TALENT MANAGEMENT
SOFTWARE TALENT GOES TO SCHOOL
Facing extraordinary new technology demands, the Army’s premier sof tware maintenance organization is retraining its workforce on the skills it needs, in house.
by Jacob Kriss
and ensure mission success. For the command, control, communications, computers, cyber, intelligence, surveillance and reconnaissance (C5ISR) community, this job of sustaining software falls to the U.S. Army Commu- nications-Electronics Command Software Engineering Center.
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However, within the last several years, the center realized it had a significant challenge. It employed more than 700 people tasked with maintaining dozens of Army C5ISR systems. But by 2025, it was scheduled to begin sustaining 25 additional systems. Many of these platforms required new skill sets the center didn’t have in sufficient quantity, and it needed a better process for the rapid, large-scale introduction of new technologies. At the same time, as the Army returns to near-peer competition against cyber-savvy adversaries, the center faced additional pressures to deliver software updates to Soldiers faster than ever before.
“Te reality was, we had to find a way to retrain our existing workforce to get ahead of the scale of these incoming systems and the evolving software maintenance environment,” said Jennifer Zbozny, Software Engineering Center director. “It wasn’t a problem we could just hire our way out of, because that would be hugely expensive and would leave behind so many of our existing employees.”
s any engineer will tell you, software is not “fire and forget.” With more and more advanced Army equipment running on soft- ware, cyber-hardening and updating platforms against emerging physical and digital threats is critical to protect Soldiers’ lives
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