Software Development

USPS goes all-in on agile development

mail processing center

Three years after the first pilot, the Postal Service has delivered more than 50 projects using agile methodologies. (USPS photo)

The U.S. Postal Service's information technology infrastructure is one of the largest and most complex in the world, and its growing preference for agile software development methods over its old-school waterfall methodology is having a positive effect on both the agency's bottom line and the mailing industry as a whole.

USPS created its agile development adoption strategy in January 2010, launching agile pilot projects in each of its four development centers that set the framework for agile development officially replacing the waterfall methodology in March 2013 for all almost all its projects.

One such project, the Mail Transport Equipment Online Ordering System (MTEOR), now allows mailers to order and track mail transport equipment (MTE) online, such as the sacks, trays, pallets and wheel containers that contain mail in transit between facilities.

Related: The Post Office's hidden cool factor

Prior to MTEOR, Mail Transportation Equipment Service Centers (MTESCs) across the country processed approximately 230,000 annual orders for USPS-purchased mailing equipment from large-volume mailers and 1,800 postal facilities via phone calls or emails -- with no good way of confirming , canceling, altering or tracking orders.

USPS knew this was a problem for the better part of a decade, but couldn't address it under waterfall methodology because project plans were too costly, according to John Edgar, vice president of IT for USPS.

Value Add

Download a slide presentation on the Postal Service's agile software development.

PowerPoint version

PDF version

But USPS again brought the problem to its IT shop 18 months ago, and this time the department created a cost and timeline based on an agile approach that incorporated fast deliverables and daily scrum sessions between IT officials and customers to ensure parties were always on the same page. In waterfall approaches, "IT goes off and builds something that 12 months later might not meet the customer's expectations," Edgar said, noting that in times of austerity and rapidly changing technology, that approach rarely makes sense.

"The intent was to find a way to deal with changes where we could be more responsive to changing customer expectations and raising the visibility of what we were doing throughout the development's lifecycle back to our business partners," Edgar said. "We wanted to better partner with our business organizations, and maintain a more consistent and visible engagement between teams where we could prioritize requirement building so we get the most important things done first."

Agile development is nothing new to those in the private sector who have used it for a while, but within an organization as large as USPS – which employs more than 500,000 people – change rarely happens fast.

In MTEOR's case, though, it did.

In March 2012, MTEOR's funding was approved with a hard deadline to launch by September 2012 for MTESC's largest mailers, providing them a more efficient way to secure mail transport equipment.

Building on the success of the September launch, the second phase of the MTEOR project saw it introduced to USPS plants and smaller mailers in April 2013.

While the USPS would not disclose how much money MTEOR is saving the agency, USPS officials said they are very pleased with the results, especially in regards to cost avoidance.

The number of phone calls to MTESC's regarding order queries has decreased by 90 percent, and the USPS business team reports "no negative feedback from the mailing community" since MTEOR rolled out. That is significant considering MTESC mailers have placed more than 22,000 orders for MTE valued at $231 million since September 2012, and USPS plants have placed more than 3,500 orders of MTE valued at $33 million since April.

Because of MTEOR, USPS is collecting inventory data points from large mailers it never collected before, and it is further developing a new inventory reporting component for USPS plants to take advantage of, too.

"What made agile so valuable to us was that it had a hard deadline, whereas if we used a waterfall methodology, we'd probably only just now [June 2013] be planning on doing something," said Cathy Moon, who formerly managed MTE at USPS. She now works as a manager for USPS' Operations Integration and Support.

"From a mailer's perspective, MTEOR offers them the flexibility to control their own destiny – they can change orders or cancel orders, where before they didn't even have a way to confirm if an order was placed or if it's coming," Moon said.

Agile software development methodologies and best practices – Scrum, Scrumban, software engineering best practices and the like – are now applied to most every project within USPS' IT shop, Edgar said. In fact, USPS IT has delivered more than 50 projects through agile development methodologies, and 25 projects are currently active. Design teams work with customers "almost daily," and communication between parties is integral to a project's success.

So many project successes just three years into USPS' five-year agile adoption strategy roadmap helped spur the agency in March to declare that the agile development methodology will be the standard methodology for all projects unless an exception request is approved.

"Agile is a way we deliver solutions to our customers, and get those solutions faster and with a more successful conclusion to users, wherever they may be," Edgar said.

About the Author

Frank Konkel is a former staff writer for FCW.

The Fed 100

Read the profiles of all this year's winners.


  • Then-presidential candidate Donald Trump at a 2016 campaign event. Image: Shutterstock

    'Buy American' order puts procurement in the spotlight

    Some IT contractors are worried that the "buy American" executive order from President Trump could squeeze key innovators out of the market.

  • OMB chief Mick Mulvaney, shown here in as a member of Congress in 2013. (Photo credit Gage Skidmore/Flickr)

    White House taps old policies for new government makeover

    New guidance from OMB advises agencies to use shared services, GWACs and federal schedules for acquisition, and to leverage IT wherever possible in restructuring plans.

  • Shutterstock image (by Everett Historical): aerial of the Pentagon.

    What DOD's next CIO will have to deal with

    It could be months before the Defense Department has a new CIO, and he or she will face a host of organizational and operational challenges from Day One

  • USAF Gen. John Hyten

    General: Cyber Command needs new platform before NSA split

    U.S. Cyber Command should be elevated to a full combatant command as soon as possible, the head of Strategic Command told Congress, but it cannot be separated from the NSA until it has its own cyber platform.

  • Image from Shutterstock.

    DLA goes virtual

    The Defense Logistics Agency is in the midst of an ambitious campaign to eliminate its IT infrastructure and transition to using exclusively shared, hosted and virtual services.

  • Fed 100 logo

    The 2017 Federal 100

    The women and men who make up this year's Fed 100 are proof positive of what one person can make possibile in federal IT. Read on to learn more about each and every winner's accomplishments.

Reader comments

Thu, Aug 15, 2013 BN

Yes , I agree by adopting Agile Methodology development process is very clear to the customer what happing to the Application week after week or upto the Point.

Mon, Jun 17, 2013

This methodology allows for inexperienced or IT challenged users to gt a system without having to learn to detail specs. Win Win

Sun, Jun 16, 2013 Cliff Claven

So this is why they have been to busy to get a new business address that they put on the wrong route moved to the correct route. Costing hundreds in man hours and delay in delivery to sort the mail to the correct location. Nice job IT.

Please post your comments here. Comments are moderated, so they may not appear immediately after submitting. We will not post comments that we consider abusive or off-topic.

Please type the letters/numbers you see above

More from 1105 Public Sector Media Group