Use the Military's Conditions Set to drive business project timeline
Summary
The infantry uses condition-set timelines to execute complex attacks and maneuvers.
Instead of relying on fixed times or direct commands, condition-set timelines specify the criteria that must be met before the next phase begins.
This allows subordinate leaders to use judgment and initiative when executing.
WAR
Imagine commanding thousands of Marines in a loud, stressful, and complex battle. To win, large groups of infantry must perfectly sequence their movement. If one group moves too fast or too slow, it puts everyone at risk.
So what is the best way to coordinate large groups of people?
This problem exists at every level of leadership, in both military and civilian organizations. In war, bad timing gets people killed. In the civilian world, bad timing can cause entire projects to fail.
The military addresses this problem by using conditions to drive timelines instead of phrases like “at this time” or “on my command.”
“At This Time” and “On My Command” Timelines
Two common ways leaders coordinate action are by setting a specific time or by directly commanding execution. Both methods introduce significant risk.
Time-Based Coordination
Using time is simple: the leader assigns specific start times.
Example:
First Squad attacks at 0800.
Second Squad attacks at 0830.
If First Squad takes 45 minutes instead of 30, they are now 15 minutes late. That delay can cascade into chaos when Second Squad attacks as scheduled.
Predicting how long something will take is extremely difficult. Thousands of variables influence execution. When these uncertainties are aggregated across a large project, the risk of timeline failure increases dramatically.
“On My Command”
Another option is on my command, where a leader directly signals execution—by voice, radio, message, signal, email, or any other method.
Example:
First Squad attacks when I tell them to attack.
Second Squad attacks when I tell them to attack via radio.
The problem is that leaders communicate less effectively than they expect. Messages may be unclear, delayed, or not received at all. Subordinate leaders often hesitate, waiting for the command.
This approach creates a single point of failure and drastically reduces initiative, making it a risky way to drive timelines.
Condition-Set Timelines
The third option—and the focus of this article—is the condition-set timeline.
A simple definition: a condition-set timeline defines the criteria that must be met before the next phase can begin successfully.
Everyday example (driving a car):
Open the door and sit in the driver’s seat
Start the car
Press the brake
Put the car in drive
Once those conditions are met, you can drive.
Military Example
First Squad attacks Hill 22
Condition 1: First Squad is set in an assault position near Hill 22
Condition 2: Effective mortar suppression is observed on Hill 22
Once both conditions are met, First Squad attacks.
Second Squad attacks Hill 33
Condition 1: Second Squad is set in an assault position near Hill 33
Condition 2: First Squad has secured Hill 22
Condition 3: Mortars have shifted to Hill 33 and are suppressing the enemy
Once these conditions are met, Second Squad attacks.
These timelines rely on observation and initiative. Any leader who understands the conditions knows when to execute—no radio calls required.
In this example, Second Squad can observe Hill 22. Once it is secured, they begin preparing for the mortar shift that enables their attack. This keeps leaders engaged and proactive.
The biggest advantage of condition-set timelines is increased initiative. When leaders see conditions met, they are cleared to act. Decision-making accelerates across the organization.
The tradeoff is upfront effort. Defining and communicating conditions requires more planning than simply assigning a time or issuing a command. It takes deliberate discussion and shared understanding, especially under time pressure. However, teams trained to think in conditions can execute this rapidly.
Time, Command, and Conditions
Best practice incorporates time, command, and conditions together. They are not mutually exclusive. Conditions should ideally drive the timeline, with time and command nested within them.
BUSINESS
Every company operates on timelines that require work from multiple teams in sequence. If execution falls out of order, the timeline slips.
Most organizations coordinate using time. Teams want deadlines so they know when they can begin. In reality, what they are waiting on is the conditions that allow them to execute.
A more effective approach is to define those conditions explicitly and track progress against them.
How to Plan Conditions Into a Timeline
At a high level, using condition-set timelines involves three steps:
Define the major phases of execution
Outline the start and end conditions for each phase
Communicate the conditions teams are waiting on before executing
To define phases, identify the three to five major pieces of work.
Example: launching a denim jean line
Design the jeans
Build a prototype
Secure financing
Manufacture the first run
Next, define the conditions required to move between phases.
Helpful questions:
What must be in place to start this phase?
What does success look like at the end of this phase?
What are ideal conditions for execution?
What are acceptable but sub-optimal conditions?
Example Conditions
Design the jeans
Start: Demographic and product vision defined
End: Final design ready for prototype manufacturing
Build a prototype
Start: Designs sent to manufacturer and quote agreed
End: Prototype delivered and approved
Secure financing
Start: Prototypes presented to investors
End: Funds deposited into business account
Manufacture first run
Start: Initial production run approved
End: Finished inventory in warehouse, ready to ship
Thinking in start and end conditions focuses attention on what truly enables progress.
Once defined, the team has two responsibilities:
Update stakeholders on when conditions will be met so the next team can prepare
Concentrate resources to remove obstacles and accelerate completion
Communication becomes critical as conditions near completion. Leaders should alert the next team early so they can prepare to execute.
If a condition slips, the entire project slips. All effort should be focused on setting the next condition.
Soft and Hard Timelines
There are two types of timelines: soft and hard.
Soft Timelines
Soft timelines are largely under your control. Anxiety often comes from arbitrary deadlines set early in the project that don’t actually matter. What matters is whether the conditions are met.
Executing with condition-based timelines requires a mindset shift.
General recommendations:
Set a vague overall timeline with generous margin
Plan around major conditions, not tasks
Communicate the sequence so teams know what they’re waiting on
Mass resources on completing the current condition
Time and command still have a role. Communication should be layered: define the conditions, announce when they are met, confirm in writing—and then celebrate success.
Hard Timelines
Hard timelines occur whether you are ready or not.
Example: A Black Friday marketing campaign. You cannot move the date. The customers are coming regardless.
Conditions still apply. They are either met in time or not. You pay upfront through preparation or pay later through lost business.
Adjusted recommendations:
Define a hard end state with absolute clarity
Plan in detail around key conditions
Communicate dependencies aggressively to avoid idle time
Ruthlessly mass resources on setting conditions
In war, lives may be sacrificed to set conditions. In business, other priorities may need to be sacrificed. Hard timelines demand disciplined planning and execution.
Final Thought
The key to hitting any timeline is understanding and setting the conditions required to move to the next phase. The clearer those conditions are to everyone involved, the more likely they are to be achieved.
Resources: None