Passing Fancy or Permanent Reform? An Evaluation of Defense Acquisition Oversight and Review Integrated Product Team Implementation.
Research rept. Aug 95-Apr 96,
INDUSTRIAL COLL OF THE ARMED FORCES WASHINGTON DC
Pagination or Media Count:
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 structures 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.
- Personnel Management and Labor Relations
- Military Forces and Organizations