Implementing Integrated Product Development: A Project Manager's Perspective

Abstract

This is a first-hand account of an actual Integrated Product Team (IPT) implementation experience from the project manager's perspective during management of the Tank Main Armament Systems project. Using the vision articulated by senior leaders in the Department of Defense and the Army, the manager tailored a practical approach to fit the development effort. Implementing an integrated product development (IPD) approach that can return significant benefits is a formidable task, over and above the serious technical and programmatic challenges facing the team. The authors discuss the historical and cultural reasons for the resistance to IPD they experienced. They explore the types of teams and implementation steps in terms of their value added to the end product. Finally, the authors express some concerns about the future of IPD and its role in changing the established organizational culture.

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Document Details

Document Type
Technical Report
Publication Date
Jan 01, 1996
Accession Number
ADA487958

Entities

People

  • Richard W. Bregard
  • Taylor Chasteen

Organizations

  • United States Army Materiel Command

Tags

Communities of Interest

  • Autonomy
  • Human Systems

DTIC Thesaurus Topics

  • Acquisition
  • Air Force
  • Ammunition
  • Assembly Lines
  • Automotive Industry
  • Civilian Personnel
  • Commerce
  • Contractors
  • Department Of Defense
  • Engineering
  • Governments
  • Life Cycles
  • Munitions
  • Political Science
  • Product Development
  • Software Development
  • Training

Readers

  • Organizational Process Management (OPM).
  • Systems Analysis and Design