talk the talk while learning to walk the walk,” Mr.
Johnston says. While serving, Mr. Hoal studied A
Guide to the Project Management Body of Knowledge (PMBOK® Guide). “I was able to translate what
I did in the military and speak about that in job
interviews,” he says.
Not doing this creates a risk that employers will
interpret a veteran’s lack of project management
vocabulary as a lack of experience. But civilian
employers have a role to play, too, says Dr. Richardson: “They should understand that veterans come
with an amazing project management skill set—
they just need help learning the language.”
MISSION ACCOMPLISHED
Beyond learning the lingo, veterans should try to
earn certifications to signal their skills. “[Earning]
the PMP before you get out of the military will make
your transition easier,” Mr. Hoal says. “Employers
won’t have to question your experience. It will be
proven by an industry standard.” And don’t forget
to acquire and document project hours while still
in the military, Mr. Hood says: “You always forget
what you’ve done after you’ve done it.”
Earning the PMP was “a door-opener for employ-
ment,” Dr. Richardson says. “I attribute my getting
hired as a full-time professor to my project manage-
ment experience and to the PMP certification.”
Networking with other military members also
helps veterans make the leap. “While in the military,
cultivate your network. When you get out, stay
in touch with people and learn from their experi-
ences,” Mr. Johnston says. “Then pay that back to
help others make the transition to civilian life.”
After he left the military, Mr. Hoal networked
while volunteering with his local PMI chapter in
Olympia, Washington, USA. (He now serves on
the chapter’s board as military liaison director.) He
“[Employers] should understand
that veterans come with an amazing
project management skill set—they
just need help learning the language.”
—Tracey Richardson, PMI-RMP, PMP
