The Politics of the Critical Path: II

Usually we regard the critical path as future-oriented, including only incomplete tasks. But if CP is a critical-path task, depending on a completed task C, C can suddenly find itself in the critical path. Here are some insights that help us understand the politics of the most common situations.

Sudden discoveries

CP, one of the consumers of C's deliverables, might suddenly discover a problem with C's deliverables. Since CP is in the critical path, it's probably experiencing pressure. By asserting that the problem lies in C, rather than CP, some of that pressure is relieved, at least temporarily.

Notice the sources of claims that C's deliverables are deficient. If the source lies in the critical path, investigate the evidence for those claims especially carefully.

Shipping the problem upstream

Sometimes, troubles in a dependent task CP lead to decisions to solve the problem by reaching back to the completed task C and demanding changes. Shipping the trouble upstream in this way requires political clout, but it does happen.

The pressure of the critical path is a common motivation for shipping trouble upstream. CP might have multiple issues. By exporting some of them, CP gains time and resources to address other issues. The intention isn't necessarily malevolent (though it can be), but as time passes, the temptation to use the excuse that "C hasn't yet fixed its deliverable" can be irresistible. C can often defend itself from such actions by making the cost of rework explicit.

Requirements volatility

When requirements change, they sometimes affect work already completed. If C's deliverables no longer meet requirements, C can suddenly find itself in the critical path, even if it was considered complete under the old requirements.

Maintain vigilance over requirements that pertain to completed tasks. Changing them is usually expensive. Constituencies with interests in critical-path tasks, seeking to avoid rework in their own tasks, sometimes exert pressure to change requirements that affect already-completed tasks.

Defective completion criteria

Sometimes defects in the completion criteria for the completed task C aren't recognized until a dependent The pressure of the critical
path is a common motivation
for shipping trouble upstreamcritical-path task CP starts using C's deliverables. In some political environments, CP might insist that C "fix" its deliverable, even though it met the original completion criteria.

Careful review of all completion criteria can reduce the probability of this happening, and close cooperation between C and CP can sometimes uncover completion criteria defects before C's work is complete. This is especially important when C and CP are executed at different locations or by different organizations.

Among the nastiest problems to resolve is contention for resources between a critical path task and a task that was considered complete, but which has been re-opened by the political actions of that critical-path task. Take care: sparks can fly.   First issue in this series   Top    Next Issue

Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Workplace Politics:

Stalking the Elephant in the Room: II

When everyone is thinking something that no one dares discuss, we say that there is "an elephant in the room." Free-ranging elephants are expensive and dangerous to both the organization and its people. Here's Part II of a catalog of indicators that elephants are about.

Big Egos and Other Misconceptions

We often describe someone who arrogantly breezes through life with swagger and evident disregard for others as having a "big ego." Maybe so. And maybe not. Let's have a closer look.

Columbo Strategy

A late 20th-century television detective named Columbo had a unique approach to cracking murder cases. His method is just as effective at work when the less powerful must deal with the powerful.

Conway's Law and Technical Debt

Conway's Law is an observation that the structures of systems we design tend to replicate our communication patterns. This tendency might also contribute to their tendency to accumulate what we now call technical debt.

Downscoping Under Pressure: I

When projects overrun their budgets and/or schedules, we sometimes "downscope" to save time and money. The tactic can succeed — and fail. Three common anti-patterns involve politics, the sunk cost effect, and cognitive biases that distort estimates.

See also Workplace Politics and Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Coming September 4: Beating the Layoffs: I

If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily before the layoffs can carry significant advantages. Here are some that relate to self-esteem, financial anxiety, and future employment. Available here and by RSS on September 4.

And on September 11: Beating the Layoffs: II

If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages. Available here and by RSS on September 11.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info