Project Managements

Weapons
Short Range Mid Range Long Range Special

PMBOK
Procurement Plan Risk Management WBS

Six Sigma
SIPOC TRIZ DfSS

Elas Monral
July 23, 2010

Project Managements Deadliest Warrior

Topic: PMBOK -vs- Six Sigma
How is the Project Management Body of Knowledge (PMBOK) applied to Six Sigma projects? The PMBOK utilizes 42 processes while Six Sigma practitioners utilize the DMAIC process (Define, Measure, Analyze, Improve, Control) - a subset of the PMBOK. Elas Monral will lead a discussion about which parts of the PMBOK are included in the DMAIC process, which ones are left out, and why. This will reveal who is Project Managements Deadliest Warrior! Senior member of the American Society for Quality (ASQ), lifetime member of the Society of Hispanic Professional Engineers (SHPE), two-term Chair of ASQ-Tucson Old Pueblo Section (TOPS), ASQ's Region 7 Regional Director, and holds seven ASQ certifications - CQIA, CMI, CQT, CSSGB, CCT, CQA, CQE. Elas has served four terms as Arizona Quality Alliance (AQA) Examiner for Arizonas State Quality Award based on the Baldrige criteria.

Presenter: Elas Monral

Presentation Outline
Manage Various Projects Review of PMBOK & Six Sigma WHAT we leave out WHY we leave it out HOW to use what we keep Review Who is Project Managers Deadliest Warrior? Bibliography Questions Invitation to ASQ-TOPS

Manage Various Projects

Methodologies for Quality and Six Sigma professionals
DMAIC DfSS Lean Six Sigma Kaizen/RIE Jurans Trilogy PDCA PDSA Define, Measure, Analyze, Improve, Control Design for Six Sigma Define, Measure,Analyze,Design, Verify OE-eliminating waste and streamlining operations through Six Sigma Scientific method for continuous improvement Rapid Improvement Events Quality Planning, Control and Improvement Plan(Objectives), Do (Implement), Check/Study(Measure), Act(Analyze)

Review of PMBOK & Six Sigma(6)

PMBOK set of project management guidelines created by Project Management Institute (PMI). Purpose of these five phases is to increase a successful conclusion.
Initiation
Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communications Management Project Risk Management Project Procurement Management

Planning

Executing

Controlling

Closing

Project Charter, Project Plan, Change Request, Work Results Scope Planning/Definition/Verification, Work Breakdown Structure, Formal Acceptance Network Diagram, Task Estimates, Project Schedule Resource Requirements, Cost Estimating/Budgeting/Control Quality Planning/Assurance/Control, Management Plan, Checklist, Quality Reviews Role and Responsibility Matrix, Organizational Chart, Performance Evaluation/Acquisition Communication Plan, Status Reports, Presentations, Lessons Learned Risk Management Planning/Identification, Risk Response Plan, Risk Monitoring, Control Log Procurement Plan, Statement of Work, Proposals, Source Selection, Contract Closeout
Define Measure Analyze Improve Control

Review of PMBOK & Six Sigma(6)

Six Sigma is a problem solving method for continuous improvement. This method focuses on the statistical analysis of data for making decisions for change. As a problem solving methodology it can be applied to almost any situation. H. Duckworth
Define Measure Analyze Improve Control Critical to Quality (CTQ), Define stakeholders/requirements/expectations/Mapping Process Develop/Collect/Compare data collection Analyze the data collected, Source of variation, Determine root causes/priorities OFIs Develop/Deploy implementation Control/Monitor the improvements, Prevent reverting back, Institutionalize improvement

WHAT we leave out

Philosophically, all clauses of PMBOK are found fundamentally in Six Sigma.
Take exclusion of section 12 Project Procurement Management

WHY we leave it out

Not all six sigma projects have procurement requirement
Will compile Statement of Work or design requirement specs

Not Subject Matter Expert(SME):

Leave this up to: Customer Survey/ISO/NADCAP Certification internal/external audit of ISO 7.4 purchasing lowest bidder Engineers not skilled at interpersonal buying skills...excel at "crunching" numbers not in selection/negotiation More often Procurement brought in after fact and not early in design/requirement process

HOW to use what we keep

Quality Tools used by Six Sigma Master/Black Belts
Process Map QFD, VOC, CTQ, Kano Model Gantt, WBS 5Why, 8D, TRIZ, Fishbone Diagram, Pareto Chart DOE, Y=f(x), ANOVA, SPC, Cpk Process/Design FMEA SIPOC, Current/Future State, Flowchart, Value Stream Map Customer Needs, Requirement, Feedback to define scope Network Diagram, Task Estimates, Project Schedule Root Cause, Input/Output, Vital few and Trivial many Statistical Variation RPN = Severity x Occurrence x Detection AS9100C / TS 16949:2009

Review
Six Sigma more effective if he/she is proficient in project management.
If you have a source of variation, without a known solution, than six sigma becomes the dominant tool or path.

Project Manager more effective if he/she is proficient at applying six sigma tools.
If you have a known outcome(product), than PMI is the right tool.
Project Delivery to Current Products/Services Eliminate Problems from Business Product/Services

PMBOK
Project Need/Decision Scope Actions for Goal Ensuring Goal Transition/Closeout

Six Sigma
Context/Objectives Baseline/Capability Cause/Effect Validate Process Sustainability

Initiation Planning Executing Controlling Closing

Define Measure Analyze Improve Control

Lets input the short/medium/long/special weapons data into my proprietary algorithm and lets see who is Project Managements Deadliest Warrior YOU ARE!!! Sun Tzu wrote in the Art of War: Know thy self, know thy enemy. If you know your strengths/weakness, use your tools in appropriate sequence, and discipline yourself in following your project managements structured methodology; PMBOK, PRINCE2, ITLI, CMMI, Six Sigma, PDCA, TQM, ISO10006:2003, Zero Defects, Jurans Trilogy, etc Your project will succeed regardless of size, complexity, or business sector.

Project Success: YOUR LEADERSHIP Pareto principle: 80% Leadership + 20% Technical Skills ASQ-WCQI, 363 member leaders were asked when part of a multi-stakeholder project what factors made your project successful?

Bibliography

Ellis, Roger. How Project Management and Six Sigma Complement Each Other. http://www.southfloridapmi.org/index.php?option=com_content&view=article&id=139:how-projectmanagement-and-six-sigma-complement-each-other&catid=88888902&Itemid=88888917 Gack, Gary. Six Sigma and the Project Management Body of Knowledge. ISixSigma http://www.isixsigma.com/index.php?option=com_k2&view=item&id=79:six-sigma-and-the-projectmanagement-body-of-knowledge&Itemid=176 Jainendrukumar, TD. Six Sigma vs. PMBOK: Complementary and Mutually Supporting Methodologies for Handling Projects. PM World Today April 2008 http://www.pmforum.org/library/papers/2008/PDFs/Jainendrakumar-4-08.pdf Kloppenborg, Timothy and Joseph Petrick. Managing Project Quality. Quality Progress Sept 2004 Pyzdek, Tom. E-mail interview. Project Management Body of Knowledge. http://construction-projectmanagementsoftware.org/51/the-project-management-body-ofknowledge-pmbok/#comments http://en.wikipedia.org/wiki/A_Guide_to_the_Project_Management_Body_of_Knowledge

Invitation to ASQ-TOPS

207 members of the American Society for Quality (ASQ) Tucson Old Pueblo Section (TOPS) invites PMI-Tucson Technical Meeting: 2nd Tuesday of Month http://www.asq0707.org/

Questions?

ASQ
Delivering Qualitys Value, Impact, and Results To Individuals and Businesses Today

Make Good Great ASQ.org

Ados