Online Registration Services   

Provides innovative online registration and membership management solutions for events, seminars, meetings, and conferences that will make your event management life easier.

Project Management Institute   

Established in 1969 and headquartered outside Philadelphia, Pennsylvania USA, the Project Management Institute (PMI) is the world’s leading not-for-profit project management professional association, with over 100,000 members worldwide. History The Project Management Institute was founded in 1969 by five volunteers. The Commonwealth of Pennsylvania USA issued Articles of Incorporation for PMI which signified the official inception of the organization. During that same year, the first PMI Seminars & Symposium was held in Atlanta, Georgia USA and had an attendance of 83 people. In the 1970s the first issue of Project Management Quarterly (PMQ) was published and later renamed Project Management Journal® (PMJ). The first Annual Seminars & Symposium was held outside of the USA, the first PMI Chapter was chartered and the PMI Professional Awards Program was established. By the end of the decade PMI membership totaled over 2,000 individuals worldwide. During the 1980s, PMI’s membership, programs and services continued to grow. A Code of Ethics was adopted for the profession and the first Project Management Professional (PMP®) Certification examination was administered. The first PMI project management standard was published as the PMQ Special Report on Ethics Standards and Accreditation. PMI’s publishing products and services also grew rapidly during this decade. The first PMI book was co-published and PM Network®, PMI’s monthly magazine was born. Due to this growth, the PMI Publishing Division was established in North Carolina USA. By 1990, PMI’s membership totaled over 8,500 and by 1993 the annual membership growth rate rose to over 20 percent per year. During the 1990s, Specific Interest Groups and Colleges were formed and Seminars USA, a series of educational programs on project management was initiated (later renamed SeminarsWorldsm). PMI also established a presence on the World Wide Web and published the project management standard, A Guide to the Project Management Body of Knowledge (PMBOK® Guide). PMI Today®, PMI’s monthly newsletter was printed for the first time and the Professional Development Program (PDP) was established for PMP certificate holders to maintain their credential. By the beginning of the 21st century, PMI had over 50,000 members, over 10,000 certified Project Management Professionals and over 270,000 copies of the PMBOK® Guide in circulation.

Quality & Compliance Management   

MetricStream is specialized in software applications for enterprise-wide quality and compliance management. MetricStream's software enforces compliance with regulations, corporate initiatives as well as,industry mandates. Services include quality & regulatory compliance management software, consulting, and systems.

RK Chevy   

RK Toyota and RK Chevrolet was founded in 1967. In 1967 the location of the dealership was 616 Virginia Beach Blvd. Since then there have been six additions to RK's facility. In 1967 there were only 480 vehicles sold with only 24 employees. Richard Kline is the founder of the dealership. In 1980 Robert Kline was named president and since Richard Kline has remained Chairman of the Board. The dealership was awarded the Service Supremacy Award four years in a row. An in 1980 was generously awarded the "Genuine Leaders Award". We are committed to serving our community. We could not have gotten this far without the help of our employees and most of all the customers.

Total Quality Management   

THE GUIDING PRINCIPLE: Successful Total Quality Management requires both behavioral and cultural change. A successful TQM System brings two other management systems together with a behavioral and cultural commitment to customer quality. Thus, TQM becomes a system within itself by default or by choice. These three management systems must be aligned in a successful TQM initiative: OM (organizational management system), HRM (human resource management systems) and TQM (total quality management). TWO IMPLEMENTATION APPROACHES: TRADITIONAL MANAGEMENT APPROACH: This is the most common. A TQM is overlayed (some say forced) upon the other two systems. This approach represents the 80% failure of TQM's. In this approach TQM never becomes an accepted reality by either organizational or human resource management. It is usually seen as competition, or "something to be tolerated." The TQM system consumes valuable resources needed by the other systems and rejection begins to occur. INTEGRATED MANAGEMENT APPROACH: This is the least common. A TQM is blended and balanced with existing cultural initiatives in both organizational and human resource management systems. This represents the 20% success rate of TQM's. Whether both organizational management and human resource management systems take on a "quality management commitment" or "join a quality management team" is not important. The principles of quality management are attended to as an important third system that blends, integrates, aligns and maximizes the other two systems to beat competition in world class quality performance. This approach can often be divided into two sub-choices, depending upon managerial resources, readiness, acceptance, and competencies. See FAQ on TQM for a discussion on these approaches.