Exploring the Synergy: Aligning Six Sigma’s Improve Phase - Malani du Toit: Consultant - pm.ideas
In my previous article, Aligning the Synergy: Aligning Six Sigma’s Measure and Analyse Phases, I concluded that the Six Sigma Measure and Analyse phases align remarkably well with the Executing Process Group defined in PMI’s Process Groups – A Practice Guide and the PMBOK® Guide – Seventh Edition.
The parallels in purpose, objectives, key activities, and tools between these methods and frameworks showcase the potential for integration. By harmoniously applying Six Sigma and PMBOK® Guide – Seventh Edition principles, organisations can achieve higher performance levels, optimise decision-making, enhance risk management, and establish solid foundations for process improvement and project management initiatives. This integrated approach empowers organisations to navigate complexities, drive excellence, and achieve lasting success.
In this article, I am comparing the Improve phase activities to PMI’s Process Groups – A Practice Guide and the PMBOK® Guide – Seventh Edition.
Six Sigma, PMI’s Process Groups – A Practice Guide and the PMBOK® Guide – Seventh Edition are often used to enhance project quality and management. The "Improve" phase in Six Sigma and the Executing Process Group in PMI’s Process Groups – A Practice Guide and the PMBOK® Guide – Seventh Edition have some similarities but differ in their focus and objectives.
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Focus Area
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Six Sigma’s Improve Phase
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Executing Process Group – PMI Process Groups: A Practice Guide
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Objectives
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The Improve phase is a critical part of the DMAIC (Define, Measure, Analyse, Improve, Control) framework used in Six Sigma. Its primary goal is to identify and implement solutions that address the root causes of the identified problems and process inefficiencies. During this phase, data-driven analysis and experimentation are conducted to develop and test potential solutions. The key characteristics of the Improve phase include:
Solution Generation: In this phase, various potential solutions are brainstormed based on the data and analysis from the previous stages. These solutions are aimed at improving the process and addressing the identified issues.
Pilot Testing: Selected solutions are often tested on a smaller scale (pilot) before full-scale implementation. This helps in validating the effectiveness of the proposed solutions and minimizing risks.
Data-Driven Approach: Decisions are made based on data and evidence, ensuring that improvements are measurable and quantifiable. Statistical tools are commonly used to analyse data and assess the impact of changes.
Continuous Improvement: The Improve phase embodies the continuous improvement philosophy of Six Sigma. It focuses on making incremental and sustainable improvements to the process over time.
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The Executing Process Group is one of the five Process Groups. It focuses on executing the work described in the project management plan and approved changes. The focus is managing people and resources, performing activities, and producing the project deliverables. Key characteristics of the Executing process group include:
Work Execution: This involves executing the project plan by coordinating and managing resources, performing tasks, and producing project deliverables according to the project scope.
Team Management: Project managers and teams work together to ensure that tasks are assigned, progress is monitored, and issues are addressed promptly. Effective communication and collaboration are crucial.
Change Management: Changes that arise during project execution are assessed, approved, and integrated into the project as necessary. Change control processes ensure that deviations from the plan are managed appropriately.
Quality Assurance: Processes are monitored to ensure project deliverables are produced to the specified quality standards. Quality control activities help identify and address defects.
Risk Management: Ongoing risk assessments and management occur to identify and mitigate potential issues that could impact project success.
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Comparison:
While there are similarities in terms of a focus on implementation and improvement, the critical difference lies in their scope and objectives.
The Six Sigma Improve phase focuses more on process improvement through data-driven analysis and experimentation. In contrast, the Executing Process Group encompasses the broader aspects of managing the overall project, including resource management, stakeholder communication, risk management, and quality assurance.
Both can complement each other when applied to projects. Six Sigma‘s data-driven approach can enhance the quality and efficiency of project execution processes outlined in PMI’s Process Groups – A Practice Guide and the PMBOK® Guide – Seventh Edition.
