Discusa About The TQM vs. Six Sigma Total Quality Management.
Project management methodology is an important stage for the implementation of the project. The methodology indicates the possible phases and the ways of implementation for the project so that the project can serve its purpose effectively. There are different methodologies for the implementation of the projects (Snyder and Dionisio 2017). Some of the common methodologies are PRINCE 2, Agile. Each of the methodologies has certain advantages and disadvantages. Different methodologies contains different stages for the implementation. Each approach has the specific way for the implementation of the objectives of the project. The right selection of the methodology has certain advantages such as , it helps to reduce wastage of resources along with that it also helps to save the time and helps to complete the project in the granted time (Waheed 2014). The selection of the project management methodology depends on the requirements of the project (He et al. 2017). In this article, three project situations in the three organizations along with their requirements are given. The main objective of this paper is to choose the right methodology for the implementation of the project for the each organization. The methodology is chosen on the basis of the different requirements for the three different project and the analysis of the each methodology has been done on the basis of working principals, advantages and disadvantages. The conclusion is made on the basis of the reflection and the overall findings from the discussion.
Project management methodology is a model that provides the implementation way for the project. The application of the project management methodology helps the project managers to evaluate the project in an effective way along with the evaluation of the long term benefits and the possible challenges (Cheng, Malik and Sorooshian 2017). The deployment of the methodologies is dependent on the requirements and the type of the project.
In this article the two methodologies will be discussed and the application of one of those two methodologies will be evaluated on the basis of the requirements of the three organizations. The two methodologies discussed in this article is PMBoK and PRINCE2.
PMBoK: Project Management Body of Knowledge is a guide for project management. It merges all the knowledge regarding the project management (Fernandes Gonçalves et al. 2017)t. The Project Management Body of Knowledge is a framework provided by Project Management Institution and the standard maintained by it is American National Standards Institutions. PMBoK is not a methodology , it can be considered as a good practice in the project management .
The diagram showing the inter relation of the phases in the PMBoK is referred to the figure 1 in Appendix section.
Project Initiation: In this phase, the objective and the goal of the project is defined. The initial phase of the stage starts with the discussion about the case study. The feasibility of the project scope is done in this phase. The requirements of the stakeholders are evaluated in this phase. The possible methodologies are on the basis of the discussion with the project team and the stakeholders.
Project planning: In this phase, the development of the stages for the compilation of the project is done. In order to compile the project successfully the specific blueprint is needed to be made. The setting of the goals are done in this phase. The goals can be set using two popular methods- S.M.A.R.T and CLEAR.
Project Execution: The execution of the project deals with the execution of the goals and the plans from the previous stage. The project manager should be aware of the fact that the performance of all the processes in this stage is done accordingly
Performance and monitoring phase: The execution part is followed by the monitoring and controlling of the executed works (Jacobs, Swink and Linderman 2015). The performance evaluation is the important factor to determine the effectiveness of the execution. In order to do this the monitoring of the performance is needed.
Closing of the project: This phase of the project management indicates ending of the project. This stage includes the identification of the useful resources along with the lessons that indicates the further improvement.
PRINCE2 indicates the Projects IN Controlled Environments. It is a structured project management method, which is developed by Office of Government Commerce, UK. PRINCE2 has seven principals which are justification of the continued business, learning from the experience, defining the roles and responsibilities, focusing on the products, managing the project environment and manage by the exception.
In order to cover these seven principals there are seven process in the PRINCE2 methodology. These are-
The workings and the interrelations of the phases in the PRINCE2 methodology has been referred to the figure 2 in the appendix section.
There are three companies those are needed to be evaluated in this article.
Organization A is related to the technological service. It is a USA based company which manufactures the high end and high volume memory chips which is also known as wafer manufacturing. The current number of employees in this organization is 2100. The main objective of the company is to develop and expand the business in the North and South America. The current framework, the company is using is Capability Maturity Model Integration.
In the business situation of the organization A , a framework is already existing. There is no need for the improvisation of the current model from the organization’s end. The main objective is to expand the business in a larger scale (Anbari 2018). In this situation, the application of the PMBoK can be applicable. The use of PMBoK will indicate the way that has to be followed by the organization for the expansion of the business, rather than developing a project .
The process of application of the PMBOk in the organization A can contain the following stages:
Initiation: In this phase, the organization A can evaluate the requirements for the expansion of the business in North America and South America. The discussion can be down between the management of the organization and the stakeholders off the organization. Apart from that, the organization can consider different policies regarding the business and laws existing in these two regions. This will help the organization, to evaluate different opportunities and challenges in the expansion of the business.
Planning: This phase will develop the framework for expanding the business based on the information and the requirements gathered from the previous phase (Coppola, D’Ambrogio and Gianni 2016). The planning phase should consider the ways to eliminate the challenges and should be considered about the opportunities.
Execution: The execution of the actions in the planning phase has to be done properly in this phase. In this phase the organization A needs to take actions that will help to expand the business. These actions can be executed by the different officials of the organization (Antony, Rodgers and Gijo 2016). The actions can be consist of staring a new brunch of the organization at the different parts of the North and South America. The new recruitment is needed to be done for the new brunches across the continents (Antony et al.2017). The development of the infrastructure in the new offices and the evaluating the acceptance of the products and the services form the company in the new market situation can be done by the organization in this phase.
Monitoring: In the monitoring phase, the organization can monitor the result of the executing plans (Beims and Ziegenbein 2014). The monitoring phase consists the evaluation of the executed plan, and the current market position of the company after the expansion of the business.
Closing: The closing phase denotes the compilation of the planning done by the organization. The closing of the project depends on the statues of the monitoring phase (Ertl 2014). In case, if the monitoring phase indicates that the implementation of the plan for expanding the business of the organization A has been successful, and the objective of the company y has been fulfilled, the closing phase can be obtained (Solomon 2015). This phase is concern about the evaluation of the whole planning of expansion of the business (Karaman and Kurt 2015). This consists the opportunities for the further improvement of the company along with analysis of the possibilities for further expansion of the business in selected region.
The process of expansion of the business for the organization A has been described through a diagram referred to the Appendix 3.
The organization B is related to the construction business. The organization B is an European company which has its base at Paris in France. The company has currently 300 employees. The main objective of the company is to increase the number of the construction project within the Europe. The director of the company wants to adopt a business case of every projects.
In this case, a common project management method can be obtained that can be applicable for all the projects obtained by the organization (Bentley 2015). The organization follows the Euroocdes for the construction project (Roudias 2015). However, this standard represents the quality of the work done by the organization B, but does not provide the project management methodology for implementation of the project.
PRINCE2 methodology can be followed for fulfilling the objectives of the organization B. The PRINCE2 methodology ensures the compilation of the construction projects in a specific and sustainable way, along with that it also ensures maintaining the Eurocodes standard. This will ensures the quality and the effectiveness of the each projects
Starting of the project: In this phase , the organization B can gather all the relevant requirements required for the particular construction project (Sabet, Adams and Yazdani 2016). The transparency in the requirements will help to develop the planning phases for the organization.
Initialization of the project: This phases consists of planning the project based on the gathered requirements (Karaman and Kurt 2015). The planning of all the projects of the organization B is needed to be relevant with the methods of the construction business (Huang 2017). It should also be compatible with the Eurocodes for the construction business.
Project direction: This phase is concerned about the direction for the execution of the project. In this phase, the execution of the project is done on the basis of the requirements and the planning of the construction projects (Krysi?ski and Miller 2016). The accuracy of this phase is dependent on the correctness of the planning and requirements gathering for the development of the project.
Controlling: The controlling of the construction project indicates that the supervision of the executing has been done in a proper way. The quality of the project is dependent on this phase.
Delivery management: This phase is concerned about delivering the quality products to the consumers.
Closing of the project: After the compilation of all the stages the closing the construction project is done.
Organization C is related to the financial services. It is an Australia based company with 800 employees. The company has the existing business model which is effective , however, the main demand of the company is to improve the quality of service provided by them (Eastham et al. 2014) . In this case, the Six sigma can be deployed for the organization C as, it is concerned about the improvement of the services.
Six sigma is a quality control development. There are two project management methodologies which is based on the six sigma (Antony, Snee and Hoerl 2017). One of them is DMAIC which is applicable to improve the quality of the existing system. DMAIC( Deming’s Plan-Do-Check-Act cycle) can be applicable for the organization as , it is only concerned about the improvement of the existing plan. . The processes of DMAIC is referred to the figure 3 in the appendix. The organization has to follow five different phases to implement the DMAIC:
System definition: This phase is concerned about gaining the knowledge about the requirements.
Measurement of the key aspects: This phase is concerned about the collection of the relevant data.
Analysis: The analysis of the requirements and the collected data are evaluated to know the cause and effects of all the actions taken in the organization.
Improvement: The analysis of the data can indicate the opportunities for the further improvement of the process.
Control: After detecting the areas for the improvement , the opportunities for the control of the future processes are needed to be evaluated.
Organization A (PMBoK):
Steps to mitigate the difficulties:
Organization B(PRINCE2)
Steps to mitigate the difficulties:
Organization C (Six Sigma)
Steps to mitigate the difficulties;
Organization A:
Organization B:
Organization C:
Conclusion
It can be concluded form the above discussion that the implementation of the project management methodologies will help to achieve the goals of the companies. The selection of the methodology has been done on the basis of the requirements of the organizations. There are certain advantages and the disadvantages . Those advantages and disadvantages are evaluated on the context of the companies. It can be said from the discussion of the article the adaptation of those methodologies will be helpful for the positive modification of three companies.
References
Anbari, F.T., 2018. Innovation, project management, and Six Sigma method. In Current topics in Management (pp. 111-126). Routledge.
Antony, J., Rodgers, B. and Cudney, E.A., 2017. Lean Six Sigma for public sector organizations: is it a myth or reality?. International Journal of Quality & Reliability Management, 34(9), pp.1402-1411.
Antony, J., Rodgers, B. and Gijo, E.V., 2016. Can Lean Six Sigma make UK public sector organisations more efficient and effective?. International Journal of Productivity and Performance Management, 65(7), pp.995-1002.
Antony, J., Snee, R. and Hoerl, R., 2017. Lean Six Sigma: yesterday, today and tomorrow. International Journal of Quality & Reliability Management, 34(7), pp.1073-1093.
Beims, M. and Ziegenbein, M., 2014. IT-Service-Management in der Praxis mit ITIL®: Der Einsatz von ITIL® Edition 2011, ISO/IEC 20000: 2011, COBIT® 5 und PRINCE2®. Carl Hanser Verlag GmbH Co KG.
Bentley, C., 2015. PRINCE2 for beginners. Routledge,.
Cheng, J.K., Malik, Z.A. and Sorooshian, S., 2017. Understanding the Interrelationship Between Different Knowledge Areas in PMBOK Through the Development of System Dynamics Model. The Social Sciences, 12(3), pp.473-481.
Coppola, D., D’Ambrogio, A. and Gianni, D., 2016. Bringing Model-based Systems Engineering Capabilities to Project Management: an Application to PRINCE2. In CIISE (pp. 6-15).
Eastham, J., Tucker, D.J., Varma, S. and Sutton, S.M., 2014. PLM software selection model for project management using hierarchical decision modeling with criteria from PMBOK® knowledge areas. Engineering Management Journal, 26(3), pp.13-24.
Ertl, B., 2014. Applying PMBOK to Shutdowns, Turnarounds and Outages. maintenance & asset management, 20(3), p.19.
Fernandes Gonçalves, E., Meirelles Drumond, G. and Picinini Méxas, M., 2017. Evaluation of PMBOK and scrum practices for software development in the vision of specialists. Independent Journal of Management & Production, 8(5).
He, Z., Deng, Y., Zhang, M., Zu, X. and Antony, J., 2017. An empirical investigation of the relationship between Six Sigma practices and organisational innovation. Total Quality Management & Business Excellence, 28(5-6), pp.459-480.
Huang, G., 2017. Effects of Organizational Project Management Maturity on Competitive Advantages: A Quantitative Descriptive Study (Doctoral dissertation, University of Phoenix).
Jacobs, B.W., Swink, M. and Linderman, K., 2015. Performance effects of early and late Six Sigma adoptions. Journal of Operations Management, 36, pp.244-257.
Karaman, E. and Kurt, M., 2015. Comparison of project management methodologies: prince 2 versus PMBOK for it projects. Int. Journal of Applied Sciences and Engineering Research, 4(5), pp.657-664.
Karaman, E. and Kurt, M., 2015. Comparison of project management methodologies: prince 2 versus PMBOK for it projects. Int. Journal of Applied Sciences and Engineering Research, 4(5), pp.657-664.
Krysi?ski, M. and Miller, P., 2016. The Role of Conflict in Project Management in the PRINCE2 Methodology. Ekonomika i Organizacja Przedsi?biorstwa, (6), pp.3-12.
Roudias, J., 2015. Mastering Principles and Practices in PMBOK, Prince 2, and Scrum: Using Essential Project Management Methods to Deliver Effective and Efficient Projects. FT Press.
Sabet, E., Adams, E. and Yazdani, B., 2016. Quality management in heavy duty manufacturing industry: TQM vs. Six Sigma. Total Quality Management & Business Excellence, 27(1-2), pp.215-225.
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Solomon, P., 2015. A Contract Requirement Rule for Program Managers. Defense AT&L, 44(6), pp.26-29.
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