A project consumes resources. Therefore management needs to know the anticipated return on investment and whether or not the project aligns with business goals and objectives. They need to decide priorities when projects compete for resources. There’s no simple answer. Companies generally adopt rules that make sense for them to select, prioritize, and oversee. Your project might be required to have a steering committed, or not. At minimum you should have a sponsor or champion, which might be your immediate manager, to represent the project in the selection and oversight process.

@yahialfakymustafa I just hear a comment on a conference call and immediately thought about this post you put up with regard to doing a project without a team. It goes like this “A continuous improvement project without a team is like winking at someone in the dark. You know what you are doing, but nobody else does.”

Just have a small team but if you chose to do a Rambo project be prepared to fail on the implementation side of it.

Just a thought.

@Straydog thank you for reply , i know that its important for projects to be aligns with business goals and objectives, also in my case because its first attempt in six sigma project in the company , they are not enough aware about it , for that i ask about its important to involve them (the management) or just take it with the process owners (the team members) .

chris seider , thank you for your help

I have never had a steering committee for any Six Sigma project.

Typical roles are the BB lead, the SME’s or project team, a sponsor, sometimes also a champion. We typically use tollgates and a set schedule for reporting results to leadership to keep them in the loop.

Your sponsor/champion should be at a level to be able to bust barriers and make decisions on the project to keep you moving forward.

If you use a steering committee you will get churn, delays and possibly even make bad decisions based on experience vs. project findings and data driven solutions.

Just my .02