time-management-ppt

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

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
– 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
Time Management & The Organization

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

15
Time Management Principles
Time Management PrinciplesTime Management Principles
Spent Time MatrixSpent Time Matrix
Quadrant 2Quadrant 2
Time-Based
Management
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
Q1
Q3
Q2
Q4
Crises
Deadlines
Prevention
Relationship Building
Planning
Recreation
Interruptions
Some Meetings
Popular Activities
Pleasant Activities
Busy Work
Time Wasters
Trivia
Urgent Not Urgent
Important
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
TimeResources

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?

32
Productive Work
Busy V’s ProductiveBusy V’s Productive
Indecision & DelayIndecision & Delay
OverworkOverwork
Urgency V ImportanceUrgency V Importance
PrioritizationPrioritization

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
• 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
• 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
Urgency
Priority 1Priority 2
Priority 3Priority 4

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

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

50
Planning
What is a Plan?What is a Plan?
Information & PlanningInformation & Planning
Time Management SystemsTime Management Systems
Goals & Time SpansGoals & Time Spans
CascadingCascading
The Daily PlanThe Daily Plan

51
Planning in Time Management
Rule No 1
Failing to Plan
is Planning to Fail

52
What is a Plan?
A plan is a road map set in
real time to reach an
objective or set of objectives
through the use of defined
resources

53
Information & Planning
Essential information:
• You need to know what you have to plan
• Once this is established
– Break the task into manageable chunks
– Gauge the time required for each chunk
– Schedule each chunk into a logical sequence

54
Time Management Systems
• There are certain key criteria that need to be
applied to a time management system:
– Functional
– Portable
– Intelligible

55
Pitfalls
• Totally dis-organized ‘system’
– Nothing can be located when required
• Perfectly maintained system
– Too much time is spent keeping the
system in perfect condition as opposed to
actioning the items contained within it

56
• Key components
– Appointments
– Dated deadlines
– Tasks - to do and work in progress
– Ideas and notes
– Key task identification
– Personal information
– Financial planning records
– Crises log
– Project log
– Contact list

57
Goals & Time-spans
• A time management system is ineffective if defined
goals are not available to work towards
– Strategic Goals - long term goals, perhaps out to five years
– Tactical Goals - medium term goals, from 3 - 12 months
ahead
– Operational Goals - short term goals defining the exact
action to be taken The schedule may cover hours or days

58
Checklist for Goals
• Checklist for Goals
– Are they realistic and challenging?
– Have they been agreed with the manager and
linked to the performance appraisal system?
– Do you know what it will look like when you have
achieved the goal (visualization)?
– Are the goals important to you?
– Is there a time bound aspect to the goals?
– Are the goals SMART?
– What will the reward be once the goals have been
achieved?

59
Cascading
• Planning levels should cascade as follows:
– Yearly overview plan
– Monthly Plan
– Weekly Plan
– Daily Plan
• Note that in the cascade, the time span decreases whereas
the level of complexity increases

60
The Daily Plan
• The Daily Plan should cover three main
areas:
– Scheduled activities for the day showing time
allocated to each
– Identification of key tasks for the day to allow them
to be prioritized
– Indication of who you need to contact during the
day to allow you to complete tasks

61
The Daily Plan
• When setting out the daily plan pay
attention to the following points:
– When do you perform best, suit your bio-
rhythm
– Build in planning time at the start and end
of the day
– Prioritize actions into ‘musts, shoulds and
coulds and focus on the ‘musts’

62
The Daily Plan
• Guidelines continued
– Leave room for unexpecteds
– Don’t stack meetings back to back
– Batch telephone calls
– Build in quality time

64
Tips & Techniques
Time LogsTime Logs
Quality TimeQuality Time
Managing DocumentsManaging Documents
Managing InterruptionsManaging Interruptions
Managing WorkspaceManaging Workspace
Managing your PhoneManaging your Phone

65
Time-logs
• A time-log is an effective way to see where your time
actually goes to during the working day Record the
information for about 2 weeks to get a representative
picture of time spent
• By logging activities and the time taken to complete
them, the time-log provides useful information that
can identify
• Accuracy of estimating time for tasks
• Time stealing activities
• Level of interruption
• Loading during the day
• Crises points / tasks

66
Quality Time
• Quality time is where you can plan to do the
most important high priority tasks
• It allows for deep concentration through
eliminating interruptions
• It imposes a structure on work
• It allows you to move away from reactive
work to proactive work

67
Dealing with Documents
• Document handling can steal a vast quantity
of time from our working day
• Improve your document handling by:
• Handling documents only once by :
– Act on what is required by the document
– File the document for reference later
– Dump the document

68
Dealing with Documents
• Have a good system for handling your documents
that allows you to:
– Define what you need to keep and for how long
– Allows you to file materials easily and logically
– Facilitates access to materials
– Purge the files on a regular basis

69
Managing Interruptions
• Try to reduce the number of interruptions by
applying the following techniques:
• Create a visual barrier at your workspace to reduce the
incidence of ‘drop-in’ visits
• Don’t have extra chairs in your workspace - people do
not hang around as long if they must stand
• For important work - move to another space so the
potential interruptors can’t find you!
• Tell people that you are busy, explain why and arrange
to contact them at a more suitable time

70
Managing Your Workspace
• How our workspace is organized has an impact
on how efficient we are - try the following to
improve efficiency
– De-clutter your desk by clearing it at the end of each
working day
– File documents once they have been used
– Purge files regularly
– Organize a work flow system in your space

71
Managing Your Phone
• The telephone can be responsible for eating vast quantities
of time - control the phone by using:
– Batch your outward calls
– Delegate calls that you don’t have to make personally to one of your
team
– Terminate calls once the business has been done
– Set up a rota in your team for handling incoming calls

73
Summary
• Have a great planning system and use it
• Take on realistic goals an schedule accurately
• Do not over-commit
• Set and agree priorities to distinguish between urgent and
important tasks
• Build in some flexibility to cope with anything unexpected
• Control your documents, workspace and phone

74
Summary
• Don’t procrastinate – Manage Your Time Today
• Define and use periods of quality time in your
schedule
• Learn to say No in a professional manner
• Stay away from perfectionism and aim for excellence
• Build in time for personal development

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