Project management is the process of leading the work of a team to achieve all project goals within the given constraints. This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time, and budget. The secondary challenge is to optimize the allocation of necessary inputs and apply them to meet pre-defined objectives.
Eliyahu Moshe Goldratt was an Israeli business management guru. He was the originator of the Optimized Production Technique, the Theory of Constraints (TOC), the Thinking Processes, Drum-Buffer-Rope, Critical Chain Project Management (CCPM) and other TOC derived tools.
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". That means that organizations and processes are vulnerable because the weakest person or part can always damage or break them, or at least adversely affect the outcome.
Program management is the process of managing several related projects, often with the intention of improving an organization's performance. It is distinct from project management.
The Goal is a management-oriented novel by Eliyahu M. Goldratt, a business consultant known for his theory of constraints, and Jeff Cox, the author of several management-oriented novels. The Goal was originally published in 1984 and has since been revised and republished. This describes a case study in operations management, focusing on the theory of constraints, and bottlenecks and how to alleviate them. In 2011, Time Magazine listed the book as one of "the 25 most influential business management books".
A collaboration tool helps people to collaborate. The purpose of a collaboration tool is to support a group of two or more individuals to accomplish a common goal or objective. Collaboration tools can be either of a non-technological nature such as paper, flipcharts, post-it notes or whiteboards. They can also include software tools and applications such as collaborative software.
Throughput accounting (TA) is a principle-based and simplified management accounting approach that provides managers with decision support information for enterprise profitability improvement. TA is relatively new in management accounting. It is an approach that identifies factors that limit an organization from reaching its goal, and then focuses on simple measures that drive behavior in key areas towards reaching organizational goals. TA was proposed by Eliyahu M. Goldratt as an alternative to traditional cost accounting. As such, Throughput Accounting is neither cost accounting nor costing because it is cash focused and does not allocate all costs to products and services sold or provided by an enterprise. Considering the laws of variation, only costs that vary totally with units of output e.g. raw materials, are allocated to products and services which are deducted from sales to determine Throughput. Throughput Accounting is a management accounting technique used as the performance measure in the Theory of Constraints (TOC). It is the business intelligence used for maximizing profits, however, unlike cost accounting that primarily focuses on 'cutting costs' and reducing expenses to make a profit, Throughput Accounting primarily focuses on generating more throughput. Conceptually, Throughput Accounting seeks to increase the speed or rate at which throughput is generated by products and services with respect to an organization's constraint, whether the constraint is internal or external to the organization. Throughput Accounting is the only management accounting methodology that considers constraints as factors limiting the performance of organizations.
Hult Ashridge is the executive education programme of Hult International Business School, housed in Hult's Ashridge Estate campus. Formerly an independent business school, known as Ashridge Business School, Ashridge completed an operational merger with Hult in 2015. Its activities include open and tailored executive education programmes, Master of Business Administration, Master of Science and diploma qualifications, as well as organisation consulting and applied research.
Business process re-engineering (BPR) is a business management strategy originally pioneered in the early 1990s, focusing on the analysis and design of workflows and business processes within an organization. BPR aims to help organizations fundamentally rethink how they do their work in order to improve customer service, cut operational costs, and become world-class competitors.
Business analysis is a professional discipline focused on identifying business needs and determining solutions to business problems. Solutions may include a software-systems development component, process improvements, or organizational changes, and may involve extensive analysis, strategic planning and policy development. A person dedicated to carrying out these tasks within an organization is called a business analyst or BA.
Capacity management's goal is to ensure that information technology resources are sufficient to meet upcoming business requirements cost-effectively. One common interpretation of capacity management is described in the ITIL framework. ITIL version 3 views capacity management as comprising three sub-processes: business capacity management, service capacity management, and component capacity management.
Business simulation or corporate simulation is simulation used for business training, education or analysis. It can be scenario-based or numeric-based.
In the fields of information technology and systems management, application performance management (APM) is the monitoring and management of the performance and availability of software applications. APM strives to detect and diagnose complex application performance problems to maintain an expected level of service. APM is "the translation of IT metrics into business meaning ."
Critical Chain is a novel by Dr. Eliyahu Goldratt using the critical chain theory of project management as the major theme. It is really a teaching method for the theory.
Hult International Business School is a private business school with campuses in Cambridge, London, San Francisco, Dubai, New York City, and Shanghai. Hult is named for the school's benefactor Bertil Hult and is affiliated with the EF Education First Group.
Benefits Realization Management (BRM) is one of the many ways of managing how time and resources are invested into making desirable changes.
OpenQwaq is open source computer software for immersive collaboration, which enables organizations to implement online 3D virtual world workspaces for their specific needs. OpenQwaq is based on the Teleplace technology, a conferencing platform that has been in the market since 2007, with the name Qwaq Forums until 2009.
Stuart Crainer is an author, editor, adviser and entrepreneur.
In IT operations, software performance management is the subset of tools and processes in IT Operations which deals with the collection, monitoring, and analysis of performance metrics. These metrics can indicate to IT staff whether a system component is up and running (available), or that the component is behaving in an abnormal way that would impact its ability to function correctly—much like how a doctor may measure pulse, respiration, and temperature to measure how the human body is "operating". This type of monitoring originated with computer network components, but has now expanded into monitoring other components such as servers and storage devices, as well as groups of components organized to deliver specific services and Business Service Management).
Nicholas Martin Limer Barnes was a British civil engineer and project manager noted for his role in the development of the New Engineering Contract (NEC), and a founding member and longest-serving president of the Association for Project Management (APM). He served also as the chair of the APM from 1986 to 1991, and was named an Honorary Fellow in 1995.
