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Master Black Belts And The Art Of Managing A Project
By Tony Jacowski
Ideally speaking, a Master Black Belt is a college graduate or post-grad with an MBA. This is not to suggest that the powerful ways of business process will remain elusive for others but the complex art of combining Six Sigma with business process takes longer to master in the absence such formal training.

Basic Responsibilities

Managing projects begins with selecting greater impacting projects, selecting and training Black Belts and Green Belts. This immediately implies that a Master Black Belt is deemed an expert in quality matters, manufacturing or service process, Six Sigma statistical tools, analysis, nuances of project and above all, a leader and a mature person who can draw on a wealth of experiences. You can see this from their ability to manage the brilliant Black Belts.

How Do Master Black Belts Manage Projects?

Having set a high-impacting project in motion with the necessary initial preparations like putting in place the team of Black Belts and Green Belts and documenting the course for the project to follow, what follows next is perhaps the most crucial role expected of Master Black Belts. Here is where a Master Black Belt can make a difference

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One of my favourite authors at the moment is Nassim Nicholas Taleb. <p> So he mostly speaks about finance, because that&#8217;s what he knows, but underneath he is mostly talking about statistics and risk. And that is what we all deal with. </p> <p> His previous book &quot;The Black Swan&quot; in some senses wasn&#8217;t very useful&#8230; it can be abbreviated as &quot;We are really Bad at prediction, much worse than you believe.&quot; </p> <p> His latest essay is actually quite handy. It provides a map of where we are going to be startlingly Bad at predicting. </p> <p> <a href="http://www.edge.org/3rd_culture/taleb08/taleb08_index.html">www.edge.org/3rd_culture/taleb08/taleb08_index.html</a> </p> <p> Many Agilisto&#8217;s will say, &quot;Yip, he is right, thats why our practices work&quot;. </p> <p> Others may look at Taleb&#8217;s essay and get an &quot;Aha!&quot; moment and finally realize why some of the Agile practices work. </p> <p> He suggests you divide problems on the basis of moments of a random variable. </p> <p> If your decision is a &quot;yes/no&quot; choice, it is simple. Will the project be finished by the 5th of December 2008? </p> <p> If your question is based on the value of a random variable, it is more complex. What will be the completion date of the project? </p> <p> If your question is based on a higher moment of a random variable, it is very complex. What will be the ROI of a project? </p> <p> Then look at the nature of the randomness&#8230; Is it fat tailed, or well behaved? </p> <p> For non-statistical types a probability distribution can be fat or thin tailed. The one you learned about in the stats course you have mostly forgotten was a thin tailed one. (Gauss / Normal distribution). </p> <p> Odds on if you did any stats course they went on for hours about thin tailed distributions, because they can do the mathematics for them. </p> <p> Unfortunately most real world distributions are fat tailed. </p> <p> If you have a 1000 guys in the company, the average weight of employees is simply not going to shift by much if you employ the fattest guy in the world. (Fat guys come from a thin tail probability distribution.) </p> <p> If you look at a 1000 random project case studies, the average project overrun is going to massively shift if you add the worlds largest project overrun. </p> <p> ie. Things like food requirements for project workers are random variables from what Taleb calls &quot;mediocristan&quot;. </p> <p> Things like time to completion are from &quot;extremistan&quot;. </p> <p> So if divide your problems in to quadrants like this.&#8230; </p> <pre> Simple Payoffs | Complex (Higher Moment) payoffs Thin tail distribution Predictable | Less predictable Fat tail distribution Less predictable | You're utterly stuffed. </pre> <p> Exercise for the Reader&#8230; </p> <p> 1) Catalogue the random variables in your work situation and categorise them as from mediocristan or extremistan. </p> <p> eg. Time to complete an item of work - Extremistan </p> <p> Programmer Productivity - Very high variance, but probably Mediocristan. </p> <p> Security Risks - Extremistan. (No valid distribution on attack models, motivations etc.) </p> <p> Exchange Rate fluctuations - Extremistan </p> <p> Programmer Defect rates - Not sure. Maybe mediocristan for simple monothreaded programs. &#8230; </p>
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to a project single- handedly:

1.Keeping the motivation and knowledge levels of Black Belts and Green Belts high through constantly upgraded training. Training facilitates for the Belts to use the latest technologies and adjust to changes in addition to reinvigorate the rest of the team.

2.Checking and maintaining the correctness of measurements, which is the key to the success of a project. Misrepresentations by design (although rarely) or by mistake needs to be corrected before they change the course of the project and wreak havoc.

3.Handling problematic issues that are beyond the scope of other Black Belts.

In a nutshell, Master Black Belts execute projects using manpower, infrastructural and automated resources by defined allocation of responsibilities with checks and balances in place.

The ensuing step forward for Master Black Belts is the analysis of process response to changes/modifications through regular audits for continuous process improvement. The Master Black Belt is expected to be alert to innocuous but inadvertent deviations to metrics from the predefined standards that could potentially lead the project to go awry.

Thinking Six Sigma without strong abilities is difficult, by any standards. The strength of Six Sigma, in its data generation and statistical tools of analysis is used to its fullest by a Master Black Belt. But maximizing the benefits of analytical results, however small the problem or the opportunity, lies in the change that the Master Black Belt can actually engineer throughout the course of the project implementation.

Managerial responsibilities of Master Black Belts include:

1.Ensuring of auto piloting of processes by timely facilitation and intervention with tools, expertise and functional positions

2.Ensuring project completion by steering through ineffective initiatives

3.Backing up other Belts to ensure they succeed; this is the essence of a successful project

In short, A Master Black Belt is a dependable professional, capable of running a project from conception to completion, despite the many obstacles that present themselves.

Article Source: http://www.articleblender.com

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.


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