How Are We Involved in God's Details

 

      In several places in Scripture, we read about God organizing man's work by involving them in major construction projects.  Think of Noah and the Ark, Moses and the Tabernacle, or Solomon and the Temple.  What these three projects have in common is God's Organizational Plan.  There are also stories of man devising his own construction projects, like the Tower of Babel.  I find it fascinating to travel through familiar stories and uncover a new lesson that I've not noticed before.  On my journey through Exodus, I discovered that I have something in common with Moses and God's pattern when He is involved in the plan. Unlike Moses, I'm happy to say that I didn't have to scream at upper management, "Let my people go!" I wasn't involved in a rescue mission, nor have I been engaged in a boycott in making bricks without straw (see Exodus 5), but I have assumed the responsibilities of being a Project Manager.

     Years ago, before I was a mother, God entrusted me with a role similar to Moses.  I was a Project Manager for a software company.  My job description gave me the responsibility to oversee many software implementation projects.  The objective of my role was to deliver on promises made to customers by our salesforce.  Thank goodness for a zealous sales team who had confidence in our abilities to provide no matter how outlandish their promises.  They kept us in business, presenting many challenges along the way. 

     Our software was designed to meet the stringent demands of reporting within the automotive sector.  Adhering to the strict electronic communication required by the Big Three Automotive Manufacturers wasn't always easy for the small supplier.  The automotive industry is well known for extremely low-profit margins.  Accurate information is mandatory if the supplier wanted to survive.  Our system was called an ERP system, which stood for Enterprise Resource Package.  It was a comprehensive tool that provided information about every facet of the manufacturing operation: purchasing, inventory control, production scheduling, quality control, distribution, and financial reporting.  Once a customer bought our software, the implementation team was created and assigned to the project.

     A project team consisted of a Project Manager, several consultants with manufacturing and financial expertise, a hardware specialist, and sometimes a dedicated programmer.  Through an extensive interview process typically taking about three days, the Implementation Team would gather information and design a Detailed Implementation (a design document typically fifty pages or more).  A Detailed Implementation Report would be sent within a few days for the customers' review.  It was meant to communicate our understanding.  It also created a clear picture that everyone understood the scope of the project.  The Detailed Implementation Plan included (1) required program modifications, (2) design resolutions (or workarounds), (3) a setup plan, (4) a data transfer plan, (5) a report generation plan, (6) a training schedule, and (7) a project timeline.  Let me go back and define the word scope as it relates to a project.  Scope is the boundary around the project that allows everyone to see when the project is complete.  Without a scope, it is sometimes difficult to reach the finish line.  In the industry, this is referred to as scope-creep.  When the boundaries are fuzzy, costs will escalate, and it is difficult to leave everyone satisfied that the job is complete.

     The Project Manager's role was one of oversight and communication.  This position was responsible for a smooth transition between an existing system and the new implementation.  The Project Manager was the key contact person when issues or questions would arise.  The measure of success is customer satisfaction.  Although this position created many stressful moments, the job was quite exhilarating when the customer signed off that they were pleased with the outcome.

     So how does this experience related to a story in the wilderness recorded in the book of Exodus?  Travel with me to the thirty-first chapter, and I'll explain what I uncovered.  Moses was operating as a Project Manager for God's building project.  He had received the plans while meeting with God on Mt. Sinai.  Here are seven principles that I uncovered while studying this chapter.

1.     The project began with an organized plan communicated by God to Moses.

2.     God called specific people into key positions.

3.     God equipped the workers with the expertise to fulfill their roles.

4.     God appointed an apprentice to join the team.

5.     God empowered the team to perform their tasks.

6.     God established boundaries around the project.

7.     God created performance measures to evaluate adherence to His specifications.

     As an over-arching principle, we can see that God was involved in His plans through providing detailed instructions.  This is God's nature.  Just as sure as we can be that God is operating His plan now, assigning specific people to key positions.  After the season we've just been through, isn't it reassuring that God is in control of everything that happens, and we can rest assured that the outcome will be exceedingly good?

     In verse one, we read, "The LORD spoke to Moses." How critical it is that we know who holds the plans.  God designed this construction project, and God appointed Moses as the overseer who would communicate God's goal with others.

     In verse two, we see that God designated a skilled artisan named Bezalel (pronounced Beh Za El), who was from the tribe of Judah.  In verses three through five, we see that God's plan appointed an expert with the following skills:  (1) ability, (2) intelligence, (3) knowledge, and (4) craftsmanship.  It was God who built Bezalel's resume; it was God who gave Bezalel exceptional skills.  Some of these skills may sound a little redundant until, through definition, we determine that they are not the same.  Ability is having the quality of being capable of doing what has been assigned.  Intelligence is applied knowledge.  Knowledge can be both theoretical or practical, coming from education and experience.  Lastly, craftsmanship is the use of one's expertise to produce a recognizable superior outcome.  As a side note, God has also given us abilities, intelligence, knowledge, and craftsmanship to accomplish the purpose He has assigned to each of us.

     God begins to build the team, beginning in verse six when we're introduced to Oholiab (pronounced O-Holy-Ab).  A man of an impeccable six-pack!  Forgive me for that pun.  Oholiab was from the tribe of Dan.  These two men, distant cousins from two different tribes we assigned to God's implementation team.  What was Moses' role?  Yes, Project Manager; Moses was to support and encourage this team to complete the task that God assigned.  Moses didn't pick his team; he didn't teach them their craft, but he did supply them with God's design specifications.  This building project was not man's plan, not Moses' plan; it was God's plan.  Think of a time when you were called to work within someone else's plan, possibly as an employee.  Can you put yourself into the story and understand the roles that God assigns?  In this Biblical account, we can see how important it is for the team to operate as one, centered around the same aim, to fulfill God's objective.  A Biblical account where we see this modeled perfectly is in the life of Christ.  Throughout Scriptures, we can reread time and time again where Jesus pointed to His Father's Will. 

     Not only did God designate a team, but he also assigned their duties.  Bezalel was the chief craftsman, Oholiab, his able-minded assistant.  Aaron and his sons were given priestly responsibilities. Moses has been put in charge of seeing the project to completion, managing the people resources, overseeing the procurement of goods, and communicating with upper management and designer (God).  Although a Project Manager is considered a leader, it is also very much a support role.  Moses needed to keep his eye on the goal (creating a center for worship) and encourage his team to efficiently produce with expertise. One might assume that the project had been handed over to Moses; however, we see another principle come into play.

     In verse thirteen, God creates parameters for employing the workforce in His construction project.  God would only allow them to work six days in a row followed by a Sabbath rest.  The Sabbath rest was a non-negotiable option.  The Sabbath was a sign between the children of Israel and God that He would not overwork His work crew.  The Sabbath was also a performance measure of obedience.  Think of it as a speed limit.  If they would abide by God's prescribed rules, they would accomplish their task at precisely the right time (just before Passover).  But if they refused to comply, they would be removed from the team with a very severe penalty (first alienation, followed by death). Aren't we glad that we don't experience the same demise when we don't operate according to an employer's plan?  Job standards are important to God.  In verse seventeen, we see that God gives the children a symbolic understanding that their rest was created for refreshment. 

     Exodus 31 gives us an organizational layout of God's Design pattern.  A design plan points to a designer.  Success comes when our implementations precisely follow a designer's specification.  A Project Manager holds a critical role.  It is to get everyone working together on a common goal that is achieved through teamwork.  Each team member is equipped with expertise and adds value to the project when they use their unique talents.  The project does not belong to the Project Manager.  A Project Manager is a facilitator assigned to get the job done according to plan and in our world on schedule.