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Manpower and Force Management Career Program Bulletin 1
@ArmyCP26
1
Inside this issue:
From the CP26 Proponency Office:
Interns 1
My Experience as a Manpower and
Force management Career
Program (CP26) Intern 2
My CP26 Intern Experience 5
My “Ah-ha Moment” 6
Operations Research Systems
Analysis Familiarization Course
(ORSA-FAM) 8
Reflections of an Army Intern 9
A Trip to Fort Riley 11
My Intern Experience 12
USAFMSA Interns 13
The Rigger Study 14
The Importance of a Logical
Progression of Training 15
Intern Supervisors Learn How to
Better Manage New Army Talent 18
In the CP26 Fall Bulletin 18
From the CP26 Proponency
Office
This edition of the CP26 Bulletin is
devoted to:
Interns
The Career Program 26 (CP26) intern program is
dedicated to recruiting individuals with talent,
potential and a dedication to the Army’s
mission. There are Pathways Interns (those
working on their degree while in the program)
and Army Civilian Training, Education, and
Development System (ACTEDS) interns
currently serving in a variety of locations across
the Army as Management and Program Analysts
and Operations Research System Analysts.
Organizations such as the United States (U.S.)
Army’s Force Management Support Agency,
Headquarters, Department of the Army G-1 and
the U.S. Army’s Manpower Analysis Agency
have all hosted interns and contributed to
building the bench of the next generation of
manpower and force management
professionals.
When an intern comes on-board, a few items
must be completed so the intern and supervisor
understand their joint expectations. Building
the Individual Development Plan, learning to
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Summer 2015 BULLETIN
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navigate the Resource Allocation System and
Defense Travel System and identifying
performance standards all need to be done
during the intern’s on-boarding process.
The CP26 Intern and Supervisor Orientations
and Handbooks provide guidance on these and
other matters relevant to the program.
Working off the Master Intern Training Plan,
ACTEDS interns are given the opportunity to
attend classes, participate in on-the-job training
and go on developmental rotations in order to
graduate from the program at the full
performance level. All interns participate in an
Intern Orientation held at the Pentagon by the
CP26 Proponency Office. Additional courses
include the Manpower and Force Management
Course; Civilian Education System Courses; and
the Operations Research System Analysis-
Military Applications Course. There are
additional courses listed in Appendix E (Master
Intern Training Plan) of the CP26 ACTEDS Plan.
Recently, the CP26 Proponency Office solicited
for Fiscal Year 16 allocations for the next class
of interns. We have interns ready to graduate
from the program, those completing their first
year and those that are just starting on their
journey through the program. In addition to
recruiting strong interns, the CP26 Proponency
Office also selects Supervisors with a keen
interest in nurturing this talent. If you are
interested in becoming an intern supervisor,
contact the CP26 Proponency Office for more
information.
CP26 has a strong record of achieving positive
results with the intern program.
-Interns currently on-board 26
-Interns on-board since 2005 119
-Interns still with CP26 since 2005 83
We have invited former interns, those about to
graduate and those in their first year of the
program to share some of their experiences
within the program.
My Experience as a
Manpower and Force
Management Career Program
(CP26) Intern
By Margarita Vargas
Ms. Vargas joined the U.S. Army as a Supply Specialist (92Y), deployed in support of Operation Enduring Freedom in Afghanistan 2011, and served four years. Upon her discharge, Ms. Vargas finished her MA in International Relations and Security Policy from St. Mary’s University, while working as a CAT III/Spanish Linguist contractor for the U.S. Southern Command (SOUTHCOM). She was hired as a CP26 intern in October 2013 as a member of the G-8 Manpower Management Team at the U.S. Military Academy, West Point, New York.
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I have been privileged to participate in the CP26
intern program. As a CP26 Intern, I have been
very fortunate to observe, assist and learn from
senior Manpower and Force Management
professionals and military leaders. The Army
has remained the strength of our nation and as
we approach nearly 15 years of war, it is
imperative to remain vigilant for new hybrid
threats and challenges while supporting our
Soldiers. As Civil Servants and CP26
professionals, we have the responsibility to
design the Army’s structure by determining
manpower and equipment requirements for the
total force.
My experience as an intern has been very
rewarding. As a Soldier, I questioned how
decisions were made because I had visibility of
only a small piece of the puzzle. This program
has provided me the opportunity to learn and
witness how decisions are made at the strategic
level. It is a relief to know that extensive
deliberations, discussions and considerations
are taking place; and that no decisions are
made lightly.
The program will give you unlimited
opportunities to develop your strengths and
find the functional areas in which you wish to
focus your career. As CP26 manpower and
force managers we will be managing the
manpower and equipment authorizations
within different organizations with varied
missions. It is imperative as an analyst to
understand the different processes in order to
justify and secure authorizations to satisfy the
Army’s future mission requirements.
CP26 has given me invaluable opportunities to
gain acquired skills through on-the-job training
and professional development education
courses that are constantly challenging me in a
multi-dimensional experience, which I consider
essential for my professional development.
Courses of instruction such as the Manpower &
Force Management Course and the Defense
Resource Management Course will be your
educational base. These courses will help you
to comprehend, define and evaluate strategic
factors that influence the development of the
national security strategy, security objectives
and strategy and program alternatives within
the current budgetary constraints.
On the other hand, CP26 provides the
opportunity to bring your academic knowledge
into different organizations and experiences. I
had the honor to have my first rotational
assignment in the Force Development
Directorate (FDP) of the U.S. Army Office of the
Deputy Chief of Staff, G-8; under Col. Dover
Seawright’s and Mr. Frank Carissimo’s
leadership. This was one of the best
experiences in my life; I always envisioned
myself working with leaders that each day
shape the kind of Army the nation needs for the
future, and the opportunity became real.
During my time in FDP, I was able to experience
a unique strategic view to fill capability gaps,
the active management of resources both
efficiently and economically to build the force
structure, making recommendations and
evaluating the risk. The FDP team is divided in
three branches: Organizational Documentation
Analysis, Transparency and Affordability
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Analysis. Each branch has different
responsibilities, with the mission to manage the
resource and documentation for Tables of
Equipment (TOE), Modified Tables of
Equipment (MTOE), Basis of Issue Plans (BOIP),
Force Development Updates (FDU), Equipment
Review and Validation Board (ERVB),
Transparency and so much more. The unique
environment and mission managed in FDP has
given me a great understanding of how the
Army runs in real life. The amount of
responsibility and dedication that each member
of the FDP team gives motivates me to become
a better version of myself.
I was provided the unique opportunity to
participate in the preparation and analysis
leading up to an Organizational Requirements
Document Approval Briefing Council of Colonels
(CoC) and General Officer Steering Committee.
In addition, I also was involved in two ERVB CoC
4610-R (TDA equipping process) meetings. In
FDP, I learned the assessment processes for
examining the current and future force,
determining deficiencies in present capabilities,
identifying need for corrective actions and
developing corrective actions in light of current
technological opportunities within a FDU. I also
had the opportunity to provide professional
analysis and recommendations concerning the
cost, affordability, feasibility and supportability
on seven requirements and authorizations
documents (JCID, BOIPFD, BOIP). This is a very
small assessment of all the lessons learned
within FDP.
In addition, I was afforded a second rotational
assignment at the U.S. Army Force
Management Support Agency (USAFMSA). Col.
Keith Rivers and Mr. Christopher Garito granted
me the opportunity to gain knowledge of the
unique mission that USAFMSA has to develop
and maintain Army’s organizational
requirements and authorization documents.
Within my time in USAFMSA, I learned the
importance of documentation. It is vital to
institutional and doctrinal base models, which
form the baseline for standardized modular
units, and provides minimum essential wartime
requirements to perform a full range mission.
I learned that documentation helps synchronize
resources to create a full spectrum of
capabilities from both the Operating (MTOE)
and Generating Force (TDA’s-AUGTDA).
USAFMSA builds MTOE’s applying the doctrinal
model TOE’s and other numerous model rules
and guidance, which establish the baseline
against which readiness is reported. In
addition, USAFMSA creates and documents
TDA’s, which prescribe organization personnel
and equipment for a unit/organization that
does not have a TOE.
USAFMSA turns both MTOEs (Science) and TDAs
(Art) into accurate, detailed and executable
documents. Within my time in USAFMSA, I had
several rewarding learning experiences. I would
like to highlight one of the aspects that changed
my professional and personal view in the
importance of USAFMSA mission. Mr.
Kulynnych, Chief of Sustainment Branch TDA,
gave me the opportunity to learn about
Arlington National Cemetery’s TDA that has the
primary mission “to lay to rest those who have
served our nation with dignity and honor.” I
had the opportunity to visit the cemetery and
observe three funerals (one for each service). I
observed and analyzed the manpower and
equipment requirements versus the authorized.
This experience showed me that my job as a
CP26 employee affects real organizations and
people.
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I want to express my gratitude to all the FDP G-
8 and USAFMSA Division Chiefs and team
members, especially to Mr. Kevin Kuss and Ms.
Lori Mongold. Thanks again for teaching,
guiding, mentoring and helping me to grow and
visualize the type of leader that I want to be as
a CP26 careerist. Every decision,
recommendation and analysis is tangible within
the several organizations across the Army.
To my fellow interns, I truly do not have enough
words to express my experience as a CP26
intern. This has been an incredible journey,
now we are the future leaders of the Army and I
invite you to give 100% and to learn as much as
you can. The Army needs people with vision
that act with values and convictions. As my
mother always said, the sky does not have
limits, so conquer all your dreams and
formulate a new direction, a new way of doing
things; work hard and remember your attitude
determines your altitude. Welcome to Army’s
best-kept secret, the “CP26 intern program”
and remember to always be your best and do
your best because we support the best Army on
earth.
My CP26 Intern Experience
By Travin Tran
Travin Tran started as an intern with U.S. Army
Pacific (USARPAC) in October 2010 before being
reassigned as an intern to the Mission and
Installation Contracting Command (MICC) in
March 2012. Mr. Tran graduated from the
intern program in June 2013 and is currently a
Management Analyst with U.S. Army Japan.
I started my federal career as a CP26 Manpower
and Force Management Intern back in October
2010. Nearly five years later, I have grown so
much professionally and personally and I owe
much of that to the opportunities the CP26
intern program provided for me.
From my first day as an intern, I was provided
with a mentor (Mr. Eric Crawford, who was also
a CP26 intern graduate). He guided and
provided me with valuable advice regarding the
intern program, the CP26 field and how to be a
professional. To this day, I still seek his advice,
and he has never failed to mentor. Among all
the valuable opportunities the program
provides, this mentoring and networking aspect
was most valuable for me as it stays with me
forever. I was very fortunate the program
afforded me the opportunity to develop my
skills at USARPAC, Eighth Army, U.S. Army
South, and the MICC during my internship. At
each command, I was able to learn different
competencies from various analysts as well as
gain valuable insights from the point of view of
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the various command levels. I was able to learn
from some of the most seasoned and
knowledgeable analysts who were all more than
willing to teach and school an eager-to-learn
intern. To this day, I still seek their valuable
knowledge and advice and they have always
been there to teach. I was also able to grow
along with my fellow interns as the internship
program fosters a close-knit environment for us
interns to express our ideas, suggestions,
frustrations, excitement and enjoyments on the
various events of our internship. To this day, I
still feel a sense of pride and connection with
my intern class and enjoy hearing the many
successes of their careers.
The CP26 internship program also gave me an
advantage over other careerists with the
classroom training opportunities provided for
us. The necessary classroom knowledge along
with the application, mentoring and networking
aspect gained from the various on-the-job and
rotational training assignments gave me a solid
foundation to start my career. I would not have
had the opportunity to gain all this knowledge
and build all these relationships from all parts of
the world if it was not for the CP26 intern
program.
As I continue on my CP26 career, I am confident
in the skills that I possess because of the all the
experience and lessons I received as an intern. I
am thankful to Ms. Beryl Hancock and Ms.
Michele Davis for the support and trust they
have in the program and their interns, and I am
fortunate and proud to have been a CP26
intern.
My “Ah-ha Moment”
By Frances Rivera
Ms. Frances Rivera is a Manpower Analyst
assigned to the Office of the Assistant Chief of
Staff for Installation Management (OACSIM),
Headquarters, Department of the Army. She
graduated from the Functional Area 50 (FA50)
Force Management Qualification Course,
Defense Resource Management Course and the
Department of the Army Intern Program in
2013. She earned a Master of Science Degree
from Columbia College in 2011. Currently, she is
advising OACSIM senior leaders on the most
effective ways to balance end strength within
constrained resources during this time of
significant change.
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As my CP26 journey continues, I’m discovering
that building relationships is an important
aspect of growth, both professionally and
personally. My “ah-ha” moment occurred
during my first year as an intern. A wise leader
advised me to get out of my cubicle and start
building relationships with those in my agency,
so I began to volunteer for committees and
projects. I figured this was the easiest way to
get to know my fellow co-workers and to stop
being a “cubicle junkie.” Soon after, I
developed mentoring bonds with co-workers
and leaders throughout the manpower and
force management community. That “ah-ha”
moment changed my attitude about my career.
I enjoyed coming to work each day and always
had something to smile about.
There are many resources available to assist
you on your mentor-seeking journey. One
useful tool I use to request mentors, both
military and civilian, is Army Career Tracker
(ACT) located at https://actnow.army.mil. The
process is simple and takes less than five
minutes to complete. First, you search the
mentor database within ACT to find the leader
you wish to add as your mentor. Second, ACT
will send an email to your requested mentor
asking them to accept your request. Once your
mentor accepts your request, they will have
access to your ACT information, as long as you
don’t mark it private. Third, you can track the
status of your mentor requests at your ACT
homepage. Currently, I am connected with at
least three mentors in ACT and my portfolio
continues to grow. How many are you
connected to?
Another useful tool is the DoD Civilian
Personnel Advisory Service (DCPAS) Mentoring
Toolkit located at
https://dodhrinfo.cpms.osd.mil/. This toolkit
provides information for a formal mentoring
program and ways to reinforce effective
mentoring between a mentor and mentee.
Your relationship with one mentor may differ
from the other. This is because each experience
is unique and provides a different perspective.
For me, I look for mentors who are unbiased
coaches, motivated leaders and confident
advisors. Based upon their knowledge and
professional experiences, they are able to assist
me with developing realistic career goals. They
are willing to help me expand my network
portfolio and arrange special projects for my
professional development. Furthermore, they
are just as important today as they were the
first day we met.
My passion and interest in self-development
and improvement keeps me connected to my
mentors. I continuously contact them for
advice on my future career path. They are role
models and examples for me to emulate. I am a
firm believer that habitual relationships equal
strong networks all because of that “ah-ha”
moment. So, what will your “ah-ha” moment
be?
Stay CP26!
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Operations Research Systems
Analysis Familiarization
Course (ORSA-FAM)
By Kristy Phillips
Kristy Phillips is a CP26 Intern with United States
Force Management Agency (USAFMSA) located
in Fort Belvoir, Virginia. She grew up in Allegany
County of Western Maryland. Ms. Phillips
joined the Army right out of high school, and
served 8 years as an Automated Logistics
Specialist (92A).
Recently, I had the privilege to attend the
Operational Research Systems Analysis
Familiarization Course (ORSA-FAM) given by the
Army Logistics University. The course,
presented at the Pentagon, was a 5-day
familiarization on applying statistical analysis to
logistics, force modernization and
organizational structure and then learning how
to interpret and present the results to decision
makers. Although the pace was swift, the
content was appropriately thorough. The
concepts broached in the familiarization were
not incomprehensible, nor were the techniques
beyond the scope of a familiarization course.
The purpose of the course was to introduce
operational research techniques, which help
explain, describe, predict, compare, relate and
model behavior. The course also allowed the
student to become familiar with statistical
terminology, notation, calculations as well as
summary of results, interpretation and
explanation software manipulation of data.
Therefore, this course is an appropriate and
beneficial foundation for manpower and force
management professionals.
ORSA-FAM reviewed descriptive and inferential
statistics, model building and simulations and
decision analysis. All of which are necessary for
management analysts to be able to complete
analysis thoroughly.
For example, the USAFMSA develops,
maintains, and distributes the Army’s
organizational requirement and authorizations
documents. The skills learned in the ORSA-FAM
course will help produce and maintain accurate
requirements documents such as Tables of
Organizational Equipment and Basis of Issue
Plans (BOIP) and precise authorizations
documentation in the Modified Tables of
Organizational Equipment. Part of any analysis
is to present the findings to the decision
makers. For USAFMSA, the decision makers are
the Organizational Requirements Document
Approval Board Council of Colonels (CoC). The
CoC makes decisions concerning the approval,
disapproval of a BOIP for any given piece of
military equipment. The CoC relies on the
analysis and presentation of the BOIP from the
Document Integrators (DI) to be able to make
the most informed and appropriate decision.
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USAFMSA business rules state that the BOIP
process should take an average of 140 days. If a
BOIP has not been thoroughly researched and
documented correctly by the DI, the CoC may
not reach an approval consensus. Without a
consensus, it is further required for the BOIP to
go onto to the General Officers Steering
Committee (GOSC); which meets every three
months. Usually, a GOSC is only involved if the
BOIP requires additional personnel or the BOIP
is less than 95% funded or an unfunded
requirement exists which exceeds one million
dollars. Such a delay stalls the approval of
needed equipment in the operating force and
may prevent the combatant commander from
effectively completing their Title X mission.
Therefore, it is necessary for DIs to perform
rigorous research and analysis to ensure the
best possible product for approval.
Another example is the U.S. Army Manpower
Analysis Agency (USAMAA), which conducts
single point manpower studies and develops
manpower requirements models for
Headquarters, Department of the Army and
Generating Force Army headquarters elements.
USAMAA also validates single point manpower
studies and manpower requirements models
developed by Generating Force Army
commands. They validate the manpower
analysis portion of all Concept Plans and
provide proactive support to Generating Force
Army organizations for all manpower
requirements determination issues. The ORSA-
FAM course provided instruction on how to
develop a study plan and work through the
corresponding problem decomposition and how
to identify and analyze data for resource
relocation and force structure determination.
The ORSA-FAM is useful for force managers for
the previously mentioned reasons, but the
course also allows management analysts to
align their education with the CP26 vision,
which, in part is to continuously examine, refine
and improve our strategies, skills and
techniques to remain a diverse, adaptive and
competent team of professionals. There is
intrinsic value in ensuring that not only do
analysts get the best training in methods, but
also training in the tools needed for their
application. All of which would allow decision
makers to make the best possible choices in an
environment of overwhelming requirements in
severely constrained resources.
Reflections of an Army
Intern
By Kia Gunter
Kia Gunter is a 2013 graduate of the U.S. Army CP26 Manpower and Force Management Intern Program. Kia is a U.S. Air Force veteran and a graduate of Post University MBA Program. Kia is stationed at Headquarters Surface Deployment & Distribution Command at Scott Air Force Base Illinois as a G8 manpower analyst.
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Being an Army intern was a challenging,
rewarding, rigorous and positive experience.
The two-year program gave me a broad
perspective, allowed me the opportunity to
travel and meet diverse groups of people I
would not have met otherwise. People
generally depict interns as early 20s, running for
coffee, making copies and other mundane
tasks. I was the atypical intern. I entered the
intern program when I was aged 30, married
and mother to two bustling boys. I am a
veteran of the U.S. Air Force having earned two
undergraduate degrees, and an MBA by the age
of 28.
Upon beginning my journey with the
Headquarters (HQ) Surface Deployment &
Distribution Command (SDDC), I sought out
professional organizations and mentors to help
cultivate my new career path. I was able to
work on manpower studies, sit in on higher
level meetings, brainstorm on projects and
participate in special events. Your internship is
all about what you choose to do with the
opportunity. I chose to take classes and a
rotational assignment to HQ SDDC G3,
Command Operations Center to learn and
understand SDDC’s mission and operations
conducted around the world.
Honestly, I was not looking forward to my
rotational assignment. I believed I had
stretched myself too thin. I would have new
cube mates, a new supervisor and a different
set of duties. Upon meeting my new
supervisor, I was tasked to brief the entire
directorate G3 on the U.S. Northern Command
team operations and actions within the
respective area of responsibility (AOR). I
became a sponge. I am sure my co-workers and
new supervisor grew tired of my questions, but
were very polite and kind to me. I could tell
they were thinking, “Oh here we go…another
wet behind the ears intern that will take me
away from my work asking silly questions.”
Thankfully, with the teams’ continued support
and my consistent reading and learning, I
provided a briefing that was concise,
informational and impressed G3 leadership. I
refused to read directly from slides. I was able
to address questions posed from the audience
and deliver much needed information to the
other AORs. I wanted the entire room to know I
had prepared for the briefing. Despite my short
time there, I was ready and eager to learn and
do much more. The attendee feedback was
great and helpful. That was a pretty fantastic
day!
After I finished briefing, an Army Major reached
out to me to assist with some issues he was
having with estimating and planning an exercise
at U.S. Pacific Command. I was able to provide
my Lean Six Sigma (LSS) expertise and help him
estimate personnel and supply costs.
Eventually, he turned this into a successful LSS
project, which I participated in as the Resource
Manager.
In addition to fulfilling the requirements and
opportunities available to me through the CP26
Master Intern Training Plan, I opted to take a
number of CP11 (Comptroller) courses and
higher-level leadership development courses
available to me as well. I travelled extensively
for two years. I was given the opportunity to
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attend the Defense Resource Management
Course in Monterey, CA. This was by far the
most diverse group of students I had yet
encountered. I was able to meet other students
from many foreign militaries. It was a unique
experience, to be partnered with a newly
selected South African Army General, German
Lieutenant Colonel or a Saudi Colonel. There
were only about ten Americans in the course. It
was stimulating to learn the courtesies and
customs of foreign governments and to learn
their perspective of America.
Over the course of this journey, I wrote down
advice for interns to live by:
Believe in yourself. The Department of the
Army Intern Program is highly competitive.
Your supervisor hired you for good reason. You
were the cream of the crop and rose to the
occasion. Celebrate it and be thankful! The
time flies by.
Be available. You never know when your help
may be needed. Be available for meetings and
open to changes in your schedule. Things
happen and opportunities can present
themselves at any time.
Dress professionally. You are the controller
and owner of your image. You only get one
chance to make a first impression. Make it a
great one!
Keep your inner circle small. Be cognizant of
the company you keep and the folks you
associate with, as there’s nothing worse than
making a bad impression with leadership. It is
very difficult to change others’ perception of
you and your circle. Choose your company
wisely.
Every challenge is a learning opportunity. No
matter how difficult the situation or personality,
learn from it. These types of life lessons are
priceless. Your true character displays itself in a
tense situation. Let it be a defining, shining
moment for you. A wise woman once told me
to never allow anyone to get you out of
character. Always take the high road.
Make business cards. Make this a priority.
Anytime you travel or attend a meeting or
briefing, bring business cards with you. You
appear prepared, professional and diligent
about your profession.
Always wear a smile. The day can always be
much, much worse!
A Trip to Fort Riley
By Melissa Iman
Mrs. Iman is a 17 year Air Force veteran. In 1997, she joined the U.S. Air Force as an Intelligence Analyst. Mrs. Iman has her MA in Intelligence and Military Studies. She was hired as a CP26 intern in October 2014 and is an Air Force Reserve member.
On May 20, 2015, the U.S. Army Force
Management Support Agency (USAFMSA) team
from Fort Leavenworth, Kansas traveled to Fort
Riley, Kansas for a professional development
day. The Infantry/Armor Branch Chief, Rob
Varney, says he organized the trip for
“USAFMSA Document Integrators (DI) to gain an
appreciation for the end result of their
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documentation efforts. The plan was for DI’s to
see and handle some of the equipment they
document, observe unit-level training, and
interact with the crews and Soldiers to gain an
appreciation of what is involved with operating
and maintaining the equipment within the
confines of a one-day trip."
A trip like this benefits all the members of
USAFMSA, but especially the interns that may
not previously possess the knowledge of how
the war-fighters function with their various
systems and equipment. Many CP26 interns
come from all backgrounds. With a 17-year
history of Air Force Intelligence, I was able to
see USAFMSA’s mission in a totally new light.
The minute I climbed into the M-109A6 Paladin
howitzer my view totally changed. This learning
experience will enable me to support the
Fires/SOF branch more efficiently.
Mr. Mike Lamb, one of my key mentors
explains, "while it is vital for interns to see the
equipment hands on, the ability to see the
equipment in its environment and how it is
employed enables you to provide better
analysis and therefore, become a better
documenter.”
“It was a very delightful experience to go out
into the field to interact with Soldiers and learn
their duty functions and to have an upfront look
at the equipment that you are personally
documenting. It is a totally different
environment from previously being in their
position to now being the documenter affecting
their mission requirements,” says Ms. Cathelina
Nicholas, another CP26 intern at USAFMSA, Fort
Leavenworth, Kansas.
My Intern Experience
By Nicole Driver
Prior to accepting my current position as a CP26
Department of the Army (DA) Intern, I had been
a federal employee with the Department of
Defense (DOD) – Tank-Automotive Armaments
Fort Leavenworth USAFMSA Team
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Command (TACOM) for nearly five years.
During my time as a federal employee, I have
served as an administrative assistant as well as
the Acting Staff Action Officer for the Combat
Maneuver and Recovery Product Support
Integration Directorate, assisting more than 250
coworkers. That being said, I was unsure what
to expect with such changes, I knew there was
going to be a lot of training, travel and
unfamiliar settings. With such a background in
different aspects of the DOD, I was concerned
that some of the training may not be necessary.
However, since joining the program, I have
received essential training. The classes I found
most beneficial are the Army Working Capital
Fund (AWCF) and the Report Writing courses.
Initially I was skeptical to take the Report
Writing Course. During the course, the
instructor took the time out to ensure that each
student had the tools needed to be successful
in their future writing endeavors. The
instructor created a comradery amongst the
group, which allowed us to freely ask questions,
ultimately providing a flawless educational
experience. I highly recommend this course.
I was looking forward to the AWCF training
because I had some background knowledge of
the topic. The training was over a course of one
week and it provided a vast amount of
knowledge. The training instructors were
knowledgeable and provided us with a solid
understanding of the AWCF mechanisms.
Throughout my time as a CP26 intern, I have
had the opportunity to gain knowledge in areas
I was unaware were lacking. I would
recommend that others in the program be open
to the changes and opportunities available. So
far, my experience and the individuals I have
come across have been very pleasant. I hope
everyone has as great of an experience as I
have.
USAFMSA Interns
By Jennifer Dunn, Krysten Koski,
and William McKee
Being a CP26 Intern with the U.S. Army Force
Management Support Agency (USAFMSA),
Sustainment Division is rewarding and exciting.
From the beginning, the personnel welcomed
us and have provided outstanding support. The
staff and leadership continuously ensure that
our personal needs are met and that all our in-
processing went smoothly. Everyone is willing
to assist and share information whenever we
need it. The mentors assigned to help with our
transition provide invaluable support and
assistance anytime it is required, despite their
own heavy workloads. One of the many
opportunities available to us as interns is to
attend classes at the Graduate School USA in
Washington, D.C.
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The Graduate School USA is like an extension of
our work place, in that we learn from
professional instructors within the career field,
meaning the instructors are business
professionals first and instructors second. This
is apparent throughout the courses; they don’t
simply teach a subject, they live it. All the
instructors encourage class and individual
participation and treat us with professionalism,
which makes learning interesting and enjoyable.
We also receive valuable advice from students
from other agencies as well as other interns. At
the day’s end, education does not stop.
The internship continues to be an amazing
opportunity. We are grateful for the
opportunities to grow, the people that guide us,
and the experiences we have along the way.
The Rigger Study
By Ursula Connor
Ursula Connor, is a native of San Francisco,
California, but was raised in Oakland, California.
She has a Masters of Art in Adult Education
from Central Michigan University.
I am a CP26 2nd year intern with the Manpower
and Force Analysis Directorate at U.S. Army
Training and Doctrine Command. I was given an
opportunity to serve as a team member for the
E Company, 1-507th Parachute 92 Rigger
Manpower Study, conducted at Fort Benning,
Georgia, March 16-27, 2015. The purpose of
the study was to ensure Table of Distribution
and Allowances requirement levels were
conducive to current support requirements, and
to account for the increase in mission
requirements in the use of a new parachute, T-
11 Main and T-11 Reserve.
The T-11 Main is the Army’s newest non-
steerable troop parachute; it replaced the T-10
parachute, which has been used by the Army
for the past 50 years.
Left to Right: William McKee, Krysten Koski, and Jennifer Dunn
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The T-11 parachute can accommodate a Soldier
with the total weight of 400 pounds verses the
T-10 parachute, which can only carry a Soldier’s
total weight of 360 pounds. The T-11 Main has
a unique canopy sleeve and slider, which
permits the canopy inflation time at about six
seconds. The T-11 also provides a slower rate
of descent with a zero oscillation and it can be
adjusted to fit all body sizes. In addition, the T-
11 Reserve parachute replaced the T-10 reserve
parachute.
The Manpower Study was conducted using the
Five Phased Approach. The manpower study
team executed the Planning, Front End Analysis,
On-Site Analysis/Validation and Product
Development/Recommendation Phases.
During the Planning Phase, the team used the
Methodology Approach (methods, procedures
and techniques) which was used to collect and
analyze information.
During the Front End Analysis Phase the team
along with the E Company, 1-507th Command,
developed a blueprint to identify the functions
and needs of the organization.
The On-Site Analysis/Validation phase was
conducted by observing, collecting data and
timing the packing of the T-11 Main and T-11
reserve parachute. Additionally, individual
interviews were also conducted.
In the Product Development/Recommendations
phase of the study, the team compiled
organizational, workload and statistical data
into a report for approval and implementation.
This study gave me insight into what goes into
packing of a T-11 Main and T-11 Reserve
parachute, the safety mechanism in place for
packing of the parachutes and the important
role the Riggers play in the safety of the
parachutist.
I highly encourage all interns to serve as a team
member on special projects if given the
opportunity.
The Importance of a Logical
Progression of Training
By Brittany Armstrong
Brittany Armstrong joined the Army as a Healthcare Specialist (68W) shortly after receiving her BS in Political Science. Brittany served several years, stationed in Fort Carson, Colorado with 2BCT 4ID. Brittany was hired as a CP26 intern in September 2013 as a member of the CP26 Proponency Office staff. She also has a MS in Political Science and a Masters in Strategic Public Relations from the George Washington University School of Political Management.
As a CP26 Intern, I feel very fortunate to have
been provided a Master Intern Training Plan
(MITP) that outlines several opportunities for
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training and skill-set development via residence
and online courses, on-the-job training (OJT),
and rotations. Though the courses are rated as
Priority 1-3, the rotations are up to the intern to
make our own based on our experiences with
OJT and courses taken to date. As the start of
my second year approached, I knew that my
rotations would be my opportunity to apply
what I had learned in various courses while
capitalizing on my location in the National
Capital Region and the multitude of
organizations I had to choose from for these
rotations. I knew I had to think strategically
when searching for opportunities and to
attempt to schedule the rotations in such a way
that benefited not only my education and skill-
set development, but the organizations that
followed as hosts as well. Knowing that I was
not guaranteed a rotation with any particular
organization, I explained why I wanted to go to
certain organizations to my supervisors and
potential rotational supervisors so that they
could make their decision to approve and host
me based on joint expectations. I made sure
that each choice for a rotation was well thought
out as these would be the places that I would
apply the multitude of training I had received
thus far.
Given my position in the CP26 Proponency
Office, I realized that not working with the
various systems associated with manpower and
force management everyday was a potential
disadvantage that I had prior to going on any
rotation. Because of this, I elected to familiarize
myself with the systems utilized by the CP26
community as much as possible with a rotation
at the U.S. Army’s Force Management Support
Agency (USAFMSA). Having an understanding
of the theories and techniques used in CP26, I
was ready to learn how it was all applied.
USAFMSA applications (FMSWeb, FMSTDA) are
used across the Army so it made sense to me
that I should become familiar with these
applications prior to attempting to use them
during subsequent rotations. What better way
to learn about FMSWeb than from subject
matter experts (SME) such as Raquel Smith
(FMSWeb Help Desk), and Norbert Gardepe
(FMSTDA)? Because they helped to build the
systems, they were able to tell me why certain
functions exist and what the overall goal of the
system is in the years to come. I was also able
to meet with various programmers that showed
me how they are constantly working to better
the systems not only for employees at
USAFMSA, but for users across the Army as
well. I completed my rotation knowing that I
had learned a great deal of information about
these systems, knowing that I still have a lot to
learn, and confidence that I would be able to
apply what I had learned in my following
rotations.
My next rotation was with the U.S. Army’s
Manpower Analysis Agency (USAMAA). Prior to
scheduling this rotation, I asked my USAMAA
point of contact, Brian Fiore, for a timeline of
projects working at USAMAA that I might be
able to jump into as either an observer or by
getting my hands dirty and actually working.
Mr. Fiore mentioned an upcoming
Headquarters, Installation Management
Command (HQ IMCOM) study that would be
beneficial for me as an intern to see in its
beginning stages. During my first week at
USAMAA, I was able to jump into work as I was
given tasks that assumed I had a working
knowledge of FMSWeb and that also capitalized
on the Operations Research Systems Analysis
Familiarization Course (ORSA-FAM) I had
completed immediately prior to the start of the
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USAMAA rotation. Without my USAFMSA
rotation, I would have spent time at USAMAA
familiarizing myself with the functions of
USAFMSA. However, because I elected to
schedule the USAMAA rotation after USAFMSA,
I was able to immediately get to work pulling
data from FMSWeb and sorting through it for
my supervisors at USAMAA. I was also afforded
the opportunity to work on model verification
for the HQ IMCOM study, which was a
wonderful way to apply what I learned in not
only the ORSA-FAM course, but also the
Defense Resources Managers Course, and the
Manpower and Force Management Course.
Because USAMAA was conducting an HQ
IMCOM study, I contacted the G8, Manpower
Division at HQ IMCOM and asked about a
rotation with them to capitalize on what I
learned while at USAMAA. To my delight, I was
accepted for a rotation and went to Joint Base
San Antonio in San Antonio, Texas for what
turned out to be a fantastic experience. In
addition to watching Schedule 8 builds, working
on crosswalks, and learning about Competitive
Analysis and the CME Accountability Branch, I
was also able to sit in on meetings and review
process sheets and models being used for the
study with USAMAA. I was thrilled to sit in on
in-process reviews alongside HQ IMCOM staff
with USAMAA employees that hosted me just a
short time before. This was a unique
opportunity to see how two organizations work
on the same manpower study. I was very aware
that had I not began my rotations with
USAFMSA, that I may not have progressed to
being exposed to the HQ IMCOM study at
USAMAA, and I may not have been invited to or
even understood the depth of work being done
at HQ IMCOM.
The order of my rotations was especially
important, as I wanted one to flow into the
other as much as possible. I approached the
scheduling of my rotations as an opportunity to
take advantage of my position as a “floating
employee” for the duration of these rotations. I
found that as I made my way through each of
these organizations, I could go back to various
people I had met during my previous rotations
and ask questions and/or for clarification on my
experiences with them. It is now very apparent
that each organization depends on the next and
understanding the functions at the different
agencies and levels of the Army is important for
forward momentum, depth of understanding,
and cohesive working relationships. I doubt
that I would have had the same intensely
positive experience with each organization had I
not scheduled them with the understanding
that they most flow in a logical manner, one to
the next.
Though I attempted to schedule courses on the
MITP with the logical progression of training in
mind, it was with my rotations that I was able to
fully apply this concept. As I continue as a CP26
careerist after the completion of the intern
program in October 2015, I will keep the logical
progression of training at the forefront of my
mind as I seek further training opportunities by
way of courses and development assignments.
I have sincere appreciation to each employee I
met at USAFMSA, USAMAA, and HQ IMCOM
that enabled me to get the most out of each
experience while considering how each of their
processes fits into the world of CP26, and their
willingness and ability to play a part in shaping
my skill-sets. Asking “why” I wanted a
particular rotation was the best thing I did in
preparing to contact these organizations and
asking them to host a rotation for me because it
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forced me to fully understand what each
organization’s role is in CP26 and the Army.
Intern Supervisors Learn
How to Better Manage New
Army Talent
By The CP26 Proponency Office
Supervisors of Army manpower and force
management interns asked questions and
received tips on how to best manage their
interns, during an Intern Supervisor Orientation
hosted by the CP26 Proponency Office, at the
Pentagon, March 4, 2015.
“I felt the meeting went very well, we followed
the agenda and kept on track. Michele Davis
did an exceptional job providing information
and answering questions,” said Rhonda
Bennett-Martin, Headquarters, Army Materiel
Command, G-8 Administrative Officer and
CP11/26 Career Program Specialist based at
Redstone Arsenal, Alabama. “I learned quite a
bit of information to pass on to our AMC CP26
interns to include creating individual
development plans for them, use of
government travel cards, rotations, alternate
work schedules and the use of social media.”
The two-hour conference call brought together
more than 25 CP26 intern supervisors from
across the Army via teleconference in order to
discuss a wide range of intern issues.
During the conference, CP26 intern supervisors
learned about how to evaluate interns, the role
they play in an intern’s development, and the
purpose of the CP26 Army Civilian Training,
Education and Development System plan.
“At AMC, I handle CP11 and CP26 interns, 41
intern slots in total. I deal with a variety of
issues, both good and bad. Most interns are
terrific, eager and ready to learn and do the
best job they can so it is a very rewarding
experience,” said Bennett-Martin. “The CP26
Proponency Office makes working with the
interns much easier and interesting.”
The teleconference was part of the CP26
Proponency Office’s effort to make sure that
the future leaders of Army manpower and force
management receive the best possible start to
their careers.
In the CP26 Fall Bulletin:
The DOD Career Report:
What is it and How Will You
Use It?
The DOD Career Report has replaced
the Civilian Record Brief
Employees access their DOD Report via
MyBiz
Employees can update fields such as
appointment information, appraisals
and awards, and education and
experience history
The DOD Career Report will be required
for all applications for CP26 Competitive
Professional Development
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Bulletin Articles Careerists, supervisors and managers in the Manpower and Force Management Career Program and Career Field are invited to submit articles for publication or to suggest articles or features you would like to see in this Bulletin.
Submit articles, comments or suggestions to: CP26 Proponency Office Deputy Chief of Staff, G1 ATTN: DAPE-PRM 300 Army Pentagon Washington, DC 20310-0300 Or email to: usarmy.pentagon.hqda-dcs-g- 1.mbx.cp26@mail.mil
Editorial Policy The Manpower and Force Management Bulletin is a publication of the Army G-1.
Information in this bulletin concerns policies, procedures and items of interest for the manpower and force management career program and career field.
Statements and opinions expressed are not necessarily those of the Department of the Army. This bulletin is published under provisions of AR 25-30 as a functional bulletin.
Bulletin Editorial Staff: Mrs. Brittany P. Armstrong Editor
CP26 Proponency Office: Mr. Roy Wallace Assistant Deputy Chief of Staff G-1 Functional Chief Functional Chief Representative
Ms. Beryl Hancock Chief, Manpower Policy, Plans and Program, Chief, CP26 Proponency Office
Ms. Michele Davis CP26 Program Manager
Mr. Shawn Dillahunt CP26 ACTEDS Intern
Mrs. Brittany P. Armstrong CP26 ACTEDS Intern
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