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Project Management

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Theory of constraints. The theory of constraints (TOC) is a management paradigm that views any manageable system as being limited in achieving more of its goals by a very small number of constraints. There is always at least one constraint, and TOC uses a focusing process to identify the constraint and restructure the rest of the organization around it.

TOC adopts the common idiom "a chain is no stronger than its weakest link. " This means that processes, organizations, etc., are vulnerable because the weakest person or part can always damage or break them or at least adversely affect the outcome. History[edit] An earlier propagator of the concept was Wolfgang Mewes[2] in Germany with publications on power-oriented management theory (Machtorientierte Führungstheorie, 1963) and following with his Energo-Kybernetic System (EKS, 1971), later renamed Engpasskonzentrierte Strategie as a more advanced theory of bottlenecks. Key assumption[edit] The five focusing steps[edit] Constraints[edit] Breaking a constraint[edit] Critical Chain Project Management Solutions. Lean Project Management Principles.

Project management. Project management is the process and activity of planning, organizing, motivating, and controlling resources, procedures and protocols to achieve specific goals in scientific or daily problems. A project is a temporary endeavor designed to produce a unique product, service or result [1] with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables),[2] undertaken to meet unique goals and objectives,[3] typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usual (or operations),[4] which are repetitive, permanent, or semi-permanent functional activities to produce products or services.

In practice, the management of these two systems is often quite different, and as such requires the development of distinct technical skills and management strategies. History[edit] Henry Gantt (1861–1919), the father of planning and control techniques Approaches[edit] PRINCE2[edit]