INNOVATION THROUGH AGILITY


FIGURE 1


IPPS-A Strategic Engagements (4th Qtr FY16 – 3rd Qtr FY18)


30 KEY


Congress and DOD DA/HQDA/AG Corps


20


Army National Guard Active component


10


Program/Build/Test U.S. Army Reserve


0 4th Qtr FY16 1st Qtr FY17


AG: adjutant general FY: fiscal year


2nd Qtr FY17 3rd Qtr FY17 4th Qtr FY17 1st Qtr FY18


HQDA: Headquarters, Department of the Army QTR: quarter


TRANSFORMING PAY


The IPPS-A team has made significant progress toward building a unified, standard- ized system that will totally transform the Army’s HR and pay processes. In the last 25 months, the IPPS-A program executed over 660 engagements with Soldiers and Army civilians, in addition to other key stakeholders, to get their feedback and seek their buy-in. Full operating capability for the entire Army is projected for FY20.


2nd Qtr FY18 3rd Qtr FY18 4th Qtr FY18 U.S. Navy


Our current HR and pay environment limits the Army’s abil- ity to effectively facilitate modern capabilities, including talent management. Te complexity of more than 200 authoritative systems across the three Army components has led to inefficien- cies, deviations and errors with Soldiers’ records. Tis limits our visibility and consequently our ability to unlock the potential of our people. Today’s environment is rooted in the industrial age, and we need to take it into the 21st century.


To that end, as part of the Total Force Policy, the Army mandated the employment of an integrated personnel and pay system that standardizes business practices, provides authori- tative data for military personnel and facilitates a continuum of service across all three components. Te Integrated Person- nel and Pay System – Army (IPPS-A) is our solution to a decades-long problem of inefficiency and data inaccuracy that has plagued the total force.


32 Army AL&T Magazine January-March 2019


A USER-FOCUSED TEAM EFFORT Te Army first set out to develop the new system at a time when DOD was struggling to integrate HR and pay capabilities for the Army, Air Force, Navy and Marine Corps. Recognizing the urgent need to modernize, the Army launched its own initiative to build a system tailored to the specific needs of the Army commu- nity and to improve access, timeliness and accuracy of records for each Soldier. IPPS-A’s objective is to fully operationalize HR and pay while simultaneously adding a talent management capabil- ity—an ambitious effort, given the bureaucratic complexity and multicomponent structure of our nation’s premier combat force.


Since we began this effort, the IPPS-A team has made significant progress toward building a system that will totally transform our Army’s HR and pay processes. In the last 25 months, our program executed more than 660 critical engagements with Soldiers and Army civilians. (See Figure 1). We have engaged with stakeholders


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