ARMY AL&T


Analysis emphasis. The training plan curriculum was analyzed to determine the optimal combination of training courses, rotations, and OJT to expose interns to the appropriate curriculum to gain the required competencies. Critical voice-of-customer requirements were met by developing a standardized, con- sistent training plan that leads to Level II certification. While interns will be unable to apply for Level II certification because of the experience requirement, they will complete all the training requirements during the internship.


Intern training is primarily OJT, supplemented by appropriate formal classroom instruction in designated courses and selected readings and cor- respondence courses. OJT provides for the acquisition of necessary knowl- edge, skills, and understanding of the designated career field. The mandatory rotational training within the intern’s assigned organization gives the intern specific knowledge of each area within his/her organization through hands- on training. The mandatory rotational training in the other related organi- zations provides the intern with an orientation of all of the functions of resource management to acquire an understanding of relationships with other business management organiza- tional elements.


After meeting regulatory and qualifica- tion requirements as stated in the plan, the intern is eligible for promotion to the GS-12 level. After completion of all phases of training, he/she is able to perform business operations analy- sis duties in the area assigned at the specialist (journeyman) level with only guidance and supervision normally provided to a full-performance analyst at the same grade. The intern can also apply knowledge and acquired skills in work situations requiring independent judgment and personal responsibility for completing total projects or major portions of projects.


88 JULY –SEPTEMBER 2010


Training begins with the PEO M&S New Employee Orientation. After these 5 hours of general orientation, the intern gains a working knowledge of Army acquisition organizations, the training and development plan, and the most important aspects of civil- ian personnel administration. The intern should acquire knowledge of the organization, function, and mis- sion of the business management arena. The orientation and training provides background for the intern to become an effective workforce member. Financial management interns then follow a 3-year planned track of courses and OJT that includes rotational assign- ments. The intern’s progress throughout this training program is evaluated semi- annually the first year, then annually for the second and third years.


Although the training plans are stan- dardized across the PEO, the schedule is designed so that reasonable adjustments are allowed to meet the individual intern’s needs. For example, when a learning objective is met in a reduced time, the balance of hours is devoted to other related productive assignments within that division. Electives or individual Defense Acquisition University courses can supplement to best fit the intern’s career path. Additionally, in the event changes are made to certification require- ments for the position held, the intern training plan is updated accordingly.


Results The training plans were approved by PEO M&S. The PEO M&S Training and Career Manager is responsible for maintaining the intern training plans, which are posted to the PEO M&S Intranet for easy retrieval. The standardization of the training plans reduces variation and time spent work- ing/staffing the plan, and minimizes time spent in unnecessary training and rotations. The financial benefits reflect cost avoidance, which is forecasted to occur in the time spent developing future training plans. Cost avoidance


also occurs with the intern’s time spent in OJT (rather than “unnecessary” training and rotations). The total cost avoidance is projected at approximately $25,500 per plan.


As a result of the project, intern training plans were standardized for program analysts with emphasis in financial management and review and analysis, operations research analysts, and contract specialists. The improved intern training program has been in implementation at PEO M&S since summer 2009. Incoming interns are placed on an appropriate intern train- ing plan. Feedback, thus far, is favorable by interns, supervisors, and business managers. Supervisors and interns have found the standardized plan extremely beneficial, knowing the plan is equiva- lent to others within the PEO. The suggested training/rotation road map schedule included in the training plan provides a smooth transition to the Individual Development Plan and the overall internship plan. Standardized training plans also allow a quicker, simpler process for hiring interns, elim- inating the time required to prepare an intern plan.


Through the use of lean tools and the LSS program, PEO M&S now has a standardized, integrated intern training program, resulting in an overall more efficient and effective workforce. This improved process and program is just one way LSS can make a difference in the way the Army acquisition workforce operates.


MISTY GLOVER is a Program Integration Support Specialist in the CCWS PO, PEO M&S. She holds a B.B.A. in business management from Athens State University and an M.S.M. in acquisition and contract manage- ment from the Florida Institute of Technology. Glover is Level III certified in program management, a U.S. Army Acquisition Corps member, and a certi- fied LSS black belt.


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