Projects are rarely delayed because too little work is being done. Often, work is simply done in the wrong places. This is exactly where the Theory of Constraints comes in: Instead of optimizing everything at the same time, the focus is on the one bottleneck that really limits progress. Sounds simple, but is surprisingly rarely implemented consistently in practice.

Status, security, autonomy, belonging and fairness: the SCARF model shows why motivation is no coincidence – and how project managers can exert a targeted influence on it.