Managing Projects Effectively: Lean Six Sigma and Agile Methodologies Through the Eyes of Project Managers
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This study investigates the comparative effectiveness of Lean Six Sigma (LSS) and Agile methodologies from a project management perspective within a multinational service and technology corporation, aiming to identify the most influential determinants of project success and assess their methodological variability. A comparative embedded case study design was employed, examining two real-life projects conducted within Company S: an Agile-driven order management initiative and a Lean Six Sigma-based human resource process optimization project. Data collection combined qualitative and quantitative approaches, including a structured expert workshop, a Multi-Dimensional Criteria Analysis (MDCA) encompassing 68 validated project success criteria clustered into eight affinity categories, a Fishbone diagram for causal analysis, and an evaluation of project documentation and performance metrics. The findings reveal that clearly defined objectives, stakeholder engagement, systematic monitoring, and team competence constitute the most critical success factors across both methodologies. Agile demonstrated superior adaptability, collaborative communication, and client responsiveness, whereas LSS provided stronger goal alignment, process control, error minimization, and regulatory compliance. The results indicate that methodological effectiveness is context-dependent rather than universally hierarchical. The study contributes novel empirical insight by conducting a controlled intra-organizational comparison and advances the discourse by evidencing the strategic value of hybrid frameworks integrating Agile flexibility with LSS structural rigor in complex corporate environments.
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