Focused improvementFocused improvement in theory of constraints is the ensemble of activities aimed at elevating the performance of any system, especially a business system, with respect to its goal by eliminating its constraints one by one and by not working on non-constra
FordismThe American English expression Fordism goes back to Henry Ford who invented mass production and perfected the assembly line method of manufacturing early in the 20th century. The term may also be applied the fictional religion described in Aldous Huxley'
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Gantt, HenryHenry Laurence Gantt ( 1861- 1919) was a mechanical engineer and management consultant who is most famous for developing the Gantt chart in the 1910s. These Gantt charts were employed on major infrastructure projects including the Hoover Dam and Interstat
Gantt chartA Gantt chart is a popular type of bar chart, showing the interrelationships of how projects, schedules, and other time-related systems progress over time. In project management, a Gantt22 chart can show when the project terminal elements start end finish
Goal (management)A goal is a desired state of affairs of a system. According to Eliyahu M. Goldratt, a business organization can have only one goal: Make money now and in the future''. In general, the goal of any organization, commercial or not, can be stated as: Generate
The GoalThe Goal is a book by Eliyahu M. Goldratt, the famous business consultant who postulated the theory of constraints model for project management. It was published in 1986. References Eliyahu M. Goldratt, Jeff Cox. The Goal: A Process of Ongoing Improvement (book)
Goldratt, Eliyahu M.Eliyahu M. Goldratt (born is an Israel-born physicist turned business consultant, the originator of the theory of constraints (abbreviation: TOC . He claims that he applied the scientific method to resolving some permanent problems of organizations. He is
ISO 10006ISO 10006:1997 Quality management; Guidelines to quality in project management, is an international standard developed by ISO. It is not as popular or widely accepted as the PMBOK. See also: project management External links ISO standards Project manageme
Brian C. Christensen. "Simple Project Management: What everyone needs to know about project management."
(available from: http://www.simpleprojectmanagement.com/ )
This book explains the twelve things that every project manager must do to be successful. In just a page or two each it covers essential topics such as: Scope, Customer, Value, Cost, and Risk. The longest chapter is on how to monitor a project. It gives a detailed, but clear explanation of how to compare the team's actual productivity with initial expectations. And everyone will be interested in the answer it gives to the question: "What should I do if my management or customer insists on an entirely unrealistic completion date?". (Along with other practical suggestions it says to "update your resume"!)
A minor, but interesting point, is the web site's explanation of what simple is. It observes that the simplest explanation isn't the shortest one. Simple directions don't leave out critical information. They don't include extra information that you might need, but probably won't. They give you just enough to keep you on track to your destination. The book makes a good effort to do just that.