Abstract
The use of teams is a critical part of Total Quality Leadership/Management, and is a proven method for improving project performance in both civilian and Department of Defense applications. This paper considers whether the Navy should focus more attention on the application of team-based project administration in the ship acquisition process. A series of case studies written at MIT is analyzed to describe how teams have functioned in recent ship acquisition projects. Successful aspects of team performance are discussed. The lessons learned from these case studies are compared with the theory on the value and implementation of teams. The use of ship acquisition teams is analyzed in relationship to desired performance. Documented improvements in performance over previous contracts are presented. The paper concludes by assessing that the three cases examined were successful team efforts. Based on these projects, it is stated that the obstacles unique to the Navy ship acquisition process are surmountable by partnering approaches, and that such approaches should be considered for other yards and projects.
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