Theory of Constraints and common staffing mistakes
In many companies—both large and small—getting staffing right is a challenge. Critical teams are always starved for resources, and the common peanut butter approach to distributing headcount rarely maps to an explicit strategy. In fact, over time, some teams will grow disproportionately large, leaving other teams (system test, anyone?) struggling to keep pace.
But why is it that staffing is so difficult to get right?
Theory of Constraints
In yesterday’s blog post, I referenced Eliyahu Goldratt’s seminal business book The Goal, and highlighted the Theory of Constraints. I’ll summarize the theory here (if you read yesterday, you can safely skip to the next section).
The Theory of Constraints is basically a management paradigm that promotes attention to bottleneck resources above all else. In any complex system that has multiple subsystems required to deliver something of value, there will be one or more bottleneck resources. A bottleneck resource is the limiting subsystem in the overall system. To increase the overall output of the system as a whole, you have to address the bottlenecks.
The book focuses on a manufacturing plant. Basically, there are different stations in the manufacturing process. Each makes a different part of the widget. To Continue reading



