The analysis of existing models and the ways of improvement of innovative projects and management processes

The world experience suggests different approaches in improving innovative project and process management at various state(owned and private enterprises. The general approach to methodologies of the improvement can be based on "practical" system analysis, presented in SEBoK (2013). The purpose of the system analysis is to choose the right action sequence to solve a particular problem according the rightly chosen selection criteria. In addition the system analysis gives the ways to unite all necessary knowledge, methods and actions for a solution. In the system analysis the solution is defined as activity which keeps or improves system characteristics, not the characteristics of its separate components. The theory of constraints (TOC) was formulated by the Israeli physicist Eliyahu Goldratt (see Goldratt and Cox, 1984). This theory assumes increasing the company operational efficiency almost without additional investments and staff expansion. To achieve the results the company has to consider the physical and administrative restrictions. The first restrictions are the bottlenecks which do not allow increasing the productivity. The second ones are the bottlenecks which are crucial for the productivity increase. The main recommendation of TOC is to find the most important bottleneck and to increase its capacity. The administrative restrictions make 90(95% of the total amount in many firms. Everything needs to be simplified to the level of common sense. However, “common sense” and “common practice” differ substantially, and the main skill is to find the bottleneck, to prove its most crucial role and to estimate and calculate the needed capacities before its improvement. And the main achievements of Goldratt are the methods to manage the bottleneck, including software tools. TOC is developed and introduced all over the world for the last 35 years in many companies more than in 30 countries.