A business professor assigned a group of MBA students to visit a local custom door factory and observe some of the craftsmen there.
The students arrived at the factory and were assigned to observe an elderly and obviously very seasoned door carver. They arrived in his work area, equipped with sharp pencils and clip boards.
The door carver paid scant attention to them. He had already made quite a bit of progress on the door he was working on, and it was already a thing of great beauty. He would carve for a while, stand back and take it all in, and then go to a different part of the door and carve some more.
As he carved, the door became ever more ornate and beautiful. The MBA students were amazed at his level of concentration and his obvious dedication to his work.
After a number of cycles of silently carving, standing back, assessing, choosing a new spot, and carving some more, one student asked, “How do you know when you’re finished?”
The woodcarver looked up, and said, “When they come to take it away.”
He was depending on someone else to decide when the product was ready for market. He was deriving his joy from working at the margin and making the door ever more perfect.
“How perfect is perfect enough?” It seems to me that answering that question is a critical role that product managers and project managers must play in any complex project. The practitioners, the scientists, the engineers, and the door carvers want to keep carving. Successful projects require someone to make a business judgment. What criteria define “perfect”? When must it be done? How much will people pay for it? From those questions and judgments, the team creates the definition of when the door is done.
Here are some questions to consider when framing a complex project:
What value are we providing? Is it a door that will keep us warm in the winter, or a door that is a thing of beauty and makes us proud of our home?
Who are we serving? The market for sturdy and energy efficient doors is significantly different than the market for beautiful doors.
When does the customer need it? Is it October and getting cold? Or is it spring and we’re fixing up a home for our daughter and her family to move into?
How perfect is perfect enough? Am I letting perfectionism push the project completion past the point of diminishing returns and delaying the primary benefit?
Most complex enterprises require the right mix of the dreamers and artisans who take joy in the craft of the work and the pragmatists who want to serve a well-defined market with the right product,with just right set of features, at just the right time, and at just the right price.
Sometimes, those talents live inside the same skin. Most of the time, they do not.