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Lecture 3.9: Integrated Product Teams (SEF Ch 18)

Dr. John MacCarthyUMBC CMSC 615Fall, 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, & T&E 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 StakeholdersGenerally those in Bold are the most active participants

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Example Contractor IPTs and Products

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

Requirements IPT Architecture IPT Analysis IPT M&S IPT Design IPT Development IPT T&E IPT Deployment/Activation

IPT

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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 (=>there 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

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) -> Introvert (I) Sensing (S) -> Intuitive (N) Thinking (T) -> Feeling (F) Judging (J) -> 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

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 individual’s strengths and minimize the impact of weaknesses.

Part of your homework will be to take this test and develop a team profile.

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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 Team’s 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