, I elected to familiarize myself with the systems utilized by the CP26 community as much as possible with a rotation at the U.S. Army’s Force Management Support Agency (USAFMSA). Having an understanding of the theories and techniques used in CP26, I was ready to learn how it was all applied. USAFMSA applications (FMSWeb, FMSTDA) are used across the Army so it made sense to me that I should become familiar with these applications prior to attempting to use them during subsequent rotations. What better way to learn about FMSWeb than from subject matter experts (SME) such as Raquel Smith (FMSWeb Help Desk), and Norbert Gardepe (FMSTDA)? Because they helped to build the systems, they were able to tell me why certain functions exist and what the overall goal of the system is in the years to come. I was also able to meet with various programmers that showed me how they are constantly working to better the systems not only for employees at USAFMSA, but for users across the Army as well. I completed my rotation knowing that I had learned a great deal of information about these systems, knowing that I still have a lot to learn and confidence that I would be able to apply what I had learned in my following rotations.

My next rotation was with the U.S. Army’s Manpower Analysis Agency (USAMAA). Prior to scheduling this rotation, I asked my USAMAA point of contact, Brian Fiore, for a timeline of projects working at USAMAA that I might be able to jump into as either an observer or by getting my hands dirty and actually working. Mr. Fiore mentioned an upcoming Headquarters, Installation Management Command (HQ IMCOM) study that would be beneficial for me as an intern to see in its beginning stages. During my first week at USAMAA, I was able to jump into work as I was given tasks that assumed I had a working knowledge of FMSWeb and that also capitalized on the Operations Research Systems Analysis Familiarization Course (ORSA-FAM) I had completed immediately prior to the start of the USAMAA rotation. Without my USAFMSA rotation, I would have spent time at USAMAA familiarizing myself with the functions of USAFMSA. However, because I elected to schedule the USAMAA rotation after USAFMSA, I was able to immediately get to work pulling data from FMSWeb and sorting through it for my supervisors at USAMAA. I was also afforded the opportunity to work on model verification for the HQ IMCOM study, which was a wonderful way to apply what I learned in not only the ORSA-FAM course, but also the Defense Resources Managers Course, and the Manpower and Force Management Course.

Because USAMAA was conducting an HQ IMCOM study, I contacted the G8, Manpower Division at HQ IMCOM and asked about a rotation with them to capitalize on what I learned while at USAMAA. To my delight, I was accepted for a rotation and went to Joint Base San Antonio, San Antonio, Texas for what turned out to be a fantastic experience. In addition to watching Schedule 8 builds, working on crosswalks, and learning about Competitive Analysis and the CME Accountability Branch, I was also able to sit in on meetings and review process sheets and models being used for the study with USAMAA. I was thrilled to sit in on in-process reviews alongside HQ IMCOM staff with USAMAA employees that hosted me just a short time before. This was a unique opportunity to see how two organizations work on the same manpower study. I was very aware that had I not began my rotations with USAFMSA, that I may not have progressed to being exposed to the HQ IMCOM study at USAMAA, and I may not have been invited to or even understood the depth of work being done at HQ IMCOM.

The order of my rotations was especially important, as I wanted one to flow into the other as much as possible. I approached the scheduling of my rotations as an opportunity to take advantage of my position as a “floating employee” for the duration of these rotations. I found that as I made my way through each of these organizations, I could go back to various people I had met during my previous rotations and ask questions and/or for clarification on my experiences with them. It is now very apparent that each organization depends on the next and understanding the functions at the different agencies and levels of the Army is important for forward momentum, depth of understanding, and cohesive working relationships. I doubt that I would have had the same intensely positive experience with each organization had I not scheduled them with the understanding that they most flow in a logical manner, one to the next.

Though I attempted to schedule courses on the MITP with the logical progression of training in mind, it was with my rotations that I was able to fully apply this concept. As I continue as a CP26 careerist after the completion of the intern program in October 2015, I will keep the logical progression of training at the forefront of my mind as I seek further training opportunities by way of courses and development assignments. I have sincere appreciation to each employee I met at USAFMSA, USAMAA and HQ IMCOM that enabled me to get the most out of each experience while considering how each of their processes fits into the world of CP26, and their willingness and ability to play a part in shaping my skill-sets. Asking “why” I wanted a particular rotation was the best thing I did in preparing to contact these organizations and asking them to host a rotation for me because it forced me to fully understand what each organization’s role is in CP26 and the Army.

• Date Taken: 09.03.2015
• Date Posted: 09.04.2015 10:47
• Story ID: 175288
• Location: THE PENTAGON, DC, US