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time_management

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time_management

  1. 1. Getting control of your work day TIME & PROJECT MANAGEMENT
  2. 2. urgency+ - - + importance B1 A1 B2 A2 HIERARCHY OF TASKS
  3. 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. 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. 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. 6. OPTIMIZING YOUR DAY Which of these computer hard drives is more efficient? A B
  7. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 22. 11/2012 CHRISTOPHER MOOREHEAD

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