1. Getting control of your work day
TIME & PROJECT MANAGEMENT

2. urgency+
-
- +
importance
B1 A1
B2 A2
HIERARCHY OF TASKS

3. HIERARCHY OF TASKS
A1: URGENT & IMPORTANT
A2: NOT URGENT & IMPORTANT
B1: URGENT & NOT IMPORTANT
B2: NOT URGENT & NOT IMPORTANT
Concentrate on A1 & A2 tasks while
minimizing time spent on B1 & B2 tasks.

4. BEWARE OF B1 TASKS!
B1 tasks (urgent & not important) are
the great time-wasters of our lives.
They seem important, but they’re not.
Such tasks include:
Answering email
Non-priority telephone calls
Most meetings

5. DON’T NEGLECT A2 TASKS!
A2 tasks (important but not urgent) are
vital to long-term success.
Such tasks include:
If left too long, they turn into A1 tasks.
Obtaining new clients
Strategic planning
Developing new areas of expertise

6. OPTIMIZING YOUR DAY
Which of these computer hard drives
is more efficient?
A
B

7. COST OF INTERRUPTIONS
It takes between 6 & 20 minutes
for your mind to return to the level
of intensity and concentration it had
before the interruption.
How much is that time worth to you?

8. FOCUS & PRODUCTIVITY
8.30
9.30
10.30
11.30
12.30
1.30
2.30
3.30
4.30
5.30
dedicated time
with no interruptions
no telephone calls,
email, or talking to
friends or colleagues
A1 & A2 tasks
10.00—12.00
Focus period

9. FOCUS & PRODUCTIVITY
8.30
9.30
10.30
11.30
12.30
1.30
2.30
3.30
4.30
5.30
if “something comes up”,
shift the focus period
do not cancel it
2.00—4.00
Focus period

10. PLANNING
8.30
9.30
10.30
11.30
12.30
1.30
2.30
3.30
4.30
5.30
10.00—12.00
Focus period
review previous day
plan current day
8.00—8.30

11. WRAP-UP
8.30
9.30
10.30
11.30
12.30
1.30
2.30
3.30
4.30
5.30
10.00—12.00
Focus period
8.00—8.30
review day’s progress
plan next day5.00—5.30

12. NON-PRIORITY WORK
8.30
9.30
10.30
11.30
12.30
1.30
2.30
3.30
4.30
5.30
return messages
B1 & B2 tasks
1.30—2.30
return messages
B1 & B2 tasks
9.30—10.00
5.00—5.30 Wrap-up
8.00—8.30 Planning
10.00—12.00
Focus period

13. WORK BREAKDOWN STRUCTURE
Comprehensive classification of project scope
Must include all work captured by project
scope & all deliverables (100% rule)
No overlap between elements
Lists planned outcomes, not planned actions

14. WORK BREAKDOWN STRUCTURE
1.0 Research
1.1 Background information
1.2 Research report
1.2.1 Report content
1.2.2 Report design & layout
1.3 Presentation of research
2.0 Design
2.1 Concept & process
2.1.1 Initial sketches
2.1.2 Comprehensive layouts
2.1.3 Client review & selection
2.2 Final design
2.2.1 Corporate standards manual
2.2.2 Client sign-off
3.0 Production
3.1 Pre-press review
3.2 Printing
3.3 Distribution

15. GANTT CHART
A type of bar chart that illustrates a
project schedule
Visually represents the phases and
activities of a project work breakdown
structure (WBS)
Shows dependency relationships
between activities

16. GANTT CHART
weeks
1
1.1 manage project
1.2 research
1.0 research report
1.3 report content
2 3 4 5 6 7 8 9 10
task
summary
task
work
breakdown
structure
1.4 design & layout
1.5 presentation
1.6 present to client
task dependency
milestone
slack

17. PERT
Acronym for Program Evaluation & Review
Technique
Statistical tool used to analyze & represent
the tasks involved in completing a project
Developed by the US Navy in the 1950s to
manage the Polaris Submarine-Launched
Ballistic Missile system
Used in conjuncton with the Critical Path
Method (CPM) algorithm

18. CRITICAL PATH METHOD
Algorithm for mathematical analysis of a
project with interdependent activities
Calculates the longest length of planned
activities to the end of the project
Also calculates the earliest & latest that
each activity can start & finish without
increasing the length of the project
Determines which activities are critical

19. PERT NETWORK DIAGRAM
21 3
4
5
6
manage project
10 wks
finaldesign
2
w
ks
content
sketches/comps
1wk
critical path
presentationresearch
4 wks 3 wks
[dum
my]
2 wks

20. STAGES OF A DESIGN PROJECT
1. Enthusiasm
2. Disillusionment
3. Panic
4. Search for the guilty
5. Punishment of the innocent
6. Awards for the non-participants

21. REFERENCES
PMI Standards Committee. A Guide to the
Project Management Body of Knowledge.
Project Management Institute (PMI), 1996.
Prentice, Steve. Cool-Time and the Two-
Pound Bucket: Time Management for the
24-Hour Person. Stoddart Publishing, 2002.
Wysocki, Robert, Robert Beck, & David
Crane. Effective Project Management. (2nd
ed.) John Wiley & Sons, 2000.

22. 11/2012
CHRISTOPHER
MOOREHEAD