Redefining the contractor's product as a fully trained individual rather than a supplied training capability has posed management problems that are new to the simulation Industry. Different management approaches and techniques are required to deal with the larger goals of a total training system contract, both at program management levels and at higher levels. Program managers must coordinate the efforts of an even more diverse group of technical specialists, often from several different companies or user communities. Existing disciplines supporting training device development remain essential capabilities, but they now must be augmented as early in the acquisition process as possible with those disciplines necessary to identify a training need and translate it into an engineering specification. Senior managers must find ways of smoothly integrating these new disciplines within existing organizational structures, preserving existing technical strengths while accommodating a shift in business emphasis from the delivery of a defined product to the supply of a long-term service.