. Applying Goldratt’s ideas of critical resources, what is the system constraint within the Special Projects Division that is causing bottlenecks and delaying the projects? Jack Palmer, head of the Special Projects Division for Ramstein Products, had been in his new position for only three months when he ordered an evaluation of project management practices within his division.

Ramstein Products is a leading developer of integrated testing equipment for the energy industry, marketing more than 45 product lines to a variety of organizations involved in natural gas and oil exploration, power generation, and utilities. As head of special products, Jack was responsible for an ongoing project portfolio of 50 to 60 new product development projects. Top management at Ramstein estimated that 60% of company revenue came from new products and took a keen interest in the operations of the Special Projects Division.