Anyone who has ever worked for me has heard me say this many times: don’t multitask. A recent blog post by Andy Jenkins reminded me of this old mantra. I want to link to that article (done), elaborate on more reasons to not multitask, and recommend a book on the subject.
Andy and the Science article he references says we’re not good at multitasking even if we think we are. I believe that, for sure, but that’s not the reason “do not multitask” is my mantra – and should be yours, too.
Even if you were perfect at multitasking (which nobody is) there are still two important economical reasons not to do it.
1. Prioritization. Never do two projects have exactly the same priority. If you think they do then you probably have not studied your operation enough. One task is always more important than the others and you should do that first. If you’re working on five projects, you’re working on four projects that are lower priority than the top priority. You’re stealing time from the most important project.
2. Time value of completed work. This last reason requires some thinking, so focus – I do not want to fail you. A project typically has zero value until it is 100% complete. Lets say you’re working for an indecisive manager who gives you four projects all at the same priority. They all have the same value to the company. Even in this contrived scenario, the company makes more money if you do NOT multitask, thanks to the time value of completed work. If you pick one project and finish it, the company can start benefiting from that completed project right then. By the time you start on the fourth project, the company is benefiting on the first three projects already. If you multitask and get four projects 75% complete, the company still isn’t making a penny even though you’ve spent just as long working.
Theory of Constraints teaches us to focus on whatever is constraining us (our company, our family, our teams, etc.) and attention to anything else is a waste by comparison.
The book Critical Chain is a business novel by Eliyahu Goldratt. This book teaches Project Management in a very different way and I highly recommend it. I’m a huge fan of books that teach important, big picture concepts in an interesting story that keeps your attention. It feels like pleasure reading instead of study. I’m also a huge fan of Theory of Constraints, and Goldratt invented it, so you’re getting your teaching straight from the horse’s mouth. (Just a figure of speech, Eli.)
Buy Critical Chain on Amazon.com
{ 1 comment… read it below or add one }
P.s. Here’s the exact quote from that engineering process document:
“Do not multitask. Work on the highest severity CR [change request] until it is blocked. Blocked means you have to wait on someone else (a customer, manager, vendor, etc.). When a manager is available, discuss with manager before beginning a new CR so that most current company priorities are considered.”