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Time Management

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  • 1. Welcome. the 9th TLF by Andrew/ May/ Irene
  • 2. Time Management
  • 3. Randy Pausch 1. Really achieving your childhood dreams 2. Time management For more information, see www.randypausch.com
  • 4. 2 hours wasted per day • Messy desk • Can’t find things • Miss appointments • Unprepared for meetings • Tired/unable to concentrate
  • 5. Today’s Agenda • What is time management • How to set goals • How to make To-Do list • What is time matrix • Case Study-common time robbers
  • 6. 1 What is Time Management?
  • 7. WIKIPEDIA The Free Encyclopedia
  • 8. 2 What is your worth per hour?
  • 9. Worth per hour • 10,000 RMB per month • 20,000 RMB in value per month • 1,000 RMB per day • 120 RMB per hour • 2 RMB per minute
  • 10. ∞ Opportunity Cost Economists just call it The things you COULD do are infinite, while your time and attention are FINITE.
  • 11. Sorry, I don’t like 100 dollar bill
  • 12. 3 How to Set your goals?
  • 13. 3 How to Set your goals? Specific Measurable Achievable Realistic Time bounded
  • 14. Goals on multiple levels • Goal today • Goal this month • Goal for this year • Goal for next 5 years • Goal for next 10 years • Your dreams
  • 15. Goals on multiple levels • Goal today • Goal this month Failing to plan • Goal for this year is planning to • Goal for next 5 years fail • Goal for next 10 years • Your dreams
  • 16. From Goals to Tasks
  • 17. From Goals to Tasks • Break each goal into manageable tasks (WBS) • Set priority to each task • reorder your task list
  • 18. How do you eat an elephant? One Bite at One Time!
  • 19. From Task to To-Do List • To-Do list captures all the tasks you need to do in a given day. • It can includes other stuffs that are not your tasks or goals • Set priority to each items on the list • Tools
  • 20. Tips for To-Do List • Only schedule a part of your day • First things first • Do the ugliest thing first • Use block of times • Kill small things in a batch
  • 21. Time quadrant table Covey’s 4 Matrix Urgent Not Urgent Important ? ? Not Important ? ?
  • 22. Time Matrix Urgent Not Urgent Important 1 50% Not Important
  • 23. WHO GETS ACCESS NOW? Group Discussion
  • 24. Understanding Time Urgent Not Urgent 1 2 Important 3 4 Not Important
  • 25. Understanding Time Urgent Not Urgent 1 2 Important Quadrant of Manage 3 4 Not Important
  • 26. Understanding Time Urgent Not Urgent 1 2 Important Quadrant of Manage Quadrant of Leadership & Quality 3 4 Not Important
  • 27. Understanding Time Urgent Not Urgent 1 2 Important Quadrant of Manage Quadrant of Leadership & Quality 3 4 Not Important Quadrant of Deception
  • 28. Understanding Time Urgent Not Urgent 1 2 Important Quadrant of Manage Quadrant of Leadership & Quality 3 4 Not Important Quadrant of Deception Quadrant of Waste
  • 29. Quadrant ΙΙ Move into
  • 30. “Scheduling your priorities, not prioritizing your schedule” --Stephen Covey
  • 31. Time Robbers Case Study
  • 32. We will discuss • What’s the problem in the case? • Do we have similar problems in our work? • What’s your solutions?
  • 33. WHO GETS ACCESS NOW? Group Discussion
  • 34. Case Study 1 Max has been working on a long, two part report for the past two hours, he has managed to draft the first part and is ready to begin the second. Feeling that a little reward is in order, Max gets up and heads for the coffee room, where he refills his cup and chats briefly with two colleagues,. Settling back into his desk, Max soon notice that he has two new emails, “I’d better check these out” he tell himself. After he replies to those messages, Max revisits his report. But he can’t start where he left off—he has lost his train of thought.
  • 35. WHO MOVED MY BRAIN? WHO MOVED REVALUING TIME &BRAIN? MY ATTENTION How can I keep my brain where I want it? REVALUING MERLIN MANN TIME & ATTENTION 43FOLDERS.COM MERLIN MANN Today, I want to tell you about my pal, 43FOLDERS.COM Mike Monteiro.
  • 36. 28% OF EACH DAY “Interruptions by things that aren’t urgent or important, like unnecessary e-mail messages — and the time it takes to get back on track.” “Lost in in Emails, TechFirms Face Self-Made Beast”, June 14, 2008 “Lost E-Mail, Tech Firms Face Self-Made Beast,” June 14, 2008 Interruptions are a huge pain. Intel estimates that interruptions cost them US$1B last year.
  • 37. ASK YOURSELF At what time do you feel most energetic in a day?
  • 38. A Random Poll on the Internet
  • 39. Expel Interruptions? the skeletons • Remove compromising pics So what is your
  • 40. GOVERN ACCESS Stop allowing 100% access. Make mindful decisions about who gets access to you. And when. And for how long.
  • 41. MINIMIZE NOTIFICATIONS Turn off everything that!s not an actual “alarm.” Know what an “alarm” is?
  • 42. MINIMIZE NOTIFICATIONS Turn off everything that!s not an actual “alarm.” Know what an “alarm” is?
  • 43. Speak out
  • 44. Tips for phone calls
  • 45. Tips for phone calls • Keep calls short; stand during call
  • 46. Tips for phone calls • Keep calls short; stand during call • Group calls: 11:50 a.m. and 5:50 p.m.
  • 47. Tips for phone calls • Keep calls short; stand during call • Group calls: 11:50 a.m. and 5:50 p.m. • Start by announcing goals for the call
  • 48. Tips for phone calls • Keep calls short; stand during call • Group calls: 11:50 a.m. and 5:50 p.m. • Start by announcing goals for the call • Don’t put your feet up
  • 49. Tips for phone calls • Keep calls short; stand during call • Group calls: 11:50 a.m. and 5:50 p.m. • Start by announcing goals for the call • Don’t put your feet up • Have something in view to do next
  • 50. Tips for phone calls • Keep calls short; stand during call • Group calls: 11:50 a.m. and 5:50 p.m. • Start by announcing goals for the call • Don’t put your feet up • Have something in view to do next • Review, what we have agreed.
  • 51. Tips for Effective Meetings • Punctuality • Focus on meeting agenda ONLY • Clear objectives, if not please chase up • Manage specific topics individually • Check agreement and action items at the end of meeting
  • 52. Case Study 2 Paula arrives at her desk at 9:00 am every business day, once her laptop is up and running, her first act is to check her mails, “I have missed feelings about it” she confesses, “on one hand, I look forward to updates on company activities that concerns me directly. And I also enjoy findings message from my personal friends. On the other hand, I dread facing the 20 or 30 emails that are either misdirected or irreverent to me, and another 20 or 30 messages will hit my inbox before the day is over, Worse, I have to open most of them to find out they are irrelevant. Also as my mail box get bigger, it’s extremely hard for me to find my desired emails.
  • 53. HowInbox Zero to deal with Email overload? action-based email Merlin Mann Google Tech Talk
  • 54. Tips for overload emails • Use Prewritten Responses • Use Auto-Responders • Avoid ambiguous title
  • 55. Tips for overload emails • Use Prewritten Responses • Use Auto-Responders • Avoid ambiguous title • Use Rules to control your email flow • Use Category instead of creating folders • Use Search folders
  • 56. Folders, sub-folders and sub-sub-folders
  • 57. Folders, sub-folders and sub-sub-folders
  • 58. Action Based Inbox
  • 59. Action Based Inbox
  • 60. Action Based Inbox “Empty”
  • 61. Inbox Zero Inbox Zero Email!s just a medium One place for anything Process to zero Convert to actions
  • 62. What is Processing? More than checking Less than responding Answers: “So what?”
  • 63. What is Action? Author of Getting Things ✓Done -The Art of Stress-Free Productivity
  • 64. Manage Actions
  • 65. What is Action? Delete Delegate Reference Respond Defer Do
  • 66. The Processing Habit “We are what we frequently do” — Aristotle
  • 67. Case Study 3 Harvey is a hard worker and is highly motivated staff. He is also willing to do whatever is necessary to help his team to accomplish its goals. When Mary, the team leader says, “Someone should develop a proposal for the next stage of our project,” most people hunch down in their seats or start looking at their notebooks, “Can some one take care of this”? Mary asks again. Seeing that no one else will volunteer, Harvey steps up to the task, as he always does. His behavior is also predictable, in fact that his teammate know that if they resist the urge to volunteer long enough, Harvey eventually will step forward to do it. And when he get the work done, it’s always done well, because he is a dedicated perfectionist. But the problem is that Harvey has trouble to get things done on time, because he has overloaded himself with commitments.
  • 68. Just do it
  • 69. Just do it
  • 70. Thanks
  • 71. Books for reference • Getting Things Done • One Minute Manager • 7 Habits of Highly Effective People • Time Management: Increase Your Personal Productivity and Effectiveness • Overcome Email Overload with Microsoft Outlook 2000 and Outlook 2002 • How to you eat an elephant?

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