© Washington State University- 2006 1 An Expert’s Conflict The Problem with Knowing [email protected] James R. Holt, Ph.D.,

© Washington State University-2006

1

An Expert’s Conflict

The Problem with Knowing

[email protected]://www.cea.wsu.edu/engrmgt/

James R. Holt, Ph.D., PEProfessor

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.

mailto:[email protected]

http://www.cea.wsu.edu/engrmgt/

© Washington State University-2006 2

Technology Rules

•Are there areas where Technology is not important?Pig FarmingMowing the LawnGetting a book from the libraryCatching a busRocket science

•Who rules when Technology is not only desireable but necessary?The Expert


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.


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.


The Expert’s Dilemma

Be the Expert

Know the Answers

Spend all my time telling

Spend all my time learning

Give the Answers



Be the Expert

Know the Answers



Give the Answers

Because…If I don’t know,

I’m not the Expert

Because…If I don’t give,

I’m not valuable



Be the Expert

Know the Answers



Give the Answers

Because…I’m slowly falling behind in my area of expertise

Because…There are many things that

depend upon me



Be the Expert

Know the Answers



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


Expert Dilemma Solutions

Be the Expert

Know the Answers



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



Be the Expert

Know the Answers



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.



Be the Expert

Know the Answers



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.


The Answers to Expert PrayersI can know the answer soon enough



I learn fast.



I have development time.

Communications are timely, clear and efficient.

But, these things will happen when…

When Pigs Fly!


You Can Have Prayers AnsweredI can know the answer soon enough



I learn fast.





Critical Chain Project Management


Elements of CCPM I can know the answer soon enough



I learn fast.





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


Elements of CCPMI can know the answer soon enough



I learn fast.





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





I learn fast.





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





I learn fast.





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!


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 <say when>.”

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’.


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.


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.


About James HoltAbout 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. www.vancouver.wsu.edu/fac/holt/

http://www.vancouver.wsu.edu/fac/holt/

Documents

© Washington State University- 2006 1 An Expert’s Conflict The Problem with Knowing [email protected] James R. Holt, Ph.D.,