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3.1.1 USING THE THEORY OF CONSTRAINTS TO EXAMINE THE CHANGE APPROVAL PROCESS
Author(s) -
Jackson Scott
Publication year - 1998
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.1998.tb00014.x
Subject(s) - process (computing) , premise , documentation , theory of constraints , process management , key (lock) , computer science , theory of change , focus (optics) , operations research , risk analysis (engineering) , operations management , business , engineering , computer security , economics , management , philosophy , linguistics , physics , optics , programming language , operating system
A team was assembled to examine the change approval process using the theory of constraints (TOC). The premise of the theory of constraints is that the performance of a system, in this case the change approval process, is constrained in the ability to achieve throughput at key points in the process. It was perceived that improvements could be made in the change approval process, the main characteristic of which was an excessive time from the documentation of an idea to project approval. The team identified many areas for improvement and concluded that a fundamental shift was required from a focus on a time‐consuming effort to minimize the uncertainty in the project before approval to authorize development funds to new criteria which would justify the project's effort in a shorter time. The resulting actions to modify the process, called the new approval process (NAP), suggest key aspects of system engineering (SE).