Implementing Integrated Product Development: A Project Manager's Perspective; Journal article

摘要

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.