I recently received an email from another Command that outlined a program of LSS projects regarding the Army Reserves Family Support Group. The Family Support Group is essential a booster organization that supports military families during deployments and other activities that make their loved one absent. They provide resources such as Red Cross Assistance, small household goods and the like. As part of our initial project sponsor workshop, we identified opportunities for improvement with the Family Support Group within the 335th Command. We assigned an initial project regarding the management of the database that houses contact information. We are looking to improve a couple of items: the cycle time to input data into the portal and reducing the number of discrepancies in the database that causes mail to be returned or prevent us from contacting a family member by phone.

The adjacent Command outlined a similar project regarding contact information on the Family Readiness database. I found it quite interesting and proceeded to talk with our Family Programs Coordinator who was somewhat surprised. I think so too given that we operate off of Power steering to give visibility to all projects. I then contacted the Coordinator of the database project who exclaimed this is the first time he heard of it also. We both agreed to begin steps to work in this jointly.

The bottom line is that with such a huge organization sharing similar problems, yet attacking them disjointly dilutes the potential for effective and innovative solutions. As we journey through this, I am hopeful that we can establish a more robust Enterprise level project communication system to facilitate the synergy needed to build the critical mass we are seeking to develop.

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