This paper is a critical review of integrated product teams (IPTs) as a management approach for the development of complex systems such as aircraft. The motivation for IPTs, their purpose and the general construct of IPTs will be addressed. Strategies are identified for organizing and implementing successful IPTs. The development of aircraft, as for all complex systems, requires division of each phase of the work into multiple efforts undertaken concurrently. Emphasis is placed on the compression of overall program schedule to decrease total costs. This increases the need for concurrency and fewer design iterations to reduce cycle time and rework. To achieve this cycle time reduction, multi-functional teams are created for design, development, procurement, production, testing and support of a specific product. The various terms used for this formal organization include, but are not limited to the Design Build Team (DBT), the Product Development Team (PDT) and most recently the Integrated Product Team (IPT). The IPT is an organizational approach; a team chartered to design, produce and deliver a specific product. This paper describes past processes for developing products and compares them with the current processes that employ the IPT approach. This paper also provides discussion regarding relevant issues for IPTs in addressing requirements, both detailed and system-level in nature, program allocations, program status, and how IPTs provide support to Trade Studies. Further description of documentation and communication requirements within the IPT framework are also discussed. The paper ends with concluding remarks regarding the management of IPTs. The insights offered are based on personal experience observing, participating on and leading teams on large and small aircraft development programs.
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