The difference between Typical Project Management and Six Sigma Project Management

The Project Management Body of Knowledge (PMBOK) became an accepted standard (as established by the Project Management Institute), which is still widely used in many industries around the world. At a fundamental level, many of the methods has PMBoK and Six Sigma for a great deal in common. Both seek a consistent approach to identify and communicate with stakeholders, carry out regular inspections and manage schedule, creating costs and resources.

Six Sigma is notjust another project management initiative or process improvement program. Six Sigma is not just a new concept for the project nor is it just a repackaging of old concepts. It is more than that because it is a robust continuous improvement strategy and process consulting that includes cultural and statistical methods. Six Sigma is complementary with existing project management programs and standards to each other, but differs in significant ways. Both disciplines aimMistakes to avoid errors, control costs and manage schedules and risks. In general, attempts, professional project management to address such issues by promoting best practices on a project – project-based, which often promotes promulgated by the mechanism of a project that policies, templates and guidance to achieve the proper use of tools such as critical path method, and perhaps lead regular project review.

Too many project management methods have not failedbecause they do not increase in value, but because you are not the effectiveness of the methodology or quantify the value added by process changes. Six Sigma is a structured data-driven methodology with tools and techniques that companies, their performance both before and after the measure Six Sigma projects can. With Six Sigma, the management is able to measure the baseline performance of their processes and determine the causes of variations so that they can improve their processesto meet and exceed the desired level of performance.

Six Sigma allows managers to take their projects to a new level of discipline and overall commitment. For standard project management ideas, you can ad-hoc approach and implement them as you learn them. You can not Six Sigma halfheartedly, and that's a good thing. Six Sigma is not for amateurs. You can not implement piece by piece. If you are in, you will be deeper, and you have given us for the long term. That too is a goodThing, because this obligation not only to all parties and keeps them involved, but also leads to more significant and far-reaching changes in your processes.

There are many challenges for project managers: data collection and analysis, problem solving, understanding and evaluation of existing processes, developing and tracking measurements in a standardized manner and a quantitative analysis. Six Sigma methodology provides tools and techniques to help a managersuccessful in all of these challenges. This success is achieved by understanding what the methodology, how it is used and how they are used.

Six Sigma is not just another addition to the existing management of an organization methods. It is a complementary method, which integrates into administration and replace the existing possibilities of identifying, analyzing and solving / preventing problems and achieving business and customer requirements objectivelyand methodical. Six Sigma is the operational management issues are applied, or it can directly support the strategic management and implementation. Six Sigma's set of tools that are broadly considered to be generally applied within the project are typical. Six Sigma is more on the solutions of problems in their causes and prevention of their recurrence rather than attempting to possible causes of the failure of control on a project-by-project -Basis.

The breadth, depth and precision of Six Sigma also differentiate it from typical project management. Six Sigma is a well-defined project charter that the scope of the project, financial targets, anticipated benefits introduced, milestones, etc. It is on hard financial Data and savings are based. In typical project management, organizations go into a project without knowing fully what could be the financial gains. Six Sigma has a solid control phase (DMAIC:Define-Measure-Analyze-Improve-Control) that makes specific measurements, identifies specific problems and offers solutions that can be measured.

Six Sigma is a robust continuous improvement strategy and process consulting that cultural practices such as Total Quality Management (TQM), process control strategies, including how Statistical Process Control (SPC), and other important statistical tools. If done correctly, Six Sigma is a way to organize andcultural development, but it is more than a set of tools. Six Sigma is the strategic and systematic application of the tools on targeted important projects at the appropriate time on a significant and lasting change in an organization both as a whole.

Peter Peterka is President of Six Sigma us. For more information about Six Sigma Green Belt or other Six Sigma Certification project programs contact Peter Peterka.

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