Team Process 4: Implementation *

Getting Acquisition Results Through IPTs is important because only results make the difference to the warfighter. Making high quality decisions is essential to getting good results, but it is not enough. Taking good decisions and turning them into actions and changes that create weapon systems which fully meet Fleet needs is the most challenging IPT responsibility.

After an IPT has made a decision, it is implemented through some action or a POA&M. This is the last phase in the sequence from problem solving to decision making to implementation to results. If innovation is needed to solve problems, it would be the first major process in the chain.

Implementation can range from preparing a tasking letter to a laboratory, to approving a contract deliverable, to working with higher authority on a project. It can require developing and getting approval of a Test and Evaluation Master Plan (TEMP), reorganizing a large program acquisition group, or researching and presenting a recommendation to senior management.

While implementation is often taken for granted, for major decisions or complex situations, it may be the most difficult part of an IPT's job. Teams should work closely with key stakeholders to ensure that everyone understands the decision and why it will achieve the intended results. When making a decision, the IPT should have identified and considered every stakeholder with an interest in the results. These individuals and their organizations represent the main thrust of the team's efforts to ensure enterprise support for the decision. They represent the leverage for successful implementation of many decisions.

If the IPT settles for signatures or quick agreement from stakeholders, they may not get full support and cooperation later as the implementation evolves. This is where a strong IPT enterprise partnering program can pay dividends. An IPT's ability to achieve its objectives may be highly dependent upon the support and backing of major stakeholders such as the program manager, PEO, OPNAV, contracts, personnel, legal, Deputy Assistant Secretary of the Navy (DASN), laboratories, prime and subcontractors, test and evaluation (T&E), OSD principals, Navy Comptroller, cost estimating and others.

When team members are properly aligned, the decision becomes much more effective, and the image of the team and the program are enhanced. This gives the team more stature and influence within the enterprise. Well coordinated implementation also builds teamwork among team participants and establishes rapport with team stakeholders. The following lectures provide additional information:

Implementation Process

Recall from the previous discussions on problem solving and decision making that there are different levels of problems and decisions. Most decisions are straightforward and routine. At the next level the decisions are more difficult, but are usually focused in one area or functional discipline. These may require several or many team members to make the decision even though the implementation may be straightforward.

At the highest level of decisions are those few that occur during a program's life that set the fundamental tone and nature of the program and have the greatest influence on program success. Examples might be deciding on the acquisition strategy, what technology-refresh approach to take, or which prime contractor to select.

It is those few (possibly hundreds over a program's life) big decisions that require careful planning and concerted actions for effective implementation. Upon making a major decision, a team would first generate a PO&M, together with a coordinated approach to achieve the desired results. If all team members are not fully behind the decision, special care must be taken to get their acceptance and, in particular, concurrence as to what approach will be taken with outside organizations and stakeholders. This is where the previous process of team collaboration, open communication, and agreement on the fundamental approach to be taken by the IPT pays off. The development of a shared vision/approach provides the groundwork for team agreement on how to move from decision to results.

When implementing decisions, the team can use every interaction with outside stakeholders to build relationships for the future. Resolving problems quickly and sharing successes with major enterprise participants will pay long-term dividends. Fax and E-mail should be used for rapid responses. Efficiency and clarity of communication, coupled with openness and a sincere concern to share understanding and get buy-in from participants is key to enterprise acceptance of the IPT and its program. There is no true substitute for personal meetings. Where a situation is critical and there are concerns by others, a one-on-one meeting is the most effective way to resolve issues.

It may be that the implementation responsibility falls on the team leader, or a subgroup of the team. When this occurs, the individuals implementing the decision need to keep the rest of the team informed on their progress to prevent surprises. During implementation, team members can get valuable feedback on the overall perception of the program from key stakeholders. This helps them to see their own capability as a team and opens the door to better relations with stakeholders in the enterprise.

As implementation proceeds, rapid feedback is helpful in identifying issues and monitoring results. When disagreements or misunderstandings occur, they should be handled directly and quickly before they escalate. Any anticipated issues should be negotiated fairly, with both sides working hard to find a win-win solution. No team is infallible and no stakeholder is always right; therefore, both sides should approach major issues from the viewpoint of what is best for getting the product out the door that meets customer requirements.

For quick results, team members should be empowered and given responsibility consistent with their roles on the team and their relationships with stakeholders. Teams, like individuals, should always make sure they follow up on promised actions and represent honest, high integrity professionalism to the outside world. It may be necessary to bring in additional help such as SMEs, or senior executives who have particular knowledge or connections needed to support the decision.

Some IPTs develop a brain book or common data package and historical record to ensure consistent presentations and accurate tracking of past decisions. Team members are at their best when they have a common perception of the intent and desired results of the decision and they can communicate these to all concerned.

If the decision is made by a Program IPT, a WIPT or an IIPT, its implementation should be smoother because the stakeholder organizations are likely to have membership on the IPT and have participated in making the decision. This is one of the intended advantages of using IPTs with cross-functional and/or cross-organizational representation.

Barriers to Implementation

Barriers to turning decisions into results may come from outside parties not understanding the decision or its intended results. There may be conflicting goals and interests between the IPT and organizations or stakeholders within the enterprise. Surprises may occur during decision implementation because other organization's views and reactions were not given enough consideration during the decision making process. When surprises occur they should be handled openly, quickly, and fairly, with the objective of maximizing program success and maintaining good relationships.

An internal barrier occasionally arises where, during the implementation process, an outside organization identifies a problem or an error in the decision and its consequences. Care must be taken less the IPT develop a closed mind and either not understand or ignore legitimate concerns or criticisms. The team, and particularly the team leader, needs to be cognizant of the danger of assuming the decision was right and foreclosing critical thinking. Few people benefit from escalated disagreements that must go to higher authority for resolution.

Some record of the decision and its expected consequences should be made for team learning and lessons learned to help other IPTs. Simple things like accidentally slighting a stakeholder, omitting a name on a courtesy copy, or not listening can make relations more difficult in the future. As stated above, the implementation process is probably the most difficult thing a team does, and it is the most important. It's the only thing that leads directly to results.

Impact of Key Success Factors

Several key success factors influence the capability of an IPT to take action on its decisions. A high level of team collaboration will help team members work together as they implement decisions. Enterprise partnering has a strong impact on implementation, laying the groundwork for stakeholder cooperation and support. The team leader will oversee and orchestrate the implementation process.

A small team has only a few people to take action and, if they do not have a shared vision/approach, they may have a difficult time agreeing on how the decision should be implemented. Too large a team will have difficulty coordinating its own actions. An effective feedback program provides information to the team before it starts to implement a decision and helps the team to select an optimum strategy for implementation. Individual and team empowerment provide the freedom and motivation to take action and work with stakeholders.

As an IPT improves its capability in the areas of key success factors, it will be more successful in implementing its major decisions. Since each decision occurs in a different context, different success factors will play different roles in helping the implementation process. Nevertheless, overall team performance can be improved by learning how to implement decisions and developing a level of competency in the key success factors.