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 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.

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:

Devious Political Tactics: A Field Manual

Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends. Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage. Here are some of their techniques, and some suggestions for effective responses.

How to Undermine Your Boss

Ever since I wrote "How to Undermine Your Subordinates," I've received scads of requests for "How to Undermine Your Boss." Must be a lot of unhappy subordinates out there. Well, this one's for you.

On Noticing

What we fail to notice about any situation — and what we do notice that isn't really there — can be the difference between the outcomes we fear, the outcomes we seek, and the outcomes that exceed our dreams. How can we improve our ability to notice?

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.

Exasperation Generators: Irrelevant Detail

When people relate stories at work, what seems important to one person can feel irrelevant to someone else. Being subjected to one irrelevant detail after another can be as exasperating as being told repeatedly to get to the point. How can we find a balance?

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

Forthcoming issues of Point Lookout

Coming December 12: Effects of Shared Information Bias: II

Shared information bias is widely believed to lead to bad decisions. But over time, it can erode a group's ability to assess reality accurately. That can lead to a widening gap between reality and the group's perceptions of reality. Available here and by RSS on December 12.

And on December 19: Embarrassment, Shame, and Guilt at Work: Creation

Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how to cope with these feelings, begin by understanding what different kinds of situations we use when we create these feelings. Available here and by RSS on December 19.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenUmFUfJokujcJzezmner@ChaccmzUuBeJCRLkGEuToCanyon.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, USD 11.95)
• Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
• Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
• Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)

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 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power

Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

• A recording of a program presented 6:00 PM June 29 (Eastern Time), Monthly Webinar, Technobility Webinar Series. You can earn 1.0 Category 'A' PDU by viewing this program. View this program now.