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Welcome to the TOC in Project Management Portal
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We’re excited to provide free access to 6 of the 87 (and growing) Theory of Constraints (TOC) project management presentations ranging from a workshop presenting the basics of critical chain project management (CCPM) to its use in information technology and software development projects, to and implementations in the Lithuanian government Department of Economy, in a pharmaceutical research and development corporation and in a massive maintenance, repair and overhaul center for a large airline. These selections illustrate the universal use of CCPM across industries and across geographically separated and culturally different environments.

These videos were selected and sequenced to build your TOC project management knowledge base from concepts to simple applications to complex applications. The same basic concepts that are applied to simple environments are applied to more complex environments with only slight modifications. All applications provide significant results with respect to lead time reduction, the number of project completed with no additional resources, maintaining project scope, improving quality, and remaining within the project budget.

We have listed below the references and abstracts for the free presentations on this portal. In addition, we have provided a comprehensive annotated bibliography of ALL the critical chain project management presentations and webinar videos currently in our archives. And, at the end of this annotated bibliography is a link to the TOC booklist which includes selections on project management.

We recognize that many organizations worldwide are faced with competing in a project and multi-project management environment. The organizations described in these presentations have made significant improvement by using the TOC philosophy to continuously improve. TOC is the best methodology for today BUT there will always be a need for continuous improvement. These tools are part of the journey to excellent project management.

Our hope is that you’ll learn from these 6 presentations and are moved to join TOCICO to gain access to the rest of our archives.

TOCICO membership includes:

  • FREE on-line access to all past TOCICO conference videos including the 70 additional project management videos – there are several hundred videos starting with the second conference in 2004. These were previously sold for $149 per conference (totaling $1,788), but now, viewing ALL of them are INCLUDED with your membership.
  • Discounts on TOCICO products and conference attendance.
  • FREE access to the over 50 recorded webinars by some of your favorite TOC authors.
  • FREE registration to all new webinars – and just wait until you hear what’s in the works!
  • FREE pdf of the TOCICO Dictionary – 135 pages of pure content.
  • All 6 Strategy & Tactics trees by Eliyahu M. Goldratt
  • Over 20 Theory of Constraints articles with more on the way.
  • And, access to networking with the TOC community around the world on the TOCICO website. Build your page, start discussions, or contact another member – the new TOCICO website is web 2.0 ready and ready for you to engage.




Holt, J. R. (2013). Project and multi-projects management basics workshop. TOCICO International Conference: 11th Annual Worldwide Gathering of TOC Professionals, Bad Nauheim, Germany, Theory of Constraints International Certification Organization.

This workshop is an introduction to project management the TOC way. We discuss the nature of projects and the nature of tasks, the impact of interdependency and variability on human behavior and the core conflict of projects. Critical chain project management (CCPM) scheduling and buffer management are introduced for both single and multi-project environments. The workshop is intended to prepare the attendee to take the TOCICO on-line basics critical chain project management exam, in advance of the TOCICO fundamentals exam.





de Laat, L. (2009). Using TOC to deliver IT projects on time, all the time. First European TOCICO Regional Conference, Amsterdam, The Netherlands, Goldratt Marketing Group.

Caesar is a medium-sized information technology (IT) company based in The Netherlands. From 1995 when Caesar was founded until 2001 Caesar grew steadily. Following an operational excellence strategy Caesar was able to deliver high quality IT specialists for very competitive prices. This strategy however proved to be recession-prone. The recession of 2001 – 2002 hit the company hard. Looking for a way to build a stronger competitive edge Caesar embarked on a journey with Eli Goldratt in 2004. The ambitious target was to build an IT company that would deliver all its projects on time (with the right scope and for a fixed fee). At that moment (and many years before and after it) project performance of IT companies was poor: typically 60-70% of IT projects fail to deliver the right scope on time and within budget. In 2004 Caesar did not outperform the market average. In the first six months of 2005 we implemented a new way of working. The core improvement implemented in this period was critical chain project management (CCPM). Although this proved a necessary component it was not sufficient to reach the goal. A major cause for project failure – at least in IT projects – is uncontrolled scope creep. Applying critical chain allows for some scope creep to be absorbed but we found that an extra injection was necessary: a scope management process that would minimize scope changes to only the most crucial. We developed PDSM – problem driven scope management – using the TOC thinking processes (TP) at the initiation phase of each project to define the basis for the project scope. With a clear problem definition we found that we could effectively manage the project scope during the execution of the project. So much so that we can guarantee customers that we will solve their problem on time and for a fixed fee. The guarantee includes a penalty for late delivery. This unique approach was named Time Value. In the first months of operation this combination of CC and PDSM gave us very promising results: our DDP in 2005 was 80%. As we took on more projects and more complex projects we found a number of other process improvements (mainly from the lean / agile) were necessary to maintain a high DDP. Using the TP in our own organization to understand the problems and develop and implement solutions, we have been able to constantly improve our performance. In the last three years this has resulted in 95%+ due date performance on our IT projects.


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Anderson, D. J. (2004). TOC software engineering solution with lean & six sigma solution. TOCICO International Conference: 2nd Annual Worldwide Gathering of TOC Professionals, Miami, FL, Goldratt Marketing Group.

This presentation seeks to explain the TOC solution of critical chain project management (CCPM) for use in modern software engineering. Key learning points include: 1. How to use drum buffer rope (DBR) with software engineering; 2. How to use throughput accounting (TA) with software engineering; 3. Understanding useful variation in software engineering; 4. Provide a TOC enabled maturity model for software organizations; 5. Identifying what’s fundamentally wrong with the SEI CMMI and SW-CMM; 6. The integration points of a TOC software solution with six sigma, Deming, and Toyota Production System (TPS) principles and lean thinking. Benefits to attendees: 1. Benefits of applying DBR, CCPM and TA to technology development; 2. Contrast of the TOC approach with traditional approaches; 2. Benefits of using lean cumulative flow diagrams for the DBR solution.


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Rucinskaite, M. (2012). Implementing CCPM solution in Guaranty Fund of Department of Enterprise Bankruptcy Management. TOCICO International Conference: 10th Annual Worldwide Gathering of TOC Professionals, Chicago, Il, Theory of Constraints International Certification Organization.

The Guaranty Fund at the Department of Enterprise Bankruptcy Management under the Lithuanian Ministry of Economy was created in order to ensure payments of delayed or unpaid salaries to the workers of bankrupt companies. Therefore this Fund plays a very important social role – quite often after a person loses his job. The Fund pays money which the company owed to this person. So it is very important to ensure the application processing time to be as fast as possible. At the beginning of 2009 Guaranty Fund faced some real challenges including a backlog of old applications for funds and long processing times; a drastic increase in bankruptcies and new applications (more than double); and a reduction of governmental spending (not possible to increase in staff).


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Kasichainula, R., et al. (2013). Implementation of CCPM in the Pharmaceutical Industry. TOCICO International Conference: 11th Annual Worldwide Gathering of TOC Professionals, Bad Nauheim, Germany, Theory of Constraints International Certification Organization.

In this paper, I take you through the journey of CCPM implementation in our company (Dr. Reddy’s Laboratories Limited). Critical Chain Project Management (CCPM) is implemented as part of Viable Vision initiative rolled out in 2008 with the help of Goldratt Consulting (GC). During the initial interactions, it was found that • Many projects are under development and there are always some projects on hold due to resources non-availability / changes in business priorities. Some products are under development for years together with diluted efforts. • Many projects are stuck during execution due to logistics / resources / technical issues. • Due date performance and cycle time are not measured wrt original start date and original due date but to continually adjusted revisions. • Throughput is inconsistent and skewed to the end of the financial year. After going through the TOC Critical Chain workshops with senior members of the organization, the team was convinced to take up the goal to • To implement and institutionalize a procedure for managing the product development. • To significantly improve and sustain the due date performance (DDP), cycle time and productivity performance. GC has customized the project management strategy & tactic (S&T) tree as a guideline for the implementation in Global Generics and PSAI • CCPM implementation is done in a phased manner with the support of a dedicated facilitation team from Dr. Reddy’s and GC consultants. Learning of each phase implementation is used in subsequent phase implementation.


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Adams, G. (2008). Delta Air Lines: Meeting challenges in engine maintenance. TOCICO International Conference: 6th Annual Worldwide Gathering of TOC Professionals, Las Vegas, NE, Goldratt Marketing Group.

In 2005, Delta Air Lines filed for bankruptcy. Prior to its merger with North West Airlines, Delta was a $17 billion sales revenue airline with approximately 50,000 employees. After merger in 2008 Delta was a $35 billion top line revenue airline with the same number of maintenance, repair, and overhaul (MRO) employees. As part of the bankruptcy plan, engine maintenance was required to reduce cost and inventory while, at the same time, increase productivity. In 2002 the MRO had revenues of $77 million and in 2008 the revenues were $470. The requirements for survival aligned very well with Theory of Constraints- -more specifically, critical chain and drum-buffer-rope. The summary of changes includes: create plans with buffers in critical chain and in drum buffer rope; control the work-in-process inventories by controlling release; manage using the buffers, and use exception management. TOC concepts implemented in 2006 were to focus on constraints and improve overall engine maintenance performance using continuous improvement as the growth strategy. Six sigma and lean had previously been implemented. TOC concepts have given a clear understanding of where to apply six sigma and lean methods to achieve true bottom-line results.


Download PDF of Presentation


The Complete Project Management Video Bibliography



The Complete TOC Book List



Our hope is that you will learn from these six presentations and are moved to join TOCICO to gain access to the rest of our archives.

TOCICO membership includes:

  • FREE on-line access to all past TOCICO conference videos including the 80+ additional project management videos – there are several hundred videos starting with the second conference in 2004. These were previously sold for $149 per conference (totaling $1,788), but now, viewing ALL of them are INCLUDED with your membership.
  • Discounts on TOCICO products and conference attendance.
  • FREE access to the over 50 recorded webinars by some of your favorite TOC authors.
  • FREE registration to all new webinars – and just wait until you hear what’s in the works!
  • FREE pdf of the TOCICO Dictionary – 135 pages of pure content.
  • All 6 Strategy & Tactics trees by Eliyahu M. Goldratt
  • Over 20 Theory of Constraints articles with more on the way.
  • And, access to networking with the TOC community around the world on the TOCICO website. Build your page, start discussions, or contact another member – the new TOCICO website is web 2.0 ready and ready for you to engage.

You may also want to check out our other Portals: