Seven Habits of Effective Project Managers

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Seven Habits of Effective Project Managers

  1. 1. Time Management According to Stephen Covey Habits are like a cable: We weave a strand everyday and soon it cannot be brokenGlen B. Alleman3.6.03
  2. 2. 4 Generations of Time Management  1st Generation – notes and checklists  2nd Generation – calendars and appointment books  3rd Generation – prioritization, clarifying values, comparing relative worth of activities  4th Generation – focus on preserving and enhancing relationships, accomplishing resultsGlen B. Alleman4.19.04
  3. 3. The Seven Habits  Private Habits  Be proactive  Begin with the end in mind  Put first things first  Public Habits  Think win / win  Seek first to understand, then to be understood  Synergize  Renewal Habits  Sharpen the sawGlen B. Alleman4.19.04
  4. 4. The Time Management Matrix Urgent Not Urgent I II Crises Prevention Important Pressing Problems Relationship Building Deadline Driven Planning Projects New Opportunities III IV Interruptions Trivia Not Mail Busy work Important Meetings Pleasant activities Popular activitiesGlen B. Alleman4.19.04
  5. 5. Results of Living in anything other than Quadrant II  Quadrant I  Stress  Burnout  Crisis management  Always putting out fires  Quadrant III  Quadrant IV  Short term focus  Total irresponsibility  Crises management  Fired from jobs  Reputation-chameleon character  Dependent on others  See goals and plans as worthless  Feel victimized and out of control  Shallow or broken relationshipsGlen B. Alleman4.19.04
  6. 6. Highly Effective People …  Are not problem minded, they’re opportunity minded  Feed opportunities and starve problems  Think preventivelyGlen B. Alleman4.19.04
  7. 7. Habit 3: Putting First Things First … This is the place to start when improving our daily work activities.Glen B. Alleman3.6.03
  8. 8. Time Management and Quadrant II  The only way to get time for Quadrant II is to take it from Quadrant III and Quadrant IV.  You can’t ignore the urgent and important activities in Quadrant I, but they will shrink with time.  You have to be proactive in Quadrant II at all times  Quadrant I and Quadrant III work “on” you, wear you down.  To say “yes” to important Quadrant II activities, you have to say “no” to all other activities.  In the end you have to say “no” to something, so choose Quadrant III and IV activities. “If you want to get something done, go see a busy man (or woman).”Glen B. Alleman4.19.04
  9. 9. Quadrant II Tools  Coherence – create harmony, unity, and integrity between your vision and mission, between goals and roles, between priorities and plans, and between desires and disciplines.  Balance – identify roles and goals and keep them in front of you.  Quadrant II Focus – organize on a weekly basis  The “People” dimension – deal with people not just schedules. Think in terms of effectiveness when dealing with people not just efficiency of tools (email, schedules, reports, voice mail).  Flexibility – planning tools must be servants, never the master.  Portability – carry the tools with you at all times. Review plans and commitments continuously.Glen B. Alleman4.19.04
  10. 10. The Path to Quadrant II  Form follows function – management follows leadership.  It is almost impossible to:  Say “no” to the popularity of Quadrant III tasks.  To escape the pleasure of Quadrant IV If you don’t have a bigger “yes” burning inside you.  Only when you have the self-awareness to examine your program can you say “yes” to the proper requests.  Only then can you say “no” with a genuine smile to the unimportant.Glen B. Alleman4.19.04
  11. 11. Myths of Time Management  Daily planning often misses important things that can only be seen from a larger perspective.  While prioritization provides order to activity, it doesn’t question the essential importance of the activity.  The realism of everyday productivity must be addresses. Over scheduling the day results in frustration. The Key Concept of Quadrant II  Organizing on a weekly basis provides a much greater balance and context than daily planning.  The key is not to prioritize what’s on your schedule, but to schedule your priorities.  This can best be done in the context of a week.Glen B. Alleman4.19.04
  12. 12. Self Managing in Quadrant II  Identifying roles – what do you do here to add value?  Selecting goals – what accomplishments need to be delivered to provide value?  Long–term Scheduling – look ahead with your goals and schedule time to achieve them.  Weekly organizing – translate each goal into a day of the week as a specific appointment.  Daily adapting – each morning review the “plan for the day,” and prioritize the “value producing” activities.Glen B. Alleman4.19.04

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