Oct 13, 2015 - methodologies are evaluated in the light of lean six sigma ... that if possible how a lean six sigma methodology can help project management.
2016
EVALUATION OF PROJECT MANAGEMENT METHODOLOGIES IN THE LIGHT OF LEAN SIX SIGMA AND ITS EFFECTIVENESS ON IT. Thesis Submitted to Coventry University UK for the degree of Engineering Project Management 2015 (ECT030).
Mirza umer baig SID # 6232861 Coventry University 1|Page 1/1/2016
DEDICATION I dedicate my research work to my family, friends and teachers. I have a special feeling of gratitude to my loving parents whom words of encouragement and a push for tenacity still rings into my ears. A very special to my parents again as they have done so much for me in my whole life, I am lucky to have them as my parents. I am thankful to my ALMIGHTY ALLAH for giving me such nice parents. I pray for their long life and health. Lastly, I want to dedicate my work to a very extraordinary person, my life partner Mimi Ammelia, she has been very supportive to me through my journey so far. Very special thanks to her for coming into my life.
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Acknowledgements
I would like to thank Almighty ALLAH for giving me strength and wisdom to accomplish this research work with the best of my abilities. A Special thanks to my Supervisor Mrs
Lydia Adigun, for her countless hours of reflecting,
reading, encouraging and most of all patience through the entire project. I wish her a long life and may she always stay happy and healthy, as she was always there in the hour of need. I would like to thank other faculty member of providing assistance when requested.
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DECLARATION
I declare that all the work in this study is my own personal effort. Where ever any idea has been taken from some other source, it has been referenced. I take the sole responsibility of conducting this research.
MIRZA UMER BAIG SID # 6232861 Date: 04-01-2016
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TABLE OF CONTENTS Contents DEDICATION................................................................................................................................................. 1 Acknowledgements .................................................................................................................................... 3 DECLARATION ............................................................................................................................................. 4 List of Tables ............................................................................................................................................... 6 List of Figures .............................................................................................................................................. 7 ABSTRACT .................................................................................................................................................... 8 INTRODUCTION ........................................................................................................................................... 9 1.1-
BACKGROUND ............................................................................................................................. 9
1.2-
RESEARCH AIM .......................................................................................................................... 11
1.3-
PURPOSE ................................................................................................................................... 12
1.4-
DESIGN/METHODOLOGY/APPROACH...................................................................................... 12
1.5-
OBJECTIVES ............................................................................................................................... 12
1.6-
SCOPE OF THE RESEARCH ......................................................................................................... 13
1.7-
RESEARCH PROBLEM ................................................................................................................ 13
CONCLUSION............................................................................................................................................ 13 LITERATURE REVIEW ................................................................................................................................. 15 2.1- PROJECT MANAGEMENT ................................................................................................................ 15 2.2- PROJECT MANAGEMENT METHODOLOGIES .................................................................................. 16 2.3- EXAMINING THE NEED FOR METHODOLOGIES ............................................................................ 17 2.4- THE IMPORTANCE OF THE RIGHT METHODOLOGY........................................................................ 17 2.5- AGILE PROJECT MANAGEMENT METHODOLOGY .......................................................................... 18 2.6- PRINCE2 PROJECT MANAGEMENT METHODOLOGY ...................................................................... 19 2.7- LEAN SIX SIGMA METHODOLOGY .................................................................................................. 23 2.8- WATERFALL PROJECT MANAGEMENT METHODOLOGY ................................................................ 27 2.10- SUMMARY .................................................................................................................................... 29 RESEARCH METHODOLOGY ...................................................................................................................... 30 3.1 INTRODUCTION ............................................................................................................................... 30 3.2 TYPE OF QUALITATIVE RESEARCH ................................................................................................... 32 3.3 RESEARCH ANALYSIS METHOD ........................................................................................................ 33 3.4 DESIGN OF RESEARCH ..................................................................................................................... 34 3.5-
CONCLUSION AND RECOMMENDATIONS ................................................................................ 37
3.6-
RESEARCH LIMITATIONS ........................................................................................................... 37 5|Page
3.7-
ETHICAL CONSIDERATION......................................................................................................... 37
3.8-
SUMMARY ................................................................................................................................. 38
DATA COLLECTION (MULTIPLE CASE STUDIES) ........................................................................................ 39 4.1- Case Study: FBI sentinel project ..................................................................................................... 39 4.2- CASE STUDY- ERICSSON SERVICES IRELAND ................................................................................... 42 4.3- Case Study- Getronics .................................................................................................................... 44 4.4- Case Study- Colorado Spring Utilities ............................................................................................. 45 ANALYSIS OF THE DATA ............................................................................................................................ 47 5.1- A BRIEF COMPARISON OF METHODOLOGIES ................................................................................ 49 5.2- ANALYSIS OF PROJECT MANAGEMENT METHODOLOGIES IN THE LIGHT OF LEAN SIX SIGMA AND ITS EFFECTIVENESS ON THESE METHODOLOGIES ................................................................................. 53 5.3- SUMMARY ...................................................................................................................................... 58 CONCLUSION AND RECOMMENDATION .................................................................................................. 59 6.1- CONCLUSION .................................................................................................................................. 59 6.1.1- Answer to Research Problem ................................................................................................. 62 6.2- RECOMMENDATIONS FOR FUTURE RESEARCH.............................................................................. 63 BIBILIOGRAPHY ......................................................................................................................................... 64 Appendix A : Certificate of Approval........................................................................................................ 71 Appendix B : Ethics Approval ................................................................................................................... 72 Appendix C : Risk Analysis Table ................................................................................................................ 91 Appendix D: Gantt chart ........................................................................................................................... 93 Appendix E: Resource Sheet ..................................................................................................................... 94
List of Tables Table No.
Title
Page No.
1
Comparison of methodologies in manufacturing and Software development
52
2
Waterfall approach vs. LSS waste: a comparison
52
3
Agile approach vs. LSS waste: a comparison
54
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List of Figures Figure-1
Problem resolution and fault finding technique
16
Figure-2
PRINCE2 OVERVIEW
20
Figure-3
Research Design
34
Figure-4
Comparison of various project management methodologies
49
Figure-5
PM methodologies comparison
51
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ABSTRACT As an organization project management has been growing consistently globally around the world as a discipline. For the organizations to gain competitive advantage in the project management industry, organizations are being faced with selecting different project managers which can introduce unique services, innovative products, and systems so as to successfully apply new strategies. Project management methodology basically is defined as a set of techniques, procedures, rules, templates, methods and best practices that are used on the project. It basically defines the approach on a specific project as a set of guidelines and principles that defines how a project is managed basically. Project management is not about selecting a good team to deliver a project but to enable project managers to apply their innovative skills to deliver a good quality project in order to satisfy customers. It can be seen that over the last century, project management methodologies have been improved to an instant that can provide basic components to a project for its processes to improve the existing systems or to introduce new services or product to the market. Project management methodologies are evaluated in the light of lean six sigma methodology and it will be discussed that if possible how a lean six sigma methodology can help project management methodologies to get better for delivering some exceptional projects which can meet customer’s requirements and help project to achieve its set objectives while remaining in the scope. A review of the literature, research methodology and analysis of the multiple case studies with a conclusion and recommendation will help project managers to make a decision in selecting some good project management methodology to apply to a project in order to achieve the objectives set.
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CHAPTER # I INTRODUCTION 1.1-
BACKGROUND
“There is a theory which states that if ever anybody discovers exactly what the Universe is for and it is here, it will instantly disappear and be replaced by something even more bizarre and inexplicable. There is another theory which states that this has already been happened.” [Douglas Adams] So many authors have written about project management in the last decade but finding a real effective book or journal or report regarding project management methodologies is very rare. Researcher has come across very few authors who have written about project management methodologies. It’s been quite noticing that projects have failed in past to deliver what they promised to in order to satisfy the customers or stakeholders. This research is more concerned about the project management methodologies and Lean Six Sigma methodology. In today’s world, methodologies needs to be improved in order to remain in the system and are able to deliver what they promise to. Project management methodologies have been playing their part in managing project either on a small or a big scale. In the absence of methodology, project cannot excel. So methodologies are important for a project but which methodology to apply is a question mark whenever a project is started. Project managers have to be very careful in applying a methodology because a wrongly chosen methodology can lead a project to a disaster not only in term of cost but in terms of time and customer and stakeholder satisfaction as well while reputation of a project manager gets on stake. A methodology is a set of guidelines or principles that can be applied or tailored to a specific situation. In a project management, these guidelines might be the list of things to do. A 9|Page
methodology could also be specific approach, templates, forms, and even checklists used over the project life cycles. [PMBOK, 5th Ed.] There is no single project management methodology that can be applied to one or different projects. In todays’ world most of the organizations and many of the project managers do focus on only one methodology rather than trying different methodologies which can actually bring benefits to the organizations and it becomes easy for mangers to decide for the future which methodology they want to adopt and which is good for their project. Limiting to one methodology do actually limits the focus of the company to meet customer demands and project related details. Most of the time trying to fit one specific methodology, becomes difficult to understand and thus not easy to implement. It has been found out that there is an additional problem in applying single methodology because it becomes problematic using a single methodology as it stands. Project managers have found out that a methodology can be modified in order to achieve best results for the project to deliver and meet organizational goals and objectives. For the organizations to gain competitive advantage in the project management industry, organizations are being faced with selecting different project managers which can introduce unique services, innovative products, and systems so as to successfully apply new strategies. Project management methodology basically is defined as a set of techniques, procedures, rules, templates, methods and best practices that are used on the project. It basically defines the approach on a specific project as a set of guidelines and principles that defines how a project is managed basically. Project management is not about selecting a good team to deliver a project but to enable project managers to apply their innovative skills to deliver a good quality project in order to satisfy customers. It can be seen that over the last century, project management methodologies have been improved to an instant that can provide basic components to a project for its processes to improve the existing systems or to introduce new 10 | P a g e
services or product to the market. Project management methodologies are evaluated in the light of lean six sigma methodology and it will be discussed that if possible how a lean six sigma methodology can help project management methodologies to get better for delivering some exceptional projects which can meet customer’s requirements and help project to achieve its set objectives while remaining in the scope Over the past few years, Lean Six Sigma has proven as a best practice for enhancing processes. Many of the companies are employing Lean Six Sigma methodology to get best results and maximize the benefits. Lean Six Sigma methodology can significantly make a good impact on project management methodologies as it focus more on the customer needs and requirements. Very few studies have been reported to be done on the project management methodologies involving Lean Six Sigma. There is always a room to modify a specific methodology, if it brings good for the organization and the customer. Lean Six Sigma has been producing benefits especially for the last five years as this methodology does involve everyone from bottom to top and top to bottom. 1.2-
RESEARCH AIM
The aim of this research is to evaluate the different types of project management methodologies that are being carried out in different types of organizations and to understand that how these activities are being carried out and likewise explore the applicability of Lean Six Sigma methodology into project management methodologies. This research paper will also outline the underlying issues of different project management methodologies in the execution of projects. Researcher will examine the fact that if project management methodology can be modified in term of Lean Six Sigma methodology to improve project management process and 11 | P a g e
performance in an effective and efficient way. Different project management methodologies will be evaluated that are being applied at different types of organizations. This research will aim for on how to make customers better satisfied while delivering project on time with the help of Lean Six Sigma methodology but risks are associated with it as well which will be discussed along with the project management methodologies. 1.3-
PURPOSE
The purpose of this research is to provide an evaluation on the project management methodologies in the light of Lean Six Sigma methodology and its effectiveness involving different types of organizations.
1.4-
DESIGN/METHODOLOGY/APPROACH
A wide literature review based on experiences of practitioners and academic sources. A multiple case study approach will be undertaken to meet the objectives of the research.
1.5-
OBJECTIVES
1- To review literature on project management methodologies that different manufacturing companies are using for their projects. 2- To review literature as why some projects are not delivered on time or what are the under performance in the current projects. 3- To collect the data for the analyses of the effectiveness and role that Lean Six Sigma methodology can play for the improvements in project management methodologies.
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4- To draw a relationship between the lean six sigma methodology and project management methodologies to help analyse, design and implementation of these improvements? 5- To make a recommendation for the project management methodologies and Lean Six Sigma methodology.
1.6-
SCOPE OF THE RESEARCH
Choosing the right project management methodology is essential for the project. These project management methodologies will be evaluated in the light of lean six sigma tools and its effectiveness on the methodologies. Research will be limited to the case studies. Sometimes it gets difficult to get exact data required and sometimes it can be changed or modified. Different organizations will be taken into consideration for the case studies to get a desired result. 1.7-
RESEARCH PROBLEM
On many occasions, project managers apply project management methodology that is not best suited for the project. They fail to identify which methodology is to apply because a wrongly selected methodology can lean to complete failure of the project. Researcher will examine different project management methodologies and if these methodologies can be modified in terms of Lean Six Sigma methodology to help project managers to control projects better.
CONCLUSION
It is tricky task when selecting a suitable project management methodology. There are number of factors to be considered while choosing a project management methodology as 13 | P a g e
each methodology of project management has its own strengths and weaknesses, own pros and cons. Therefore, there is no right or wrong methodology and what one should follow is the most suitable one for one’s project. These methodologies can be tailored according to the needs of the project, customers and stakeholders’ requirement.
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CHAPTER # II LITERATURE REVIEW Twentieth century projected the world into the age of innovation, technology, war, politics and business. By the end of Industrial Age, organization started to make themselves grow not only nationally but globally making themselves compete into global market, so whenever a company decides to go for a new venture, there were some teams who handle the current operations while the other team introduce new strategies in order to grow the business. So the concept of project management was introduced and over the decades, researchers and analysts have been examining the project management practices. This has helped organizations to develop different project management approaches. To understand the project management in its true spirit, it is best to review literature involving definition of project management as well as definitions of methodologies being applied in modern project management is mandatory. A review of the literature, research methodology and analysis of the multiple case studies with a conclusion and recommendation will help project managers to make a decision in selecting some good project management methodology to apply to a project in order to achieve the objectives set.
2.1- PROJECT MANAGEMENT A project is defined as a “temporary endeavour undertaken to create a unique product, service or result” (Stack pole, 2010, p.7). A project is always constrained by time. Every project has a definite end. So the uniqueness in project is that it has definite end when compared with a program or portfolio that has an indefinite end (Stack pole, 2010). This definite end of the project enabled Henry Gantt in inventing tool (Gantt chart) to manage projects. Edmonds (2010) states that it is virtually impossible to find a business today where there are no projects being employed.
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Project management is a growing field “the ability to define a goal, plan to reach it, and then execute the plan with accountability and control” (Samid, 1995, p. 18)
2.2- PROJECT MANAGEMENT METHODOLOGIES As the concept of project management evolved, organizations started to practice this management tool to gain competitive advantage globally and with the passage of time improvements were being introduced and now it can be seen that several methodologies are currently in practice due to investment made in time and research carried out. Different project management institutes are currently involved in making project management practices a lot better and are focusing to make to more useful tool by investing more research. The PMBOK (6th ed.) is a leading guide for most of the project management students and professionals. The PMBOK informs about the key components that a good methodology must contain because it does not serve a methodology itself. It throws light on the project scope, integration, time, project quality, cost, project communications, project risks, human resources. Project management methodologies will be discussed but with these methodologies there is project lifecycle attached to every methodology which includes initiating, planning, executing, control and closing (PMBOK, 6th ed). A literature review of methodologies will be discussed which includes Agile, Prince2, Lean Six Sigma, Waterfall. A project management methodology is a step by step methodology for managing a project. It provides the project manager with a proven framework, guiding principles, and standardized templates for managing a project (PMBOK, 5th Ed.). Detail of these areas will be discussed in following methodologies, but the guide also advocates that all projects hold to a project life cycle which includes initiating, planning, executing, control, and closing (Strait, 2006). The knowledge is always to apply a well-established method for managing project in a successful way. 16 | P a g e
2.3- EXAMINING THE NEED FOR METHODOLOGIES It has been seen that during the past decade, projects do require much tighter innovativeness and integration;
Figure-1 Problem resolution and fault finding technique (PMBOK) Everyone will agree to this that being an end user they would like have what they order for and what they want on the grounds for the good value of money. “Quality is what customer expects as a lasting experience” (Basu,, 2011a).
Project management methodology provides a mean for selecting the degree of project management consideration which is suitable for the project and these methodologies needs to modify according to the needs, specific risks and opportunities of each project.
2.4- THE IMPORTANCE OF THE RIGHT METHODOLOGY Over the years, the ones who are involved in managing projects have noticed that projects have some common characteristics which can be put together in an operational process which will help to manage the projects more effectively. Jason Charvat, (2003) emphasized that
"Adopting an incorrect methodology or having no project framework in place can very easily cause you to have: 17 | P a g e
• Cost and schedule slippage • Lack of communication with the team • Time wastage on the task which has no purpose • [Dependence] on technical expertise to get projects done • Project management breakdown" This is an important lesson which many project managers have failed to understand or have failed to pass on this piece of important information across the senior management. Some of the project management methodologies focus purely on technical part while others on more towards general approach. Methodologies should be used carefully because selecting a wrong methodology can lead to a disaster and will bring no good to the company.
2.5- AGILE PROJECT MANAGEMENT METHODOLOGY Agile project management delivers an approach that does offer swiftness but it holds back the concept of project management, project and project delivery. It works along with PRINCE2 and other quality processes such as ISO90001 and CMMI. Without introducing unnecessary risks Agile enables organizations to get benefits from this approach. This confirms that organizations can keep good practices around project management while it gets benefits of working in an agile way. Agile approach delivers solutions due to its flexibility but in a controlled process. It combines effectively the knowledge of people with technology to deliver tight projects in time frame. It provides confidence to project managers to run and control the project effectively. Agile methodology upholds “responding to changes over following a plan” (Mellor, 2005, p, 17). This methodology works on its own way by responding to the changes and not following the plan by itself because following a plan and not responding to the changes is itself is a 18 | P a g e
failure. Therefore, agile teams should be more reactive and adaptive to the rapidly changing project environment and to meet stakeholders and customers need. According to Cockburn & Highsmith, “the business and technology worlds have become so fast and unpredictable that it has become necessary to create change and respond rapidly to that change”. In Agile PM, a high level plan is created and end project is created iteratively with the detailed plans to be created by the team members and not the project manager. Agile team works in a complete collaboration to understand the scope and the customers need and changing environment in order to come up with a possible and evolving solution. It has been said that Agile PM contains well established and verified components that govern a project in a better way. It actually provides clearly defined responsibilities and roles to get everyone on board. The concepts found in Agile project management answer several distinct implications that are prevalent to in the world marketplace. The first is that “the business and technology worlds have become turbulent, high speed, and uncertain, requiring a process to both creates change and responds rapidly to change” (Cockburn & Highsmith, 2001, p. 131).
2.6- PRINCE2 PROJECT MANAGEMENT METHODOLOGY The Prince2 is one of the project management methodologies which stands for Projects IN Controlled Environments and was developed in 1989. It is the project management standard for the UK used for both public and private sectors. Prince2 is described as a structured project management approach and centres on eight characteristic techniques for the successful administration and control of a project (Karamitsos, Apostolopoulos, & Bugami, 2010).
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Figure-2 PRINCE2 OVERVIEW (PRINCE2, 2012) 2.6.1- STARTING UP A PROJECT This process actually focuses on selecting the project and the project management team. A Project Mandate is required to begin selection of team members and also outlines the purposes and results of the project (Karamitsos, Apostolopoulos, & Bugami, (2010). This mandate usually comes from a Programme Committee or a group of similar classification (Vais, Miron, Pedersen, & Folke, (2006). 2.6.2- DIRECTING A PROJECT This process starts with the starting up for the project until the project closure. Project board which is comprised of senior management team usually take control of directing the project. The board directs the team, provides them with the resources. To accomplish this task, the Project Board authorizes the initiation of the project, approves the business case for the project, reviews the project at each of its stage’s boundaries, engages in progress monitoring,
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and ensures that the project comes to an organized close while experiences from the project are shared with other (Karamitsos, Apostolopoulos, & Bugami, 2010). 2.6.3- INITIATING A PROJECT In this phase of initiation, a project initiation document is generated that include plans and estimated cost budget. Before moving forward in project, different issues such as project objectives, project constraints, project risk, project scope, benefits and delivery time of the project is being considered and if there are any questions or concerns, it has to be addressed.
2.6.4- CONTROLLING A MILESTONE This process involves each milestone to be directed until it is reached. It is alike, breaking up the project into different stages, monitoring each milestone so as project don’t go stranded. This process in Prince2 gives it uniqueness from other project management methodologies.
2.6.5- MANAGING PRODUCT DELIVERY This stage is all about managing stage boundaries. Moving successfully from one milestone or stage to another and making sure that all components of each stage have been fully satisfied. . In most projects, approval from a senior management team is necessary to move from one stage to the next (Karamitsos, Apostolopoulos, & Bugami, 2010).
2.6.6- PLANNING In planning, the project team is required to have a deliverable checklist and log of risks associated with the plan (Karamitsos, Apostolopoulos, & Bugami, 2010). This process is repeated over and over again for the entire project life.
Project Initiation Document- drawing the
Background 21 | P a g e
Objectives
Deliverables
Business case – benefits and costs
Organizations
Acceptance criteria
Product description
Project quality plans
Purpose
Responsibilities
Quality Criteria
Change Control
Risk Management
Analysis
Contingency
Risk log
2.6.7- CLOSING A PROJECT This phase involves the closing of the project. Closing of the project means to make sure that said objectives have been satisfied and deliverables have been delivered. According to Hinde (2012), closing a project is transferring the ownership of the final product to the customer.
To conclude, Prince2 project management methodology helps project teams in every area of the project to deliver it successfully and making the final customer fully satisfied.
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2.7- LEAN SIX SIGMA METHODOLOGY
The Six Sigma methodology was developed by Motorola, INC. in 1990. The approach is best described by researchers as “a data-driven structured problem solving methodology for solving chronic issues facing business” (Joshi, 2012, p. 2). This approach is being applied by most of the companies globally to gain competitive advantage in the market. The objectives of Six Sigma are ten-fold: to improve customer satisfaction, gain process knowledge, defeat reduction, yield improvement, obtain higher operating income, target Six Sigma standards, improve process capability, defeat the competition, gain market share, and produce continuous improvement (Joshi, 2012). This approach is highly systemised. Snee and Hoerl (2002) suggested that Six Sigma helps in contributing to sustain profitability, wiping out waste, minimising production/ delivery costs and increasing market shares. A Six Sigma is not a new invention to replace the existing quality improvement technique. It integrates many existing techniques employed by various firms (Antony, 2004; Kleffsjo et al, 2001). Lean, if consider to be itself, focus only on using minimum amount of resources i.e. people, material and capital. Lean is often considered to produce desired results but in achieving these result it take too long while Six Sigma, considered independently, helps to improve quality by augmenting knowledge generating processes and according to Sanjay Bhasin, this leads to slow, deliberate, change intolerant practices. So in order to fight with these challenges, organizations found to merge these two methodologies to achieve the better results. Lean Six Sigma (LSS) has been seen as a business improvement methodology (Pamfilie, Petcu and Draghici, 2012) integrating two distinctive management philosophies: Lean and Sixsigma (Pepper and Spedding, 2010) complementing each other in order to improve enterprises processes and results. This integration has been achieved blending their methods and 23 | P a g e
principles (George, 2003) using the DMAIC (define, measure, analyse, improve and control) cycle as the conjoint continuous improvement framework (Cheng and Chang, 2012) and conjointly making efforts to reduce production defects and process variability along with process simplification and standardization and waste reduction (Qu, Ma and Zhang, 2011).
2.7.1- CHARACTERISTICS OF LEAN SIX SIGMA:
Business improvement
Considered as business management system
Reduces process variation
Needs commitment and participation from the management team
Based on facts figures and data
Uses systematic approach for managing and running the programmes
Views all work as process
Project based approach
Focuses on choosing the right projects with identifiable problems
Focus on selecting and training the right people
2.7.2- LEAN SIX SIGMA METHODOLOGGY- A DMAIC APPROACH Basically with this methodology, a team states a problem and then find a solution to the stated problems and institute practices of the methodology to make sure that solution works for the causes.
2.7.2.1- Define In this phase of the DMAIC process, which is important for the survival of the project, different states such as current state, problem and desired future state are determined and 24 | P a g e
documented. The first component of the methodology requires project teams define the requirements and expectations of the customer, define the project boundaries, and define the process by mapping business flow (Kwak & Anbari, 2006).
2.7.2.2- Measure Qualitative and quantitative data are gathered to get a clear picture of the current state. This acts as a baseline in order to evaluate the possible solutions which usually involve interviews with process owners, process mapping of the key business processes, and gathering data relating to current performance. (Sanjay Bhasin, 2015 p, 73).
2.7.2.3- Analyse In this phase, whatever the data has been collected is being studied, identifies bottlenecks and recognises the improvement opportunities. A business case is conducted which takes into account not only hard cost but also intangible benefits that can be gained, such as productivity and satisfaction, to determine whether the improvement is cost effective and worthwhile. (Sanjay Bhasin, 2015. P, 73). This component is fundamentally a diagnosis of the problem that has caused the project to be implemented or an explanation of “why things are the way they are” (DeMast & Lokkerbol, 2012, p. 604).
2.7.2.4- Improve If anything has to be improved, it is improved during this phase when recommended solutions are enforced. The improved plan is being put into action and wherever necessary new technology is used and incorporated.
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2.7.2.4- Control Goal for Lean Sigma is growth and not just reducing costs. It aims or effectiveness and not only for efficiency. According to Sanjay Bhasin (2015), a Lean Sigma approach is to do better things and not just to make things better. DeMast & Lokkerbol (2012) even note that the control stage is where modifications of the process management system are made so that the improvements that the project team has implemented are sustainable.
2.7.3- Critical Success factors in Lean Six Sigma
Participation of management
Linking Six Sigma to business strategy
Organisation structure
Deployment plan
Communication
Training
Project Selection
Follow up process
Team Work
Organisational culture
Management of changes
Lean Six Sigma is a powerful business strategy.
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2.8- WATERFALL PROJECT MANAGEMENT METHODOLOGY The Waterfall systems development life cycle, or simply, the Waterfall model or Waterfall method, is one of the first development life cycles instituted and is still widely used today for systems development (Sasankar & Chavan, 2011). Due to its simplicity, many researchers applaud this methodology and it had been said that this methodology has strengthened itself. There are five different areas of this methodology: system conceptualization, system analysis, system design, coding and testing.
2.8.1- System Conceptualization
During the system conceptualization phase, all aspects of the business process are examined. The objective of this phase is to determine how all components of a systems process works together (Sasankar & Chavan, 2011). Many refer to this also as the planning stage where the project team comes together to identify the demand requirement for a system (Hedman & Lind, 2009). 2.8.2- Systems Analysis In the second phase of the Waterfall model, systems analysis, the project team collects all of the system requirements that must be covered in the system (Sasankar & Chavan, 2011). This phase also requires a considerable amount of communication between the project team and the client and is sometimes referred to as simply the analysis phase because in this stage, the current information system is analyzed and all requirements identified by the project team (Hedman & Lind, 2009). 2.8.3- System Design System design is the third stage that encompasses a thorough assessment of whether a system can be completed and an exploration of logical and physical designs of the system are 27 | P a g e
presented (Hedman & Lind, 2009). The system’s design requires the project team to concentrate on the data needed in the system, the software structure and arrangement, as well as the interface creation. These components of the system design center on what information will be in the system, how the application will be build and what the system will look like to the customer system (Sasankar & Chavan, 2011). 2.8.4- Coding In the fourth stage of the Waterfall model, the system software is created. This stage is called coding and all of the design elements of the system design phase are necessary to execute this area of the project (Sasankar & Chavan, 2011). While some researchers refer to this phase as the realization phase, it is important to note that this is stage of the system development life cycle is when the solution that has been identified is programmed and installed (Hedman & Lind, 2009). In the information technology industry, this phase may also be called the roll out stage of the life cycle. 2.8.4- Testing The final stage of the Waterfall model is referred to as testing. In this phase, effectiveness and efficiency is verified to ensure the system is not only functioning in keeping with the proposed system design, but also that the system is performing all sub-routines and improvements that were a requirement of the system being enhanced (Sasankar & Chavan, 2011). Other researchers refer to this stage as the use and maintenance phase because this stage replaces the old system and the use and the maintenance of the system is tested for continuous operation (Hedman & Lind, 2009).
2.9- BENEFITS OF A GOOD PROJECT MANAGEMENT METHODOLOGY Reviewing the literature supporting these project management methodologies, it is clear that methodologies have been created to specifically address the needs of certain industries, 28 | P a g e
whether information technology, construction, financial, or governmental. The basic thing that has to be considered in the beginning stage, regardless of the industry is a systematic analysis of the necessary output, service, product or system. After that a team focuses on generating a quality improvement for the betterment of the company or for the customer. And finally, each process has to document and implementations should be recorded for the future references.
2.10- SUMMARY In this chapter, literature has been reviewed for different project management methodologies. What these methodologies are and how these methodologies are applied. Across the global, each organization use its own methodology for the good of the company which methodology is good and which is not it all depends on what kind of project is taken. Project managers have to be careful in applying relevant methodology and if that methodology has to be tailored then it should be as per the need of the project because a failure can result into adversity.
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CHAPTER # III RESEARCH METHODOLOGY RESEARCH PROCESS The purpose of this research is to provide an evaluation on the project management methodologies in the light of Lean Six Sigma and its effectiveness in different organizations such as IT and manufacturing. The research paper presents an extensive literature review based on the experiences of both academic and practitioners on Lean Six sigma within environment involving project management methodologies. This chapter states the basis for the research approach and its supportive paradigm. Project management and its associated methodologies have been raising questions about the under performance of the projects. Projects are associated and entangled with many critical issues that cause cost overrun, under performance and more critically project delays which consequently lead to unsatisfied project sponsor or customer. Therefore there is need to investigate the causes and to find out the way in the light of lean six sigma.
3.1 INTRODUCTION According to Godwill (2015), research is the process of finding dependable solutions to problem in a means of using planned and systematic ways of collecting, analysing and interpreting the data available. It is also said to be an investigation to find solutions of scientific or social problems through systematic analysis (Rajasekar, Philominathan & Chinnathambi 2013). Research methodology is a systematic way to solve a problem with a set of procedures describing and explaining the phenomena, whereas research methods are variety of procedures, algorithms and schemes used to conduct a research. It is also said to be any mean 30 | P a g e
of ways researcher use in order to conduct their investigation or study (Rajasekar, Philominathan & Chinnathambi 2013). Research methods are the available techniques use in a research whilst, research methodology give the reasons of using those particular techniques (Clough & Nutbrown 2002). There are three approaches to research which are by quantitative, qualitative or both. Quantitative approach is often used when the researcher begins the research with a hypothesis or theory and the purpose of the research is to confirm or disconfirm the theory itself. It is known as empirical studies or statistical studies. Whereas a qualitative approach is used when observing and interpreting reality with the goal of developing a theory, and understanding to explain what is happening (Jha 2008). A qualitative research is also known as a study using means of case studies, field studies, grounded theory, document studies, observational studies and descriptive studies (Jha 2008). The advantages of a quantitative study is that the research design are well-constructed, specific, tested for validity and reliability and can be more specific defined and recognised. Qualitative research tends to have a lesser degree of these attributes (Kumar 2011). However, the main focus of a qualitative research is to understand, explore, discuss, discover, explain, clarify and justify the situations and perceptions of things that happened. Thus, it is more of a deductive study rather than inductive of logic like a quantitative research. The nature of study is more flexible and non-linear (Kumar 2011). This research is a qualitative research design. The quantitative data gathered will be analysed in the means of qualitative research analysis as the researcher make interpretation, presentation of situations, experiences, perceptions and conclusion of agreement of data collected (Kumar 2011).
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3.2 TYPE OF QUALITATIVE RESEARCH The most commonly used qualitative methods are case study, focus groups, interviews, and observation (Kumar 2011). Case study could be an individual, a community, a town, a city or even a country. According to Burns (1997), case study can provide insight into the events and situations and those situations will be studied intensively. Selection of case studies must be made according to which can provide the researcher with the most information in order to understand the case in its totality (Kumar 2011). Focus group is a way of discussing the opinions or perceptions towards the issue that being studied through a free and open discussion between the researcher and the group of people. This method is more suitable to be used by the academician, industry professionals, product testing agencies, and marketing research and urban and town planner as it will provide them with the exact information that the researcher needs. This method is less expensive and also consumes far less time to complete compare with other methods of gathering information. Interviews are one of the popular qualitative research methods. There are many types of interviews which are, focused interviews, semi-structured interviews, problem-centred interviews, and open interviews (Flick 2002). Interviews in general provide the researcher with subjective viewpoints to be interpreted using different analysis methods. Observation is usually done by developing an interaction between the subject of study and any situation of study. Observation of reaction and interaction of both elements the information will be collected and recorded. The observation is usually recorded in a form of descriptive as it is a qualitative research. The advantages of this method are that it will provide the researcher with in-depth and accurate information but at the same time may introduce bias of opinions from the researcher (Kumar 2011). For the purpose of this research, the most suitable qualitative research design will be case study as it can help the researcher to achieve the aim of study. The researcher has to select a 32 | P a g e
number of case studies on evaluating the performance of project management methodologies in the light of Lean Six Sigma and its effectiveness on it. In the attempt of choosing the case studies, it is not made based on random samples but of which can give the researcher the most information in order to understand the situation being studied (Burns 1997). This method provides an in-depth understanding of each cases, process and interactional dynamics within the main issue of study at the same time does not generalized the case study as a whole (Kumar 2011).
3.3 RESEARCH ANALYSIS METHOD According to Walliman (2011), comparative research method is often used with historical research. The researcher compares data from different case studies involving the project management methodologies failure and evaluating the Lean Six Sigma methodology performance over these methodologies in order to understand the effectiveness of LSS on project Management Methodologies. Comparative research method is great for exploring and testing causal factors and the researcher does not have control over the available variables making the result of the study less bias (Walliman 2011). Impact assessment as a process of identifying the future consequences of a current or proposed action and that the impact itself is the difference between what would happen and what would not happen with or without the action itself (ICRC, n.d.). The purpose of carrying out an impact assessment is to evaluate the consequences of an individual action or project (Convention on Biological Diversity 2015). Assessment of an impact involves the understanding of the change in nature that has taken place and how will that change be significant in your life (O’Flynn 2010). The aim of conducting an assessment is to understand a situation in order to identify the problems, the source and consequences of the problems (ICRC 2008). This research is also 33 | P a g e
based on impact assessment and analysing the impact using the comparative research method in order to deduce the future consequences of LSS on project management methodologies. This research is a comparative research that is made based on past and historical data in order to assess impacts using the data collected. The data collected based on secondary data available through case study research design. The analysis of the data collected was made using comparative research analysis in order to make a deduction of the project management methodologies performance in the light of LSS.
3.4 DESIGN OF RESEARCH
.Figure-3 Research Design This study under light will undergo through several phases as following: i.
Preliminary study
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This is a first stage of research. In this stage, preliminary investigation of the concerned issue is being proposed. During this stage of research, the researcher was able to recognise the problem statement associated to the topic of research which is evaluating the performance of project management methodologies in the light of Lean Six Sigma and its effectiveness on it. All of the precedent information collated and a surface research was conducted in order to find the information on the research topic ii.
Identify scope, aim and objectives During this stage, the researcher has more in depth knowledge and understanding of the research topic. Identifying scope, aim and objectives of the study is the next step in this stage. This is an important stage as it governed the focus and scope of the study and how research aim is to be achieved.
iii.
Data collection The secondary data resources were used for this study are all appropriate printed materials and internet sources. The source of secondary data collected are from published journals, published articles, newspaper sources, books, research papers, financial data from annual report of PMI,PMP & COI. The researcher collect data on the failure of project management methodologies for projects, and how the Lean Six Sigma methodology can be applied to project management methodologies due to which most of the projects fails. The researcher collected the data from different forums, statistical websites and recognized project management institution. The data collected reflects on the underperformance of the methodologies and how the data can be utilized for the future studies to make project methodologies better if the project managers want to maintain the viability and competitiveness of their respective developments. The data can be utilized to view that
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fail project can cost a lot and it is only about cost but also about the customer satisfaction as well. The data were based on year 2000 until year 2014. iv.
Data analysis The method used to analyse the data is using comparative research approach in order to deduce evaluation pf project management methodologies performance in the light of LSS. Comparative approach involve comparing the data collected for one group with the data of a different group in order to give a better understanding of whether an intervention has successfully achieve intended outcome (CLINKS n.d.). According to Hantrais (1995), comparative research method is use to identify, analyse and explain similarities and differences across social study of cross national boundaries. This method is the most suitable method to use as it involving analysing and synthesising the similarities, differences and patterns between project management methodologies and Lean Six Sigma. The researcher chose different project in different countries that possessed similar in order to create a good comparison group. The countries are UK, USA and Australia. The data is presented in form of table and charts. The comparison analysis of the performance and effectiveness of LSS on project management methodologies is made to evaluate the efficiency or impacts on the project methodologies. The researcher will use comparison research approach to understand the impact that will happen to project methodologies performance if driven by LSS. The researcher also identified issues and challenges faced by the both project management methodologies and Lean Six Sigma and interlinking them.
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3.5-
CONCLUSION AND RECOMMENDATIONS
The conclusion of this research will be prepared by summarising the finding and the analysis of the research by concluding that whether the aim or the objectives of the research are achieved or not. Based on the conclusion, recommendation will be provided for the future study.
3.6-
RESEARCH LIMITATIONS
The first identified limitation is that the research is made based on secondary data. The researcher have to be careful of the data that being used. The reliability if published data can be vary over time. Although, it is uncommon for the variation to happen especially on financial and economic data, but a subjective data or written data might be changed or altered. Thus, a careful consideration of sources needs to be taken into account. Besides that, the data provided by secondary resources can be out dated or not up-to-date. Statistical analysis or financial data available might not be of the current date or year. The data from year 2015 might not be available fully as the year is still currently on going. Certain data are not made available by the countries itself as it is a confidential or not transparent. The source of written articles and journals may also vest the element of bias from the previous researchers. All of the stated limitations must be considered while conducting this study. Lastly, the selected countries for the case studies reflect the availability of data and mix outcomes from the reformation process. 3.7-
ETHICAL CONSIDERATION
Ethical behaviour represents a set of moral principles, rules or standards possessed by a person or a profession (CGA 2013). The principals of an ethical conduct while carrying out the research include the consideration of safety of others, privacy and anonymity of research participants,
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confidentiality of the data collected, rapport and friendship, any inappropriate behaviour is avoided by the researcher while conducting the research, data is interpreted in a manner that will avoid any misstatements or fraudulent analysis.
3.8-
SUMMARY
This chapter discussed on the steps and methods taken for this study. It also explained the type of research and techniques used to identify, collect data and analysing the findings. A proper planned research methodology is important in order to obtain the relevant and significant information for this research. Moreover, a good research methodology helps the research to analyse data collected. Thus, this will guarantee the data collected are reliable to achieve successful research. This particular research will use the qualitative research approach and analysing the data by comparing the selected case studies. The researcher evaluate the performance of project management methodologies in the light of lean six sigma and its effectiveness on it using comparative research method.
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CHAPTER # IV DATA COLLECTION (MULTIPLE CASE STUDIES)
4.1- Case Study: FBI sentinel project In this study, I will discuss about how the Agile project management succeeded over other project management methodologies to deliver a successful project. The main reason for the success was the failure of the Waterfall methodology. Reason for being selecting this particular case study is that it involved hundreds of millions of dollars and before this, waterfall projects failed using same technology. FBI have been using old technology to keep records, which was then brought to the light due to Oklahoma City Bombing case in 2001. FBI failed to provide documents to the attorneys and in like most of the case lost evidence. The old process of keeping records was investigated and blamed for the incompetency. The FBI started a new Virtual Case File System project planned with the total cost of $379m. After the 9/11 attack, pressure stared building up, FBI made promise to deploy the new system in 6 months and made promise that the project will finish before 6 months. But eventually the symptoms of waterfall project started to reveal and it was found that project plan was impractical and inaccuracy of budget was insufficient. By the passage of time it became clear that project would not be completed in the schedule time, contractors and suppliers believed the technology until it was too late to change the direction. After a year, software has to be modified even the overspending of the funds, project missed its milestones. With the failing of this project, FBI kept on using the out-dated old case management system. Until they decided to launch another project called Sentinel and they decided to go ahead with the same waterfall approach based on the Big Design Up-Front but the problem with this was that it would take years to complete. During the process of the project, Jack Israel quoted that 39 | P a g e
it was the same old system with a sexy-looking web browser with no new features and many important key features were missing. This system was planned to be delivered by 2009 and was broken into phases with everyone convinced that it would address the issues of the current system. A lot of time was spent on selecting the suppliers when finally the contract was given to Lockheed Martins with a total budget of $425m. Most of the budget was spent on planning and controlling of the contractor. A 15% contingency was planned and everyone on board was assured that risk could be averted but actually they didn’t plan for the risks properly and just left it like that. Soon after the phase one completed, system was used but then abandoned because most of the functions were not there and staff kept on using the old system. No data cleansing were carried out and Lockheed Martins was paid 100% for the delivery of first phase. For the second phase Chad Fulgham was appointed as a new CIO who carried out some strategic re planning. He realised that while carrying out the project, changes were not taken into the consideration so he made sure that these changes were incorporated into the grand design. Work started but again the planned end date as slipped and budget increased by another $18m and still in phase two many of the functions was still not working and along with that new system was slow. Users rejected the phase two system as it failed to meet the criteria. Many of the important tasks were left for the end to complete and it took years to complete and still system was not adequate. When finally the phase two segment 3 and 4 were stopped. By this time, Sentinel system implemented was only used by few of the staff members. By August 2010, only 1 % of the new cases were handled using the new. By now, FBI agents, should have the new system with a proper work flow and a proper handling of cases. But the end result was a complete failure of the system and the waterfall approach. 4.1.1- Sentinel Recovers Using Agile approach
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In September 2010, FBI made a difficult but sensible decision to apply Agile Project approach.by this approach it reduced their reliance on traditional contractors and cost saving by dealing directly with product expert. The existing requirement were analysed, given priority and focus was given to the most valuable products. FBI took the direct control of the project and team was reduced from 125 to 55. The project adopted the Scrum Method. The scrum master leads and enables the team rather than managing it which is totally in contrast to project manager role in waterfall. By 2011, 52 % of the budget was spent on the 88% of the system which was a huge success. Jack Israel quoted on this success: “Agile is not just a method or a process, it’s a way of being. You don’t do Agile. You are Agile.” 4.1.2- Conclusions: The cost of failed VCF project was &170m. $427m were spending on the phase one and two of the Sentinel. While the cost for Agile which is delivering a solution was $114m and it took only three years to complete. 4.1.3- Lessons learnt My lesson learned from this case is that, new CIO appointed took some rigorous decisions to fully incorporate the functions. The tight management was seen at the senior level especially in stakeholder engagement, planning and execution of the project, and supervision of the project. It has been seen that many people condemn in applying Agile approach but until some successful case are brought into light it becomes difficult to apply the methodology. It becomes easy to implement a methodology if project manager has a confidence in it.
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4.2- CASE STUDY- ERICSSON SERVICES IRELAND With a big company like Ericsson which operates worldwide, there are many project management activities going on. The issue with the Ericsson Services Ireland was that no method fitted their type of projects, particularly the software development projects in the Customer Management Solutions Business Unit. The challenge was to look out for a methodology that best suit the company needs and is flexible enough to cater variety of business software products. The reasons for looking out for the new methodology were that: Old methodologies were inflexible Delays in projects There was no time to improve old methods as it would take time away from main business activities. So the team was setup for investigating the process of implementing a new methodology. Investigating Phase: Investigate the business and project type outlining the problems in project management within the business Review of the different project management methodologies available Selecting the best methodology that suit the company the most Presenting the business case and other strategies of implementing the methodology to senior board. 4.2.1- Implementation phase In the implementation phase, the team updated the people of what is going on in the company, getting views and ideas. Company arranged for the professional training of the staff for the selected methodology. Prince2 methodology was selected to apply for
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their most strategic project in which there was a need for effective project management and they choose to apply Prince2 because it is known concept. Job descriptions were amended and a change control board was identified and all these changes were controlled under configuration management and were consistently kept under review. Prince2 was used as a methodology but room was left to tailor it if required. Benchmarking was done. In Ericsson case whatever the lesson were learnt formed the basis of the standards which were duly signed by the BU management and it was made sure that standards are well documented with standard template be formed and information be shared with all. Old practices and methodologies were removed and to keep an eye on the new project management methodology applied which they did via weekly group meetings. Prince2 is designed in such a way to be tailored to fit local circumstances. Said company used the methodology in full and all the templates were setup and used. Company didn’t use any Product based planning because they already had a UML technique which works well for them. They also dropped down the team plans and checkpoints reports. So the company tailored the methodology as per their own requirement. 4.2.2- Lessons Learnt Either it is an internal customer or an external customer they will always ask for the life cycle of the product especially about the quality process within the organization so this has to be demonstrated via project management procedures. Whenever there is a change implemented it get opposition, company made sure that they have most of the people on board and the one who are not on board needs to be taken into confidence and managed properly. Company did a good thing, they learned from the knowledge and it reduced risk for them and they did keep some of the old practices in hand. 43 | P a g e
For the company the first Prince2 project was very important because in case it would have failed it would have been very unlikely to be accepted so to avoid this they put their best team which applied the methodology in letter and spirit.
4.3- Case Study- Getronics Purpose of this case study is to provide a combined approach of both PRINCE2 and PMBOK as both methodologies are extensively used in project management practices. This case study relates for those who are making research in improving their project management techniques and they want to know what is available. With more than 25,000 employees in more than 30 countries, Getronics provides vendor independent solutions and services to the professional users of information and communication Technology. It helps organizations locally and globally to increase their knowledge in technology and to improve their interaction with the customers. The literature review about the PRINCE2 and PMBOK has already been done in chapter. PMBOK at Getronics is being seen as a basic of project management principles and what a project manager should know as base information. PRINCE2 is a process based project management method. It duly throws a light on what a project manager should know and should do as it describes in full detail the different activities to perform. So in Getronics they see both as necessary. It says about PRINCE2 “the key to successful use of this process model is its tailoring. Each process must be approached with the question ‘How extensively should this process be applied on this project?”. It clearly states that they had found no conflict between PRINCE2 and PMBOK. Following are the aspects they found to be very valued and balancing. Procurement management Cost management 44 | P a g e
People Management Earned value management Time management Communication management Features of PRINCE2 which offer strong guidance to project managers are: Business case driven Deliverable driven includes Product Based Planning Strong process model Roles and responsibilities It says that at Getronics, “we view the PMBOK as a foundation enriched by the PRINCE2 method. Our project management approach combines both and complements them with elements from our own experience”. (Getronics, 2015) Senior management at Getronics was convinced that a common project management methodology to be applied thoroughly for the benefits of the customers. Even in 2000, the board asked the working group to define the Getronics Global Project Management Methodology. The team after investigating and evaluating the various practices came up with the solution to adopt a global methodology which is based on the principles of PMBOK that would explore the methods and components of PRINCE2. At Getronics, they have always given strong preference to public domain standards which is true for both PMBOK and PRINCE2.
4.4- Case Study- Colorado Spring Utilities Bill Holst, president and consulting software engineer managed two projects for Colorado Spring Utilities. One was electric and the other was gas project. Electric project was to be handled through waterfall methodology while the gas project was to be handled with Agile
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project management methodology. Same team was chose to work for both the projects. The team actually has never worked in Agile conditions. For the waterfall project, the requirements for the phase are to be completed but once the phase is done the user don’t get involved until the UAT which is at the end of the project. In contrast, agile project, user to be remains in touch in each and every phase of the project lifecycle with regular update and documenting each and every process. Holst realised that the electric project done contain many deficiencies and irregularities. There was a long lag time between actual and expected delivery. The software didn’t meet the customer satisfaction and because of this frustration felt everywhere in the team. For the second project, in which the same team was used, went under resistance because of the failure of the first project and now they had to work on a different methodology on which they never worked before. First the project went through a lot of problem. Test were not according to the expectation it can be said that everything went wrong until the team made a tough decision to stop and regroup. This change in the direction became only possible due the Agile nature of the project if it would have been traditional approach (waterfall) it would have cost a lot more but in this case the group was able to deliver the project before time and remaining under budget and this happened because team practiced Agile as it meant to be practiced. It was said that both the projects result are compared, Agile scored higher in every step. The quality was better, test performed were clear and the project was a success only because Agile was practiced.
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CHAPTER # V ANALYSIS OF THE DATA
Multiple case studies have been done by the researcher to analyse the project management methodologies in a better view. These methodologies will be evaluated and compared with each other to deduce a result and then finally these results will be inspected in the light of Lean Six Sigma Methodology and see how LSS can make these project management methodologies to deliver better results because each methodology has it cons and pros. Even though in many case Agile is clear winner but there is always a competition between Agile and Waterfall.
In the following methodologies will be compared but it must be clear that there is no right or wrong.
PRINCE2 Driven business case Clearly defined team roles and responsibilities Saves time Strongly focus on deliverables It can be said that PRINCE2 as a development methodology which operates at team level and does not lose sight of the project at any process. PMP The PM is authoritative figure
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Toolbox framework which include very project management practice It tell what one can do, not what one should in contrast with PRINCE2 which tells what one should do. Agile Welcomed by the software industry A development methodology Delivers in small phases and does the important things first Clearly defined by the principles involving stakeholders and teams It can be said about the Agile methodology that the team working through the Agile approach becomes agile.
Figure-4 Comparison of various project management methodologies (PMBOK)
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5.1- A BRIEF COMPARISON OF METHODOLOGIES 5.1.1- Agile Methodology Agile was first basically used for the IT projects, it can be best said for the agile that through this approach, teams are empowered, customers are involved and the ability to analyse and quickly control changes if the scope of the project changes. Using Agile management in a project, helps one to define the project clearly with stakeholder and team input, project is monitored effectively, immediate changes are applied with a constant communication through the project lifecycle. Agile cuts project tailbacks. 5.1.2- Waterfall Methodology Waterfall methodology was being studied in the two of the cases. One can get many of the project managers who hail Waterfall methodology but in fact the truth is that this approach is a traditional approach and most of the project managers are associated and familiar with this approach so many of them try to go with approach. Researcher found that in todays world, as the world is moving fast enough, project managers have to get rid of the traditional project management approach and try to apply the new approach even if they are not trained, they must get the training so as the organization can make profits and less number of project can be seen as failure. The fact has been analysed that Waterfall approach, if applied does not stop until the project comes to an end with only hope of a good outcome. And this is major drawback of the Waterfall approach. If a project fails one has to restart over again and the changes cannot be applied during the process at the cost is very high. 5.1.3- PRINCE2 It can be argued this method combines all the practices accessible through PMBOK, containing a constant approach, more focus on business explanation, and control through constant 49 | P a g e
review, involvement of stakeholder from beginning to end comprising of continuous improvement. Researcher found out that the roles of PRINCE2 are very specific in design including project management, customers, users and suppliers. However, team reports to project manager who, before taking any decision report to customers, users or suppliers before any risks, problems or changes occur in the project. 5.1.4- Lean Six Sigma Methodology Achieving Lean Six Sigma means 3.4 defects PPM. Combining LSS with the methodology does not mean that project is reached sooner, it means that by involving LSS in the project, processes within the phases are made efficient for quality for customer satisfaction. Some of the methodologies are used for different sectors for example IT, while others are to provide best quality results, perfection in defects, and prioritizing and recognizing risk and changes. Researcher found that PRINCE2 combines all of these into it as it has the room to make itself tailored. But no methodology can appropriate for all purposes. The job is left to project managers to look out for the best one that suits their projects; sometimes it becomes difficult for the project manager to choose the right methodology. Probably the best one to choose is the one project manager is most familiar with or has the confidence of implementing it. Sometimes project manager blend some methodology to work out the solution. Researcher also found out that there is strong possibility if the project manager is well trained professional, all these mentioned methodology can be taken together because all methodologies aim to add value to the business with a minimum risk attached. Researcher also found that some methodologies can combine together in spite of what is thought, Agile methodology can only work for IT but it can also work Lean Six Sigma projects. It has been already be analysed that no methodology is wrong or right. So answer question that which methodology is right is beyond the scope of this paper well it can be said that 50 | P a g e
project managers have to find and select which methodology works best for the particular problem and ingenuity.
Figure-5 PM methodologies comparison (In courtesy of Klas Skogmar)
In the figure strong relationship where the arrows are solid and weaker relationship where the arrows are dotted are shown. Researcher found that PMBOK gives the guidance to the project manager of what should be done with specific tools and techniques but it does not indicate that how that project should be run which includes product description, gates, roles and responsibilities and other activities in the processes. While on the other hand, PRINCE2 covers all these except it doesn’t define specific tools and techniques in detail. Researcher also found that both these approach counterpart each other, as they have different areas of focus. The strength of PMBOK is that it gives an archive of techniques that can be applied regardless of the methodology chosen. And
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the strength of PRINCE2 is that it provides a comprehensible end to end approach that is easy to learn. Researcher also found out that even though the approaches complement each other still there remain the differences between them, one being the project constraints. Constraints for both the approach include: scope, quality, schedule, resource and cost but PRINCE2 also includes benefits as constraint as it may be a risk of not achieving it. When it comes to quality both have difference in them as well. PMBOK has the same standard for both internal and external customers that are quality control and quality assurance. But for PRINCE2, it is same for internal customer but for external customer its quality assurance for both results and the processes.
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5.2- ANALYSIS OF PROJECT MANAGEMENT METHODOLOGIES IN THE LIGHT OF LEAN SIX SIGMA AND ITS EFFECTIVENESS ON THESE METHODOLOGIES Improving results have been a key issue for the organization as seen in the case studies. Business leaders do understand the power of and practicality of managing the improvements through projects and process improvement teams so this is where project managers come in handle these key process improvement issues that business leaders face. It has been found that project managers can improve the processes through key performance metrics and there is no better approach than Lean Six Sigma. After getting the data collected, Researcher analysed that Lean Six Sigma should exist in project manager’s tool chest especially for the IT project for Agile project management is mostly used. LSS data is authoritative and can be differentiator in benefit realisation which is one of the constraints in PRINCE2. By determining the quality and listening to the customers during the define phase, the benefits can be articulated. LSS tool can be best used with wellestablished techniques supported in PMBOK. After what researcher has analysed so far about the project management and its methodologies it can be said that project management is still in a developing phase and as the projects, portfolios and programs grow complex in nature, project manager do need additional tools to cope up with the situation. Lean Six Sigma has been classified as quality management approach. Lean Six Sigma methodology includes a cloud of tools that belongs to the project manager. In the case studies it was seen on multiple occasions that methodologies are not applied in true spirits. Sometimes a methodology just fails to deliver just because it does not fit to apply. Sometimes project manager found it hard to control the phases or processes of the undergoing project and the ultimate fail have to been seen as a lost customer. This is where LSS methodology and its tools come handy only if the project manager has the knowledge of applying it. Lean Six Sigma has a
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strong foundation in statistics and understanding the statistical tools can help the project manager. Researcher found out that if software development is to be considered as a process then LSS methodology is used to help Waterfall and Agile project management methodology because LSS identifies five components: suppliers, inputs, process, outputs, and customers.
Table-1
Suppliers
Inputs
Process
Outputs
Customers
Manufacturing
Vendors
Raw material
Assembly
Product
Consumers
Software
Stakeholders
Requirements
Development
Software
Users
development
application
LSS does define two methodologies: one for developing a new product and the other one for improving an existing process. DMAIC methodology is often used for the LSS. One of the task in DMAIC methodology is the calculation of process waste and since the waste reduction is also a main principle of Agile software development, so let us see that how these two methodologies address areas of waste.
Below table compares a poor manufacturing process to some of the failing of traditional Waterfall approach.
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Table-2 AIC identified waste category
Waste category definition
Transportation
Superfluous movement of material at input to a process
Inventory
Material waiting to be processes.
Motion
Unnecessary movement of people and equipment during the process
Delay
Non-productive time. Often observed due to material shortage or downtime of m/c
Excess production
More production than required
Workers produce more output for the next line as an input
Over processing
Unnecessary work to produce a product
Defects
Return of output to correct defects in the process Skilled staff not utilized properly or insufficient skilled staff
Worker add an extra refinement in the product Customer get a faulty product
Skills
Wasteful manufacturing processes addressed by LSS Raw material moves a lot of distance from the supplier to the manufacturing site Excess store of raw material may cause some loss or delay in inventory
When material arrive at the machine, workers step away from the production line Worker must wait for the product to come from the previous step
Poorly skilled staff keep the rate of production at low level and they cause safety concerns
Wasteful software processes
Project team fail to communicate with customer about the needed requirements Comprehensive waterfall software requirement is produced in a specific document for an developing business Team of the developers is not located physically at one location Failure on part of developers as they fail to ask help in a difficult critical path development issue Developers added additional , nonrequired features only to think that customer might like it Developers need to rework on some part of the software Customer recognize defect in production software Poor skilled staff slow down the development of the software
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Below table shows how Agile helps to eradicate waste in development process. Table-3 LSS waste category Transportation
Inventory
Motion
Delay
Excess production
Over processing Defects
Skills
Waste reduced through Agile Customers work together with developers in a common development work place. Synchronising on demand communication with developers and customers Software requirements and other specifications are provided to the developers, which allows them to willingly adapt the changes which ultimately benefits the business Common work area is provided to the developer making a strong communication between them Daily meeting minimises the time Due to common development area, communication through phone or email is reduced. Short, overlapping cycles of analysis, timely development, regular testing, implementation and customer feedback reduce delays Daily meeting illustrate unimportant development effort Maximizing the amount of work not done reduce the incentives for the developers Daily meetings recognize tough development problems and it coordinate resources to resolve them Requirement driven testing reduces the occurrence of defects and downstream effect. Paired programming minimises usual occurrence of defects. Integrated testing and occasionally software builds maximize the probability of identifying the defect early. Fitted integration of development team increases the skills collectively. Proper training in place makes no room for the effort to save the project. Regular self-evaluation by the development identifies the need for additional training or support
The disciplines of Agile development and LSS DMAIC share many traits in identifying and eliminating process waste. LSS DMAIC is often used to enhance manufacturing and business processes while Agile practice focuses closely on refining software development process. Researcher found out that these similarities may help to bring agile development to the organization if LSS is well established. It has also been found that LSS provide a way of reducing defects-something that any software project can certainly use. Agile software methodologies are naturally adaptive which provide
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basis for process framework. This approach opens up a possibility of using LSS tools that can actually improve the quality of the project. In the case of Sentinel FBI project, it was noticed that the project failed on a number of occasions because the customers’ needs were not satisfied and in result time was lost and millions of dollars were spent on the failed project. According to Dean Leffingwell and Don Widrig (Managing software requirements: A unified approach), “Requirement errors also are the most expensive to fix- these errors can easily consume 25 to 40 per cent of a budget.” Agile methodology address this problem using an incremental and iterative approach as this approach works closely with the customer, better understanding of the requirements, collaborating with the stakeholders and applying the functionality progressively. And it can be seen that LSS has one of the same primary objective of aligning the business as per customers’ requirements. This enables the researcher to conclude that if LSS tools are applied in conjunction with the Agile, it can enhance the effectiveness of the project and the real needs of the customers. If a methodology entreaties to brain then it is powerful and LSS DMAIC does just that. So it is found that LSS can also work in IT project other than manufacturing projects to support project management methodologies. Change in any project management is a continuous process and a project manager who does not expect changes cannot have a real understanding of the complications of project management. For the satisfaction of customer, change is always necessary but in order for change to happen there must be a process to make sure change happen in an effective and efficient way. Taking into account all of the above, it can be seen that there is no criteria for using a project management methodology for a specific project.
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5.3- SUMMARY In this chapter of analysis, different project management methodologies have been analysed in the light of case studies done. These methodologies are then seen in the light of LEAN SIX SIGMA and how LSS methodology can play its role effectively in project management methodologies. It has also been concluded that no methodology is right or wrong, it all depends on the project and its related problems. On many occasions, only one methodology is enough to survive through the whole project lifecycle and sometimes methodologies have to be tailored in order to deliver a successful project.
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CHAPTER # VI CONCLUSION AND RECOMMENDATION 6.1- CONCLUSION The last century of research and innovation has not only introduced and given definition to the concept of the project, a “temporary endeavor undertaken to create a unique product, service, or result” (Stackpole, 2010, p. 7), but has also forged the unique discipline of project management into global culture. The field of project management has seen a steady growth since the development of this practice and have even produced numerous methodologies that can be utilized by the organizations for improving their projects and even to get competitive advantage in the market of project management. Project management methodologies have been used globally and worldwide associated such as APM and PMI have been formed to help project management professionals to enhance their knowledge about project management methodologies and to implement best practices for project management within their organizations to bring business benefits. Several protruding project management methodologies have been discussed, while reviewing the literature that support project management methodologies that can bring benefits to the organizations while taking the projects on board. In the Agile project management methodology, a less structure approach is observed. This approach highly favours the interaction with the people over processes and tools. The pride of the methodology is delivering a quality software product even though a less documentation has been done to achieve the product. Customers are a significant element in Agile project management methodology. Finally the approach inspires reacting to changes within the project rather than just following the simple plans until completion as it happens in Waterfall. The best thing about this methodology is that it reacts to changes and reacting to changes often yield a productive 59 | P a g e
response to form a better system because during a project changes may need to be addressed which if not done properly may lead to a failure. PRINCE2 is known as a comprehensive approach to project management that include six stages of the project and it proved to be so successful that the government of UK decided to implement this methodology for all of its information technology projects. The six stage of PRINCE2 journeyed from starting up a project to closing of a project with each stage going through an inclusive review. The Lean Six Sigma methodology has been recognized globally that helps organizations to gain competitive advantage in the marketplace. The LSS DMAIC methodology enables to deliver an innovative yet quality satisfied project from its project team. Waterfall methodology has been reviewed to show it simplicity and a traditional approach of handling projects. It is strongly recommended that project manager and project team must closely look at the benefits of a good project management methodology and select that methodology that best for the organization and can meet customers’ needs. Project management practices will continue to grow in a global market thus it is very important that project managers have a complete understanding of the needs of their clients and must improve the processes for competitive advantage in modern technology world. In the latter chapter, Research methodologies have been discussed. What are the different ways of conducting a research and what method researcher have used to collect the data. Research methods are the available techniques use in a research whilst, research methodology give the reasons of using those particular techniques (Clough & Nutbrown 2002). ). There are three approaches to research which are by quantitative, qualitative or both. a qualitative is used when observing and interpreting realty with the goal of developing a theory and understanding to explain what is happening (Jha 2008). The advantages of a quantitative study 60 | P a g e
is that the research design are well-constructed, specific, tested for validity and reliability and can be more specific defined and recognised. Qualitative research tends to have a lesser degree of these attributes (Kumar 2011). According to Walliman (2011), comparative research method is often used with historical research. The researcher compares data from different case studies involving the project management methodologies failure and evaluating the Lean Six Sigma methodology performance over these methodologies in order to understand the effectiveness of LSS on project Management Methodologies. The data collected based on secondary data available through case study research design. The analysis of the data collected was made using comparative research analysis in order to make a deduction of the project management methodologies performance in the light of LSS. This study went through different stages which were: Preliminary study, Identifying scope, aim and objectives, Collection of data, data analysis and interpretation and finally conclusion and recommendations. Limitation of the research has been identified as the data used is the secondary data. This particular research will use the qualitative research approach and analysing the data by comparing the selected case studies. The researcher evaluates the performance of project management methodologies in the light of Lean Six Sigma and its effectiveness on it using comparative research method. Case studies been done on different type of organizations involving IT and manufacturing industries. And finally an analysis has been done on the project management methodologies. It has clearly been stated that no methodology is right or wrong. Each and every methodology works as long as the project manager understands how to implement it. These methodologies
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then were seen in the light of Lean Six Sigma and how LSS can make these methodologies more effective.
6.1.1- Answer to Research Problem Q. On many occasions, project managers apply project management methodology that is not best suited for the project. They fail to identify which methodology is to apply because a wrongly selected methodology can lean to complete failure of the project. Researcher will examine different project management methodologies and if these methodologies can be modified in terms of Lean Six Sigma methodology to help project managers to control projects better. A. Research problem has duly been answered in full capacity of the researcher. Case studies have been analysed and the final conclusion has been made that no methodology is right or wrong, it all
depends on the project and its related problems. On many occasions, only one methodology is enough to survive through the whole project lifecycle and sometimes methodologies have to be tailored in order to deliver a successful project. Sometime the ignorance of the project manager leads to the project failure as he is incompetent to apply the methodology in full letter and spirit and most of the time they don’t welcome the new technology and they try to stick with what they know no matter whether project becomes a success or a failure.
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6.2- RECOMMENDATIONS FOR FUTURE RESEARCH During the process of this research, researcher does identify opportunities for further research that applies to project management methodologies involving LSS. Researcher came across some problems on number of occasions as very little work has been done related to project management methodologies. It has been observed that most of the writers don’t consider methodologies as an important factor. Researcher only used secondary data due to time constraint. For the future, a timely research effort can advance into more openings of project management methodologies. Primary data can come handy to excel more on this research. Due to non-availability of the primary data, focus was made only on secondary to answer the research problem. Conduct additional case studies of the companies to gain a better understanding of the research. Researcher made a research on number of project management methodologies while for the future, one project methodology can be selected and be evaluated. Research provide a gap analysis of the project management methodologies because not all methodologies are discussed the reason being time constraint. A more in depth research is possible using the primary data sources. Case study has only been done on UK and US industries while more countries can be involved to get better picture because project management is practiced globally.
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38- Collyer, S., Warren, C., Hemsley, B. & Stevens, C. (2010). Aim, fire, aim – Project planning styles in dynamic environments. Project Management Journal, 41(4), 108–121.
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44- Kerzner, H. (2001). Strategic Planning for Project Management using Project Management Maturity Model. New York, NY: John Wiley & Abrahamsson, P., Salo, O., Ronkainen, J., 45- Warsta, J. (2002) “Agile software development methods: Review and Analysis”, [online] Technical Research Centre of Finland, VTT Publications 478, http://www.inf.vtt.fi/pdf/publications/2002/P478.pdf. 46- Chrissis, M. B., Konrad, M., Shrum, S. (2006) CMMI: Guidelines for Process Integration and Product Improvement (2nd Edition), Addison-Wesley.
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56- ISO. (2012) ISO 21500:2012 Guidance on project management, ISO Further information about PRINCE2 Agile can be found at: https://www.axelos.com/best-practice-solutions/prince2/prince2-agile AXELOS has published a White Paper covering PRINCE2® and the National and International Standards at: https://www.axelos.com/case-studies-and-white-papers/prince2-and-national-andinternational-standards 57- Ansoff, H. (1975). Managing strategic surprise by response to weak signals. California Management Review. 18(2): 21-33.
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59- Archibald R.D., & Voropaev, V.I. (2003). Commonalities and Differences in Project Management Around the World: A Survey of Project Categories and Life Cycles, ESC Lille International PM Workshops / IW 3 - OL & KM .
60- Bredillet, C. (2004a). Project management governance : A situational approach. EURAM conference. Munich, Germany.
61- Bredillet C. (2004b). Understanding the very nature of Project Management: a praxeological approach. PMI Research Conference, London.
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64- Kulkarni, R., Bargstädt, H.J., & Huckfeldt, J. (2004). Differential role of alliance leadership at various phases on projects in cross-cultural milieu. Proceedings of the IPMA world congress on Project Management. Budapest: Hungary.
65-Lock, D. (2003). Project Management, Gower Publishing, Eighth edition.
66- Nilsson, A. & Söderholm, S. (2005) From blueprints to maps in project management. EURAM, Munich.
67-Pinto, J. K., & Slevin, D. P. (1988). Project Success: Definitions and Measurement Techniques. Project Management Journal, 19(1), 67–72.
68- PMI (2000). A Guide to the Project Management Body of Knowledge. Newtown Square, PA: Project Management Institute.
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70- Turner, J.R. (1999) The handbook of project-based management: improving the processes for achieving strategic objectives. 2nd ed. London : McGraw-Hill
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72- Kerzner, H. (2009), Project management: A system approach to planning, scheduling, and controlling. 10th ed., John wiley & sons, IncNew Jersey.
73- Jeffrey K. Pinto (2010), Project Management: Achieving Competitive Advantage, Second Edition, Published by Prentice Hall.
74- Arthur, J. (2007). Chapter 8 - Laser-Focused Process Innovation”. Lean Six Sigma Demystified.McGraw-Hill.
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80- Larson, A. (2003). Chapter 7—Step 4: Investigation and Root Cause Identification. Demystifying Six Sigma: A Company-Wide Approach to Continuous Improvement. AMACOM. 70 | P a g e
Appendix A : Certificate of Approval
Certificate of Ethical Approval Applicant: Mirza Baig
Project Title: Evaluating the performance of project management methodologies in the light of Lean Six Sigma and its effectiveness on it.
This is to certify that the above named applicant has completed the Coventry University Ethical Approval process and their project has been confirmed and approved as Low Risk
Date of approval: 01 November 2015
Project Reference Number: P37082
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Appendix B : Ethics Approval Evaluating the performance of project management methodologies in the light of Lean Six Sigma and its effectiveness on it. P37082
Low Risk Research Ethics Approval
Project Title
Evaluating the performance of project management methodologies in the light of Lean Six Sigma and its effectiveness on it.
Record of Approval Principal Investigator I request an ethics peer review and confirm that I have answered all relevant questions in this checklist honestly. I confirm that I will carry out the project in the ways described in this checklist. I will immediately suspend research and request new ethical approval if the project subsequently changes the information I have given in this checklist. I confirm that I, and all members of my research team (if any), have read and agreed to abide by the Code of Research Ethics issued by the relevant national learned society. I confirm that I, and all members of my research team (if any), have read and agreed to abide by the University’s Research Ethics, Governance and Integrity Framework.
X X
X X
Name: Mirza Baig ............................................................................................................ ....... Date: 13/10/2015 .....................................................
Student’s Supervisor (if applicable) I have read this checklist and confirm that it covers all the ethical issues raised by this project fully and frankly. I also confirm that these issues have been discussed with the student and will continue to be reviewed in the course of supervision. Name: Lydia Adigun ............................................................................................................... Date: 01/11/2015 .....................................................
Reviewer (if applicable) Date of approval by anonymous reviewer: 01/11/2015
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Low Risk Research Ethics Approval Checklist Project Information Project Ref
P37082
Full name
Mirza Baig
Faculty
Faculty of Engineering and Computing
Department
Mechanical Automotive & Manufacturing Engi
Supervisor
Lydia Adigun
Module Code
M99EKM
EFAAF Number Project title
Evaluating the performance of project management methodologies in the light of Lean Six Sigma and its effectiveness on it.
Date(s)
01/10/2015 - 04/01/2016
Created
13/10/2015 21:03
Project Summary The aim of this research paper is to investigate the different and current types of project management model and practices being carried out in different types of manufacturing SME and to understand that how these activities are being carried and likewise explore the applicability of lean six sigma into project management. This thesis will also outline the underlying issues and propositions for performance in the execution of projects. This thesis will examine the application of lean six sigma in order to improve project management performance in an effective and efficient way. In this research it will be investigated on the current project management models being applied at different manufacturing companies. This research will focus on making the customers satisfied and delivering projects on time although there are some risk associated with lean six sigma which will be discussed along with all the challenges attached with the project management tools. In order to bring down these challenges, project managers look out for new ways to reduce cost , avoid delays , controlling risks, improving efficiency and meeting the requirement of project stakeholders and sponsors.
Names of Co-Investigators and their organisational affiliation (place of study/employer) Is the project self-funded?
NO
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Has the funding been confirmed?
NO
Are you required to use a Professional Code of Ethical Practice appropriate to your discipline?
NO
Have you read the Code?
NO
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Project Details What is the purpose of the project?
The purpose of this research paper is to investigate the different and current types of project management model and practices being carried out in different types of manufacturing SME and to understand that how these activities are being carried and likewise explore the applicability of lean six sigma into project management. This thesis will also outline the underlying issues and propositions for performance in the execution of projects. This thesis will examine the application of lean six sigma in order to improve project management performance in an effective and efficient way. In this research it will be investigated on the current project management models being applied at different manufacturing companies. This research will focus on making the customers satisfied and delivering projects on time although there are some risk associated with lean six sigma which will be discussed along with all the challenges attached with the project management tools. This thesis will aim on how to handle projects when lean six sigma be applied to the project management models. This approach will be investigated and analysed to make things work for the one choosing project management.
What are the planned or desired outcomes?
1- A literature review on what current project management models and methodologies that different manufacturing companies are using for their projects and compiling a report. 2- A detailed evaluation of why some projects are not delivered on time and an analysis of under performance in the projects 3- A report on the causes of under performance that are related to current project management methodologies.
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4- A complete evaluation and detailed critical analysis on the potential improvements that can be done to address the under performance of the current project management methodologies. 5- A detailed evaluation with a set of recommendations on lean six sigma being able to improve project management performance.
Explain your research design
Research problem will be clearly identified and justification will be provided. Qualitative and quantitative methods will be used. Literature will be reviewed using Journals, books , data bases, project management reports, company reports, technical reports.Basically the research design will be a case study base as it will give in depth knowledge of the research problem. This kind of research design will be used to examine contemporary real-life situations and provide the basis for the application of concepts and theories and the extension of methodologies.
Outline the principal methods you will use
Secondary data in the form of journals, literature books, project management reports, technical reports, websites and databases will be used
Are you proposing to use an external research instrument, validated scale or follow a published research method?
NO
If yes, please give details of what you are using Will your research involve consulting individuals who support, or literature, websites or similar material which advocates, any of the following: terrorism, armed struggles, or political, religious or other forms of activism considered illegal under UK law?
NO
Are you dealing with Secondary Data? (e.g. sourcing info from websites, historical documents)
YES
Are you dealing with Primary Data involving people? (e.g. interviews, questionnaires, observations)
NO
Are you dealing with personal or sensitive data?
NO
Is the project solely desk based? (e.g. involving no laboratory, workshop or offcampus work or other activities which pose significant risks to researchers or participants)
YES
Are there any other ethical issues or risks of harm raised by the study that have not
NO
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been covered by previous questions? If yes, please give further details
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External Ethical Review Question 1
Will this study be submitted for ethical review to an external organisation?
Yes
No X
(e.g. Another University, Social Care, National Health Service, Ministry of Defence, Police Service and Probation Office) If YES, name of external organisation 2
Will this study be reviewed using the IRAS system?
X
3
Has this study previously been reviewed by an external organisation?
X
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Risk of harm, potential harm and disclosure of harm Question 1
Yes
Is there any significant risk that the study may lead to physical harm to participants or researchers?
No X
If YES, please explain how you will take steps to reduce or address those risks 2
Is there any significant risk that the study may lead to psychological or emotional distress to participants?
X
If YES, please explain how you will take steps to reduce or address those risks 3
Is there any risk that the study may lead to psychological or emotional distress to researchers?
X
If YES, please explain how you will take steps to reduce or address those risks 4
Is there any risk that your study may lead or result in harm to the reputation of participants, researchers, or their employees, or any associated persons or organisations?
X
If YES, please explain how you will take steps to reduce or address those risks 5
Is there a risk that the study will lead to participants to disclose evidence of previous criminal offences, or their intention to commit criminal offences?
X
If YES, please explain how you will take steps to reduce or address those risks 6
Is there a risk that the study will lead participants to disclose evidence that children or vulnerable adults are being harmed, or at risk or harm?
X
If YES, please explain how you will take steps to reduce or address those risks 7
Is there a risk that the study will lead participants to disclose evidence of serious risk of other types of harm?
X
If YES, please explain how you will take steps to reduce or address those risks 8
Are you aware of the CU Disclosure protocol?
X
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Evaluating the performance of project management methodologies in the light of Lean Six Sigma and its effectiveness on it. P37082
Online and Internet Research Question 1
Yes
Will any part of your study involve collecting data by means of electronic media (e.g. the Internet, e-mail, Facebook, Twitter, online forums, etc)? If YES, please explain how you will obtain permission to collect data by this means
2
No
X
Data which will be available for public will be used and will be referenced properly other than that email source will be used to get the permission and referenced well.
Is there a possibility that the study will encourage children under 18 to access inappropriate websites, or correspond with people who pose risk of harm?
X
If YES, please explain further 3
Will the study incur any other risks that arise specifically from the use of electronic media?
X
If YES, please explain further 4
Will you be using survey collection software (e.g. BoS, Filemaker)?
X
If YES, please explain which software 5
Have you taken necessary precautions for secure data management, in accordance with data protection and CU Policy? If NO
X
please explain why not
If YES Specify location where data will be stored Planned disposal date
Data will be stored at Coventry University IT system and the user's system 04/01/2016
If the research is funded by an external organisation, are there any requirements for storage and disposal?
X
If YES, please specify details
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Appendix C : Risk Analysis Table
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Appendix D: Gantt chart
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Appendix E: Resource Sheet
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