The PMP (Project Management Professional) credential is the most sought after certification in project management today. It is overseen by the Project Management Institute. We explore 10 standard steps you should follow in order to successfully pass your exam.

Benchmarking refers to the use of scientific tools and techniques for defining the desired quality levels and other attributes associated with a product or service. The concept of benchmarking has been around for many years now, but its use has gained new dimensions only in the last few decades, especially in organizations that have implemented quality control systems such as Lean Six Sigma.

A few decades back, Six Sigma was used mostly in manufacturing industries, but now its use has spread to almost different industries. This has, in turn, not only redefined the traditional ways of implementing Six Sigma, but also the conventional roles and responsibilities of Six Sigma professionals such as Black Belts.

When it comes to implementing Lean Six Sigma concepts and methodologies, the common mistake that organizations usually make is their unnecessary focus on reducing operational costs through employee retrenchment schemes. These downsizing exercises often have a negative impact not only on the morale of employees, but also on the organization's ability to benefit from quality improvement initiatives.

Six Sigma process improvement projects rely heavily on the use of scientific tools and techniques, but that is often not enough to ensure the success of such projects, because there is always a human angle involved - such as the needs and expectations of the customers, which can be quite difficult to comprehend and quantify.

The PMP (Project Management Professional) Exam is the most sought after project management credential today. One eligibility criteria is required training. This article explains how to get it.

Since the time it was first implemented by the Motorola Company in the early eighties, Six Sigma has undergone major transformations and it is now no longer treated as a standalone quality improvement technique.

Green Belts play a vital role in Six Sigma implementations, but the problem is that it is not that easy to provide Green Belt training to existing employees.

The Motorola Company implemented Six Sigma concepts and methodologies for the first time in the early eighties, mainly to improve the efficiency of business processes related to manufacturing. Since that time, Six Sigma has undergone major transformations. It has now become possible to use it for improving services industries such as BPO's and customer contact centers.

Six Sigma has no doubt proved its effectiveness as a quality improvement technique, but business organizations that are implementing it for the first time still need to keep in mind a few basic things in order to ensure that all goes well as planned.