Six Sigma Proposal (1.3)

PROJECT
Proposal
3.28 Six Sigma Data
Analysis and
Presentation for
Lucas Chan Andreassend | Kimberley Nicole Capati |

Joni Pablo
19/03/2016
Six Sigma
Version 1.3
TABLE OF CONTENTS
Version History....................................................................................................... 3
Contact Information............................................................................................... 4
Client.................................................................................................................. 4
Colleagues.......................................................................................................... 4
Supervisor........................................................................................................... 4
Team................................................................................................................... 5
Introduction........................................................................................................... 6
Rationale................................................................................................................ 7
Existing system................................................................................................... 7
Why the project is needed..................................................................................7
Scope..................................................................................................................... 9
Objectives............................................................................................................ 10
Project approach.................................................................................................. 11
Agile.................................................................................................................. 11
The Agile Manifesto.......................................................................................... 11
Four Key Values.............................................................................................. 11
12 Principles................................................................................................. 12
Kanban.............................................................................................................. 13
How we will use Kanban.................................................................................13
DMAIC............................................................................................................... 14
How we will use DMAIC..................................................................................15
Project Plan.......................................................................................................... 16
Deliverables......................................................................................................... 17
Quality Assurance................................................................................................ 18
Quality Assurance Requirements......................................................................18
Validation and Verification Process...................................................................18
Page | 1
Six Sigma
Version 1.3
Meetings........................................................................................................... 19
Team Member Review....................................................................................... 19
Client review..................................................................................................... 19
Communication Management Plan......................................................................20
Roles, Skills, Knowledge....................................................................................... 21
Required IT-Specific Skills and Knowledge........................................................21
Roles and Current IT-Specific Skills...................................................................23
Cost Estimate...................................................................................................... 27
Labour Cost Estimate........................................................................................ 27
Software Cost Estimate..................................................................................... 27
Materials Cost Estimate.................................................................................... 28
Risk Management................................................................................................ 29
Levels of Risk.................................................................................................... 29
Risk Register........................................................................................................ 30
Glossary............................................................................................................... 33
References........................................................................................................... 34
Disclaimer............................................................................................................ 35
Page | 2
Six Sigma
Version 1.3
VERSION HISTORY
This is the Version History in which this table represents the changes that we
have made to the project proposal. We can also track future changes made and
let everyone in the team know about any changes that may have occurred.
Date
13/03/20
Versi
Author
on
(s)
1.0
16
Description
Change(s)
Lucas
The first draft of the
Proposal layout
Kimberl
proposal layout is ready
completed.
ey
and completed.
Joni
18/03/20
1.1
Lucas
Decided on the
Updated the project
methodology we are
methodology part of
using for this project.
the proposal.
Lucas
Final update to the
Updated the project
Kimberl
project scope is
scope.
ey
completed.
16
19/03/20
1.2
16
Joni
19/03/20
16
1.3
Lucas
Final update to project
Updated and did touch
Kimberl
plan is completed.
ups on the project
ey
plan.
Joni
Page | 3
Six Sigma
Version 1.3
CONTACT INFORMATION
CLIENT
Name
Email Address
Mobile Number
Sam Abraham
sam@clearvision.net.nz
027 487 3545
Name
Email Address
Mobile Number
Devendra Oak
oak.devendra@gmail.com
027 366 8960
Name
Email Address
Mobile Number
Greig Wakefield
greig.wakefield@xtra.co.nz
027 4892 676
COLLEAGUES
SUPERVISOR
TEAM
Page | 4
Six Sigma
Version 1.3
han
BCIS Major
Student ID
Email Address
Mobile Nu
Networking
13836608
lchanand@gmail.com
021 257 99
Computational
1251343
kimbcapati@yahoo.com
021 074 77
13827872
jonirpablo@gmail.com
022 326 19
ssend
y Nicole
lo
Intelligence &
Software
Development
Computational
Intelligence &
Software
Development
INTRODUCTION
Clearvision Communications is a telecommunications company situated in

Ellerslie, Auckland. They are a sub-contractor for Chorus, the company who is
responsible for laying fibre telecommunication lines throughout New Zealand.
Clearvisions role is to connect the home or business to the curb-side fibre boxes.
They also provide a number of other services including wired and wireless
networking setup, installing aerial and satellite dishes, and home theatre system
setup.
Clearvision is currently using simPRO to track and manage jobs. It can integrate
with two other simPRO products; simPRO connect and simPRO eForms. These
allow for use on mobile operating systems and the ability to digitize paper forms
respectively. The company was founded in 2002 by Stephen Bradshaw and has
its headquarters situated in Queensland, Australia.
The overall aim of this project is to help Clearvision implement Six Sigma
management techniques to improve the efficiency of the company and become
Chorus first choice for installing fibre connections. Six Sigma was created in
1986 by senior Motorola engineer Bill Smith. The technique revolves around the
Page | 6
Six Sigma
Version 1.3
use of empirical data and statistics to understand where in a company waste is

being produced, and therefore what aspects of the company need to be
addressed.
Our project team will be performing data analysis on Clearvisions lead time key
performance indicator (KPI) and using it to find trends which allow us to come
make definitive conclusions on where waste is being produced. We will also
improve on Clearvisions current method for logging and monitoring jobs as
currently too many jobs are left incomplete. This leads to data inconsistencies
which is crucial when implementing Six Sigma practises. This document intends
to provide justification for the project, how we will plan and execute the project,
assure quality, and manage risks.
Page | 7
Six Sigma
Version 1.3
RATIONALE
EXISTING SYSTEM
Clearvision Communications currently uses two methods for managing jobs. For
multi-dwelling units (MDUs) they use the simPRO job management software. This
software-as-a-service (SaaS) allows Clearvision Communications operatives to
create a new job, update its progression status, and close them once completed.
The software also has a multitude of other features such as quoting and cost
estimation, reporting, and stock management. For single-dwelling units (SDUs)
they organise them using spreadsheets.
WHY THE PROJECT IS NEEDED
Clearvision Communications wants to become the leading sub-contractor for

Chorus. To do so, their first step is addressing the companys internal situation
and improving the overall quality and efficiency of their product output. The
second step is for us to analyse data on their KPI(s) and present it to our client
for them to make conclusive decisions regarding their company. Our client is
intending to utilise Six Sigma techniques to better understand what areas of the
company can be improved upon. Once improvements have been implemented,
Clearvision Communications product quality will ideally demonstrate to Chorus
why they deserve contract priority over competing companies.
Firstly, with the current system, jobs are split between two types of software
depending on their type. We aim to improve this system because too often jobs
are not entered, maintained, or closed correctly. Furthermore, having the data
split across two platforms enables data inconsistencies and inconvenience for
data mining. Six Sigma relies heavily upon empirical data, and Clearvision
Communications will not be able to fully utilise these techniques until their data
has such properties. Therefore, implementing proper data maintenance tools,
techniques and practices now will help in Clearvision Communications future
endeavours.
Page | 8
Six Sigma
Version 1.3
Secondly, for Clearvision Communications to be the first choice for contract

work, the company will need to consistently operate at their peak efficiency,
thereby building their reputation through the quality of their product. Six Sigma
provides a means of attaining that performance by stripping waste in the
company so that resources can be better utilised elsewhere.
Page | 9
Six Sigma
Version 1.3
SCOPE
The analysis and presentation of Six Sigmas lead time KPI will assist Clearvision
Communications in seeing their current statistics, comprehend how well their
company is trending in the industry and implement changes and improvements
in order to achieve their goal to be number one in their field.
In order to effectively achieve our teams main objective, we have divided the
project into three phases. The first phase involves reviewing the business
processes of Clearvision Communications to establish more robust data
practices, learn and gain experience with their business systems and gather their
lead time KPI data. The second phase is where we will establish a change
management plan and determine the most appropriate data mining tool to use in
simPRO and spreadsheets. Finally, the third phase incorporates data mining and
analysis of their lead time KPI to ascertain where and how waste is being
produced. Once these tasks are completed, we will then proceed with
presentation of data.
In phase one, we will be hands-on with their system to understand exactly how
the process of creating, updating and closing a job is performed both in simPRO
and on spreadsheets. We will also be gaining feedback from employees during
this period to understand why the transition to simPRO has not happened yet.
Combining this experience and feedback, we will write a change management
plan with our recommendations for submission to our client.
In phase two, we are going to submit our change management plan to our client
and decide on an appropriate data mining tool. Because MDU and SDU data is
guaranteed to be split between simPRO and spreadsheets, data will be mined
from both. Our initial intention is to use Weka for mining data, but we will need to
test its interaction with simPRO because it is not a traditional database and
therefore we may have to resort to other software.
In phase three we will commence with the data mining and modelling. The data
will be presented to the client to use for data analysis and conclusion making.
Page | 10
Six Sigma
Version 1.3
This will be performed by us, our client and other employees at our clients
discretion. The statistics presented to the client will allow us to identify where in
the process waste is being produced. These areas can be targeted with solutions
also devised by us, our client and other employees at our clients discretion.
Depending on how long it takes us to finish analysing lead time, our client will
also have us investigate another KPI but this has not yet been finalised.
OBJECTIVES
Our main objective for this project is to begin facilitating Clearvisions

implementation of Six Sigma practices into their business processes. For us to do
this, we will first perform a business process review and start the transition of
moving the whole company over to simPRO job management software. This is to
instil best data management practices which is required for Six Sigma. Without
proper data integrity, consistency and durability Six Sigma practices will not be
able to be upheld over a long period of time i.e. the lifetime of the company.
Secondly, we aim to present accurate data to our client which allows them to
understand exactly what is happening in their business. Using this data our
project team, client and employees can make an educated decision on how to
improve the lead time KPI. Once solutions have been fully implemented, we are
able to move on to another KPI. However, this is a supplementary work and is not
a part of our two main objectives.
Page | 11
Six Sigma
Version 1.3
PROJECT APPROACH
Our project is split into two distinct parts; refining the business processes of the
operations department and mining then analysing data from said department.
The latter falls under Six Sigma implementation and as such we will be using the
DMAIC methodology. For the former however we will be using an agile approach,
specifically Kanban.
AGILE
Agile process management refers to an iterative, highly-flexible approach to

project management. It is most often used in software development because of
how susceptible requirements are to change and this allows the team to deal
with that in a controlled manner. An agile approach is also applicable from a
change management perspective which is what we will be using it for. Agile
methods break down the entire workflow into manageable pieces called User
Stories, add them to a priority queue, and implement them as they are finished.
This gives more granular control over the final product and encourages
communication with the client on a frequent basis for their feedback. There are
many methodologies which fall under the Agile umbrella category. Variations
follow the same ideology but use a combination of terminology and practises to
make them unique.
THE AGILE MANIFESTO
This is a list of core values and principles devised by a mix of software

developers, project managers, and executives amongst others which capitalises
the thought process one should have when using an agile approach. The list is
taken specifically from a software development perspective, but can be modified
to also fit change management.
Page | 12
Six Sigma
Version 1.3
FOUR KEY VALUES
1)
2)
3)
4)
Individuals and interactions over processes and tools.

Working software over comprehensive documentation.
Customer collaboration over contract negotiation.
Responding to change over following a plan.
In the manifesto it states that the items on the right should be disregarded, but
that you value items on the left more.
12 PRINCIPLES
1) Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.

o Instead of software, our highest priority is to satisfy the customer
with continuous delivery of progress, feedback, and
recommendations.
2) Welcome changing requirements, even late in development. Agile
processes harness change for the customers competitive advantage.

3) Deliver working software frequently, from a couple of weeks to a couple of
months, with a preference to the shorter timescale.

o Instead of software, we will deliver tangible data and
recommendations.
4) Business people and developers must work together daily throughout the
project.
5) Build projects around motivated individuals. Give them the environment
and support they need, and trust them to get the job done.
6) The most efficient and effective method of conveying information to and
within a development team is face-to-face conversation.

7) Working software is the primary measure of progress.
o Instead of working software, positive feedback and tangible data is
the primary measure of progress.

8) Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant pace

indefinitely.
9) Continuous attention to technical excellence and good design enhances
agility.
10) Simplicity the art of maximizing the amount of work done is essential.
11) The best architectures, requirements, and designs emerge from self-
organising teams.
Page | 13
Six Sigma
Version 1.3
12) At regular intervals, the team reflects on how to become more effective,
then tunes and adjusts its behaviour accordingly.
Page | 14
Six Sigma
Version 1.3
KANBAN
Kanban is a methodology inspired by Toyotas production line which specifies

what to produce, when to produce it, and how much to produce. The idea is to
match production output with the teams production capacity. This is the core
principle of Kanban to have a continuous flow of output. This is done by only
focusing on tasks which are in progress, completing said task, and taking the
next one from the top of the prioritised backlog. Work in the backlog can be
freely prioritised or changed, because any changes made there does not impact
the work currently being done by the team. Kanban prefers to use visuals to
identify work in the backlog, work being done, and work completed. This is done
using a board divided into four or more columns (up to the teams discretion)
entitled backlog, work in progress, under review, and done. Tasks are added
using post-it notes (or the digital equivalent) and can be reorganised accordingly.
Because we are reviewing business processes, we will incorporate elements of

the business process re-engineering framework (BPR) into our Kanban workflow.
There are four recursive steps in BPR:
1) Identify processes.
2) Review, update, analyse as-is.
3) Design to-be.
4) Test and implement to-be.
Breaking down our workflow into these four steps gives us a methodical
approach to the problem. We will be using Kanban for its visual representation of
tasks and its principles, but we will progress through these four steps listed in
BPR.
Page | 15
Six Sigma
Version 1.3
HOW WE WILL USE KANBAN
Kanbans greatest strength for us is its flexibility. We are a newly formed

team who will have to learn change management and project
management skills as we progress. As a result, we will have moments of
uncertainty where our task order or requirements will change and Kanban
gives us the freedom to adapt to these changes without impacting what
work we are doing or have done.
Kanban does not set specific dates for release. It will instead have a
continuous flow of delivery upon completion of a task. This is more suited
to us compared to Scrum for example because we are entering a new field
and do not have the experience to give definitive or educated estimations
of due dates.
Kanban does not set pre-defined roles to team members and encourages
open communication. This is appropriate to our situation because we are
all on an equal footing in terms of experience and will all have to learn as
we progress. Also, we are only meant to have a Project Leader who will
handle communication and not delegation as per the AUT requirements.
Kanban is well suited for making improvements to an already existing

process. It is designed to stimulate team members while respecting the
existing roles and responsibilities which work and are worth preserving.
We are using this methodology to perform change management, and we
believe this is the correct mentality to have. Because we will be working
with people as well as technology, we will need to ensure that any
changes we suggest are respectful of their current processes which work
for the company. Our goal is to improve upon the existing processes, not
to replace them entirely.
DMAIC
Once the business process review part of our project is complete, we will be
focusing on data analysis for use in implementing Six Sigma. DMAIC, which
stands for define, measure, analyse, improve, and control, is the primary tool in
Page | 16
Six Sigma
Version 1.3
implementing Six Sigma into an existing business. These principles can be

expanded:
Define is to analyse the business problem and scope of the project.

Information which is already known is documented and unknown
information is sourced from internal and external sources. This is the step
where goals are set and a project charter is created.
Measure seeks to gain a baseline for what needs to be improved upon.

This is done by performing internal data collection and establishing a
reasonable metric used to measure e.g. time, cost, etc. These baselines
are then compared to ones defined in the goals.
Analyse involves processing the data to determine where waste is being

produced and how it can be eliminated. The identified problems are
prioritised depending on the magnitude of impact to the company.
Improve is when a solution(s) is posed and tested in a Plan-Do-Check-Act

format. The company will evaluate the solutions, create an
implementation plan, and finally deploy it.
Control is an ongoing process that seeks to maintain the benefits gained

from removing waste. This will involve monitoring the companys
performance, creating a control plan, and maintaining the required
documentation and employee training as necessary.
HOW WE WILL USE DMAIC
For the purpose of this part of the project, the define stage has already been
completed by Clearvision so we will be focusing on the measuring, analysing,
and improving aspects of the methodology. Controlling will be conducted by their
internal team when the project is complete.
Clearvision would like for us to use this methodology because it was designed
and tested for Six Sigma implementation. We agree with this stance because it
means we can follow a methodology that we know is guaranteed to work with
the project rather than trying to make a different methodology fit. Furthermore,
Page | 17
Six Sigma
Version 1.3
they have already completed the define stage which will save us a significant
amount of time that we can utilise elsewhere.
We are choosing to adopt two methodologies because of the distinct differences

in the project deliverables. One involves business process review and change
management while the other is data analysis. Using DMAIC for change
management means we would need to come to definitive conclusions at each
step of the processes, and due to our inexperience we believe having an iterative
process cycle will mean any mistakes we make can be more easily rectified.
PROJECT PLAN
DELIVERABLES
Stage
Page | 18
Deliverables
Six Sigma
Version 1.3
Initiation
Write Project Proposal
Phase 1
Write Team Contract

Improve Data Mining Skills
Review SimPRO Website
Collect Lead Time KPI Data
Sort Gathered Data
Phase 2
Review Business Processes

Develop Change Management Plan
Gain Client Feedback
Phase 3
Select Data Mining Tool

Perform Data Analysis
Closing
Present Analysed Data

Close Project
Page | 17
Six Sigma
Version 1.3
QUALITY ASSURANCE
Quality control is a significant procedure to ensure that the project meets the
requirements and needs of the client. In order to control the quality of the
project, quality review procedures must be facilitated. This will provide
interventions for both quality management and control, evaluate the conformity
of the project against a certain set of criterias, ensure that any discrepancies or
errors found are fixed and implement a platform for project improvement.
QUALITY ASSURANCE REQUIREMENTS
The team must define specific quality objectives and policy and make
certain that these are fully apprehended and being practiced by all team
members at all levels.
The team must ensure that proper processes are administered in order to
satisfy the client needs and expectations.
The team must have a documented and defined responsibility, authority

and interrelationship to manage the quality systems proficiently.
The team must provide sufficient resources to implement and maintain the
quality systems.
Scheduled management reviews of the quality systems must be organised

to assess its suitability, effectiveness and efficiency.
The team must decide on actions that needs to be taken to be able to

continuously improve the quality of the project.
VALIDATION AND VERIFICATION PROCESS
The validation and verification process will be used to observe whether the
project meets the defined requirements. This will be an ongoing process which
involves all team members and the client. When a task has been completed, it is
moved to the under review section of the Kanban board where the other team
Page | 18
Six Sigma
Version 1.3
members evaluate the quality of the work. This is necessary for each individual
task so any issues with the work can be identified early. This stringent method
will also mean work cannot be overlooked, and therefore enable us to maintain a
standard of quality we are satisfied with. A task can be considered complete
when the work done meets the required specifications. All team members need
to agree and sign off the work done. For larger milestone tasks, this process will
also require the clients sign off.
MEETINGS
Team meetings are compulsory for all members to attend and occur at
least once a week to discuss the progress of the tasks given.
The team/project leader must meet with the client at least once every
month to ensure that everything is going according to what they wanted,
to review project tasks and get feedback.
TEAM MEMBER REVIEW
The current progress of each team member must be revised by all the
members in the team. The team member review occurs at least once a
week and any changes discussed during the meeting shall be done.
Generally, face-to-face meetings are ideal for this but it is also acceptable
to do it online via Skype or Facebook
CLIENT REVIEW
The client review is a way for the client to review and give feedback on all
the members current progress and this occurs at least once a month. This
is to ensure that the team meets the needs, requirements and
expectations of the client.
The team must make the needed changes based from the results of the
client review.
This needs to be done either before or after the meeting with the client.
Page | 19
Six Sigma
Version 1.3
Page | 20
Six Sigma
Version 1.3
COMMUNICATION MANAGEMENT PLAN
An effective communication strategy is crucial and beneficial for the reason

being that teams that communicate can take appropriate and efficient actions
towards the given tasks to complete the project on or ahead of time.
For the entire duration of this project, the team have agreed to have a face-toface meeting every Monday with the project supervisor to ask questions, discuss
matters and update him regarding our projects weekly development. Hence, he
will be able to review and give us feedbacks if necessary. We have also settled
that we will have at least one face-to-face meeting with the team each week to
discuss, collaborate and keep track of each others progress in the project.
As stated in our contract agreement, each team member is required to attend

both the supervisor and the teams weekly meeting. However, in the case that
one of the team member could not attend the meeting, he or she will be notified
about what has happened in the meeting through the teams Facebook group.
Other meetings will be made via Skype or Facebook messenger if needed. These
will also be used to keep the teams line of communication open despite of the
schedule conflicts. Furthermore, Trello and Teamwork will be used for phase one
and two respectively to easily allocate tasks and track the teams progress on a
given task.
Additionally, client meetings will be held once a month and twice a month if the
matter is urgent. The meetings are vital in order to discuss, review and update
the progress of the project with the client. The team can ask for feedback, any
possible changes that the client wants to make or discuss issues that may arise
in the project. All team members must attend this meeting. Lastly, the project
Page | 21
Six Sigma
Version 1.3
leader will be the one responsible for communicating with the project supervisor
and client via email or phone.
Page | 22
Six Sigma
Version 1.3
ROLES, SKILLS, KNOWLEDGE
REQUIRED IT-SPECIFIC SKILLS AND KNOWLEDGE
Skill
Has skill
Rationale
(Yes/Somewh
How/When to Acquire
Skills
at/No)
Data
Yes
Analysis
Data analysis skills
How: Our current analysis
are required to
skills will be further honed
make educated
as the project progresses.
decisions about
Reading/watching tutorials
the companys
online.
processes.
When: From 23/03/16 and
will be ongoing until the
project finishes
Data
Somewhat
Modelling
Data modelling will
How: Reading/watching
be required for
tutorials online. Hands-on
visualising the
experience with the
data mined from
modelling software.
the company.
Analysis cannot be
performed before
data is in a
project finishes
presentable
format.
Data
Mining
Somewhat
Data mining is
required because
tutorials online. Reading
we first need to
notes collected from
collect the data
Logical/Physical Database
before we can
Design papers.
model it.
Page | 23
Six Sigma
Version 1.3

project finishes
Weka
Somewhat
This will be used to
visualise, analyse
tutorials online.
and present the

lead times data
http://www.cs.waikato.ac.nz
set.
/ml/weka/index.html
project finishes.
Kanban
Yes
An agile approach
How: PMBOK
to project
management with
https://www.atlassian.com/a
emphasis on
gile
continual flow of
work. It is well
When: From 16/03/16 to
suited to new
23/03/16
teams and has

room to
compensate for
mistakes.
Microsoft
Yes
Word
This will be used in
our proposal to
tutorials online for more
make the format of
advanced Word features.
the files
consistent.
When: Because we are

familiar with Word, these
features will be learned as
we need them.
Microsoft
Excel
Yes
This will be used
for compiling and
tutorials online for more
modifying acquired
advanced Excel features.
data set from the
Page | 24
Six Sigma
Version 1.3
management.
When: Because we are

familiar with Excel, these
features will be learned as
we need them.
simPRO
No
This is the
companys
tutorials online. Have
existing job
Clearvision employees tutor
management tool
us on how they use the
which we will be
software. Hands-on
implementing in all experience.

areas of the
Consultan
Somewhat
cy
company, and
what we will be
mining data from.
project finishes.
Consultancy skills
How: Practice
are required for
communication skills i.e.
soliciting the
clearly presenting ideas,
correct
listening skills.
requirements from
the client.
When: From 29/02 and will
Furthermore, these
be ongoing until the project
skills will be useful
finishes.
for general
communication of
ideas and
collaboration purp
oses.
Client
Somewhat
Client
How: Practice interpersonal
Managem
management skills
skills i.e. clearly presenting
ent
are required for
ideas, listening skills,
this project as we
conflict management skills.
need to manage
Page | 25
our relationship,
When: From 29/02 and will
constant
be ongoing until the project
communication
finishes.
Six Sigma
Version 1.3
and feedback.
Understanding the
needs and
expectations of the
client will also
enable us to
deliver the project
successfully.
ROLES AND CURRENT IT-SPECIFIC SKILLS
Name
Role
Description
Current ITSpecific Skills
Lucas Chan
Team
In charge in planning, allocating
Networking Skills:
Andreassen
Leader
and setting tasks deadlines.
CCNA1, CCNA2
Manages the team and activities
Project
to ensure that the project is
Management
delivered on time, within scope
Knowledge:
and within the budget.
PMBOK
Manage amendments to project
Programming
scope, schedule and costs using
Skills:
applicable verification strategies.
Java
Responsible for contacting the
Database
client for queries and to keep
Programming
them updated about the progress
Skills:
of the project.
OracleSQL, PL/SQL
Obtain and collect data from the
Database
primary or secondary sources.
administration,
Data
Analyst
Data Mining
Perform data analysis and
Page | 26
Six Sigma
Version 1.3
modelling, data mining tasks,
Algebra and
interpret data, analyse results
Statistics
using statistical skills and

techniques.
Interpret and present modified and
engineered data to show trends or
patterns in complex data sets.
Kimberley
Team
Responsible to perform the tasks
Networking Skills:
Nicole
Membe
that have been allocated by the
CCNA1
Capati
project leader and keeps the

project leader informed of the
Project
progress of each given task or any
Management
issues that may arise in the
Knowledge:
project.
PMBOK
Programming
Skills:
Data
Analyst
Java
Database
Programming
Skills:
techniques.
OracleSQL, PL/SQL
Machine Learning
Skills: Weka, R

Data Visualisation,
Analysation,
Information
Modelling, Data
Mining
Algebra and
Page | 27
Six Sigma
Version 1.3
Discrete
Mathematics
MatLab
Joni Pablo
Team
Responsible to perform the tasks
Networking Skills:
Membe
that have been allocated by the
CCNA1
project leader and keeps the

project leader informed of the
Project
progress of each given task or any
Management
issues that may arise in the
Knowledge:
project.
PMBOK
Programming
Skills:
Data
Analyst
Java
Database
Programming
Skills:
techniques.
OracleSQL, PL/SQL
Machine Learning
Skills: Weka, R

Data Visualisation,
Analysation,
Information
Modelling, Data
Mining
Applied Statistics
MatLab
Page | 28
Six Sigma
Version 1.3
Page | 29
Six Sigma
Version 1.3
COST ESTIMATE
The cost estimate for the entire project will vary from the labour cost and
materials that we will be using for the project. Other resources such as
transportation will not be included in the budget estimate as all we are basing it
on the assumption that it would be deducted from wages.
LABOUR COST ESTIMATE
Position
Weekly
Total Hours
Hourly
Total
Working
Worked (32
Rate
Amount
Hours
weeks)
Project Supervisor
2 hrs p/w
64 hrs
$142.00
$9,088.00
Team Leader/Data
15 hrs p/w
480 hrs
$30.00
$14,440.0
Analyst
Team
0
15 hrs p/w
480 hrs
$25.00
Member/Data
$12,000.0
0
Analyst
TOTAL
32 hrs p/w
1,024hrs
$197.0
$35,528.
00
SOFTWARE COST ESTIMATE
Software
Cost
Teamwork
Free with two project limit
Trello
Free, open-source
Page | 30
Six Sigma
Version 1.3
Weka
Free, open-source
Microsoft Word
Free, student-license
Microsoft Excel
Microsoft Project
MATERIALS COST ESTIMATE
Material
Cost
Poster
$30.00
Print
$20.00
TOTAL
$50.00
Page | 31
Six Sigma
Version 1.3
RISK MANAGEMENT
LEVELS OF RISK
There are three levels - High, Medium and Low. Defining the level of risk will
determine how crucial the risks are and these will be reported to the team
leader.
High - This level of risk is portrayed to be highly crucial and can greatly impact
the project itself, schedule, costs, and its performance. The team must attend to
this and act as soon as possible to try and resolve the risk.
Medium - This level of risk is deemed to be important to resolve as it can
develop to become a high level risk and can have an adverse effect on the
project.
Low - This level of risk has the lowest priority and impact on the project,
schedule, costs and performance. It will depend on the team whether they would
want to take action on this type of risk.
The Risk Management Log will be on Google Drive and will be kept by the project
team leader. He will then review this during our weekly team meetings
RISK REGISTER
Page | 32
Six Sigma
Version 1.3
Page | 33
Six Sigma
Version 1.3
Page | 34
Six Sigma
Version 1.3
Page | 35
Six Sigma
Version 1.3
GLOSSARY
TERM
Cisco Certified
DEFINITION
An IT certification from Cisco.
Network
Associate
(CCNA)
Key
This is a type of business metric that measures
Performance
performance. Usually, KPIs are used to assess the success
Indicator (KPI)
of a company or organization in a certain activity it
Multi-Dwelling
participates in.
A business or an apartment.
Units (MDU)
SimPRO
It is a job management software for trade contractors in

New Zealand. This can be used to input, manage, log and
Single-Dwelling
close jobs.
A home.
Units (SDU)
Six Sigma
Six Sigma is an orderly, data-driven approach and a set of

tools and techniques for improving business processes
Spreadsheets
and eliminating defects.

This is a document where each record specifies
information about the job ie. the start and closing dates,
job number, description of the job, address, people
Structured
assigned to it and etc.

SQL is a standard programming language for accessing
Query Language
data held in a relational database system.
(SQL)
REFERENCES
Agileallianceorg. (2015). 12 Principles Behind the Agile Manifesto. Retrieved

March 18, 2016, from https://www.agilealliance.org/agile101/12-principlesbehind-the-agile-manifesto/
Agile Methodology.(2008). Retrieved March 16, 2016, from
http://agilemethodology.org/
Page | 36
Six Sigma
Version 1.3
Atlassian. (2016). A brief introduction to Kanban. Retrieved March 18, 2016, from
https://www.atlassian.com/agile/kanban
American Society for Quality. (n.d.). Asqorg. Retrieved March 18, 2016, from
http://asq.org/learn-about-quality/six-sigma/overview/dmaic.html
Manghani, K. (2011). Quality assurance: Importance of systems and standard
operating procedures. Retrieved March 17, 2016, from
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3088954/
Mar, A. (2015). 130 Project Risks (List). Retrieved March 17, 2016, from
http://management.simplicable.com/management/new/130-project-risks
Max Wideman. (2016). Quality Review. Retrieved March 16, 2016, from
http://maxwideman.com/issacons1/iac1191/sld005.htm
Ritter, D. (2008). Risk Factors. Retrieved March 17, 2016, from
https://certifedpmp.wordpress.com/2008/09/17/risk-factors/
Software Testing Fundamentals. (2011). Verification vs Validation. Retrieved
March 18, 2016, from http://softwaretestingfundamentals.com/verification-vsvalidation/
VersionOne,Inc. (2016). What is Agile? Learn About Agile Software Development.
Retrieved March 16, 2016, from https://www.versionone.com/agile-101/
DISCLAIMER
Page | 37
Six Sigma
Version 1.3
Appendix I
Auckland University of Technology

Bachelor of Computer & Information Sciences
Research & Development Project
Disclaimer:
Clients should note the general basis upon which the Auckland University
of Technology undertakes its student projects on behalf of external
sponsors:
While all due care and diligence will be expected to be taken by the students,
(acting in software development, research or other IT professional capacities), and
the Auckland University of Technology, and student efforts will be supervised by
experienced AUT lecturers, it must be recognised that these projects are
undertaken in the course of student instruction. There is therefore no guarantee
that students will succeed in their efforts.
This inherently means that the client assumes a degree of risk. This is part of an
arrangement, which is intended to be of mutual benefit. On completion of the
project it is hoped that the client will receive a professionally documented and
soundly constructed working software application, some part thereof, or other
appropriate set of IT artefacts, while the students are exposed to live external
environments and problems, in a realistic project and customer context.
Page | 38
Six Sigma
Version 1.3
In consequence of the above, the students, acting in their assigned professional

capacities and the Auckland University of Technology, disclaim responsibility and
offer no warranty in respect of the technology solution or services delivered,
(e.g. a software application and its associated documentation),both in relation to
their use and results from their use.
Page | 39
Six Sigma
Version 1.3

Six Sigma Proposal (1.3)

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Six Sigma Proposal (1.3)

Uploaded by

Copyright:

Available Formats

PROJECT

Lucas Chan Andreassend | Kimberley Nicole Capati |

The first draft of the

proposal layout is ready

Updated the project

using for this project.

Final update to the

Updated the project

Final update to project

Updated and did touch

ups on the project

027 487 3545

027 366 8960

027 4892 676

Clearvision Communications is a telecommunications company situated in

use of empirical data and statistics to understand where in a company waste is

Clearvision Communications wants to become the leading sub-contractor for

Secondly, for Clearvision Communications to be the first choice for contract

Our main objective for this project is to begin facilitating Clearvisions

Agile process management refers to an iterative, highly-flexible approach to

THE AGILE MANIFESTO

This is a list of core values and principles devised by a mix of software

FOUR KEY VALUES

Individuals and interactions over processes and tools.

1) Our highest priority is to satisfy the customer through early and

continuous delivery of valuable software.

processes harness change for the customers competitive advantage.

months, with a preference to the shorter timescale.

within a development team is face-to-face conversation.

the primary measure of progress.

developers, and users should be able to maintain a constant pace

then tunes and adjusts its behaviour accordingly.

Kanban is a methodology inspired by Toyotas production line which specifies

Because we are reviewing business processes, we will incorporate elements of

HOW WE WILL USE KANBAN

Kanbans greatest strength for us is its flexibility. We are a newly formed

Kanban is well suited for making improvements to an already existing

implementing Six Sigma into an existing business. These principles can be

Define is to analyse the business problem and scope of the project.

Measure seeks to gain a baseline for what needs to be improved upon.

Analyse involves processing the data to determine where waste is being

Improve is when a solution(s) is posed and tested in a Plan-Do-Check-Act

Control is an ongoing process that seeks to maintain the benefits gained

HOW WE WILL USE DMAIC

We are choosing to adopt two methodologies because of the distinct differences

Write Project Proposal

Write Team Contract

Review Business Processes

Select Data Mining Tool

Present Analysed Data

QUALITY ASSURANCE REQUIREMENTS

The team must have a documented and defined responsibility, authority

Scheduled management reviews of the quality systems must be organised

The team must decide on actions that needs to be taken to be able to

VALIDATION AND VERIFICATION PROCESS

TEAM MEMBER REVIEW

COMMUNICATION MANAGEMENT PLAN

An effective communication strategy is crucial and beneficial for the reason

As stated in our contract agreement, each team member is required to attend

ROLES, SKILLS, KNOWLEDGE

REQUIRED IT-SPECIFIC SKILLS AND KNOWLEDGE

Data analysis skills

How: Our current analysis

skills will be further honed