Ipt integrated program definition

A cross-functional group of individuals organized for the specific purpose of delivering a project to an external or internal customer.

It is led by a Federal Project Director. A cross-functional group organized for the specific purpose of delivering a project to an external or internal customer. An Integrated Project Team is a cross-functional group of individuals organized for the specific purpose of delivering a project to an external or internal customer.

For the purposes of this Standard, this team may be composed of both Federal and contractor or subcontractor personnel, and it will support and report to the Federal Project Director. The IPT is a multidisciplinary team formed to manage major capital projects. DOE O This team consists of professionals representing diverse disciplines with the specific knowledge, skills, and abilities to support the FPD in successfully executing a project.

These quarterly reports and grades were used to arrive at an annual rating, which determined the percentage of the available award fee that would be awarded on an annual basis. We feel that this exceptional performance is the direct result of setting up IPTs as the main organizational structure.

This organization process was kicked off with a two-day on-site meeting attended by all ESI and all government personnel assigned to the program. The meeting was also attended by representatives from Boeing. One of the main themes of the presentation was to ensure completely open communications and that everyone on the program had unrestricted access to information. There were no secrets. Everyone had access to our network and could review data in real time.

Another benefit of the IPT was realized by having the customer as team members. TDT personnel are the end users of the trainers. By having them as team members, we were able to clarify and tailor ambiguous requirements as soon as they were identified. The open communications extended not only to the on-site Air Force members but also to the government program offices and supporting agencies. This was evident by the low number of generated action items. The importance of having processes in place cannot be overemphasized.

When you have four DGs developing new designs for 11 different trainers—where some designs were common across different trainers and others were unique to each trainer—common processes become a necessity. However, they were used as a starting point to be tailored specifically for this contract. The SEIT was staffed with senior systems engineering personnel with a background in trainer and simulation modifications.

Each process was written and presented to the DG Leaders for comments and approval. The system requirements analysis and the system design analysis processes were tailored the most. Each process had an entrance and exit criterion. In addition to these front-end processes, new processes were developed for CADCAM, configuration management, software development, testing, estimating, and purchasing.

This was a tremendous effort, but we believed that it was necessary to steer the four DGs and manage the program. As you may suspect after the first time through the processes, each was reviewed and modified to improve its effectiveness. When you consider the 11 different trainers and 1, tasks all being analyzed and upgraded to different requirements at different times, you can get a feel for Concurrent Engineering.

As you might suspect, Concurrent Engineering creates a major configuration management challenge. One of the benefits of a detailed requirements traceability tool was that it helped to control scope creep and requirement drift.

As new requirements were defined for each block upgrade, these requirements were entered into a relational database. The RT tool is being used to track the requirements and develop test criteria for each of the 11 trainers for each block upgrade.

While each new block upgrade requirement was being defined, the previous block upgrade requirements were being implemented via PDRs and CDRs, etc.

There is a tendency to want to continuously move the new requirements back into the previous block upgrade work. However, if this were done, the trainer would never be delivered because there is always another block upgrade in progress creating new requirements. Once IPTs are formed, how they communicate with each other and other teams become crucial. All IPT members regardless of location should meet, at least, once a month face to face during a product development cycle.

This is necessary in the beginning to keep steering the rudder on their product development progress to the cost, schedule and performance baselines. Program cost and schedule reviews are typically held monthly and many times biweekly in the beginning, until there is proven favorable and stable execution performance on the program.

All of these are best conducted face to face. As this exhibit implies, communication is achieved in a multipath yet structured closed loop fashion. Exhibit 6 illustrates the concept of the program risk escalation path. Exhibit 6. The last part to be discussed on managing the IPT process involves a reward system that endorses team behavior for all team members, customer, suppliers and the contractor alike.

People respond to the reward system. Although, in a perfect world, this would be ideal, in government contracts this is typically very difficult to do.

What is important is that the customer, supplier and contractor IPT members be rewarded for achieving the same product or project objectives and be publicly recognized between all IPTs and program stakeholders.

Contractor and customer leadership must unambiguously and enthusiastically sponsor this to make it work. It is a 1,pound, winged glide weapon that contains a low cost Guidance and Electronic Unit GEU with a tightly coupled inertial and Global Positioning Satellite GPS navigation system to either guide the weapon to a directed point in space where it dispenses a payload of BLUs or six BLU submunitions or perform a terminal impact maneuver with a unitary warhead.

Since fleet introduction, JSOW has performed like no other weapon in the history of weapon development and deployment. This weapon was delivered to the fleet one year ahead of schedule, under-ran cost targets and met all performance requirements.

Since its deployment, it has been used over 60 times in Iraq and Kosovo and has had as many successes. It has clearly surpassed both customer acquisition community and user expectations. Exhibit 8. JSOW has been touted as a DoD development program execution benchmark and one the best programs ever executed in Naval Aviation history. Admiral J. It was just a maturation process of the contractor trusting its government counterparts, and the government [people] putting themselves into the team—as apposed to just sitting back and critiquing the contractor.

When formed correctly and lead with discipline, IPTs will dissolve all time, distance, and culture differences that exist. As these IPTs are managed and lead by a combined and cohesive contractor and customer leadership team with common goals and objectives, the program success stories will continue. Exhibit 8 illustrates the IPTs that were formed and who successfully executed the development contract.

By Rinkuns Deschamps, Janice M. Rose, Cindy K. The FormulaThis paper will define a formula for program office that is unique and powerful. The formula consists of integrating process modeling, project management and transition management…. Learning Library. Setting up and managing integrated product teams. How to cite this article: Hecker, M.

Reprints and Permissions. The coordination of subcontractors, associate contractors, customers and all stakeholders sometimes from around the globe appears daunting at first glance.