Acquisition for the 21st century the F-22 Development Program
The Department of Defense has recently charted a new course to further improve the way in which it provides weapon systems for the war fighter. This path has seen a fundamental change in how members of the Government/industry acquisition team work together to develop America's arsenal for defense. These changes center around the use of Integrated Process and Product Development concepts and the use of empowered, multifunctional teams, called Integrated Product Teams. Integrated Product Teams have been used successfully in industry for a number of years. One particularly successful example has been the use of Integrated Product Teams on the Boeing 777 program. Now several programs in the Defense Department are operating under these concepts. The earliest, and the leader in these concepts, is the Air Force F-22 Advanced Tactical Fighter development program. In this book, Lieutenant Colonel Michael D. Williams, USAF, first describes the principles and the concepts of the F-22 program.
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Advanced Tactical Fighter Air Combat Command Air Force aircraft approach ATF program office avionics award fee breakdown structure CDR complete chapter concept concurrent leadership contract contractor teams cost and schedule cost performance report cross-functional teams decisions define demonstration/validation phase development program Electric Aircraft Engine EMD phase empowered engineering and manufacturing ensure evaluation F-22 program office Fain Figure flight test focus functional Government implement improve integrated master plan Integrated Master Schedule Integrated Product Development integrated product teams involved LANTIRN lessons learned Lockheed Lockheed-Martin management system manufacturing development meet ment missile operational overarching IPTs Photo courtesy Pratt & Whitney principles problems Program Director program leadership program manager proposal prototype air vehicles radar radar cross-section requirements result solution supercruise Tactical Air Command team members teamwork technical performance measures tion TPMs track understand user's warfighter weapon development weapon system
Page 44 - Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.
Page 56 - We recommend a high priority on building and testing prototype systems to demonstrate that new technology can substantially improve military capability, and to provide a basis for realistic cost estimates prior to a full-scale development decision. Operational testing should begin early in advanced development, using prototype hardware. The early phase of R&D should employ extensive informal competition and use streamlined procurement processes.
Page 9 - The quality or state of being of sound moral principle; uprightness, honesty, and sincerity.
Page 50 - Generally, users do not have sufficient technical knowledge and program experience, and acquisition teams do not have sufficient experience with or insight into operational problems, to strike this critical balance. It requires a blend of diverse backgrounds and perspectives that, because the pressures for goldplating can be so great, must be achieved at a very high level in DoD.
Page 188 - MS in National Resource Strategy from the Industrial College of the Armed Forces and has completed the Defense Acquisition University's Senior Acquisition Course.
Page 49 - Fundamental to the ultimate success of a new program is an informed tradeoff between user requirements on the one hand and schedule and cost on the other. A delicate balance is required in formulating many system specifications that allow for a real advance in military capability, but avoid goldplating.
Page 170 - ... moving to the next phase of a system acquisition with better technical, schedule, and cost information and estimates for the system. Both ground and flight prototype testing in the Dem/Val Phase reduce the technical risk of a program, thereby reducing the schedule and cost risks in proceeding to E&MD (and production). Prototyping does not eliminate technical, schedule, and cost risk-that is why there is an E&MD. Prototypes cost money and take time-sometimes they are justified and sometimes not,...
Page 136 - IPTs shall function in a spirit of teamwork with participants empowered and authorized, to the maximum extent possible, to make commitments for the organization or the functional area they represent. IPTs are composed of representatives from all appropriate functional disciplines working together to build successful programs and enabling decision-makers to make the right decisions at the right time.