PMcrunch

There is much discussion, and often confusion over the difference between Lean and Six Sigma. In general, here is the essence of the two approaches: Lean = Improved process flow and Six Sigma = Reduced process variation. This post provides discussion and links to various resources that take a look at this from different angles.

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Six Sigma projects are derived from organizational strategy, in the same way that organizational strategy drives the selection of all projects and programs in an organization’s Portfolio. So, how do the business drivers that are at work result in some projects being Six Sigma projects, and others not?

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There are many posts in the forums and blogs on the topic of whether it is better to go for a PMP or MBA. I think there is great value in both, but I think they serve 2 different purposes. Having earned both a PMP and an MBA, I have some definite thoughts on this, but of course in the end it is a personal decision.

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Business or organizational strategy is intended to drive all decisions within an organization. It provides a direction, a rallying point, and a litmus test for decisions at all levels. Hence, it only stands to reason that strategy would drive the project portfolio management process.

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Thomas Edison was the quintessential mistake maker. He believed that the more mistakes he made, the more wrong answers and wrong solutions he could eliminate and, therefore, the closer he came to the correct solution to his problems. In management and on projects, on one hand, we seek to minimize mistakes but it is important to recognize when “mistakes” can actually be beneficial and produce positive outcomes. Indeed, we should not be afraid to make mistakes but rather should try to control and leverage the process. The project portfolio management process is an ideal place to formally do this.

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Innovation is one of those buzz words that evokes positive emotions. It is generally considered a “good” thing, and therefore is something that we want to do. However, there are other things to consider so, lets put innovation into perspective as a project management tool.

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There is an interesting aspect to the relationship between processes and projects. Where processes are what keep a business flowing on a day to day basis, projects are what puts new processes in place, re-shapes existing processes, or replaces a process. Processes have lifecycle; most processes have a finite life. Thus projects have a very definite place in the lifecycle of processes.

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As each of our organizations, large and small, has its own unique business processes, it is helpful for everyone to understand some simple techniques for understanding, documenting, streamlining, and communicating those processes.

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Since 2000, we have seen a bit of a smoldering of the red hot ambers from pre-2000 IT, and only gradually are things coming to a new order. But there are some emerging themes. They revolve around the idea that Business Process Improvement is hotter than ever, and is alive WITHIN information technology in addition to applying info tech to other parts of the organization.

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Web sociologists and philosophers have both overestimated and underestimated the power of blogs. Blogs, or online diaries, as some people have mistakenly labeled them, are now all over the Internet. Blogs indeed have so many possibilities for projects, that in each case it needs to be considered carefully.

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