Time GESL

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Time ManagementThe Power of a Managed

Work Day

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Why This Training ?

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Do you know that generally a 70 year life how it is

spent.?25 years in sleep8 years in study

6 years in rest and illness

7 years in holiday and recreation

5 in commuting

4 years in eating

3 in travelling/preparation..

12 years for work.effectively..

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The Bad News...You are not going to get anymore time in life than the 24

hours you have everyday !

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Good News..

You dont need any moretime...

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Managing Your Time..

You control your life by controlling your time.Your governing values are the foundation of

personal success and fulfillment.

When your daily activities reflect yougoverning values, you experience inner peace.

To reach any significant goal, you must leave

your comfort zone.

Consistent daily planning leverages time and

increase focus.

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Time Management is

about Event ControlTime Management isaboutContro lthat we

al l des ire in our l ives .

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Personal Time Management

Project Management is vital for Delivery of aProject.

One of the requirements in ensuring timelydelivery is proper use of Time by the SoftwareTeam

This helps indirectly by reducing the load onProject Management

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There is often a last minute rush to meet deadlinesdue to which, the quality of the deliverable/future

schedule/personal life suffers.

We often work long hours/stay late due to poortime-management which causes stress etc.

Predictability of our output is compromised, so thegain from planning is lost.

Often we are not able to deliver as per the plan,thus lose credibility in the eyes ofmanagement/customers.

Our personal work-life balance gets disturbed.

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Why Does this happen

Fallacy: Our productivity cannot be measured since weuse our minds

We believe fire fighting is OK, Still following read for

exams model/wait for the deadline

No conscious awareness that we are wasting timeBecause we dont set challenging personal deadlines

Because we suffer from Procrastination /Briefcaseitis

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Why Does this happen contd.

No/poor prioritization of tasks

Ineffective meetings

Poorly defined processes

Ineffective communications waiting for peopleto respond (rather than following up)

Long Lunch/Tea breaks

Time spent on phone calls/Internet Chat

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Objectives

1. Basic Objectives

2. Methodology

3. Time Management Essentials4. Specifics (Tool Usage & Demonstration)

5. Time Wasters

6. Advanced Concepts

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Basic Objectives- Plan your work and then do

according to that plan- Why is a Plan Needed- Estimates needed for Plans- How do Time Sheets help the individual?

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Methodology- Plan what you have to do the next day

- Sort out the routine activities- Measure this time over a period to arriveat a steady-state value

- Analyze the data

- Iron out the inefficiencies- Continuously Improve

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Definition 1 (What is the Personal SoftwareProcess?)

- Watts Humphrey in the book Introduction tothe Personal Software Process says that the

PSP helps software engineers in doing goodwork. It helps the software engineer to applyadvanced engineering methods in the dailytasks

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Time Management Essentials- You will likely spend your time this week

much the same way you spent time lastweek- To make realistic plans you have to trackthe way you spend time- To check the accuracy of your timeestimates and plans documentthem and later compare themwith what you actually do

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Time Management Essentials- To make more accurate plans,

determine where your previous planswere in error and what you could havedone better- To manage your time, plan your timeand then follow the plan- To better manage your time: analyze

your historical data, establisha budget for spending time,and track your time wrt it.

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Time Management Essentials- To make a Time budget: Decide on how

you want to spend time and make aschedule that reflects your choices andshows daily times- Establish Priorities next

- Determine fixed and variable times- Track performance against time budget

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Specifics (Outlook/Calendar - usage)- Open Outlook every morning by clicking

on the Icon next to the Start button- Next Open another Outlook window fromStart -> Programs, and position this incalendar

- Make your incoming mails appear in theform of a pop-up every 10 minutes- Now you are set for the day

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Specifics (Outlook/Calendar - usage)

- Plan all the activities that you rememberinto that days calendar. Between any twoactivities that you remember keep a 30minute gap. Do not bother if you end up

with only two-three activities in thecalendar

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Specifics (Outlook/Calendar - usage)- Plan all the tasks sent by e-mail by yoursuperior by clicking in the task on the rightside of your calendar screen and dragand drop this into a vacant calendar slot- Enter the time taken to do each plannedactivity in minutes

- Do an Accounting at the end of the day- Enter activities & time into theTimesheet everyday in the evening

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Specifics (Demo Planning tasks)- Enter activities in calendar

- Enter task as activity in calendar- Record Times- Transfer recorded times on to Time

sheet

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Exercise (Usage of Calendar)- Plan 5 appointments with yourself for

today in your calendar- Enter them taking care to space it in thecalendar for today- Record a task in the task section

- Plan this task as an appointmentwith yourself a week from today

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Specifics (Tips on Planning tasks)- Fill your timesheet and arrive at a steady

state in 3-4 weeks time- Analyze Time sheets to identifyredundancies- Take suggestions from peers

- Ask your superiors

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Specifics (Demo MSProject)- Enter Working Time

- Enter Resources- Enter Tasks- Enter sequence between tasks- Allocate resources

- Track

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Definition 2 (What is a Project Phase?)

- A phase is a grouping of related tasks inwhich each task has a discrete start andfinish time that adds up to the completeproject duration

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Definition 3 (What is a Milestone?)-A milestone is a task that you dont

actually perform and thus it has no startfinish times. The milestones can bethought of as intermediary goals, or bigsteps, which provide checkpoints along

the path of the overall progress of theproject.

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Specifics (SDLC/Project Meetings)- The various phases of the SDLC arenothing but milestones- First Project Meeting is the Kick-Offmeeting (held before SRS)- Next Project Meeting is the Brain-storming meeting (held before SRS)

- Next Meeting is the Work BreakdownStructure meeting (during SRSpreparation)

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Specifics (Tips to Organize your day)

- Mastering the art of being busy in a calmand organized manner- Divide your day into slots:9.30 11. 30 AM Creative Time11.30 AM 2.30 PM Productive Work

2.30 4.00 PM Reviews, etc.4.00 6.00 PM Paper Work

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Specifics (Tips to Organize yourself)

- How increases in work load are handledby you is an effective test of Time Mgmt.

- Maintain a Personal File

- Clean your Deskonce in a way

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Specifics (Interruptions)

- Unplanned meetings- Calls received

- Calls to be made- Mails to be sent- Interruptions by boss/colleagues

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Specifics (Interruption Management)

- Understand the pattern of yourinterruptions- Bunch up the calls/mails to bemade/sent for a time during the later

part of the day- Defer some of the calls received forlater in the day (not those of a client)

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Specifics (Interruption Management)

- Think ahead to others demands. Get afeel ahead to your clients or bosss needsand be prepared so that a regular needdoes not become a last minute demand

- Without being rude tell your colleaguethat you have some work planned forthat time

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Definition 4 (What is Earned Value

Analysis?)

- Earned Value Analysis is a method of

measuring project performance. It

indicates how much of the budget should

have been spent, in view of the amount of

work done so far, and the baseline costfor the task, assignment or resource.

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Advanced Concepts (Earned Value)- Apply this on your work once you are

comfortable with the concepts coveredearlier:Basis is in Cost AccountingCost Accounting has to do with costs

Lot of effort in Software DevelopmentEffort translates as TimeThere is cost associated with time

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Advanced Concepts (Earned Value)- Time sheet hours eqvt. Budgeted Costof Work Performed (in hours) a.k.a BCWP- Scheduled Hours for the week (45 hoursover a 5-day week) eqvt. Budgeted Costof Work Scheduled a.k.a BCWS- Actual Hours put in eqvt. Actual Cost of

Work Performed a.k.a (ACWP)- Schedule Variance BCWPBCWS- Cost Variance BCWP ACWP

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Advanced Concepts (Earned Value)- Rate Variance = Cost Variance

Schedule Variance (Will interest Finance)- Interpretation+ve variance means you are ahead ofschedule or under budget

-ve variance means you are behindschedule or over budget

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Larger Picture- Data you collect and put in the weeklytime sheet can be analyzed- This data makes a big contributiontowards making a detailed estimatewithout too much loss of time- With Personal Software Process

Training (subject of this workshop) youwill know how to Plan, Schedule andTrack your work

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How does PSP help?- Achievement of more accurate estimatesof development costs- Effective Tracking of schedules usingearned value- Achieving increased quality by usingPersonal Defect Management

- Achieving improvement in thedevelopment process using analyticalevaluation

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Setting Goals

GET SMART

SpecificMeasurable

AttainableResults-Oriented

Timely

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Specific: What needs to be done? What results do you want?

Measurable: How will you know whether the goal has been met?Can the results be quantified?

Attainable: Can objectives pertaining to the goal be carried out? Inwhat manner will they be carried out?Results-Oriented: Is the goal possible to achieve? What areforces at play that will help or hinder the accomplishment of thegoal? Are there any hindrances that are insurmountable?

Timely: When should the goal be completed?

Example: Assume that your goal is to increase the use of studyrooms in the library and have a plan in place by January 2001.SMART Goal: By January 2001, additional study rooms will beavailable for users. The number of additional rooms will be based

on need, as established by occupancy survey information andcustomer interviews. Available space and the maximum allocatedbudget of $10,000 will also determine the number to beadded. Not SMART: Add study rooms for users, budgetpermitting.

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PRIORITISING

Urgent Vs. Important

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Match your Task to your

energy level(GET BIG TASKS DONE)

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9:00 1:00 6:00

TIME

5

E

N

E

R

G

Y

1

PROCRASTINATIONENERGY LEVEL

BREAK

BREAK

LUNCH

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Few time wasters and

way to eliminate themAttempting too much

Over ambition and inordinate need to achieve

Over response

Over desire to appear cooperative

Ask yourself what you are trying to prove. Be realistic. Keepperspective. Stop killing yourself.

Limit your response to the real demands of the situation.

Stay uninvolved if others can handle it. Stop saying yes justbecause you want to be appreciated.

Causes

Remedies

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way to eliminate themConfused ResponsibilityOr Authority

Failure to clarify precise responsibilities

Job overlap

Responsibility without authority

Prepare list of responsibilities for approval

Identify areas of duplication. Eliminate

Insist on commensurate authority (equal to responsibility)

Causes

Remedies

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way to eliminate themDrop in Visitors

No plans for unavailability

Expecting subordinates to check with you excessively

Inability to terminate visits

Recognize that open door does not mean physically open, butopen to those who need assistance. Implement quiet hourscreening - hideaway

Manage by exception.

Meet others outside your office. Stand up upon entry andkeep standing.

Causes

Remedies

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way to eliminate themInability to Say No

Possess capabilities in demand

Not Knowing how to refuse

Cant say no to boss

Refuse to spread yourself too thin. Concentrate your efforts

Count to ten before saying yes. When saying no, give reasons,suggest alternatives.

Say no by showing list of agreed-upon priorities. If bossinsists, acquiesce, but advise what you fear will not get done.

Causes

Remedies

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way to eliminate themInadequate Controls and Progress Reports

Unaware of Importance

Lack enforcement of controls

Recognize that controls monitor progress and correctvariance, thus guaranteeing satisfactory performance

Recognize this means you might as well not have controls.

Causes

Remedies

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way to eliminate themInadequate Planning

Unaware of importance

Assumption that since few days are typical, it is futile to plan

Have plan in mind but believe it is not important enough to write itdown

Recognize that every hour in effective planning saves four inexecution and gets better results.

Recognize that most managers tend to waste time in thesame ways everyday

Recognize that no memory is infallible, and that no to-do listis complete until priorities and deadlines are met.

Causes

Remedies

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way to eliminate themInadequate Staff

Lack training

Limited finances

Recognize that without competent staff, effective delegationis impossible. Make staff training a priority

Conduct cost-benefit analysis. Demonstrate what additionalstaff would do at what cost.

Causes

Remedies

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way to eliminate themIncomplete Information

Lack system

Lack of authority to require information needed

Indecision or delay by others in providing needed information

Determine what information is needed. Then ensure itsavailability, reliability and timeliness.

Clarify authority. Use response deadlines. Take problem toboss if unsuccessful.

Unless I hear memo. Meet to explain importance ofinformation.

Causes

Remedies

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way to eliminate themIneffective Delegation

Can do the job better and faster

Over control

More comfortable doing than managing

Lower standards to what is acceptable, not your own level ofperformance. Avoid perfectionism.

Relax. Emphasize goal accomplishment, not methods.Measure results, not activities.

Remember the job of the manager is managing, not doing.

Causes

Remedies

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way to eliminate themLack of Self - discipline

Lack objectives or standards

Not following up

Leaving tasks unfinished

Set objectives in key result areas. Develop standards 9conditions that will exist when the job is done well.

Recognize that people do what you inspect not what youexpect and the same go for you.

Complete tasks before putting them down. Handle it once. Getit done the first time.

Causes

Remedies

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way to eliminate themLeaving Tasks Unfinished

Lack objective, priorities, deadlines

Responding to the urgent

Cluttered desk/personal disorganization

Set objectives and arrange in order of importance. Setdeadlines on all important tasks

Recognize that urgent matters rarely are as important as theyseem.

Resist tendency to overreact, thus interrupting other tasks.

Causes

Remedies

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way to eliminate themManagement by Crisis

Failure to anticipate problems

Overreaction (treating problems as crises)

Fire fighting

Set objectives and arrange in order of importance. Setdeadlines on all-important tasks.

Recognize that urgent matters rarely are as important as theyseem.

Resist tendency to overreact, thus interrupting other tasks.

Causes

Remedies

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way to eliminate themMeetings

Lack of purpose

Too many/too few meetings

Failure to summarize conclusions and follow up

Dont meet without a purpose or agenda. Only those neededshould attend. Allow for appropriate planning.

Test Need for regular meetings. Occasionally dont hold one,see what happens. Or cut time in half for those tending to lasta long time.

Summarize conclusions to ensure agreement and remindparticipants about assignments. Ensure effective follow-up

Causes

Remedies

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way to eliminate themPaper work

Indecision

Overfilling

Lack system

Read it once, and handle it. Do it now, 80% of daily intakecan be disposed of on first handling. Dont hoard it.

Answer on original when copy not essential. Or use back oforiginal for copy of your response.

Reduce copies: standardize forms; file selectively andalphabetically, and with cross-references; control recordretention.

Causes

Remedies

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way to eliminate themPersonal Disorganization

Ego (viewed by some one as a symbol of busyness, importance,indispensability

Fear of loss of control

Fear of forgetting

Recognize excessive paper work may also symbolizeindecision, procrastination, insecurity, confusion of priorities.

Use project plan sheets to provide better control than keepingall files cluttered on desk.

Proper calendaring and use of contact logs is excellentmemory substitute. No need to remember what can beretrieved.

Causes

Remedies

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way to eliminate themPoor communication

Use of wrong channel

Differing value systems

Lack of feedback

Select appropriate channel (phone, letter, memo, conference)

Recognize that experience and environment create differentbackgrounds for interpreting communication.

Get feedback to ensure understanding. Take corrective action.

Causes

Remedies

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way to eliminate themProcrastination

Thinking work best under pressure

Ego trip (crisis creating)

Habit of doing the easy or trivial first, postponing the difficult

Recognize this assumption as pure rationalization

Recognize tendency to allow a crisis to develop so you canassume the role of hero in solving it.

Great danger here- that which may not get done is the mostvital. Get #1 done first

Causes

Remedies

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way to eliminate themSocializing

Need to change pace and desire for change in scenery

Desire to stay informed

Thinking it is important for your business

Control the urge, and when indulging it be thoughtful ofothers. Dont interrupt them. Take breaks where no one is

working.

Plan to obtain necessary information on systematic basis.

Distinguish between keeping lines of communication openand needless socializing

Causes

Remedies

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way to eliminate themTelephone interruptions

No plan for handling

Inability to terminate conversation

Lack of delegation

Develop plan to screen, delegate, consolidate. Set hours fortaking calls

Preset time limit (Yes, I can talk for a few minutes).Foreshadow ending (Ann, before we hang up.). Be candid(Sorry, got to go now.).

Delegate more. Refer calls to delegates. Plan calls. List pointsto be discussed.

Causes

Remedies

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way to eliminate themTravel

Purpose unclear

Poor use of time en route

Stacked desk upon return

Clarify purpose, objectives. Explore alternatives to travel,such as bringing other person to you, telephone, conference

call, and letter.

Keep folder for Reading, Writing, and Discussion. Keep listsfor Thinking, planning, dictation.

Devise plan with staff to handle work in your absence.Assistant could send list or copies of correspondence.

Causes

Remedies

Does this happen to you?

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What do you Do ?

A.

There are a number of projects sitting on your "back

burner". These are the things you would like to do but

never seem to have the time. How can you squeeze

them into an already tight schedule?

B.You have a to/do list that is three pages long. It seems

like a waste of time to keep rewriting it and you are

tempted to give up a list making altogether. How can

be list-making be helping instead of frustrating?


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What do you Do ?

C. Is there an easy way to say "no" to the many

demands you are faced with? You worry about being

rude, or risk being called unfriendly.

May we suggest:A better schedule

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for the dayFirst thing in the morning:

Check your official mails. Look for change of plan/priorities.Look up your manager. He may have an urgent message foryou.

Attack your tasks by their priority. Attack your Q2 tasks.

During the Day

Tell your interruption that you are busy with an important taskand that you will get back to them at 1200. 1200/1700 are goodtimes to deal with interruptions

Schedule meetings nearer to lunch time

Plan to do your reports, data updating towards the end of theday.

Before leaving

Ensure that you have responded to all urgent mails people maybe looking for.

Have all people responded to your mails- otherwise follow up.

Have made your To Do for the next day on paper

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A Quick RECAP

1. SMART goals are the road maps to your destination

2. QII is prevention, QI is cure, prevention is better than

cure

3. Know your High energy times

4. Plan for meetings

5. Be aware of time wasters

6. Combat procrastination

7. Use planning and review your productivity

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Time GESL

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