The document discusses various tools and strategies for effective project and time management. It introduces aims and objectives, highlighting the importance of setting objectives that are specific, measurable, agreed, realistic, and time-bound (SMART). Different prioritization techniques are presented, along with tips for daily time management like using to-do lists and distinguishing between reactive and proactive tasks. Risk management, work breakdown structures, and Gantt charts are also summarized as useful planning and scheduling tools. The importance of regularly reviewing progress and strategies is emphasized.

1. Project and Time Management
Dr Lowry McComb
Director of Postgraduate Training
t.j.l.mccomb@durham.ac.uk

2. ∂
Introduction
What are your time and
project management
issues?

3. ∂
What do you need to focus on?
Tasks / workload What you do
Strategies / systems How you do it

4. ∂
Prioritising
High priorities
Non-essential but enjoyable
or rewarding
Habitual behaviour - no longer
essential, enjoyable or rewarding
timetable
?
timetable

5. ∂
“If you do not
know where you
are going, every
road will get you
nowhere.”
Henry Kissinger

6. ∂
Aims and Objectives
Aims: What you want to achieve by the
end of a project
Objectives: the things you will do to
achieve your aims

7. ∂
Why set objectives?...
Turn dreams into targets and
deadlines
Clarify and break down what has to
be done
Make progress
Be able to assess progress
Complete
Motivation

8. ∂
SMART Objectives
Specific
Measurable
Agreed
Realistic
Time-bound
are they well defined?
how will you know when
you’ve achieved them?
With stakeholders?
are they achievable, bearing in
mind your resources?
what deadlines are in place?

9. ∂
Durham University - Staff Review
Section B: Agreed Objectives/Priorities
Notes
This section of the form is for the reviewer and the reviewee to agree
future targets/objectives and development activities for the future. These
targets/objectives should be relevant to the job, as well as taking into
account personal development; these must be relevant to departmental
strategy/ priorities and objectives.
For guidance these targets/objectives should be:
S = Specific. The wording should leave no doubt as to what is required.
M = Measurable. How will the employee and reviewer measure success?
A = Agreed by both the employee and reviewer.
R = Realistic. Not just a “wish list” not too challenging and not too easy.
T = Time limited. When does the target/objective need to be achieved
by?
Target/Objective for next period Success Indicators Comments
Reviewer/Reviewee

10. ∂
Specific
Specific means that the objective is
concrete, detailed, focused and
well defined. Specific means that
it’s results and action-orientated.
http://www.thepracticeofleadership.net/2006/03/11/setting-smart-
objectives/

11. ∂
Measurable

12. ∂
Agreed
Identify and work with stakeholders

• Disregard stakeholders
• Allow stakeholders to set your
objectives

• Negotiate and agree

13. ∂
Realistic
Objectives that are achievable, may not be realistic…..
however, realistic does not mean easy. Realistic
means that you have the resources to get it done.
http://www.thepracticeofleadership.net/2006/03/11/setting-smart-
objectives/
Realistic Challenging

14. ∂
Time Bound
Parkinson’s Law
Tasks expand to fill the time available
“I will complete my
doctorate……”

15. ∂
Objective Setting
• Set positive outcomes
• Set multiple-level objectives
–in six months, in one month, in one
week
• Are they SMART?
• Review and assess progress

16. ∂
Work Priorities
Do you:
• manage multiple projects or tasks
• say ‘yes’ when you should be saying ‘no’
• find research/work taking over the rest of your
life
• miss out on opportunities
Developed by Tim Franklin, Strategic Systems Programme
Manager, University of York

17. ∂
Activity / days per month Aug Sep Oct Nov Dec Jan Feb
Working Days in month 21.0 21.0 23.0 21.0 17.0 22.0 20.0
Planned holidays 0.0 10.0 0.0
Conference / Training days 0.0 2.0 0.0
Work days balance = Total in month -
holidays and other 21.0 9.0 23.0 21.0 17.0 22.0 20.0
Business as Usual
Line Management meetings 1.0 1.0 1.0
Departmental Administration 3.0 2.0 4.0
Total for business as usual 4.0 3.0 5.0 0.0 0.0 0.0 0.0
Project days balance = Work days
balance - BAU 17.0 6.0 18.0 21.0 17.0 22.0 20.0
Project Work
Project A 2.0 3.0 5.0
Project B 5.0 1.0 1.0
Project C 5.0 2.0 2.0
Project D 0.0 0.0 2.0
Project E 0.0 0.0 0.0
Total for Project Work 12.0 6.0 10.0 0.0 0.0 0.0 0.0
Capacity / ( Overload ) 5.0 0.0 8.0 21.0 17.0 22.0 20.0

18. ∂
Activity / days per month Aug Sep Oct
Working Days in month 21.0 21.0 23.0
Planned holidays 0.0 10.0 0.0
Conference / Training days 0.0 2.0 0.0
Work days balance = Total in month -
holidays and other 21.0 9.0 23.0
Business as Usual
Line Management meetings 1.0 1.0 1.0
Departmental Administration 3.0 2.0 4.0
Total for business as usual 4.0 3.0 5.0
Project days balance = Work days
balance - BAU 17.0 6.0 18.0
Project Work
Project A 2.0 3.0 5.0
Project B 5.0 1.0 1.0
Project C 5.0 2.0 2.0
Project D 0.0 0.0 2.0
Project E 0.0 0.0 0.0
Total for Project Work 12.0 6.0 10.0
Capacity / ( Overload ) 5.0 0.0 8.0
REVIEW

19. ∂
The Project Triangle
Time Cost
ScopeProduct Scope Project Scope

20. ∂
The Project Triangle
Scope

21. ∂
Supervisory Team’s Responsibilities
“To devise with the student a timetable for the
research topic with indicative deadlines for
completion of distinct stages of the research
and for completion of written work, and to
review it regularly, with a view to ensuring
that the thesis is submitted within the
requisite time.”
http://www.dur.ac.uk/learningandteaching.handbook/8/5/1/

22. ∂
The Project Manager’s
Responsibilities
Fulfil your and other people’s needs and expectations
Achieve your goals

23. ∂
Taking Stock
Where am I now?
What have I achieved?
Tangible (Database
created / Training done)
Intangible (Interpersonal
Advancement / Feelings)

24. ∂
What do I want to have
achieved between today
and deadline?
Taking Stock
Tangible (Studies done /
papers written)
Intangible (Personal
Development / Contacts)
Your
Goals

25. ∂
Work Breakdown Structure of Typical Project
Work Package
Task Task
Activity Activity Activity
Task
Work Package Work Package
Project
NB The activities
should be small
enough chunks that
you can easily assess
your progress

26. ∂
Work Breakdown
Structure
Activity
Write conference paper
Read 3 articles
Using verbs
Product Breakdown
Structure
Product
Conference paper
Articles read
Using nouns
Focusing on the products rather than process
can increase the likelihood of completion.

27. ∂
Example of Work Breakdown Structure of a Typical (?) PhD Research Project
Lit. Review
Obtain Apperatus
Read Design Pilot
Review
Design Experiments Plan Stats
Control Observe Record
Review
Carry out experiments
Experiments Analysis Writing
Obtain Approval
Consult / Apply for approval or funding
Plan
Experimental Chapter
(Probably 4 or 5 of these)
Discussion and Conclusions
Thesis
PhD Work Breakdown Structure

28. ∂
Gantt Charts
•A simple graphical presentation of tasks and
times
•A bar chart with start and finish dates on a
timeline
•Easy to produce
•Easy to explain

29. ∂
Initial Literature Trawl
Design Questionnaire
Review Questionnaire
Start
Distribute
Data Inputting
Final Analyses
Hand In Date
Write Up
Basic Gantt Chart
TIME

30. ∂

31. ∂
Initial Literature Trawl
Design Questionnaire
Review Questionnaire
Start
Distribute
Data Inputting
Final Analyses
Hand In Date
Write Up
Basic Gantt Chart
TIME

32. ∂
Daily Time Management
What tools and techniques do
you use for daily time
management?
How useful are they?
What are their limitations?

33. ∂
How you do it
Not To-Do Lists
I am not going to:
• answer the phone before …
• work through lunch
• work later than …..
• leave my email switched on

34. ∂
‘I start out
with the
right
intentions, I
write a ‘to
do’ list but
by the end
of the day
I’ve only
crossed off
a few
things.’
What you do

35. ∂
Reactive Tasks Proactive Tasks
Those that happen
immediately
and can’t be anticipated.
e.g. responding to a
telephone call or a personal
enquiry.
Those you can plan for in
advance.
e.g. a meeting with your
supervisor or a timetabled
class.
Avoid letting non-urgent reactive
tasks take priority over the work
you have timetabled

36. ∂
Risk god or bad?

37. ∂
Projects and Risk
•Identify sources of risk
•Assess the likelihood of risk
•Assess the magnitude of risk
•Develop response

38. ∂
The Project Triangle
Risk Identification
Time Cost
ScopeProduct Scope Project Scope

39. ∂
Responses to Risks
• Prevention
• Reduction
• Acceptance
• Plan B
• Transference

40. ∂
Prioritise the Risks
Probability – how likely is it to happen?
Impact – how serious is it?
1 2 3
2 4 62 4 6
3 6 9
Probability
Impact
Risk (Probability x Impact)
1- 2 : Low
3 - 4 : Medium
6 - 8 : High
9 : Extreme

41. ∂
“Almost by definition, a student who does not complete
within the three years (or part-time equivalent) or takes
longer or does not complete at all is deficient [in their
training]”
Research Council Statement
1 year 2 years

42. ∂
1 year 2 years
Project “Slippage”

43. ∂
If you do it, review it…
If it works:
• why did it work
• does it need fine tuning
• are there similar tools or
strategies that you could
use?
If it does not work:
•why didn’t it work
•should you revise or
scrap it?

44. ∂
1 year 2 years
Project “Slippage”

45. ∂
If you do it, review it…
If it works:
• why did it work
• does it need fine tuning
• are there similar tools or
strategies that you could
use?
If it does not work:
•why didn’t it work
•should you revise or
scrap it?