Just-In-Time PM #12: Just-In-Case to Just-In-Time

In Part 11, I introduced the concept of a “critical path” of tasks in a project, and the rationale for pushing tasks as late as possible on the timeline.

The late starts approach inspires a tremendous amount of resistance, especially from creative knowledge workers. It sounds an awful lot like taking control from individual employees, centralizing it in a central decision maker, and forcing people to finish everything at breakneck speed at the last minute.

It’s curious to note that the same people who tend to oppose late starts also pay homage to Toyota’s methods, loudly proclaiming their allegiance to books like The Lean Startup that were inspired by it. Yet no one mentions that early starts are the very antithesis of the just-in-time vision.

The truth is, if you adopt late starts in isolation, all these criticisms are valid. It only becomes possible (and humane) if enabled by the techniques we’ve covered in this series:

Learn more

This post is for
paying subscribers

Subscribe →

Or, login.

Read this next:

Praxis

PARA Part 2: Operations Manual

Last month I published The P.A.R.A. Method: A Universal System for Organizing Digital Information. It describes a simple, lightweight, yet e

13 🔒 Mar 19, 2017 by Tiago Forte

Praxis

The PARA Method: A Universal System for Organizing Digital Information

Imagine for a moment the perfect organizational system.

13 🔒 Feb 9, 2017 by Tiago Forte

Praxis

P.A.R.A — An Introduction

Resurfacing Tiago’s in-depth P.A.R.A series

57 🔒 Aug 8, 2020 by Tiago Forte

Divinations

What kind of company do you want to build?

Scale, speed, or freedom: choose two

74 🔒 Jun 29, 2022 by Nathan Baschez

Superorganizers

Changing the world to change yourself

My subconscious pursuit of love and respect

25 🔒 Jul 1, 2022 by Dan Shipper

Thanks for reading Every!

Sign up for our daily email featuring the most interesting thinking (and thinkers) in tech.

Subscribe

Already a subscriber? Login