time management iday

8/12/2019 Time Management Iday

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Ch ng Trnh CEO Cu c i 10 Bu i La m Ch Cng Ty V i NhtCu c i Ca B n [email protected]

Time Management


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Learning Objectives

When you have completed this module you will be able to definethe key concepts associated with Time Management and you will

be able to:

Identify the main obstacles to effective Time Management inyour daily role

Understand the nature of Time Management


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Learning Objectives

Understand a range of tools, techniques and concepts forTime Management

Use these techniques to build an effective TimeManagement process that will enhance your productivityand lower your stress

Explain the benefits of having an effective TimeManagement process


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Introduction


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Time Management and the Organization

Looking at time management from the perspective of theorganization what are the benefits:

Improved productivity through improved use of time bythe personnel

Better performance in terms of on time delivery tocustomers

Increased profitability through better use of the humanand non-human resources


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Time Management and the Organization

Improved planning and control of business systemsthrough time based management

Better alignment of activities by incorporating a timebound system for co-ordination of tasks and projects inthe business

Reduction of stress that arises due to crisis managementby reducing the incidence of crises by better planning


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Introduction

What is TimeManagement

Time as aCommodity

Essential Habits

Time of Time

Over and UnderEstimation of Time


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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 thefifth - results


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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


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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!


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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


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Over- and Under-estimating Time

Time for tasks or activities can be over- or under-estimateddue to

Intensity of activity Level of brain function Length of gaps between enjoyments Fear or ecstasy


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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 work

completed Poor quality output

Deadlines set may not match requirements


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Time Management Principles


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Time Management Principles

Time Management Spent Time Matrix

Quadrant 2Time-basedManagement


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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


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Spent Time Matrix

Q1

Q3

Q2

Q4

CrisesDeadlines

PreventionRelationship buildingPlanningRecreation

InterruptionsSome MeetingsPopular Activities

Pleasant ActivitiesBusy Work Time wastersTrivia

Urgent Not Urgent

Important

NotImportant


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Quadrant 1

Being in Quadrant 1 brings

Stress

Burnout

Crises management

Firefighting

Focus on the immediate


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Quadrant 3

Being in Quadrant 3 brings

Short term focus

Crises management

Low value on goals

Feeling of victimization / lack of control

Shallow relationships


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Quadrants 3 & 4

Cycling between Quadrants 3 & 4 brings:

Total irresponsibility

High dependency on others for basics

Short career path in the organization


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Quadrant 2

Being in Quadrant 2 brings: Vision

Perspective

Balance

Discipline

Control


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Characteristics of a Quadrant 2 Person

There are six basic criteria to allow a person to function inQuadrant 2:

Coherence Balance Focus An ability to get on with people Flexibility

Portability


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Quadrant 2 Requirements

The basic requirements to reach Quadrant 2 are:

Clear definition of organizational roles and specifically yourown role

Selection of and focus on SMART goals

Development and utilization of schedules

The practice of daily adapting in work role


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No and Quadrant 2

To stay within Quadrant 2, there is a requirement that youmust say no:

In a professional manner

When items are associated with Quadrant 3 or Quadrant4 activities

Not important not urgent

Not important but urgent Will not deliver competitive advantage


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Time-based Management

Fundamentals: Focus is on time and resources

Pre-analysis of performance

Analysis of goals and objectives

Systemization of processes


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Focus on Time & Resources

For effective management of time there needs to be areasonable attempt made to look at the time andresources required to complete a task:

The quality of the outcome is directly influenced bythe resources and time constraints involved

Quality

TimeResources


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Pre-Analysis Of Performance

The ability to learn from past experience allows timemanagement to improve performance

The discipline of reviewing past performance allows theorganization to:

Debug projects before initiation and subsequent waste ofresources Define critical points in processes which need to have

particular attention paid to them

Improve the overall utilization of resources by capturingand implementing best practice


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Analysis of Goals and Objectives

By setting goals that relate to business performance andconform to SMART criteria the organization will improveproductivity:

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


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Systemization of Processes

The ability to design and implement processes that allowconsistency of

Input Output Training and skill transfer

Consistency allows for time to be gauged accurately foractivities which assists in the scheduling aspect ofcapacity planning in the organization


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Time-based Management

Need to look at

Is the allotted time for completion of plans realistic for theperson / team?

In the effort to achieve results, is efficient use made ofthe available time?

For teams - how can the time available be used togenerate the optimal results?

Is task-related time management appropriate andrealistic in the situation?


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Busy Work

Just because you are busy does not mean that you areproductive

Differentiate between

Effectiveness -- doing the right things

Efficiency -- doing the right things correctly


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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


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Dealing with Indecision or Delay

When faced with a task - decide to deal with it accordingto one of the following actions:

Do it

Delegate it

Dump it

Deadline it

Dissect it


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Busy v Productive Work Problem No 3: Setting unchallenging objectives

Objectives need to be set that challenge you in arealistic manner and take heed of resource availability

Otherwise you are busy without any possibility ofsuccess Use SMARTS criteria where the objectives are:

Specific Measurable Attainable Realistic

Time-bound Supported by the organization


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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


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Overwork

To deal with over-work, try the following Understand your pressures Dont get worked up or panicked Dont 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


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Urgency V Importance

Differentiating between Urgent tasks

assume importance as they demand immediateattention

Important tasks

May become urgent if left undone Usually have a long term effect

To judge importance v urgency, gauge tasks interms of

Impact of doing them Effect of not doing them


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Prioritization Grid

Importance

Urgency

Priority 1Priority 2

Priority 3Priority 4


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Prioritization

The main aim of prioritization is to avoid a crisis

To do this then you must

Schedule your Prioritiesas opposed to

Prioritizing your Schedule


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Crisis Management


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Crisis Management

Proactive V Reactive

Why Crises Occur

Anticipating & PreventingCrises


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Proactive v Reactive Work Reactive work - concentrates on getting things done

Handling daily routines

Dealing with urgency

Resolving crises

Handling interruptions


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Proactive v Reactive Work

Proactive work - concentrates on making things happen

Developing plans and schedules

Focusing on key tasks

Achieving deadlines & targets

Managing projects


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Anticipating and Preventing Crises

The most effective way to anticipate and prevent crises isto:

Set deadlines and stick with them

Use interim targets and milestones to break the task orproject into manageable chunks

Build the schedule so that it is realistic


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Planning


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Planning

What is a PlanInformation &

Planning

Time ManagementSystems

Goals & Time Spans

Cascading The Daily Plan


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Planning in Time Management

Rule No 1

Failing to plan

is planning to fail


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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 in each chunk in a logical sequence


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Time Management Systems

There are certain key criteria that need to be applied to atime management system:

Functional

Portable

Intelligible


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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 do the items contained within it


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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


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Goals & Time-spans

A time management system is useless if defined goals arenot available to work towards

Strategic Goals - long term goals, perhaps out to fiveyears

Tactical Goals - medium term goals, from 3 - 12 monthsahead

Operational Goals - short term goals defining the exactaction to be taken The schedule may cover hours ordays


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Cascading

Planning levels should cascade as follows: Yearly overview plan

Monthly Plan

Weekly Plan

Daily Plan

Note that in the cascade, the time spandecreases whereas the level of complexityincreases


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The Daily Plan

The Daily Plan should cover three main areas:

Scheduled activities for the day showing time allocatedto each

Identification of key tasks for the day to allow them to beprioritized

Indication of who you need to contact during the day toallow you to complete tasks


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The Daily Plan

When setting out the daily plan pay attention to the followingpoints:

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 andfocus on the musts


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The Daily Plan

Guidelines continued Leave room for unexpected things

Dont stack meetings back to back

Batch telephone calls

Build in quality time


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Tips and Techniques


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Time-logs

A time-log is an effective way to see where your timeactually goes to during the working day Record theinformation 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


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Quality Time

Quality time is where you can plan to do the most importanthigh priority tasks

It allows for deep concentration through eliminatinginterruptions

It imposes a structure on work

It allows you to move away from reactive work to proactivework


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Dealing with Documents

Document handling can steal a vast quantity of time fromour 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


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Dealing with Documents

Have a good system for handling your documents thatallows 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


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Managing Interruptions

Try to reduce the number of interruptions by applying thefollowing techniques:

Create a visual barrier at your workspace to reducethe incidence of drop-in visits

Dont have extra chairs in your workspace - people donot hang around as long if they must stand

For important work - move to another space so the

potential interruptors cant find you!

Tell people that you are busy, explain why andarrange to contact them at a more suitable time


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Managing Your Workspace

How our workspace is organized has an impact onhow efficient we are - try the following to improve

efficiency

De-clutter your desk by clearing it at the end ofeach working day

File documents once they have been used

Purge files regularly

Organize a work flow system in your space


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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 dont have to make personally to oneof your team

Terminate calls once the business has been done

Set up a rota in your team for handling incoming calls


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Summary


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Basic Time Management 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 andimportant tasks

Build in some flexibility to cope with unexpecteds

Control your documents, workspace and phone


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Basic Time Management Summary

Dont procrastinate

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