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Time Management

Time Management. Learning Objectives. When you have completed this module you will be able to define the key concepts associated with Time Management and you will be able to: Identify the main obstacles to effective Time Management in your daily role Understand the nature of Time Management .

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Time Management

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  1. Time Management

  2. Learning Objectives • When you have completed this module you will be able to define the key concepts associated with Time Management and you will be able to: • Identify the main obstacles to effective Time Management in your daily role • Understand the nature of Time Management

  3. Learning Objectives • Understand a range of tools, techniques and concepts for Time Management • Use these techniques to build an effective Time Management process that will enhance your productivity and lower your stress • Explain the benefits of having an effective Time Management process

  4. Introduction

  5. Time Management & The Organization • Looking at time management from the perspective of the organization what are the benefits: • Improved productivity through improved use of time by the personnel • Better performance in terms of on time delivery to customers • Increased profitability through better use of the human and non-human resources

  6. Time Management & The Organization • Improved planning and control of business systems through time based management • Better alignment of activities by incorporating a time bound system for co-ordination of tasks and projects in the business • Reduction of stress that arises due to crisis management by reducing the incidence of crises by better planning

  7. Introduction What is Time Management? Time as a Commodity Essential Habits Types of Time Over & Under Estimation of Time

  8. What is Time Management? • Time management has five main aspects: • Planning & Goal Setting • Managing Yourself • Dealing with Other People • Your Time • Getting Results • The first 4 all interconnect and interact to generate the fifth - results

  9. Time as a Commodity • Time is the most precious thing we have • Time is ultimately the most valuable resource • Time and how we spend it within the organization must be managed effectively • Time is totally perishable • Time cannot be stored up for use later

  10. Essential Habits • Essential habits for good time management are: • Know where the hours are going • Keep focused on the end result • Work to defined priorities • Schedule time for important issues • Delegate routine tasks and responsibility for them • Confront your own indecision and delay • Take the stress out of work • Keep applying the essential habits!

  11. Types of Time • Time can be categorized into two types: • Fast time • when absorbed in, or enjoying an activity • Slow time • when bored with an activity or having a bad time • when scared

  12. Over- & Under-estimating Time • Time for tasks or activities can be over- or under-estimated due to • Intensity of activity • Level of brain function • Length of gaps between enjoyments • Fear or ecstasy

  13. Effects of Estimating Time Incorrectly • Under-estimation of time • Stress due to committing to too many tasks • Poor quality output • Deadlines may be missed • Over-estimation of time • Stress due to people pressing to have activities completed • Poor quality output • Deadlines set may not match requirements

  14. Time Management Principles

  15. Time Management Principles Time Management Principles Spent Time Matrix Quadrant 2 Time-Based Management

  16. Time Management • Covey identified 4 waves in time management • 1 Notes and Checklists • Recognition of the demands on energy & time • 2 Calendars and appointment books • Scheduling with some focus on the future • 3 Prioritization • Comparison of the relative worth of activities • 4 Self management • Realization that time cannot be managed - it is ourselves that we have to manage! The Seven Habits of Highly Effective People: Covey,1989

  17. Spent Time Matrix Urgent Not Urgent Q1 Q2 Crises Deadlines Prevention Relationship Building Planning Recreation Important Q3 Q4 Interruptions Some Meetings Popular Activities Pleasant Activities Busy Work Time Wasters Trivia Not Important

  18. Quadrant 1 • Being in Quadrant 1 brings • Stress • Burnout • Crises management • Firefighting • Focus on the immediate

  19. Quadrant 3 • Being in Quadrant 3 brings • Short term focus • Crises management • Low value on goals • Feeling of victimization / lack of control • Shallow relationships

  20. Quadrants 3 & 4 • Cycling between Quadrants 3 & 4 brings: • Total irresponsibility • High dependency on others for basics • Short career path in the organization

  21. Quadrant 2 • Being in Quadrant 2 brings: • Vision • Perspective • Balance • Discipline • Control The Seven Habits of Highly Effective People: Covey,1989

  22. Characteristics of a Quadrant 2 Person • There are six basic criteria to allow a person to function in Quadrant 2: • Coherence • Balance • Focus • An ability to get on with people • Flexibility • Portability

  23. Quadrant 2 Requirements The basic requirements to reach Quadrant 2 are: • Clear definition of organizational roles and specifically your own role • Selection of and focus on SMART goals • Development and utilization of schedules • The practice of daily adapting in work role

  24. Saying No and Quadrant 2 • To stay within Quadrant 2, there is a requirement that you must say no: • In a professional manner • When items are associated with Quadrant 3 or Quadrant 4 activities • Not important not urgent • Not important but urgent • Will not deliver competitive advantage

  25. Time-Based Management • Fundamentals: • Focus is on time and resources • Pre-analysis of performance • Analysis of goals and objectives • Systemization of processes

  26. Focus on Time & Resources • For effective management of time there needs to be a reasonable attempt made to look at the time and resources required to complete a task: • The quality of the outcome is directly influenced by the resources and time constraints involved Quality Resources Time

  27. Pre-Analysis Of Performance • The ability to learn from past experience allows time management to improve performance • The discipline of reviewing past performance allows the organization to: • Debug projects before initiation and subsequent waste of resources • Define critical points in processes which need to have particular attention paid to them • Improve the overall utilization of resources by capturing and implementing best practice

  28. Analysis of Goals & Objectives • By setting goals that relate to business performance and conform to SMART criteria the organization will improve productivity: • S -- specific and well defined objectives • M -- measurable outputs and inputs • A -- achievable in terms of resources available and expectations • R -- relevant to the overall business strategy • T -- time bound with an operational schedule

  29. Systemization of Processes • The ability to design and implement processes that allow consistency of • Input • Output • Training and skill transfer • Consistency allows for time to be gauged accurately for activities which assists in the scheduling aspect of capacity planning in the organization

  30. Time-based Management • Need to look at • Is the allotted time for completion of plans realistic for the person / team? • In the effort to achieve results, is efficient use made of the available time? • For teams - how can the time available be used to generate the optimal results? • Is task-related time management appropriate and realistic in the situation?

  31. Productive Work

  32. Productive Work Busy V’s Productive Indecision & Delay Overwork Urgency V Importance Prioritization

  33. Busy Work • Just because you are busy does not mean that you are productive • Differentiate between • Effectiveness -- doing the right things • Efficiency -- doing the right things correctly

  34. Busy v Productive Work • Problem No 1: Procrastination • Putting off doing the things that you should be doing at this point! • Solution • List all tasks that you are currently putting off • Remove two from the list by doing them now! • Plan and set a schedule for dealing with the rest • Reward when tasks are completed • Punish when tasks are not completed on schedule

  35. Dealing with Indecision or Delay • When faced with a task - decide to deal with it according to one of the following actions: • Do it • Delegate it • Dump it • Deadline it • Dissect it

  36. Busy v Productive Work • Problem No 2: Paralyzing perfectionism • This is a failure to recognize the difference between excellence and perfection • Excellence • Achievable • Healthy • Satisfying • Realistic • Perfection • Unattainable • Frustrating • Unrealistic

  37. Busy v Productive Work • Problem No 3: Setting unchallenging objectives • Objectives need to be set that challenge you in a realistic manner and take heed of resource availability Otherwise you are busy without any possibility of success • Use SMARTS criteria where the objectives are: • Specific • Measurable • Attainable • Realistic • Time-bound • Supported by the organization

  38. Overwork • Overwork can have effects that may be classified as • Psychological • Physiological • People are overloaded for two main reasons • The person or team does too much • The person or team have too much to do

  39. Overwork • To deal with over-work, try the following • Understand your pressures • Don’t get worked up or panicked • Don’t blame everything on yourself • Walk away • Estimate time as well as possible • Agree priorities and keep them • Remind yourself that there is a limited amount of time available to you

  40. Urgency V Importance • Differentiating between • Urgent tasks • assume importance as they demand immediate attention • Important tasks • May become urgent if left undone • Usually have a long term effect • To judge importance v urgency, gauge tasks in terms of • Impact of doing them • Effect of not doing them

  41. Prioritization Grid Importance Priority 2 Priority 1 Priority 4 Priority 3 Urgency

  42. Prioritization • The main aim of prioritization is to avoid a crisis • To do this then you must Schedule your Priorities as opposed to Prioritizing your Schedule

  43. Crisis Management

  44. Crisis Management Proactive V Reactive Why Crises Occur Anticipating & Preventing Crises

  45. Proactive v Reactive Work • Reactive work - concentrates on getting things done • Handling daily routines • Dealing with urgency • Resolving crises • Handling interruptions

  46. Proactive v Reactive Work • Proactive work - concentrates on making things happen • Developing plans and schedules • Focusing on key tasks • Achieving deadlines & targets • Managing projects

  47. Why Crises Occur • Checklist of reasons: • Failure to recognize the crisis • Underestimation of time required • No contingency plan is ready • No follow-up on delegated tasks

  48. Anticipating & Preventing Crises • The most effective way to anticipate and prevent crises is to: • Set deadlines and stick with them • Use interim targets and milestones to break the task or project into manageable chunks • Build the schedule so that it is realistic

  49. Planning

  50. Planning What is a Plan? Information & Planning Time Management Systems Goals & Time Spans Cascading The Daily Plan

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