© Washington State University An Expert’s Conflict The Problem with Knowing James R. Holt, Ph.D., PE Professor Engr & Tech Management Notice of Release: Dr Holt has graciously released these documents in PowerPoint for all to benefit. If you wish to copy these materials into other documents, please reference the source.

© Washington State University Technology Rules Are there areas where Technology is not important?  Pig Farming  Mowing the Lawn  Getting a book from the library  Catching a bus  Rocket science Who rules when Technology is not only desireable but necessary?  The Expert

© Washington State University The Expert’s Story I’m good! Really good! But, the world is changing fast. So fast that it is hard for me to be the expert at everything I’m responsible for. In fact, I find I’m falling behind some other experts in my field in some knowledge areas. I can’t afford to not know. I need to provide answers to those who depend upon me. It isn’t just an ego trip. Experts are expensive and my group can’t afford to have too many experts. And then there are the other experts. I depend upon them and need their cooperation. They provide me with information and resources.

© Washington State University The Expert’s Story (continued) I work well with my peers. We enjoy the excitement of solving tough problems, combining our expertise and achieving ambitious goals. I enjoy my work and find I spend a lot time getting better and better. This growth is rewarding. I’m actively involved with many good things. There are those annoying things. Too often, I’m required to do things that are dog work. I try to avoid it, but often get stuck with it. It’s such a distraction. Take meetings for example.

© Washington State University The Expert’s Dilemma Be the Expert Know the Answers Spend all my time telling Spend all my time learning Give the Answers

© Washington State University The Expert’s Dilemma Be the Expert Know the Answers Spend all my time telling Spend all my time learning Give the Answers Because… If I don’t know, I’m not the Expert Because… If I don’t give, I’m not valuable

© Washington State University The Expert’s Dilemma Be the Expert Know the Answers Spend all my time telling Spend all my time learning Give the Answers Because…I’m slowly falling behind in my area of expertise Because…There are many things that depend upon me

© Washington State University The Expert’s Dilemma Be the Expert Know the Answers Spend all my time telling Spend all my time learning Give the Answers Because…There is only so much time in the day Because…I need a block of time for learning Because…Telling is not a trivial task

© Washington State University Expert Dilemma Solutions Be the Expert Know the Answers Spend all my time telling Spend all my time learning Give the Answers Because… If I don’t know, I’m not the Expert Because… If I don’t give, I’m not valuable I can know the answer soon enough I give the right answers at the right time

© Washington State University Expert Dilemma Solutions Be the Expert Know the Answers Spend all my time telling Spend all my time learning Give the Answers Because…I’m slowly falling behind in my area of expertise Because…There are many things that depend upon me I know what is important. I learn fast. I know when and where I’m needed.

© Washington State University Expert Dilemma Solutions Be the Expert Know the Answers Spend all my time telling Spend all my time learning Give the Answers Because…There is only so much time in the day Because…I need a block of time for learning Because…Telling is not a trivial task I am not overloaded. I have development time. Communications are timely, clear and efficient.

© Washington State University The Answers to Expert Prayers I can know the answer soon enough I give the right answers at the right time I know what is important. I learn fast. I know when and where I’m needed. I am not overloaded. I have development time. Communications are timely, clear and efficient. But, these things will happen when… When Pigs Fly!

© Washington State University You Can Have Prayers Answered I can know the answer soon enough I give the right answers at the right time I know what is important. I learn fast. I know when and where I’m needed. I am not overloaded. I have development time. Communications are timely, clear and efficient. Critical Chain Project Management

© Washington State University Elements of CCPM I can know the answer soon enough I give the right answers at the right time I know what is important. I learn fast. I know when and where I’m needed. I am not overloaded. I have development time. Communications are timely, clear and efficient. Work precedence is known well in advance and doesn’t change Work is scheduled aggressively without significant conflict The schedule includes needed development time The process (not tasks) have sufficient safety in the estimates

© Washington State University Elements of CCPM I can know the answer soon enough I give the right answers at the right time I know what is important. I learn fast. I know when and where I’m needed. I am not overloaded. I have development time. Communications are timely, clear and efficient. I know what is most important at any moment in time I don’t have to start before all preceding elements are complete There are very few distractions I can get help any time I really need it

© Washington State University Elements of CCPM I can know the answer soon enough I give the right answers at the right time I know what is important. I learn fast. I know when and where I’m needed. I am not overloaded. I have development time. Communications are timely, clear and efficient. There are no artificial deadlines There is sufficient advance notice of my work expectations There is little bad multi-tasking I can remain focused without distractions I am FAST and Accurate

© Washington State University Elements of CCPM I can know the answer soon enough I give the right answers at the right time I know what is important. I learn fast. I know when and where I’m needed. I am not overloaded. I have development time. Communications are timely, clear and efficient. There is little wasted effort There is more time for development I can follow the Road-Runner (Fireman) Approach The little ‘dog work’ remaining is out of the way quickly I do much more in less time!

© Washington State University Improvement Requires Change, But Not Every Change is an Improvement! CCPM provides a lot of Good Things. But, it also requires Change. There are some things that YOU WILL HAVE TO STOP DOING!  Stop trying to do every thing at once. Learn to say, “No.” Stay focused. Say, “Not now. I will do it.”  Pet Projects have to wait. Learn to follow System Priorities based on Buffer Management.  Stop hording information. Let others know your secrets. Leave your cubical. Be a ‘systems integrator’ not a ‘bottleneck’.

© Washington State University More Things to Stop Doing Requirements for Effective CCPM  Stop saying ‘Percent Complete’. Start Saying ‘Time Remaining’.  Stop negotiating for time (thinking your time is your value). Start being FAST! Let your expertise be delivered very quickly.  Stop being unavailable. Recognize the timing of tasks. Don’t delay other people because you can’t switch tasks quickly. (Be careful here. Be focused when you need to. But, don’t delay other’s more important tasks because you are trying to be focused.) Use Buffer Management correctly.

© Washington State University Bottom Line The solution to the Expert’s Dilemma can be solved. Critical Chain Project Management provides all the elements needed to solve the System’s Problems AND AT THE SAME TIME Solve the individual Expert’s Problem. WIN-WIN. However, CCPM requires everyone to be subordinated to the larger system. Be quick in delivering expertise. Be focused. Stay focused. Work the Priorities first. Learn to Learn Fast. Learn while doing.

© Washington State University About James Holt Dr. James R. Holt, is a Clinical Professor of Engineering Management at Washington State University focusing on practical application of Organizational Behavior, Operations Research, Statistics, Engineering Economics, Simulation, Information Systems, Constraints Management to better organizations and complex systems. He was a Principal Consultant with Management Advisory Group, Inc. and a Certified Associate of the Avraham Y. Goldratt Institute. He served as Department Head, Engineering and Environmental Management at the Air Force Institute of Technology, Wright-Patterson AFB, Ohio and retired from the Air Force in engineering, computer and technology management. Dr. Holt has taught at the graduate level 18 years and has advised 85 engineering student theses and dissertations on a wide variety of topics. He lives in the Portland, Oregon area and is active with professional and community organizations. Dr. Holt is certified in the TOC Thinking Process, TOC Operations Management, TOC Project Management and TOC Holistic Strategy by the Theory of Constraints International Certification Organization and serves as Chairman Elect of TOCICO (Theory of Constraints International Certification Organization). He is happily married to Suzanne for 38+ years; they have five children and 10 grandchildren.