C7.6. INTEGRATED PRODUCT TEAMS (IPTS) IN THE
OVERSIGHT AND REVIEW PROCESS
C7.6.1. Defense acquisition works best
when all of the DoD Components work together. Cooperation and empowerment
are essential. The Department's acquisition community shall implement the
concepts of IPPD and IPTs as extensively as possible.
C7.6.2. IPTs are an integral part of the
defense acquisition oversight and review process. For ACAT ID and IAM
programs, there are generally two levels of IPT: the OIPT and WIPT(s). Each
program shall have an OIPT and at least one WIPT. WIPTs shall focus on a
particular topic such as cost/performance, test, or contracting. An
Integrating IPT (IIPT) (which is a WIPT) shall coordinate WIPT efforts and
cover all topics not otherwise assigned to another IPT. IPT participation is
the primary way for any organization to participate in the acquisition
C7.6.3. Industry Participation
C220.127.116.11. Industry representatives may
be invited to a WIPT or IIPT meeting to provide information, advice, and
recommendations to the IPT; however, the following policy shall govern
C18.104.22.168.1. Industry representatives
shall not be formal members of the IPT.
C22.214.171.124.2. Industry participation
shall be consistent with FACA (reference
C126.96.36.199.3. They may not be present
during IPT deliberations on acquisition strategy or competition
sensitive matters, nor during any other discussions that would give them
a marketing or competitive advantage.
C188.8.131.52.4. At the beginning of each
meeting, the IPT chair shall introduce each industry representative,
including their affiliation, and their purpose for attending.
C184.108.40.206.5. The chair shall inform
the IPT members of the need to restrict discussions while industry
representatives are in the room, and/or the chair shall request the
industry representatives to leave before matters are discussed that are
inappropriate for them to hear.
C220.127.116.11.6. Support contractors may
participate in WIPTs and IIPTs, but they may not commit the organization
they support to a specific position. The organizations they support are
responsible for ensuring the support contractors are employed in ways
that do not create the potential for an organizational conflict of
C18.104.22.168. Given the sensitive nature of
OIPT discussions, neither industry representatives nor support contractors
shall participate in OIPT discussions. However, the OIPT leader may permit
contractors to make presentations to the OIPT when such views will better
inform the OIPT, and will not involve the contractors directly in
Government decision making.
C7.6.4. Overarching IPT Procedures and
C22.214.171.124. All ACAT ID and IAM programs
shall have an OIPT to provide assistance, oversight, and review as the
program proceeds through its acquisition life cycle. An appropriate
official within OSD, typically the Director of Strategic and Tactical
Systems or the Principal Director, Command, Control, Communications,
Intelligence, Surveillance, and Reconnaissance and Space, shall lead the
OIPT for ACAT ID programs. The Deputy DoD CIO or designee shall lead the
OIPT for ACAT IAM programs. The OIPT for ACAT IAM programs is called the
IT OIPT. OIPTs shall comprise the PM, PEO, DoD Component Staff, Joint
Staff, and OSD staff involved in oversight and review of the particular
ACAT ID or IAM program.
C126.96.36.199. The OIPT shall form upon
departmental intention to start an acquisition program. The OIPT shall
charter the IIPT and WIPTs. The OIPT shall consider the recommendations of
the IIPT regarding the appropriate milestone for program initiation and
the minimum information needed for the program initiation milestone
review. OIPTs shall meet, thereafter, as necessary over the life of the
program. The OIPT leader shall act to resolve issues when requested by any
member of the OIPT, or when so directed by the 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. The
OIPT shall bring only the highest-level issues to the MDA for decision.
C188.8.131.52. The OIPT shall normally
convene 2 weeks before a planned decision point. It shall assess the
information and recommendations that the MDA will receive, in the same
context, and to the same ACAT level. It shall also assess family-of-system
or system-of-system capabilities within mission areas in support of
mission area operational architectures developed by the Joint Staff. If
the program includes a pilot project, such as TOC Reduction, the PM shall
report the status of the project to the OIPT. The OIPT shall then assess
progress against stated goals. The PM's briefing to the OIPT shall
specifically address interoperability and supportability (including
spectrum supportability) with other systems, anti-tamper provisions, and
indicate whether those requirements will be satisfied by the acquisition
strategy under review. If the program is part of a family-of-systems
architecture, the PM shall brief the OIPT in that context. If the
architecture includes less than ACAT I programs that are key to achieving
the expected operational capability, the PM shall also discuss the status
of and dependence on those programs. The OIPT leader shall recommend to
the MDA whether the anticipated review should go forward as planned.
C184.108.40.206. For ACAT ID decision points,
the OIPT leader shall provide the DAB chair, principals, and advisors an
integrated assessment using information gathered through the IPT process.
The leader.s assessment shall focus on core acquisition management issues
and shall consider independent assessments, including technology readiness
assessments, which the OIPT members normally prepare. These assessments
typically occur in context of the OIPT review, and shall be reflected in
the OIPT leader.s report. There shall be no surprises at this point--all
team members shall work issues in real time and shall be knowledgeable of
their OIPT leader.s assessment. OIPT and other staff members shall not
require the PM to provide pre-briefs independent of the OIPT process.
C7.6.5. WIPT Procedures, Roles, and
C220.127.116.11. The PM, or designee, shall
form and lead an IIPT to support the development of strategies for
acquisition and contracts, cost estimates, evaluation of alternatives,
logistics management, training, cost-performance trade-offs, etc. The PM,
assisted by the IIPT, shall develop and propose to the OIPT, a WIPT
structure. The IIPT shall coordinate the activities of the WIPTs and
review issues they do not address. 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, the following basic tenets
C18.104.22.168.1. The PM is in charge of
C22.214.171.124.2. IPTs are advisory bodies
to the PM.
C126.96.36.199.3. 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
C188.8.131.52. The PM or PM.s representative
shall normally lead each IPT. At the invitation of the PM, an OSD action
officer may co-chair IPT meetings. The following roles and
responsibilities shall apply to all WIPTs:
C184.108.40.206.1. Assist the PM in
developing strategies and in program planning, as requested by the PM.
C220.127.116.11.2. Establish an IPT plan of
action and milestones.
C18.104.22.168.3. Propose tailored
documentation and milestone requirements.
C22.214.171.124.4. Review and provide early
input to documents.
C126.96.36.199.5. Coordinate WIPT
activities with the OIPT members.
C188.8.131.52.6. Resolve or elevate issues
in a timely manner.
C184.108.40.206.7. Assume responsibility to
obtain principals. concurrences on issues, documents, or portions of
C220.127.116.11. IPTs are critical to program
success, and training is critical to IPT success. All WIPT members for
ACAT ID and ACAT IAM programs shall receive formal, team-specific training
and, as necessary, general IPT procedural training.
C7.6.6. Cost/Performance IPT
C18.104.22.168. ACAT ID and ACAT IAM (as
required) programs shall establish a Cost/Performance IPT. The team shall
include representatives of the user, costing, analysis, and budgeting
communities, at minimum, and include other members as and when
appropriate, including industry or contractors, consistent with statute
and the policy in paragraph C7.6.3. Normally, the PM or the PM.s
representative shall lead the Cost/Performance IPT.
C22.214.171.124. The PM, supported by the
Cost/Performance IPT, shall conduct and integrate all program cost and
performance trade-off analyses. The empowered Cost/Performance IPT may
effect performance or engineering and design changes provided they do not
violate threshold values in the ORD and APB. If the changes require ORD or
APB threshold value changes, the PM shall notify the OIPT leader. The PM
shall quickly bring proposed changes before the ORD and/or APB approval
authorities for decision. Prior to each major decision point, the PM shall
report the Cost/Performance IPT cost and performance findings to the OIPT
leader and brief their relationship to the program baseline.
C7.6.7. Independent Assessments.
Assessments, independent of the developer and the user, ensure an impartial
evaluation of program status. Consistent with statutory requirements and
good management practice, the Department of Defense shall require
independent assessments of program status (e.g., the independent cost
estimate or technology readiness assessment). Senior acquisition officials
shall consider these assessments when making acquisition decisions. Staff
offices that provide independent assessments shall support the orderly and
timely progression of programs through the acquisition process. IPTs shall
have access to independent assessments to enable full and open discussion of
C7.6.8. Component Programs. The decision
review processes discussed in this section deal specifically with ACAT ID
and ACAT IAM programs. CAEs shall develop similar tailored procedures for
programs under their cognizance.