A LOOK BACK, AND AHEAD
good warm-up,” Winkler said. “There are always efficiencies to be gained when people are forced to be creative, and I’m confident the PEO and PMs will rise to the challenge.”
Winkler cited as one of PEO EIS’ best practices its PEO Strategy Map, a bal- anced scorecard based on the Strategy Map of the Assistant Secretary of the Army for Acquisition, Logistics, and Tech- nology. Each of the PMs within PEO EIS in turn maintains its own Strategy Map to measure monthly against the PEO’s. “It is all tied into the Army’s Strategic Manage- ment System, viewable by everyone in the Army,” Winkler said.
WORKFORCE DEVELOPMENT Besides keeping programs and solu- tions moving forward to provide needed capability to Soldiers and civilians, Win- kler is proudest of PEO EIS’ success in developing the workforce and institut- ing processes to ensure that there is “no single point of failure,” so that the orga- nization can mature even while people come and go.
PEO EIS also established a Human Capi- tal Strategic Plan to develop the next generation of leaders at the PEO and PM levels. Part of its strategy to build new and existing talent is to recruit college students to work part-time while they are finishing their degrees, then hire them full-time after they graduate.
The Human Capital Strategic Plan was an output of a Lean Six Sigma Black Belt (LSS BB) project. “We work Lean Six Sigma really hard. I tell our people it’s not just about process improvement but about developing the workforce.” LSS is how people learn how a process “thread” is knitted through an entire organization, Winkler said. “And so they learn more
46 Army AL&T Magazine
provide opportunities for internal mobil- ity so that about 10 percent of the PEO EIS workforce each year can move into new assignments to broaden their skills and experience. “We’re not afraid to lose some of our best people” if it helps them and the Army, he said.
As Winkler himself prepared to depart, he said, “I’m practicing what I’ve preached to our workforce. I will have been PEO here for four years in October, so it’s time for me to move on.”
$4 BILLION RESPONSIBILITY
As the leader of PEO EIS, Winkler was respon- sible for more than 2,600 military, civilian, and contractor personnel executing approximately $4 billion in programs, or the equivalent of 56 percent of the Army’s FY10 information technol- ogy budget. (U.S. Army photo.)
about the organization, more about func- tional elements of the process.”
Another BB project at PEO EIS is looking at program offices to determine the right mix of entry, mid-, and senior-level staff.
“I think the tendency, with a hiring freeze or a pay freeze, is that organizations will get top-heavy. We want to avoid a situa- tion like we have in the contracting world, where we have a big gap in the middle skills,” Winkler said.
A key element of PEO EIS’ workforce development strategy, he said, is to
Since moving to the private sector, Win- kler has been consulting with industry to enhance understanding of government requirements and help build relationships. He is also standing up a government support systems engineering/technical assistance company that will tackle IT, cyber, and DOD challenges. He also planned to volunteer in the office of the Department of Veterans Affairs’ Chief Information Officer.
“I want to continue providing value added to the government, and I feel the best place for me to do that is with private industry,” Winkler said.
PEO EIS’ programs “are in excellent shape,” with “an exceptional team who will keep these programs moving for- ward,” he said. “It’s a great office, with a lot of talent.”
Winkler’s successor as PEO EIS has not been announced.
MARGARET C. ROTH is the Senior Editor of Army AL&TMagazine. She holds a B.A. in Russian language and linguistics from the University of Virginia. Roth has more than a decade of experience in writing about the Army and more than two decades’ experience in journalism and public relations.
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