Time Management Rfid Center 2010

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A specific application of project management

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  • « Everything must go through the Checklist »
  • Time Management Rfid Center 2010

    1. 1. Time Management A specific application of the project management method Cours RFID Center 16.02.2010
    2. 2. Contents <ul><li>Introduction </li></ul><ul><li>Evaluation and « Time Eaters » </li></ul><ul><li>Your brain </li></ul><ul><li>Goals </li></ul><ul><li>Rules </li></ul><ul><li>Tools </li></ul><ul><li>Process </li></ul><ul><li>Tricks </li></ul><ul><li>Market offers </li></ul>
    3. 3. The project and its elements <ul><li>A Project is ... </li></ul><ul><li>A UNIQUE succession of ACTIVITIES … </li></ul><ul><li>which are PLANNED … </li></ul><ul><li>in order to reach some GOALS … </li></ul><ul><li>using given RESOURCES and … </li></ul><ul><li>taking into account RISKS of failure. </li></ul>
    4. 4. <ul><li>the application of Project Management method to a multi-project activity which is… « your life » ! </li></ul><ul><li>the management of the resource … «your  time » ! (Slide : retour sur l’investissement de la vie) </li></ul><ul><li>the way to « balance » your multiple activities </li></ul>Time Management is ... POSSIBLE ... IF YOU WANT ...!
    5. 6. A remplir petit à petit
    6. 7. Evaluate your Time Management ... <ul><li>What are common Time Eaters ? (common exercise) </li></ul><ul><li>How well do I manage my time ? (individual Auto-Evaluation, detailed results secret) </li></ul>GOALS OF MY TIME MANAGEMENT PLAN OF ACTIONS
    7. 8. Time Eaters … <ul><li>When you are disturbed during a task, you take as much as 3 times more time to accomplish it so ... </li></ul><ul><li>... do one thing at a time ! </li></ul><ul><li>And reserve each day some time for undisturbed work : « The Hour of Concentration » </li></ul><ul><ul><li>door closed </li></ul></ul><ul><ul><li>no phone calls </li></ul></ul><ul><ul><li>no discussions </li></ul></ul>Work in Saw Teeth MINIMIZE INTERRUPTIONS
    8. 9. Votre cerveau : mode d’emploi <ul><li>Loi de Illich : nous ne disposons pas de la même énergie à tout moment de la journée </li></ul><ul><li>Loi de Turgot : s’octroyer régulièrement une petite pause </li></ul><ul><li>Terminer les cycles entamés </li></ul><ul><li>Loi de Carlson : notre énergie mentale n’est pas mobilisable immédiatement; elle se perd à la moindre distraction </li></ul>
    9. 10. Lois et principes <ul><li>Loi de Parkinson : plus on a de temps, plus on en gaspille </li></ul><ul><li>Loi de Pareto : 20% de notre travail donnent 80% de nos résultats </li></ul><ul><li>Loi des cycles : toute activité se gère en termes de début, déroulement, fin </li></ul><ul><li>Kerry Gleeson : Le meilleur moyen de doubler sa charge de travail est de faire les choses deux fois </li></ul>
    10. 11. Typical goals <ul><li>Gain a better view of my activities and priorities </li></ul><ul><li>Have more time for creativity (acting instead of reacting) </li></ul><ul><li>Lower my stress </li></ul><ul><li>Increase my free time for private life </li></ul><ul><li>Reach my goals consequently to give a direction to my life </li></ul><ul><li>Your goals ... </li></ul><ul><li>Your Governing Values: From what I am to what I want to be … </li></ul>
    11. 12. The 4 x 4 Rule of Time Management <ul><li>4 roles (Slide : conflit des rôles) </li></ul><ul><ul><li>work, family, community, myself </li></ul></ul><ul><li>4 activities </li></ul><ul><ul><li>prepare (approximately 20 % of your time) </li></ul></ul><ul><ul><li>negotiate (link to peoples’ motivation) </li></ul></ul><ul><ul><li>communicate (conflict prevention) </li></ul></ul><ul><ul><li>delegate (resource management) </li></ul></ul><ul><li>4 time levels </li></ul><ul><ul><li>year, month, week, day </li></ul></ul><ul><li>4 possible actions when a task enters (4D) </li></ul><ul><ul><li>Do, Designate (plan execution), Delegate, Delete </li></ul></ul>
    12. 13. Compléter
    13. 14. Tools of Time Management <ul><li>Goals (SMART) </li></ul><ul><li>Checklist </li></ul><ul><li>Yearly project plan </li></ul><ul><li>Monthly agenda </li></ul><ul><li>Weekly agenda </li></ul><ul><li>Daily agenda </li></ul><ul><li>Time sheet </li></ul>* Specific-Measurable-Acceptable-Realistic-Temporal
    14. 15. Checklist: Activities, Milestones <ul><li>The central tool of your Time Management </li></ul><ul><li>Content </li></ul><ul><ul><li>all activities included private ones (only one Checklist) </li></ul></ul><ul><ul><li>priorities </li></ul></ul><ul><ul><li>delegations </li></ul></ul><ul><ul><li>dates (start, end) </li></ul></ul><ul><li>Example (you also can make your own one on EXCEL) </li></ul>
    15. 16. Yearly, monthly, weekly, daily plans <ul><li>Yearly (half-yearly) project plan </li></ul><ul><ul><li>a Gantt including main projects with duration and milestones </li></ul></ul><ul><ul><li>must also appear in Checklist </li></ul></ul><ul><li>Monthly agenda </li></ul><ul><ul><li>contains the activities from the Checklist (4 roles) </li></ul></ul><ul><ul><li>appointments (with preparation and follow up) </li></ul></ul><ul><ul><li>non affected time for unexpected tasks (+/- 40%) </li></ul></ul><ul><li>Weekly and daily agendas </li></ul><ul><ul><li>becoming more and more precise </li></ul></ul><ul><li>Examples </li></ul>
    16. 17. Time sheet <ul><li>Goal : keep track of all activities really accomplished (time, expenses) </li></ul><ul><li>Uses : invoices, controlling, evaluation, improving your time management by yourself </li></ul><ul><li>Example </li></ul>
    17. 18. Process of Time Management <ul><li>List all activities and milestones on the Checklist </li></ul><ul><li>Structure activities : duration (be generous), priorities, delegation </li></ul><ul><li>Generate logical relations : start, end, deadline </li></ul><ul><li>Carry over successively activities into yearly (half-yearly), monthly, weekly and daily agendas : </li></ul><ul><ul><li>make yearly plan before the end of the current year </li></ul></ul><ul><ul><li>make monthly agenda before the end of the current month </li></ul></ul><ul><ul><li>make weekly agenda before the end of the current week </li></ul></ul><ul><ul><li>make daily agenda before the end of the current day </li></ul></ul><ul><li>Fill in Time sheet and next day’s plan daily before leaving the office </li></ul>
    18. 19. When tasks enter designate immediately what to do and when + + - - Important Urgent
    19. 20. Delegation - 1 <ul><li>Delegation is … a direct transfer of tasks and competencies between the chief to the person to whom he/she delegates </li></ul><ul><li>Why should I delegate ? </li></ul><ul><ul><li>To unload myself from routine and detail tasks </li></ul></ul><ul><ul><li>To use knowledge and experiences of my collaborators </li></ul></ul><ul><ul><li>To motivate my collaborators </li></ul></ul><ul><ul><li>To develop capacities of autonomy and initiative of my collaborators </li></ul></ul>
    20. 21. Delegation - 2 <ul><li>What should I delegate ? </li></ul><ul><ul><li>Routine work </li></ul></ul><ul><ul><li>Specialized work </li></ul></ul><ul><ul><li>Detail tasks </li></ul></ul><ul><li>What should I not delegate ? </li></ul><ul><ul><li>Pure decision tasks with important consequences </li></ul></ul><ul><ul><li>Peculiar extraordinary tasks </li></ul></ul>
    21. 22. Delegation - 3 <ul><li>To whom should I delegate ? </li></ul><ul><ul><li>To my closest collaborator </li></ul></ul><ul><ul><li>To a member of the Project Team </li></ul></ul><ul><ul><li>To an external partner or company </li></ul></ul><ul><li>Criteria for a successful delegation … </li></ul><ul><ul><li>The person has the capacities to realize the task </li></ul></ul><ul><ul><li>Continuity </li></ul></ul><ul><ul><li>Delegate complete tasks and not isolated partial jobs </li></ul></ul><ul><ul><li>Give plenty of information to beginners </li></ul></ul><ul><ul><li>Clearly communicate tasks and goals </li></ul></ul>
    22. 23. Delegation - 4 <ul><li>Rules for delegation </li></ul><ul><ul><li>Give the order directly to the concerned person </li></ul></ul><ul><ul><li>Give / negotiate a deadline for execution </li></ul></ul><ul><ul><li>Precise the content of the work to be done and the resources available </li></ul></ul><ul><ul><li>Explain the sense of the work to be done </li></ul></ul><ul><ul><li>Insist on the needed quality of the work </li></ul></ul><ul><ul><li>Control that deadline is respected </li></ul></ul><ul><ul><li>Prevent every attempt to give you the task back </li></ul></ul>
    23. 24. Checklist for an optimal delegation <ul><li>WHAT do we have to do ? </li></ul><ul><li>WHO has to do it ? </li></ul><ul><li>WHY does she / he has to do it ? </li></ul><ul><li>WHEN must the task be finished ? </li></ul><ul><li>WHICH resources are available ? </li></ul><ul><li>HOW must the job be done ? </li></ul>+ Regular Communication
    24. 25. Le cycle d’action Le cycle d’action 1. Définir les objectifs 2. Négocier 3. Rechercher la bonne méthode 4. Choisir le moment opportun 5. Agir 6 .Évaluer
    25. 26. Tricks for your Time Management <ul><li>Take time for … </li></ul><ul><ul><li>preparation : meetings, time management, ... </li></ul></ul><ul><ul><li>negotiation : precise arrangements, new deadlines if needed, ... </li></ul></ul><ul><ul><li>communication : your agenda, the risks of delays, … </li></ul></ul><ul><ul><li>delegation </li></ul></ul><ul><li>… it will be largely recuperated later ! </li></ul><ul><li>Plan a maximum of 2 activities per day </li></ul><ul><li>Reserve time for unforeseen everyday for flexibility </li></ul><ul><li>Reserve time for « undisturbed work » : the daily « Hour of Concentration » </li></ul><ul><li>Be flexible, adapt your planning in real time </li></ul>
    26. 27. Tricks for appointments <ul><li>On paper use only pencil and rubber, or your agenda will be a mess ! </li></ul><ul><li>Negotiate hour of start and end of meeting </li></ul><ul><li>Reserve time before (preparation) and after (decisions, delegation, order) the meeting </li></ul><ul><li>When you reach the defined time of the end of the meeting, you have 3 possibilities : </li></ul><ul><ul><li>conclude </li></ul></ul><ul><ul><li>fix another meeting </li></ul></ul><ul><ul><li>« eat » your time for unforeseen </li></ul></ul><ul><li>Plan 40 - 50 % of your day without appointments </li></ul>
    27. 28. Tricks for E-mails management <ul><li>Treat your e-mails by blocks </li></ul><ul><li>Reserve 2-3 periods a day to treat your e-mails </li></ul><ul><li>Cancel the alert of your computer </li></ul><ul><li>Empty your mailbox every evening (archive mail in thematic folders) </li></ul><ul><li>Plan actions for the mails you cannot answer immediately (i.e. use Outlook functions) </li></ul>
    28. 29. 10 rules to apply immediately <ul><li>Abandon priorities lists (an excuse for not acting) </li></ul><ul><li>Act immediately (Do) </li></ul><ul><li>Each evening plan the next day (Designate) </li></ul><ul><li>Friday evening plan important tasks of next week (Designate) </li></ul><ul><li>Evacuate (Delegate, Delete) </li></ul><ul><li>Reserve energy peaks for difficult activities </li></ul><ul><li>Group similar activities (e-mails, …) </li></ul><ul><li>Keep spare time for unforeseen (% defined through experience) </li></ul><ul><li>Respect your engagements </li></ul><ul><li>Divide boring tasks into blocks </li></ul>Source: Kerry Gleeson
    29. 30. Offres commerciales <ul><li>Papier (Time System, Filofax) </li></ul><ul><li>Électronique </li></ul><ul><ul><li>Outlook, … </li></ul></ul><ul><ul><li>PDA </li></ul></ul><ul><ul><li>Smartphones </li></ul></ul><ul><ul><li>Bureaux en ligne </li></ul></ul>
    30. 31. Votre engagement immédiat ACTION PRIORITAIRE POUR CES 3 PROCHAINES SEMAINES ? Il faut trois semaines pour prendre une habitude
    31. 32. SEREC François Parvex Via Battaglini CH – 6950 Tesserete [email_address] www.serec.ch www.serec.ch

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