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Top 6 Six Sigma Yellow Belt Project Examples & Ideas

Home Blog Quality Top 6 Six Sigma Yellow Belt Project Examples & Ideas

Six Sigma knowledge is crucial to developing a strong understanding and improving one's expertise in this domain. Six Sigma is a mechanism for removing variances and flaws from a company's operations. Companies use Six Sigma to identify problem areas and build programmes to address them. This results in a more productive operation, and, as a result, a corporation saves money. 

While the idea of Six Sigma appears to be simple, there are tough examinations that must be passed in order to get certified in Six Sigma procedures. In this article, we'll have a look into some of the most effective Six Sigma Yellow Belt projects, followed by tips to execute a successful one.

An Overview of Six Sigma Yellow Belt 

Six Sigma Yellow Belt certification is the entry-level qualification, followed by Green Belt, Black Belt, and Master Black Belt. Champions and executives might receive further training. While each plays a vital role in assisting a firm in implementing Six Sigma, the Yellow Belt is the subject of this session. Let's look at what a Yellow Belt is and how it plays a part in Six Sigma initiatives.

Six Sigma is a collection of management methods and strategies that aim to enhance a company by lowering the risk of mistakes. It is an informal method to eliminate elimination that employs a statistical methodology.

The name derives from the Greek letter "sigma," a scientific term for quantifying process variation from the beginning of the movement or aim. The term "Six Sigma" is derived from the bell curve in statistics, where first Sigma represents a single standard away from the mean. The fault rate is rated as "very low" if, indeed, the system has six Standard deviations, three above it and three underneath the mean.

The normal distribution graph below emphasizes the presumptions of the Six Sigma concept. The greater the standard error, the greater the range of values encountered.

Examples of Yellow Belt Projects 

Here are six Sigma yellow belt project examples:

Project Title - Reduce surgery wait times.

Statement of the Problem

Due to the Registration procedure, more than 35% of the first planned surgical and non-surgical patients were delayed by 40-110 minutes.

Business Plan

The surgical sector of the Medical Clinic (MC) contributes significantly to the MC's total revenue. If the MC doesn't solve the surgical center's inefficiency, the firm will lose the ability to deliver healthcare to far more than X million persons in the metro area.

Project Title - Related-party Recharge and Discharge Lead Time Reduction  

Problem Statement

The present Intercompany Recharge procedure is extremely expensive, inefficient, and time-consuming.

Consider the following:

This innovative Intercompany Refill process is projected to boost the efficiency of the end-to-end process as well as the data correctness of recharge billing, with a minimum of 50 percent savings from the present FTE and costs associated with it.

Project Title - WC tartar sauce is the name of the project

The end product's viscosity is thin, 20 percent on average.

Our customer's (restaurant's) operation is hampered by the thin product, and there have been concerns about performance and management.

Project Title - Customers who purchase on-demand

On-demand clients' new service offerings have made booking appointments difficult and interrupted the shop's constant flow. Due to a lack of procedural understanding and scheduling issues, customers must make additional preparations. Although the new customer service is still in its infancy, it has proven to be a popular way for prospective clients to take the plunge with the firm.

The issue must be resolved since the changing world of a shop needs a framework of schedule to maintain order. Due to the existing state's intricacy and lack of organization, the new timetable needs regular modifications and management oversight. I am a department manager, and I spend more than 75% of my time planning. 

For a site the size of my business, the accessorial capabilities are expected to yield natural growth of 12 percent -16 percent. Businesses can benefit from increased flexibility and openness in scheduling. The company will gain from more revenue and a larger customer base.

Project Title - Improving Financial Settlement is the name of the project

Problem Statement for the Project

The manual monthly bank reconciliation procedure used by the XIP Finance Department is time-consuming, laborious, decentralized, quasi, unpredictable, lacks focus on settling balancing issues, does not enable timely analysis, and may have a detrimental influence on management decisions.

We urgently require innovative approaches to improving the efficiency of our conciliation operations, standardized and centralized operations, and real-time reporting.

It is important to note how so no need to offer detailed information at the start. It is sufficient to merely outline a challenge and argue why it is worthwhile to solve. Normally, your manager is filled with difficulties that she or he would like to tackle. Take thorough notes, then draft a statement of the problem and discuss it with your employer.

Project Title - Statement of the Problem

Order of on-call tasks Contractors are dissatisfied with the length of time it takes to get money after finishing work on street repair projects. Because all of the measurements are right and the scope of the project is from before prior to the commencement of work, the typical standard computation is 13 days.

Business Case Executive Summary

The City received concerns from the on-task order Operators in April 2014 about the length of time it takes to obtain money for finishing work on street repair projects. Contractors said that revenues were waiting longer than usual, taking up to 30 days or more to arrive. As a result, if payments are not made on time, Builders and their subordinates are not paid. 

If this trend continues, contractors will stop bidding on City contracts, delaying the completion of citywide roadway repair work. If roadway maintenance projects are not finished, they will have a negative influence and may jeopardize the City's infrastructure, namely its safety, transportation conveniences, and accessibility.

Benefits and Business Case

Better responsiveness of vendor invoices to Employers will culminate in other early payments to Subcontractors and will re-establish Contractors' trust in the City's order processing (as more reliable). This will result in contractors continuing to bid on Busy Street maintenance projects, as well as allowing the City to release monies that would otherwise be encumbered, delaying the completion of certain other projects.

Analysis of the Root Causes

Delays in successfully handling information-processing payments were mostly related to:

Payments Rejected Due to Incorrect Amounts — As a result of inconsistent, duplicated, and opaque documentation of allowed quantities.

Delayed and Cumulative Reimbursement Applications (Invoicing) - Because invoices were sent many months after the work was completed, an additional assessment was required to verify the amounts.

These 6 yellow belt capstone project examples will help you understand the internal workflow, challenges, and solutions pathways. Let us discuss some more of the project examples to reinforce your knowledge.

Six Sigma Yellow Belt – Additional Project Examples

Here are a few more Yellow Belt project examples-

1. A warranty is important when purchasing major pieces of equipment.

The assurance that clients will be safeguarded against problems is sometimes the competitive differentiator or losing a business. However, warranty claims may eat into a company's bottom line, especially if they are not handled properly.

So, how can a company keep warranty expenses in check without alienating customers? By enabling a community of critical thinkers capable of fostering an organizational success and process improvement culture.

Marel's policy was to routinely acknowledge and reimburse any warranty claim that was not handled within the stated 60-day time limit. Unfortunately, the corporation had missed 13 of the previous 18 deadlines. This poor performance resulted in a large number of unwarranted reimbursements.

The wide difference between quality management and the 60-day objective astonished Magnus in Gufinnsson I, Marel's Worldwide Quality Management Manager and process owner for safety, insurance, care, and client service processes. He resolved the issue by transforming everything into a Lean Six Sigma initiative.

The warranty claims method shown in the period had only been adopted in 2017; therefore, it was still relatively new. The Global Warranty Team (GWT) employees were not conscious of something like the performance difficulties. When they were told, however, they were quickly on the side of the need for transformation.

2. Network speeds are all of that in a normal contact center.

This is because high rates indicate that customers are really being transferred to several agents and that their concerns are moving too slowly to handle. A contact center staff must unite as a network of problem solvers committed to developing a culture of excellence and continuous process improvement in order to achieve the minimum transmission rate, which results in higher customer satisfaction.

It had to change when the call center for a system engineer within the corporate parts manufacturing market witnessed transfer rates considerably above 20%. Customer satisfaction was fast declining, and call center personnel were dissatisfied and helpless. Going for the best Quality Management certification course will help you understand best practices from experience quality management professionals.

Tips for Building Six SigmaYellow Belt Projects  

Although numerous methodologies are used to detect deviations and fix problems in Six Sigma, DMAIC is the typical method utilized by Six Sigma professionals. Six Sigma is a data-driven management approach that is used to optimize and improve company operations. To summarise, the fundamental architecture is an excellent customer emphasis and thorough utilization of data and analytics.

Each of the preceding phases of project transformation consists of multiple steps:

Every Six Sigma process involves focusing on the customer.

Step 1: Define the business challenge from the customer's point of view.

Step 2: Objectives are defined. What do you hope to accomplish? What resources will you utilize to attain your objectives?

Step 3: Create a process map. Check in with the stakeholders to ensure you are on the correct road.

The second phase focuses on the project's metrics and the instruments utilized for measurement. What can you do better? How can this be quantified?

Step 1: Quantify your problem with statistics or supporting evidence.

Step 2: Establish a performance yardstick. Fix the "Y" boundaries.

Step 3: Assess the measuring system that will be utilized. Can it assist you in achieving your goal?

The third step examines the process to identify the variables that influence it.

Step 1: Determine whether your procedure is efficient and successful. Is the process assisting you in achieving your goals?

Step 2: Put your goals into figures. Reduce faulty items by 20%, for example.

Step 3: Using historical data, identify variations.

This procedure looks into how modifications in "X" affect "Y." This is the stage during which you determine how to improve the process's implementation.

Step 1: Identify potential causes. Determine whether any of the "X" factors discovered in Process III impact "Y."

Step 2: Investigate the connections between the variables.

Step 3: Determine operational patience, which is described as such detailed aspects that specific variables can have while being within acceptable bounds, such as the quality of any particular product. Which limits require X in order to keep Y within specifications? What operational circumstances may have an influence on the outcome? Tools such as finding ways or validation sets can be used to attain process tolerances.

In this last step, you ensure that the performance target mentioned in the preceding phase has been successfully executed and that the planned improvements are long-lasting.

Step 1: Verify the measuring system that will be utilized.

Step 2: Ensure process competence. Is the objective being met? Will, for example, the target of decreasing faulty items by 20% be met?

Step 3: Again, when the following step is completed, carry out the process.

The Managing Partner of Continuous Improvement oversees the CI Process Improvement Office inside this System Integrators division of the company. As part of a strategic attempt to offer high - quality, she initiated a Call Flowrate initiative.

What is the project's goal? To solve increasing consumer discontent with essential computer support services and allow customers to grow their businesses.

Benefits of Six Sigma Yellow Belt 

We've all seen a slew of specific issues that are never handled because nobody had enough opportunity or, more significantly, no one ever understands what to do about it. Usually, we will try a few things, but if the situation persists, we will quit and acknowledge that nothing can be done about it. 

A Yellow Belt would adopt a systematic approach, making you an essential force in enhancing the company's performance & team morale. You become an important part of your organization with the Six Sigma Yellow Belt.

This goes without suggesting that you can assist Green Belt or Black Belt executives to enhance the chances of positive & quick project completion. Clearly, that is not the only aspect, but that is an important one because the problems will be fully realized and resolved to reach a productive conclusion. This benefits you by reinforcing your position and giving you a lucrative upper hand in the organization.

Yellow Belt training lasts two to three days, so it does not require a significant amount of time away from the business to master the fundamentals. You can hone your skills and learn new techniques to enrich yourself. Besides, the advantage received far surpasses the modest amount of time sacrificed. It also serves as an excellent stepping stone for those wishing to pursue a Green or Black belt certification.

All in all, the benefits are far more appealing, and one should not think twice be acquiring this certification.

The entire motive for depicting these sample yellow belt projects is to help you become aware of the technicalities. You should observe, assess & learn from previous successful projects for applying the integral success X-factors to your upcoming projects.  

These lean Six Sigma Yellow Belt project examples will help learners get an overall idea of the various projects where their expertise on Sigma Yellow Belt can be instrumental. The KnowledgeHut Yellow Belt certification can aid learners in not only gaining vital insights but also obtaining a necessary certification that would set them apart from other non-certified candidates.

Frequently Asked Questions (FAQs)

It is a statistical and information method that operates by analyzing and reducing errors or flaws, which focuses on improving cycle times while limiting production faults to no more than 3.4 incidences every million units or occurrences. The Six Sigma credentials are White Belt, Yellow Belt, Green Belt, Black Belt, and Master Black Belt. The projects that involve the utilization of these Yellow Belt credentials are collectively referred to as Six Sigma Yellow Belt projects.

Six Sigma is indeed the technique of eliminating variances in a company's operations. Yellow Belts have a rudimentary understanding of Six Sigma, so they do not run their own projects. While they are not project managers, they frequently begin projects utilizing the PDCA approach, that means Plan, Do, Check, and Act.

Here are some of the advantages of a Lean Six Sigma Yellow Belt for yourself or your team:

• Solve difficulties as a group.
• Increase the likelihood of project success.
• Take charge of your own development.
• Small changes add up.

Shivender Sharma

Shivendra Sharma, an accomplished author of the international bestseller 'Being Yogi,' is a multifaceted professional. With an MBA in HR and a Lean Six Sigma Master Black Belt, he boasts 15 years of experience in business and digital transformation, strategy consulting, and process improvement. As a member of the Technical Committee of the International Association of Six Sigma Certification (IASSC), he has led multi-million dollar savings through organization-wide transformation projects. Shivendra's expertise lies in deploying Lean and Six Sigma tools across global stakeholders in EMEA, North America, and APAC, achieving remarkable business results. 

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Capstone Project for Lean Six Sigma Certification

What should be required after taking a class in Lean Six Sigma to become certified?  A DMAIC Project?  A Capstone Project?  Are they the same?

In the origins of Six Sigma, your certification was granted after completing your coursework. You may be surprised at this, but in the early Six Sigma times there was also no such thing as a Six Sigma project either. Black Belts just worked as facilitators and analysts for other teams.

In the 1990s, the good programs added the requirement to complete a Six Sigma project as part of or after completing course work to gain certification.  Completing a project as the leader is still a requirement that all of the good programs maintain to this day.  Over time many more options have arisen.  Some programs have added a final exam that must be completed with a passing score.  ASQ led this since the organization did not have any training but provided the exam and certification similar to its other offerings.  A few other small organizations have popped up offering independent exams as a way to obtain a certification, too.

There are numbers of options available today that have been created by the myriad of providers available.  In this post I want to examine a replacement for the requirement of leading a Lean Six Sigma improvement project.

Capstone Projects

At Smarter Solutions, where I work today, we routinely perform market research to see what others are doing in the Lean Six Sigma field.  Over the past few years we have observed more and more providers touting a Capstone Project in their certification path.  In their websites, the Capstone Project sounds as if it is an improvement over the traditional belt lead project requirement but no provider truly defines what it requires.  Since it has the word “project” in it, it must be just like a traditional project, but it is not.

When I first started hearing about Capstone Projects for certification, I decided to find out more about the term.  I was surprised that it there is no clear definition of what a Capstone Project is or entails.  It appears to be a term used in business schools and often in MBA programs as a final project in the degree program.  The term derives from the capstone of an arch which is the final piece installed holding it all together.  I admit that I do like the concept of the capstone, but the term itself does not define what it is.

I talked with a MBA professor at the University of Texas who explained that the capstone project for that program involves research or an analysis of a business, a market or a business idea in which the student(s) are to use everything he/she learned.  The final product is a report that the student will present on the topic chosen.  The Capstone Project is viewed as a good measure of the student’s comprehension of the concepts and his/her ability to apply them in an understanding of business.

Ok, sounds good.  But it does not answer the question- What is a Capstone Project?

Define a Capstone Project

I read an article on Capstone Projects for Malcolm Baldridge Executive training in the most recent Quality Progress magazine, Aug 2014. This article states that a Capstone Project is the best way to develop Malcolm Baldridge understanding executives within a business.  What intrigued me the most was that the article actually provided a definition of what a Capstone Project involved.  Since Quality Progress is only available to ASQ membership, I am unable to include a link to the article, but here is the title: “Journey to Excellence” by Dawn Marie Bailey.  It is subtitled “Baldridge capstone projects help leaders drive organizational change.”

Here is the author’s list of activities involved in an executive capstone project.

• Identify specific problems or issues.
• Define clear goals and specific objectives.
• Develop detailed proposals and timelines for completion, with the goal of completing the projects (or having reached significant milestones) during the year-long  fellows’ program  ( the topic of the article was a fellowship for executives).
• Conduct primary and secondary research as needed.
• Perform quantitative and qualitative analysis.
• Develop and test solutions.
• Formulate options and recommendations
• Produce written reports for the organization
• Deliver brief written presentations at the fellows’ program….
• Deliver more detailed presentations within their own organizations, as appropriate.

This set of actions fits quite well with what was described by the MBA professor, therefore, I can accept it as a fair representation of what a Capstone Project involves.

Contrast a Capstone to a Lean Six Sigma Project

Comparing the DMAIC model to the Capstone model above, items 1 through 5 or maybe 6 could be considered equivalent to the DMA portion of a LSS project.   A possible exception is the capstone project which seems to rely on research rather than observation and measurement of the existing business system.

I have run many DMAIC projects, and some level of research is usually involved through the use of benchmarking and reviewing the principles in the underlying process being examined, but I have performed very little research in the theory or into the writings of experts in the field to see what their thoughts might be.   If you want to consider a study of the existing business process as research, then there is an alignment.

Two main capstone project activities seem to be divergent from the traditional LSS DMAIC project:

• Capstone: develop and test solutions vs. identify and evaluate for causation : DMAIC
• Capstone: Deliver and present a written report vs. Develop and execute an implementation of the recommendation: DMAIC.

Solutions vs. Causation

This is a primary issue that I discuss with most Lean Six Sigma Belts during their projects.  We do not brainstorm for solutions before we understand causation.  The measure phase is about identifying causes that we can link to the problem with analysis.  We recommend putting all proposed solutions into a “parking lot” so that we can avoid discussions of the solutions until the key causes are identified.  A good DMAIC focuses primarily on the solutions to the key causes.  Now if you have Lean Six Sigma, you should also include a consideration of Lean-ish solutions in the areas where you are implementing change, but not across the entire process.

In my view, an effort to identify potential solutions without a prior causal identification usually leads to a list of the popular solutions that are supported by conventional wisdom. This is the same conventional wisdom that created the problem to begin with, of course.  Maybe it is a bit cynical, but if we could just brainstorm for solutions, why did we wait for the project to do it?   I believe starting with a solution orientation is not a method to come up with transformational change.

Present a Report vs. Implement a Change

If you consider the Capstone Project steps above, you can see how the capstone project could be accomplished by a single person working at his desk.  There really is no need for a team.  I do know that, in a DMAIC project, if a belt attempts to execute the project by himself, the chance of success is very low.  A major part of the DMAIC process is the improvement team that uses the synergy of a team to achieve performance beyond what the belt can do alone, especially because the team will combine knowledge that no single person holds.  The team dynamics of the DMAIC process allows a better analysis and causation determination to occur.

There is also a change in the team as the Improve and Control phases occur that involve nearly all of the stakeholders in the process and the leadership.  This new team is now able to develop and implement a true change in the business that combines the knowledge of a group of people that wants it to succeed.

How can producing and presenting a report on identified solutions match the learning and impact of leading a team to find causes and a team to develop and implement improvements?  It cannot come close.

Should a Capstone Project be adequate for Lean Six Sigma Certification?

A Lean Six Sigma certification that includes only training and a capstone project may not prepare a person to lead a DMAIC improvement project.  If the belt already has leadership experience she may figure it out, but how do you know if she will perform well?  You do not.

Could a Capstone Project concept be used in Lean Six Sigma training?

Smarter Solutions uses a certification path for Master Black Belts that do not perform DMAIC projects in the business assignment which is the equivalent of a Capstone Project as a method to complete their certification.  We offer a business system assessment option that includes an analysis of a current business system and then an evaluation of the IEE business system in a business.  This is equivalent to steps 5, 6 and 7 in the prior Capstone Project activities.  I believe we are going to re-title this option as a capstone project.  We are applying a business school concept into the business aspects of a Master Black Belt course – it just makes sense.

In my view, a capstone project is not an adequate application exercise to validate Lean Six Sigma training with certification.  The avoidance of causation development and solution identification for those causes along with the lack of a team-based implementation and control system creation will not provide an adequate verification of skills expected for a certified black or green belt.

By the way, certification projects based on the analysis of a simulation are probably even a poorer replacement of a true project.   Avoid both the certifications with only a Capstone Project or a simulated project requirement to attain certification.

Agree? Please spread the word and share!

4 thoughts on “Capstone Project for Lean Six Sigma Certification”

I strongly agree with the value you place on leading a project team through a DMAIC project for certification verses a “capstone” project The team dynamics and the report out to stakeholders during tollgate reviews are important practice for the challenges of future enterprise level projects. They also bring an early understanding of the barriers and potential delays that threaten on-time delivery of quality outcomes. Finally, often in implementation there are other significant hurdles that might be avoided through effective change management. Certification through project application is where a majority of learning happens, at least it did for myself.

Dear Mr. Rick……Greetings of the day! With due respect, I have following submissions to make. Everyday world is evolving and so are the processes with every human activity being performed/ not performed! Having said that, it is also widely known phenomenon that very few (if not none) are there in any given organisation to take care of business processes and their alignments. Thus requirements of process engineers (aka belts) have become increasingly imperative to focus on cost, time, quality of the busienss product/ services and ever increasing alignment with customer requirements.Now where one may get the experienced process engineers that they need! Certainly, there is plenty of demand-supply gap as of the moment. Now, what makes a good process engineer?!! Question is akin to ‘what make one a good driver or diver’ or ‘what make one a good statistician or marathon runner’, so and so forth. The word ‘good’ is a qualifier and thus comes with, may be, a set of qualifying criteria. And according to me, foremost being an enthusiasm and unflinching interest towards the subject. Hence if one finds the interest in him/ her, rest of the things are eventual. On the other hand, the gap in demand and supply need to be bridged quickly if you want to experience a society/ world devoid of waste of human efforts and available resources. Morover, one may not find much organisations to outsource their improvement projects to educational institutions owing to their confidential nature, as many of such projects address their tactical or strategic requirements. Thus a capstone or keystone project (which predominantly is of DMADV nature) comes handy to judge the competency of individual’s understanding of tools and techniques and more so, his/ her interest/ involvement with the subject. Once done, the alignment to business requirements comes with increased business understanding and it is eventual. We don’t fire all the boosters of the rocket at the same time. The rocket gets progressively aligned to its orbit by firing the thrusters in stages!!

Very good article to address a topic that seems to becoming more of an issue as organizations try to roll-out the belts. I agree with your definition and analysis. Standardization within the Six Sigma world would be beneficial for those looking at it from the outside and trying to judge their involvement. Too many in anagement are trying to take the easier-road in the certification proess.

This is an excellent post, Rick. I agree with your conclusions. I especially like your insight that the deliverable of the Capstone Project is a report, not an improvement in the real world. After seeing more than my share of pseudo-projects I wrote this article http://www.sixsigmatraining.org/six-sigma-projects/six-sigma-project-turkeys.html . I didn’t know that reputable business schools were actually teaching people to do such projects!

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Six Sigma Yellow Belt Specialization

• Six Sigma Green Belt Specialization
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This specialization is for you if you are looking to learn more about Six Sigma or refresh your knowledge of the basic components of Six Sigma and Lean. Six Sigma skills are widely sought by employers both nationally and internationally. These skills have been proven to help improve business processes, performance, and quality assurance.

In this specialization, you will learn proven principles and tools specific to six sigma and lean.

This is a sequential, linear designed specialization that covers the introductory level content (at the "yellow belt" level) of Six Sigma and Lean. Yellow Belt knowledge is needed before advancing to Green Belt (which is a second specialization offered here on Coursera by the USG). Green Belt knowledge is needed before moving to a Black Belt.

The proper sequence of this specialization is:

• Course #1 - Six Sigma Fundamentals
• Course #2 - Six Sigma Tools for Define and Measure
• Course #3 - Six Sigma Tools for Analyze
• Course #4 - Six Sigma Tools for Improve and Control

At the end of Course #4 (Six Sigma Tools for Improve and Control), there is a peer-reviewed, capstone project. Successful completion of this project is necessary for full completion of this specialization.

It should be noted that completing either the Yellow Belt or Green Belt Specializations does not give the learner "professional accreditation" in Six Sigma. However, successful completion will assist in better preparation for such professional accreditation testing.

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Help Articles

Capstone projects, learner help center may 17, 2022 • knowledge, article details.

Capstone Projects are hands-on projects that let you apply what you've learned in a Specialization to a practical question or problem related to the Specialization topic.

Some  Specializations end with a Capstone Project. Others include projects throughout the Specialization.

Examples of Capstone Projects include:

• Analyzing a business case study and making strategy recommendations
• Developing an original web or mobile application
• Writing an in-depth research paper

You'll need to complete the Capstone Project to get credit for the Specialization.

Enroll in a Capstone Project

If the Capstone Project for a Specialization is a separate project, you'll need to enroll in the project just like a course.

Many capstone courses require you to have earned Course Certificates for all other courses in that Specialization. If you are having trouble enrolling in a capstone course, check your Accomplishments page to make sure you have Course Certificates for all the other courses in that Specialization.

To join a Capstone once you've earned Course Certificates for all the courses in that Specialization:

• From your Coursera account, click Enrollments .
• Click on the Specialization you want to enroll in the Capstone Project for.
• Click the Capstone Project course title at the bottom of the Specialization course list.
• To join the course, click Enroll .

If you paid in advance for the entire Specialization, your Capstone course fee is included in your Specialization fee. If you're paying by course, you'll need to pay for the Capstone when you enroll.

Capstone Project grading

Some Capstone Projects are peer-graded using Coursera's standard peer grading system . Other Capstone Projects are automatically graded or graded by experts.

In some Specializations, you will be evaluated only on your final project submission. In other Specializations, you will get separate grades for each section of the project.

To receive a passing grade for the Capstone, you will need to:

• Receive a passing grade for the final project and any required sections. 
• Complete all required evaluations of your peers' work.

Length of Capstone Projects

Capstone Projects vary in length, but you can expect to spend about 4 to 8 weeks working on your project, making revisions, and reviewing the work of your peers. Most Capstone Projects require about 40 hours of total work time.

Awards and incentives

In some Specializations, learners who submit outstanding Capstone Projects may be eligible for awards and incentives provided by academic and industry partners.

Examples of awards and incentives include:

• Virtual discussions with instructors or industry leaders
• Promotion of the project in key publications or channels
• Fee waivers for partner programs

Incentives are offered at the discretion of the Specialization creators and sponsors, and are not guaranteed in all Specializations or Capstone courses.

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