Project Management- Six Sigma’s DMAIC process first define and quantify a problem, then measurement data is collected to clarify the problem Analytical tools are then applied to trace the problem & a solution for the root cause is identified and implemented. And finally, the improved operations are subjected to ongoing control to prevent recurrence. The DMAIC approach focuses on the improvements to the process, not the control of the project management process.

Project Management refers to the process of getting the project completed within the available resources and designated time frame effectively and efficiently. It includes various crucial entities that are:

• Project Charter and Plan – Project charter is a statement of objectives of a project which also sets out detailed project goals, roles and responsibilities.
• Project Scope – After defining the project charter and planning, the project scope is finalized thus, defining the resource requirement and listing the affected departments during the project execution.
• Project Metrics – They are the essential component of project management which shows the status of the project.
• Project Documentation – It involves documenting all objectives, milestones, activities, process and blueprints of the project or in short all documents from project being conceived to implementation so as to provide accurate measure of project success.
• Project Closure – It is the last phase of project which confirms achievement of laid objectives for the project with completion of required documentation.

The Integration of the Two Approaches

When the process control strength of project management is combined with the troubleshooting strength of Six Sigma, an organization can create a consistent, controlled and predictable process troubleshooting system. This integration can begin with developing a project life cycle. Implementing Six Sigma methodology to define a problem adds statistical knowledge of the problem, thus reducing the chance of an incorrect assessment of the issue.

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