The Theory of constraints (TOC) or Constraint management is a management theory developed by Eliyahu Goldratt. This management theory was developed in 1984.
I was hoping to gain some helpful inside into whether constraint management is still applicable in current project management practices? Saving Changes...
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Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
From my understanding constraint management is based on the concept that there are a limited number of primary constraints affecting an initiative. For project delivery that would be: cost, time and scope. To quote Wikipedia, "TOC uses a focusing process to identify the constraint and restructure the rest of the organization around it.". We have to recognize that complex project may have additional constraints especially in the government sector but even so, cost, time and scope remain the prime constraints and are the measure of success.
In my opinion all efforts, processes, tools, etc., are applied to manage those constraints so as to achieve an acceptable project delivery.
So, yes, it is still applicable and even more-so. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Just to comment, while I apply TOC from the time it was created (in fact at this time the only person who gave training was Mr Goldratt), the basement was not created by Mr. Goldratt. It is just an application of the operative investigation theory and practice that was created near 1945. So, everybody can go to the base theory to understand it and mainly everybody can go to a manufacturer (for example) to see it on the fly. With that said, to apply it in project management demands a shift of mind mainly in project manager itself (what I saw along the years). Just to comment other thing is the best method to use in agile based environments. Saving Changes...
ToC can be applied in the PM domain at a couple of different levels.
1. As the foundation of critical chain project scheduling to address risks of delays on critical and feeder paths through appropriate use of buffer management
2. To help decision makers tune the volume of concurrent project work to fully utilize "Herbie" on the most valuable initiatives which by definition means that everyone who isn't Herbie will have some slack.
Kiron Saving Changes...
Stephanie SyMarketing| Software TestedWi, United States
Why is the Project Management Triple Constraint Important?
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2 replies by Peter Rapin and Sergio Luis Conte
Apr 21, 2021 9:06 AM
Peter Rapin
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Because how well we manage those constraints determines the success, or failure, of a project. Rarely does one see a project post-mortem that reads: "Although we failed to be on time, within budget and meet requirements, the project was a success as we communicated well."
Apr 21, 2021 9:20 AM
Sergio Luis Conte
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Forget the triple constraint. The key is to understand that it is quite not possible to crate something "good" (from the point of view of quality), "cheep" and doing it "quickly" all at the same time. Organizations have to choose two usually. But in this case, Theory of Constraints is about other type of constraints.
Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
Apr 21, 2021 1:12 AM
Replying to Stephanie Sy
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Why is the Project Management Triple Constraint Important?
Because how well we manage those constraints determines the success, or failure, of a project. Rarely does one see a project post-mortem that reads: "Although we failed to be on time, within budget and meet requirements, the project was a success as we communicated well." Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Apr 21, 2021 1:12 AM
Replying to Stephanie Sy
...
Why is the Project Management Triple Constraint Important?
Forget the triple constraint. The key is to understand that it is quite not possible to crate something "good" (from the point of view of quality), "cheep" and doing it "quickly" all at the same time. Organizations have to choose two usually. But in this case, Theory of Constraints is about other type of constraints. Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
Project quality: - fully meet the needs and expectations of the project's client/owner. Could also be expressed as a measure of the extent the project meets those needs and expectations ( poor vs good vs high, or best, quality). Typically the client needs and expectation included cost, time and scope. Thus providing a quality project means achieving those primary needs and expectations. I agree that there usually is a requirement to prioritize cost, time and scope as they compete and that is managements function. Quality is achieved when the balance reflects the client's ultimate need - achieving satisfaction - which is a measure of quality. Saving Changes...
I looking into the link between constraint management and human behaviour (for example : Student Syndrome).
Do you guys see a relationship between human behaviour and constraint management ?
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1 reply by Kiron Bondale
Apr 26, 2021 8:56 AM
Kiron Bondale
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This is one of the underlying rationales supporting critical chain project management and buffer management in general. By removing padding from individual activities and centralizing it in buffers at the end of feeder and critical chains, we reduce the likelihood of Parkinson's Law and Student Syndrome meeting Murphy's Law.
The key is to ensure that the duration for activities is aggressive but achievable. I've worked in places where the PMs stripped too much out with the result that buffers were regularly depleted and other places where the team members had padded on top of the padding so when the first layer of padding was removed, the durations were still padded!
I looking into the link between constraint management and human behaviour (for example : Student Syndrome).
Do you guys see a relationship between human behaviour and constraint management ?
This is one of the underlying rationales supporting critical chain project management and buffer management in general. By removing padding from individual activities and centralizing it in buffers at the end of feeder and critical chains, we reduce the likelihood of Parkinson's Law and Student Syndrome meeting Murphy's Law.
The key is to ensure that the duration for activities is aggressive but achievable. I've worked in places where the PMs stripped too much out with the result that buffers were regularly depleted and other places where the team members had padded on top of the padding so when the first layer of padding was removed, the durations were still padded!
