Engineering a robust interaction between the project management principles set forth by PMBOK® and contemporary practices like Six Sigma / TOC (theory of constraints), can actually yield rich dividends to organizations. In a complex world of rapidly converging technologies, philosophies and ideas, we often see that there is a synergistic overlap between project management and contemporary practices. The rigorousness and comprehensiveness of Project Management makes it a self-evolving philosophy that keeps enriching itself by continuously imbibing the goodness of contemporary practices. Philosophies like Six Sigma and TOC play a great complementary role in project management and have maintained their relevance because of their inherent strong focus on problem-solving and objectivity.
The document discusses various project management methodologies. It explains that different methodologies are suited for different types of projects. Traditional methodologies follow a linear sequence of stages, while modern approaches do not focus on linear processes and provide more flexibility. Some examples of modern methodologies discussed are Agile, PRINCE2, Critical Path Method (CPM), Lean, Critical Chain Project Management (CCPM), Scrum, and Six Sigma. The document emphasizes that the most suitable methodology depends on the specific project requirements.
This document provides guidance on developing a project management methodology using a traditional phased approach. It outlines 10 steps across the initiate and plan stages, including creating a project charter, developing a work breakdown structure, and establishing plans for scheduling, budgeting, risk management, change management, communications, and procurement. Templates are provided to complete each step and develop a formal project plan. The overall goal is to help users create a customized methodology for managing projects within their organization.
This document discusses various project management methodologies. It begins by explaining that project management methodologies are frameworks for initiating, planning, and executing projects. It then provides details on several specific methodologies: Agile software development focuses on iterative development through collaboration between cross-functional teams. Adaptive Project Framework and Crystal methods are agile approaches that emphasize cycles and communication. Extreme programming prioritizes simple processes and short iterative deliveries based on features. PRINCE2 uses a process-based approach, while Critical Chain focuses on resource leveling.
This document provides a summary of the candidate's experience and qualifications for project management roles. They have 15 years of experience in healthcare consulting utilizing their biochemistry degree and Six Sigma training. They are PRINCE2 certified and have extensive experience utilizing PMBOK methodologies for project management. Their experience includes developing RFPs, managing budgets and timelines, implementing change management processes, and leading teams of over 20 stakeholders on complex projects.
What is the right project management methodology for your context?
Recipe for successful project delivery?
How to come up with a methodology that caters to your context?
Project management methodologies and planningDebashis Paul
The document discusses various project management methodologies. It describes key components of project management methodologies including defining processes, guidelines, activities, tasks, roles and responsibilities. Some common activities across methodologies are project scheduling, cost and resource planning, risk management, quality assurance, and communication planning. Benefits of using project management methodologies include better processes, flexibility, focus on quality, managing complexity, consistency, and guidance for teams.
Project management methodology pmo example (short sanitised)Peter Steward
The document outlines the stages of an operational excellence framework including appraise, select, define, execute, and operate gates. At each gate, core items are reviewed such as the project charter, scope, financials, risks, and stakeholders. The goal is to choose the right projects, deliver them successfully, and hand them over to the operating unit once complete through effective project portfolio management and governance.
The document provides an overview of the role of a project manager. It discusses that a project manager plays a critical leadership role to achieve a project's objectives from initiation through closing. The role of a project manager is compared to that of an orchestra conductor who leads a team and has both management and technical knowledge. A project manager is defined as the person assigned by the organization to lead the team responsible for achieving the project's objectives and has influence within the project team.
The document discusses various project management methodologies. It explains that different methodologies are suited for different types of projects. Traditional methodologies follow a linear sequence of stages, while modern approaches do not focus on linear processes and provide more flexibility. Some examples of modern methodologies discussed are Agile, PRINCE2, Critical Path Method (CPM), Lean, Critical Chain Project Management (CCPM), Scrum, and Six Sigma. The document emphasizes that the most suitable methodology depends on the specific project requirements.
This document provides guidance on developing a project management methodology using a traditional phased approach. It outlines 10 steps across the initiate and plan stages, including creating a project charter, developing a work breakdown structure, and establishing plans for scheduling, budgeting, risk management, change management, communications, and procurement. Templates are provided to complete each step and develop a formal project plan. The overall goal is to help users create a customized methodology for managing projects within their organization.
This document discusses various project management methodologies. It begins by explaining that project management methodologies are frameworks for initiating, planning, and executing projects. It then provides details on several specific methodologies: Agile software development focuses on iterative development through collaboration between cross-functional teams. Adaptive Project Framework and Crystal methods are agile approaches that emphasize cycles and communication. Extreme programming prioritizes simple processes and short iterative deliveries based on features. PRINCE2 uses a process-based approach, while Critical Chain focuses on resource leveling.
This document provides a summary of the candidate's experience and qualifications for project management roles. They have 15 years of experience in healthcare consulting utilizing their biochemistry degree and Six Sigma training. They are PRINCE2 certified and have extensive experience utilizing PMBOK methodologies for project management. Their experience includes developing RFPs, managing budgets and timelines, implementing change management processes, and leading teams of over 20 stakeholders on complex projects.
What is the right project management methodology for your context?
Recipe for successful project delivery?
How to come up with a methodology that caters to your context?
Project management methodologies and planningDebashis Paul
The document discusses various project management methodologies. It describes key components of project management methodologies including defining processes, guidelines, activities, tasks, roles and responsibilities. Some common activities across methodologies are project scheduling, cost and resource planning, risk management, quality assurance, and communication planning. Benefits of using project management methodologies include better processes, flexibility, focus on quality, managing complexity, consistency, and guidance for teams.
Project management methodology pmo example (short sanitised)Peter Steward
The document outlines the stages of an operational excellence framework including appraise, select, define, execute, and operate gates. At each gate, core items are reviewed such as the project charter, scope, financials, risks, and stakeholders. The goal is to choose the right projects, deliver them successfully, and hand them over to the operating unit once complete through effective project portfolio management and governance.
The document provides an overview of the role of a project manager. It discusses that a project manager plays a critical leadership role to achieve a project's objectives from initiation through closing. The role of a project manager is compared to that of an orchestra conductor who leads a team and has both management and technical knowledge. A project manager is defined as the person assigned by the organization to lead the team responsible for achieving the project's objectives and has influence within the project team.
The continuous progress in the profession always driving changes and updates necessary to improve the practice among all the cultures. The Project Management Body of Knowledge (PMBOK® Guide) is a collection of processes and knowledge areas accepted as a best practice for the project management profession and it has to remain relevant to most projects, most of the time, for most of practitioners. (PMBOK® Guide) is being updated this year. This session shall provide insights into the new Sixth Edition, including a brief look at the new chapter on role of the project managers.
For each Knowledge Area, there are new sections too, describing key concepts, emerging trends, and different considerations.
Besides that, by attending this session you will be able to explore what are new, the main changes and understand how the new (PMBOK® Guide) will better fasten with the PMI Talent TriangularTM.
The document provides an overview of the Project Management Framework by the Project Management Institute (PMI). It introduces PMI and defines project management. It then outlines the high level structure used by PMI, which includes 5 process groups and 10 knowledge areas. Each knowledge area is then summarized individually, including the processes, process groups, inputs, tools/techniques, and outputs involved. Key areas covered include integration management, scope management, time management, cost management, quality management, and human resource management. The document aims to explain PMI's standard approach to project management.
Principles of the project management
Project and development life cycles
Project phase
Phase gate
Project management processes
Project management process groups
Project management knowledge areas
Agile methodologies in_project_managementPravin Asar
In today's unpredictable markets, companies are feeling the squeeze to achieve more with fewer resources in shorter periods of time. In addition to controlling operational costs, IT is looking to increase the value of information to make the business more profitable. So, necessity to complete and develop projects with changeable requirement ,short period of time ,easily to manage risk , adaptability to changing market requirements has become undeniable main principles for each organization ‘s approach .While traditional methodologies or heavy weight with huge bulk of documentation and long term for planning and designing significantly affects the speed of developing process and customer satisfaction. Hence, using innovative methods for building project are important matter which has introduced in the recent years. Light weight methodologies evolve to meet changing technologies and new demands from users in dynamic business environment.
As a result, agile methodologies and practices emerged as an explicit attempt to more formally embrace higher rates of requirements change.
Agile development methodologies claim to go a step further in overcoming the limitations of traditional one and coping with high speed and high changes on relationships with customers and responsiveness to changes of business processes.
This paper is an evaluation of the agile development methodologies. Furthermore, it includes a discussion about the critical success factors of the agile methodologies, reasons for its failure. A case-study gives a real-world success story.
Project Management Professional (PMP), Certification Study Guide. To assist PMI candidates for completing the PMI certification exam administered by the Project Management Institute. Content is from “A Guide To The Project Management Body Of Knowledge” (PMBOK)
www.pmi.org
For PMP Certification Training please contact us on +1 281-670-7466 || sabya@trainerkart.com || www.trainerkart.com
Lecture 05:Advanced Project Management PM Processes and FrameworkFida Karim 🇵🇰
Advanced Project Management PM Processes and Framework,
comprising a set of interrelated processes and tools, ranging from simple to complex, and is based on the accepted principles of management used for planning, estimating and controlling work activities with a view to developing specifically defined outputs that are to be delivered by a certain time, to a defined quality standard and with a given level of resources so that the project goal and outcomes/benefits are realized.
Effective project management is essential for the success of any project – whether in the private or public sectors – and irrespective of its category, size and complexity.
Inter national standards for project management - fitsilisPanos Fitsilis
The document provides a list of 17 project management standards and methodologies. It then discusses different categories the standards fall into such as standardization bodies, large professional networks, and methodologies. The document notes some key standards like PMBOK, PRINCE2, and IPMA ICB and discusses how they have different focuses. It emphasizes that PMBOK is one of the most important standards. The document concludes by stating there are too many standards to list.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
Introduction to Project Management by Javid HamdardJavid Hamdard
This document provides an introduction to project management. It discusses key statistics about the project management industry and the benefits of qualified project managers. Common challenges that cause IT projects to fail are outlined, such as unclear objectives and unrealistic schedules. The five process groups of project management are introduced as well as typical project management methodologies like waterfall and agile. Popular project management software applications and certifications are also mentioned.
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
This document provides an overview of project management frameworks and concepts. It defines key terms like projects, operations, project life cycles, stakeholders, and organizational influences on project management. Some of the main points covered include:
- Projects are temporary endeavors with defined start and end dates, while operations involve ongoing or repetitive work.
- Project management involves following a systematic process comprising five process groups and nine knowledge areas.
- Project life cycles define the phases, deliverables, and approvals needed in a project from initiation to closure.
- Stakeholders are individuals or groups involved in or impacted by a project, such as the project manager, sponsor, team, and customer.
- Organizational
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.(The 10 Knowledge Areas & ITTOs)
This chapter introduces key concepts of project management including defining projects and differentiating them from operations. It describes the project life cycle and project management life cycle. It identifies important stakeholders and discusses how organizational structure, such as functional, matrix, and projectized, can influence a project. The chapter aims to explain these fundamental concepts and how they relate to effective project management.
This document discusses PRINCE2, a structured method for project management. It was originally developed in the UK for IT projects, but is now a generic project management method. PRINCE2 provides a standardized framework for managing projects, processes, roles, and stages. It aims to make project management more efficient for organizations managing multiple concurrent projects by standardizing procedures. The key elements of PRINCE2 include processes, components, techniques, and management stages that divide the project into distinct units for control and reporting.
The document provides tips for creating a project management plan. It summarizes each of the key sections that should be included in the plan: integration, scope management, schedule management, cost management, quality management, human resource management, communication management, risk management, and procurement management. For each section, it provides high-level descriptions of the types of information that should be included as well as tips for developing each part of the plan.
This document provides an overview of project management for IT-related projects. It discusses key topics such as project planning, monitoring and control, change management, quality, estimating, risk management, and project organization. It also describes the typical system development life cycle used for IT projects, including initiation, planning, analysis, design, implementation, maintenance, and review. Project success relies on elements like clear responsibilities, objectives, control processes, change procedures, reporting, and communication. The document emphasizes the importance of planning, monitoring, control, and addressing issues, changes, risks, and stakeholder needs throughout the project life cycle.
The document defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a defined start and end date, and is aimed at meeting specific goals. Project management involves applying knowledge, skills, tools and techniques to project activities to meet requirements. It uses five process groups (initiating, planning, executing, controlling, closing) and nine knowledge areas. The role of the project manager is to use project management principles to deliver the project objectives on time and on budget by managing scope, schedule, costs and quality.
Analysis of IPMA and PMI Standards and Their ComparisonJan Spatenka
The thesis is focused on two chosen standards of project management such as IPMA and PMI. The document covers fundamental terms of connected with the topic of project management. There is also a description of both institutions including their history and structure. The comparison of both standards and their certifications according to chosen indicators is based on the analysis of above-mentioned theoretical background. The thesis is based on information contained in official IPMA and PMI materials.
The impact of managerial style on task performance considering nature of task...clase5pt09
The study experimentally evaluated the effects of managerial styles (X and Y theory) on task performance, considering the moderating roles of task nature and individual motivational needs. It was expected that X-motivated individuals would perform better under a Taylorist/X theory managerial style, and that this effect would be greater for a manual versus cognitive task. Results showed no significant differences in perceived control or preferences between the X and Y theory groups. Performance was higher on cognitive versus manual tasks, contrary to expectations based on prior research.
The continuous progress in the profession always driving changes and updates necessary to improve the practice among all the cultures. The Project Management Body of Knowledge (PMBOK® Guide) is a collection of processes and knowledge areas accepted as a best practice for the project management profession and it has to remain relevant to most projects, most of the time, for most of practitioners. (PMBOK® Guide) is being updated this year. This session shall provide insights into the new Sixth Edition, including a brief look at the new chapter on role of the project managers.
For each Knowledge Area, there are new sections too, describing key concepts, emerging trends, and different considerations.
Besides that, by attending this session you will be able to explore what are new, the main changes and understand how the new (PMBOK® Guide) will better fasten with the PMI Talent TriangularTM.
The document provides an overview of the Project Management Framework by the Project Management Institute (PMI). It introduces PMI and defines project management. It then outlines the high level structure used by PMI, which includes 5 process groups and 10 knowledge areas. Each knowledge area is then summarized individually, including the processes, process groups, inputs, tools/techniques, and outputs involved. Key areas covered include integration management, scope management, time management, cost management, quality management, and human resource management. The document aims to explain PMI's standard approach to project management.
Principles of the project management
Project and development life cycles
Project phase
Phase gate
Project management processes
Project management process groups
Project management knowledge areas
Agile methodologies in_project_managementPravin Asar
In today's unpredictable markets, companies are feeling the squeeze to achieve more with fewer resources in shorter periods of time. In addition to controlling operational costs, IT is looking to increase the value of information to make the business more profitable. So, necessity to complete and develop projects with changeable requirement ,short period of time ,easily to manage risk , adaptability to changing market requirements has become undeniable main principles for each organization ‘s approach .While traditional methodologies or heavy weight with huge bulk of documentation and long term for planning and designing significantly affects the speed of developing process and customer satisfaction. Hence, using innovative methods for building project are important matter which has introduced in the recent years. Light weight methodologies evolve to meet changing technologies and new demands from users in dynamic business environment.
As a result, agile methodologies and practices emerged as an explicit attempt to more formally embrace higher rates of requirements change.
Agile development methodologies claim to go a step further in overcoming the limitations of traditional one and coping with high speed and high changes on relationships with customers and responsiveness to changes of business processes.
This paper is an evaluation of the agile development methodologies. Furthermore, it includes a discussion about the critical success factors of the agile methodologies, reasons for its failure. A case-study gives a real-world success story.
Project Management Professional (PMP), Certification Study Guide. To assist PMI candidates for completing the PMI certification exam administered by the Project Management Institute. Content is from “A Guide To The Project Management Body Of Knowledge” (PMBOK)
www.pmi.org
For PMP Certification Training please contact us on +1 281-670-7466 || sabya@trainerkart.com || www.trainerkart.com
Lecture 05:Advanced Project Management PM Processes and FrameworkFida Karim 🇵🇰
Advanced Project Management PM Processes and Framework,
comprising a set of interrelated processes and tools, ranging from simple to complex, and is based on the accepted principles of management used for planning, estimating and controlling work activities with a view to developing specifically defined outputs that are to be delivered by a certain time, to a defined quality standard and with a given level of resources so that the project goal and outcomes/benefits are realized.
Effective project management is essential for the success of any project – whether in the private or public sectors – and irrespective of its category, size and complexity.
Inter national standards for project management - fitsilisPanos Fitsilis
The document provides a list of 17 project management standards and methodologies. It then discusses different categories the standards fall into such as standardization bodies, large professional networks, and methodologies. The document notes some key standards like PMBOK, PRINCE2, and IPMA ICB and discusses how they have different focuses. It emphasizes that PMBOK is one of the most important standards. The document concludes by stating there are too many standards to list.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
Introduction to Project Management by Javid HamdardJavid Hamdard
This document provides an introduction to project management. It discusses key statistics about the project management industry and the benefits of qualified project managers. Common challenges that cause IT projects to fail are outlined, such as unclear objectives and unrealistic schedules. The five process groups of project management are introduced as well as typical project management methodologies like waterfall and agile. Popular project management software applications and certifications are also mentioned.
PMP Lecture 1: Introduction to Project ManagementMohamed Loey
https://mloey.github.io/courses/pmp2017.html
https://www.youtube.com/watch?v=XUoEr6kee6k&list=PLKYmvyjH53q13_6aS4VwgXU0Nb_4sjwuf&index=1&t=2s
We will discuss the following: History of Project Management, Project Management, Program Management, Portfolio Management, Project Management Office, PMBOK, PMI.
This document provides an overview of project management frameworks and concepts. It defines key terms like projects, operations, project life cycles, stakeholders, and organizational influences on project management. Some of the main points covered include:
- Projects are temporary endeavors with defined start and end dates, while operations involve ongoing or repetitive work.
- Project management involves following a systematic process comprising five process groups and nine knowledge areas.
- Project life cycles define the phases, deliverables, and approvals needed in a project from initiation to closure.
- Stakeholders are individuals or groups involved in or impacted by a project, such as the project manager, sponsor, team, and customer.
- Organizational
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.(The 10 Knowledge Areas & ITTOs)
This chapter introduces key concepts of project management including defining projects and differentiating them from operations. It describes the project life cycle and project management life cycle. It identifies important stakeholders and discusses how organizational structure, such as functional, matrix, and projectized, can influence a project. The chapter aims to explain these fundamental concepts and how they relate to effective project management.
This document discusses PRINCE2, a structured method for project management. It was originally developed in the UK for IT projects, but is now a generic project management method. PRINCE2 provides a standardized framework for managing projects, processes, roles, and stages. It aims to make project management more efficient for organizations managing multiple concurrent projects by standardizing procedures. The key elements of PRINCE2 include processes, components, techniques, and management stages that divide the project into distinct units for control and reporting.
The document provides tips for creating a project management plan. It summarizes each of the key sections that should be included in the plan: integration, scope management, schedule management, cost management, quality management, human resource management, communication management, risk management, and procurement management. For each section, it provides high-level descriptions of the types of information that should be included as well as tips for developing each part of the plan.
This document provides an overview of project management for IT-related projects. It discusses key topics such as project planning, monitoring and control, change management, quality, estimating, risk management, and project organization. It also describes the typical system development life cycle used for IT projects, including initiation, planning, analysis, design, implementation, maintenance, and review. Project success relies on elements like clear responsibilities, objectives, control processes, change procedures, reporting, and communication. The document emphasizes the importance of planning, monitoring, control, and addressing issues, changes, risks, and stakeholder needs throughout the project life cycle.
The document defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a defined start and end date, and is aimed at meeting specific goals. Project management involves applying knowledge, skills, tools and techniques to project activities to meet requirements. It uses five process groups (initiating, planning, executing, controlling, closing) and nine knowledge areas. The role of the project manager is to use project management principles to deliver the project objectives on time and on budget by managing scope, schedule, costs and quality.
Analysis of IPMA and PMI Standards and Their ComparisonJan Spatenka
The thesis is focused on two chosen standards of project management such as IPMA and PMI. The document covers fundamental terms of connected with the topic of project management. There is also a description of both institutions including their history and structure. The comparison of both standards and their certifications according to chosen indicators is based on the analysis of above-mentioned theoretical background. The thesis is based on information contained in official IPMA and PMI materials.
The impact of managerial style on task performance considering nature of task...clase5pt09
The study experimentally evaluated the effects of managerial styles (X and Y theory) on task performance, considering the moderating roles of task nature and individual motivational needs. It was expected that X-motivated individuals would perform better under a Taylorist/X theory managerial style, and that this effect would be greater for a manual versus cognitive task. Results showed no significant differences in perceived control or preferences between the X and Y theory groups. Performance was higher on cognitive versus manual tasks, contrary to expectations based on prior research.
Organisational behaviour is primarily concerned with that aspect of human behaviour which is relevant for organisational performance. It studies human behaviour at individual level, group level, and organisational level.
Practical Methods for Adopting DevOps - Michael StahnkePuppet
The document outlines 5 methods for adopting DevOps practices in large organizations with siloed IT teams: 1) Standardize variable infrastructure to reduce failures, 2) Break down silos through collaboration between teams, 3) Share knowledge of failures to prevent recurrences, 4) Experiment with new tools and processes in test environments, 5) Continuously improve processes by addressing root causes rather than symptoms. The methods advocate reducing variability, integrating operations into software development, conducting root cause analyses, and allowing engineers to experiment.
In this webinar, we introduce you to the Project Triangle of Scope, Time and Cost, and discuss some techniques for helping Project Managers manage the core triple constraints of projects.
We cover the following topic areas:
• Describe methods for managing project conflict in the iron triangle
• Describe the elements of the PMBOK® Guide, Fifth Edition, related to Scope, Time and Cost
• What is the Work Breakdown Structure (WBS) and how to develop one
Interviewing the Chief Financial Officer, CFO AssessmentShane Phillips
The guide for interviewing the Chief Financial Officer. A complete overview of the areas that should be looked at during an initial interview of the CFO position.
Theory of Constraints TOC in Project ManagementJade King
This document introduces the Theory of Constraints (TOC), a methodology for improving project performance by identifying and addressing constraints. It emphasizes defining system goals and understanding the global goal as conditions for success. TOC views systems as chains and focuses on strengthening the weakest link, or constraint. The five focusing steps are to identify the constraint, exploit it, subordinate everything else to it, elevate the constraint, and repeat the process for the next constraint. TOC aims to continuously improve systems by understanding constraints and taking actions to eliminate them.
The document discusses the proposed Iran-Pakistan (IP) natural gas pipeline. Some key points:
- The idea for the pipeline was first conceived in the 1950s but discussions began in 1994. An agreement was signed in 1995 but faced delays due to geopolitical issues.
- The proposed pipeline would transport natural gas from Iran's South Pars gas field to Pakistan. It would be over 2,700 km long with an initial capacity of 8.7 billion cubic meters per year.
- While the pipeline could help address Pakistan's energy crisis, it faces constraints including international sanctions on Iran and regional geopolitics. The US opposes the project as it could undermine efforts to isolate Iran.
Thanks for sharing of PM risks and constraints from Project Mgn.com. Point within the slide is a primer on the most common challenges in project. Risk and constraints will be varied among different types of projects, and many other factors, you should be edited/ amended the points based on your assessments.
Recent Trends in Modern Operations ManagementShuhab Tariq
This paper aims to explore the recent trends in modern Operations Management aiming at a better understanding of the current developments in the area. Discussing the general picture of Operations Management, this paper aims to highlight the most important and popular trends at the moment.
The paper will discuss the Lean Operations and JIT as one of the most important trend in great detail. With the help of several examples, the paper will endeavour to find out how the concept of lean is drastically affecting the way Operations Management is conceived.
Research proposal: Tips for writing literature reviewElisha Bhandari
This document provides guidance on writing a research proposal and conducting a literature review. It discusses:
1) The importance of research and outlines the basic steps, including developing a research proposal and gaining approval before beginning research.
2) Key components of an effective research proposal, including background information, research questions, methodology, and timeline. The proposal convinces reviewers that the proposed study is worthwhile and can be completed successfully.
3) Tips for conducting a literature review, including searching relevant sources, synthesizing information thematically rather than annotating individual sources, and connecting prior work to the proposed research. A literature review establishes the context and significance of a research topic.
This document summarizes a presentation on project governance. It introduces key concepts of governance including structure, roles, principles and case studies. It discusses the importance of governance, defines related terms, and outlines the roles of the project sponsor and governance board. Examples are given of both successful and failed governance through case studies. Attendees are encouraged to get involved with the Governance SIG to further their knowledge.
This document discusses contemporary challenges in management of organisations and behaviour. It outlines several key challenges modern organizations face, including economic pressure, globalization, innovation, managing change, providing good customer service, and ensuring employee satisfaction. The document provides examples of how companies like Nintendo, Xerox, Apple, and ICICI Bank have adapted to these challenges through strategies like expanding product lines during an economic crisis, recruiting a global workforce, prioritizing research and development, rebranding to reflect business changes, and offering new customer service technologies.
Project on construction of 3 block house reportHagi Sahib
The document is a project report submitted by Blessings Builders (Pvt.) Limited for the construction of three hostel blocks at UET Peshawar Jalozai Campus. It includes an acknowledgement, executive summary, table of contents, and details of the project charter, requirements collection and scope definition, payment schedule, bill of quantities, and project plan. The project plan outlines the various construction activities that will be undertaken to complete the project within the approved budget of 30 million Pakistani rupees and timeframe of 788 calendar days.
Organisational change, Innovation and Transformation communicationStephen Tindi
This document discusses innovation, change, and transformation in organizations. It defines each concept and explores the overlaps between them. Innovation involves new ideas that add value, change can be positive or negative, and transformation is holistic and creates something entirely new. Effective communication is key to successfully implementing innovation and managing change and transformation, which involve overcoming resistance and uncertainty. Models of the change process and strategies for communication during change are also examined.
The document summarizes the initiation phase of a project to construct Café Pink in Islamabad, Pakistan. The project aims to provide a safe environment exclusively for women. The initiation phase involves developing a project charter that outlines the objective to construct the café within 6 months for Rs. 10 lac. Key stakeholders are identified, including the project supervisor, sponsors, customers, and a contractor. Roles and responsibilities are defined.
A leadership critique :TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIPStanbic IBTC
This document provides an overview and critique of transactional and transformational leadership styles. It discusses how transactional leadership focuses on contingent reinforcement and management by exception, while transformational leadership inspires followers and elevates their interests. The document analyzes debates around whether these styles are alternatives or can be complementary. It also examines situational factors and how both styles may be effectively applied depending on the context and followers involved.
PMP Chap 8 - Project Quality ManagementAnand Bobade
The document provides information about quality management concepts for project management and preparation for the PMP exam. It discusses key quality management processes including plan quality management, perform quality assurance, and control quality. Specific techniques covered include cost-benefit analysis, cost of quality analysis, the seven basic quality tools such as flowcharts and histograms, benchmarking, design of experiments, and statistical sampling. Quality theories including Six Sigma, total quality management, ISO standards, the 80/20 principle, and zero defects are also summarized.
Internship Report on Building ConstructionEsmael Aragaw
K2N Architecture and Engineering Consultancy PLC is an Ethiopian consulting firm providing architectural, engineering, and project management services. The company aims to provide quality services that exceed client expectations while adhering to high technical and ethical standards. K2N has experience on various project types both in Ethiopia and internationally. The document provides details on K2N's vision, mission, values, organizational structure, management, areas of expertise, and example projects.
Scrum and PMI-Process are two frameworks for managing software projects. Scrum is designed for agile development of complex software in short iterations, with roles of Scrum Master, Product Owner, and development team collaborating. PMI-Process was created in 1968 for long-term construction projects but has adapted to agile with a focus on consistent scope through nine integrated plans led by a project manager. While both have many certified professionals, PMI-Process may lose followers if it does not spread agile practices more quickly given its age. Ultimately, there is no single framework that guarantees success for all software projects due to varying factors.
Read about the Quality Management Process on page 25 of the text. .docxcatheryncouper
Read about the Quality Management Process on page 25 of the text.
1. Why are measurements critical to quality management? What types of measures are available for quality?
2. How important is it to include a quality assessment in your project WBS? What can happen if quality is overlooked?
3. Let’s do a little research on Six Sigma. What is it and why is it important to quality management?
Additional Instructions:
For Threaded Discussion 2, read about the Quality Management Process on page 25 of the text.
In your paper explain why are measurements critical to quality management and explain the types of measures are available for quality that a Project Manager can use.
Explain why it is important to include a quality assessment in your project’s WBS and include what can happen if quality is overlooked.
We will use Six Sigma as a means to support quality. Do some research and briefly explain what it is and why is it important to quality management.
Be sure to include an introduction, body of your paper, and conclusion.
TD2’s paper should be a minimum two pages not including APA title and Reference page. Use APA 6th edition, citations and references must be correctly used, and grammar and punctuation at par.
Post your paper due no later than Friday night August 15th by 11:59pmMT, in this discussion. Response to classmate papers is not necessary.
TD1 paper is worth 15 points. (Questions 10 pts., Format/Mechanics 3 pts., Grammar and APA 2 pts.)
I will use Turnitin to validate originality.
Thank You,
Alex
Students will find several direct links to the PMBoK in this text. First, the key terms and their definitions are intended to follow the PMBoK glossary (included as an appendix at the end of the text). Second, chapter introductions will also highlight references to the PMBoK as we address them in turn. We can see how each chapter not only adds to our knowledge of project management but also directly links to elements within the PMBoK. Finally, many end-of-chapter exercises and Internet references will require direct interaction with PMI through its Web site.
As an additional link to the Project Management Institute and the PMBoK, this text will include sample practice questions at the end of relevant chapters to allow students to test their in-depth knowledge of aspects of the PMBoK. Nearly 20 years ago, PMI instituted its Project Management Professional (PMP) certification as a means of awarding those with an expert knowledge of project management practice. The PMP certification is the highest professional designation for project management expertise in the world and requires in-depth knowledge in all nine areas of the PMBoK. The inclusion of questions at the end of the relevant chapters offers students a way to assess how well they have learned the important course topics, the nature of PMP certification exam questions, and to point to areas that may require additional study in order to master this material.
This text ...
There are different project management methodologies that are suited to different types of projects. Traditional methodologies follow a linear sequence of stages from initiation to closure, while modern methods like Agile, PRINCE2, CPM, and Lean emphasize flexibility, communication, and eliminating waste. The key is selecting the methodology best suited to the unique needs of the specific project.
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program. CCPs also demonstrate the ability to research and communicate aspects of TCM principles and practices to all levels of project or program stakeholders, both internally and externally.
This document discusses applying project management techniques to research and innovation projects. It argues that while project management is seen as hindering creativity in such projects, not using it can lead to delays. It proposes tailoring common project management approaches to the needs of research projects. This includes focusing on planning, using quality tools to identify risks, considering multiple options simultaneously, and promoting "out of the box" thinking in project managers. A case study on reducing bicycle weight illustrates these customized project management techniques.
Spyros Ktenas
Project Management for Software Development Projects
KTH Royal Institute of Technology
This is the part of the slides relevant to
GE.SI.PMF – Generic Simple Project Management Framework
Doesn’t include PM tools, risk, communication, stakeholders,
PRINCE2, PMBok etc.
A Comparative Analysis Of Various Methodologies Of Agile Project Management V...Brittany Allen
This document provides a comparative analysis of project management methodologies, specifically comparing the Project Management Body of Knowledge (PMBOK) and various agile project management approaches. It first describes the key processes and knowledge areas of PMBOK. It then outlines some popular agile methodologies like Scrum, Extreme Programming (XP), and Feature Driven Development (FDD). The document aims to identify similarities and differences between the traditional PMBOK framework and more flexible agile approaches.
This document discusses best practices for managing global projects. It identifies several key challenges in global project management including developing a consistent approach, resource allocation, and managing too many projects. It then outlines several best practices for global project management methodology and structure. This includes developing a standardized methodology, establishing executive sponsorship and global/regional project management offices for support, and using web-based knowledge management of best practices. The document also discusses the importance of project portfolio management, multi-cultural training, developing individual and organizational global competencies, and using maturity models to benchmark project management capabilities.
Agile project management and normativeGlen Alleman
Reform of the traditional approaches to managing software development projects is driven by several factors, not the least of which is some spectacular failures of soft-ware projects. Ranging from the IRS, to the FAA, to large e–commerce systems, we all have some “war story” of a major failure that can be traced to non–technical causes.
Paradigm Shift for Project Managers in Agile ProjectsBharani M
This document discusses the paradigm shift needed for project managers in agile projects. It explains that traditional project management roles focused on rigid control and planning, which does not fit with agile methodologies that emphasize flexibility, iteration, and customer collaboration. The document argues that in agile projects, the project manager's role should shift from "taskmaster" to leader. As a leader, the project manager focuses on goals, teamwork, removing obstacles, and adapting to change rather than strict control and documentation. This allows the development team to self-organize their work while the manager provides high-level guidance to help ensure success.
The document discusses 7 keys to sustaining project excellence: 1) Establishing project management processes; 2) Defining an organizational structure with roles and responsibilities; 3) Selecting project management tools to support processes; 4) Ensuring capable people are in key roles; 5) Establishing involvement and communication guidelines; 6) Implementing project performance management; and 7) Leadership commitment to a high-performing project organization. The article provides examples of how organizations have implemented these keys to improve project success rates and better achieve business results. Sustaining excellence requires a long-term, comprehensive approach rather than a single quick fix.
Who says that if you are a developer, you stay a developer for the rest of your work life?
Who says that if you are a Senior developer, you have all the skills to become a Project Manager?
The aim of my Master Thesis is giving a general overview about the Project Management and how the profession of Project Manager should not be undervalued in a Team especially if we speak about Virtual Context like distributed teams or remote working.
I will discuss the nowadays state of the art technique, trying to understand which one best meets the requirements of an IT project.
I will also try to expose the limitation of Traditional Management but also the limitation of brand new technique like Agile.
Covering all the aspects of project management related to its characteristics, need, and importance, project life cycle, the Socio-Technical Approach to Project Management and its current drivers.
I have to do a project..no one stops at the sign in front of my hous.pdfamitpurbey2
I have to do a project..no one stops at the sign in front of my house-but since defining a stop is
too difficult, I am using whether or not the drivers use the brake or not. You would be surprised
how many don\'t even brake at all. How do I get started with this? Choose random times and
days to observe the stop sign? Can you just point me in the right direction? Thanks :) Statistics
and Probability Comment
Solution
Why do you say that Project Management is the best method of implementing
change? Although change occurs continuously in the world and in our daily lives it is rarely
implemented that way in organisations but rather as a series of steps; a ladder of change. A new
piece of legislation, market imperatives, management initiatives and new technology create
projects that need to be managed, often across departmental or disciplinary lines. Project
Management is a methodology and a discipline which can bring significant benefits to
organisations by:- Ensuring limited resources are used on the right projects Harnessing the
energy of staff in achieving beneficial change Managing complex changes in an organised way
Assessing risks, defining goals and key success areas and setting quality objectives. However,
every organisation has finite resources and, therefore, a limit to the number of projects it can
initiate and control. Pushing too many projects through a resource limited organisation causes
gridlock and stress. Managing the project portfolio efficiently is a fundamental principle of good
project management. Because most projects involve new ideas and learning (even a project to
build houses or flats may involve new materials or unusual soil conditions or there may be new
initiative for tenant selection or co-ownership schemes) project management has evolved a
discipline to manage the new and unusual. Its objective is to: define the project reduce it to a set
of manageable tasks obtain appropriate and necessary resources build a team or teams to perform
the project work plan the work and allocate the resources to the tasks monitor and control the
work report progress to senior management and/or the project sponsor close down the project
when completed review it to ensure the lessons are learnt and widely understood. It is this
structured approach that makes project management the best method for change management.
What is a project? A project is generally defined as a programme of work to bring about a
beneficial change and which has:- a start and an end a multi-disciplinary team brought together
for the project constraints of cost, time and quality a scope of work that is unique and involves
uncertainty Examples of a project:- The development and introduction of a new services The
development of a management information system The introduction of an improvement to an
existing process Setting up a new care initiative The creation of a large tender or the preparation
of a response to it. The production of a new customer newsletter, catal.
I have to do a project..no one stops at the sign in front of my hous.pdfMadansilks
I have to do a project..no one stops at the sign in front of my house-but since defining a stop is
too difficult, I am using whether or not the drivers use the brake or not. You would be surprised
how many don\'t even brake at all. How do I get started with this? Choose random times and
days to observe the stop sign? Can you just point me in the right direction? Thanks :) Statistics
and Probability Comment
Solution
Why do you say that Project Management is the best method of implementing
change? Although change occurs continuously in the world and in our daily lives it is rarely
implemented that way in organisations but rather as a series of steps; a ladder of change. A new
piece of legislation, market imperatives, management initiatives and new technology create
projects that need to be managed, often across departmental or disciplinary lines. Project
Management is a methodology and a discipline which can bring significant benefits to
organisations by:- Ensuring limited resources are used on the right projects Harnessing the
energy of staff in achieving beneficial change Managing complex changes in an organised way
Assessing risks, defining goals and key success areas and setting quality objectives. However,
every organisation has finite resources and, therefore, a limit to the number of projects it can
initiate and control. Pushing too many projects through a resource limited organisation causes
gridlock and stress. Managing the project portfolio efficiently is a fundamental principle of good
project management. Because most projects involve new ideas and learning (even a project to
build houses or flats may involve new materials or unusual soil conditions or there may be new
initiative for tenant selection or co-ownership schemes) project management has evolved a
discipline to manage the new and unusual. Its objective is to: define the project reduce it to a set
of manageable tasks obtain appropriate and necessary resources build a team or teams to perform
the project work plan the work and allocate the resources to the tasks monitor and control the
work report progress to senior management and/or the project sponsor close down the project
when completed review it to ensure the lessons are learnt and widely understood. It is this
structured approach that makes project management the best method for change management.
What is a project? A project is generally defined as a programme of work to bring about a
beneficial change and which has:- a start and an end a multi-disciplinary team brought together
for the project constraints of cost, time and quality a scope of work that is unique and involves
uncertainty Examples of a project:- The development and introduction of a new services The
development of a management information system The introduction of an improvement to an
existing process Setting up a new care initiative The creation of a large tender or the preparation
of a response to it. The production of a new customer newsletter, catal.
This document provides a literature review of different models of Project Management Offices (PMOs). It summarizes six typologies proposed by various authors that classify PMO models according to their functions and roles. The typologies describe between three to five common PMO models, including supportive, consultative, knowledge-focused, and strategic models. The review aims to help organizations better define the appropriate PMO model to adopt based on their goals and needs.
Application and Project Portfolio Management is the one of key tools for senior IT executives that helps them keep all their projects and applications aligned with overall business objectives.
The document discusses the results of a survey about Project Portfolio Management (PPM) and Project Management Offices (PMOs). Key findings include:
1) Most organizations have PPM processes, methodologies and tools in place but still see room for improvement in governance, especially regarding risk management and decision making power.
2) While strategic goals guide PPM, portfolios are often defined by business lines rather than goals. Cost reduction is the most common strategic objective for projects.
3) Over 75% of respondents have a PMO to support PPM, most often set up by business line. PMOs' main responsibilities include support, administration and standards.
4) Governance works best for
The document discusses challenges in implementing project management practices in government organizations and innovative solutions adopted. It describes establishing a Project Management Office to introduce standardized processes, estimate projects more accurately using techniques like function point analysis, measure organizational performance through metrics and models, and implement tools like RFID for effort tracking, a project tracker, and balanced scorecards. The goal is to overcome challenges like rough estimates, scope creep, and improve project delivery in terms of cost, schedule and quality.
Similar to Contemporary Practices In Project Management Km (20)
CUSTARD - a complete product suite for effective management of disparate dataKrishna Muppavarapu
Custard® is a new product suite driven by powerful and reliable products/engines that work seamlessly to efficiently manage data. The suite includes various products like CustomSeed®, DataFetch®, UltraMutate®, RealAnalytiq®, and SmartMatch® that can each work independently or together. The products provide intelligent data management, capture and purify data from multiple sources, allow high flexibility and customization, and integrate data through a single platform. Key benefits include reducing duplicates, tracking eligibility, removing fraudulent entries, and better utilizing funds.
This paper attempts to highlight the hidden opportunities that exist for outsourcing service providers in India. With a fleeting reference to automation as the ultimate goal, the paper emphasizes the concept of a “rural BPO” that will give the Indian service providers the much needed arbitrage extension.
This is a one-stop presentation that carries the range of services that GramIT, the rural BPO is capable of delivering. You\'ll find it very interesting and compelling. If you have any business that you can offload to GramIT, please do it!!! Do buzz me
Business process and knowledge service outsourcing to rural centers is fast catching up. It is evident from the success of Satyam-promoted concept of GramIT – the rural BPO.
Firstly, the concept by itself is a breakthrough in the history of Indian outsourcing business. It has redefined the way businesses can be carried out. Traditionally rural areas were seen as the supply grounds for agricultural products. In light of a rapid evolution of the economy to being a service oriented one, there is a need for bringing villages into the services fold very rapidly because real development of India lies in the prosperity of her 600,000 villages. This objective can be achieved by increasing the share of services in the notional GDP of Indian villages.
In this paper we propose a high-level and a conceptual design that explores the potential of “convergence” that can bring about a sea-change in the rural economies of India while impacting the way business is done. Subsequently we would go about to explain how Satyam Computers, in collaboration with Byrraju Foundation implemented this concept with amazing results. This paper takes an evolutionary approach and explains the various business process improvements that were made possible through convergence before extending the discussion to rural transformation through technological convergence.
Organizations need to focus on integrating business processes to obtain efficiencies of operation. While integrating one process to the other is important, it is also important to look inwardly to see if components of individual processes are integrated enough within themselves. An integrated Human Capital Management addresses the human resource issues facing organizations, especially performance and attrition. This paper proposes such an integrated system that is powered by the seamlessness offered by an enterprise application and the optimizing capabilities of an analysis engine.
This document discusses corporate social responsibility and how CSR is evolving into a social contract between businesses and society. It provides examples of how CSR initiatives can create synergies across economic, social and environmental spheres to the benefit of both businesses and communities. The document argues that strategic CSR investments can improve brand image, access new customer markets, and enhance long-term profitability and shareholder value, making CSR a profitable proposition for companies.
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
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Contemporary Practices In Project Management Km
1. Complementing Project Management with Contemporary
Philosophies
Krishna V R Muppavarapu
Six Sigma
Theory of constraints
Project Project Project
Phase Phase Phase
Project Management
2. Complementing Project Management with Contemporary
Philosophies
Krishna V R Muppavarapu*
Satyam Computer Services Limited, 3rd Floor, Lakeshore Towers, Raj Bhavan Road, Somajiguda,
Hyderabad, India
ABSTRACT
Engineering a robust interaction between the project management principles set forth by PMBOK® and contemporary
practices like Six Sigma / TOC (theory of constraints), can actually yield rich dividends to organizations. In a complex
world of rapidly converging technologies, philosophies and ideas, we often see that there is a synergistic overlap
between project management and contemporary practices. The rigorousness and comprehensiveness of Project
Management makes it a self-evolving philosophy that keeps enriching itself by continuously imbibing the goodness of
contemporary practices. Philosophies like Six Sigma and TOC play a great complementary role in project management
and have maintained their relevance because of their inherent strong focus on problem-solving and objectivity.
The case study of a unique outsourcing project being carried out at a major software services firm based in India
highlights how Six Sigma and TOC were used to reinforce the effectiveness of project management for complex
projects. TOC was used to identify constraints at the project management level iteratively, while Six Sigma was used to
manage the constraints using historical data and benchmarks. Three mega-concepts viz., project management, TOC and
Six Sigma were synergized with each other to align the project team goals with the organizational goals.
The key learning is that each philosophy complements the others in a big way. Senior management should strive to
create an organizational culture of project management based on PMBOK®’s recommendations and ensure that project
managers develop an attitude of adopting contemporary practices. Failure to do so would straitjacket the immense
transformational power these philosophies have on organizations.
Keywords: Project Management, Six Sigma, theory of constraints, PMBOK®
1. INTRODUCTION
Organizations worldwide are realizing the importance of a scientific approach to project management. Irrespective of
their size, the sector in which they are in, the nature of their operations and the geographies they operate in,
organizations are ensuring that project management is an indispensable part of their businesses.
While a few organizations develop their own project management methodologies, by and large PMI’s PMBOK® has
become a universal reference point as far as project management is concerned. This is mainly due to the exhaustiveness
and comprehensiveness of the body of knowledge that PMI developed. The highly scientific approach as is evident from
structure of the PMBOK® makes it an indisputable authority in the domain of project management. The various versions
of PMBOK® are a testimony to its evolutionary nature.
Apart from project management practices, there are also increasing references to concepts like Six Sigma and theory
of constraints (TOC) that are being used in organizations irrespective of their domains and areas of operation. These
concepts have been used widely with huge success and great results to their credit.
*
Further author information:
E-mail: krishna_muppavarapu@satyam.com, Telephone: +91 9866176258
3. There has been a lot written about these two concepts – Six Sigma and TOC. Both these concepts are highly
objective in their dealing with various types of problems. They are heavily oriented towards using metrics to arrive at
solutions. The high level of objectivity somewhat compensates for the inability of these tools to be applied to some
unique problems without making some startling assumptions. Nevertheless the number of case studies that are available
for Six Sigma and TOC are enough proof that these concepts are quite effective in problem solving.
This paper attempts to highlight the fact that a careful marriage of contemporary practices with project management
practices can actually synergize and unleash their transformational powers.
2. PROJECT MANAGEMENT
Projects and initiatives are the lifelines of organizations. The success or failure of a project has great implications for
stakeholders and for the organization in general1. Projects need to be handled in such a way that there is alignment and
harmony between the business goals, the external environment and the organizational scenarios to ensure success.
Business External
goals environment
Project
manage
ment
Organizational
scenarios
Figure 1. Project management as a business model aid
Various sections of the PMBOK® Guide3 are dedicated to dealing with these factors in a most scientific way. In each
Knowledge Area of PMBOK®, the interlinking between business goals, external environmental conditions and
organizational scenarios is quite evident and is done through elaborate and rigorous models. Project managers who
follow the recommendations of PMBOK® often find it easy to set stakeholder expectations right at the outset of the
project and also to conform to those expectations over the project lifecycle.
Project management is a relatively older and a more mature domain when compared to other practices or
philosophies. The very fact that PMI was established as early as 1969 qualifies project management discipline as an
established philosophy. Though project management is as contemporary in its approach as many other new philosophies,
in this paper the author shall use chronological genesis and evolution as indicators of contemporariness. In that sense, for
example, a new management philosophy founded in 1990 is more contemporary than one founded in 1950’s.
4. 3. SIX-SIGMA
Six Sigma is one of the most interesting concepts of modern management. From being a statistics based tool used for
reducing defects in the manufacturing industry, it has grown into being a philosophy applicable to a variety of industries
and a variety of problems.
3.1 The Genesis
Six Sigma as a concept was developed and used aggressively by Motorola in the early 1980s. A lot has been written
about the origin of this concept and its subsequent popularization as a philosophy. There are interesting tales about Six
Sigma that add flavor to its mysticism2.
3.2 Six Sigma Fundamentals
Six Sigma started off as a great refinement to the concept of process capability studies. The entire concept revolves
around the pivots called “mean”, “normal distribution” and “variance / standard distribution”. It has been nature’s way to
give us a lot of data that is normally distributed. Then there is the “central limit theorem†” that empowers Six Sigma
professionals to optimize their analysis costs by allowing the data population parameters to be estimated using
reasonable sample sizes and apply Six Sigma concepts. The very nature of the normal distribution function and other
similar functions facilitates statisticians and decision makers to analyze performance in terms of the number of standard
deviations that are contained in between the specification limits. Hence a Six Sigma process is one that behaves in such a
way, that 12 standard deviations of the process output fall within the upper and lower specification limits.
3.3 Practicality of Six Sigma
For a “Six Sigma process”, the shape of the normal distribution curve allows only 0.00034% of outputs to fall outside
the specification limits. This, in practical terms converts to just about 3.4 defects for million opportunities (DPMO)‡, and
this is the most popular measure that Six Sigma professionals use. To achieve such high levels of defect-free production,
a variety of tools and techniques need to be used.
This has led to Six Sigma becoming a philosophy that focuses on achieving quality using various tools – statistical
and non-statistical. The immense data-orientation and objectivity has made the Six Sigma philosophy applicable to
almost any type of problem; the problems can be as diverse as reduction in cycle times, improving the quality of
business leads, reducing the cost of operations, etc. In subsequent sections, the author would showcase how Six Sigma
was used to manage a bottleneck in the project execution phase.
3.4 Methodologies of Six Sigma
While Six Sigma was originally meant to be used for process improvements, it also started to be used as a product /
process design methodology. These methodologies have a common fundamental in being data and analysis oriented. At
least two Six Sigma methodologies, DMAIC and DMADV are now popularly being used across various organizations
and industries.
†
Central limit theorem states that, “As sample size increases, the sampling distribution of sample means approaches that of a normal
distribution with a mean the same as the population and a standard deviation equal to the standard deviation of the population divided
by the square root of n (the sample size)”
‡
Though Six Sigma is often equated to 3.4 DPMO, in reality 3.4 DPMO corresponds to only 4.5-sigma. It has been empirically
derived that a process performing at 6-sigma levels in the short run is likely to slip to 4.5-sigma levels in the long run and hence this
correction. In fact 6-sigma corresponds to 2 defects per billion opportunities (DPBO); but 3.4 DPMO has come to be generally
accepted as Six Sigma
5. 4. THEORY OF CONSTRAINTS
Theory of constraints (TOC) is a concept based on a deep rooted philosophy that is in turn based on a set of principles,
processes and application of logic. Unlike Six Sigma that is purely data-driven, TOC also takes into account certain soft
and subjective factors like respect for people and policies. Like Six Sigma TOC was originally applied to manufacturing
and logistics. But there are references to the fact that it has grown enough to be applied to other fields. In subsequent
sections the author would explain how TOC was used to resolve a typical sales-type problem in the project he is working
on.
4.1 Genesis of TOC
This is a theory popularized by Dr. Eliyahu Goldratt through his series of books titled “The Goal” since 1984. TOC has
become quite popular because of the amazing business results that resulted from its application.
4.2 TOC Fundamentals
Unlike Six Sigma, TOC relies on systematic dealing of problems using focus, cause-and-effect and continuous
improvement. It is based on a set of principles as follows:
Convergence
Consistency
Respect
These principles are based on experience rather than on any statistics and are treated as axioms. The convergence
axiom states that the more complex a system is to describe, the simpler it is to manage. Consistency would mean that if
two parts of a system are in conflict with each other relative to a common goal, it means that the reasoning that led to the
conflict must contain at least one flawed assumption. The third axiom – respect, brings in the human component by
stating that there is an inherent logic to whatever people do, however flawed the activities appear to be.
Using these principles TOC sets 5 focusing steps to manage a goal. The improvement target for the management is
the constraint that limits the “throughput” of a system. This, in other words can be called “de-bottlenecking”. It has an
underlying philosophy echoed by great personalities in the history and that is, “a chain is as strong as its weakest link”.
By reading through the TOC philosophy one would make out how it differentiates itself from Six Sigma on many
accounts. Nevertheless as we go by, we would understand the complementary effect each philosophy has on the other.
4.3 Practicality of TOC
Seemingly the TOC is quite a subjective approach with the very basis for the axioms not being based on data. But the
philosophical strength overcomes these limitations. When complemented with data-driven approaches like Six Sigma the
concept of TOC becomes a very useful technique to solve problems relative to the organizational goal. In fact many
organizations are forming Centers-of-Excellence or internal practices pertaining to TOC. There are many consultancies
that are offering TOC as a service offering to organizations.
5. SIX-SIGMA AND TOC IN PROJECT MANAGEMENT
Having discussed about Six Sigma and TOC from an organizational application point of view, it becomes quite pertinent
to explore their linkage with project management. The PMBOK® Guide defines a project as “a temporary endeavor to
undertaken to create a unique product or a service” and project management as “the application of knowledge, skills,
tools and techniques to project activities to meet project requirements”. This definition of project management is quite
6. profound. Since PMBOK®’s project management methodology hinges on this definition, it becomes quite clear that
project management is a very versatile philosophy that encompasses many other philosophies. It also emphasizes the fact
that the project management methodology is very flexible and open to be complemented by other philosophies.
5.1 Six Sigma and Project Management
Six Sigma has been predominantly used as a philosophy to improve quality. According to the American Society for
Quality (ASQ), quality is the “degree to which a set of inherent characteristics fulfill requirements”. This has been
adopted by PMBOK® Guide 3rd edition (Chapter 8, Project Quality Management).
The PMBOK prescribes that quality management approach for projects should comply with that of Six Sigma
alongside other approaches, especially with a focus on continuous improvement.
The 44 project management processes that PMBOK® Guide mentions have linkages to each other within and outside
their respective Process Groups and Knowledge Areas.
We now explore in detail how Six Sigma can apply to the other Knowledge Areas and Process Groups. Since it is a
vast subject and also thoroughly researched, we take the approach of using representative examples rather than
developing fresh theories. In fact it is paradoxically delighting that the principles of project management are also
applicable to “Six Sigma projects”. Six Sigma enables managers and the management to be on the same plane of
understanding and interpretation because of its aggressively statistical nature.
Every project has some defined phases. Each phase has its set of Process Groups – Initiating, Planning, Executing,
Monitoring & Controlling and Closing. These Process Groups repeat in various phases of the project in varying degrees.
The project management processes, mentioned in the Project Quality Management Knowledge Area apply to a large
extent to the Planning, Executing and Monitoring & Control Process Groups.
Here we look at a few representative examples of how concepts of Six Sigma are helpful across various Process
Groups. For example, the DMADV methodology can be used to develop a project management methodology that suits
the organizational requirements and also specific project requirements. A variety of techniques including simulation can
be used to achieve this goal. The project management methodology in turn becomes a key technique in developing the
project management plan and its subsidiary plans. The risk management plan, for example should be robust enough to
identify and manage a variety of risks that a project can be faced with. A careful measurement of the past history of
various similar or dissimilar projects can help the project manager to “design and validate” a good risk management
methodology.
Similarly at every phase in a project, a combination of DMADV and DMAIC methodologies can be used to develop
a foolproof execution mechanism and to continuously improve the project performance. Finally the DMAIC
methodology can be used to create a common language of understanding between various stakeholders during the
monitoring of the project across its various phases. This is especially true with objectives like cost reduction, efficiency
improvement, processing time improvement, etc.
Of course, project managers should bear in mind that the application of Six Sigma across various Process Groups
demands the understanding of the complex interactions that project management processes have on each other. For
example, as depicted in table 1.1, any improvement using Six Sigma in one Process Group can go as a learning input
into the other Process Groups. A careful study of the PMBOK® Guide explains these complex interactions in the most
scientific way.
7. Table 1. Six Sigma relevance to Project Management Knowledge Areas
Process Group Planning Executing Monitoring & Control
Project management
processes
Quality Planning Use Six Sigma
DMADV methodology
to develop components
of project management
plan (of which quality
management plan is
also a component) and
a suitable project
management
methodology
Perform Quality Use Six Sigma
Assurance DMADV methodology
to develop an
execution mechanism
Interactions for quality assurance
Use Six Sigma
DMAIC methodology
for continuous
improvement during
execution of the
project
Perform Quality Control Use Six Sigma
DMAIC methodology
to monitor and control
project results across
Interactions various phases,
Process Groups and
Knowledge Areas
Major areas of impact:
Project Time
Management, Project
Cost Management,
Project Risk
Management
5.2 Theory of Constraints (TOC) and Project Management
Projects, however small or big, simple or complex are faced with constraints at various stages in their lifecycle. In its
initial chapters the PMBOK® Guide mentions the triple constraints of project scope, time and cost. Every phase of a
8. project is bound by these constraints. In a way, PMBOK® rationalizes the constraints at the outset and prescribes
balancing of these constraints throughout the project lifecycle.
Scope Time
TOC
Cost
Figure 2. TOC as a guide to focused management of constraints
The most prominent manifestation of TOC in project management is the “critical chain” concept. The critical chain
acts as the bottleneck and constrains the “throughput” of the project relative to the project goal. The other important
manifestation is in terms of anticipated events that can have an impact on cost and scope. The PMBOK® Guide gives a
very good approach to manage these constraints in the form of “reserve analysis”. The reserve analysis forms a part of at
least three Knowledge Areas – Project Time Management, Project Cost Management and Project Risk Management. The
reserves, used effectively by project managers can help them address the time, cost and scope constraints. For example, a
careful and legitimate manipulation of the critical chain using the reserves or buffers can address the “time constraint” of
the project while not compromising on the cost and scope objectives.
A preliminary look gives an impression that the triple constraint management prescribed by PMBOK® is not very
inclusive and is quite different from what TOC proposes. This perception arises due to fact that TOC treats constraints
from a “process” point of view whereas PMBOK® generalizes the constraints over various Process Groups. Moreover,
PMBOK® Guide only gives a general guideline. PMBOK®, which is the superset of the PMBOK® Guide, can be treated
as the domain that project managers should use to extend the prescriptions of PMBOK® Guide. TOC becomes even more
relevant when dealing with programs.
The deep-rooted philosophy on which TOC is based allows it to be applied to multiple layers of project hierarchy.
Constraints can be identified at various levels in the work breakdown structure (WBS) and even at the lowest level of
WBS i.e. work packages. The constraints managed at the lower levels in turn get aggregated to address the constraints at
higher levels in the project hierarchy. The essence of TOC is “focus” and project managers tend to gain a lot by way of
actually focusing on critical constraints and resolving them. For example, it is a common experience for many project
managers that techniques like resource leveling can alter the critical path. This is akin to a “shifting constraint” that TOC
describes as part of continuous improvement.
5.3 Combining Project Management, TOC and Six Sigma
Having discussed the relevance of TOC and Six Sigma in project management, it becomes quite easy to understand how
the three philosophies can actually be brought together to manage projects. In practical terms project management
philosophy empower project managers with a powerful and a structured guideline. TOC enables project managers to
identify and focus on the most critical problems with an eye for continuous improvement. Six Sigma gives the project
managers a statistical approach to manage constraints effectively and maintain a common platform of understanding
9. among stakeholders. This completes the discussion on the synergistic interlinking between three mega philosophies each
complementing the other in many ways and helping scores of project managers manage their projects well.
6. A CASE STUDY
In this section we discuss a brief case study to emphasize the practicality of the concepts discussed in the previous
sections. The case study pertains to a project that the author is working on for his organization. Specific details of the
case study have been deliberately masked or distorted to conform to the organization’s information security policy.
The organization had embarked on a path breaking strategic initiative that combines business and social objectives. A
project team was formed at the outset and was mandated with driving the initiative. In line with the organizational ethos,
the project team was formed as a decentralized and empowered strategic business unit. The project charter was created
with a clearly stated objective of cost reduction and improvement in business process efficiency.
The next step was to identify a logical “phasing” of the project. Since it was a unique project with no benchmarks or
known industry practices, the project team procured a buy-in from the management to conduct a few experiments in the
form a pilots. Various models were used and data recorded about the learning from the experiments. Stakeholder
identification was also a part of these experiments. The project team realized that it was a fairly complex project and it
was not going to be easy to convince key stakeholders about the usefulness of the project. Hence a substantial amount of
effort was identified as being essential to “drive” the new concept across the organization. That resulted in the formation
of the first phase of the project – “internal business development”. Business development would consist of promotional
activities where the project team would reach out and convince stakeholders to be part of this initiative. Since it was an
outsourcing project, the second logical phase was that of “process transition” and the final phase would be “delivery”.
Contiguous phases would have some overlapping with each other.
The DMADV methodology was used to design the phases in terms of the project management processes that would
comprise each phase. Data was used from the pilots to measure the effectiveness of the processes for this project. The
already robust organizational project management framework was used as the underpinning as depicted in figure 3. The
project management framework in turn borrows from PMBOK®.
Six Sigma
Theory of constraints
Internal Process Delivery
business transition phase
development phase
phase
Organizational project management framework
Figure 3. Project phases – underpinned by project management and complemented by Six Sigma and TOC
10. Each phase was identified to have a definite start point and sign off point. Various project management processes
were put together for each phase to arrive at a robust “outsourcing methodology”. This would act as the “project
management methodology” that in turn would become a key input or technique for managing the outsourcing project
over its lifecycle. As part of designing the outsourcing methodology the project team used simulations and the
experimental pilots to identify the selection of project management processes. At the same time the “throughput” across
each phase was base-lined, as the success of the project would depend on a key metric of the amount of work
outsourced. As the project progressed, the project team identified that the internal business development phase was
acting as a bottleneck as not much business was coming in. Consequently the subsequent phases of process transition
and delivery were getting affected. This was the project team’s first encounter with TOC.
The project team realized that this constraining phase was poorly designed – in the sense that not enough awareness
existed in the organization about this initiative and there were issues of change management that were difficult to
overcome. Applying the principles of TOC, the project team had only the option of “elevating” the constraint – improve
the throughput of the internal business development phase. The project team used DMAIC to improve the efficiency and
quality of business lead generation. The improvement was registered as a Six Sigma project with the key achievement of
improving the number of “good business leads”. The major improvement plans that were implemented were: 1) The
creation of a proper communication platform for the initiative 2) Getting more commitment from the top management
for the initiative
Once this constraint was addressed, the project immediately looked into the process transition phase as part of the
TOC philosophy of continuously identifying the subsequent constraints. Not surprisingly the process transition phase
indeed became the new constraint. There were enough good business leads coming in, but were not getting transitioned
within the stipulated time or were not getting transitioned at all. A close look into the transition phase revealed that the
planning Process Group of this phase was totally missing as the project team initially presumed that the existing
information systems and infrastructure would be sufficient for the process outsourcing. In fact the existing information
systems were not designed for outsourcing. The project team used the DMADV methodology to statistically prove that
the information systems needed quite a bit of reengineering. Subsequently the process transition phase was “re-built”
with a proper planning component thereby reducing the “time-to-transition” from about 6 months to a more acceptable 2
months.
The delivery phase was left to the outsourcing service provider for improvements and the service provider’s
organization had used DMAIC methodology to improve the delivery to Six Sigma levels. This in turn improved their
project management capabilities by freeing their time through reduction in rework, better appreciation and enhanced
employee morale, etc.
It is quite clear from the case study that a conscious interweaving of the project management philosophy with
contemporary philosophies can actually help project managers to achieve significant business results by way of focus,
objectivity and stakeholder commitment.
ACKNOWLEDGEMENTS
1) Mr. Surya Gadiraju for reviewing the Six Sigma project and for his tacit encouragement through testing times
2) Mr. Ravi Kumar Meduri for the excellent support, encouragement and good insights
3) Jaipal Naidu and Krishna Chaitanya Vutla for their valuable contribution in the form of discussions,
brainstorming and the excellent support they have rendered during the course of the project.
REFERENCES AND BIBLIOGRAPHY
1. Ram Charan, Larry Bossidy, Confronting Reality: Doing What Matters to Get Things Right, Oxford University,
New York, 1992.
2. http://www.isixsigma.com/library/content/c020815a.asp
3. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Third Edition
11. Disclaimer: The views expressed in this paper are the author’s personal views and in no way are representative of his
organization, nor is the organization liable for any outcome that is related to this paper.