ENABLING NETWORK CONVERGENCE
SUITE REALIGNMENT
PEO EIS’ Ross Guckert, left, answers questions about the organizational realignment at the Technical Exchange Meeting 10 held in Philadelphia in May 2023. MilTech is focused on enhancing capabilities in the future. (Photo courtesy of PEO EIS)
and reference materials and make them available to their workforce, customers or anyone with an interest in learning. Mili- tary personnel can access and complete training courses for relevant certifications anywhere they are—all in a secure tech- nological environment. MilUniversity is especially important for talent manage- ment and is a valuable tool for the military HR community. As vacant roles need to be filled throughout DOD, HR personnel can find the talent with the skills, train- ings and certifications needed to fill the positions. Having a highly qualified staff is a vital cog in ensuring Army and DOD readiness and enables the Army to recruit, educate and retain a highly skilled work- force to support operations at the strategic, operational and tactical levels.
“MilUniversity has allowed me to imme- diately create, publish and mandate a financial management-specific course for all Army personnel that approve or certify miscellaneous payments they may be held pecuniarily viable for,” said Carlos Arguello, U.S. Army contract and commercial pay action officer at the U.S. Army Financial Management Command (USAFMCOM). “I am also in the process of creating and publishing
66 Army AL&T Magazine Fall 2023
a second course based on the success and feedback I received for the previous one. Tis tool has allowed USAFMCOM to keep nine geographically dispersed finan- cial management Army-operated offices informed of the latest policies, procedures and regulatory updates. Quick access to this information has helped achieve world- wide process standardization and overall compliance,” he added.
THE FUTURE OF MILSUITE In November 2022, the Army Unified Network Council (AUNC)—a group of representatives from across the Army commands that is responsible for stew- arding programs and mission efforts related to the Army’s unified network road map—evaluated milSuite’s capabil- ities and contributions to the network. Te AUNC, chaired by a three-star leader, determined that milSuite was a viable information-sharing solution, and its capa- bilities were subsequently validated as an emerging requirement in the program objective memorandum (POM) for fiscal years 2025 through 2029—which means milSuite will be included as part of the Army’s unified network road map. For a system that’s evolved over time to meet the defense community’s latest needs, that
is a great accomplishment, and is a trib- ute to the users of the platform and their use cases.
As POM fiscal 2025 through 2029 approaches and MilTech looks to the future, the team is focused on continu- ously improving and evolving—adding, removing and enhancing capability to complement milSuite’s existing offerings and ensure convergence with other Army enterprise offerings—all while incorporat- ing customer input and feedback.
“MilSuite is constantly evolving based on feedback from the user community,” Curran said.
To that end, MilTech allows users to post ideas on how milSuite can improve and vote on other ideas provided by their peers through a platform they call milSuite X. Tose efforts are part of MilT- ech’s agile approach to making iterative improvements that improve the delivery of capabilities and overall user experience.
In the short term, the MilTech team is preparing for two critical initiatives. First, based on milSuite’s foundation in the cARMY cloud, the team is planning to
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