Date of Award

9-1993

Document Type

Thesis

Degree Name

Master of Science

Abstract

This study investigated Integrated Product Development (IPD) at the F-22 System Program Office (SPO). A literature review revealed the key IPD characteristics of organizational structure, communication, intense up-front planning, training, integrated management tools, and lessons learned. The research method was twenty-two personal interviews of SPO subjects selected from four IPD teams, the front office, and functional support divisions. Key findings included an emphasis on up-front planning to establish an organizational and contractual structure which empowered workers to develop their products. Also, constant communication with all other functions and teams was stressed while training was primarily done while transitioning to IPD. Each team member tailored his management toolbox to his own duties. Lessons learned included IPD is not a panacea for all acquisition problems and influences such as funding play major roles in program success. Both the Government and contractor must work to overcome the traditional adversarial relationship. The most difficult factor to overcome in implementing IPD is functional organizations concerned about career progression. Finally, Integrated Product Teams must not be allowed to evolve into Independent Product Team.

AFIT Designator

AFIT-GSM-LAS-93S-19

DTIC Accession Number

ADA275932

Comments

Presented to the Faculty of the School of Logistics and Acquisitions Management of the Air Force Institute of Technology

The authors' Vita pages are omitted.

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