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7.12. LPD 17: Adding People and Profit to IPPD
Author(s) -
Dube Chuck
Publication year - 1998
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.1998.tb00125.x
Subject(s) - general partnership , navy , business , new product development , profit (economics) , management , engineering management , operations management , engineering , process management , marketing , political science , finance , economics , law , microeconomics
In its contract for development of a new amphibious ship, the LPD 17, the US Navy required the use of Integrated Product and Process Development (IPPD). Raytheon Systems Company's Naval and Maritime Systems (NAMS) is one of the four members of the partnership which won the contract. NAMS is leading the Integrated Ship Electronics Team (ISET), the top‐level LPD Integrated Product Team (IPT) responsible for integrating the ship's electronic systems. In a unique adaptation, ISET purposefully enhanced its implementation of IPPD by special emphasis on two additional “Ps” people and profit. This “IPPPPD” approach produced some significant changes in certain program practices and activities. The focus on people manifested itself in how the program chose its team leaders and team members, how it aligned the individual teams and its team structure, and how it shaped the behavior of its people to support its IPPD practices. Its emphasis on profit required its teams to take responsibility not only for their technical work, but also for the related programmatics and contract issues.