Downloaded from https://www.everyspec.com system. MANPRINT assessments will be conducted prior to milestone decision reviews to ensure MANPRINT has been properly applied and to identify impacts thereof. d. MANPRINT domain subject matter experts (SMEs), formerly known as a MANPRINT Joint Working Group (JWG), will function as dedicated or on-call core members of Integrated Concept Teams (ICTs) and Integrated Product Teams (IPTs). The ARL–HRED field elements have been designated to act as focal points for ensuring that appropriate domain experts are available to support ICTs and IPTs.
The MANPRINT representatives on the ICT will transition to the MANPRINT Working IPT (WIPT) and other IPTs, to include Overarching IPTs (OIPTs). As the Army Staff proponent for MANPRINT, the DCSPER (DAPE–MR) will play a role, as appropriate, in the identification of MANPRINT SMEs to work on ICTs and IPTs. The MANPRINT representatives on the ICT will ensure that MANPRINT constraints are identified, MANPRINT is embedded in requirements documents as applicable, and an audit trail of MANPRINT issues and concerns is provided in applicable program documents such as the ICT report or minutes.
The audit trail should include the information in the System MANPRINT Management Plan (SMMP), SMMP-like tracking document or common data elements (CDEs) (see app B–2). As the system responsibility transitions from the ICT to the PM (and IPT), MANPRINT representatives will ensure that MANPRINT requirements are documented in the crosswalk from operational requirements document (ORD) to request for proposal (RFP), the system specification, and Test and Evaluation Master Plan (TEMP), as applicable. The MANPRINT WIPT will assist the PM in ensuring that MANPRINT requirements are met and issues resolved.
The SMMP and the System Engineer- i n g M a n a g e m e n t P l a n ( S E M P ) a r e e x c e l l e n t m a n a g e r i a l t o o l s t o f a c i l i t a t e p l a n n i n g , o r g a n i z i n g , a n d m a n a g i n g MANPRINT activities. e. System MANPRINT requirements are communicated to industry through the RFP process, and are included as tasks in contract statements of work (SOWs). f. The MANPRINT Board of Advisors is established as an intra-Army HQDA committee and a corporate level coordination and policy-making body that crosses functional elements of the Army.
The MBA reflects the continuing need to ensure that Human Systems Integration (HSI) requirements are effectively integrated and embedded throughout the Army’s force development, modernization, and acquisition processes. A continuous assessment by this body will help to maintain and/or identify improvement opportunities in support of the MANPRINT Program and help ensure that MANPRINT requirements play an integral role in all related combat and materiel development efforts across the Army.
The MBA consists of General Officers and SESs from the offices and organizations that have MANPRINT responsibility as directed by the Board co-chairs, detailed in this regulation, and outlined in the Charter. The MBA co- chairs will provide leadership, take action in their areas of responsibility, and provide guidance and direction across the Army through other Board members. The co-chairs will provide advice and counsel to Army senior leadership as necessary. 1–5. Filing and records keeping A MANPRINT case file by system (MARKS No. 602–2a) will be established by all Army organizations performing MANPRINT activities (see AR 25–400–2).
Chapter 2 Responsibilities Section I Army Acquisition Executive, Program Executive Officer, and Program/Project/Product Manager 2–1. Army Acquisition Executive The Army Acquisition Executive (AAE) will include MANPRINT as appropriate in directives and policy statements concerning system acquisition. 2–2. Program Executive Officer The Program Executive Officer (PEO) will— a. Include in PM charters the responsibility for funding and executing the MANPRINT Program. b. Monitor PM and contractor execution of MANPRINT Program requirements. c. Rate assigned PM execution of MANPRINT responsibilities and consider rating in PM performance appraisals and efficiency reports. d.
Develop policy and procedures to ensure PMs obtain MANPRINT Domain Assessments and make them available to requesting headquarters. 2–3. Program/project/product manager The program/project/product manager (PM) will— a. Implement a proactive MANPRINT Program for all systems managed. 2 AR 602–2 • 1 June 2001