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>Increasing value of projects by leveraging limited capacity through the application of the theory of constraints
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Increasing value of projects by leveraging limited capacity through the application of the theory of constraints
This paper introduces the concepts of the Theory of Constraints as developed by dr. E. M. Goldratt and others. When applied to a portfolio of projects, the value that an organisation realises from successful delivery can be maximised. A new value metric is introduced that effectively accounts for the flow of money in different time periods. An approach to portfolio management that strives for maximising organisation performance, given limited organisational capacity, is also introduced. Critical Chain project scheduling and synchronising projects around the schedule of a heavily loaded (drum) resource are used as the methodology of finite capacity management that enables leveraging value with scarce resources. A new set of buffers is introduced to enable the integration of portfolio management and Critical Chain scheduling.
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机译：本文介绍了博士制定的限制理论的概念。 E. M. Goldratt和其他人。当应用于项目组合时，组织从成功交付实现的价值可以最大化。引入了一个新的价值指标，有效地占金钱在不同时间段的流动。还介绍了投资组合管理的探讨，促进组织能力最大化组织能力的努力。围绕大量加载（鼓）资源的计划的关键链项目调度和同步项目用作有限容量管理的方法，使利用稀缺资源利用价值。引入了一组新的缓冲区，以实现投资组合管理和关键链调度的集成。
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