Downloaded from https://www.everyspec.com (user juries), with tailoring options reserved until data-based analyses are conducted that indicate the appropriate level of MANPRINT effort. For maximum integration, it is recommended that PMs have their contractors place MANPRINT activities within the systems engineering components of their organization to ensure every design decision and modification is given MANPRINT consideration. 3–2. MANPRINT in the Integrated Concept Team and requirements determination process a. For maximum effectiveness, MANPRINT must be considered as early as possible in the acquisition process and must be embedded in requirements documents.
AR 71–9 outlines the requirements determination process. b. A MANPRINT representative is a dedicated and/or on-call core member of the Integrated Concept Team (ICT) convened to write requirements documents. Per direction of the AAE, ARL–HRED is the focal point for the ICT to facilitate appropriate MANPRINT representation and involvement. The MANPRINT-dedicated core representative will normally be from ARL–HRED. c. MANPRINT issues and concerns will be documented in appropriate program documentation and the ICT minutes, and reports will provide an audit trail. This audit trail will also include the CDEs (see app B–2). d.
Appropriate MANPRINT considerations will be addressed during the ICT process in order to help program sponsors identify realistic human considerations consistent with technology, affordability, cost and technical risk reduction, and accelerated development/procurement. For example, results of MANPRINT analyses may provide significant input to the analysis of alternatives (AoA). e. The benefits of MANPRINT participation in the ICT will be most evident when the ICT transitions to an IPT after approval of a materiel requirement at Milestone A.
Continuity of human considerations will be maintained throughout system development and design, from concept definition, into the PM’s IPT process, system fielding, operations, and through system disposal. 3–3. MANPRINT in the Integrated Product Team process a. MANPRINT representatives continue to participate in the Integrated Product Team (IPT) process through the transition of the ICT to the MANPRINT WIPT and will support the PM’s MANPRINT implementation strategy and help the PM manage the system’s MANPRINT Program. b. The MANPRINT community will provide representation to the PM’s MANPRINT WIPT as appropriate (see table 3–1 and www.manprint.army.mil).
MANPRINT representatives will recommend potential areas within the MANPRINT review process for streamlining and tailoring, surface MANPRINT issues to the WIPT as soon as they are identified, and work collectively with the WIPT for resolution of all possible issues. Unresolved issues will be included in the WIPT’s report to the PM and/or in MANPRINT Domain Assessments. It is strongly recommended that the PM require the development of a System MANPRINT Management Plan (SMMP) or SMMP-like tracking document to exercise management control over the MANPRINT effort (see chap 4). c.
For maximum risk reduction and cost avoidance, the PM will have MANPRINT domain SMEs working with the IPT members from the onset of the program. When a key IPR or milestone decision review is planned, the PM will task the MANPRINT domains no later than 120 days in advance for MANPRINT Domain Assessments (see table 3–2 and www.manprint.army.mil). At the PM’s tasking, or on request from ODCSPER (DAPE–MR), MANPRINT domain agencies will prepare the domain assessments. These assessments will identify issues, help the PM manage and assess MANPRINT Program risks, and ensure soldier-related issues are considered and properly addressed throughout the system’s life cycle.
The PM and ATEC will ensure that the System Evaluation Report (SER) is provided in sufficient time for an adequate assessment of the results of the testing (for example, limited user tests (LUT), initial operational test and evaluation (IOT&E)). Prior to convening of a key IPR or MDR, a final MANPRINT Assessment will be issued by DCSPER (DAPE–MR) for the MDA, with copies to the PEO/PM. This final MANPRINT Assessment will identify the critical issues requiring resolution during the next phase of the acquisition cycle. d. MANPRINT, and especially function/task allocation, should be a topic at all design reviews. 3–4. MANPRINT in commercial off-the-shelf and non-developmental items a.
Potential MANPRINT contributions to a commercial-off-the-shelf (COTS) or non-developmental item (NDI) acquisition are similar to those made for system development programs. The selection of this acquisition strategy does not eliminate the advantage this particular program may gain by applying the MANPRINT process. Any system must meet performance parameters and thresholds. MANPRINT considerations are crucial in the market investigation process and as an evaluation factor. b. As with other acquisition strategies, the recommended MANPRINT management tool for the PM is the SMMP (or SMMP-like tracking document) (see chap 4). c.
As with system development programs, MANPRINT Domain Assessments and the MANPRINT Assessment should be requested by the PM in preparation for each MDR. d. When MANPRINT-essential systems analysis (SA) data is not obtained, the MANPRINT WIPT should identify to the PM the essential MANPRINT data that is needed for transmittal to the appropriate domains. 10 AR 602–2 • 1 June 2001