Under Secretary of Defense for

Acquisition, Technology and Logistics

Assistant Secretary of Defense for

Command, Control, Communications
& Intelligence (C3I)

RULES OF THE ROAD

A GUIDE FOR LEADING SUCCESSFUL

INTEGRATED PRODUCT TEAMS

Revision 1

October 1999

Replaces “Rules of the Road” published in 1995.

 FOREWORD

In May 1995 the Secretary of Defense directed the Department to apply the Integrated
Product and Process Development (IPPD) concept of using Integrated Product Teams (IPTs)
throughout the acquisition process. In July 1999 the Under Secretary of Defense for Acquisition
and Technology reaffirmed the Department’s commitment to the IPPD and IPT concepts by
requesting an update to the Rules of the Road: A Guide for Leading Successful Integrated
Product Teams. This update incorporates four years of experience the Department has gained in
the IPT process and provides guidelines for more effective IPT operations.

This Rules of the Road guide is a “living” document, and the guidelines herein are
designed to assist the Program Manager by engaging both OSD and Service staffs in the IPT
process. By engaging all levels of the acquisition community early and continuously throughout
the process, issues will be identified and resolved as early as possible.

These guidelines complement DoD 5000.2-R, and the extracts therefrom are mandatory.
Other guidelines herein are discretionary, but represent best business practices and will be
included in an upcoming update to the discretionary section of the Defense Acquisition
Deskbook. The guide describes the IPT process for ACAT ID and ACAT IAM acquisition
programs, but the concepts are applicable for all programs.

Please address any questions or recommendations to improve this document to Dr.

Joseph Ferrara, Deputy Director for Acquisition Systems Management, at (703) 614-5420 or
email Ferrarj@acq.osd.mil.

_________________________ _________________________

John C. Wilson, Jr. George R. Schneiter

Director, Systems Acquisition Strategic and Tactical Systems
OIPT Leader

_________________________ _________________________

John R. Landon Margaret E. Myers

C3ISR and Space Systems Information Technology
OIPT Leader OIPT Leader

iii
 TABLE OF CONTENTS

FOREWORD...................................................................................................................................ii

List of Figures.................................................................................................................................iv

List of Tables..................................................................................................................................iv

I. INTRODUCTION....................................................................................................................1
OVERVIEW..............................................................................................................................1
II. POLICY....................................................................................................................................2
POLICY GUIDANCE...............................................................................................................3
OVERARCHING IPT PROCEDURES AND ASSESSMENTS..............................................4
WORKING-LEVEL IPT PROCEDURES, ROLES, AND RESPONSIBILITIES...................5
REFERENCES..........................................................................................................................8
III. PRINCIPLES..........................................................................................................................10
CHARTERING, LAUNCH, INITIATION.............................................................................10
GOAL ALIGNMENT.............................................................................................................11
OPEN DISCUSSIONS WITH NO SECRETS........................................................................12
EMPOWERED, QUALIFIED TEAM MEMBERS................................................................12
DEDICATED/COMMITTED PROACTIVE PARTICIPATION..........................................13
ISSUES RAISED AND RESOLVED EARLY.......................................................................13
IV. PRACTICE.............................................................................................................................15

V. TOOLKITS.............................................................................................................................17
GUIDELINES FOR MEETING MANAGEMENT................................................................18
BEST PRACTICES CHECKLIST..........................................................................................19
MEETING MANAGEMENT CHECKLIST..........................................................................23
EFFECTIVE CHARACTERISTICS OF IPT PARTICIPANTS............................................25
DOD IPT SKILL AND KNOWLEDGE REQUIREMENTS.................................................26
VI. GLOSSARY............................................................................................................................27

iv
 List of Figures

Figure 1. DoD IPT Operational Structure.......................................................................................2

Figure 2. Issue Resolution Process...............................................................................................14

Figure 3. IPT Process Map...........................................................................................................15

List of Tables

Table 1. DoD IPT Types, Focus and Responsibilities....................................................................3

Table 2. OIPT Membership............................................................................................................5

Table 3. Considerations for a Charter...........................................................................................11

v
 I. INTRODUCTION

OVERVIEW

This guide is designed to assist the Program Manager (PM) and supporting acquisition
community in developing and executing high-performance integrated product teams (IPTs).

The guide is divided into five chapters. Chapter II addresses the mandatory policy and
guidance for IPT structures supporting ACAT (Acquisition Category) ID and ACAT IAM
programs. Chapter III defines fundamental Operating Principles for Effective IPTs at any level
within the DoD, and Chapter IV defines the process of putting IPTs into practice. Chapter V
provides an operational toolkit to assess and improve the effectiveness of any IPT.

1
 II. POLICY

In 1995, the Secretary of Defense directed that the Department adopt IPTs as the preferred
approach for development, review, and oversight of the acquisition process. The IPT process as
described herein facilitates decision-making by making decisions and recommendations based on
timely input for the entire team and replaces the lengthy longstanding sequential review and
approval process. Figure 1 depicts the overall IPT approach and mandatory guidance (see DoD
5000.2-R Part 4.2 and Part 5.4) supporting ACAT ID and IAM acquisition program managers.

The IPT concept for oversight and review was developed to streamline an antiquated,
inefficient process. Before the IPT process was implemented, program offices frequently
produced a product that, when reviewed at higher levels, was modified substantially or even
rejected. The purpose of IPTs is to facilitate decision-making by making recommendations based
on timely input from the entire team. The IPT approach simultaneously takes advantage of all
members’ expertise and produces an acceptable product the first time.

As programs proceed through the acquisition process toward major Milestone Decisions
or reviews, each program will establish and execute an Overarching IPT (OIPT), Integrating IPT
(IIPT), Working-level IPTs (WIPT) and Program-level IPTs (PIPT), as appropriate. Table 1
sum-marizes the focus and participant responsibilities for each of these IPTs. A more detailed
policy description of the operation of OIPTs and WIPTs as extracted from DoD 5000.2-R
follows.

2
Figure 1. DoD IPT Operational Structure

3
 Table 1. DoD IPT Types, Focus and Responsibilities
Organization Teams Focus Participant
Responsibilities
OSD and OIPT*  Strategic Guidance  Program Success
Components  Tailoring  Functional Area Leadership
 Program Assessment  Independent Assessment
 Resolve Issues Elevated by WIPTs  Issue Resolution

 Functional Knowledge &

 Planning for Program Success Experience
WIPTs*  Opportunities for Acquisition Reform  Empowered Contribution
(e.g., innovation, streamlining)  Recommendations for Program
 Identify/Resolve Program Issues Success
 Program Status  Communicate Status &
Unresolved Issues

Program Program  Program Execution  Manage Complete Scope of

Teams IPTs**  Identify & Implement Program, Resources & Risk
& System  Acquisition Reform  Integrate Government &
Contractors Contractor Efforts for Program
Success
 Report Program Status & Issues
* Covered by this guide
** See the DoD Guide to Integrated Product and Process Development and the DoD Integrated Product and Process
Development Handbook

POLICY GUIDANCE

IPTs are an integral part of the defense acquisition oversight and review process. The
Secretary of Defense has directed that the Department perform as many acquisition functions as
possible, including oversight and review, using IPTs.

For ACAT ID and IAM programs, mandatory guidance for OIPTs and WIPTs is provided
in Part 5.4 of DoD 5000.2-R as extracted below. (Mandatory guidance for PIPTs is provided in
Part 4.2 of DoD 5000.2-R.)

This guide is oriented toward those IPTs whose membership is made up of OSD and
Component staffs and is designed to facilitate oversight and review of ACAT ID and ACAT
IAM programs. Nonetheless, the principles and practices apply to PIPTs whose membership is
made up of program office and contractor personnel in the execution environment. Additional
PIPT guidance may be found in the DoD Guide to Integrated Product and Process Development
and the DoD Integrated Product and Process Development Handbook.

OVERARCHING IPT PROCEDURES AND ASSESSMENTS1

1
Extracted from DoD 5000.2-R, Part 5.4.1.

4
 In support of all ACAT ID and IAM programs, an OIPT shall be formed for each
program to provide assistance, oversight, and review as the program proceeds through its
acquisition life cycle. The OIPT for ACAT ID programs shall be led by the appropriate Office
of the Secretary of Defense (OSD) official (typically the Director of Strategic and Tactical
Systems or the Director, Program Analysis & Integration, depending on the program in
question). The OIPT for ACAT IAM programs is called the Information Technology
Overarching Integrated Product Team (IT OIPT) and shall be led by the Director, Performance
Assessment2, in the Office of the Deputy CIO. OIPTs shall be composed of the PM, PEO,
Component Staff, Joint Staff, USD(A&T) staff, and the OSD staff principals or their
representatives, involved in oversight and review of a particular ACAT ID or IAM program.

The OIPT shall first form upon learning that a program is intended to be initiated, to
consider the recommendations proposed by the IIPT; the extent of WIPT support needed for the
potential program; who shall participate on the WIPTs; the appropriate milestone for program
initiation; and the minimum information needed for the program initiation review. OIPTs shall
meet as necessary over the life of a program. The OIPT Leader shall take action to resolve
issues when requested by any member of the OIPT, or when directed by the Milestone Decision
Authority (MDA). The goal is to resolve as many issues and concerns at the lowest level
possible, and to expeditiously escalate issues that need resolution at a higher level, bringing only
the highest level issues to the MDA for decision.

In support of a planned milestone review by the Defense Acquisition Board (DAB), the
OIPT shall normally convene two weeks in advance of the anticipated review to assess
information and recommendations being provided to the MDA. Additionally, at that meeting,
the PM shall propose the WIPT structure, documentation, and strategy for the next acquisition
phase, for approval by the MDA. The OIPT Leader, in coordination with appropriate CAE, shall
recommend to the MDA whether the anticipated review should go forward as planned.

The OIPT leader for ACAT ID programs shall provide an integrated assessment to the
DAB chair, principals, and advisors at major program reviews and milestone decision reviews
using information gathered through the IPT process. The leader’s assessment shall focus on core
acquisition management issues and shall take account of independent assessments that are
normally prepared by OIPT members. These assessments are typically accomplished in the
context of the OIPT review and shall be reflected in the OIPT Leader’s report. There should be
no surprises at this point, because all team members are already working the issues in real time,
and they should be knowledgeable of their OIPT leader’s assessment. Typical OIPT
membership is shown in Table 2.

Table 2. OIPT Membership

2
After the issuance of DoD 5000.2-R, the title of the Director, Performance Assessment,
was changed to Director, Information Technology Acquisition and Investments.

5
 OIPT LEADERS

Director, Strategic & Tactical Systems, OUSD(AT&L) ACAT ID

Director, Program Analysis & Integration, OASD(C3I) ACAT ID
Director, IT Acquisition & Investment, OASD(C3I) ACAT IAM

OIPT MEMBER OFFICES

PRINCIPAL MEMBERS AS REQUIRED MEMBERS

Vice Chairman, Joint Chiefs of Staff Assistant Secretary of Defense (Reserve Affairs)
Under Secretary of Defense (Comptroller) Assistant Secretary of Defense (Health Affairs)
Assistant Secretary of Defense (Command, Control, Communica- Under Secretary of Defense (Personnel & Readiness)
tions & Intelligence)/DoD Chief Information Officer Under Secretary of Defense (Policy)
Director, Defense Procurement Assistant to the Secretary of Defense (Nuclear, Chemical &
Director, Operational Test and Evaluation Biological)
Director, Program Analysis and Evaluation Deputy Under Secretary of Defense (Acquisition Reform)
Director, Systems Acquisition Deputy Under Secretary of Defense
Deputy Director, Developmental Test & Evaluation (Advanced Systems Concepts)
Chairman, OSD Cost Analysis Improvement Group Deputy Under Secretary of Defense (Environmental Security)
(ACAT ID Only) Deputy Under Secretary of Defense (Logistics)
Director, Interoperability Deputy Under Secretary of Defense (Science & Technology)
Cognizant Service Acquisition Executive Deputy General Counsel (Acquisition & Logistics)
Cognizant Program Executive Officer Director, Defense Research & Engineering
Cognizant Program Manager Director, Ballistic Missile Defense Organization
Director, Defense Intelligence Agency
Director, Defense Information Systems Agency*
Director, National Reconnaissance Office
Director, Acquisition Resources & Analysis
Director, Special Programs

*Always required for ACAT IAM

WORKING-LEVEL IPT PROCEDURES, ROLES, AND RESPONSIBILITIES 2

The PM, or designee, shall form and lead an Integrating IPT (IIPT) to support the
development of strategies for acquisition and contracts, cost estimates, evaluation of alternatives,
logistics management, cost-performance trade-offs, etc. The IIPT shall assist the PM in the
development of a WIPT structure to propose to the OIPT. The IIPT shall also coordinate the
activities of the remaining WIPTs and ensure that issues not formally addressed by other WIPTs
are reviewed. WIPTs shall meet as required to help the PM plan program structure and
documentation and resolve issues. While there is no one-size-fits-all WIPT approach, there are
three basic tenets to which any approach shall adhere:

1. The PM is in charge of the program.

2. IPTs are advisory bodies to the PM.

2
Extracted from DoD 5000.2-R, Part 5.4.2.

6
 3. Direct communication between the program office and all levels in the acquisition
oversight and review process is expected as a means of exchanging information and
building trust.

The Leader of each IPT is usually the PM or the PM’s representative. The OSD action
officer may co-chair the IPT meetings, at the invitation of the PM. The following roles and
responsibilities apply to all WIPTs:

1. Assist the PM in developing strategies and in program planning, as requested by the

PM

2. Establish IPT plan of action and milestones (POA&M)

3. Propose tailored documentation and milestone requirements

4. Review and provide early input to documents

5. Coordinate WIPT activities with the OIPT members

6. Resolve or elevate issues in a timely manner

7. Assume responsibility to obtain principals’ concurrence on issues, as well as with

applicable documents or portions of documents

Examples of WIPTs

The following examples of WIPTs are offered as illustrations:

Test Strategy IPT3

The purpose of the IPT is to assist in outlining the Test and Evaluation Master Plan
(TEMP) for a major program. The objective of such an IPT is to reach agreement on the strategy
and plan by identifying and resolving issues early, understanding the issues and the rationale for
the approach, and, finally, documenting a quality TEMP that is acceptable to all organizational
levels the first time.

3
Extracted from SECDEF memo, May 10, 1995.

7
Cost/Performance IPT4

The best time to reduce life-cycle costs is early in the acquisition process. Cost
reductions shall be accomplished through cost/performance tradeoff analyses, which shall be
conducted before an acquisition approach is finalized. To facilitate that process, the Overarching
IPT (OIPT) for each ACAT I and ACAT IA (as required) program shall establish a
Cost/Performance IPT (CPIPT). The user community shall have representation on the CPIPT.
Industry representation, consistent with statute and at the appropriate time, shall also be
considered. Normally, the PM or the PM’s representative leads the CPIPT. Prior to each
milestone decision, the PM shall report the CPIPT findings to the OIPT leader.

Upon approval of a MNS (see 2.3), a CAIV strategy shall be formulated as part of the
acquisition strategy to set cost objectives. By program initiation (usually Milestone I), each
ACAT I and ACAT IA PM shall have established life-cycle cost objectives for the program
through consideration of projected out-year resources, recent unit costs, parametric estimates,
mission effectiveness analyses and trades, accident attrition trade studies, technology trends and
other relevant considerations such as commercial versus DoD specifications (see 3.3.5.2) and the
open systems strategy and design (see 3.3.1 and 4.3.4). A complete set of life-cycle cost
objectives shall include RDT&E, production, MILCON, operating and support, and disposal
costs. At each subsequent milestone review, cost objectives and progress towards achieving
them shall be reassessed.

Maximizing the PM’s and contractor’s flexibility to make cost/performance tradeoffs

without unnecessary higher-level permission is essential to achieving cost objectives. Therefore
the number of threshold items in requirements documents and acquisition program baselines
(APBs) shall be strictly limited, the threshold values shall represent true minimums, and
requirements shall be stated in terms of capabilities, rather than technical solutions and
specifications. RFPs shall include a strict minimum number of critical performance criteria that
allow industry maximum flexibility to meet overall program objectives. Cost objectives shall be
used as a management tool. The source selection criteria communicated to industry shall reflect
the importance of developing a system that can achieve stated production and life-cycle cost
objectives.

The CPIPT shall be empowered to recommend to the PM performance or engineering

and design changes as long as the threshold values in the Operational Requirements Document
(ORD) and APB can be achieved. If the changes require ORD/APB threshold value changes, the
leader of the CPIPT shall notify the PM and the OIPT leader. The PM shall ensure that proposed
changes are quickly brought before the ORD and/or APB approval authorities for decision. The
PM shall have the responsibility for the conduct and integration of all cost/performance trade-off
analyses conducted.

4
Extracted from DoD 5000.2-R, Part 3.3.4.1.

8
REFERENCES

The following references establish, direct, and provide guidance on the use of IPTs
within the Department.

(a) “Reengineering the Acquisition Oversight and Review Process,” USD(A&T), April 28,
1995.

(b) “Use of Integrated Product and Process Development and Integrated Product Teams in
DoD Acquisition,” Secretary of Defense, May 10, 1995.

(c) DoD Guide to: Integrated Product and Process Development (Version 1.0); February 5,
1996.

(d) DoD Directive 5000.1, Defense Acquisition (Change 1), May 21, 1999.

(e) DoD Integrated Product and Process Development Handbook, August 1998.

(f) DoD Regulation 5000.2-R, Mandatory Procedures for MDAPs and MAIS Acquisition
Programs (Change 4), May 11, 1999.

(g) “Successful Integrated Product Teams (IPTs),” USD(A&T), July 9, 1999.

The following website addresses provide access to guidance on the use of IPTs within the
Department.

(a) http://www.acq.osd.mil/sa/asm/product.html

DoD Directive 5000.1 Defense Acquisition (Change 1), May 21, 1999.

DoD Regulation 5000.2-R, Mandatory Procedures for MDAPs and MAIS Acquisition
Programs (Change 4), May 11, 1999.

Defense Acquisition Board (DAB) Schedule.

Major Defense Acquisition Programs List.

Rules of the Road: A Guide for Leading Successful Integrated Product Teams.

Cost as an Independent Variable Policy Paper.

(b) http://www.acq.osd.mil/sa/se/ippd_pubs.html

DoD Guide to Integrated Product and Process Development (Version 1.0), February 5,
1996.

9
 Integrated Product and Process Development Handbook, August 1998.

(c) http://www.deskbook.osd.mil

Defense Acquisition Deskbook.

(d) http://www.dsmc.dsm.mil/pubs/gdbks/risk_managementhtm.htm

DoD Risk Management Guide.

10
 III. PRINCIPLES

OPERATING PRINCIPLES FOR IMPLEMENTING SUCCESS ORIENTED IPTs

IPTs shall function in a spirit of teamwork with participants empowered and authorized,
to the maximum extent possible, to make commitments for the organization or the functional
area they represent. IPTs are composed of representatives from all appropriate functional
disciplines working together to build successful programs and enabling decision-makers to make
the right decisions at the right time. Adherence to the following six guiding principles will
improve the productivity of any IPT.

CHARTERING, LAUNCH, INITIATION

Getting teams off to a good start is critical. Key activities include charter preparation,
conducting IPT training, and preparing a POA&M. When combined, these activities contribute
to early and sustained success.

The IPT charter documents the mission and product of the IPT, and it establishes the
timeframe in which the effort is to be completed. It should be drafted by the team leader, ratified
by the membership at the outset of the IPT, and approved by the responsible executive leader. A
charter embodies the three basic tenets and roles and responsibilities of IPTs (see Working-level
IPT Procedures, Roles, and Responsibilities, pp. 5-6). It also embodies the six operating
principles for success oriented IPTs enumerated in this chapter. Table 3 provides some
considerations for a charter.

Similarly, training conducted soon after IPT formation contributes significantly to

success. While some participants may have extensive experience with the IPT process, others
will be participating in IPTs for the first time. Training that focuses on the principles articulated
in this guide establishes a common baseline in IPT operations, clarifies the roles of members,
and provides a common understanding of the mechanisms essential to success.

The POA&M provides a detailed understanding of key IPT activities, target dates, and
deliverables. It is a simple management tool that complements the IPT charter and clearly and
graphically communicates critical IPT objectives and the processes that will be used to achieve
them.

Together, chartering an IPT, training participants, and preparing a POA&M provide the
solid foundation from which IPTs are successfully launched.

11
 Table 3. Considerations for a Charter

A charter should:
1. contain a clear mission statement, to include the specific purpose and objectives of the IPT;
2. provide recognition of the purpose of the IPT in a larger context;
3. identify the output product, process, or service to be provided;
4. identify the customer or recipient of the output product, process, or service;
5. identify the timeframe by which the product is to be produced, the process completed, or the
service provided;
6. identify IPT membership, to include all the cross-functional disciplines necessary to achieve
the objectives of the IPT and to produce the product, complete the process, or provide the
service;
7. consider any need for training of the IPT membership, particularly those new to the IPT
process;
8. address membership performance objectives that characterize high-performance IPTs;
9. address product ownership and membership accountability;
10. address the use of metrics as a means of creating and maintaining team focus;
11. provide for membership coordination and buy-in;
12. embody:
(a). the three basic tenets of IPTs;
(b). the roles and responsibilities applicable to all WIPTs; and
(c). the six operating principles for implementing success-oriented IPTs;
13. be approved by appropriate authority;
14. provide for its own periodic review for adequacy, currency, or rescission.

A charter should not: be unduly lengthy.

A charter may:

1. provide for performance feedback to cross-functional members’ supervisors;

2. provide recognition that team composition may change over time, while maintaining a
certain core composition;
3. provide for a member recognition program that characterizes high-performance IPTs.

GOAL ALIGNMENT

The team leader should ensure the goals and objectives of team members are consistent
with project goals and objectives. An effective mechanism to provide performance feedback to
team members and their functional organization should be established. Where feasible, feedback
on performance should be provided to the individual’s supervisor, as well as team members.
Individual recognition contributes to the development and success of high-performance IPTs.

12
OPEN DISCUSSIONS WITH NO SECRETS

Each member brings to the team unique expertise that needs to be recognized by all.
Because of that expertise, each person’s views are important in developing a successful program,
and these views need to be heard. Teams must have full and open discussions with no secrets.
Full and open discussion does not mean that the team must act on each view, but all facts must
be on the table for each team member to understand and assess. Cooperation is essential.

“The team is not searching for “lowest common denominator” consensus.

There can be disagreement on how to approach a particular issue, but that
disagreement must be reasoned disagreement based on an alternative plan of
action rather than unyielding opposition. Issues that cannot be resolved by the
team must be identified early so that resolution can be achieved as quickly as
possible at the appropriate level.”5

A sense of ownership on the part of the IPT members is key to the success of the IPT
process. Ownership is a collective concept. All IPT members must feel that their contributions
are important to the process and are well considered. Decisions and documents should be a
product of the Team.

EMPOWERED, QUALIFIED TEAM MEMBERS

Empowerment is critical to making and keeping the agreements essential to effective

IPTs. All representatives assigned to IPTs at all levels must be empowered by their leadership.
They must be able to speak for their superiors, the “principals,” in the decision-making process.
IPT members cannot be expected to have the breadth of knowledge and experience of their
leadership in all cases. However, they are expected to be in frequent communication with their
leadership, and thus ensure that their advice to the PM is sound and will not be changed later,
barring unforeseen circumstances or new information.

Principals should not overturn commitments made by their representatives (IPT

members) as long as those commitments were made within the limits of the IPT member’s
empowerment. One of the key responsibilities of our leadership is to train and educate their staff
so they will have the required knowledge and skills to represent their organization. Specifically,
qualified members must be professionals who are:

 Current in their functional area

 Knowledgeable in the mission and organization they are representing

 Educated and trained in the use of and participation in IPTs

IPT members must make other team members aware of any limits to their ability to speak
for their principals. IPT agreements cannot be binding if they exceed the limits of a member’s
empowerment. Staff representatives must seek direction from their superiors on the limits of

5
Extracted from SECDEF May 10, 1995 memo.

13
their authority and make recommendations only within those limits. Staff superiors will enhance
staff effectiveness by granting the greatest possible authority.

WIPT members are expected to ensure that their leadership is in agreement with the
IPT’s goals. When issues arise that exceed the limits of empowerment, the PM or IPT leader
must allow members adequate time to coordinate issues and positions with their principals. This
continuous “up-the-line” communication should ensure no surprises later when the principals are
asked to coordinate or review a final draft document or decision.

It is important for the IPT leader to stress at the outset that agreements reached in the IPT
must be binding. An exception to this general rule would be the rare case where new
information comes to light after agreements have been reached, and where new information is
significant enough to warrant a review of prior agreements.

DEDICATED/COMMITTED PROACTIVE PARTICIPATION

Consistent team participation by people with institutional knowledge of the functional areas is
necessary for success. Therefore, IPTs should be organized to allow all stakeholders to
participate and rightsized to the issue. Membership should be limited to the minimum essential
to enhance communication and trust. Participation should be by the principal member. The
practice of accompanying support staff is specifically discouraged and is undesirable. Other
organizations may be added as required based on the needs of the program. WIPTs will include
action officers from the program office (or agency staff if the program is pre-Milestone I) and
from the staff organizations represented on the OIPT. Contractor participation shall be in
accordance with guidance in DoD 5000.2-R, Part 1.6/4.2.

ISSUES RAISED AND RESOLVED EARLY

Team members should openly raise and discuss issues at the earliest possible opportunity.
The IPT should try to resolve issues within the team, seeking additional functional expertise
when necessary. In the spirit of teaming and cooperation, issues should not be worked “off-line”
beyond the purview of the IPT. In instances where outside discussion facilitates the education of
a member, such activity is encouraged. However, all issues should be raised, worked and
disposed of, within the team context. When an issue cannot be resolved within the WIPT, the
PM should raise the issue as quickly as possible to a decision-making level where resolution can
be achieved.

Figure 2 illustrates the issue resolution process from the PM up to the USD(AT&L) or
the ASD(C3I), as the Milestone Decision Authority for ACAT ID or ACAT IAM programs. The
objective is to achieve agreement and resolve issues rapidly at the lowest possible level, without
hindering program progress.

14
Figure 2. Issue Resolution Process

15
 IV. PRACTICE

Establishing and executing high performing IPTs require skilled leaders and an
organizational culture that exhibits openness and trust among its employees. A typical IPT
process model is illustrated in Figure 3 and defined by a four step process:

 Team Launch: An opportunity is identified that requires IPT resolution or assistance.

Key stakeholders are identified and a systematic process of developing a clear charter
with outcome expectations is defined. The team members are launched by senior
leadership to resolve the opportunity at hand.

 Execution: Working as an IPT, team members develop a POA&M to fully develop

and address issues. Most issues should be discussed and resolved within the IPT
environment. When issues cannot be resolved, problems are escalated for senior
management intervention.

 Delivery: As issues are resolved and the POA&M executed, the IPT completes and
delivers its chartered outcome requirements.

 Reevaluation: Upon delivery and review with senior leadership, the IPT provides
necessary feedback to IPT membership and evaluates the need for continuation of the
IPT. If requirements are fulfilled the IPT is disbanded.

16
 Figure 3. IPT Process Map

Chapter V provides an operational toolkit designed to assist in the development, launch,

training and execution of this IPT Process Model.

IPTs are not intended to solve every problem and should be distinguished from meetings.
IPTs are focused on building successful acquisition programs, but not all issues for resolution or
assigned actions require convening an IPT. For example, IPTs may be used to: develop
affordable and executable strategies and plans; identify and resolve issues early; and provide
continuous early insights to the MDA. There is a need to make sure that the IPT philosophy
does not become a fad, in order to productively use personnel resources, especially in today’s
downsizing environment. IPTs should be considered when there are requirements:

 For multi-functional expertise;

 To address multi-faceted, complex situations or issues;

 To address issues concerning the balancing of cost, schedule, or performance;

 To have clear objectives.

Once an IPT is launched and senior leadership is engaged, the IPT begins the operation.
For success, it is essential that adequate time be established to develop and implement the toolkit
material found in Chapter V.

As products are delivered, it is imperative that the IPT reevaluate its charter for
continuing need and currency.

 V. TOOLKITS

This chapter provides the following aids to assist leaders in operating effective IPTs:

 Guidelines for Meeting Management

 Best Practices Checklist

 Meeting Management Checklist

 Effective Characteristics of IPT Participants

 DoD IPT Skill and Knowledge Requirements

17
GUIDELINES FOR MEETING MANAGEMENT

Focus. The IPT Leader must clearly articulate the IPT's focus at the outset of the
process. Examples of a specific focus may be to prepare for a decision milestone, to develop and
reach agreement on a proposed acquisition strategy, or to resolve a specific issue or set of issues.

Orienting the Team Members. To ensure that all IPT members have a common
understanding of the program, the IPT Leader should provide a program or issue overview
briefing at the first meeting. Before the first IPT meeting, the IPT Leader will develop a
proposed IPT strategy, documentation requirements and IPT structure. These proposals will be
refined by the IPT and proposed to the sponsor. The IPT Leader will proceed based on the
sponsor’s agreement. Any disagreements will follow the issue resolution process in Figure 2.
The IPT members will discuss and agree to a meeting management approach, to include the
items listed below.

Agendas. To ensure productive meetings, detailed agendas with timelines for topics and
supporting material must be distributed at least three business days before the IPT meeting
NOT during the meeting. Every effort should be made to use electronic media for
distribution. It may prove useful for the leader and members to jointly prepare the agenda to
ensure all concerns are addressed.

Frequency of Meetings. Once established, IPTs may meet as often as necessary to

understand and build program strategies and to resolve issues or to produce a specified product.
With that focus, the IPT will only meet for a particular purpose at a scheduled time. It should
not meet regularly or continuously in an “update” or oversight role. Advance notice of a meeting
should be provided as soon as the date is known, but at least two weeks before the initial or kick-
off meeting and at least three business days before a meeting of an ongoing IPT. Subsequent
meetings should be scheduled in association with product completion dates and the resolution of
action items from an earlier meeting.

Meeting Summaries. Good meeting summaries will be brief and will preclude revisiting
previous agreements and wasting the time and resources of the team members. Meeting
summaries should:

 Record attendance

 Document any decisions or agreements reached by the IPT

 Document action items and suspenses

 Set the agenda for the next meeting

 Frame issues for higher-level resolution

Draft meeting summaries should be provided to IPT members within one working day of
a meeting. The final summary should be provided to all members within two working days after
the deadline for the receipt of comments.

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 BEST PRACTICES CHECKLIST

Open Discussions with No Secrets

Do: Don’t:
 Engage all members in the IPT process  Personalize organizational position
by soliciting inputs and applying active
listening skills  Isolate people. IPTs are only effective
when all team members are participating
 Know your team members’ preferred
methods of communication, and  Leave issues unaddressed. Unaddressed
thoroughly understand their issues tend to resurface at higher levels
organizational roles and operating and often drive major rework
environments
 Forget to document actions/decisions.
 Trust and accept each person’s expertise Documentation provides all team
and advice members an opportunity clarify issues
and a historical record of decisions
 State the extent of your authority/
empowerment and immediately identify
issues which are beyond established
limits

 Establish and stick to the agenda for the

meeting. Establish operating procedures
which allow any team member to
redirect side issues to other forums

 Take the necessary time to prepare for

the meeting in advance. Conduct
research, and pre-meeting coordination
necessary to optimize the time used in a
group session

 State your organization’s agenda and

position. Openly discuss, resolve and
when required elevate issues

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 BEST PRACTICES CHECKLIST

Empowered, Qualified Team Members

Do: Don’t:
Principals must:  Conduct a briefing cycle separate from
the overall IPT process
 Ensure the IPT member is well-versed in
the mission and organization of the  Principals should not overturn decisions
functional areas they are representing made by empowered team members
when those team members acted within
 Provide guidance, direction and extent of
their delegated authority
authority to the members

 Provide professional education and

training on a regular basis to ensure the
individuals are qualified members

IPT members must:

 Be trained in the operation of effective

IPTs

 Communicate on a regular basis with

their principal

 Inform the IPT of any limitations on

their authority (empowerment) or on
their ability to support the team’s effort

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 BEST PRACTICES CHECKLIST

Dedicated/Committed Proactive Participation

Do: Don’t:
 Commit yourself to the objectives of the  Bring a personal agenda/negative
IPT attitude to the IPT
 Represent your functional area without  Bring additional support staff
bias
 Skip meetings
 Actively seek and receive input of others

 Come prepared

Issues Raised and Resolved Early

Do: Don’t:
 Ensure structure is in place to identify  Raise issues outside the IPT process
issues (e.g., dedicate a portion of each (i.e., no end runs)
meeting to raising / discussing issues)

 Attempt to resolve issues within the IPT.

When issues cannot be resolved, provide
a complete description of the pros and
cons of unresolved issues to decision
makers

 Quickly elevate unresolved issues that

are impeding program progress

 Ensure necessary functional

responsibilities are represented

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 BEST PRACTICES CHECKLIST

Charter, Launch, Initiation

Do: Don’t:
Charter: Charter
 Obtain Senior Management agreement  Proceed without a written charter and
on charter objectives resources established
 Ensure adequate resources are available  Make the charter too complicated
(money, time and people)

 Ensure charter goals, objectives, and

schedules are realistic

Launch: Launch:
 Launch IPT as soon as possible  Allow the launch to be cumbersome and
following charter sign-off unfocused
 Ensure IPT agreement and  Discourage open member participation
understanding of charter

 Ensure IPT members are trained prior to

launch

Goal Alignment

Do: Don’t:
 Develop approach(s) to provide  Ignore subpar performance
feedback to team members and their
home organizations

 Communicate this approach to the team

and consistently apply

 Recognize contributions of team

members

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 MEETING MANAGEMENT CHECKLIST

Meeting Preparation Conducting the Meeting

To what extent are:
To what extent do you:
 Inputs solicited
 Agendas established  Apply do’s and don’ts
 Read-ahead packages dispersed
Opening the Meeting Concluding the Meeting
To what extent do you: To what extent do you:
 Establish purpose  Summarize Actions
 Assign recorder  Assign OPRs/Suspense
 Set ground rules Dates/Disposition
 Establish desired outcome  Agree on outline of meeting
summary
 Pre-set issues for next meeting

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 Evaluating the Meeting
To what extent do Team members:
 Fully and freely participate in IPTs
 Engage in open frank, and forthright discussions
 Come prepared
 Leave the pit ready to discuss/address the results with their organizations
Ask to what extent:
 Is there consistent IPT participation by primary functional area members
 Are member positions on issues known
 Are positions revised by your functional area superior at the next level of review
Ask to what extent are:
 Team and team member performance assessed
Potential Metric: Trend analysis of functional area issue resolution and team
member performance through action item records/meeting minutes
 Consistent representation from functional areas available
Potential Metric: Record attendance
To what extent do:
 Surprises arise at higher IPTs (IIPT, OIPT, DAB)
 Issues get resolved at IPT level
 Issues get elevated beyond IPT
 Unresolved issues affect the POA&M

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 EFFECTIVE CHARACTERISTICS OF IPT PARTICIPANTS

Effective Leaders have the ability to:

 Allocate and manage resources
 Organize work structures
 Organize team structures
 Apply effective time management
 Focus group on key issues and maintain the end-game perspective
 Accept and manage risk
 Make tough, courageous decisions
 Keep discussions to the main points
 Formulate a vision, motivate employees, provide incentives, inspire
 Communicate with senior executives, team members and other stakeholders
 Articulate complex issues into simpler models
 Understand the acquisition process
 Negotiate to win-win outcomes

Effective Team Members have the ability to:

 Work in a team environment
 Motivate other team members
 Articulate their issues (thoughts) clearly and completely
 Understand the user environment and operational culture
 Apply the acquisition process
 Respond effectively to assignments and milestones
 Understand the limits of empowerment
 Apply the IPT Rules of the Road
 Contribute functional area expertise
 Understand the impacts of trade-offs among alternatives
 Communicate with functional sponsors, team leaders and teammates

Effective Executive Sponsors have the ability to:

 Develop a strategic vision of the need for an IPT
 Communicate mission to team leaders and other sponsors
 Set priorities for the team
 Provide required resources
 Clarify issues and resolve conflicts among team leaders
 Carry IPT issues to other stakeholders for resolution

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 DOD IPT SKILL AND KNOWLEDGE REQUIREMENTS

Technical Knowledge Management and Meeting

 Functional area expertise  Leadership
 Analysis of cost and risk trade-offs  Supervisory skills
 Analytical and technical skills  Ethics
 Knowledge of the applicable statutes  Meeting and management skills
(10 USC, Ch. 144 and §139 & §2366,  Plan of action and milestones (POA&M)
e.g.) skills
 Knowledge of the acquisition process  Dedication, commitment and judgment
(DoD 5000 series, etc.)
 Organizational budget process Conflict Resolution
 Program management software  Coaching/mentoring
 Resource management  Consensus building
 Human resource rules for military and  Issue resolution/problem solving skills
civilians  Conflict resolution
 Personnel and financial organizational  Organization skills
knowledge  Interpersonal skills
 Negotiating skills
Acquisition Process
 Knowledge of the applicable statutes Planning and Thinking Skills
(10 USC, Ch. 144 and §139 & §2366,  Ability to organize complex issues in
e.g.) clear concise manner
 Knowledge of the acquisition rules, DoD  Time management skills
5000 series, etc.  Planning skills
 Knowledge of the organization mission  In-depth knowledge of team chartering
and purpose process
 Big picture vision  Strategic planning skills
 Meeting management skills
Teaming
 Team building skills Communications
 IPT rules of the road  Common goal setting
 IPPD guide knowledge  Effective writing techniques
 Group dynamics  Effective briefing skills
 Facilitation skills
 Team decision making

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27
 VI. GLOSSARY

ACAT I Programs that are MDAPs designated Acquisition Category I (“one”) by

the MDA and having two subcategories, ACAT ID and ACAT IC
ACAT IA Programs that are MAISs designated by the ASD (C3I) and having two
subcategories, ACAT IAM and ACAT IAC
ACAT IAC MAISs for which the MDA is the Component CIO or CAE (“C” refers to
Component)
ACAT IAM MAISs for which the MDA is the CIO of DoD (The ASD (C3I)) (“M”
refers to Major Automated Information System)
ACAT IC MDAPs for which the MDA is the DoD Component Head or, if delegated,
the DoD CAE (“C” refers to Component)
ACAT ID MDAPs for which the MDA is the USD(AT&L) (“D” refers to DAB)
AO Action Officer
APB Acquisition Program Baseline
CAE Component Acquisition Executive
CIO Chief Information Officer
CPIPT Cost/Performance IPT
DAB Defense Acquisition Board
DAE Defense Acquisition Executive
IIPT Integrating IPT
IPPD Integrated Product and Process Development
IPT Integrated Product Team
IT Information Technology
MAIS Major Automated Information System
MDA Milestone Decision Authority
MDAP Major Defense Acquisition Program
OIPT Overarching IPT
OPR Office of Primary Responsibility
ORD Operational Requirements Document
OSD Office of the Secretary of Defense
PEO Program Executive Officer
PM Program Manager
POA&M Plan of Action and Milestones
TEMP Test and Evaluation Master Plan
USD(AT&L) Under Secretary of Defense (Acquisition, Technology and Logistics)
WIPT Working-level IPT

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