ADAPTING EXPERIMENTATION AND TESTING
ATIS will replace 28 legacy systems and more than 70 applications with one authoritative system.
By capturing these insights, ATIS ensures that the features written for the program backlog are best informed from the very beginning of the process.
Te epic and feature refinement event takes place every week and brings together stakeholders from all of the program’s user communities. Tey collaboratively outline acceptance criteria, annotate traceability to functional requirements, identify possible interfaces and dependencies and further refine the scope of individual features. All these details are logged in GitLab, the program’s collaborative project manage- ment platform and version-controlled repository, during the live meeting to ensure that nothing is overlooked and that the process is open and transparent. While the development events may even- tually end as all requirements are initially framed into features, the refinement events will continue throughout the program life cycle.
ATIS’ iterative backlog refinement process fosters a culture of continuous improve- ment, maximizes collaboration and reasserts the Army training community’s steadfast commitment to delivering opti- mal value for Soldiers. It provides ATIS with opportunities to learn from past mistakes and incorporate lessons learned, honing its approach to crafting an ideal and relevant solution for the Army. Ulti- mately, the process provides teams with a well-informed starting point as they prepare to build and deliver features outlined in the program’s backlog.
BUILDING THE RIGHT TEAMS In September 2022, ATIS launched its first Agile Release Train (ART). Te ART is ATIS’ “team of teams,” consisting of cross- functional teams that collaborate to deliver the objective solution. Te ART plays a pivotal role in keeping the teams aligned to the same program vision, cadence of work and consistent iterative processes. It also manages cross-team dependencies and knowledge sharing, reducing risk and promoting efficiency. While the ART provides a powerful modular framework, offering the program a high degree of flex- ibility while ensuring an adequate level of predictability, the real work is done at the lowest level by the cross-functional teams.
Te teams on ATIS’ ART include both product teams and enabling teams. Te multidisciplinary product teams are build- ing the ATIS objective application, using a range of diverse perspectives and exper- tise to encourage innovation, effective communication and maximum agility in iteratively defining, building, testing and deploying software. Te enabling teams, on the other hand, define and convey the architectural vision, oversee DevOps alignment, lead system interface work, oversee seamless integration of the solu- tion and enable the work of the product teams in every aspect.
Te mix of responsibilities and relative autonomy of the teams require a diverse range of expertise. Although every posi- tion and role on each team is crucial for the success of ATIS, there are three
roles that ensure Soldiers have a voice in every facet of ATIS design and develop- ment: the government product owner, the user experience (UX) researcher and the UX designer. Tese roles provide the Army with three substantial reasons to be confident ATIS will deliver relevant and best value.
THE ROLE OF THE GOVERNMENT PRODUCT OWNER ATIS benefits tremendously from the decentralized team of teams approach prescribed by the Scaled Agile Framework, which provides teams with significant autonomy during their iterations, allowing them maximum flexibility in systemati- cally constructing ATIS one piece at a time. To optimize efficiency—while simultaneously ensuring collaboration, oversight and that user communities have a voice at the team level—ATIS has embedded government product owners on every team.
Tese team members act as the voice of the Army at the team level. Tey set the prior- ities for their teams at the beginning of each 10-week interval and receive demon- strations of the work being delivered at the end of each two-week sprint. At the end of each 10-week interval, they make the determination as to whether the delivered work realizes the business value planned.
ATIS has filled these crucial positions with government civilians and military person- nel from the Combined Arms Center and the Army Training and Doctrine Command. Tey’re the individuals most familiar with the capabilities of the legacy systems ATIS is subsuming and have the most holistic understanding of the require- ments. Teir embedded role on teams expedites decision-making by enabling them to provide on-the-spot feedback and guidance. Tis dynamic also provides the
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