Passing Fancy or Permanent Reform? An Evaluation of Defense Acquisition Oversight and Review Integrated Product Team Implementation.
Abstract
Motivated by the acquisition reform movement and emboldened by the successful use of Integrated Product Teams (IPTs) in product development, DOD has harnessed the IPT concept to fundamentally change the way it oversees and reviews acquisition programs. Since mid-1995, the Office of the Secretary of Defense (OSD) and Service Headquarters staffs have hurriedly worked IPT implementation issues in parallel with their activation. The question is: have they applied effective teaming precepts to ensure the new structure's long-term viability? The literature emphasizes the breadth and depth of attention required to build a lasting, team-based, participatory organization. Senior leadership must work to instill a host of effective team attributes, while facing unique challenges of hierarchical, bureaucratic organizations that work against teaming. In establishing IPTs, DOD has made both good decisions and others that, if not corrected, may derail preliminary gains. Failures to provide timely team training, solidly establish a team focus, and consistently support the teaming concept have jeopardized the cultural change needed for lasting reform. It is not too late, however. DOD senior leadership can permanently reform this important part of the acquisition process if they commit to finishing the job they started.
Document Details
- Document Type
- Technical Report
- Publication Date
- Apr 01, 1996
- Accession Number
- ADA315248
Entities
People
- Brian M. Waechter
Organizations
- Dwight D. Eisenhower School for National Security and Resource Strategy