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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.
The five focusing steps of TOC is an ideal approach to identifying the bottleneck and the correct procedure to reduce the impact keeping in mind the 'goal.' The five focusing steps are: Identify the Constraint; Exploit the Constraint; Subordinate the Constraint; Elevate the Constraint; Repeat the Process
The primary thinking processes, as codified by Goldratt and others: Current reality tree (CRT, similar to the current state map used by many organizations) — evaluates the network of cause-effect relations between the undesirable effects (UDE's, also known as gap elements) and helps to pinpoint the root cause(s) of most of the undesirable effects.
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Common among all the project management types is that they focus on three important goals: time, quality, and cost. Successful projects are completed on schedule, within budget, and according to previously agreed quality standards i.e. meeting the Iron Triangle or Triple Constraint in order for projects to be considered a success or failure.
The evaporating cloud is one of the six thinking processes in the theory of constraints (TOC). The evaporating cloud (EC) – also referred to in the literature as "the cloud", or as a "conflict resolution diagram" [ 1 ] – is a logical diagram representing a problem that has no obvious satisfactory solution.
A theory of change (ToC) is an explicit theory of how and why it is thought that a social policy or program activities lead to outcomes and impacts. [1] ToCs are used in the design of programs and program evaluation (particularly theory-driven evaluation ), across a range of policy areas.
Critical chain project management is based on methods and algorithms derived from Theory of Constraints. The idea of CCPM was introduced in 1997 in Eliyahu M. Goldratt's book, Critical Chain . The application of CCPM has been credited with achieving projects 10% to 50% faster and/or cheaper than the traditional methods (i.e., CPM, PERT, Gantt ...