Product development team members are often focused on the component level, but understanding the whole system is a challenge. Forming cross-disciplinary integrated product teams can provide support for large and small efforts in either agile or traditional development, helping teams achieve total system lifecycle expertise.
Product development seems to be going at an ever-quickening pace. Managers are pushed to get products to market faster and cheaper, stressing existing traditional models for software and systems development. As a side effect, engineering teams typically focus on trades to meet competitive and market demands. In this fast-paced environment, this introduction can occur without a thorough understanding of how these trades may cause some unforeseen downstream impact in the form of reduced capability, higher maintenance cost, or general liability.
Successful product development is becoming more challenging. It is increasingly important that total system lifecycle expertise, in addition to that of the development team (i.e., the programming team), be considered early in the product lifecycle.
There is help available. With the employment of cross-functional integrated product teams (IPTs), there is a focus shift from pure technology to one that also includes production, marketing, sales, deployment, and support.
What Is an Integrated Product Team?
Thanks to a 1995 Secretary of Defense directive, the adoption of IPTs within the Department of Defense (DoD) has been the favored approach for systems and software acquisition. An IPT is defined as a multidisciplinary group of people who are collectively responsible for delivering a defined product or process.
The value provided by IPTs in support of product acquisition is recognized widely within the DoD. However, additional benefits from the employment of an IPT approach can be realized if similar types of integrated cross-functional teams are used to support product development activities.
IPTs, supported by various subject matter experts, can be used throughout the product development lifecycle. These are teams of individuals who represent different areas of expertise with the joint goal of producing the best product. The same type of cross-functional expertise that is leveraged to support product acquisition activities can be applied to the development of system and software products. Some examples of where to best leverage these efforts include the support of requirements reviews, use case reviews, work package inspections, and development and integration test and deployment planning. IPTs should be employed to help define and manage the technical baseline, promote a systems-level view of product development, determine technical performance, and manage risk.
Benefits to Product Development
Early involvement of marketing and program management, manufacturing, material, test, quality, and product support personnel in the development of any software or systems product provides a multifunctional perspective. It facilitates the development of requirements and the design of the product and reduces production problems. Early and ongoing engagement of all stakeholders also results in each participant investing greater ownership and becoming more committed to the development of the product. This improves the chance of a successful delivery—a product delivered on schedule and within budget.
Coordination and communication are critical to any successful product development effort. Organizational silos and inefficient information flow are often cited as contributors to product development failure. IPTs break down information silos and enforce coordination and communication to ensure that all critical input is received and can be used to support agile and traditional lifecycle development. The creation of multidisciplinary IPTs can provide real benefit to small and large development efforts by ensuring that individuals with the correct systems and software expertise are involved early—and remain involved—in the lifecycle of the product.