Executive Summary  

I served five years in the United States Navy, and when I joined the Navy, it was to be a Sailor. That was my only intention, but the Navy gave me something far more valuable to apply to my civilian life; my service taught me to be a project manager and prepared me for a great project management career!

• My Military Experience Started at Boot Camp
• A Future Project Manager is Born
• My NCO Project Assignments Were My Project Management Training
• Your Military Experience Translates to Project Management

My Military Experience Started at Boot Camp

I was never put in a Project Management Institute certification course or given any formal lessons. Still, the well-structured environment centered around high-priority missions being divided into small tasks and delegated to lower levels served training and certification.

The only branch I served under was United States Navy. However, the structure and experiences don’t vary much within each military branch regarding managing your projects. The more I advanced, and the higher I got with each badge of leadership, the more project management skills I learned.

Civilian to Navy Recruit

My military experience started with the dreaded and often mystified “boot camp.” Every branch has a different structure and timeline for its basic training process. Most of it is going through the motions day-to-day. Still, it’s all done with the same goal: to turn individuals into a team and learn the basics of military bearing, discipline, and customs.

The individuals that lead boot camp (Recruit Division Commanders, RDCs, in the Navy, other branches have other names) are on this duty for years at a time, so the process of churning out recruits for the Navy is effective and streamlined.

Part of their Basic Training duty is to transform these Seamen Recruits into tomorrow’s leaders, assigning them roles that allow them to take on more responsibility to stand out from the other 50-80 people in their training group.

Our Boot Camp leaders assess our performance for future job assignments, often recognizing the responsible candidates and promoting the individuals who do a great job. Those who don’t perform their duties exceptionally are putting themselves in the spotlight to correct, in typical Boot Camp fashion, which includes lots of yelling. I, unfortunately, was in the latter category for most of the volunteer jobs I requested.

I wanted to increase my chances of an early promotion to set my career on track. I volunteered for as many roles as possible, and the rules allowed. I requested to be a division leader, cadence singer, physical training leader, mailman, laundry duty, and just about everything you could contemplate.

I didn’t get rewarded with some assignments, like cadence singer; my inability to sing or stay in rhythm may have had something to do with that. In other jobs I was posted to, I lost, like an athletic leader, because I could do 100 push-ups but couldn’t lead the pack on the run.

Some may say that requesting assignments when I couldn’t perform those duties might be foolish, but I knew I was helping myself in the long run by getting used to uncomfortable challenges. I also figured out my strengths and weaknesses.

A Future Project Manager is Born

The jobs I did successfully during this time were mailman and watch-bill coordinator. As a watch-bill coordinator, you assign who will stand which watch and what time of day they will stand it.

“Standing Watch” is a huge part of the Navy. A watch is essentially a guard duty. On Navy ships, you have a multitude of watches happening simultaneously. They vary from roaming around the ship’s perimeter with a rifle, being on the lookout for approaching enemy boarding vessels, to watching the pressure gauges on pipes to ensure they don’t burst and flood the ship.

These watches are 24/7 and vital to a well-functioning Navy. In boot camp, there are only two watches. One person roams around the room, keeping an eye on the general well-being of everyone in there. The other stands at the door and greets whoever walks into the room. They’re both simple watches but manning is required at all times.

As the coordinator, I assigned these watches with the least amount of scheduling conflict. Some people had jobs during the day, some had additional training they needed to do in the afternoons, and sometimes a person assigned to a watch would be sick or otherwise pulled away at the last minute.

I did my duties without too much thought that this coordinating was a project management function. It took a lot of communication between myself and everyone in the division to figure out their schedules and work around them. I also had to present the schedule to the RDCs for final approval. Looking back on these responsibilities, this was the first project I managed.

I ended up excelling at that job. I really enjoyed communicating with everyone and using problem-solving skills to fit the schedules efficiently for everyone. It was like piecing together an intricate puzzle. As I progressed in my career and advanced in the ranks, I continued seeking opportunities that demanded those skills.

My NCO Project Assignments Were My Project Management Training

I was promoted to a non-commissioned officer (NCO) very early. As an NCO, my project assignments varied and were more complex. One of those assignments I was awarded and put in charge of was designing and overseeing a few training programs.

My favorite program assignment was being the lead instructor for our ceremonial guard —one the oldest traditions of the Navy and I had to adhere to the strict guidelines. I maintained training plans, served as the leader for military funerals and retirement ceremonies, and assigned people to events.

I came up with goals and actions to achieve completion and accountability of those programs. By the end of my time in the military, I would say that I had managed well over 100 total people through different projects.

I had to deliver briefs to high-ranking officers and civilian government employees for my technical job assignments every morning. These briefs contained essential information to mission functions and, at times, national security. As a junior and less experienced service member, it was intimidating to talk about subjects with individuals who had been in service for almost as long as I had been alive.

Practice and confidence were critical factors in becoming more comfortable with that task. I learned everything I could about the mission and all the acronyms that superiors used and adapted my speaking style to match those I presented.

As a future project manager, this was the most valuable lesson I learned in the Navy. Being able to speak confidently to key stakeholders and have them understand and, more importantly, trust what you say is the backbone of project management.

After I decided to separate from the service, I began looking at what career path I would pursue after separation. While in the Navy, I never once said I was a project manager when people asked what I did; I never thought of myself as one. However, all the things I enjoyed doing in service, planning, procurement, execution, and completion of projects were the same responsibilities of project management positions.

Communicating with others and organizing a well-structured plan to complete milestones for a shared goal was what I had been doing for years. All those years I spent trying to become a Sailor accidentally made me into a project manager. Had I stayed in and advanced even further in rank, those PM responsibilities would have increased tenfold. However, I know very few service members that separate or retire and go into project management, which is baffling. It is a perfect opportunity for a transitioning military member to transition.

Your Military Experience Translates to Project Management

Military Skills Translate to Project Management Careers

There is a giant knowledge gap between the people in the military that know what project management is and those that don’t. So many service members get caught up in their job titles and need help seeing other opportunities that utilize their soft skills. Most of my former colleagues assume, in fact, I work in construction when I tell them I was transiting into project management.

If you are a veteran or are about to leave the service, consider looking into a project management career. It may not be for some, and your project management experience may vary depending on your project management experience. Still, I feel that it is the closest civilian field that aligns with military leadership skills.

Any NCO or any other with similar rank responsibilities who had to manage projects and resources, meet deadlines, complete milestones, brief stakeholders, and ultimately accept responsibility for the success or failure of those tasks was performing command daily tasks, are project managers.   Your position of authority and responsibility has given you the skill set to become a project manager or project coordinator.

Your skills are wanted and needed. According to the US Bureau of Labor Statistics, employment of project management specialists is projected to grow 7 percent from 2021 to 2031. That’s about 70,400 openings for project management specialists project each year, on average, for over a decade.

Feel free to contact me on LinkedIn if you have any questions, and don’t forget to check out our careers page to learn if Kolme Group is the right fit for you!

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What is a Military Project Leader, and How It Translates to a Civilian Project Manager Career? 

When it comes to project leadership, there are many similarities between a US military project leader and a civilian project manager. However, some key differences distinguish the two roles. I will explore the similarities and differences between US military project leaders and civilian project managers to provide a better understanding of the unique skills required for each. 

Let us first discuss their similarities. Both US military project leaders and civilian project managers must possess strong leadership skills to effectively manage their teams and projects.  

This includes the ability to motivate and inspire their team and the capacity to make sound decisions and create plans for successful outcomes. Both roles require a deep understanding of the project scope, timeline, and budget and the ability to coordinate resources and personnel. In addition, both roles require effective communication skills and the ability to delegate tasks and manage conflict.   

The primary difference between US military project leaders and civilian project managers is the type of environment in which they operate. US military project leaders must be able to manage their teams and projects in a highly structured and potentially hostile environment. In contrast, civilian project managers work in a more relaxed and less dangerous atmosphere.  

US military project leaders must be extremely organized and disciplined. They must understand the chain of command and be able to follow orders while maintaining a high level of error. They must be able to assess situations quickly and make decisions with little margin for error. In addition, they must be able to handle pressure and remain calm in the face of adversity.  

However, civilian project managers must be more flexible and able to handle multiple projects simultaneously. They must be able to think outside the box to find creative solutions to problems. They must be able to encourage collaboration and open communication among team members and be comfortable working with various stakeholders. In addition, they must be able to work with limited resources and navigate the complexities of the modern business world.  

 As you can see, there are many similarities between a US military project leader and a civilian project manager, but there are also a few key differences. US military project leaders must be able to handle highly structured and potentially hostile environments, while civilian project managers work in more relaxed and generally less dangerous atmospheres.  

US military project leaders must be highly organized, disciplined, and able to make decisions with little margin for error. In contrast, civilian project managers must be more flexible and able to think outside the box. Both roles require strong leadership and communication skills and the ability to coordinate resources and personnel. Both roles require the same commitment to excellence and the same dedication to achieving successful outcomes. 

My Personal Journey Translating My Military Experience to Project Management  

I began my career in 2003 as an Avionics Specialist charged with maintaining avionics systems on the F-15 Eagle. My first duty station as an Airman First Class was Tyndall AFB, Fl, where I honed my craft for four years until I applied to be a part of the newest Jet fighter program in the Air Force fleet, the F-22 Raptor.   

Once I was accepted into my new position, I was transferred to Edwards AFB, California, with the rank of Staff Sergeant, to learn how to maintain Avionics systems on the F-22 Airframe. Edwards AFB is where is also where I began my journey as a military leader. From there, I became an Avionics Instructor at Sheppard AFB to teach our newest Air Force members how to maintain Avionics systems on multiple airframes.  

I led a team of 12 Instructors to prepare over 5 thousand enlisted airmen for the rigors of flight line maintenance while simultaneously re-writing the entire 10-week course three times over a 4-year period. I quickly moved from Staff Sergeant to Technical Sergeant and then to Master Sergeant during this time and was eventually transferred to Tyndall AFB Fl for the final five years of my enlistment.  

At Tyndall AFB I did several different jobs that grew my skills as both a Military leader and as a Project Manager.  

I started my tour at Tyndall AFB as the Avionics Section chief, which placed me in charge of 65 personnel. In addition to scheduling all training, mandatory appointments, and military leave for my people, I also managed several programs that Included Unit Security Manager and Unit Facilities Manager.  

After two years of this work, I was asked to take over the Wing Avionics Manager position for the 325th Fighter Wing. As the WAM, I was charged with managing all Projects that came down to the Wing from Higher Headquarters concerning our 31 F-22 aircraft.  

No two projects that I managed were the same, and as anyone in the Military can attest, the number of both project requirements and restrictions to each project increased the difficulty of managing them significantly. But as I stated earlier, Military Project leaders must operate with limited resources and personnel. Does this sound familiar to you and your career?  

What are the Significant Benefits of Utilizing the Skillbridge Program? 

The Transition from military to civilian project management for transitioning military members can weigh on many. The thought of transitioning to a civilian career can be daunting. The skills and experience you have gained in the military are not always easily transferable to the civilian world.  

However, one area where military and civilian projects are remarkably similar is the need for strong leadership, communication, and organizational skills. Fortunately, there is a way for transitioning military members to gain the experience and skills needed to become a successful civilian project manager. The Skillbridge Internship Program is designed to help transitioning military members gain the knowledge and skills required to succeed as civilian project managers.  

The Skillbridge Internship Program is an excellent way for transitioning military members to gain the experience needed for a successful civilian management career. Through the program, transitioning military members can gain hands-on experience in a civilian PM (Project Management) role.  

 The Skillbridge Internship Program also allows transitioning military members to network with civilian PMs (Project Management). This engagement and interaction can help transitioning military members gain valuable insight into the civilian PM world and make connections that can help them in their future careers. 

The Skillbridge Program will allow you to bring your knowledge and experience to a civilian organization and practice being the project manager that you are because it is important to remember that transitioning military members are already PMs. They have the leadership, communication, and organizational skills needed to be successful in a civilian PM role.  

The key to success in the civilian PM world is to recognize the skills and experience you already have and to use them to your advantage. With the right attitude and skills, transitioning military members can succeed in the civilian PM world. That is why the Skillbridge Internship Program is an excellent way for transitioning military members to gain the experience and skills needed to succeed and begin a successful civilian PM career.  

So, if you are a transitioning military member looking to gain the experience and skills needed to become a successful civilian PM, consider the Skillbridge Internship Program. It could be the perfect way to get your foot in the door and start your civilian PM career. 

Managing your Skillbridge Opportunity 

Your Skill Bridge opportunity is one of the most critical military benefits that you have as you transition into your post-military life and career. To get the most out of this opportunity, I suggest starting your planning at about the one-year mark by reviewing the DOD-approved Skillbridge providers on their website ( https://skillbridge.osd.mil/ ) and researching the companies that you have identified as a potential match.  

Companies tend to forecast and plan future employment opportunities up to a year in advance. Ensure your resume conveys the correct information for the positions you have identified would be a good match. And line up your Skillbridge opportunity early 

Furthermore, to ensure that you get the most out of your opportunity, whether you decide to stay on with the company you chose or not, I would suggest doing these eight things: 

1. Clarify Your Goals: Before starting your internship, ensure you clearly understand your goals and what you want to achieve from the experience. Discuss your goals with your supervisor and assess the alignment of your goals with the organization’s goals. 
2. Communicate Effectively: Proper communication is vital to a successful internship. Ensure you understand your expectations and inform your supervisor of your progress. Be proactive in communicating with your supervisor and colleagues, ask questions, and seek feedback.  
3. Be Adaptable: Be prepared to adapt to new environments, work cultures, and ways of doing things. Take the time to observe and learn how things are done in your new workplace, and be open to feedback and suggestions for improvement. 
4. Be Professional: Treat your internship like a real job. Be punctual, dress appropriately, and maintain a positive attitude. Be respectful of your colleagues and the company culture, and avoid any behavior that could be seen as unprofessional. 
5. Take Initiative: Be bold and take on new challenges and responsibilities. Show that you are eager to learn and contribute to the organization. Look for opportunities to add value to your team and take the initiative to make things happen. 
6. Network: Use your internship as an opportunity to build your professional network. Connect with your colleagues, attend company events, and seek out opportunities to meet people in your field. 
7. Reflect and Learn: Take the time to reflect on your experiences and what you have learned during your internship. Use this knowledge to improve your skills and plan your next steps in your career. 
8. Appreciate the Opportunity: Remember, your Skillbridge internship is a valuable opportunity to gain real-world experience and build your professional skills. With the right mindset and approach, you can make the most of this experience and set yourself up for success in your future career. 

Lastly, enjoy your retirement and a new career; you have earned it! 

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What is the DOD-Skillbridge Program? 

The DOD SkillBridge program can be somewhat of a variable unknown to many military personnel. Finding the right reasons to choose a SkillBridge internship is a personal decision, but the skill sets learned in the military can prepare you for many possibilities.   

The DOD SkillBridge program allows Service members to gain valuable civilian work experience through specific industry training, apprenticeships, or internships during the last 180 days of service. SkillBridge connects Service members with industry partners in real-world job experiences. 

The large amounts of stress and long working days have contributed to your abilities, and in turn, you offer tangible assets to any company looking for a veteran hire. This is even more true for military project managers who may not have realized their value to the civilian workforce.   

Whether you have served only a couple of years, a decade, or reached full retirement, this has prepared you to be an asset as a project manager in the civilian world. 

How to Translate Your Military Project Management Background 

Key Strengths

Life in the military is not that different from the civilian sector but offers a few key strengths for current and prospective project managers.  

• A sense of purpose greater than yourself drives project managers to achieve greater feats in the military, from small everyday projects to massive military cargo and passenger movements that can change the world as we know it.  

Military service is an excellent way to prepare future civilian project managers for success because of a few essential resources. These resources, which are used to better the civilian workforce, include:  

• flexible structuring 
• the diverse background of service members, and  
• a sense of unmatched commitment to seeing the project through  

The military is just one step in a lifelong journey to become a project manager, but it builds a solid foundation to work from down the road.  

Taking this foundation and continuing it into a program like SkillBridge is exactly how military project managers can show the civilian sector their merits. Some companies may still consider the military strict and rigid with limited ability to flex its project management prowess, and military project managers are not as adept at dealing with issues as the civilian workforce.  

Diversity & Variety of Opportunities   

Depending on the unit you are working for, and despite what some may think of the military structure, many different projects will require attention. These can range from the smallest of efforts within a work center to base-level projects (an excellent opportunity to volunteer for) that will generate real-world experiences.   

Whether working on Agile-style projects or utilizing Six Sigma and LEAN approaches, there are always new strategies to learn in the military regarding project management. So many different hybrid approaches to being a project manager are available to the military. They will increase the likelihood of success currently and in the future in the civilian sector.  

Project teams range from a few members to entire work centers, offering various opportunities to build and expand project management skill sets. Then there are the opportunities to conduct joint project events with different work centers as an excellent way to understand the complexities of large-scale projects.  

Topics or events which may otherwise seem insignificant can give loads of experience and new perspectives which benefit the service members in the future. Examples include events like setting up for the Christmas events for the base or even revamping your base’s Drunk Driving call centers.  

The diversity of the members who serve in the DOD is one of the most substantial aspects of being a project manager within the military. This diverse type of learning can be a strong selling point to civilian companies to show how much military members have to offer. However, this is not the only topic of diversity that better suits military project managers for their transition.  

Each service member’s various backgrounds are unique, allowing project managers to draw on the strengths of diverse inclusion. This is just one way that being a military project manager helps set up for the diverse working environment or coworkers you will encounter in the civilian world. 

Being in the military means showing how teamwork and cohesiveness will benefit the mission. Building on and propelling the positive work environments of military units is why productivity and performance levels are so strong. Civilian companies are also on the same page regarding this, so military project managers will be assets when it comes to increasing the diverse profiles of the company. SkillBridge internships will be far more manageable due to the positive and empowering messaging learned in the military.  

How to Frame Your Experience & Perspective to Highlight Your Project Management Experience  

The scope of project management for the military is at such a high-level function and part of the culture that most members of the civilian workforce will never experience this type of on-the-job training.  

Not every service member contributing to project management efforts will have the opportunity to experience these high-level project assignments. Still, it definitely comes as a credit to the military branches and their service members for the time and effort these massive military projects require.  

One significant example of how the military prepared a project manager like myself happened in 2021 with the sad events in Kabul. Stationed out of Dover Air Force Base, my unit’s mission was to provide aid, and tasked with assisting in the Kabul airlift event in 2021. 

I may have been a lower-level officer with their hands in the significant aspects of the project, but I could still view the scope of the mission as a project manager. The vast number of workers and assets necessary to pull off the largest non-combatant airlift in human history was unlike anything I could have imagined doing when I first joined the military.  

Sitting in on high-visibility meetings with top-level leadership helped me gain perspectives I never thought possible. This greatly benefited my knowledge and understanding of what military project managers can do when given a chance. It was even more interesting to see just how different work centers can interact with each other.  

Many times while working for a company in the civilian workforce, you will be asked to manage projects that require cooperation with different work centers or outside agencies. You will find that being able to leverage your military training and experience will become a massive strength and an enormous benefit that any civilian company can benefit from.  

I also had other personal experiences that I assumed had no bearing on my abilities as a project manager. These were just the day-to-day operations of being a supervisor. Now, I realize some that go through the SkillBridge program have not made it up the chain to being a supervisor. However, you can still use the experiences of having a good supervisor lead you as something to look back on and use moving forward.  

Also, those smaller unit tasks you managed can significantly show a civilian company the impact you had on your project tasking and how well a company will do regarding your project productivity. This experience is the most significant difference between hiring a veteran vs. the average college or PMP certification graduate.  

There may be times in the civilian world when you must work with a scope that has a global impact and is commonplace with the globalization of business. Another benefit to highlight is that the military had service members participate in and manage events with a more global reach as part of the mission set.  

My firsthand involvement in the Kabul event gave me a keen understanding of the global reach that a project and project management can have. These real-world experiences will be much more beneficial than just reading about PM methodology and how to manage projects in a book.  

A Perspective on Project Management Unlike Anything I Could Have Asked  

During my SkillBridge transition, I considered my time as an armed forces member and my military career. The realization of just how important it was has really hit me. My service helped shape who I am today and why I am the asset I am today. For the rest of my project management career, I will always appreciate and reflect fondly on the years I had during my military career. 

Being a United States Air Force member gave me a perspective on project management unlike anything I could have asked for. While there were so many ups and downs when it comes to being in the military, it can all be a matter of perspective to making significant improvements for oneself in the future.  

Introspection of one’s military career can be found in such events as separation, retirement, or leveraging a transition internship group like the fantastic SkillBridge program. Any future civilian project manager has plenty of career highlight options.  

I am grateful for a decision I made more than ten years ago that helped me gain the knowledge and tools necessary to benefit myself and my future employer(s). The benefit from Veteran Hires furthers the legacy of veterans benefitting the civilian workforce. Adding military project managers to the ranks of your business organization in the civilian world can significantly impact a company’s knowledge and resource management. This impact allows for new possibilities that a company can leverage, and why we, as Veterans, should understand our skills and knowledge is valuable for any prospective company. When the time comes, and I am asked to manage significant projects, I can handle this responsibility. This is all I could ask for in a career because I feel empowered and valued, and my company can trust that business will be handled under my management.  

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Executive Summary  

I served five years in the United States Navy, and when I joined the Navy, it was to be a Sailor. That was my only intention, but the Navy gave me something far more valuable to apply to my civilian life; my service taught me to be a project manager and prepared me for a great project management career!

• My Military Experience Started at Boot Camp
• A Future Project Manager is Born
• My NCO Project Assignments Were My Project Management Training
• Your Military Experience Translates to Project Management

My Military Experience Started at Boot Camp

I was never put in a Project Management Institute certification course or given any formal lessons. Still, the well-structured environment centered around high-priority missions being divided into small tasks and delegated to lower levels served training and certification.

The only branch I served under was United States Navy. However, the structure and experiences don’t vary much within each military branch regarding managing your projects. The more I advanced, and the higher I got with each badge of leadership, the more project management skills I learned.

Civilian to Navy Recruit

My military experience started with the dreaded and often mystified “boot camp.” Every branch has a different structure and timeline for its basic training process. Most of it is going through the motions day-to-day. Still, it’s all done with the same goal: to turn individuals into a team and learn the basics of military bearing, discipline, and customs.

The individuals that lead boot camp (Recruit Division Commanders, RDCs, in the Navy, other branches have other names) are on this duty for years at a time, so the process of churning out recruits for the Navy is effective and streamlined.

Part of their Basic Training duty is to transform these Seamen Recruits into tomorrow’s leaders, assigning them roles that allow them to take on more responsibility to stand out from the other 50-80 people in their training group.

Our Boot Camp leaders assess our performance for future job assignments, often recognizing the responsible candidates and promoting the individuals who do a great job. Those who don’t perform their duties exceptionally are putting themselves in the spotlight to correct, in typical Boot Camp fashion, which includes lots of yelling. I, unfortunately, was in the latter category for most of the volunteer jobs I requested.

I wanted to increase my chances of an early promotion to set my career on track. I volunteered for as many roles as possible, and the rules allowed. I requested to be a division leader, cadence singer, physical training leader, mailman, laundry duty, and just about everything you could contemplate.

I didn’t get rewarded with some assignments, like cadence singer; my inability to sing or stay in rhythm may have had something to do with that. In other jobs I was posted to, I lost, like an athletic leader, because I could do 100 push-ups but couldn’t lead the pack on the run.

Some may say that requesting assignments when I couldn’t perform those duties might be foolish, but I knew I was helping myself in the long run by getting used to uncomfortable challenges. I also figured out my strengths and weaknesses.

A Future Project Manager is Born

The jobs I did successfully during this time were mailman and watch-bill coordinator. As a watch-bill coordinator, you assign who will stand which watch and what time of day they will stand it.

“Standing Watch” is a huge part of the Navy. A watch is essentially a guard duty. On Navy ships, you have a multitude of watches happening simultaneously. They vary from roaming around the ship’s perimeter with a rifle, being on the lookout for approaching enemy boarding vessels, to watching the pressure gauges on pipes to ensure they don’t burst and flood the ship.

These watches are 24/7 and vital to a well-functioning Navy. In boot camp, there are only two watches. One person roams around the room, keeping an eye on the general well-being of everyone in there. The other stands at the door and greets whoever walks into the room. They’re both simple watches but manning is required at all times.

As the coordinator, I assigned these watches with the least amount of scheduling conflict. Some people had jobs during the day, some had additional training they needed to do in the afternoons, and sometimes a person assigned to a watch would be sick or otherwise pulled away at the last minute.

I did my duties without too much thought that this coordinating was a project management function. It took a lot of communication between myself and everyone in the division to figure out their schedules and work around them. I also had to present the schedule to the RDCs for final approval. Looking back on these responsibilities, this was the first project I managed.

I ended up excelling at that job. I really enjoyed communicating with everyone and using problem-solving skills to fit the schedules efficiently for everyone. It was like piecing together an intricate puzzle. As I progressed in my career and advanced in the ranks, I continued seeking opportunities that demanded those skills.

My NCO Project Assignments Were My Project Management Training

I was promoted to a non-commissioned officer (NCO) very early. As an NCO, my project assignments varied and were more complex. One of those assignments I was awarded and put in charge of was designing and overseeing a few training programs.

My favorite program assignment was being the lead instructor for our ceremonial guard —one the oldest traditions of the Navy and I had to adhere to the strict guidelines. I maintained training plans, served as the leader for military funerals and retirement ceremonies, and assigned people to events.

I came up with goals and actions to achieve completion and accountability of those programs. By the end of my time in the military, I would say that I had managed well over 100 total people through different projects.

I had to deliver briefs to high-ranking officers and civilian government employees for my technical job assignments every morning. These briefs contained essential information to mission functions and, at times, national security. As a junior and less experienced service member, it was intimidating to talk about subjects with individuals who had been in service for almost as long as I had been alive.

Practice and confidence were critical factors in becoming more comfortable with that task. I learned everything I could about the mission and all the acronyms that superiors used and adapted my speaking style to match those I presented.

As a future project manager, this was the most valuable lesson I learned in the Navy. Being able to speak confidently to key stakeholders and have them understand and, more importantly, trust what you say is the backbone of project management.

After I decided to separate from the service, I began looking at what career path I would pursue after separation. While in the Navy, I never once said I was a project manager when people asked what I did; I never thought of myself as one. However, all the things I enjoyed doing in service, planning, procurement, execution, and completion of projects were the same responsibilities of project management positions.

Communicating with others and organizing a well-structured plan to complete milestones for a shared goal was what I had been doing for years. All those years I spent trying to become a Sailor accidentally made me into a project manager. Had I stayed in and advanced even further in rank, those PM responsibilities would have increased tenfold. However, I know very few service members that separate or retire and go into project management, which is baffling. It is a perfect opportunity for a transitioning military member to transition.

Your Military Experience Translates to Project Management

Military Skills Translate to Project Management Careers

There is a giant knowledge gap between the people in the military that know what project management is and those that don’t. So many service members get caught up in their job titles and need help seeing other opportunities that utilize their soft skills. Most of my former colleagues assume, in fact, I work in construction when I tell them I was transiting into project management.

If you are a veteran or are about to leave the service, consider looking into a project management career. It may not be for some, and your project management experience may vary depending on your project management experience. Still, I feel that it is the closest civilian field that aligns with military leadership skills.

Any NCO or any other with similar rank responsibilities who had to manage projects and resources, meet deadlines, complete milestones, brief stakeholders, and ultimately accept responsibility for the success or failure of those tasks was performing command daily tasks, are project managers.   Your position of authority and responsibility has given you the skill set to become a project manager or project coordinator.

Your skills are wanted and needed. According to the US Bureau of Labor Statistics, employment of project management specialists is projected to grow 7 percent from 2021 to 2031. That’s about 70,400 openings for project management specialists project each year, on average, for over a decade.

Feel free to contact me on LinkedIn if you have any questions, and don’t forget to check out our careers page to learn if Kolme Group is the right fit for you!

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What is a Military Project Leader, and How It Translates to a Civilian Project Manager Career? 

When it comes to project leadership, there are many similarities between a US military project leader and a civilian project manager. However, some key differences distinguish the two roles. I will explore the similarities and differences between US military project leaders and civilian project managers to provide a better understanding of the unique skills required for each. 

Let us first discuss their similarities. Both US military project leaders and civilian project managers must possess strong leadership skills to effectively manage their teams and projects.  

This includes the ability to motivate and inspire their team and the capacity to make sound decisions and create plans for successful outcomes. Both roles require a deep understanding of the project scope, timeline, and budget and the ability to coordinate resources and personnel. In addition, both roles require effective communication skills and the ability to delegate tasks and manage conflict.   

The primary difference between US military project leaders and civilian project managers is the type of environment in which they operate. US military project leaders must be able to manage their teams and projects in a highly structured and potentially hostile environment. In contrast, civilian project managers work in a more relaxed and less dangerous atmosphere.  

US military project leaders must be extremely organized and disciplined. They must understand the chain of command and be able to follow orders while maintaining a high level of error. They must be able to assess situations quickly and make decisions with little margin for error. In addition, they must be able to handle pressure and remain calm in the face of adversity.  

However, civilian project managers must be more flexible and able to handle multiple projects simultaneously. They must be able to think outside the box to find creative solutions to problems. They must be able to encourage collaboration and open communication among team members and be comfortable working with various stakeholders. In addition, they must be able to work with limited resources and navigate the complexities of the modern business world.  

 As you can see, there are many similarities between a US military project leader and a civilian project manager, but there are also a few key differences. US military project leaders must be able to handle highly structured and potentially hostile environments, while civilian project managers work in more relaxed and generally less dangerous atmospheres.  

US military project leaders must be highly organized, disciplined, and able to make decisions with little margin for error. In contrast, civilian project managers must be more flexible and able to think outside the box. Both roles require strong leadership and communication skills and the ability to coordinate resources and personnel. Both roles require the same commitment to excellence and the same dedication to achieving successful outcomes. 

My Personal Journey Translating My Military Experience to Project Management  

I began my career in 2003 as an Avionics Specialist charged with maintaining avionics systems on the F-15 Eagle. My first duty station as an Airman First Class was Tyndall AFB, Fl, where I honed my craft for four years until I applied to be a part of the newest Jet fighter program in the Air Force fleet, the F-22 Raptor.   

Once I was accepted into my new position, I was transferred to Edwards AFB, California, with the rank of Staff Sergeant, to learn how to maintain Avionics systems on the F-22 Airframe. Edwards AFB is where is also where I began my journey as a military leader. From there, I became an Avionics Instructor at Sheppard AFB to teach our newest Air Force members how to maintain Avionics systems on multiple airframes.  

I led a team of 12 Instructors to prepare over 5 thousand enlisted airmen for the rigors of flight line maintenance while simultaneously re-writing the entire 10-week course three times over a 4-year period. I quickly moved from Staff Sergeant to Technical Sergeant and then to Master Sergeant during this time and was eventually transferred to Tyndall AFB Fl for the final five years of my enlistment.  

At Tyndall AFB I did several different jobs that grew my skills as both a Military leader and as a Project Manager.  

I started my tour at Tyndall AFB as the Avionics Section chief, which placed me in charge of 65 personnel. In addition to scheduling all training, mandatory appointments, and military leave for my people, I also managed several programs that Included Unit Security Manager and Unit Facilities Manager.  

After two years of this work, I was asked to take over the Wing Avionics Manager position for the 325th Fighter Wing. As the WAM, I was charged with managing all Projects that came down to the Wing from Higher Headquarters concerning our 31 F-22 aircraft.  

No two projects that I managed were the same, and as anyone in the Military can attest, the number of both project requirements and restrictions to each project increased the difficulty of managing them significantly. But as I stated earlier, Military Project leaders must operate with limited resources and personnel. Does this sound familiar to you and your career?  

What are the Significant Benefits of Utilizing the Skillbridge Program? 

The Transition from military to civilian project management for transitioning military members can weigh on many. The thought of transitioning to a civilian career can be daunting. The skills and experience you have gained in the military are not always easily transferable to the civilian world.  

However, one area where military and civilian projects are remarkably similar is the need for strong leadership, communication, and organizational skills. Fortunately, there is a way for transitioning military members to gain the experience and skills needed to become a successful civilian project manager. The Skillbridge Internship Program is designed to help transitioning military members gain the knowledge and skills required to succeed as civilian project managers.  

The Skillbridge Internship Program is an excellent way for transitioning military members to gain the experience needed for a successful civilian management career. Through the program, transitioning military members can gain hands-on experience in a civilian PM (Project Management) role.  

 The Skillbridge Internship Program also allows transitioning military members to network with civilian PMs (Project Management). This engagement and interaction can help transitioning military members gain valuable insight into the civilian PM world and make connections that can help them in their future careers. 

The Skillbridge Program will allow you to bring your knowledge and experience to a civilian organization and practice being the project manager that you are because it is important to remember that transitioning military members are already PMs. They have the leadership, communication, and organizational skills needed to be successful in a civilian PM role.  

The key to success in the civilian PM world is to recognize the skills and experience you already have and to use them to your advantage. With the right attitude and skills, transitioning military members can succeed in the civilian PM world. That is why the Skillbridge Internship Program is an excellent way for transitioning military members to gain the experience and skills needed to succeed and begin a successful civilian PM career.  

So, if you are a transitioning military member looking to gain the experience and skills needed to become a successful civilian PM, consider the Skillbridge Internship Program. It could be the perfect way to get your foot in the door and start your civilian PM career. 

Managing your Skillbridge Opportunity 

Your Skill Bridge opportunity is one of the most critical military benefits that you have as you transition into your post-military life and career. To get the most out of this opportunity, I suggest starting your planning at about the one-year mark by reviewing the DOD-approved Skillbridge providers on their website ( https://skillbridge.osd.mil/ ) and researching the companies that you have identified as a potential match.  

Companies tend to forecast and plan future employment opportunities up to a year in advance. Ensure your resume conveys the correct information for the positions you have identified would be a good match. And line up your Skillbridge opportunity early 

Furthermore, to ensure that you get the most out of your opportunity, whether you decide to stay on with the company you chose or not, I would suggest doing these eight things: 

1. Clarify Your Goals: Before starting your internship, ensure you clearly understand your goals and what you want to achieve from the experience. Discuss your goals with your supervisor and assess the alignment of your goals with the organization’s goals. 
2. Communicate Effectively: Proper communication is vital to a successful internship. Ensure you understand your expectations and inform your supervisor of your progress. Be proactive in communicating with your supervisor and colleagues, ask questions, and seek feedback.  
3. Be Adaptable: Be prepared to adapt to new environments, work cultures, and ways of doing things. Take the time to observe and learn how things are done in your new workplace, and be open to feedback and suggestions for improvement. 
4. Be Professional: Treat your internship like a real job. Be punctual, dress appropriately, and maintain a positive attitude. Be respectful of your colleagues and the company culture, and avoid any behavior that could be seen as unprofessional. 
5. Take Initiative: Be bold and take on new challenges and responsibilities. Show that you are eager to learn and contribute to the organization. Look for opportunities to add value to your team and take the initiative to make things happen. 
6. Network: Use your internship as an opportunity to build your professional network. Connect with your colleagues, attend company events, and seek out opportunities to meet people in your field. 
7. Reflect and Learn: Take the time to reflect on your experiences and what you have learned during your internship. Use this knowledge to improve your skills and plan your next steps in your career. 
8. Appreciate the Opportunity: Remember, your Skillbridge internship is a valuable opportunity to gain real-world experience and build your professional skills. With the right mindset and approach, you can make the most of this experience and set yourself up for success in your future career. 

Lastly, enjoy your retirement and a new career; you have earned it! 

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What is the DOD-Skillbridge Program? 

The DOD SkillBridge program can be somewhat of a variable unknown to many military personnel. Finding the right reasons to choose a SkillBridge internship is a personal decision, but the skill sets learned in the military can prepare you for many possibilities.   

The DOD SkillBridge program allows Service members to gain valuable civilian work experience through specific industry training, apprenticeships, or internships during the last 180 days of service. SkillBridge connects Service members with industry partners in real-world job experiences. 

The large amounts of stress and long working days have contributed to your abilities, and in turn, you offer tangible assets to any company looking for a veteran hire. This is even more true for military project managers who may not have realized their value to the civilian workforce.   

Whether you have served only a couple of years, a decade, or reached full retirement, this has prepared you to be an asset as a project manager in the civilian world. 

How to Translate Your Military Project Management Background 

Key Strengths

Life in the military is not that different from the civilian sector but offers a few key strengths for current and prospective project managers.  

• A sense of purpose greater than yourself drives project managers to achieve greater feats in the military, from small everyday projects to massive military cargo and passenger movements that can change the world as we know it.  

Military service is an excellent way to prepare future civilian project managers for success because of a few essential resources. These resources, which are used to better the civilian workforce, include:  

• flexible structuring 
• the diverse background of service members, and  
• a sense of unmatched commitment to seeing the project through  

The military is just one step in a lifelong journey to become a project manager, but it builds a solid foundation to work from down the road.  

Taking this foundation and continuing it into a program like SkillBridge is exactly how military project managers can show the civilian sector their merits. Some companies may still consider the military strict and rigid with limited ability to flex its project management prowess, and military project managers are not as adept at dealing with issues as the civilian workforce.  

Diversity & Variety of Opportunities   

Depending on the unit you are working for, and despite what some may think of the military structure, many different projects will require attention. These can range from the smallest of efforts within a work center to base-level projects (an excellent opportunity to volunteer for) that will generate real-world experiences.   

Whether working on Agile-style projects or utilizing Six Sigma and LEAN approaches, there are always new strategies to learn in the military regarding project management. So many different hybrid approaches to being a project manager are available to the military. They will increase the likelihood of success currently and in the future in the civilian sector.  

Project teams range from a few members to entire work centers, offering various opportunities to build and expand project management skill sets. Then there are the opportunities to conduct joint project events with different work centers as an excellent way to understand the complexities of large-scale projects.  

Topics or events which may otherwise seem insignificant can give loads of experience and new perspectives which benefit the service members in the future. Examples include events like setting up for the Christmas events for the base or even revamping your base’s Drunk Driving call centers.  

The diversity of the members who serve in the DOD is one of the most substantial aspects of being a project manager within the military. This diverse type of learning can be a strong selling point to civilian companies to show how much military members have to offer. However, this is not the only topic of diversity that better suits military project managers for their transition.  

Each service member’s various backgrounds are unique, allowing project managers to draw on the strengths of diverse inclusion. This is just one way that being a military project manager helps set up for the diverse working environment or coworkers you will encounter in the civilian world. 

Being in the military means showing how teamwork and cohesiveness will benefit the mission. Building on and propelling the positive work environments of military units is why productivity and performance levels are so strong. Civilian companies are also on the same page regarding this, so military project managers will be assets when it comes to increasing the diverse profiles of the company. SkillBridge internships will be far more manageable due to the positive and empowering messaging learned in the military.  

How to Frame Your Experience & Perspective to Highlight Your Project Management Experience  

The scope of project management for the military is at such a high-level function and part of the culture that most members of the civilian workforce will never experience this type of on-the-job training.  

Not every service member contributing to project management efforts will have the opportunity to experience these high-level project assignments. Still, it definitely comes as a credit to the military branches and their service members for the time and effort these massive military projects require.  

One significant example of how the military prepared a project manager like myself happened in 2021 with the sad events in Kabul. Stationed out of Dover Air Force Base, my unit’s mission was to provide aid, and tasked with assisting in the Kabul airlift event in 2021. 

I may have been a lower-level officer with their hands in the significant aspects of the project, but I could still view the scope of the mission as a project manager. The vast number of workers and assets necessary to pull off the largest non-combatant airlift in human history was unlike anything I could have imagined doing when I first joined the military.  

Sitting in on high-visibility meetings with top-level leadership helped me gain perspectives I never thought possible. This greatly benefited my knowledge and understanding of what military project managers can do when given a chance. It was even more interesting to see just how different work centers can interact with each other.  

Many times while working for a company in the civilian workforce, you will be asked to manage projects that require cooperation with different work centers or outside agencies. You will find that being able to leverage your military training and experience will become a massive strength and an enormous benefit that any civilian company can benefit from.  

I also had other personal experiences that I assumed had no bearing on my abilities as a project manager. These were just the day-to-day operations of being a supervisor. Now, I realize some that go through the SkillBridge program have not made it up the chain to being a supervisor. However, you can still use the experiences of having a good supervisor lead you as something to look back on and use moving forward.  

Also, those smaller unit tasks you managed can significantly show a civilian company the impact you had on your project tasking and how well a company will do regarding your project productivity. This experience is the most significant difference between hiring a veteran vs. the average college or PMP certification graduate.  

There may be times in the civilian world when you must work with a scope that has a global impact and is commonplace with the globalization of business. Another benefit to highlight is that the military had service members participate in and manage events with a more global reach as part of the mission set.  

My firsthand involvement in the Kabul event gave me a keen understanding of the global reach that a project and project management can have. These real-world experiences will be much more beneficial than just reading about PM methodology and how to manage projects in a book.  

A Perspective on Project Management Unlike Anything I Could Have Asked  

During my SkillBridge transition, I considered my time as an armed forces member and my military career. The realization of just how important it was has really hit me. My service helped shape who I am today and why I am the asset I am today. For the rest of my project management career, I will always appreciate and reflect fondly on the years I had during my military career. 

Being a United States Air Force member gave me a perspective on project management unlike anything I could have asked for. While there were so many ups and downs when it comes to being in the military, it can all be a matter of perspective to making significant improvements for oneself in the future.  

Introspection of one’s military career can be found in such events as separation, retirement, or leveraging a transition internship group like the fantastic SkillBridge program. Any future civilian project manager has plenty of career highlight options.  

I am grateful for a decision I made more than ten years ago that helped me gain the knowledge and tools necessary to benefit myself and my future employer(s). The benefit from Veteran Hires furthers the legacy of veterans benefitting the civilian workforce. Adding military project managers to the ranks of your business organization in the civilian world can significantly impact a company’s knowledge and resource management. This impact allows for new possibilities that a company can leverage, and why we, as Veterans, should understand our skills and knowledge is valuable for any prospective company. When the time comes, and I am asked to manage significant projects, I can handle this responsibility. This is all I could ask for in a career because I feel empowered and valued, and my company can trust that business will be handled under my management.  

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Executive Summary  

I served five years in the United States Navy, and when I joined the Navy, it was to be a Sailor. That was my only intention, but the Navy gave me something far more valuable to apply to my civilian life; my service taught me to be a project manager and prepared me for a great project management career!

• My Military Experience Started at Boot Camp
• A Future Project Manager is Born
• My NCO Project Assignments Were My Project Management Training
• Your Military Experience Translates to Project Management

My Military Experience Started at Boot Camp

I was never put in a Project Management Institute certification course or given any formal lessons. Still, the well-structured environment centered around high-priority missions being divided into small tasks and delegated to lower levels served training and certification.

The only branch I served under was United States Navy. However, the structure and experiences don’t vary much within each military branch regarding managing your projects. The more I advanced, and the higher I got with each badge of leadership, the more project management skills I learned.

Civilian to Navy Recruit

My military experience started with the dreaded and often mystified “boot camp.” Every branch has a different structure and timeline for its basic training process. Most of it is going through the motions day-to-day. Still, it’s all done with the same goal: to turn individuals into a team and learn the basics of military bearing, discipline, and customs.

The individuals that lead boot camp (Recruit Division Commanders, RDCs, in the Navy, other branches have other names) are on this duty for years at a time, so the process of churning out recruits for the Navy is effective and streamlined.

Part of their Basic Training duty is to transform these Seamen Recruits into tomorrow’s leaders, assigning them roles that allow them to take on more responsibility to stand out from the other 50-80 people in their training group.

Our Boot Camp leaders assess our performance for future job assignments, often recognizing the responsible candidates and promoting the individuals who do a great job. Those who don’t perform their duties exceptionally are putting themselves in the spotlight to correct, in typical Boot Camp fashion, which includes lots of yelling. I, unfortunately, was in the latter category for most of the volunteer jobs I requested.

I wanted to increase my chances of an early promotion to set my career on track. I volunteered for as many roles as possible, and the rules allowed. I requested to be a division leader, cadence singer, physical training leader, mailman, laundry duty, and just about everything you could contemplate.

I didn’t get rewarded with some assignments, like cadence singer; my inability to sing or stay in rhythm may have had something to do with that. In other jobs I was posted to, I lost, like an athletic leader, because I could do 100 push-ups but couldn’t lead the pack on the run.

Some may say that requesting assignments when I couldn’t perform those duties might be foolish, but I knew I was helping myself in the long run by getting used to uncomfortable challenges. I also figured out my strengths and weaknesses.

A Future Project Manager is Born

The jobs I did successfully during this time were mailman and watch-bill coordinator. As a watch-bill coordinator, you assign who will stand which watch and what time of day they will stand it.

“Standing Watch” is a huge part of the Navy. A watch is essentially a guard duty. On Navy ships, you have a multitude of watches happening simultaneously. They vary from roaming around the ship’s perimeter with a rifle, being on the lookout for approaching enemy boarding vessels, to watching the pressure gauges on pipes to ensure they don’t burst and flood the ship.

These watches are 24/7 and vital to a well-functioning Navy. In boot camp, there are only two watches. One person roams around the room, keeping an eye on the general well-being of everyone in there. The other stands at the door and greets whoever walks into the room. They’re both simple watches but manning is required at all times.

As the coordinator, I assigned these watches with the least amount of scheduling conflict. Some people had jobs during the day, some had additional training they needed to do in the afternoons, and sometimes a person assigned to a watch would be sick or otherwise pulled away at the last minute.

I did my duties without too much thought that this coordinating was a project management function. It took a lot of communication between myself and everyone in the division to figure out their schedules and work around them. I also had to present the schedule to the RDCs for final approval. Looking back on these responsibilities, this was the first project I managed.

I ended up excelling at that job. I really enjoyed communicating with everyone and using problem-solving skills to fit the schedules efficiently for everyone. It was like piecing together an intricate puzzle. As I progressed in my career and advanced in the ranks, I continued seeking opportunities that demanded those skills.

My NCO Project Assignments Were My Project Management Training

I was promoted to a non-commissioned officer (NCO) very early. As an NCO, my project assignments varied and were more complex. One of those assignments I was awarded and put in charge of was designing and overseeing a few training programs.

My favorite program assignment was being the lead instructor for our ceremonial guard —one the oldest traditions of the Navy and I had to adhere to the strict guidelines. I maintained training plans, served as the leader for military funerals and retirement ceremonies, and assigned people to events.

I came up with goals and actions to achieve completion and accountability of those programs. By the end of my time in the military, I would say that I had managed well over 100 total people through different projects.

I had to deliver briefs to high-ranking officers and civilian government employees for my technical job assignments every morning. These briefs contained essential information to mission functions and, at times, national security. As a junior and less experienced service member, it was intimidating to talk about subjects with individuals who had been in service for almost as long as I had been alive.

Practice and confidence were critical factors in becoming more comfortable with that task. I learned everything I could about the mission and all the acronyms that superiors used and adapted my speaking style to match those I presented.

As a future project manager, this was the most valuable lesson I learned in the Navy. Being able to speak confidently to key stakeholders and have them understand and, more importantly, trust what you say is the backbone of project management.

After I decided to separate from the service, I began looking at what career path I would pursue after separation. While in the Navy, I never once said I was a project manager when people asked what I did; I never thought of myself as one. However, all the things I enjoyed doing in service, planning, procurement, execution, and completion of projects were the same responsibilities of project management positions.

Communicating with others and organizing a well-structured plan to complete milestones for a shared goal was what I had been doing for years. All those years I spent trying to become a Sailor accidentally made me into a project manager. Had I stayed in and advanced even further in rank, those PM responsibilities would have increased tenfold. However, I know very few service members that separate or retire and go into project management, which is baffling. It is a perfect opportunity for a transitioning military member to transition.

Your Military Experience Translates to Project Management

Military Skills Translate to Project Management Careers

There is a giant knowledge gap between the people in the military that know what project management is and those that don’t. So many service members get caught up in their job titles and need help seeing other opportunities that utilize their soft skills. Most of my former colleagues assume, in fact, I work in construction when I tell them I was transiting into project management.

If you are a veteran or are about to leave the service, consider looking into a project management career. It may not be for some, and your project management experience may vary depending on your project management experience. Still, I feel that it is the closest civilian field that aligns with military leadership skills.

Any NCO or any other with similar rank responsibilities who had to manage projects and resources, meet deadlines, complete milestones, brief stakeholders, and ultimately accept responsibility for the success or failure of those tasks was performing command daily tasks, are project managers.   Your position of authority and responsibility has given you the skill set to become a project manager or project coordinator.

Your skills are wanted and needed. According to the US Bureau of Labor Statistics, employment of project management specialists is projected to grow 7 percent from 2021 to 2031. That’s about 70,400 openings for project management specialists project each year, on average, for over a decade.

Feel free to contact me on LinkedIn if you have any questions, and don’t forget to check out our careers page to learn if Kolme Group is the right fit for you!

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What is a Military Project Leader, and How It Translates to a Civilian Project Manager Career? 

When it comes to project leadership, there are many similarities between a US military project leader and a civilian project manager. However, some key differences distinguish the two roles. I will explore the similarities and differences between US military project leaders and civilian project managers to provide a better understanding of the unique skills required for each. 

Let us first discuss their similarities. Both US military project leaders and civilian project managers must possess strong leadership skills to effectively manage their teams and projects.  

This includes the ability to motivate and inspire their team and the capacity to make sound decisions and create plans for successful outcomes. Both roles require a deep understanding of the project scope, timeline, and budget and the ability to coordinate resources and personnel. In addition, both roles require effective communication skills and the ability to delegate tasks and manage conflict.   

The primary difference between US military project leaders and civilian project managers is the type of environment in which they operate. US military project leaders must be able to manage their teams and projects in a highly structured and potentially hostile environment. In contrast, civilian project managers work in a more relaxed and less dangerous atmosphere.  

US military project leaders must be extremely organized and disciplined. They must understand the chain of command and be able to follow orders while maintaining a high level of error. They must be able to assess situations quickly and make decisions with little margin for error. In addition, they must be able to handle pressure and remain calm in the face of adversity.  

However, civilian project managers must be more flexible and able to handle multiple projects simultaneously. They must be able to think outside the box to find creative solutions to problems. They must be able to encourage collaboration and open communication among team members and be comfortable working with various stakeholders. In addition, they must be able to work with limited resources and navigate the complexities of the modern business world.  

 As you can see, there are many similarities between a US military project leader and a civilian project manager, but there are also a few key differences. US military project leaders must be able to handle highly structured and potentially hostile environments, while civilian project managers work in more relaxed and generally less dangerous atmospheres.  

US military project leaders must be highly organized, disciplined, and able to make decisions with little margin for error. In contrast, civilian project managers must be more flexible and able to think outside the box. Both roles require strong leadership and communication skills and the ability to coordinate resources and personnel. Both roles require the same commitment to excellence and the same dedication to achieving successful outcomes. 

My Personal Journey Translating My Military Experience to Project Management  

I began my career in 2003 as an Avionics Specialist charged with maintaining avionics systems on the F-15 Eagle. My first duty station as an Airman First Class was Tyndall AFB, Fl, where I honed my craft for four years until I applied to be a part of the newest Jet fighter program in the Air Force fleet, the F-22 Raptor.   

Once I was accepted into my new position, I was transferred to Edwards AFB, California, with the rank of Staff Sergeant, to learn how to maintain Avionics systems on the F-22 Airframe. Edwards AFB is where is also where I began my journey as a military leader. From there, I became an Avionics Instructor at Sheppard AFB to teach our newest Air Force members how to maintain Avionics systems on multiple airframes.  

I led a team of 12 Instructors to prepare over 5 thousand enlisted airmen for the rigors of flight line maintenance while simultaneously re-writing the entire 10-week course three times over a 4-year period. I quickly moved from Staff Sergeant to Technical Sergeant and then to Master Sergeant during this time and was eventually transferred to Tyndall AFB Fl for the final five years of my enlistment.  

At Tyndall AFB I did several different jobs that grew my skills as both a Military leader and as a Project Manager.  

I started my tour at Tyndall AFB as the Avionics Section chief, which placed me in charge of 65 personnel. In addition to scheduling all training, mandatory appointments, and military leave for my people, I also managed several programs that Included Unit Security Manager and Unit Facilities Manager.  

After two years of this work, I was asked to take over the Wing Avionics Manager position for the 325th Fighter Wing. As the WAM, I was charged with managing all Projects that came down to the Wing from Higher Headquarters concerning our 31 F-22 aircraft.  

No two projects that I managed were the same, and as anyone in the Military can attest, the number of both project requirements and restrictions to each project increased the difficulty of managing them significantly. But as I stated earlier, Military Project leaders must operate with limited resources and personnel. Does this sound familiar to you and your career?  

What are the Significant Benefits of Utilizing the Skillbridge Program? 

The Transition from military to civilian project management for transitioning military members can weigh on many. The thought of transitioning to a civilian career can be daunting. The skills and experience you have gained in the military are not always easily transferable to the civilian world.  

However, one area where military and civilian projects are remarkably similar is the need for strong leadership, communication, and organizational skills. Fortunately, there is a way for transitioning military members to gain the experience and skills needed to become a successful civilian project manager. The Skillbridge Internship Program is designed to help transitioning military members gain the knowledge and skills required to succeed as civilian project managers.  

The Skillbridge Internship Program is an excellent way for transitioning military members to gain the experience needed for a successful civilian management career. Through the program, transitioning military members can gain hands-on experience in a civilian PM (Project Management) role.  

 The Skillbridge Internship Program also allows transitioning military members to network with civilian PMs (Project Management). This engagement and interaction can help transitioning military members gain valuable insight into the civilian PM world and make connections that can help them in their future careers. 

The Skillbridge Program will allow you to bring your knowledge and experience to a civilian organization and practice being the project manager that you are because it is important to remember that transitioning military members are already PMs. They have the leadership, communication, and organizational skills needed to be successful in a civilian PM role.  

The key to success in the civilian PM world is to recognize the skills and experience you already have and to use them to your advantage. With the right attitude and skills, transitioning military members can succeed in the civilian PM world. That is why the Skillbridge Internship Program is an excellent way for transitioning military members to gain the experience and skills needed to succeed and begin a successful civilian PM career.  

So, if you are a transitioning military member looking to gain the experience and skills needed to become a successful civilian PM, consider the Skillbridge Internship Program. It could be the perfect way to get your foot in the door and start your civilian PM career. 

Managing your Skillbridge Opportunity 

Your Skill Bridge opportunity is one of the most critical military benefits that you have as you transition into your post-military life and career. To get the most out of this opportunity, I suggest starting your planning at about the one-year mark by reviewing the DOD-approved Skillbridge providers on their website ( https://skillbridge.osd.mil/ ) and researching the companies that you have identified as a potential match.  

Companies tend to forecast and plan future employment opportunities up to a year in advance. Ensure your resume conveys the correct information for the positions you have identified would be a good match. And line up your Skillbridge opportunity early 

Furthermore, to ensure that you get the most out of your opportunity, whether you decide to stay on with the company you chose or not, I would suggest doing these eight things: 

1. Clarify Your Goals: Before starting your internship, ensure you clearly understand your goals and what you want to achieve from the experience. Discuss your goals with your supervisor and assess the alignment of your goals with the organization’s goals. 
2. Communicate Effectively: Proper communication is vital to a successful internship. Ensure you understand your expectations and inform your supervisor of your progress. Be proactive in communicating with your supervisor and colleagues, ask questions, and seek feedback.  
3. Be Adaptable: Be prepared to adapt to new environments, work cultures, and ways of doing things. Take the time to observe and learn how things are done in your new workplace, and be open to feedback and suggestions for improvement. 
4. Be Professional: Treat your internship like a real job. Be punctual, dress appropriately, and maintain a positive attitude. Be respectful of your colleagues and the company culture, and avoid any behavior that could be seen as unprofessional. 
5. Take Initiative: Be bold and take on new challenges and responsibilities. Show that you are eager to learn and contribute to the organization. Look for opportunities to add value to your team and take the initiative to make things happen. 
6. Network: Use your internship as an opportunity to build your professional network. Connect with your colleagues, attend company events, and seek out opportunities to meet people in your field. 
7. Reflect and Learn: Take the time to reflect on your experiences and what you have learned during your internship. Use this knowledge to improve your skills and plan your next steps in your career. 
8. Appreciate the Opportunity: Remember, your Skillbridge internship is a valuable opportunity to gain real-world experience and build your professional skills. With the right mindset and approach, you can make the most of this experience and set yourself up for success in your future career. 

Lastly, enjoy your retirement and a new career; you have earned it! 

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What is the DOD-Skillbridge Program? 

The DOD SkillBridge program can be somewhat of a variable unknown to many military personnel. Finding the right reasons to choose a SkillBridge internship is a personal decision, but the skill sets learned in the military can prepare you for many possibilities.   

The DOD SkillBridge program allows Service members to gain valuable civilian work experience through specific industry training, apprenticeships, or internships during the last 180 days of service. SkillBridge connects Service members with industry partners in real-world job experiences. 

The large amounts of stress and long working days have contributed to your abilities, and in turn, you offer tangible assets to any company looking for a veteran hire. This is even more true for military project managers who may not have realized their value to the civilian workforce.   

Whether you have served only a couple of years, a decade, or reached full retirement, this has prepared you to be an asset as a project manager in the civilian world. 

How to Translate Your Military Project Management Background 

Key Strengths

Life in the military is not that different from the civilian sector but offers a few key strengths for current and prospective project managers.  

• A sense of purpose greater than yourself drives project managers to achieve greater feats in the military, from small everyday projects to massive military cargo and passenger movements that can change the world as we know it.  

Military service is an excellent way to prepare future civilian project managers for success because of a few essential resources. These resources, which are used to better the civilian workforce, include:  

• flexible structuring 
• the diverse background of service members, and  
• a sense of unmatched commitment to seeing the project through  

The military is just one step in a lifelong journey to become a project manager, but it builds a solid foundation to work from down the road.  

Taking this foundation and continuing it into a program like SkillBridge is exactly how military project managers can show the civilian sector their merits. Some companies may still consider the military strict and rigid with limited ability to flex its project management prowess, and military project managers are not as adept at dealing with issues as the civilian workforce.  

Diversity & Variety of Opportunities   

Depending on the unit you are working for, and despite what some may think of the military structure, many different projects will require attention. These can range from the smallest of efforts within a work center to base-level projects (an excellent opportunity to volunteer for) that will generate real-world experiences.   

Whether working on Agile-style projects or utilizing Six Sigma and LEAN approaches, there are always new strategies to learn in the military regarding project management. So many different hybrid approaches to being a project manager are available to the military. They will increase the likelihood of success currently and in the future in the civilian sector.  

Project teams range from a few members to entire work centers, offering various opportunities to build and expand project management skill sets. Then there are the opportunities to conduct joint project events with different work centers as an excellent way to understand the complexities of large-scale projects.  

Topics or events which may otherwise seem insignificant can give loads of experience and new perspectives which benefit the service members in the future. Examples include events like setting up for the Christmas events for the base or even revamping your base’s Drunk Driving call centers.  

The diversity of the members who serve in the DOD is one of the most substantial aspects of being a project manager within the military. This diverse type of learning can be a strong selling point to civilian companies to show how much military members have to offer. However, this is not the only topic of diversity that better suits military project managers for their transition.  

Each service member’s various backgrounds are unique, allowing project managers to draw on the strengths of diverse inclusion. This is just one way that being a military project manager helps set up for the diverse working environment or coworkers you will encounter in the civilian world. 

Being in the military means showing how teamwork and cohesiveness will benefit the mission. Building on and propelling the positive work environments of military units is why productivity and performance levels are so strong. Civilian companies are also on the same page regarding this, so military project managers will be assets when it comes to increasing the diverse profiles of the company. SkillBridge internships will be far more manageable due to the positive and empowering messaging learned in the military.  

How to Frame Your Experience & Perspective to Highlight Your Project Management Experience  

The scope of project management for the military is at such a high-level function and part of the culture that most members of the civilian workforce will never experience this type of on-the-job training.  

Not every service member contributing to project management efforts will have the opportunity to experience these high-level project assignments. Still, it definitely comes as a credit to the military branches and their service members for the time and effort these massive military projects require.  

One significant example of how the military prepared a project manager like myself happened in 2021 with the sad events in Kabul. Stationed out of Dover Air Force Base, my unit’s mission was to provide aid, and tasked with assisting in the Kabul airlift event in 2021. 

I may have been a lower-level officer with their hands in the significant aspects of the project, but I could still view the scope of the mission as a project manager. The vast number of workers and assets necessary to pull off the largest non-combatant airlift in human history was unlike anything I could have imagined doing when I first joined the military.  

Sitting in on high-visibility meetings with top-level leadership helped me gain perspectives I never thought possible. This greatly benefited my knowledge and understanding of what military project managers can do when given a chance. It was even more interesting to see just how different work centers can interact with each other.  

Many times while working for a company in the civilian workforce, you will be asked to manage projects that require cooperation with different work centers or outside agencies. You will find that being able to leverage your military training and experience will become a massive strength and an enormous benefit that any civilian company can benefit from.  

I also had other personal experiences that I assumed had no bearing on my abilities as a project manager. These were just the day-to-day operations of being a supervisor. Now, I realize some that go through the SkillBridge program have not made it up the chain to being a supervisor. However, you can still use the experiences of having a good supervisor lead you as something to look back on and use moving forward.  

Also, those smaller unit tasks you managed can significantly show a civilian company the impact you had on your project tasking and how well a company will do regarding your project productivity. This experience is the most significant difference between hiring a veteran vs. the average college or PMP certification graduate.  

There may be times in the civilian world when you must work with a scope that has a global impact and is commonplace with the globalization of business. Another benefit to highlight is that the military had service members participate in and manage events with a more global reach as part of the mission set.  

My firsthand involvement in the Kabul event gave me a keen understanding of the global reach that a project and project management can have. These real-world experiences will be much more beneficial than just reading about PM methodology and how to manage projects in a book.  

A Perspective on Project Management Unlike Anything I Could Have Asked  

During my SkillBridge transition, I considered my time as an armed forces member and my military career. The realization of just how important it was has really hit me. My service helped shape who I am today and why I am the asset I am today. For the rest of my project management career, I will always appreciate and reflect fondly on the years I had during my military career. 

Being a United States Air Force member gave me a perspective on project management unlike anything I could have asked for. While there were so many ups and downs when it comes to being in the military, it can all be a matter of perspective to making significant improvements for oneself in the future.  

Introspection of one’s military career can be found in such events as separation, retirement, or leveraging a transition internship group like the fantastic SkillBridge program. Any future civilian project manager has plenty of career highlight options.  

I am grateful for a decision I made more than ten years ago that helped me gain the knowledge and tools necessary to benefit myself and my future employer(s). The benefit from Veteran Hires furthers the legacy of veterans benefitting the civilian workforce. Adding military project managers to the ranks of your business organization in the civilian world can significantly impact a company’s knowledge and resource management. This impact allows for new possibilities that a company can leverage, and why we, as Veterans, should understand our skills and knowledge is valuable for any prospective company. When the time comes, and I am asked to manage significant projects, I can handle this responsibility. This is all I could ask for in a career because I feel empowered and valued, and my company can trust that business will be handled under my management.  

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Executive Summary  

I served five years in the United States Navy, and when I joined the Navy, it was to be a Sailor. That was my only intention, but the Navy gave me something far more valuable to apply to my civilian life; my service taught me to be a project manager and prepared me for a great project management career!

• My Military Experience Started at Boot Camp
• A Future Project Manager is Born
• My NCO Project Assignments Were My Project Management Training
• Your Military Experience Translates to Project Management

My Military Experience Started at Boot Camp

I was never put in a Project Management Institute certification course or given any formal lessons. Still, the well-structured environment centered around high-priority missions being divided into small tasks and delegated to lower levels served training and certification.

The only branch I served under was United States Navy. However, the structure and experiences don’t vary much within each military branch regarding managing your projects. The more I advanced, and the higher I got with each badge of leadership, the more project management skills I learned.

Civilian to Navy Recruit

My military experience started with the dreaded and often mystified “boot camp.” Every branch has a different structure and timeline for its basic training process. Most of it is going through the motions day-to-day. Still, it’s all done with the same goal: to turn individuals into a team and learn the basics of military bearing, discipline, and customs.

The individuals that lead boot camp (Recruit Division Commanders, RDCs, in the Navy, other branches have other names) are on this duty for years at a time, so the process of churning out recruits for the Navy is effective and streamlined.

Part of their Basic Training duty is to transform these Seamen Recruits into tomorrow’s leaders, assigning them roles that allow them to take on more responsibility to stand out from the other 50-80 people in their training group.

Our Boot Camp leaders assess our performance for future job assignments, often recognizing the responsible candidates and promoting the individuals who do a great job. Those who don’t perform their duties exceptionally are putting themselves in the spotlight to correct, in typical Boot Camp fashion, which includes lots of yelling. I, unfortunately, was in the latter category for most of the volunteer jobs I requested.

I wanted to increase my chances of an early promotion to set my career on track. I volunteered for as many roles as possible, and the rules allowed. I requested to be a division leader, cadence singer, physical training leader, mailman, laundry duty, and just about everything you could contemplate.

I didn’t get rewarded with some assignments, like cadence singer; my inability to sing or stay in rhythm may have had something to do with that. In other jobs I was posted to, I lost, like an athletic leader, because I could do 100 push-ups but couldn’t lead the pack on the run.

Some may say that requesting assignments when I couldn’t perform those duties might be foolish, but I knew I was helping myself in the long run by getting used to uncomfortable challenges. I also figured out my strengths and weaknesses.

A Future Project Manager is Born

The jobs I did successfully during this time were mailman and watch-bill coordinator. As a watch-bill coordinator, you assign who will stand which watch and what time of day they will stand it.

“Standing Watch” is a huge part of the Navy. A watch is essentially a guard duty. On Navy ships, you have a multitude of watches happening simultaneously. They vary from roaming around the ship’s perimeter with a rifle, being on the lookout for approaching enemy boarding vessels, to watching the pressure gauges on pipes to ensure they don’t burst and flood the ship.

These watches are 24/7 and vital to a well-functioning Navy. In boot camp, there are only two watches. One person roams around the room, keeping an eye on the general well-being of everyone in there. The other stands at the door and greets whoever walks into the room. They’re both simple watches but manning is required at all times.

As the coordinator, I assigned these watches with the least amount of scheduling conflict. Some people had jobs during the day, some had additional training they needed to do in the afternoons, and sometimes a person assigned to a watch would be sick or otherwise pulled away at the last minute.

I did my duties without too much thought that this coordinating was a project management function. It took a lot of communication between myself and everyone in the division to figure out their schedules and work around them. I also had to present the schedule to the RDCs for final approval. Looking back on these responsibilities, this was the first project I managed.

I ended up excelling at that job. I really enjoyed communicating with everyone and using problem-solving skills to fit the schedules efficiently for everyone. It was like piecing together an intricate puzzle. As I progressed in my career and advanced in the ranks, I continued seeking opportunities that demanded those skills.

My NCO Project Assignments Were My Project Management Training

I was promoted to a non-commissioned officer (NCO) very early. As an NCO, my project assignments varied and were more complex. One of those assignments I was awarded and put in charge of was designing and overseeing a few training programs.

My favorite program assignment was being the lead instructor for our ceremonial guard —one the oldest traditions of the Navy and I had to adhere to the strict guidelines. I maintained training plans, served as the leader for military funerals and retirement ceremonies, and assigned people to events.

I came up with goals and actions to achieve completion and accountability of those programs. By the end of my time in the military, I would say that I had managed well over 100 total people through different projects.

I had to deliver briefs to high-ranking officers and civilian government employees for my technical job assignments every morning. These briefs contained essential information to mission functions and, at times, national security. As a junior and less experienced service member, it was intimidating to talk about subjects with individuals who had been in service for almost as long as I had been alive.

Practice and confidence were critical factors in becoming more comfortable with that task. I learned everything I could about the mission and all the acronyms that superiors used and adapted my speaking style to match those I presented.

As a future project manager, this was the most valuable lesson I learned in the Navy. Being able to speak confidently to key stakeholders and have them understand and, more importantly, trust what you say is the backbone of project management.

After I decided to separate from the service, I began looking at what career path I would pursue after separation. While in the Navy, I never once said I was a project manager when people asked what I did; I never thought of myself as one. However, all the things I enjoyed doing in service, planning, procurement, execution, and completion of projects were the same responsibilities of project management positions.

Communicating with others and organizing a well-structured plan to complete milestones for a shared goal was what I had been doing for years. All those years I spent trying to become a Sailor accidentally made me into a project manager. Had I stayed in and advanced even further in rank, those PM responsibilities would have increased tenfold. However, I know very few service members that separate or retire and go into project management, which is baffling. It is a perfect opportunity for a transitioning military member to transition.

Your Military Experience Translates to Project Management

Military Skills Translate to Project Management Careers

There is a giant knowledge gap between the people in the military that know what project management is and those that don’t. So many service members get caught up in their job titles and need help seeing other opportunities that utilize their soft skills. Most of my former colleagues assume, in fact, I work in construction when I tell them I was transiting into project management.

If you are a veteran or are about to leave the service, consider looking into a project management career. It may not be for some, and your project management experience may vary depending on your project management experience. Still, I feel that it is the closest civilian field that aligns with military leadership skills.

Any NCO or any other with similar rank responsibilities who had to manage projects and resources, meet deadlines, complete milestones, brief stakeholders, and ultimately accept responsibility for the success or failure of those tasks was performing command daily tasks, are project managers.   Your position of authority and responsibility has given you the skill set to become a project manager or project coordinator.

Your skills are wanted and needed. According to the US Bureau of Labor Statistics, employment of project management specialists is projected to grow 7 percent from 2021 to 2031. That’s about 70,400 openings for project management specialists project each year, on average, for over a decade.

Feel free to contact me on LinkedIn if you have any questions, and don’t forget to check out our careers page to learn if Kolme Group is the right fit for you!

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