Download - PMBOK -Vs- Six Sigma
Project Management’s
Elías MonréalJuly 23, 2010
Weapons PMBOK Six SigmaShort Range Procurement Plan SIPOC
Mid Range Risk Management TRIZ
Long Range WBS DfSS
Special
Project Management’s 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. Elías Monréal 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 Management’s Deadliest Warrior!
Presenter: Elías Monréal• 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. Elías has served four terms as Arizona Quality Alliance (AQA) Examiner for Arizona’s State Quality Award based on the Baldrigecriteria.
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 Manager’s Deadliest Warrior?• Bibliography• Questions• Invitation to ASQ-TOPS
Manage Various Projects
• Methodologies for Quality and Six Sigma professionals DMAIC Define, Measure, Analyze, Improve, Control
DfSS Design for Six SigmaDefine, Measure,Analyze,Design, Verify
Lean Six Sigma
OE-eliminating waste and streamliningoperations through Six Sigma
Kaizen/RIE Scientific method for continuous improvement Rapid Improvement Events
Juran’sTrilogy Quality Planning, Control and Improvement
PDCA PDSA
Plan(Objectives), Do (Implement), Check/Study(Measure), Act(Analyze)
Review of PMBOK & Six Sigma(6σ)
• PMBOK – set of project management guidelines created by Project Management Institute (PMI). Purpose of these five phases is to increase a successful conclusion.
Initiation Planning Executing Controlling ClosingProject Integration Management Project Charter, Project Plan, Change Request, Work Results
Project Scope Management
Scope Planning/Definition/Verification, Work Breakdown Structure, Formal Acceptance
Project Time Management Network Diagram, Task Estimates, Project Schedule
Project Cost Management Resource Requirements, Cost Estimating/Budgeting/Control
Project Quality Management
Quality Planning/Assurance/Control, Management Plan, Checklist, Quality Reviews
Project Human Resource Management
Role and Responsibility Matrix, Organizational Chart, Performance Evaluation/Acquisition
Project Communications Management
Communication Plan, Status Reports, Presentations, Lessons Learned
Project Risk Management
Risk Management Planning/Identification, Risk Response Plan, Risk Monitoring, Control Log
Project Procurement Management
Procurement Plan, Statement of Work, Proposals, Source Selection, Contract Closeout
DefineMeasureAnalyzeImprove
Control
Review of PMBOK & Six Sigma(6σ)
• 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 Critical to Quality (CTQ), Define stakeholders/requirements/expectations/Mapping Process
Measure Develop/Collect/Compare data collection
Analyze Analyze the data collected, Source of variation, Determine root causes/priorities OFI’s
Improve Develop/Deploy implementation
Control 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 SIPOC, Current/Future State, Flowchart, Value Stream Map
QFD, VOC, CTQ, Kano Model Customer Needs, Requirement, Feedback to define scope
Gantt, WBS Network Diagram, Task Estimates, Project Schedule5Why, 8D, TRIZ, Fishbone Diagram,Pareto Chart
Root Cause, Input/Output, Vital few and Trivial many
DOE, Y=f(x), ANOVA, SPC, Cpk
Statistical Variation
Process/Design FMEA
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
PMBOK Six SigmaEliminate Problems
from Business Product/Services
Initiation Project Need/Decision Context/Objectives Define
Planning Scope Baseline/Capability Measure
Executing Actions for Goal Cause/Effect Analyze
Controlling Ensuring Goal Validate Process Improve
Closing Transition/Closeout Sustainability Control
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• Let’s input the short/medium/long/special weapons data into my proprietary algorithm and let’s see who is Project Management’s 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 management’s structured methodology; PMBOK, PRINCE2, ITLI, CMMI, Six Sigma, PDCA, TQM, ISO10006:2003, Zero Defects, Juran’s Trilogy, etc… Your project will succeed regardless of size, complexity, or business sector.
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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-project-management-and-six-sigma-complement-each-other&catid=88888902&Itemid=88888917
• Gack, Gary. “Six Sigma and the Project Management Body of Knowledge.” ISixSigmahttp://www.isixsigma.com/index.php?option=com_k2&view=item&id=79:six-sigma-and-the-project-management-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-of-knowledge-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?
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