| Project Manager duties in SSCP | In spite of differences between PMBOK and Six Sigma, there are some similarities. The DMAIC phases (Define, Measure, Analyze, Improve, and Control) of Six Sigma are sequential as are the PMI processes (Initiate, Plan, Execute, Control, and Close). It seems logical to overlay these two methodologies and get the best of both worlds. It’s critical, however, to overlay in the correct sequence. |
| PMI in an SSCP Environment | Management’s push for conformance to the Six Sigma Change Process methodology and their support for consistency may look like a good thing. Where the system begins to break down, however, is when the requirement for the deliverables leading to the Six Sigma “gate” reviews are declared as completed project process steps. |
| PMI Methodology versus Six Sigma | The foundation for mixing PMI and Six Sigma should be PMI processes with a DMAIC overlay instead of the other way around. Successful projects come from applying PMI guidelines for effective project management and using SSCP for which it is best suited—improving business processes. |
| Project Manager Duties | To be effective, the Project Manager should be designated as the single person responsible for all project management duties on a project. Parceling out those duties to two or more team members will not provide the unity of purpose needed to effectively manage a project. |
| Project Manager Risk Management | Project risks most often have a negative connotation: they are the events
that can harm your project. Your risk approach should also focus on positive
risks or project opportunities. |
| Project Close - Lessons Learned |
Consistently ask the question, "What would we do differently if we could go
back and start over again?" Essential to this culture, though, is
that it requires a degree of honesty that some team members may find
uncomfortable. |
