Sigma As 227 Program Management
The Difference Between Six Sigma and Project Management. What Is Six Sigma? Six Sigma is the method of choice for reducing variance and eliminating the number of defects that a process produces. Six Sigma is a quality management program to achieve 'six sigma' levels of quality. Sigma As 227 Program Pro.
Interest in Six Sigma is growing rapidly within the professional project management community, and the most common question coming from that group is something like “How does Six Sigma relate to the Project Management Body of Knowledge (PMBoK)?” Six Sigma and PMBoK do have connections, similarities and distinctions. Before diving into specifics, a little background doesn’t hurt. The PMBoK is a well-established standard (promulgated by the Project Management Institute) that is widely used by professional project managers in many industries around the world, and is the basis for certification as a project management professional (PMP). The PMBoK consists of nine knowledge areas organized into five “process groups” as illustrated in Figure 2, lower in the article. As specific connections are explored, it is useful to identify and comment on several different perspectives from which this topic can be considered. What Is Meant by “a Project”?
This is not asked in the rhetorical or definitional sense. It is asked to point out an important distinction between a project that is being executed to develop a new product or process (or to enhance something existing) versus a Six Sigma project that may be concurrently executing in parallel with, and potentially intersecting with, the “product project.” The following diagram illustrates this distinction.
Figure 1: What Is a Project? It is possible that several Six Sigma projects may be executing at the same time as a “product project” and may deliver results that impact or are used by that project.
A DFSS (Design for Six Sigma) project could be chartered to better understand the requirements of a certain customer segment, with the intent to deliver that knowledge to the product project team at the appropriate time. Similarly, a process improvement DMAIC project might be initiated if it were recognized that testing capability was insufficient to deliver the required level of quality within the required time frame.
Sigma As 227 Software
Both Six Sigma projects could have results that impact other product project teams as well, and so are not merely tasks within the product project, but have a life of their own. PMBoK as a Guide to Execution of Six Sigma Projects At a conceptual level, many of the “management best practices” advocated by PMBoK and Six Sigma have a great deal in common (e.g., identify and communicate with stakeholders; have a sound plan; conduct regular reviews; and manage schedule, cost and resources).
I have noticed though since I've started a different combo that the monk class is superb for tanking while dual boxing, however druid heals in combination is more challenging than when I was using my disc priest. 
FYI if your running macro's and dual boxing heals and tank, you'll probably cap out near lvl 69 as the Northrend dungeons require more independent actions that make it more difficult to run both heals and tank. It is very fun and I leveled the 2 toons to 69 in roughly 3 days of casual game time play. Not sure if any of y'all run macro dual box tank heals.
Sigma As 227
In the Six Sigma project world, most practitioners would likely argue that these types of activities are the province of the project sponsor/Champion and the team leader, typically a Green Belt or Black Belt. It is generally accepted as best to keep Six Sigma projects time limited (typically four months or so) and to execute them with small teams. Thus, it can be argued that appropriate management controls for projects of this nature may be primarily in the nature of individual results goals for sponsors/Champions and Belts. Six Sigma practitioners may resist additional oversight from a project office or other manifestations of professional project management. In contrast, an argument can be made that professional project management finds its best application in larger, more complex “product projects.” In these situations, more formal and resource-intensive oversight by a mechanism such as a project office is appropriate. With large projects, individual results goals may not provide adequate control to ensure desired outcomes and accountability.