Research generally shows that the most common business-related difficulties in for-profit higher education institutions are low productivity and declining revenue streams. The purpose of the generic qualitative study was to explore how nationwide for-profit higher education institutions implement strategies for continuous improvement in their strategic business initiatives. Three sub-questions that overlaid the study were: (a) How do project managers in nationwide for-profit higher education institutions (NFPHEIs) identify opportunities for continuous improvement using Define-Measure-Assess-Improve-Control (DMAIC) processes?; (b) How do project managers in NFPHEIs identify opportunities for continuous improvement using process-mapping processes?; and (c) What enablers of or barriers to continuous improvement in NFPHEIs have been identified by project managers? The theory of constraints was the conceptual framework of this study which focuses on system constraints. Semistructured interviews were conducted to understand better the complexity of the individual situations experienced. The study's findings support the continuous improvement efforts in strategic business initiatives to help higher education institutions decrease waste and increase productivity. Improved feedback cycles, a better understanding of stakeholder perspective, professional development and training, and stakeholder buy-in would contribute to increased continuous improvement efforts. While DMAIC and process-mapping processes are both included in continuous improvement, most participants did not understand the terminology. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]