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Techniques for Better Time Management


ryan negron

on 16 March 2010

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Transcript of Techniques for Better Time Management

Techniques for Better Time Management

identify methods for setting realistic deadlines.
Break Down Task
Consider what needs to be involved
Consider what else to achieve
Consider what is realistic
Setting Realistic Deadlines
Lesson Overview
Setting Realistic Deadlines
Making Use of Lists
The Priority Matrix
Estimating Time Frames
Improving Time Management by Sequencing
Using Queuing to Improve Time Management
Making Decisions
Improving Efficiency
Blocking Out Time
Making Use of Lists
identify which criteria have been applied in examples of to-do lists.
A.I.M.S. criteria
Action Centered
The actions you will need to take
Clean my computer desktop
Break the task into smaller parts
Save important items, delete unnecessary items, empty recycle bin
All necessary items have been saved correctly and unnecessary items have been removed and recycle bin is empty
The criteria that shows actual completion
Achieved by this Friday at noon
Time frame you expect to achieve the task
Action Centered
These items are urgent and important. They must be done now. These are critical activities and also support your goals. In terms of crises they may be a mixture of problems that you could have avoided with better planning or were completely unexpected.
Urgent tasks are deadline based. This is usually independent of yourself and is often driven by others. The sooner the task needs completion the more urgent it is. This has no relation to importance.
The importance of a job drives how much “time” you want to spend on it. Notice that this is independent of “urgency” and is what you want to do not what you actually spend on it. For any task the quality of your output will often relate to the time you spend on it.
These items are “urgent” but “not important”. They tend to be jobs not related to your goals but generated by others. Because you don”t really want to spend much time on tasks not connected with your goals, you may wish to try and delegate these.
These items are “not urgent”. This means their deadlines are in the future. They are important so you must do them. So plan them well for carrying out in the future.
A lot of jobs will fall in this area make sure you plan properly or you will have problems later. (If there are a great deal of items in this box, use an additional prioritizing method like paired comparison)
These are neither “urgent” nor “important”. These can be simple trivial tasks that you ought to avoid doing but you may end up doing just to “get them out of the way”.
Be wary as some of these tasks may be trivial now but they may move into a higher ranked category if not taken care of.
The Priority Matrix
Estimating Time Frames
use frames to estimate the shortest possible completion time for an activity.
Set REALISTIC time frames
Likely Time, Shortest Time, Longest Time
Likely Time:
Shortest Time:
The time frame this task usually task to complete and you are most comfortable with
The shortest time it has ever taken to complete this task or the shortest time it will take you now
Longest Time:
Longest time is based on what you think might go wrong and add in time to take this into account and is based on experience
Improving Time Management by Sequencing
apply sequencing to a described situation.
Distinguish between tasks: Sequential Tasks can’t be started until other activities are complete Parallel Task aren’t dependant on anyone or anything for the start date
Scheduled Tasks: Start with sequential tasks first at the earliest start date then add parallel tasks to fill in the gasp
Renegotiate Deadlines: If earliest start date, time frame for completion and deadline aren’t compatible, you may need to renegotiate the deadline
Using Queuing to Improve Time Management
make recommendations for the use of queuing to improve time management in a described situation.
Determine what to do first when faced with conflicting demands
Place in line
Customer status
Progressing time
Due date
Deal with requests first come, first served
Consider needs of requestor and respond to the most urgent need
Complete easiest and quickest jobs first
Chosen solely on due date closest deadline completed first
Making Decisions
apply the PMI technique to make the right decision.
Weighing Pros and Cons
Provides checks and balances to ensure that the action you are going to take is going to improve the situation
consider actions that will result from the decision and list all positive aspects
time savings, cost benefits and convenience
consider actions that will result from the decision and list all negative aspects
involve more people, prolonged time frame, and added costs

Less tangible aspects
future impacts, personal esteem job satisfaction and can be positive or negative
For use:
Consider each decision individually
Focus on the results of a single decision
Tabulate the results
Improving Efficiency
apply methods for improving efficiency and time management in a described situation
pull together similar task and complete them at the same time
make sure people and resources are available to complete the task
schedule tasks so that one task can run into another
Blocking Out Time
match the types of blocking out time with examples
Our days are full of time, Committed Time and Discretionary Time. Discretionary time (under your control) makes up about 25% of your time. The remainder of the day is Committed time which is already committed to (meetings and routine work). Discretionary time needs to broken into blocks. To use those blocks effectively the need to be arranged into specific activities.
gathering resources in advance
Important but non urgent
learn from mistakes and successes and apply them to future projects
sweat the small stuff. Do not procrastinate
allow time between meetings and tasks
Full transcript