Innovating on the Critical Path
Once you have a project to work on, it’s always a challenge to choose the first task. And once finished with the first task, the next hardest thing is to figure out the next next task.
Two words to live by: Critical Path.
By definition, the next task to work on is the next task on the critical path. How do you tell if the task is on the critical path? When you are late by one day on a critical path task, the project, as a whole, will finish a day late. If you are late by one day and the project won’t be delayed, the task is not on the critical path and you shouldn’t work on it.
Rule 1: If you can’t work the critical path, don’t work on anything.
Working on a non-critical path task is worse than working on nothing. Working on a non-critical path task is like waiting with perspiration. It’s worse than activity without progress. Resources are consumed on unnecessary tasks and the resulting work creates extra constraints on future work, all in the name of leveraging the work you shouldn’t have done in the first place.
How to spot the critical path? If a similar project has been done before, ask the project manager what the critical path was for that project. Then listen, because that’s the critical path. If your project is similar to a previous project except with some incremental newness, the newness is on the critical path.
Rule 2: Newness, by definition, is on the critical path.
But as the level of newness increases, it’s more difficult for project managers to tell the critical path from work that should wait. If you’re the right project manager, even for projects with significant newness, you are able to feel the critical path in your chest. When you’re the right project manager, you can walk through the cubicles and your body is drawn to the critical path like a divining rod. When you’re the right project manager and someone in another building is late on their critical path task, you somehow unknowingly end up getting a haircut at the same time and offering them the resources they need to get back on track. When you’re the right project manager, the universe notifies you when the critical path has gone critical.
Rule 3: The only way to be the right project manager is to run a lot of projects and read a lot. (I prefer historical fiction and biographies.)
Not all newness is created equal. If the project won’t launch unless the newness is wrestled to the ground, that’s level 5 newness. Stop everything, clear the decks, and get after it until it succumbs to your diligence. If the product won’t sell without the newness, that’s level 5 and you should behave accordingly. If the newness causes the product to cost a bit more than expected, but the project will still sell like nobody’s business, that’s level 2. Launch it and cost reduce it later. If no one will notice if the newness doesn’t make it into the product, that’s level 0 newness. (Actually, it’s not newness at all, it’s unneeded complexity.) Don’t put in the product and don’t bother telling anyone.
Rule 4: The newness you’re afraid of isn’t the newness you should be afraid of.
A good project plan starts with a good understanding of the newness. Then, the right project work is defined to make sure the newness gets the attention it deserves. The problem isn’t the newness you know, the problem is the unknown consequence of newness as it ripples through the commercialization engine. New product functionality gets engineering attention until it’s run to ground. But what if the newness ripples into new materials that can’t be made or new assembly methods that don’t exist? What if the new materials are banned substances? What if your multi-million dollar test stations don’t have the capability to accommodate the new functionality? What if the value proposition is new and your sales team doesn’t know how to sell it? What if the newness requires a new distribution channel you don’t have? What if your service organization doesn’t have the ability to diagnose a failure of the new newness?
Rule 5: The only way to develop the capability to handle newness is to pair a soon-to-be great project manager with an already great project manager.
It may sound like an inefficient way to solve the problem, but pairing the two project managers is a lot more efficient than letting a soon-to-be great project manager crash and burn. After an inexperienced project manager runs a project into the ground, what’s the first thing you do? You bring in a great project manager to get the project back on track and keep them in the saddle until the product launches. Why not assume the wheels will fall off unless you put a pro alongside the high potential talent?
Rule 6: When your best project managers tell you they need resources, give them what they ask for.
If you want to deliver new value to new customs there’s no better way than to develop good project managers. A good project manager instinctively knows the critical path; they know how the work is done; they know to unwind situations that needs to be unwound; they have the personal relationships to get things done when no one else can; because they are trusted, they can get people to bend (and sometimes break) the rules and feel good doing it; and they know what they need to successfully launch the product.
If you don’t know your critical path, you don’t know very much. And if your project managers don’t know the critical path, you should stop what you’re doing, pull hard on the emergency break with both hands and don’t release it until you know they know.
image credit – Patrick Emerson
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