Program Managers responsibilities lie in effectively executing cost, performance, and schedule management of acquisition programs and services throughout the Army. Program managers cannot execute programs without the support and assistance of many stakeholders working with members of the program office in an integrated product team fashion under the leadership of the program manager. The U.S. Army contracting command is a key stakeholder in the execution of all Army acquisition programs.The research provides insight on the planning and development of acquisition as bound by regulation, law, and guidelines then explores opinions of the acquisition workforce through a survey. The survey data reveals valuable information detailing the experiences acquisition personnel share working together as a team. The data shows many areas needing improvement in integrated product team contract planning and development. A disconnect exists in roles and responsibilities as well as early participation by all stakeholders. Integrated team members express a lack of empowerment, risk averse contracting officers, non-participating legal staffs, and diminishing accountability by many. Training under experienced personnel and over tasked workforce dynamics are other areas addressed by the research. The purpose of the research is to provide data derived from multiple Army organizations to explain challenges facing the acquisition workforce. The research provides insight for leadership to actively plan and develop process improvements aimed at alleviating these challenges. The research will promote more efficient contract planning and development in an age where the Army expects to do more with less.