Research evidence and industry experience indicates that less than one third of all IT projects are delivered on time, on budget and with required features. More than half are late, over budget or delivered with less than the required features. Most worryingly, nearly twenty percent are cancelled prior to completion or delivered and never used.

Most software project failures are the result of business needs not being correctly understood or by overly optimistic software development estimates. These errors lead to long delays and large cost overruns. In addition, poor software quality imposes high levels of support and ongoing rework.

Too often, IT projects start with an assumption that something “technical” needs to be done and discover too late that they were solving the wrong problem or that the approach taken to solving it was based on outdated assumptions.

One of the key tools in the Six Sigma “toolkit” is its problem solving methodology. DMAIC stands for Define, Measure, Analyse, Improve and Control. The key to the success of this methodology is its focus on using data-driven tools to identify what is to be changed and then to monitor the actual impact of changes in a feedback loop.

With DMAIC we start be reviewing these fundamental assumptions and focus on the goal of understanding the needs of the customer and how we can best improve delivery of them. This involves developing a clear business case, understanding the problem and the expected results, determining limitations and customer expectations and identifying key stakeholders and their roles. This results in a preliminary project plan. We then collect facts and numbers that offer clues about the causes of the problem or the solution to an opportunity. Six Sigma goes beyond “test cases” by identifying both how a system might be used, the expected behaviour AND the key indicators of customer satisfaction with the overall business process. DMAIC provides a robust framework for ensuring that initiatives that reach implementation are most likely to add value to the business and can be measured to determine their actual impact. The final step looks at how the improvements that the project has made can be sustained and maintained over time. For IT based projects this step will include full handover of documentation and support responsibilities, detailed post-implementation reviews and ensuring that management supports the ongoing success of the project.

Six Sigma provides an effective approach to achieving reliable IT project delivery. Six Sigma insists on active management engagement and involvement, a financial business case, and in focussing on only the most important business problems. Six Sigma also provides a clearly defined methodology, tools, role definitions, and metrics to ensure success.

Chris Young is the founder of White Water Consulting (http://www.whitewater.com.au) and is a senior consultant with a broad knowledge and experience in financial services, change management and information technology. His areas of focus include delivering business-aligned IT strategy and implementing best practices in process improvement, project management and software development process. White Water Consulting provides practical solutions to designing and implementing information technology strategy. By remaining independent of solutions and solution providers White Water Consulting can concentrate on your actual business needs and recommend strategies that are pragmatic and cost effective.

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