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SECTION A (40) Read the extract below and answer the questions that follow: Six Sigma is not just another project management initiative or process...


Read the extract below and answer the questions that follow:

Six Sigma is not just another project management initiative or process improvement programme. Six Sigma is not just a new term for project management nor is it a mere repackaging of old concepts. It is more than that because it is a robust continuous improvement strategy and process that includes cultural and statistical methodologies. Six Sigma is complementary with existing project management programmes and standards but differs in significant ways. Both disciplines seek to reduce failures, prevent defects; control costs and schedules, and manage risk. Generally, professional project management attempts to achieve these goals by encouraging best practices on a project-by-project basis, often through the mechanism of a project office that promulgates policy, provides templates and advice, promotes appropriate use of tools such as critical path method, and perhaps performs periodic project reviews.

Too many project management methods have failed not because they weren't adding value but because you couldn't measure the effectiveness of the methodology or quantify the value added by process changes. Six Sigma provides a structured data-driven methodology with tools and techniques that companies can use to measure their performance both before and after Six Sigma projects. Using Six Sigma, management can measure the baseline performance of their processes and determine the root causes of variations so they can improve their processes to meet and exceed the desired performance levels

Source: Peterka (2015)


1.1. Identify the goal of Six Sigma. (2)

1.2. What does DMAIC stand for in relation to Six Sigma Methodology? Explain with an example indicating the 15 steps in DMAIC methodology? (20)

1.3. Discuss the six (6) themes of Six Sigma. (18)



Read the extract below and answer the questions that follow:

The water treatment quality improvement projects that you coordinate for the local municipality are not accredited with international quality standards. These projects are being funded by EnvironMend an international nature conservation company. You run the risk of losing future funding form EnvironMend if your project management systems and processes are not certified by ISO 9000 standards. Senior managers from the municipality are clueless about ISO 9000.

2.1 Draft a report to senior management explaining the following:

2.1.1 Define ISO 9000. (2)

2.1.2 Critically discuss the quality management principles of ISO Standards. (16)

2.1.3 How will ISO 9000 benefit the municipality? (2)

With the aid of graphs determine the types of variation possible in control charts.
4.1 Project quality management comprises of three main processes. Discuss each process briefly. (6)
4.2 Describe the cost of poor quality. (8)
4.3 Explain any three (3) quality planning tools and techniques (6)

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