across the Army, including leaders and commanders at all levels—from the Penta- gon to the battalion—HR professionals, and most important, our rank-and-file Soldiers. Tese engagements are critical to ensure that we capture and apply the feedback of those who will use IPPS-A as part of their daily activities. In addition, we have kept key decision-makers and stakeholders at the Office of the Secretary of Defense and HQDA and in Congress informed at every turn to solicit their support and ensure that they are aware of our progress.
To date, our progress is based on our abil- ity to operate as cross-functional Agile teams. Teams of total force Soldiers and Army civilians work together to custom- ize and tailor commercial off-the-shelf products to meet the unique needs of the Army. We use the Agile methodology to break tasks into short phases of work with frequent reassessment and evaluation. We also rely on the expertise of HR and finance professionals, PeopleSoft develop- ers, Army commanders, data integration developers, testers and many others fill- ing diverse roles. And by using commercial software, we ultimately will allow the Army to rapidly modernize and update like private sector organizations.
IPPS-A’s teams function differently from the typical Army chain of command. Senior leaders work hand in hand with other team members to uncover new and innovative ways to solve the chal- lenges we encounter as we design, build and test the system. Te emphasis is on self-government, a structure that enables our IPPS-A team to use a design process centered on the user and to facilitate events that consistently integrate the user early and often. We listen to feedback from the field and build the system in phases, each delivering value and improv- ing the next delivery.
For instance, our user juries provide Soldiers and Army civilians the oppor- tunity to actually use the system and provide feedback on various features and functionality. IPPS-A uses oper- ational mission scenarios to showcase how the system will improve the lives of Soldiers, commanders and HR profes- sionals. Tese events also serve to train, develop and transition the total force in advance of IPPS-A’s deployment. Prac- tical, hands-on, side-by-side assistance is recognized by the Army for not only supporting proficiency and readiness at the unit level, but also strengthening the relationships between HR and finance professionals pre-IPPS-A, collaboration that is essential to successfully executing the system. (See Figure 2, Page 34.)
THE IMPERATIVE FOR CONTINUED AGILITY Today’s fragmented personnel and pay systems are no longer adequate to meet the demands of our Army or address the complexity of an ever-changing security environment. Modernization is imper- ative, and the IPPS-A program remains committed to delivering a single, inte- grated personnel and pay system to all components. Only through harvesting industry innovation can IPPS-A expect to solve the Army’s larger, more nuanced problems of personnel and pay.
“It is essential that the technical compe- tencies of the Army, its battle labs, and laboratory and development systems be focused in two ways,” Dr. Bruce D. Jette, assistant secretary of the Army for acquisi- tion, logistics and technology, said during a House Armed Services Committee hear- ing in March 2018. “First, to know what is being developed commercially which may benefit the Army and, second, what must be developed by the Army because of its unique military value.”
While
modernization ensures the American warfighter is equipped with the most capable weapon systems and equipment, it also
applies to the processes and infrastructure that drive the management and pay of the Soldier: the Army’s most valuable resource.
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ASC.ARMY.MIL
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ACQUISITION
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