IPT offers a dynamic educational program that. The Institute files property tax programs with the. The Program Manager (PM) is responsible Configuration Management (CM) on their project or program. CM is the application of sound program practices to establish and. Here are the top 12 Program Management (ipt Lead) profiles on LinkedIn. Get all the articles, experts, jobs, and insights you need. Non-IPT Application for Continuing Education Credit; Programs. Programs Home; Upcoming 2016 Programs. Program History; Publications. Conference and Symposia Papers. This position is that of a Program Manager within the Program Management Group, Program Management Personnel. The PM Community of Practice (CoP) serves as the central repository for Program Management knowledge for the Acquisition, Technology, and Logistic (AT&L) Workforce. The Integrated Project Team (IPT) members listed below fully support the provisions of this Project Management Process (PMP). Each team member is dedicated to the. INTEGRATED PROGRAM TEAM MANUALGuidance for Program Teams and Their Subsets. DECEMBER 1. 99. 6FROM THE COMMANDER (Message from Vice Admiral John A. Lockard)TABLE OF CONTENTS1. Introduction. 2. 0 Integrated Program Teams. How IPTs Operate. Purpose. 1. 2 Background. Purpose of IPTs. 1. TEAM IPT Demography. Role of the Competency Aligned Organization. Role of the Area/Depot Commands/Sites. Definitions. 2. 2 Full Life Cycle Management. Navy Policy. 2. 2. Implementation of Life Cycle Program Management Within the Naval Aviation Systems Team Environment. Specific PMA Interface and Operating Relationships. Acquisition Coordinating Teams. IPT for Fleet Support. Aviation Industrial Capability Support for IPTs. Other Team Activities. IPT Structures. 2. Team Experience to Date. Lessons- Learned from High Performance IPTs. Team Leadership and Team Member Responsibilities. Program Team Leader Responsibilities. Top- Level IPT Membership Responsibilities. ![]() 582 Program Management Ipt Lead Jobs available on Indeed.com. INTEGRATED PROJECT TEAMS GUIDE FOR USE WITH. This Guide provides those responsible for program and project management with the. IPT Leader Responsibilities. Team Member Responsibilities. Empowerment. 2. 9 Collocation. Forming IPTs. 3. 1. Types of Teams Needed. Identifying Team Members. Selection of IPT Leaders. Integration Among IPTs. IPT Documentation. Program Operating Guides. IPT Charter. 3. 2. Team Work Plans. 3. Team Assignment Agreements. Operating an IPT3. IPT Administration. Conflict Resolution. Personnel Evaluations. IPTs Conducting Business. Communications. 3. Customer Considerations. Managing Assigned Work. IPT Finances. 3. 5. Budgeting and Executing Work. Funding IPT Members. Interacting With Contractors. Resolving IPT Problems. Routine Consensus Building. Resolving Conflict. APPENDICES. The appendices listed below follow the text of this manual. Every appendix is numbered independently, as is each respective enclosure or attachment. APPENDIX A - SECNAVINST 5. A; Subject: Department of the Navy Research, Development and Acquisition, and Associated Life Cycle Management Responsibilities (not included)APPENDIX B - Listing of Naval Aviation Systems Team IPTs (not included)APPENDIX C - IPT Charter Format. APPENDIX D - Team Assignment Agreement Form (not included)APPENDIX E - Team Member Performance Evaluation Input Form (not included)APPENDIX F - AIR- 7. Policy Letter: Implementation of Prototype Administrative Processes (not included)APPENDIX G - Definitions. PURPOSE This manual describes the structure and procedures that are available to Naval Aviation Systems Team (TEAM) Program Managers for their use in forming and operating Integrated Program Teams (IPTs). Although this manual is not prescriptive, it does occasionally refer to TEAM policy statements that are. Those cases are marked . This manual is intended as a companion to the TEAM Transition Plan Update published in February 1. TEAM's Integrated Program Team/Competency Aligned Organization (IPT/CAO) mission, operational concept, and transition milestones are explained in detail. This cultural shift was necessary for the successful implementation of product- focused life cycle management, by moving from a functional focus to one based on products managed by Program Manager- led multidisciplined program teams that integrate our eight competencies (Program Management, Contracts, Research and Engineering, Logistics, Test and Evaluation, Industrial, Corporate Operations and Shore Station Management) into program- specific teams. The structuring of our program teams has followed a logical sequence and prioritization that begins with the customer and then the product, the process, the constraints, and the organizational structure. Focusing on the customer, program teams soon recognized that each has many customers, both internal and external. Each program team recognizes its products and employs multiple processes to ensure delivery of those products. The structure of the program team largely depends on its customer, product and process requirements. These and other variables define the constraints imposed on the program team which occasionally require modification of existing processes, development of new processes or further changes to the program team structure. BACKGROUNDIntegrated Program Teams, or Integrated Product Teams (DOD usage; see paragraph 2. Department of Defense (DOD) directives, DOD Directive 5. DOD Instruction 5. March 1. 99. 6. These IPTs shall function in a spirit of teamwork with participants empowered and authorized, to the maximum extent possible, to make commitments for the organization.., working together to build successful programs. As a result, overall program performance can be maximized, rather than the performance of individual functional areas. In further emphasizing the importance of IPPD management techniques and the use of IPTs in the implementation thereof, the implementing Navy instruction for systems acquisition policy, SECNAVINST 5. A (currently under revision), directs PMs to ensure design activities implement procedures necessary to concurrently develop products and their associated processes. The Honorable Paul Kaminski, Under Secretary of Defense (Acquisition and Technology), emphasizes that . Noel Longuemare, Principal Deputy Under Secretary of Defense (Acquisition & Technology), remarked that IPTs were created . Also, to move away from hierarchy, improve efficiency and take advantage of all knowledge. The scope of this responsibility clearly includes the programming, budgeting and execution of acquisition and in- service support. The instruction requires Program Executive Officers (PEOs) and Direct Reporting Program Managers (DRPMs) to report directly to the Chief of Naval Operations (CNO) and the Commandant of the Marine Corps (CMC), through the applicable SYSCOM Commander, for matters pertaining to in- service support, while continuing to report directly to the Assistant Secretary of the Navy for Research, Development, and Acquisition (ASN(RD& A)) for acquisition matters. In that spirit, the TEAM's operating concept uses program teams to manage assigned programs from concept to disposal. Over each system's life cycle, the structure, size and skills mix of the program team evolves to best meet customer needs. Program teams are broken down into IPTs, each working within established bounds, using established competency processes, communicating freely with other IPTs, and reporting up through the program structure to the leadership team. Care has been deliberately taken to avoid excessive layering of IPTs. In general, structures rarely exceed three levels below the Program Manager, Air (PMA). TEAM IPT DEMOGRAPHYAs of July 1. TEAM had approximately 2. IPTs operating under the domain of 4. Program Managers assigned to the Naval Air Systems Command (NAVAIR) (AIR- 1. Naval Aviation PEOs, and the PEO for Joint Strike Fighter (JSF). There are many factors that drive the size, skills mix, and complexity of program teams and their attendant IPT structures. As shown in Figures 1- 1 and 1- 2, such structures are reflective of the number and type of acquisition category (ACAT) programs they support, as well as the scope of demand from international programs, the phase of acquisition and/or in- service support activities, and often the number and types of appropriations and funding sources supporting program/ IPT operations. Recently, examination of the range of support provided by the Contracts, Logistics, and Research and Engineering Competencies and the program offices to execute program objectives, revealed that resources provided to program teams from these competencies can range in size from 3. TEAM's five largest program teams consuming. Figure 1- 1: Current Naval Aviation Acquisition Program Management Structure and Workload. Figure 1- 2: Program Metrics Which Drive the Workforceapproximately 4. Setting industrial base support and test and evaluation aside for the purpose of comparative analysis, workyears per program average approximately 2. Aviation support program teams, often referred to as . Still, the sheer number of ACAT and non- ACAT programs within the domain of such program teams often requires a sizable IPT infrastructure to execute cost, schedule, and program requirements. For all programs, the number of government furnished equipment, engineering change proposals, and operational safety improvements, and the number of active inventory configurations of their assigned systems, appears to have a major influence on the size, type, and skills mix of IPT structures. ROLE OF THE COMPETENCY ALIGNED ORGANIZATIONThe TEAM's Competency Aligned Organization supports IPTs by supplying skilled people, periodic training, facilities (laboratories, ranges, targets, etc.) and continuously improved processes- that is, the . The CAO also supports the IPTs by operating and sustaining the most efficient infrastructure; establishing consistent policies, technical guidelines, and streamlined processes; and incorporating advanced technology and operating and support lessons into design, maintenance, modernization, and acquisition specifications. To do this effectively, the eight Competency Leaders and their competency managers must maintain a cognizance of anticipated/ projected requirements and prepare to provide the capability from organic assets, other services or contractor support. Policy for instances where contractor support is deemed necessary is discussed in paragraph 3. Regardless of source, it is the Competency Leader's responsibility to provide skilled and knowledgeable people, processes and facilities tailored to meet program demands and available to IPTs to successfully execute programs. Competency Leaders/managers also serve as mentors, providing advice, guidance (as appropriate) and personnel assignments to IPTs, enterprise teams, product support teams, or externally directed teams, as necessary. They are responsible for competency member performance appraisals, and for including in such appraisals feedback from IPT leadership on the performance of their personnel assigned to teams. Revised policy and procedures for the personnel performance appraisal process are discussed in paragraph 3.
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