Guide to Implementing Six Sigma for Software Projects

Guide
to success
for your
project
Proposal
Management
Product
Development
Project
Office
Supplier
Management
Change
Management
Six Sigma for Software
Dr. Thomas Fehlmann
Euro Project Office AG, Zurich, Switzerland
E-mail: thomas.fehlmann@e-p-o.com
Web: www.e-p-o.com
www.swisma.ch
www.ch-open.ch/sigs/chop
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The Six Steps to Six Sigma for Software
1. WHAT is Six Sigma? Does it apply to software?
2. WHY do we need Six Sigma For Software?
3. HOW do you implement Six Sigma in the workplace? Can the
theory really be put into practice?
4. WHERE has Six Sigma been applied successfully? Are there
success stories in software, and in which companies?
5. WHEN should Six Sigma be used? How does it fit into a Software
Development and Deployment project?
6. WHO can make an impact using Six Sigma? What are the
organizational and skills requirements? How does it fit into your
Six Sigma program?
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What is Six Sigma?
A Management Strategy
Making targets transparent
Focusing on customers
Meeting the targets
Measurements
Targets
Achievements
DANGER
METRICS
IN USE!
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One Sigma Distribution
Only
about
60%
within
tolerance
Others
some-
where
outside
tolerance
needing
a fix
tolerance
threshold

6 6
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Six Sigma Distribution
All actual measured cases
with tolerance
A process that executes on
6 level will yield results
within the tolerance interval
with 99.99966% probability
6 corresponds to only 3.4
defects per 1 million defect
opportunities
A defect is what affects
customer satisfaction
tolerance
threshold
6 6
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Customer
finds the Defects
Customer
finds the Defects Defects
Mistakes, Bugs, and Defects
Tester
finds Bugs
Tester
finds Bugs Bugs
Developer
finds Mistakes
Developer
finds Mistakes Mistakes
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Common Defects in ICT
In ICT Projects
Often targets are not
clear
Risks have not been
assessed
Resources are not
committed
In Software
No measurements
not even functional
sizing
No customer related
metrics are established
Start Start
Goal Goal
Time
V
a
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e
Start Start
Goal Goal
Time
V
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Start Start
Goal Goal
Time
V
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Start Start
Goal Goal
Time
V
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l
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Start Start
Goal Goal
Time
V
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l
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Start Start
Goal Goal
Time
V
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l
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Start Start
Goal Goal
Time
V
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l
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e
Start Start
Goal Goal
Time
V
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l
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e
Start Start
Goal Goal
Time
V
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l
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e
Start Start
Goal Goal
Time
V
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l
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e
Start Start
Goal Goal
Time
V
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l
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e
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for your
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Development
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Six Sigma program?
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ICT Cost is a Burden
Hidden costs in % of turnover
0 1 2 3 4 5 6
0%
10%
20%
30%
40%
Sigma
DPMO 500000 308537 66807 6210 233 3.4
(Defects per Million Opportunities)
Average Organisation
v 15%
Best in class
< 5%N
Services, Projects, ICT
+33%
Source: Concepts, Innsbruck; GE; own measurements
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The Goal
Create an ICT environment
that effectively solves
customers problems
It works the first time
It is reliable
It tolerates change
Use project management
practices that are suitable
for ICT
Create software based
systems reliably in time and
budget
Start Start
Goal Goal
Time
V
a
l
u
e
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The Key
The Six Sigma approach:
Set the goal
Define Define
Define the metrics
Measure Measure
Measure where you go
Analyze Analyze
Improve your
processes while you go
Improve Improve
Act immediately if
going the wrong path
Control Control
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Six Sigma program?
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How to implement Six Sigma For Software?
Principle No 1: Use customer related metrics
Use Combinatory Metrics to cover all topics
Principle No 2: Adjust to moving targets
Your goals may need change; accept change and
manage it accordingly
Principle No 3: Enforce measurement
Do not enforce meeting targets
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Three Metrics for ICT
We use three kinds of metrics:
Progress track project related
Combinatory metrics product related
Bug count quality related
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Combinatory Metrics Cause - Effect Analysis
Maximum Value Table
Deliverable Impact for Customers
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Combinatory Metrics Cause - Effect Analysis
Correlation Matrix (QFD)
Deliverable Impact on Customers Success Factors
= strong relationship
= medium relationship
= weak relationship
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Goal Goal
Customers
Needs
Market
Segments
Start Start
Product
Features
Acceptance
Competition
Cause - Effect
Measurement
Dependency
New Lanchester:
Who wins?
Perceived
Solution
Development
Processes
Combinator
Deciders Deciders
Realizators Realizators
Customer
Feedback
Evaluation
Competitive
Analysis
Usability Test:
How are we
perceived by target
customers?
Enablers Enablers
Capability
Maturity
Perceived
Quality
How good
are we?
Feature Cost
Parametrics
Comprehensive QFD for Software
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Goal Goal
Customers
Needs
Market
Segments
Usability Test:
How are we
perceived by target
customers?
Start Start
Acceptance
Competition
Cause - Effect
Measurement
Dependency
New Lanchester:
Who wins?
Perceived
Solution
Development
Processes
Perceived
Quality
Combinator
Enablers Enablers
Deciders Deciders
Realizators Realizators
Customer
Feedback
Evaluation
Competitive
Analysis
Capability
Maturity
How good
are we?
Product
Features
Parametrics
0
11
22
33
44
126 176 226 276 326 376 426 476 526 576
151 201 251 301 351 401 451 501 551
Hours (in K) New Functions
User Range
Feature Cost
Comprehensive QFD for Software
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for your
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Profil Customer's Needs
Customer' s Needs
S
a
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Profile 2 2 5 3
CN-F Function a.1 Competency to answer inquiries 5.0 25 5.0 5.0 5.0 5.0
a.2 Confidentiality 3.8 19 1.7 4.0 4.5 3.9
a.3 Suitability for business needs 4.1 20 2.8 3.0 4.8 4.4
CN-Q Quality a.4 Short Development Cycles 3.9 20 5.0 5.0 3.0 4.1
a.5 Functionality where you need it 3.6 18 4.6 3.0 4.2 2.5
a.6 Social competency 3.8 19 3.8 2.0 4.5 4.0
a.7 Communication 4.3 21 4.0 4.0 4.8 3.8
25
Solution Approach
Customers
Needs
VoC
New
Lanchester
Kano
Solution
Approach
Note:
o Agile Programming
o Mechanism for
adding priorities
o Discussion Forum
What are the capabilities
needed to meet those
customers needs?
Solution Characteristics
SC-S Interfaces
b.1 Browser Style GUI
b.2 Keep to XSQL Standard
b.3 Open Interfaces
SC-D Development
b.4 Agile Programming
b.5 Reusable classes
b.6 Customer's Priorities for Extensions
SC-M Management
b.7 Active Portfolio Management
b.8 Reliable Functionality
b.9 Moderated Discussion Forum
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a.1 Competency to answer inquiries 5.0 167 5.0
a.2 Confidentiality 3.8 140 4.2
a.3 Suitability for business needs 4.1 E 147 4.4
a.4 Short Development Cycles 3.9 124 3.7
a.5 Functionality where you need it 3.6 E 126 3.8
a.6 Social competency 3.8 E 130 3.9
a.7 Communication 4.3 137 4.1
Raw Weight 128 104 93 143 86 118 115 114 161 161
Optimization +33 -38 -15
Solution Profile 5.0 2.0 2.9 4.4 2.7 3.7 3.6 3.1 5.0
Suitable For Measurement Sum (
i
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= 0.38
Convergence Factor 0.4
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Finding Solution Characteristics that meet Customers Needs
Optimum
Solution Profile x
1
Best approximation
to Goal Profile
y = (x
1
)
Distance
between
Solution
Profile and
Goal Profile
21
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Forward Planning Set Profiles for Goals Topics
Solution Characteristics (SC)
Customers Needs (CN)
Key Process Areas (KPA)
Solution Characteristics (SC)
Result: Required solution profile for
Key Process Areas (KPAs)
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CN
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KPA
Solution Profile 5.0 4.7 4.2 3.9 3.5 3.5 3.4 3.3 3.0 2.7 2.2 2.1 2.1 2.0 1.5 1.5 1.4 1.3
0
1
2
3
4
5
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for your
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Capability Maturity Measurement
Set the goals
Use Combinatory Metrics
Measure the capability
Mind the gaps
And improve!
Top Processes Assessment
Importance Results
c.11 Software Product Engineering 5.0 4.7
c.14 Quantitative Process Management 4.7 3.2
c.12 Intergroup Coordination 4.7 2.3
c.2 Software Project Planning 4.2 3.8
c.17 Technology Change Management 4.1 3.3
c.1 Requirements Management 3.8 4.3
c.18 Process Change Management 3.3 3.5
c.9 Training Program 3.2 4.3
c.13 Peer Reviews 2.3 3.0
c.7 Organization Process Focus 1.6 1.4
c.15 Software Quality Management 1.5 1.6
c.3 Software Project Tracking and Oversight 1.4 1.2
c.6 Software Configuration Management 1.1 3.6
c.16 Defect Prevention 0.5 3.7
c.8 Organization Process Definition 0.4 1.2
c.10 Integrated Software Management 0.4 0.5
c.4 Software Subcontract Management 0.2 1.3
c.5 Software Quality Assurance 0.1 2.3
3.0 3.1
Goal Actual
The
Four Tops
The Ten
Valuable
The
Basics
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b.1 Browser Style GUI 5.0 E 214 4.2 226 4.6
b.2 Keep to XSQL Standard 2.0 99 1.9 112 2.3
b.3 Open Interfaces 2.9 128 2.5 146 3.0
b.4 Agile Programming 4.4 254 5.0 244 5.0
b.5 Reusable classes 2.7 157 3.1 182 3.7
b.6 Customer's Priorities for Extensions 3.7 206 4.1 199 4.1
b.7 Active Portfolio Management 3.6 214 4.2 218 4.5
b.8 Reliable Functionality 3.1 167 3.3 178 3.6
b.9 Moderated Discussion Forum 5.0 245 4.8 237 4.9
Measurement 4.3 3.5 1.2 1.9 3.0 2.0 2.1 3.2 4.3 2.8 4.7 4.3 2.0 3.2 4.3 2.0 2.6 2.0
Raw Weight 144 109 119 92 99 105 120 138 137 146 195 104 88 133 131 81 105 81 195
Optimization +20 +20 -70 -35 -45 -45 -40 -30 +80 +20
Solution Profile 4.2 3.3 1.3 1.5 1.4 1.5 2.0 3.5 3.5 3.0 5.0 4.7 2.2 3.4 3.9 2.1 2.7 2.1
Sum (
i
-
i
)
2
= 1.88
Sum (i-
i
)
2
= 2.99
Effect. Deviation 1.0
Sum of (
i
-
i
)
2
= 1.15
Process Maturity Gap 0.6
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Cause- Effect Rel ati onshi p
Strong 9
Medi um 3
E Weak 1
Deployment and Combinatory Metrics for Key Process Areas
Thats how well we meet
solution characteristics
y
2
= (x
2
)
Measured
Maturity
Profile x
2
Optimum
Maturity
Profile x
1
24
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Backward Controlling
Matrices in the reverse order
What Customers Needs can we fulfill
with such Solution Characteristics?
What Solution Characteristics can we
achieve with such KPA capability?
Metrics
For Key Process Area deployment:
C
u
s
t
o
m
e
r
s

N
e
e
d
s
S
o
l
u
t
i
o
n

C
h
a
r
a
c
t
e
r
i
s
t
i
c
s
Key Process Area
CN
SC
KPA
Sum (
i
-
i
)
2
= 1.88
Sum (i-
i
)
2
= 2.99
Sum of (
i
-
i
)
2
= 1.15
25
Success
for your
project
Proposal
Management
Product
Development
Project
Office
Supplier
Management
Change
Management
Six Sigma Metrics For Software
Convergence Factor
Tells you how good your QFD is
How well the solution matches the goal topic
Effective Deviation
Tells you how well you are doing
If youre doing the right things
Process Maturity Gap
Tells you if you do things right
Related to, but not equal to CMM scale
Sum (
i
-
i
)
2
= 1.88
Sum (i-
i
)
2
= 2.99
Sum of (
i
-
i
)
2
= 1.15
26
Success
for your
project
Proposal
Management
Product
Development
Project
Office
Supplier
Management
Change
Management
Combinatory Metrics Matrix with Measurement
B
r
o
w
s
e
r

S
t
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l
e

G
U
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p

t
o

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e

P
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R
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c
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s

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f
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P
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M
a
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t
R
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F
u
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c
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n
a
l
i
t
y
M
o
d
e
r
a
t
e
d

D
i
s
c
u
s
s
i
o
n

F
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r
u
m
E
f
f
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c
t
i
v
e

P
r
o
f
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e

(
i
)
S
e
l
e
c
t
i
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n

C
r
i
t
e
r
i
a
Customer' s Needs
b
.
1
b
.
2
b
.
3
b
.
4
b
.
5
b
.
6
b
.
7
b
.
8
b
.
9
0
.
4
0
.
7
a.1 Competency to answer inquiries 5.0 167 5.0 177 5.0
a.2 Confidentiality 3.8 140 4.2 157 4.4
a.3 Suitability for business needs 4.1 E 147 4.4 169 4.8
a.4 Short Development Cycles 3.9 124 3.7 138 3.9
a.5 Functionality where you need it 3.6 E 126 3.8 135 3.8
a.6 Social competency 3.8 E 130 3.9 141 4.0
a.7 Communication 4.3 137 4.1 141 4.0
Measurement 4.6 2.3 3.0 5.0 3.7 4.1 4.5 3.6 4.9
Raw Weight 128 104 93 143 86 118 115 114 161 161
Sum (
i
-
i
)
2
= 0.38
Suitable For Measurement Convergence Factor 0.4
Sum (i-
i
)
2
= 1.07
Sum of (
i
-
i
)
2
= 0.25
G
o
a
l

P
r
o
f
i
l
e

(
i
)
M
e
a
s
u
r
e
d

I
m
p
a
c
t

(
i
)
0
1
2
3
4
5
0 1 2 3 4 5
Thats how well
we fulfill customers
needs: z = (y
2
)
i
= a
i,j
*
j
Measured
Solution Profile y
2
27
Success
for your
project
Proposal
Management
Product
Development
Project
Office
Supplier
Management
Change
Management
Combinatory Metrics Three Metrics for Success
B
r
o
w
s
e
r

S
t
y
l
e

G
U
I
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p

t
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S
t
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P
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R
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c
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P
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f
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n
s
A
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v
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P
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r
t
f
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l
i
o

M
a
n
a
g
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m
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n
t
R
e
l
i
a
b
l
e

F
u
n
c
t
i
o
n
a
l
i
t
y
M
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d
e
r
a
t
e
d

D
i
s
c
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s
i
o
n

F
o
r
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m
E
f
f
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t
i
v
e

P
r
o
f
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l
e

(
i
)
S
e
l
e
c
t
i
o
n

C
r
i
t
e
r
i
a
Customer' s Needs
b
.
1
b
.
2
b
.
3
b
.
4
b
.
5
b
.
6
b
.
7
b
.
8
b
.
9
0
.
4
0
.
7
a.1 Competency to answer inquiries 5.0 167 5.0 177 5.0
a.2 Confidentiality 3.8 140 4.2 157 4.4
a.3 Suitability for business needs 4.1 E 147 4.4 169 4.8
a.4 Short Development Cycles 3.9 124 3.7 138 3.9
a.5 Functionality where you need it 3.6 E 126 3.8 135 3.8
a.6 Social competency 3.8 E 130 3.9 141 4.0
a.7 Communication 4.3 137 4.1 141 4.0
Measurement 4.6 2.3 3.0 5.0 3.7 4.1 4.5 3.6 4.9
Raw Weight 128 104 93 143 86 118 115 114 161 161
Sum (
i
-
i
)
2
= 0.38
Suitable For Measurement Convergence Factor 0.4
Sum (i-
i
)
2
= 1.07
Sum of (
i
-
i
)
2
= 0.25
G
o
a
l

P
r
o
f
i
l
e

(
i
)
M
e
a
s
u
r
e
d

I
m
p
a
c
t

(
i
)
0
1
2
3
4
5
0 1 2 3 4 5
Effective
Deviation
Convergence Factor
Process
Maturity Gap
28
Success
for your
project
Proposal
Management
Product
Development
Project
Office
Supplier
Management
Change
Management
Six Sigma program?
29
Success
for your
project
Proposal
Management
Product
Development
Project
Office
Supplier
Management
Change
Management
A Case Study
Small niche company
Software for business communications
Worldwide market
Serving businesses with large customer bases
Limited resources
Customer Orientation
Metrics Approach
Target: CMM 4 for software development
o I.e. development processes managed by metrics
Big Vision
http://www.gmc.net/
30
Success
for your
project
Proposal
Management
Product
Development
Project
Office
Supplier
Management
Change
Management
Capability Maturity Measurement
The real case
GMC Software Technology
Software process improvement
since Dec. 2000
Now ISO 9001:2000 certificate!
Key Processes
Importance
The Four Tops
PL-1.1 Customer's Needs 5.00 4.10 1.20
PL-2.0 New Feature Request 4.90 4.08 -
PL-2.2 Detailed Design 4.47 2.08 1.59
PL-2.3 Implementation 4.42 3.62 1.95
The Ten Valuable
PL-1.3 New Market Requirement 4.28 3.76 1.59
PL-6.5 Beta Release Test 4.24 3.37 -
PL-5.9 Customer Release 3.80 2.98 -
PL-3.4 User Training 3.78 2.56 -
PL-4.4 Issue Management 3.73 3.05 -
PL-6.4 Code Review 3.72 2.58 1.95
PL-6.8 Acceptance Testing 3.70 3.10 1.17
PL-6.2 Alpha - Internal Test 3.52 3.82 -
PL-2.4 Release Planning 3.49 3.19 1.95
PL-7.1 Configuration Management 3.48 3.00 1.18
The Basics
PL-4.2 Hot Fix 3.41 3.02 -
PL-8.7 Partner Strategy 3.40 2.57 1.36
PL-7.6 Knowledge Repository 3.39 2.80 -
PL-1.2 Project Proposal 3.34 3.21 1.20
PL-8.1 Audits 3.12 2.40 -
4.04 3.12 1.57
Goal 09/2003 12/2000
Maturity
C
u
s
t
o
m
e
r
'
s

N
e
e
d
s
N
e
w

F
e
a
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R
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q
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t
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d

D
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I
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o
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N
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w

M
a
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R
e
q
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m
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t
B
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a

R
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T
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R
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c
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T
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-

I
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P
l
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C
o
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f
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M
a
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o
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F
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x
P
a
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r

S
t
r
a
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y
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n
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R
e
p
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s
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P
r
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p
o
s
a
l
A
u
d
i
t
s
0
1
2
3
4
5
SW Development Excellence
31
Success
for your
project
Proposal
Management
Product
Development
Project
Office
Supplier
Management
Change
Management
Competitive Advantage Customer' s Business Obj ectives
S
u
p
p
o
r
t

E
x
i
s
t
i
n
g

B
u
s
i
n
e
s
s

A
p
p
l
i
c
a
t
i
o
n
s
A
d
a
p
t
s

t
o

N
e
w

B
u
s
i
n
e
s
s

A
p
p
l
i
c
a
t
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n
s
I
n
t
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r
a
t
e
s

a
n
d

c
o
m
p
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e
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e
n
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s

o
t
h
e
r

c
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i
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c
h
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n
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l
s
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t
t
r
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c
t
s

N
e
w

C
u
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t
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m
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r

S
e
g
m
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n
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s
G
e
t
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S
t
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r
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d

w
i
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h

P
r
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t
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p
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f
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O
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F
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&

L
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A
p
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i
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n
I
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D
a
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D
e
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&

C
o
m
p
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t
i
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P
r
o
d
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c
t
i
o
n

J
o
b

F
l
o
w
O
u
t
p
u
t

f
o
r

V
a
r
i
o
u
s

M
e
d
i
a
R
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d
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e

D
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p
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n
d
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f
r
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m

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T

D
e
p
a
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M
a
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m
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y
s
t
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M
a
n
a
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t
R
e
t
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o
n

I
n
v
e
s
t
m
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n
t
Competition
C
B
O
-
1
.
1
C
B
O
-
1
.
2
C
B
O
-
1
.
3
C
B
O
-
1
.
4
C
B
O
-
2
.
1
C
B
O
-
2
.
2
C
B
O
-
3
.
1
C
B
O
-
3
.
2
C
B
O
-
3
.
3
C
B
O
-
3
.
4
C
B
O
-
3
.
5
C
B
O
-
4
.
1
C
B
O
-
4
.
2
C
B
O
-
4
.
3
Rating Relative
PrintNet T 1 6 9 8 8 7 5 9 9 9 6 9 8 4 8 112 1
Competition 1 2 8 5 6 5 5 5 4 4 4 6 3 5 6 7
144 2
Competition 2 3 7 5 7 5 5 3 3 3 4 8 1 5 5 6 202 3
Competition 3 1 8 5 7 5 5 4 3 3 4 8 1 5 5 6 98 1
Competition 4 2 8 5 6 5 5 4 3 3 4 6 3 5 4 7 136 2
Competition 5 2 5 5 4 4 5 5 5 5 6 7 3 7 5 6 143 2
Competition 6 4 8 6 7 5 5 7 7 7 6 7 2 6 5 5 333 4
Competition 7 4 6 6 8 7 7 6 8 8 7 8 8 7 4 5 379 5
Competition 8 3 8 5 6 4 3 5 6 6 6 6 2 5 7 5 223 3
Solution Characteristics Weight Factors 3 3 3 5 5 4 3 4 5 3 3 2 5 4
Our Weight 16 28 26 36 32 18 29 34 44 19 31 18 20 35 1 44
Competition Weight 20 17 22 23 23 18 17 20 26 23 11 14 25 25 21 26 44
Our Achievement 1-5 Scale 2 3 3 4 4 2 3 4 5 2 4 2 2 4 44 1 1895
Competition's Achievement 1-5 Scale 2 2 2 3 3 2 2 2 3 3 1 2 3 3 32 0 1022
(relative to Weapon's Strength) Better than the Competition 36% E
2
= 1.85
Competition: yellow
Our Solution.: green
M
a
r
k
e
t

S
h
a
r
e

W
e
i
g
h
t
0 1 2 3 4 5
0
1
2
3
4
5
New Lanchester Measurements
With New
Lanchester you
measure the
strength of
your weapons"
Perceived
features
How well
you meet
customers
needs
GMC experienced
2003 30% growth
and significant
market share gains
Better than the Competition 36%
32
Success
for your
project
Proposal
Management
Product
Development
Project
Office
Supplier
Management
Change
Management
Sum (
i
-
i
)
2
= 2.54
Sum (i-
i
)
2
= 8.07
Sum of (
i
-
i
)
2
= 5.04
Feature Cost Deployment and Measurement
Parametrics
Parameter-driven cost model
Identifies and analyzes feature cost
Combinatory Metrics
Cost Drivers
Product Features
Customers Needs
Which target costing meets customers
needs?
How well is our actual costing?
Cost Drivers
CN
PF
CD
P
r
o
d
u
c
t

F
e
a
t
u
r
e
s
C
u
s
t
o
m
e
r
s

N
e
e
d
s
Product Features
33
Success
for your
project
Proposal
Management
Product
Development
Project
Office
Supplier
Management
Change
Management
Six Sigma program?
34
Success
for your
project
Proposal
Management
Product
Development
Project
Office
Supplier
Management
Change
Management
Experiences
Used since 1998 for
Airline Service
E-Banking service
Software
Development
IT Service
Deployment
Top-of-the-art
Business
Communications
35
Success
for your
project
Proposal
Management
Product
Development
Project
Office
Supplier
Management
Change
Management
Experiences
Advantages
Project ends in time &
budget
No project stops
Customers see
improvement
Early warning
Enables management
control
Transparency
Disadvantages
Cultural Change
Management becomes
measurable
People fear loss of
creativity
Requires innovation
management
No hideouts
36
Success
for your
project
Proposal
Management
Product
Development
Project
Office
Supplier
Management
Change
Management
Experiences
Sigma Level Reached
Airline Service: 3.1
Columbus (bank): 2.8
IT Service (bank): 1.8
GMC: 1.5 3.3
CMM Level
N/A
Between 0.8 and 2.6
1.4
1.8 3.2
37
Success
for your
project
Proposal
Management
Product
Development
Project
Office
Supplier
Management
Change
Management
Six Sigma program?
38
Success
for your
project
Proposal
Management
Product
Development
Project
Office
Supplier
Management
Change
Management
The Role of the Project Office
You need dedicated experts who have the necessary
measurement skills
To effectively measure
To provide the metrics
Using tools like QFD, New Lanchester, Function Points
These experts constitute the Project Office
They must not be dependent from neither
Supplier, nor
Customer
39
Success
for your
project
Proposal
Management
Product
Development
Project
Office
Supplier
Management
Change
Management
The Role of the Project Office
Customer Supplier
Project Responsible
of Customer
Project Responsible
of Customer
Project Leader
Supplier
Project Leader
Supplier
e.g.
User Representative
e.g.
User Representative
e.g.
Parameter adaptation
e.g.
Parameter adaptation
e.g.
IT Representative
e.g.
IT Representative
e.g.
Training
e.g.
Training
e.g. Subcontractor
standard application
e.g. Subcontractor
standard application
e.g. Subcontractor
for technology
e.g. Subcontractor
for technology
Customer Management
Purchasing
Controlling
Customer Management
Purchasing ng
Controlling
Supplier Management
Account Manager
Practice Mgmt
Competence Centers
Supplier Management
Account Manager
Practice Mgmt
Competence Centers
Steering Committee
Project sponsor
Management
Steering Committee
Project sponsor
Management
e.g.
Implementation Team
e.g.
Implementation Team
e.g. Business Process
Owner
e.g. Business Process
Owner
Project Manager
Project administration
Project Manager
Project administration
40
Success
for your
project
Proposal
Management
Product
Development
Project
Office
Supplier
Management
Change
Management
Conclusion
Creating Software has become even more important. But
the focus changes from bug free kernel functionality to
usefulness business functionality
Six Sigma for Software implementation relies on ICT
Project Management and software process improvement
Six Sigma brings major benefits
For ICT Software and Services
Cost engineering provides maximum value for customers
The key to measurements are Combinatory Metrics

Guide to Implementing Six Sigma for Software Projects

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