IPPS-A FACTO
Cell looked at what came out of the SAT Lab and the Dual Entry Cell and asked, “What National Guard policy or procedure do we have to change based on this new system?” For any defect that came in, members of the P3 Cell worked side by side with IPPS-A program personnel to determine why it was a defect and strategize how it could be fixed.
• The Tactical Operations Center: This team managed all of the activities
from the SAT Lab,
the Dual Entry Cell and the P3 Cell, and facilitated coordination among units.
As a result of our agile structure, these four cells enabled us to swiftly address issues and strategize solu- tions with the help of our Army National Guard counterparts. We brought in developers to work hand in hand with data owners and end users to fix defects and improve the system. Tis was a first: Never in the history of the Army had we deployed new equipment while simulta- neously improving it based on stakeholder feedback.
CONCLUSION The Pennsylvania and Virginia Army National Guards are the first states to integrate IPPS-A into their daily human resources operations, and we’ve received feedback that the system is making a difference. IPPS-A provides increased transparency and accessibility, enabling Soldiers to operate on-the-move and accomplish routine tasks that previously required an in-person trip to a G-1 or S-1 shop. Soldiers can now request updates to their records, monitor the status of their personnel actions and submit help inquiries from the palm of their hand. Self-service transactions are automated,
30 Army AL&T Magazine Summer 2019
paper-free and trackable from initiation to approval.
In addition, because of IPPS-A’s mobile capabilities, commanders and human resources professionals can review and
As we proceeded through the development process, we learned how to optimize communication between IPPS-A’s internal teams (including developers) and external stakeholders and to work together as one cross- functional, agile team.
approve transactions without being tied down to their desk or workstation. Commanders can now view analytics of their formation and view their Soldiers’ skills directly in the system, a level of access not present in the legacy environ- ment. “With IPPS-A, I can track which Soldiers have which certifications,” said Capt. Isaac Rivera of the Virginia Army National Guard. “As the commander of a maintenance company, that makes me very excited.”
IPPS-A is transforming the Army’s human resources business, which will pay huge dividends for the total force in the years to come. By introducing modern, redesigned functionality and offering real-time avail- ability and self-service capabilities, IPPS-A improves transparency for all Soldiers. Te
system streamlines processes across all three components into one way of doing business, and enables the Army to opti- mize Soldiers’ capabilities and maximize contributions to Army readiness, task organization and mission accomplishment. As one of the senior-most leaders of the Pennsylvania Army National Guard, Col. Laura McHugh, said during the limited user test, “IPPS-A has set the standard for how the Army should implement an Army system.”
Learning from Moltke, we made disci- plined and prioritized choices during development that led to IPPS-A’s successful deployment to the Penn- sylvania Army National Guard and enabled us to move forward in our journey to modernize human resources and talent management across the total force. We adapted to enemy contact and counteracted that by massing the right talent in Fort Indiantown Gap, Pennsylvania, for the risk reduction event, the system- acceptance test and the limited user test. By restructuring our teams and
increasing communication with both internal and external stakeholders, we remain on track to bring IPPS-A to the rest of the Army National Guard and beyond.
For more informat ion, go to
www.ipps-a.army.mil.
COL. GREG JOHNSON is chief of the IPPS-A Functional Management Division within the Office of the Deputy Chief of Staff of the Army for Personnel. He holds a master’s degree from the U.S. Army War College, a Master of Policy Management from the Georgetown University Public Policy Institute and a Master of Education from the University of Oklahoma, as well as a B.A. in U.S. history from the University of San Francisco.
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156
