AGILE PUTS SOLDIERS FIRST.​​

• IPPS-A transitioned to an Agile software development model to decrease the time between system updates and increase the value delivered to and the customer, the Soldier. IPPS-A is a living program that is constantly being updated to meet the emerging needs of Soldiers, HR Professionals, and Leaders across the Total Force.​​

• The switch to Agile methodology significantly improved the system by focusing on user feedback and iterative development. Instead of large, infrequent updates, concentrated and calculated enhancements are released every two weeks, allowing the force to realize benefits quickly.

• Faster Delivery of Enhancements: Instead of waiting for large, infrequent system releases, Agile software development allows IPPS-A to deliver updates in smaller, more frequent increments; this means Soldiers and HR Pros see improvements sooner. ​
• Better Responsiveness to User Feedback: Agile incorporates continuous feedback from the field. When Soldiers or HR Pros identify issues or request improvements, the IPPS-A team can quickly adjust priorities and deliver fixes or enhancements in future sprints.  ​

• Increased Transparency: Planning and regular iteration reviews give stakeholders visibility into what the team is working on, what is coming next, and how priorities are set; this builds confidence across the Army.  ​

• Improved Collaboration Across Teams: Agile brings together functional Subject Matter Experts (SMEs), developers, testers, and leaders to work closely and communicate frequently; this reduces misunderstandings and speeds up problem resolution. ​
• More Reliable and Higher-Quality Releases: Because Agile focuses on continuous testing and iterative development, issues are caught earlier, and updates are more stable when delivered. ​​
• Ability to Adapt to Changing Army Requirements: HR policies, operational needs, and user expectations evolve. Agile allows IPPS-A to adjust plans quickly so the system can remain aligned with Army needs. ​
• Empowers Users: By incorporating field input through surveys, working groups, and usability sessions, Agile ensures the system is shaped by the people who use it, making IPPS-A more intuitive and effective. 

HOW DOES AGILE WORK? ​
Agile is a technology industry standard. Large enterprises across various sectors use Scaled Agile Framework (SAFe), such as Microsoft, Google, Capital One, FedEx, etc. ​IPPS-A is the Army's model for an effective and successful execution of Enterprise Resource Planning (ERP) using Agile delivery. A successful ERP ties together a multitude of business processes, enabling the flow of data between them. ​

IPPS-A approaches Agile development using the SAFe, aligning strategy and execution across many product teams to deliver value to the Army faster. ​Product teams and Agile Release Trains (ARTs) are designed around customer value — using cross-functional teams aligned to clear goals, shared ownership for building and running solutions, and focusing on deep customer understanding. ​Work is managed in quick, frequent increments called Sprints every ~2 weeks — instead of one big release. ​The scope is defined using a prioritized backlog, and the team commits to the Sprint goals and manages unplanned work intentionally. ​Scrum, the iterative framework within Agile, provides who and what is needed to make that approach happen. ​During Product Increment Planning, each team sequences their work based on value and what has met definition of ready criteria on a set schedule. ​Together, the Agile Scrum approach helps teams self-organize; quickly adapt to change and customer feedback; and deliver high-quality products efficiently. 


 

HOW ARE NEW ENHANCEMENTS RELEASED? ​
Agile software development brings together functional SMEs, developers, testers, and leaders to work closely and communicate frequently; this reduces misunderstandings and speeds up problem resolution. Agile incorporates continuous feedback from the field. When Soldiers or HR Pros identify issues or request improvements, the IPPS-A team can quickly adjust priorities and deliver fixes or enhancements in future sprints (iterations).  

The Minimum Viable Product (MVP) is the smallest, simplest version of a new enhancement that delivers core value to customers. When IPPS-A designs a major new functionality, its first release is planned as a starting point of features that users can utilize. Then each iterative enhancement builds upon that initial MVP. When we roll out a major new feature, we don’t aim to deliver it with all the bells and whistles on day one. Instead, we start at the very basic level, so you can start using that feature; right away. And from there, we build on it for future releases. Think of it as a starting point with a very basic car — four wheels and a steering wheel — enough to get you up and running. Then you get cruise control. And then comes the built-in navigation, smartphone integration, upgraded wheels, bigger engine, along with everything else to get you to that fully loaded car. ​

​To learn more about upcoming releases in the system, join our Drive the Change Channel.

AGILE CORE CONCEPTS​

Key Scrum Team Roles​​

• Scrum Master / Agile Delivery Lead facilitates daily stand-up meetings, drives consistency, monitors productivity and velocity, addresses impediments. Is overall a team “coach” not a “manager.”​​
• Product Owner / Business Analyst / Functional Analyst represents users and the Army by prioritizing team backlog, mobilizing business participation, driving design decisions, signing off on business content of solutions, and composing User Stories in collaboration with stakeholders.​​
• Developers cross-functional team members who design, build, test, and support solutions while adhering to program development standards, document technical specs after solution review. ​​

• Tester/ Quality Engineer executes the certification that all of the acceptance criteria has been met by designing and executing testing scenarios.​​
   

Key Ceremonies​​

• Product Increment (PI) Planning: A quarterly event where all teams on the Agile Release Train (ART) align on priorities, define PI objectives, identify dependencies, and commit to a shared delivery plan. ​​
• Daily Stand-up: A 15-30 minute for the scrum team to synchronize activities & make a plan for the next 24 hours.​​
  • 3 Main Questions are asked:​​
  • What did I do yesterday to help reach the Sprint Goal?​​
  • ​​​​​​​What will I do today to help reach the Sprint Goal?​​
  • Do I see any impediments that prevent me from reaching the Sprint Goal?​​​
• ​​​​​​​Sprint Retrospective: An opportunity for the Scrum Team to inspect itself and create an improvement plan during the next Sprint.

Work Items​​

• Epic a large-scale development initiative. Because of their significant scope and impact, epics need to have a Minimum Viable Product (MVP) defined. From start to finish an epic will often span multiple PI(s). Epics often contain dozens of features.​​
• ​​​​​​​Feature is a service or capability that delivers business value and is generally completed within a single PI. Features are broken down into User Stories. ​​
• User Story are written acceptance criteria format. They are: ​​
• Expressed in business language with emphasis on business value​​
• ​​​​​​​Are reasonably specific in their language to function to ensure what is developed is desired and what is tested meets the needs of the program.
• Story points (level of effort) are assessed at the user story level.​​

• The user story provides just enough information to be understood by both business and technical people such that when reading them independently they generate the same “picture” of the end product.