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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