Theory of Constraints in Construction Projects

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Mustafa Hassan Talib
Afrah Mohammed Hassan Kashkol


Construction projects in Iraq are suffering from constraints (financial, technical, political, legal and environmental) that hamper their work. It is therefore necessary to identify these constraints by following the theories in order to accurately identify and provide useful information to make decisions about production constraints and their impact on work. To achieve its objectives or achieve a level of performance for this goal, so it is necessary to use some theories, including theories of constraints that identify those obstacles and find solutions to those obstacles through the schemes of thinking. The concept of constraints is defined as "a comprehensive management philosophy that aims to achieve a continuous achievement of more than one goal in a project." If the project works to achieve a certain achievement in a project after defining the constraints and types and each according to its importance and impact, Which provides a comprehensive framework for the work of projects, as it helps to identify and treat the obstacles experienced by the projects and work to identify appropriate solutions and through a set of logical thinking throughput that begin studying the current reality of the project that suffers from the obstacles and then search for  Constraints A number of proposed solutions are then presented. These solutions are examined and the future results of each solution are identified and useful in addressing the specific problem and the extent of the future impact of its application. The methodology used in the research of extracting indicators from the theoretical and practical framework and finding solutions through the curriculum of the thinking throughput will be used to reach a number of conclusions and recommendations aimed at achieving its objectives


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How to Cite
M. H. Talib and A. M. H. Kashkol, “Theory of Constraints in Construction Projects”, JUBES, vol. 27, no. 2, pp. 109 - 124, May 2019.

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