ARMY AL&T
with Public Health Command on health hazard assessments and the environmen- tal community on product improvements.
“Tese smaller-scale efforts became the building blocks for future career expe- riences of fielding products in the more complex processes of type classifications, final type qualifications and full materiel releases, allowing me to provide the U.S. Army pen flares, infrared tracer small cali- ber ammunition, sniper ammunition and new Navy 127 mm artillery munitions,” Vainchenker said.
In September 2022, he transitioned to the assured munitions lead, responsible for assessing strategic supply chain risks for JPEO A&A’s portfolio of munitions, leveraging the expertise of each program office managing specific products to roll up the strategic aspect of risks.
“Being part of an evolution of the DOD vision of production risk management is a great experience allowing me to leave a lasting impact of how it functions in the future,” he said, as data is continuously evolving and tools to capture and commu- nicate risks across the portfolio are still being developed.
Te most valuable position Vainchen- ker said he held in the Army Acquisition Workforce was first line supervisor at the product level. “Tis is the most challeng- ing and rewarding level of supervision,” he said, as it involved being pulled in two different directions due to the need to develop others and remain the backup expert to each team member.
“Essential to each new member of the team being successful is providing enough guid- ance so they understand the project, while also giving them an opportunity to fall and learn. Providing each member enough room to chart out their project path and,
therefore, giving them the space to create new solutions is essential to their invest- ment in the project,” he said. “Allowing enough space that they can make mistakes to learn from is essential. It simply needs to be a fall onto a net, not a fall onto the ground—some pain but no permanent injuries.”
“Te most important lesson I learned is to manage the emotion projected in my recommendations,” he said. “Always find a means to separate yourself from the deci- sion so that logic remains the basis of any dialogue and so debate can continue to influence the outcome. Once a discussion becomes positional, someone will lose and the community as a whole gains less.”
Resilience is also key. “In your career, it will be essential to remain unphased and
driven in the face of multiple obstacles and redirections in your project. Your origi- nal plans and vision will be impacted by resources, schedules, shift in U.S. Army or user priorities, leadership visions, contrac- tor motivations or a multitude of other factors,” he said. “To understand your project path is not a road traveled linear by car but, rather, a boat set on a course across a shifting sea.” According to Vainchenker, each compromise and adjustment is part of the process to create a community solu- tion. “Being a champion for your project is not related to your vision, but rather a general capability that you represent on behalf of your user, ensuring a usable product remains in the hands of Soldiers. Terefore, you must give it your all each day you come into work regardless of how far you are from the path you originally envisioned.”
Outside the office, Vainchenker contin- ues to give his all mastering a new sport. “Currently, my focus is learning kite- boarding and has become a significant part of my lexicon,” he said, also compar- ing kiteboarding to project management. “It is always moving regardless of if you are ready or not … there is no time for perfection. Te kite itself is slow to initially accept a change in direction, but after consistent input it will divert and speed up in the new direction beyond your expectation.” In project management, Vainchenker said that consistent input and communication of the desired direction is the only way to create a shift.
MOVING WATERS
Vainchenker kiteboards primarily in Cabarete, Dominican Republic, because of consistent onshore winds. He has also kiteboarded in Kenya and Mexico, with more places to be added in the future. Like project management, he said, the sport and the career field require 10 years to hone the skills. (Photo courtesy of Elias Vainchenker)
“Both the sport and career field require 10 years to hone the skills enough to be able to understand well enough to identify the mechanics and performance of others in the same field from a distance—allowing you to offer advice for them to refine their performance.”
—HOLLY DECARLO-WHITE
https://asc.ar my.mil 97
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124
