iSixSigma

Project Scope

An Affinity for Scope

Mike was a newly hired Black Belt (BB) at a roofing shingle manufacturing plant who was going through Six Sigma training. Tim, the general manager of the plant where Mike worked, brought Mike into his office and explained that Mike’s Master Black Belt was on the speaker phone. The Master Black Belt, Robert, shared with…

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Calculating ROI to Realize Project Value

Businesses are in business to make money. But calculating the true value of any project (Lean Six Sigma or otherwise) with respect to its impact on margin has always been challenging, mainly due to the ambiguity of turning notions into dollar values. For instance, it is clear that training employees will improve expertise and productivity,…

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Managing Your Software Project Scope Without Creep

Have you ever managed a project that just will not end? For those projects that never seem to finish, a common cause is cited. It is not necessarily inexperience of personnel or a flawed technology, rather allowing requirements to pass in and out of the revolving door of project scope. Below are a few simple…

Lean and Six Sigma: Fixing Healthcare a Process at a Time

With many issues facing the U.S. healthcare system the task of “fixing” it seems insurmountable, but the appropriate implementation With so many different issues facing the U.S. healthcare system the task of “fixing” it can seem insurmountable. Every healthcare executive knows the litany of challenges: rising costs, inadequate insurance coverage, capacity constraints, patient safety concerns,…

Multi-Generation Project Planning’s Fit with Six Sigma

“We choose to go to the moon in this decade, and do the other things, not because it is easy, but because it is hard.” With those words, President Kennedy launched the program that has become the stereotypical example of multi-generation project planning. At the time, multi-generation project planning (MGPP) was not a popular tool,…

Going Beyond the 5 Whys

“So what?” That’s all your CEO has to say after you present your latest Lean Six Sigma triumph. You gaze out over a deafeningly silent boardroom. Your team is stunned. While you try to comprehend the CEO’s demoralizing response, the other managers and administrators chime in: “Yeah, so what?” The above scenario might be an…

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Adding Science to the Art of Sales Boosts Effectiveness

Every sales force has a few outstanding sales representatives, who always deliver on or above target. What is it, in their way of working (process), which makes them so outstanding? If we identify these processes and give them as tools to the rest of the organization, our belief is that we will increase sales force…

Goldilocks Dilemma: Getting Project Scope ‘Just Right’

One of the hardest decisions teams and their sponsors make is picking the right scope for a project. Those who choose easy, bite-sized projects often have a high success rate – but the impact sometimes is so small that the general reaction is “so what” or “is that all that Lean Six Sigma can do…

Beat the Omnipresent Scope Creep With Communications

Hardly anyone who has managed a software project has not had a project that just will not end. The reason those projects never seem to finish is not necessarily inexperienced personnel or a flawed technology. The common cause is allowing requirements to pass in and out of the revolving door of project scope. There are…

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Calculating Sigma Level for Project Planning Process Area

Following the implementation of Capability Maturity Model Integration (CMMI) at Level 5 in an organization, the normal practice is to measure the metrics for each process area and report it to top management. The overall performance of the organization in terms of a specific process area is not measured in most cases. A single performance…

Project Scoping in Healthcare: An Exploration and Tips

An important factor contributing to the success of a Six Sigma healthcare project is the initial defining or scoping of the project. After the primary focus area of a project has been identified, scoping is the activity of breaking down the focus area into the many specific processes, sub-divisions of the business and/or segments that…