Lecture 3'9: Integrated Product Teams SEF Ch 18

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Lecture 3.9 Integrated Product Teams (SEF Ch 18)

• Dr. John MacCarthy
• UMBC CMSC 615
• Fall, 2006

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Organizing and Integrating System Development
(Ch. 18)

• Introduction (non-SEF)
• Types of Teams
• Integrated Development (18.1)
• Integrated Product and Process Development (IPPD)
  and Integrated Product Teams (IPTs) (S18-A)
• Integrated Teams (18.2)
• Project Organization Integrated Teams

• Team Organization and Development
• Team Maintenance (18.3)
• Team Membership, Roles and Maintenance
• Team Processes (18.4)
• Barriers to Integration (18.5)
• Government Role in IPTs (S18-b)

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Types of Teams

• Informal Types of Teams (McConnell, Ch. 13)
• Creativity Team Focused on exploring
  alternatives (Concept Development)
• Tactical Resolution Team focus on carrying out a
  well-defined plan (Development, Analysis)
• Problem Resolution Team Focused on solving a
  complex, poorly defined problem (Tiger Team)

• Formal Types of Teams
• Integrated Product Team (IPT) A team from
  multiple organizations charged to develop some
  product (or set of products)
• Tiger Teams A team, often from multiple
  organizations, charged with solving some problem,
  generally in a short period of time
• Working Groups (WGs) A team, often from multiple
  organizations, that is charged with planning,
  identifying solutions, assessing solutions,
  and/or providing recommendations

Generally SE, Development, TE Teams will be
either IPTs or WGs
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Integrated Development (18.1)

• The use of multi-disciplinary teams in design has
  become the DoD and Industry standard and is known
  by many names
• Such integration requires
• Inclusion of the eight primary functions
• Technical process specialties such as quality,
  risk management, safety, information assurance,
  etc.
• Business processes such as finance, legal,
  contracts, etc.
• Characteristics of a well-integrated effort
• Customer focus
• Concurrent development of products and processes
• Early and continuous life cycle planning
• Maximum flexibility for optimization
• Robust design and improved process capability
• Multi-disciplinary teamwork
• Empowerment
• Seamless management tools
• Proactive identification and management of risk

• Integrated Product Teams (IPTs) are the approach
  used by DoD to accomplish multi-disciplinary
  integrated development

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DoD IPPD IPTs (S18A)

• Integrated Product and Process Development (IPPD)
  is a DoD policy for integrated system development
• DoD oversight and multi-disciplinary integration
  and teamwork is accomplished through a hierarchy
  of IPTs consisting of three levels
• Overarching IPT (OIPT)
• Advises the DAE on issues related to programs
  managed at that level
• Working Level IPTs (WIPT)
• Advises the Program Manager in the area of
  concern
• Program IPTs (PIPTs)
• Teams that perform program tasks (e.g,. Develop
  artifacts)

Note WIPTs are often used as PIPTs
Note This applies to Government
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Integrated (Product) Teams

• Integrated Product Teams are composed of
  representatives from all appropriate functional
  disciplines working together to
• Build successful Program
• Identify and resolve issues
• Make sound and timely recommendations to
  facilitate decision making
• Design successful and balanced products
• Develop the configuration for successful life
  cycle control

• Three Types of IPTs
• Overarching IPTs (OIPT)
• Strategic Guidance
• Issue Resolution
• Program Assessment
• Program Level IPTs
• Program Execution
• Representatives from Government and Industry
• Working IPTs (WIPT)
• Identify and resolve program issues
• Determine/monitor Program status
• Seek Opportunities

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Levels of IPTs Example

• Levels of IPTs
• DoD Acquisition
• DoD Oversight of Programs
• DoD Program
• Program Oversight
• Contractor
• Program Execution
• Notes
• DoD and DoD Program level IPTs are DoD Policy.
• Use of IPTs by contractors is optional.

• Example Contractor-Level Requirements IPT
• Level Contractor Level
• Purpose Develop Requirements Document
• Lead Systems Engineering
• Membership
• Requirements Engineering
• Architecture Engineering
• Specialty Engineering (RAM, IA, etc.)
• Analysis
• Design/Development
• Test Evaluation
• Program Control (Cost. Schedule and Risk
  Management)
• Customer Representative
• User Representative
• Other Stakeholders

Generally those in Bold are the most active
participants
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Example Contractor IPTs and Products

• Requirements IPT
• Architecture IPT
• Analysis IPT
• MS IPT
• Design IPT
• Development IPT
• TE IPT
• Deployment/Activation IPT

• Engineering Review Board (an contractor OIPT)
• Program Control IPT
• Acquisition Strategy, Project Management Plan
• Resource-loaded Schedule (IMS) Cost Baseline
• Programmatic Metrics Reports
• Systems Engineering IPT
• WBS, SEP, CMP, RMP
• TPM Reports

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IPT Development (18.2)

• Team Organization
• Have a clear charter (e.g., list of products to
  be developed or overseen)
• Use a disciplined system engineering approach
• Include a Systems Engineering representative on
  all IPTs
• Establish vertical and horizontal organizational/
  enterprise communications
• Include appropriate representatives from
  functional organizations
• Include appropriate representation
  representatives from government, contractors,
  vendors, etc.
• Limit individuals to membership on no more than
  3-4 WIPTs
• Team Leadership should be provided by the
  organization primarily responsible for the
  product (sometimes a government/ contractor
  co-chair is used)
• Use of a Facilitator can ease the team building
  process
• Note Teams typically go through 5 stages See
  next slide

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Team Stages (18.2)

• Forming
• Activities Figure out how to accomplish task
• Characteristics Ignorance of Tasks, Agendas,
  Personalities
• Behavior Optimistic
• Storming
• Activities Define tasks to be performed
• Characteristics
• Group discovers task is harder than expected
• Group discovers personalities agendas
• Unrealistic Goals
• Behavior Argument, Impatience
• Norming
• Activities Group begins to perform tasks
• Characteristics
• Team reconciles agendas and personalities
• Team begins to develop trust
• Team develops spoken and/or unspoken rules on how
  to proceed
• Behavior Beginning acceptance

• Performing
• Activities Performing Tasks
• Characteristics
• Acceptance of members strengths weaknesses
• Trust, Satisfaction Pride
• Behavior Preventing problems
• Adjourning
• Activities Preparing for dissolution
• Characteristics Bidding Farewell
• Behavior Pride, Melancholy

The objective should be to optimize the time the
team spends in the Performing Stage
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Team Maintenance (18.3)

• Empowerment
• Teams and team members need to be empowered to do
  the assigned task
• The responsibilities and constraints need clearly
  defined by higher-level teams
• Membership Issues
• Team members need to be qualified
• Team membership should avoid rapid turnover to
  reduce returns to forming/ storming stages
• Long-lived teams need new blood
• Teams should be able to remove a member (as a
  last resort)
• Team Leader
• Provides team focus clear vision of team
  objectives and performance criteria
• Assures environment is present that allows team
  to perform at an optimal level
• Principal interface to next level IPT and
  management
• NOT A SUPERVISOR
• Additional team leader roles are described in SEF
  18.3
• Facilitator
• Focused on team dynamics and easing transition to
  the Performing Stage
• NOT the team leader

There is no I in TEAM !!
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Characteristics of High Performance Teams

• Shared, Elevating Vision or Goal
• Sense of Team Identity
• Results-Driven Structure
• Competent Team Members
• Commitment to the Team
• Mutual Trust
• Interdependence among team members
• Effective Communications
• Sense of Autonomy
• Sense of Empowerment
• Small Team Size
• High Level of Enjoyment

McConnell, Ch. 12
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Team Processes IPT Rules (18.4)

• Team discussion is open with no secrets
• Qualified, empowered team members
• Team participation is consistent,
  success-oriented, and proactive
• Continuous up-the-line communications
• Team member disagreements must be reasoned
• Focused on alternative plans of action, not
  simply opposition to the proposed plan
• (Formal or informal) Trade studies and other
  analyses are used to resolve issues
• Complaints about the team are not voiced outside
  the team conflicts are resolved internally
• Issues are raised and resolved early

• Design results must be communicated clearly,
  effectively and timely
• Design results must be compatible with initially
  defined requirements
• Each team member must be familiar with all system
  requirements
• Everyone must work from the same database
  (gtthere must be a common database)
• Only one member of the team has authority to
  change the controlled version of the document/
  product
• All members have the same level of authority (one
  person, one vote)
• Note Generally each functional organization has
  only one member and a number of supporting
  participants
• Some IPTs are set up so that the members provide
  the Lead their recommendations and the lead has
  the only vote

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(IPT) Meeting Management (18.4)

• Guidelines
• Meetings should only be held for a specific
  purpose
• Control meeting participants
• Provide (2 wks) advance notice of meetings (so
  participants can prepare)
• Provide time-allocated Agendas as part of
  advanced notice
• Participants should prepare for meeting by
  preparing and/ or reviewing required material
• Distribute prepared material at least 1 wk prior
  to meeting
• Stick to the agenda first, then cover new
  business
• Transform issues into actions (to include
  responsible party(s) and a completion date)
• Prepare Meeting Summary
• Record meeting attendance, actions (issues),
  agreements, and decisions
• Prepare draft agenda for next meeting
• Frame issues for higher-level resolution
• Distribute meeting summary within 1 day of
  meeting
• Permit (2 days) review and comment by
  participants (set response date)
• Distribute final meeting summary within 2 days of
  receipt of comments

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Barriers to Integration (18.5)

• Barriers to Integration
• Lack of top management Support
• Team members not empowered
• Lack of access to a common database
• Lack of commitment to cultural change
• Functional organizations no fully integrated into
  a team process
• Lack of planning for team effort
• Staffing requirements conflict with teams
• Team members not collocated
• Lessons Learned and successful practices not
  shared across teams
• Inequality of team members
• Inadequate resources
• Lack of required expertise

• Characteristics of Failed Teams (McConnell, Ch.
  12)
• Lack of Common Vision
• Lack of Identity
• Lack of Recognition
• Productivity Roadblocks
• Ineffective Communications
• Lack of Trust
• Problem Personnel

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Breaking Barriers (18.5)

• Education Training
• Use of a Facilitator
• Early Management Support
• Use of a Common Database
• Establish/Formalize the IPT network that
  integrates the design and provides horizontal and
  vertical communications (should be described in
  the SEP)
• Do not over-tax available resources
• If competence is not available, hire it through a
  support contractor
• If co-location is not possible
• Have regular (several day) working sessions (or
  TIMs)
• Use of Telecon Videocon can also help

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Summary Comments (18.5)

• Integrated system development is a systems
  engineering approach that integrates all
  essential primary activities through the use of
  multi-disciplinary teams
• IPTs are the DoD approach to achieving integrated
  development
• There are three types of government IPTs OIPT,
  IPTs, WIPTs
• The IPT concept is applied at three levels DoD,
  Government Program, Contractor (only the first
  two are required)
• Team building goes through five phases Forming,
  Storming, Norming, Performing, and Adjourning
• Team organization is difficult to build and
  maintain. It requires planning, management
  attention and commitment over the life of the
  team(s)
• Generally, IPT Leaders guide teams, they do not
  dictate direction
• IPTs and team members must be empowered
• Team members must be qualified and committed

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Working with People

• Team success is heavily dependent on how well the
  team works together
• To this end it is important to understand
• Types of People
• What motivates people
• Different types of people are motivated by
  different factors
• What kills morale

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Types of People Myers-Briggs

• Different Personality Types have different
  motivators and perceive different things as being
  important
• Different Personality Types generally have
  difficulty understanding each other
• Why can't X be more like me?
• There is no Best Personality Type. Each has
  strengths and weaknesses.
• What is important is that teams be organized to
  take advantage of each individuals strengths and
  minimize the impact of weaknesses.
• Part of your homework will be to take this test
  and develop a team profile.

• There are many models for characterizing people
• I will address the Myers-Briggs Model
• It is one of the most widely used
• I am most familiar with it
• Four dimensions
• Extrovert (E) -gt Introvert (I)
• Sensing (S) -gt Intuitive (N)
• Thinking (T) -gt Feeling (F)
• Judging (J) -gt Perceiving (P)
• Example INTJ
• Scoring is done on a continuum (e.g., one may be
  VERY extrovert or only slightly more extrovert
  than introvert)
• Although the specific scoring tends to vary each
  time one takes the test, the end results are
  rather consistent

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Top 5 Motivators (for Developers)

• Achievement
• Possibility for Growth
• The Work Itself
• Personal Life
• Technical Supervision Responsibility
• Advancement

McConnell, Rapid Development, Ch 11
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Morale Killers

• Poor Work Environment (Hygiene Factors)
• (lighting, temperature, quietness, privacy,
  having a desk, up-to-date computer equipment,
  applicable software tools (legal copies),
  up-to-date communications support (e-mail,
  phones, conference rooms), technical support,
  office equipment, office supplies, access to
  reference materials, work hour flexibility,
  training)
• Management Manipulation
• Excessive Schedule Pressure
• Lack of Appreciation
• Inappropriate Involvement of Technically Inept
  Mangement
• Not Involving Developers in Decisions that Affect
  them
• Productivity Barriers
• Low Quality
• Heavy-Handed Motivation Campaigns

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Summary and Conclusions

• The ability of people to work together
  effectively as a team is critical to project
  success
• This depends on an understanding of
• type of team
• goals of the team
• the types of people on the team
• the factors that motivate them
• the factors that kill their morale
• Know the Type of Team and the Teams Objectives
  ( resources)
• Different people have different strengths,
  weaknesses and value systems. Know them and use
  them effectively.
• Motivate People
• There are a number of techniques
• Different types of people are motivated
  differently
• Do not kill Morale

The beatings will continue until the morale
improves is not effective.
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Questions
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BACKUP
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Team Models

• Business Team
• Chief-Programmer Team
• Skunkworks Team
• Feature Team
• problem resolution projects
• Search and Rescue Team
• SWAT Team implement a solution using a
  well-known tool or practice
• Professional Athletic Team tactical-execution
  projects
• Theater Teams multimedia projects
• Large Teams create teams of smaller teams

McConnell, Ch. 13
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References

• Steve McConnell, Rapid Development, Microsoft
  Press, 1996
• Excellent chapters on all aspects of project
  management and systems engineering
• Excellent set of Best Practices
• Becoming Dated

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Top Motivators for Different Types

• Programmer/Analyst
• Manager
• General Population

McConnell, Ch 11
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Government Role on IPTs (S18-B)

• Not applicable to most of you