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The successful implementation of any Six Sigma project depends on the ability of Six Sigma professionals such as black belts to break down a large project into smaller manageable sub-projects. This breaking down of mammoth projects into several smaller projects is technically referred to as work-breakdown structure (WBS).

The fact that Six Sigma projects need to be manageable in size is evident from past records, which indicate that most of the Six Sigma projects that were successfully implemented were neither too small nor too large. Most Six Sigma projects are large, having multiple aims and objectives. However, their chances of success are limited as long as they are not broken down into smaller sub-projects using the WBS approach.

The WBS Approach

The main function of a WBS is to provide black belts with the necessary tools and techniques that will allow the breakage without compromising with the goals and objectives of the project. WBS concentrates on achieving results that can be easily integrated with the results of other smaller sub-projects. WBS also provides for problem-free breakage of work schedules and targets without having to expend extra resources on hiring new Six Sigma professionals or investing in new systems and technologies. This way, companies are able to utilise their existing resources to their fullest, while getting the benefits of Six Sigma projects at the same time.

The WBS Process

The WBS process starts with defining the nature and scope of various sub-projects and how they are interrelated to each other. However, achieving this is often not easy because it is quite complex and a little mistake on part of the black belt can severely affect the successful implementation of the project. The standard breaking-down process is achieved by employing Six Sigma tools and methodologies such as decompositions and integrations. For example, suppose a software company has undertaken the development of a data related software program.

In this case, the software company will use Six Sigma tools to decompose client requirements into specific engineering requirements. If the client has requested for a program that will covert data into X-bar chart, the request will be decomposed into smaller engineering requirements such as the logic or formula for computing ranges and plotting data points. After this, the next step will involve integration, which in this case would be developing an interface that will link various smaller modules for producing the X-bar chart and displaying it on the screen.

Dealing with Project Deliverables

All Six Sigma projects have to deal with project deliverables, which are clearly specified in the mission statement by project sponsors. However, measuring and tracking of deliverables is often too difficult and unless they are broken down into smaller packages, it will be quite impossible to obtain cost and time estimates for each deliverable. By utilising WBS, deliverables as defined in mission statement can be broken down into smaller manageable components.

After working on each deliverables separately, each of them can be integrated together without affecting the basic nature of these deliverables as defined during the start of the project.

The basic aim of WBS is to ensure the successful implementation of a large Six Sigma project. Although standard WBS tools are available, black belts can also use their creativity and experience for breaking large projects into smaller sub-projects. Whatever be the procedure employed, one thing is certain that without WBS, none of the large Six Sigma projects would have ever been successfully implemented.

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The key to a successful project is in the planning. Creating a project plan is the first thing you should do when undertaking any kind of project.

Often project planning is ignored in favour of getting on with the work. However, many people fail to realise the value of a project plan in saving time, money and many problems.

This article looks at a simple practical approach to project planning. On completion of this guide you should have a sound project planning approach that you can use for future projects.

Step 1 Project Goals

A project is successful when the needs of the stakeholders have been met. A stakeholder is anybody directly or indirectly impacted by the project.

As a first step it is important to identify the stakeholders in your project. It is not always easy to identify the stakeholders of a project, particularly those impacted indirectly. Examples of stakeholders are:

• The project sponsor
• The customer who receives the deliverables
• The users of the project outputs
• The project manager and project team

Once you understand who the stakeholders are, the next step is to establish their needs. The best way to do this is by conducting stakeholder interviews. Take time during the interviews to draw out the true needs that create real benefits. Often stakeholders will talk about needs that aren’t relevant and don’t deliver benefits. These can be recorded and set as a low priority.

The next step once you have conducted all the interviews and have a comprehensive list of needs is to prioritise them. From the prioritised list create a set of goals that can be easily measured. A technique for doing this is to review them against the SMART principle. This way it will be easy to know when a goal has been achieved.

Once you have established a clear set of goals they should be recorded in the project plan. It can be useful to also include the needs and expectations of your stakeholders.

This is the most difficult part of the planning process completed. It’s time to move on and look at the project deliverables.

Step 2 Project Deliverables

Using the goals you have defined in step 1, create a list of things the project needs to deliver in order to meet those goals. Specify when and how each item must be delivered.

Add the deliverables to the project plan with an estimated delivery date. More accurate delivery dates will be established during the scheduling phase, which is next.

Step 3 Project Schedule

Create a list of tasks that need to be carried out for each deliverable identified in step 2. For each task identify the following:

• The amount of effort (hours or days) required to complete the task
• The resource who will carryout the task

Once you have established the amount of effort for each task, you can workout the effort required for each deliverable and an accurate delivery date. Update your deliverables section with the more accurate delivery dates.

At this point in the planning you could choose to use a software package such as Microsoft Project to create your project schedule. Alternatively use one of the many free templates available. Input all of the deliverables, tasks, durations and the resources who will complete each task.

A common problem discovered at this point is when a project has an imposed delivery deadline from the sponsor that is not realistic based on your estimates. If you discover that this is the case you must contact the sponsor immediately. The options you have in this situation are:

• Renegotiate the deadline (project delay)
• Employ additional resources (increased cost)
• Reduce the scope of the project (less delivered)

Use the project schedule to justify pursuing one of these options.

Step 4 Supporting Plans

This section deals with plans you should create as part of the planning process. These can be included directly in the plan.

Human Resource Plan

Identify by name the individuals and organisations with a leading role in the project. For each describe their roles and responsibilities on the project.

Next, describe the number and type of people needed to carryout the project. For each resource detail start dates, estimated duration and the method you will use for obtaining them.

Create a single sheet containing this information.

Communications Plan

Create a document showing who needs to be kept informed about the project and how they will receive the information. The most common mechanism is a weekly/monthly progress report, describing how the project is performing, milestones achieved and work planned for the next period.

Risk Management Plan

Risk management is an important part of project management. Although often overlooked, it is important to identify as many risks to your project as possible and be prepared if something bad happens.

Here are some examples of common project risks:

• Time and cost estimates too optimistic
• Customer review and feedback cycle too slow
• Unexpected budget cuts
• Unclear roles and responsibilities
• Stakeholder input is not sought or their needs are not properly understood
• Stakeholders changing requirements after the project has started
• Stakeholders adding new requirements after the project has started
• Poor communication resulting in misunderstandings, quality problems and rework
• Lack of resource commitment

Risks can be tracked using a simple risk log. Add each risk you have identified to your risk log and write down what you will do in the event it occurs and what you will do to prevent it from occurring. Review your risk log on a regular basis adding new risks as they occur during the life of the project. Remember, when risks are ignored they don’t go away.

Congratulations. Having followed all the steps above you should have a good project plan. Remember to update your plan as the project progresses and measure progress against the plan.