Six Sigma Project Management Process
Initiate Project Deliver Project Close Project
Initiate Project Initiate Project Deliver Project Deliver Project Close Project
• Get Project • Plan Resources • Assure • Report • Closeout
Charter Accepted Quality Performance Contract
• Define Activity
•Set up Project Sequence & • Develop Team • Control • Invoice &
Environment Duration Integrated Change Close Financial
• Solicit
System
• Plan Scope • Estimate Cost Management • Verify Scope &
Support Control Scope • Close
• Define Scope • Plan Risk
Change Administrative
Management • Administer
• Define Detail
Contracts • Control Schedule
Activities • Develop Project • Get Formal
& Cost
Plan & Quality Acceptance
• Distribute • Control Quality
Information • Plan Signoff
Procurement • Monitor & •Assess Team
• Plan Control Risk
Communication • Acquire & Performance
Organize Staff
Six sigma key philosophy:
Define Measure Analyse Improve Control
“act on fact”
Establish an Examine and Develop Examine the
appropriate Develop critically business and performance
team for the measures of analyse the technological of the
assignment products causes of solutions to improved
Determine the within the problems and the problems solution with
needs and processes issues within and issues a view to
requirements
of the users
Examine the
efficiency and
these
processes
identified
Prepare and
Initiate
continuing
improvement
Deliver Close
Map existing
processes in
effectiveness
of the process
Clearly outline
the costs
install
improved
Monitor
Project
performance
Project Project
the supply using these associated processes on an ongoing
chain measures with these with costs and basis
problem benefits
areas
Initiate Initiate Deliver Deliver Close
Project Project Project Project Project
• Assure
• Get Project • Plan Resources Quality • Report • Closeout
Charter Performance Contract
Accepted • Define Activity • Develop
Sequence & Team • Control • Invoice &
•Set up Project Duration Integrated Close Financial
Environment • Solicit Change System
• Estimate Cost Management
• Plan Scope Support • Verify Scope & • Close
• Plan Risk Control Scope Administrative
• Define Scope Management • Administer Change Detail
Contracts
• Define • Develop Project • Control • Get Formal
Identify root causes for Activities Plan & Quality Schedule & Cost Acceptance
Signoff
process breakdowns • Distribute
Information
• Plan
Procurement
• Control Quality
•Assess Team
• Monitor & Performance
• Plan • Acquire & Control Risk
Communication Organize Staff
Initiate Project
Setting up a project and getting acceptance is the most critical element of
any project. Issues in any project include:
Establishing and meeting with a project sponsor and a steering
committee to specify and clarify the terms of reference of the process
improvement. Clear and realistic objectives need to be established and
the project clearly defined from inception to conclusion.
The scope of the project – what will be done and what will not be done
– needs to be outlined and agreed. Resources, costs, communications and
risks need to be established and understood. A realistic project timeline
or schedule needs to be accepted.
Acceptance of the SOW and an agreed scope change management
process and limits is essential.
Project Charter
The project charter proposes or initiates the project. It can be a simple
document outlining what is required or a much larger document
defining precisely what is planned and when.
Relevant items at the start are:
Ownership. The project sponsor owns the project – who wants it
done and why - although the project team generally develop it.
Register the project. The project charter initiates the project by
formally adding the project to the company’s register of projects.
Responsibility. This section identifies the people who are responsible
for initiation, appointing the project manager & paying for the project.
Project Charter Checklist
Project name Budget
Project number Business case Schedule
Project purpose Project scope Execution strategy
Client Feasibility study Quality
Project sponsor Stakeholder analysis Project methodology
Project manager Project constraints Project OBS
Background Project assumptions Communication
Statement of requirements Project risks
Bytes Document Solutions
(Insert Company Name Here)
Project Charter Document
A. General Information
Information to be provided in this section gives a specific name to the project as well as pertinent information
about the personnel involved.
Project Name: Date:
Controlling Modification Date:
Company:
Prepared by: Authorized by:
B. Project Purpose
This section communicates the purpose of the project and the charter that is being established.
C. Project Objective
This section defines the objectives of the project as they relate to the goals and objectives of the organization. Note:
Projects are full of uncertainty. As such, it is advisable, as part of this charter, to develop an initial risk assessment to
identify, quantify, and establish mitigation responses to high level risk events that could adversely affect the outcome of
the project.
The Project will support the following organization strategic goals. For each goal, project objectives are identified. The
project plan developed as a result of this project charter will:
Develop a project performance measurement plan to measure performance against these objectives.
Provide a project performance report to document the results.
The external oversight committee must approve the project performance measurement plan.
Company Goals Project Objectives
D. Project Scope
The level of detail in this section must be sufficient to allow for detailed scope development in the Project Plan. A more
detailed description of the project scope will be developed in the Planning Phase. The reader is cautioned that scope
creep (adding work without corresponding updates to cost, schedule, and quality) may render original plans unachievable.
Therefore, initial clarification of scope, and adherence to the plan throughout the project, are of the utmost importance.
Describe any applicable assumptions and/or constraints that may affect the project.
Bytes Document Solutions
(Insert Company Name Here)
Project Scope Statement
A. General Information
Information to be provided in this section gives a specific name to the project as well as pertinent information
about the personnel involved.
Project Name: Date:
Controlling Modification Date:
Company:
Prepared by: Authorized by:
B. Project Results/Completion Criteria
State what will be created in terms of deliverables (and their characteristics) and/or what constitutes a successful phase
completion.
C. The Approach to be Used
State in sufficient detail, what type of approach will be used to manage scope changes. State whether the project be
done internally or require "outside" assistance.
D. Content of the Project
Define what work is to be done. Include relevant business requirements.
E. Exclusions
Define what work is not to be done. Include relevant business requirements.
Team Selection
Every project team needs a project manager. In a Six Sigma team this
individual is called a ‘black belt’. If the leader is a manager who has
full time responsibilities elsewhere he or she is called a ‘green belt’.
The team is often assigned an internal or external consultant who is a
specialist in Six Sigma.
The team members are chosen because they have expertise in the
actual process that is to be improved. Project managers do not need
to be the experts in the process area – they have different
requirements. They need to understand the strategic environment of
the study, the project management process, have good interpersonal
skills and be a motivator of technical and professional staff – and
have the ability to be a politician if required...
Deliver Project
Define Measure Analyse Improve Control
Establish an Examine and Develop Examine the
appropriate Develop critically business and performance
team for the measures of analyse the technological of the
assignment products causes of solutions to improved
Determine the within the problems and the problems solution with
needs and processes issues within and issues a view to
requirements
of the users
Examine the
efficiency and
these
processes
identified
Prepare and
Initiate
continuing
improvement
Deliver Close
Map existing
processes in
effectiveness
of the process
Clearly outline
the costs
install
improved
Monitor
Project
performance
Project Project
the supply using these associated processes on an ongoing
chain measures with these with costs and basis
problem benefits
areas
Initiate Initiate Deliver Deliver Close
Project Project Project Project Project
• Assure
• Get Project • Plan Resources Quality • Report • Closeout
Charter Performance Contract
Accepted • Define Activity • Develop
Sequence & Team • Control • Invoice &
•Set up Project Duration Integrated Close Financial
Identify root causes for Environment
• Estimate Cost
• Solicit
Management
Change System
process breakdowns • Plan Scope
• Plan Risk
Support • Verify Scope &
Control Scope
• Close
Administrative
• Define Scope Management • Administer Change Detail
Contracts
• Define • Develop Project • Control • Get Formal
Activities Plan & Quality Schedule & Cost Acceptance
Development of an • Distribute • Control Quality
Signoff
• Plan
optimal solution to Information Procurement
• Monitor &
•Assess Team
Performance
eliminate them • Plan
Communication
• Acquire &
Organize Staff
Control Risk
Close Project
Transition of the project to the
Define Measure Analyse Improve Control
process owners and work
communities
Establish an Examine and Develop Examine the
appropriate Develop critically business and performance
team for the measures of analyse the technological of the
assignment products causes of solutions to improved
Determine the within the problems and the problems solution with
needs and processes issues within and issues a view to
requirements
of the users
Examine the
efficiency and
these
processes
identified
Prepare and
Initiate
continuing
improvement
Deliver Close
Map existing
processes in
effectiveness
of the process
Clearly outline
the costs
install
improved
Monitor
Project
performance
Project Project
the supply using these associated processes on an ongoing
chain measures with these with costs and basis
problem benefits
areas
Initiate Initiate Deliver Deliver Close
Project Project Project Project Project
• Assure
Identify root causes for • Get Project
Charter
• Plan Resources Quality • Report
Performance
• Closeout
Contract
Accepted • Define Activity
process breakdowns •Set up Project
Sequence &
• Develop
Team • Control • Invoice &
Duration Integrated Close Financial
Environment • Solicit Change System
• Estimate Cost Management
Development of an • Plan Scope
• Plan Risk
Support • Verify Scope &
Control Scope
• Close
Administrative
• Define Scope Management Change Detail
optimal solution to • Define
• Administer
Contracts
• Control • Get Formal
• Develop Project
eliminate them Activities Plan & Quality Schedule & Cost Acceptance
Signoff
• Distribute • Plan • Control Quality
Design control tactics
Information Procurement •Assess Team
• Monitor & Performance
• Plan • Acquire & Control Risk
to integrate & sustain Communication Organize Staff
improvements
