ARMY AL&T
documentation and fielding, and generate forecast reports for their teams,” said Wichlacz. “Tey manage dependencies between functional program teams and supplies and consolidate this infor- mation into an integrated master schedule.”
Te Project Director for Main Battle Tank Systems used Project Server to develop a master fielding schedule that housed all of its fielding activities in one place. “Te master schedule synchro- nizes planning, fielding, training, and reset of command, control, communications, computers, intelligence, surveillance and recon- naissance across the PEO,” said Wichlacz. “Tat provides the warfighter a single interface to the field, and provides transpar- ency to mission-essential logistics, training and fielding information.”
Despite the software-oriented work she does, most of Wichlacz’s days are not spent staring at a screen. “People are often surprised how much inter- personal skills it takes to manage a web application team. Most think that you have to be highly techni- cal, but research proves interpersonal skills are twice as important as tech- nical competence in determining how successful someone will be in their career and in life,” she said. “Commu- nication, teamwork, empathy and the ability to motivate are critical skills that often are overlooked.”
as a contractor for two years, she joined the organization as an Army civilian in 2010.
She recently earned her master’s degree from the Naval Postgrad- uate School (NPS), and noted that the master’s program has been a turning point in her career. “Tis program helped me focus on problem-solving and decision-making within the acquisition envi- ronment by using case studies, team exercises and research,” she said. In a class on production and quality management, Wichlacz briefed the Lean Six Sigma Green Belt project she completed, which used the Agile software methodology to improve the soft- ware development life cycle in the Assistant PEO for Corporate Information. Te project will now be a part of the NPS curriculum as an example of the successful use of lean methodology in the workforce.
Leadership is about results. Don’t talk a good game, walk a great game.
“ ”
She noted that the biggest challenge she faces in her work is
“establishing a team that’s empowered, with people who know that their ideas are heard and valued. I overcome that by communi- cation: by encouraging open communication, by listening to the ideas and recommendations of others, and by telling my team that I trust them.”
Wichlacz’s project management experience dates back nearly 20 years, when she started working at General Motors Corp. as a scheduler and project planner in the Powertrain Division, responsible for creating and maintaining project plans. “My contribution resulted in an on-time launch and acceleration to full production in less than four months,” she said. “It was a great experience and required a lot of teamwork across the entire cross- functional program team.” Her work there caught the attention of a defense contractor supporting PEO GCS and, after working
“Te professor indicated that it was an excellent success story on how elimi- nating waste and redundancy can be efficient while cutting costs,” she said.
Her education continues with her involvement in the PEO GCS Emerging Leader Program, which matches participants with coaches from a leadership and organiza- tional development company. “It provides challenges that help stretch me to my highest potential by exam- ining habits and enhancing use of empowering language; engages me
in self-awareness and behavioral exercises; and provides devel- opmental strategies and practices. It doesn’t focus on analyzing the past, but on the actions I can take in the present to move toward my goals.”
She had this advice for newly minted acquisition professionals: Discuss career aspirations and development with a supervisor or team lead. “Be sure to take continued job training and educa- tion, as they are important for professional development,” she said, “and take advantage of developmental positions to gain new skills and become a more informed and well-rounded employee. Finally, find mentors you can trust: Tey are key to success and an important resource to help understand the organization and the way it works.”
—SUSAN L. FOLLETT
https://asc.ar my.mil
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