time & priority management
TRANSCRIPT
1 Time Management
Efficient Time and Priority Management At Work
Dr. Ahmed EL-Safty
Certified Trainer Dr. Safty courses is internationally acknowledged and previously delivered to reputable international associations
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الرحيم الرحمن الله بسم
” حسيبا عليك اليوم بنفسك كفى كتابك “اقرأ
عن ” يسأل حتى القيامة يوم عبد قدما تزول ال : شبابه وعن أفناه؟ فيما عمره عن خصال أربع
وفيما إكتسبه؟ أين من ماله وعن أباله؟ فيمافيه؟ عمل ماذا علمه وعن “أنفقه؟
وسلم – عليه الله صلى الرسول أقوال من
العظيم الله صدق
” مسمى “أجل
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Lets Play Lets Play Lets Play Lets Play Lets Play Lets Play Lets Play Lets Play Lets Play
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Expectations
Please take the next 15 minutes to write down your expectations from this 2-day workshop.
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Priority Management
Where does all my time go?
Socialising with friends
Earning some extra cash
Looking after my appearance
Keeping fit / playing sport
Finding (or spending time with) a partner
Time with my family
Watching TV
Revising for exams
Listening to music.
Put these in order of 1 (most important) to 10 (least important)
Planning my summer holiday
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How Do You Feel About Time?
A stitch in time saves nine.
Time flies.
Time is money.
Why put off until tomorrow what you can do today?
Make every moment count.
It seems there’s either enough time or money, but never both at once.
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If TIME is LIFE
And LIFE is TIME,
wasting time
means wasting life.
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What kind of time manager are you?
I think daily planning guides are a waste of time.
My academic goals are pretty clear to me.
Leaving assignments until the last minute is big problem for me.
I organize time very well.
I wish I were more motivated.
Yes No
Yes No
Yes No
Yes No
Yes No
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Continued…
It’s easy for me to cut short visits with people who drop by when I’m studying.
Visitors should feel free to see me whenever they want.
I know which activities in my life are important and which ones aren’t.
I’m a perfectionist in everything I do.
I have enough time for leisure activities.
Yes No
Yes No
Yes No
Yes No
Yes No
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Scoring
Odd Numbered Statements 1 pt. for each YES
Even Numbered Statements 1 pt. for each NO
1-2 You’re on top but can still improve
3-4 You’re treading water
5-7 Managing time well is a problem
8-10 You’re on the verge of chaos!
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LIFE IS NOT A DRESS REHEARSAL
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Time is Life It is irreversible and irreplaceable
To waste your timeis to waste your life
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The more I consult my feelings during the day,
tune into myself, to see if what I am doing is what I
want to be doing,
the less I feel at the end of the day that I’ve been
wasting time.
-- Hugh Prather
From Notes to Myself
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What Do We Do With Our Lives
Spend
27 years sleeping
3.3 years eating
5 months waiting at traffic lights
8 months opening unwanted mail
1 year looking for misplaced objects
2 years attempting to return phone calls
4 years doing housework
5 years waiting in lines
13.8 years working
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You are always free to change your mind and choose a different future or a different past.Richard Bach
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Goals for This Session
Learn one idea to bring back for immediate Learn one idea to bring back for use
Meet one person who will increase your colleagues network of colleagues
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Making Time for Your TimeDemands
Seven categories of demands on time
Personal
Couple
Family
Home
Job
Friends
Community
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It is not time which needs to be managed; it is ourselves.
The Mental Fitness Guide The Mental Fitness Guide by Gillian Butler and Tony by Gillian Butler and Tony Hope
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Personal Time
Top of the list
Balance helps me be more effective in other categories
How can we insure that we find time for ourselves?
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Finding Personal Time
You can gain extra time by :
doing the same task in less time than in usual
using time that you previously wasted
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Useful tips
Get up ½ hour earlier or go to bed ½ later
Schedule in reading/exercise/other activity
Leave work at work
Learn to say no
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Useful tips
Minimize time sinks
Cluttered dining room table
Meal preparation
Organize project supplies for children
Use online/mail order shopping
Other tips you have to share?
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Creating Couple Time
Relationships take work
Schedule 2 meetings a week
Review family calendar and pressing deadlines at work for upcoming week
Set aside time for the two of you
• Date night
• Kids have dinner and video in playroom by themselves; we have dinner by ourselves.
Tips to share?
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Recovering Family Time
Recent Rutgers report: Parents spend an average of 43 minutes a day with their children
Need to coordinate calendars
Need to encourage communication
• Family meals
• Time after school
• Family fun time
Game night, Social events, Sporting events, Cultural explorations Cultural explorations
Your helpful hints? Your helpful hints?
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Perfectionism
“Perfectionism. This is the desire to be perfect in all things. It sounds quite admirable - --and no one and no one would deny that it's smart to set high standards for yourself. However, perfectionism becomes dumb when the standards you set are so high you can never meet them. It's dumb when the desire to be 100 percent perfect leads to zero accomplishment.”
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Hopeful for Home Time
Perfectionism wastes time! Learn to live with some clutter and dust. Be realistic! Hire some help if you can
Hire some help if you can
Make back-up arrangements for child care and pet care before you need it
Know who is taking care of bills each month
Keep pantry well stocked
Your hints on how to find time for upkeep?
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Job Time
OK to shut your office door
Make your to-do list for the next day before you leave each day
Plan for transition time after work
Return telephone calls at a specified time each day
Identify time sinks
E-mail mail
Cluttered desk
To be continued…
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Social Connection
Studies show that a high degree of social connection encourages more productive work and discourages depression and illness.
A strong social network makes it easier to manage when difficult times arise.
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Finding Time for Friends
Relationships add balance
Meet or talk once a month to help maintain a friendship
Best tips for best friends?
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Contributing Community Time
When you volunteer, identify why you do what you do
Do you enjoy this activity?
Does it help you meet a personal goal? If not, learn to say no.
If you invest in “social capital,” hometown will pay dividends.
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Time for Your Time Demands
Review the list we’ve generated
Circle those suggestions you want to try
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Tips for Organizing Our Time
Plan and Organize
Set Goals
Prioritize
Use a To Do List
Be Flexible
Owl or Lark?
Eliminate the Urgent
Practice Intelligent Neglect
Conquer Procrastination
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Plan and Organize
Set aside time each day
Filing system or pile system
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Set Goals
Long term– Career, family
Medium term– Semester demands (list on a visible calendar)
Short term– Weekly requirements (meetings, exams, grading)
Daily – Your “to do” list (including errands)
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Prioritize
The 80/20 rule:
80% of the reward comes from 20% of the effort. Find the essential aspects to focus effort. on!
Deadline oriented approach
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Use a To Do List
Daily to do list Daily to do list
Generate it at close of work or first thing each day
Running to do list, updated continually
To do list combined with schedule or calendar
Try a new approach once in a while to see if another way might work better
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Be Flexible
Interruptions and distractions are inevitable
Plan for 50% of your time
Use larger blocks for priority items
Follow your prioritized short list
Ask yourself “What is the most important Ask thing I can be doing now?” and get back
on track.
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Owl or Lark?
Know your best time to work
Use that time for priority items
Shift natural body clock
Change eating schedule
Wake with light Wake
Maintain normal routine every day
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Eliminate the Urgent
Keep important tasks from becoming urgent by keeping deadlines posted
Need to follow guidelines given to students
Mark the deadline on your calendar
Break task up and determine target dates
Factor in a disaster!
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Practice Intelligent Neglect
Eliminate tasks that don’t have long term consequences.
Delegate some of your to do list
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Conquer Procrastination
“The secret of getting ahead is getting started. The secret of getting started is breaking your complex overwhelming tasks into small manageable tasks, and then starting, on the first on the first one.”
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Career Issues
Orientation to Department culture
Grading expectations
Student assessment
Peer evaluation (take control)
expectations Secretarial expectations
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Career Issues (continued)
Course preparation
Speak up about your goals and strengths
Tenure track
Talk with faculty about local expectations
• Ask to review a successful tenure application
• Determine weight of conference vs. journal publications publications
• Understand committee work expectation
• Grant activity Grant activity – team approach
outside of campus Network
Climbing the Ladder
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Chasing your dreams …
If you have built castles in the air, your work need not be lost; that is where they should be. Now put the foundations under them.
Henry David Thoreau
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Perception of the Ladder
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Why climb the ladder?
Authority/Power
Sense of Achievement
Elevated Status
Get Richer
Haven’t been promoted in a while
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How it works?
Technical Skills, Analytical skills
Advanced Technical Skills, Analytical skills, Product/Process Knowledge
Project Management, Basic People Management skills, Team Builder, Execution
Relationships at all levels, Understands Companies Business and Goals, Cross functional skills, Customer focus, Ability to deal with Ambiguity, Ability to manage product releases, people, budgets, understands organizational Dynamics, politically savvy, Strategic Thinker
+
+
+
Domain Expertise, Inter Personal Communication, Conflict Resolution, Planning, Decision Making, Relationship Building, Product Development Process Expertise, Product Compliances, Quality focus, Managing Change, Trust, Integrity, Ethics/Values, Advanced People Management Skills, Accountability
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Thus …
Upward Mobility
=
f ( performance, competence, opportunity)
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Best Practices to Provide Growth Opportunities
Strong Performance Management Process
Well Defined Career Paths
Communication of Career Paths
Employee Development Focus
Internal Mobility Program
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Preparing Yourself for Upward MobilityExcel in your current job. There is no substitute for hard work
Understand Company Goals and align with them
Discuss your aspirations with your manager
Understand competencies required for next level- take stock
Acquire new competencies
Seek Opportunities
Make yourself visible, add value
Develop Relationships,establish credibility
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Show Stoppers
Unable to adapt to differences
Poor Administrator
Overly ambitious
Lack of composure
Lack of Ethics/Values/Trust/Integrity
Insensitive to others
Non Strategic
Political Missteps
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Trends Today
Hierarchical organizations to Flat organizations
Departmental structure to Team structure
Virtual teams across geographies
Proactive approach to personal and professional growth
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Dealing with Reality..
Knowing the environment
Reassessing what you really need- you may want to change course
Seeking alternate/supplementary avenues for growth
Patience and Perseverance
Lateral Leadership
MANAGING YOURSELF!
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Be the winner YOU deserve to be!
Let’s Take a BREAK !!
Are You … Stressed?
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Stressed @ Work?
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A lot to DO?
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Disappointed?!
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Burnt OUT ?!!!!
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Stressed !!!!
Always too much work; never able to relax!!
High Pressure periods; deadlines come all at once!!
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Stressed !!!!
Efforts often seem for nothing – Don’t get satisfying results!!
Seems like you have a lot more work than my co-workers!!
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Stressed !!!!
I have to work harder than co-workers to get the same results!!
My job takes up too much time; I can’t afford to cut back!!
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Stressed !!!!
My stress is complicated by commitments I can’t get out of!!
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Your Mom was Right…
Take care of yourself
Avoid burnout
Take breaks and time off and don’t compromise
them
Rewards for good work done
Forgive mistakes….and learn from them
Play nice
Use your common sense
Take your umbrella
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STOP !!
Take a STRESS SELF-ASSESSMENT
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Assessment
Response Points:
strongly agree = 5
agree = 4
uncertain = 3
disagree = 2
strongly disagree = 1
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AssessmentStep 1 - Add points for the
following questions: Step 2 - Add points for the
following questions: Question # Points Question # Points
1 2 3 4 6 5 7 10 8 11 9 12 13 15 14 16 18 17 19 20
Total Total
Step 3 - Subtract Step 2 total points from Step 1 total points. Step 1 Points – Step 2 Points =
= Final Overall Score
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Interpretation
Interpreting Your Final Overall Score:
-40--------------------------------------------0---------------------------------------+40
more prone less prone
to stress to stress
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Why are you STRESSED?
List some reasons to describe the level of stress you have:
-
-
-
-
60 seconds in a minute,How much can I accomplish in it?
60 Minutes in an hour, Do I have the power?
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How can we juggle it all?
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Always Remember
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It’s About Time to Take Time to Make Time
Meet deadlines
Achieve more
Have more free time
Lead a balanced life
Relieve stress
Feel better about yourself
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Time, time, time…
We have many sayings about time and they make good points:
Time is money - it is a valuable resource
There is never enough time to do a job right, but always time to do it over - we should not rush through our work at the risk of error
If you want time, you must make time - we need to allocate time according to our priorities
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Time, time, time…
We have many sayings about time and they make good points:
A job will fill all of the time allocated for it - poor planning and procrastination are time wasters
Have the time of your life - good time management will allow you to fulfill your personal/professional goals
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Myths of Time Management
With better time management, you can find new time during the day. Everyone is limited to only 24 hours each day.
Effective time management is the same for everyone. Time management is unique for each person because each person has different priorities and goals.
Activity is good in itself. Being busy is not the same as being effective, if time is spend on low priorities.
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Myths of Time Management
Time management is a complex subject. The basic process has only five major steps.
Once you learn the basics of time management you automatically make better use of your time. You have to actually use time management techniques consistently.
Good time managers are born not made. Some people seem to be more naturally organized, but everyone can learn to manage his/her time.
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We Lose Time When:
We are unaware of our expectations and/or realities
Our expectations are not rooted in reality
Realities don’t meet our expectations
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We Gain Time When:
We have accounted for our expectations
Our expectations reflect realistic time frames
We can adjust our goals and expectations to new realities
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Demand the best from yourself,because others will demand the
best of you. . . .
Successful people do not simply give a project hard work. They
give it their best work.
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Self-Discipline
Great leaders have learned the art and science of mastering self-improvement and time management
In many ways, these principles apply to salespeople
To be effective in sales, one must have courage and a positive attitude, even in the face of adversity
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Self-Discipline
Learning to manage oneself and one’s time requires self-discipline, which requires determination
Determination begins with a purpose or a “calling,” the creation of passion, which drives one toward reaching specific goals
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Becoming Self-Disciplined
Self-discipline is defined as making a “disciple” of one’s self
Becoming one’s own teacher, trainer, coach, disciplinarian
Becoming disciplined helps salespeople develop and manage their personal and professional goals (their purpose)
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Habits: Powerful Factors
A good habit, consisting of three elements, is defined as “the intersection of knowledge”
1.Knowledge: the what to do
2.Skill: the how to do
3.Desire (motivation): the want to do
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Effectiveness and Efficiency
Successful people are accountable for how they manage both themselves and their time
Managing oneself is largely concerned with learning how to make oneself more effective
Managing time is largely concerned with making oneself more efficient
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Managing Oneself
When people engage in self-management, they are engaging in a practice of determining what qualities lead to agility and success
Self-management also involves learning how to develop those qualities to build and maintain relationships
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Remember …
“Success Breeds Success”
People who look successful will be perceived as
successful
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Managing Time
Do you manage your time?
Let’s Take a BREAK !!
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Managing Time
Take Time Management Assessment
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Time Management
Time is the scarcest resource of the manager;
If it is not managed, nothing else can be managed.
– Peter F. Drucker
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Time Management
“IF YOU DON’T MANAGE YOUR TIME, IT WILL
MANAGE YOU!”
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•You cannot make time, but you can manage your time
•Time can be on your side, and regain control and live the life you deserve
•Respect others’ time
•Good time management is a habit
A Few Thoughts …
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Managing your Time
There is no magical formula for effectively managing your time, but there are certain strategies which ought to help you cope with the various and sometimes competing demands you will face.
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Managing your Time
The main benefits of time-management are:
You are more likely to be effective as you are more likely to complete tasks and fulfil your aims and objectives
You will feel a greater sense of focus and achievement; and in turn this will motivate you to achieve more
You will be much better equipped to deal with the stress that sometimes comes with having to manage lots of different demands on your time (e.g. degree, union meetings, work, social life etc.)
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What if …
What would you do if you had 2 extra hours each day? How would you spend those 2 extra hours?
Why haven’t you made time for this before?
Managing your Time
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Time Management
Time is a fixed commodity
With fixed input, we must maximize output
“Time management” is actually managing yourself
Prioritize productive activities
Minimize non-productive activities
Increase productivity, reduce stress
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What is it anyway?
Work: time management refers to the development of processes and tools that increase efficiency and productivity.
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What is it anyway?
Life: managing our time to waste less time on doing the things we have to do so we have more time to do the things we want to do.
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It’s About Time
Time is a precious resource that should be used wisely
The allocation of time between nonselling and selling activities represents one of the salesperson’s most important challenges
The key for salespeople in building long-term relationships is to make sure that nonselling time has a focus
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Success Is a Race Against Time
Advanced technology has accelerated the pace of work life
Time is part of the agile professional’s inventory
Agile sales professionals adjust their work habits to meet the changing demands on their time
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Professional Selling Efficiency
Efficiency is often described in the sales profession in the form of advice: “Plan your work, and work your plan”
The time-management challenge for salespeople is to separate the unnecessary from the essential
Salespeople must learn to assign priorities to important activities
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Cycles of Productivity
Productivity involves making the clock work to a person’s advantage
Individuals must determine their own peak periods and use them to their advantage
Salespeople should do the most demanding activities when they are at their best
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“Theory” behind Time Management
You only have so many hours available in a day, so many weeks in a year, and so many years in your lifetime…what happens if you don’t spend your time wisely?
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Time
Life is really about how you spend your time and where you place your priorities.
The key to time management is NOT to work harder than everyone else. The key is to work smarter.
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Work smarter…how do I do that?
To work smarter than everyone else, you must determine what’s important in your life through visioning, writing goals, and taking action toward achieving those goals.
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Approaches to Time Management
There are three approaches to time management:
First approach – increase amount of available time each day.
Second approach – do more work in available time – pack more work in your day
Third approach – do only the important work in the time you have available
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What’s wrong with the approaches?
First approach – you will stretch yourself thin – will likely result in fatigue, lack of efficiency, and even depression in the work cases
Second approach – doing more work will result in high amounts of stress (feeling as if you can never get everything done) and burnout
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Approaches
Third approach – this approach is the most effective way of managing time
It forces you to prioritize tasks to be completed during your work day
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Managing Time
Covey’s third principle deals with prioritizing
The primary reason people cannot find time to be reflective is that they mix up what is urgent and what is important
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So, where do I start?
The first step of effective time management is to decide what your priorities are.
This is often the most difficult task of all and takes the most time!
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Stephen Covey’s Time Management Matrix
Covey designed a time management matrix to help people manage themselves through prioritizing tasks
YOU have to decide what is important for you to do
YOU have to decide which things are urgent and what can wait
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MatrixURGENT NOT URGENT
IMPORTANT
NOT IMPORTANT
I II
III IV
CrisesPressing problemsDeadline driven projects
PreventionPreparationRelationship buildingRecognizing new opportunitiesPlanningValues clarificationTrue recreation
InterruptionsMany pressing mattersSome phone callsSome mailSome emailSome reportsSome meetingsMany popular activities
TriviaBusyworkSome phone callsJunk mailTime wastersEscape activities
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Quadrant I – Urgent & Important
These activities should take first priority
The activities in this quadrant need to be dealt with immediately and they are important
In the long term, time spent here should be reduced with prevention and preparation (Quadrant II)
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Quadrant II – Not Urgent but Important
The activities in this quadrant need to be the FOCUS!!!
You should begin to prioritize the activities that fall into this category
If you are currently spending very little time here, begin slowly and build upon it
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Quadrant III –Urgent and Not Important
The activities in this quadrant are often the result of someone else’s sense of urgency
If you allow your priorities to fall here, you will feel rushed to get things done, followed by a lack of satisfaction
These tasks are distractions!
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Quadrant IV – Not Urgent and Not Important
Activities in this quadrant are simply a waste of time
Should strive to minimize the amount of time you spend on activities falling into quadrant IV
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Now it’s your turn
Use the blank matrix and write in your own specific activities
URGENT NOT URGENT
IMPORTANT
NOT IMPORTANT
I II
III IV
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Hold on !!!
Who said that your priorities are right?
Who said that those activities are what you really want to do?
In other words, are these your objectives?
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Hold on !!!
Before setting your priorities, let’s discuss what are the practical
steps to manage your time
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Time Management Process
The Time Management Process consists of the following steps:
Set your objectives.
Break them down into smaller activities.
Prioritize your activities
Analyze your time.
Plan your time.
Execute the plan.
Follow up with the plan.
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Setting Objectives
Objectives are your targets. Where do you want to be in
the future.
SMART Objectives
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Stop Now !!!
Take a Goal Setting Assessment
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Setting Objectives
What do you think of the following goals:
Our objective is to increase sales.
Our objective is to increase sales in the coming year.
Our objective is to triple our sales in the coming year.
Our objective is to increase sales by 15% in the coming year.
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Breaking the objectives in activities
In order to increase our sales by 15% in the coming year, what should we do?
For example,
New marketing campaign.
Some promotions.
Extra sales calls.
And, more…
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Breaking the objectives in activities
Do you need further breakdown? Do it if necessary.
Keep breaking down your SMART objectives until you reach a
reasonable level where you can manage and control your
activities, even if you reach the daily and hourly level.
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Prioritize your activities
Use the Covey’s Time Management Matrix to
set the appropriate priority for each activity.
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Analyze Time
It is important to determine where productive time is being wasted and how it can be used more effectively.
In order to correctly analyze the effective use of time, it is important to know what is meant by productive, supportive, and unproductive time.
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Analyze Time
Productive time: Time spent on tasks that directly impact the objectives.
Supportive time: Time spent on those activities that support the objectives but do not directly impact it.
Unproductive time: Time spent on activities that neither directly impact, nor support the objectives.
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Analyze Time
Examples of activities:Telephone calls (TC).Work visits (WV).Handling office traffic.Meetings.Planning.Visiting customers.Administrative work. side talks.Commuting.Other activities.
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Steps to analyze time
Step 1 – Keep an accurate record of daily activities in your day planner.
Step 2 – At the end of each day review the schedule and figure out how much time was spent in each activity.
BE HONEST WITH YOURSELF
Step 3 – Enter the daily total of hours for each activity (productive, supportive, and unproductive time).
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Steps to analyze time
Step 4 – At the end of each week, total the hours spent on each activity as well as the total for each category.
Total hours spent in area for the week / Total hours worked for the week = Percentage of time
working in a particular area.
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Steps to analyze time
Step 5 – Do this for at least four weeks. Then review the data.
Work toward spending a minimum of …
60% of the working hours in productive activities
30% of the working hours in supportive activities
10% of the working hours in non-productive activities
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Analyze Time
Compare your results to these standards.
If the objectives were not achieved, chances are too much time was spent on supportive / unproductive activities.
YOU MUST MAKE THE MOST OUT OF THE TIME USED FOR SUPPORTIVE OR
UNPRODUCTIVE ACTIVITIES.
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Plan & Schedule Your Time
Planning means “what are the actions you are going to take
to achieve your goals.”
In other words, link actions to time
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Scheduling
Negotiate and manage realistic deadlines
Use available scheduling tools to best effect
Structure in adequate time for all stages of the work, then review and revise often
Check in with colleagues and clients
You are in charge (not the schedule)
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Plan & Schedule Your Time
Three tools:
Year in Sight,
Month in Sight, and,
Day in Sight
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Planning Under Uncertainty
State clearly what you know and don’t know
State clearly what you will do to eliminate unknowns
Make sure that all early milestones can be met
Plan to replan
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Plan
Project Management = Plan the work and work the plan
If you don’t actively attack risks, they will actively attack you.
Myth
“If we get behind schedule, we can add more programmers and catch up.”
Reality
Adding more people typically slows a project down.
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Formal Theories of Time Management
Pareto’s principle:
A small number of causes (20%) is responsible for a large part of the
effect (80%)
“the vital few and the trivial many”
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Implications
The relationship between input and output is not balanced:
20% of a person's effort generates 80% of the person's results; 80% of your success comes from 20% of your efforts
It is vital to focus 80% of your time on the 20% of your work that REALLY
counts
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Other Examples of Pareto in the Workplace
80% of a manager's interruptions come from the same 20% of the people
80% of customer complains are about the same 20% of your projects, products, services
80% of your staff headaches come from 20% of our employees
80% of a problem can be solved by identifying the correct 20% of the issues
80% of the decisions made in meetings come from 20% of the meeting time
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Focusing on the “Right” 20%
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Remember…
We don’t Plan to Fail…
We Fail to Plan
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Execute the Plan
Now, you developed your plan, and you have annual, quarterly, monthly, weekly, or even daily schedule.
Start executing the activities list in your schedules.
While executing, avoid time wasters
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Managing Interruptions
Constant day-to-day interruptions are huge time-wasters for people
Unnecessary visits Unplanned social conversations and meetings
Self-sabotage is another form of wasting time
Procrastination Perfectionism
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Clearing the Clutter
A good way for salespeople to eliminate clutter and get organized is to
Standardize all routine tasks
Consolidate tasks by combining separate but similar ones
Redistribute work to the appropriate people
Anticipate what is to come by identifying tasks that can be done in advance
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Managing Appointments
Salespeople should work cold calls and appointments concurrently because this maximizes the salesperson’s available time
Many salespeople use both appointments and cold calls, reserving their cold calls for fact gathering and finding out about a company’s products
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Calling on Prospects Who Can Buy Now
The salesperson’s best opportunity to impress prospects is on the first call
The average cost of a sales call is increasing
Calling on customers who are not “real” prospects costs a lot of money
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Time Wasters: Interruptions
Meetings
Telephone/pager/radio
Sales people
Visitors
Crises
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Time Wasters: Information Problems
Not enough information
Inaccurate information
Unclear how to obtain information
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Time Wasters: Lack of self-discipline
No delegation
Working on low-priority tasks
Leaving tasks unfinished
Procrastination
Indecision
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Learn to say NO
Recognize your limits
Take time to think about it
Be honest and vocal about why
Offer to defer or take a turn next time
Discuss workload with supervisor - suggest an alternate approach
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Managing Interruptions
For crucial deadlines, make yourself inaccessible
Schedule formal “check-in” meetings
Schedule social time
Be polite but direct
Offer an alternate time
Manage self-interruptions
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Procrastination
A little pressure helps – too much leads to poor work
Fear of failure
Habit of doing the easy or trivial stuff first
Lack of clear deadlines
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Procrastination = Negative Delay
When we delay or put off a task until it is unavoidable, we are
procrastinating
Slows achievement of current goals
Restricts future opportunity as time is clogged up
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Procrastination = Negative Delay
You know that you are procrastinating when observe:
Paralysis by planning – The planning process is drawn out to avoid confronting the issue.
Plans are argued and polished and perfected, but implementation of the plans is delayed unnecessarily.
Perfectionism – Often tasks are fussed over long after they have been achieved.
This often serves to delay tackling other problems.
Often perfection simply is not required, and is not cost-effective to achieve.
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Procrastination = Negative Delay
You know that you are procrastinating when observe:
Hostility – When you are hostile to the task or to the person giving the task, there is a strong temptation to delay.
The Deadline High – Coming up against a tight deadline and meeting it is immensely satisfying. It can be associated with strong rushes of adrenaline.
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Procrastination = Negative Delay
The problems with this are that you may find that:
You have delayed the job precisely to get the adrenaline rush, and,
occasionally jobs may fail because they have been left too late.
How to tackle procrastination? Set deadlines by which goals should be achieved.
How to avoid Deadline High procrastination? Set intermediary goals which must be achieved.
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Tips to avoid procrastination
Are you putting things off because of your fear of failure? If so,…
Identify the fear and determine its causes.
Rationally analyze your situation.
Do a task analysis - If the task seems to be overwhelming, break it down into smaller pieces, set goals for each segment and achieve them one by one until you cross the finish line.
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Tips to avoid procrastination
Are you putting things off because of your fear of failure? If so,…
Weigh the consequences - What if I put this off? I might not be able to finish this before its due
Create a deadline
Work with the deadline and create sub deadlines along the way
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Avoiding procrastination
Divide project into small, schedulable stages
Do collaborative work
Don’t be a perfectionist
Take a break at the end
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Remember
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Maximizing the “fun” parts
Choose work that you like
Importance of humor
Make the work as pleasant as possible
Rewarding yourself for reaching small and large goals
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External Time WastersBe aware of ways others or the environment waste your time:
Interruptions, especially email
Office socializing
Too many meetings
Unscheduled visitors
Poor work environment
Unclear goals
Trying to get other’s cooperation
Bureaucratic “red tape”
Others you can think of ____________________
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Internal Time WastersBe aware of ways in which you waste your own time:
Procrastination
Lack of planning
Lack of priorities
Indecision
Slow reading skills
Physical or mental exhaustion
Not being able to say “no”
Messy work areas
Low motivation
Others you can think of ____________________
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Follow Up with the Plan
On a daily basis, just cross check the activities that you are done with.
Do not forget to write down any remarks you had during execution for future planning purposes.
Spot delays early as possible, then you have more time to recover.
Replan if needed.
In Summary …
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10 Guidelines for Effective Time Management
Plan ahead – must be able to plan and follow through with the plan
Schedule leisure activities – schedule in blocks of time for your family, friends, exercise, etc. If you don’t, you likely will spend little time doing these activities
Under-promise and over deliver – set due dates that are not just meetable but beatable. Get your work done early!
Break big jobs into manageable chunks – break big projects into small tasks and set deadlines for completing the tasks
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10 Guidelines for Effective Time Management
Keep track of your progress – If your timeline is no longer realistic, make sure your schedule allows for “work in progress”
Delegate whatever you can – if the job can be completed by someone else or with their help – DELEGATE!!!!
Establish parameters for saying “NO” – learn what projects you should say yes to and which ones someone else should have the opportunity to do
Make and follow a list of priorities – maintain a list or lists of your priorities. Check your progress each day
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10 Guidelines for Effective Time Management
Group tasks according to the skills required – try doing the tasks that are most difficult when you are at your best
Keep your eyes open for shortcuts – learn and incorporate new and better ways of doing things
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Finally …
Great time management is one of the most important skills a person can develop – it takes practice to effectively manage your time
Remember…what’s important to you may not be important to someone else – they are your priorities – and only you need to follow them
Learn what your strengths are and use them in your job
Be happy in your job and enjoy what you are doing – it is healthy!
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Have a PRIDE
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Be YOURSELF
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Well, TIME IS UP!!!
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Formal theories of time management
Pareto’s principle:
A small number of causes (20%) is responsible for a large part of the effect (80%)
“the vital few and the trivial many”
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Implications
The relationship between input and output is not balanced:
20% of a person's effort generates 80% of the person's results; 80% of your success comes from 20% of your efforts
It is vital to focus 80% of your time on the 20% of your work that REALLY counts
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Other Examples of Pareto in the workplace
80% of a manager's interruptions come from the same 20% of the people
80% of customer complains are about the same 20% of your projects, products, services
80% of your staff headaches come from 20% of our employees
80% of a problem can be solved by identifying the correct 20% of the issues
80% of the decisions made in meetings come from 20% of the meeting time
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Focusing on the “right” 20%
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What they didn’t (couldn’t) teach us in library school
Time Management 101:
Planning
Scheduling
Organizing
Meetings
Delegating
Collaborating
Decisions
Saying no
Interruptions
Procrastinating
And other things…
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Planning and Prioritizing
Take time to think and to consult
Align your work with what matters most to your institution:
Mission statement and goals
Supporting important work that others are doing
Determine priority before urgency
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Scheduling
Negotiate and manage realistic deadlines
Use available scheduling tools to best effect
Structure in adequate time for all stages of the work, then review and revise often
Check in with colleagues and clients
You are in charge (not the schedule)
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Organize yourself
Keep an updated “to do” list, in priority order
Deal with paperwork/email once … or treat it as a scheduled event
Staged filing
Practice the “deep filing" method
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Organize yourself
Use technology wisely
Manage professional reading
Organize your workspace (match your own mental models)
Use project management techniques
Time shift
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Managing Meetings
Question the need and frequency of meetings
Shared agenda building
(only) the right participants
Facilitate well
Keep minutes brief (a record of the agenda + decisions + designated followup)
Maximize email collaboration, document sharing, and work between meetings
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Delegating
Don’t delegate if you can eliminate
Delegate appropriately, gradually and strategically
Give support and credit
Time invested now has a future payoff
DO NOT micromanage!
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Collaboration
Assigning/sharing workload
Maximizing the strengths and productivity of a team
Making good use of the ideas of others
Asking for help when you need it
Borrowing models and templates from other sources
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Decision making
Make informed decisions
DO make decisions
Communicate effectively and clearly
Use common sense
It doesn't matter which side of the fence you get off on sometimes. What matters most is getting off. You cannot make progress without making decisions. -- Jim Rohn
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Learn to say NO (Again)
Recognize your limits
Take time to think about it
Be honest and vocal about why
Offer to defer or take a turn next time
Discuss workload with supervisor - suggest an alternate approach
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Managing interruptions
For crucial deadlines, make yourself inaccessible
Schedule formal “check-in” meetings
Schedule social time
Be polite but direct
Offer an alternate time
Manage self-interruptions
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Procrastination
A little pressure helps – too much leads to poor work
Fear of failure
Habit of doing the easy or trivial stuff first
Lack of clear deadlines
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Avoiding procrastination
Divide project into small, schedulable stages
Do collaborative work
Don’t be a perfectionist
Take a break at the end
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Maximizing the “fun” parts
Choose work that you like
Importance of humour
Make the work as pleasant as possible
Rewarding yourself for reaching small and large goals
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Practical Case
Managing Your Work Effectively
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The Limitations of Traditional Scheduling Theory and Practice
Assumed ‘static’ environments:
Obsession with optimisation under idealised assumptions of environmental stability.
Limited support for tool sets to maintain the feasibility and quality of a schedule over time.
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Theme: the case for reactive scheduling
On-line Scheduling is Reactive Scheduling -- for the most part.
First call for papers for AIPS 2002 Workshop on ‘On-line Planning and Scheduling’ didn’t mention reactive scheduling in the topics of interest!!
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When I first realised this -- a personal account.
Scheduling Progressive Bundle Lines in clothing manufacture
Flow Line Manufacture
Line Balance Algorithms
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Flow line theory
Work Station 4
Work Station 1
Work Station 2
Work Station 3
WIP
M3
Op3
WIP
M4
Op4
WIP
M2
Op2
M5
Op5
M1W
IP
Op1
SMV
Sum (Perfop)* 100 = pt
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Algorithms for Solving Line Balancing
View it as a static optimisation problem:
Operations Research
Branch and Bound
Local Search
• Genetic algorithms
• Tabu search
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Flow line reality
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In the Real World!Optimised balanced lines soon get out of balance!!
Machines breakdown
Operators begin working below average performance.
Managers decide that jobs that were high priority are no longer high priority and jobs that were low priority are now high priority, and …
New jobs need to be introduced onto an existing line with other jobs.
Operators go absent.
Quality controllers decide re-work is necessary.
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… and there is little you can do about it!
Build robust schedules
Knowledge of the scheduling environment?
Probabilistic models?
Machine learning algorithms?
In a stochastic environment, such as human resource scheduling
Reactive scheduling
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On-line, Reactive SchedulingMaintain a schedule over time
Incremental
Reactive
Mixed initiative approach (DITOPS/OZONE model)
Automated Monitoring
Automated Analysis
Automated Revision
Automated Optimisation
Automated Execution
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Automated On-line, Reactive Scheduling Agents Perform:
Identify processing bottlenecks
Exploit scheduling opportunities
Maintain schedule stability and existing process plans.
Refine solutions.
Repair constraint violations.
Summarise solution states for human controllers and software agents.
Dispatch scheduling tasks to field technicians with respect to current schedule state and customer demand.
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Execution cycle
Monitor
Analysis
Revision
Optimise
Execute
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Automatic Monitoring
Via dedicated HHT and laptop
Cancelled jobs
New jobs
Delayed operations
Resource absenteeism
Re-visits
...
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What can go wrong?
Inconsistency (constraint graph analysis)
Resource capacity
Temporal consistency
Quality (cost model)
Unacceptable cost of late jobs
Unacceptable cost of adding additional capacity (I.e. pulling in a technician from outside the area).
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Automatic Analysis
Perturbation metrics (texture measurement)
Optimisation in a dynamic environment
• Similar schedule metrics (identify neighbourhood and extend of a perturbation)
Support revision/repair algorithms
Support user’s ‘visualisation’ of schedule solutions.
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Schedule revision metrics
Metrics that support schedule revision tools:
Contention/reliance measures (estimate aggregate demand for a resource)
Dem
and
Time
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Automatic Conflict analysis
Conflict analysis
• Conflict duration
• Conflict size
• Resource idle time
• Local downstream slack
• Protected lateness
• Variance in lateness
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Automatic Schedule Revision
Reallocation algorithm to support appointment reservations.
A customer requests a technician to attend his premises between 9am and 12am.
The system can’t find an available resource between these hours but can identify a sequence of reallocations to free a technician to attend the customer.
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Automatic Optimisation
The time between the construction of a feasible schedule and its execution is used to improve the quality of the schedule
Stochastic search
• Simulated Annealing.
• We are currently researching techniques for exploring large neighbourhoods based on an ejection chain model.
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Automatic Dispatcher
Rule based execution sub-system.
If Field Technician request work then the Dispatcher identifies a task for the technician to service.
This invariably results in the need to repair a damaged schedule
• Schedule analysis will produce state summary reports that support schedule repair after an unscheduled activity execution.
Focal pointNeighbourhood of impactConflict durationConflict size
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System Overview
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Following Total Quality System
Do
Check
Plan
Improve
Total Quality
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A Contract for Change
From the training on time management, I want to incorporate the following new ideas into my work day:
1.
2.
3.
Signed ___________________________ Date__________
I will follow up with the above person in one month.
Signed ___________________________ Date__________