Department of Industrial Engineeringsite.iugaza.edu.ps/aschokry/files/2014/09/PM-Kerzner-Chap-6.pdf · Industrial Engineering Department Islamic University of Gaza - Palestine Engineering

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Industrial Engineering Department Islamic University of Gaza - Palestine

Engineering Project Management

Presented ByDr. Abed Schokry

Department of Industrial Engineering

Chapter 6

Management of Your Time and Stress


After completing this chapter, students should be able to:• Identify useful strategies for better time management• Examine psychological issues• Explore common difficulties with perfectionism and

procrastination (postponement)• Describe the Time Management Matrix of Stephen Covey• Clarify your goals (and achieve them)• Handle people and projects that waste your time• Be involved in better delegation• Work more efficiently with your boss/advisor• Learn specific skills and tools to save you time• Overcome stress and procrastination

Learning OUTCOMES

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Increasing Efficiency

• Remember that time is money

• Benjamin Franklin, 1748• Advice to a young tradesman

• How can you increase your efficiency each day?

• Message from a friend:

Failing to plan …is planning to fail


Reducing Stress

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Causes of Stress

• What causes stress?– Internal sources– External sources

• What is stressful for you?


External sources causes of stress

• Major life changes – good and bad• Work• Relationship difficulties• Financial problems• Being too busy• Children and family

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Internal sources causes of stress

• Inability to accept uncertainty• Pessimism• Negative self-talk• Unrealistic expectations• Perfectionism• Lack of confidence


Effects of Stress• Cognitive Symptoms

– Memory problems– Inability to concentrate– Poor judgment– Seeing only the negative– Anxious or racing thoughts– Constant worrying

• Emotional Symptoms– Moodiness– Irritability or short temper– Agitation and inability to relax– Feeling overwhelmed– Sense of loneliness and isolation– Depression or general

unhappiness

• Physical Symptoms– Aches and pains– Diarrhea or constipation– Nausea and/or dizziness– Chest pain and/or rapid heartbeat– Loss of sex drive– Frequent colds

• Physical Symptoms– Eating more or less– Sleeping too much or too little– Isolating yourself from others– Procrastinating or neglecting

responsibilities– Using alcohol, cigarettes, or

drugs to relax– Nervous habits (e.g., nail biting,

pacing)

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Reducing Stress

• Reduce your stress through:– Time Management– Organization– Delegation


Why Time Management is Important

• “The Time Famine”

• Bad time management = stress

• This is life advice

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Hear me Now, Believe me Later

• Being successful doesn’t make you manage yourtime well.

• Managing your time well makes you successful.


Why Effective Time Management Matters

Success in school, and life in general, depends onone’s ability to efficiently manage time.

There are only 168 hours per week, but so manydifferent ways to spend it! Some ways clearly help achieve your goals. Others might seem productive but won’t help you in

the long run.

Your own priorities (goals) determine whether your useof time is efficient or inefficient.

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How do you use your time? Efficient use of time means using your time to achieve

your most important goals. Ask Yourself how much time you spend on your daily

activities…and how it adds up over a week’s time. Evaluate: Are you spending enough quality time on

your priorities? Or do you study only after everything else is done?


Planning

• Failing to plan is planning to fail

• Plan Each Day, Each Week, Each Semester

• You can always change your plan, but only once youhave one!

• (Plan, Do, Check, Act),,,,,,,,

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The four-quadrant TO DO List

1 2

3 4

Important

NotImportant

Due Soon Not Due Soon


. Crisis

. Pressing problems

. Deadline-drivenprojects, meetings,preparations

. Preparation

. Prevention

. Values clarification

. Planning

. Relationship building

. True re-creation

. Empowerment. Interruptions, some

phone calls. Some mail, somereports. Some meetings. Many proximate,

pressing matters. Many popular activities

. Trivia, busywork

. Some phone calls

. Time wasters

. “Escape” activities

. Irrelevant mail

. Excessive TV

I II

IV

Urgent Not Urgent

Impo

rtan

tNo

tIm

port

ant

Stephen Covey’s Time Management Matrix

III

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Quadrant I

• Represents things that are both “urgent” and“important” – we need to spend time here

• This is where we manage, we produce, where webring our experience and judgment to bear inresponding to many needs and challenges.

• Many important activities become urgent throughprocrastination, or because we don’t do enoughprevention and planning


• Includes activities that are “important, but noturgent”- Quadrant of Quality

• Here’s where we do our long-range planning,anticipate and prevent problems, empower others,broaden our minds and increase our skills

• Ignoring this Quadrant feeds and enlarges Quadrant I,creating stress, burnout, and deeper crises for theperson consumed by it

• Investing in this Quadrant shrinks Quadrant I

Quadrant II

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• Includes things that are “urgent, but not important” -Quadrant of Deception.

• The noise of urgency creates the illusion ofimportance.

• Actual activities, if they’re important at all, areimportant to someone else.

• Many phone calls, meetings and drop-in visitors fallinto this category

Quadrant II


• Reserved for activities that are “not urgent, notimportant”- Quadrant of Waste

• We often “escape” to Quadrant IV for survival• Reading addictive novels, watching mindless

television shows, or gossiping at office would qualifyas Quadrant IV time-wasters

Quadrant VI

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Is it bad to be in Quadrant I?

• Are you in Quadrant I because of the urgency or theimportance?

• If urgency dominates, when importance fades, you’llslip into Quadrant III.

• But if you’re in Quadrant I because of importance,when urgency fades you’ll move to Quadrant II.


What is the problem with urgency?

• Urgency itself is not the problem…• When urgency is the dominant factor in our lives,

importance isn’t• What we regard as “first things” are urgent things

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Where do I get time to spend in Quadrant II?

• From Quadrant III• Time spent in Quadrant I is both urgent and

important- we already know we need to be there• We know we shouldn’t be there in Quadrant IV• But Quadrant III can fool us


Increase Effectiveness

• After organizing and categorizing tasks, prioritize tasks• Develop new skills

– Time Sense– Goal Setting– Time Planning– Recognize Procrastination

• Celebrate your accomplishments• Plan your work, then work your plan• Work Smart Not Hard

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Major time wasters

• Interruptions we face during the day• Being a slave on the telephone• Unexpected/Unwanted visitors• Needless reports/Junk mail• Meetings without agenda• Procrastination• Afraid to Delegate• Not Wanting to Say "NO"• Low Self-Esteem• Problems With Objectives/Priorities


Time Robbers

• Incomplete work• A job poorly done that must be done over• Poor communications channels• Uncontrolled telephone calls• Lack of adequate responsibility and

commensurate authority• Poor functional performance• Changes without direct notification/ explanation• Casual visitors

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• Waiting for people• Failure to delegate, or unwise delegation• Poor retrieval systems• Lack of information in a ready-to-use format• Day-to-day administration• Spending more time than anticipated in answering

questions• Lack of sufficient clerical support• Late appointments• Impromptu tasks

Time Robbers (cont.)


• Union grievances• Having to explain “thinking” to superiors• Too many levels of review• Too many people in a small area• Office casual conversations• Misplaced information• Sorting mail• Record-keeping• Shifting priorities• Indecision or delaying decisions


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• Procrastination• Proofreading correspondence• Setting up appointments• Too many meetings• Monitoring delegated work• Unclear roles/job descriptions• Unnecessary crisis intervention• Overcommitted outside activities• Executive meddling• Budget adherence requirements



• Budget adherence requirements• Poorly educated customers• Need to get involved in details to get job done• Not enough proven or trustworthy managers• Vague goals and objectives• Lack of job description• Too many people involved in minor decision

making


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• Lack of technical knowledge• Disorganization of superiors• Lack of authorization to make judgment decisions• Poor functional status reporting• Inability to use one’s full potential• Overeducated for daily tasks• Work overload• Unreasonable time constraints



• Lack of commitment from higher authorities• Not being responsible for the full scope• Indecision on the part of higher management• Too much travel• Lack of adequate project management tools• Poor functional communications/writing skills• Departmental “buck passing”• Meetings with executives• Inability to relate to peers in a personal way


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• Rush into decisions/beat the deadlines• People being overpaid for their work• Lack of reward (“a pat on the back can do wonders”)• Expecting too much from one’s people and oneself• Multiple time constraints• Non-supportive family• Company political power struggles



• Going from crisis to crisis• Conflicting directives• Line management acting as a “father” figure• Fire drills• Lack of privacy• Lack of challenge in job duties• Project manager not involved/ unknowledgeable

about decision making• Bureaucratic roadblocks (“ego”)


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• Empire-building line managers• No communication between sales and engineering• Too much work for one person to handle effectively• Excessive paperwork• Lack of clerical/administrative support• Workload growing faster than capacity• Dealing with unreliable subcontractors



• Reeducating project managers• Lack of new business• Personnel not willing to take risks• Demand for short-term results• Lack of long-range planning• Being over-directed• Changing company systems, which requires

relearning• Overreacting management


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• Poor lead time on projects• Disregard for company or personal things• Documentation (reports/red tape)• Large number of projects• Inadequate or inappropriate requirements• Desire for perfection• Lack of dedication by technical experts• Poor salary compared to contemporaries• Lack of project organization



• Constant pressure• Constant interruptions• Problems coming in waves• Severe home constraints• Project monetary problems• Shifting of functional personnel• Lack of employee discipline• Lack of qualified manpower


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What can stop you?

• Negative Thoughts• Negative People• Low Self-Esteem• Fear of Failure• Fear of Rejection / Criticism


Practice Effective TimeManagement

to deal with it……

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Time Management Actions

• Allocate time according to Priorities (Quiet Hour,Session I,II,III,IV)

• "TO DO LIST“ (Top 3 Priorities today)• Have a Follow through• Learn to say two letter word - "NO"• Visualization and Auto-Suggestion• Delegate low Priority Item Enter the RISK ZONE• Communicate & Clarify Values• Analyze your use of TIME - "80/20“• Do not “REACT” to Urgency• Deal with One Paper only Once


Time Management Actions

• Delegate.• Follow the schedule.• Decide fast.• Decide who should attend.• Learn to say no.• Start now.• Do the tough part first.• Travel light.• Work at travel stops.

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• Avoid useless memos.• Refuse to do the unimportant.• Look ahead.• Ask: Is this trip necessary?• Know your energy cycle.• Control telephone time.• Send out the meeting agenda.• Shut off in-house visits.• Overcome procrastination.• Manage by exception.

Time Management Actions (cont.)


Rules

• Rules for time management– Conduct a time analysis (time log).– Plan solid blocks for important things.– Classify your activities.– Establish priorities.– Establish opportunity cost on activities.– Train your system (boss, subordinate, peers).– Practice delegation.– Practice calculated neglect.– Practice management by exception.– Focus on opportunities - not on problems.

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"SMART" Goals

• S - Specific & Self• M - Measurable• A - Achievable & Positive• R - Realistic & Rewarding• T - Time Bound


Preparing The To-DoChecklist

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Step 1 – Define your RoleStep 2 – Set your Monthly GoalStep 3 – Schedule your Weekly TimeStep 4 – Adopt it Daily - 80/20Step 5 – Act on it, Now!

Action Plan


Step 1 – Define your RoleStep 2 – Set your Monthly GoalStep 3 – Schedule your Weekly TimeStep 4 – Adopt it Daily - 80/20Step 5 – Act on it, Now!

Action Plan

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Time Management 49

Prioritize

• Do• Delegate• Delay• Delete


Questions

• Questions– What am I doing that I don’t have to be doing at all?– What am I doing that can be done better by

someone else?– What am I doing that could be done as well by

someone else?– Am I establishing the right priorities for my

activities?

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Time Management Summary• Identify your core goals and organize your time

around them.– Visualize yourself as successful.

• Make a semester calendar with all important duedates.

• Break big projects into specific, small tasks that canbe done in 15 to 30 minute chunks of time.– Prioritize a daily to-do list, do important chunks FIRST.– Schedule study time for when you are most alert…– Also use your “wait time” to accomplish tasks.


Time Management Summary• Identify your core goals and organize your time

around them.– Visualize yourself as successful.

• Make a semester calendar with all important duedates.

• Break big projects into specific, small tasks that canbe done in 15 to 30 minute chunks of time.– Prioritize a daily to-do list, do important chunks FIRST.– Schedule study time for when you are most alert…– Also use your “wait time” to accomplish tasks.

Review

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Review (cont.)

• Set goals• Prioritize• Organize• Learn when to say “NO”• Use your waiting time• Concentrate on the task at hand• Consider your personal prime time• Celebrate success


End of Chapter

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•Stephen Covey’s “Seven Habits”

•Advice I have for working in groups.

Appendix:


The Seven Habits

1. BE PROACTIVE: Between stimulus and response inhuman beings lies the power to choose. Productivity,then, means that we are solely responsible for whathappens in our lives. No fair blaming anyone or anythingelse.

2. BEGIN WITH THE END IN MIND: Imagine your funeral andlisten to what you would like the eulogist to say aboutyou. This should reveal exactly what matters most to youin your life. Use this frame of reference to make all yourday-to-day decisions so that you are working toward yourmost meaningful life goals.

From “The Seven Habits of Highly Effective People: Restoring theCharacter Ethic” by Stephen R. Covey, Simon and Schuster, 1989

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3. PUT FIRST THINGS FIRST. To manage our liveseffectively, we must keep our mission in mind,understand what’s important as well as urgent, andmaintain a balance between what we produce each dayand our ability to produce in the future. Think of theformer as putting out fires and the latter as personaldevelopment.

4. THINK WIN/WIN. Agreements or solutions among peoplecan be mutually beneficial if all parties cooperate andbegin with a belief in the “third alternative”: a better waythat hasn’t been thought of yet.

The Seven Habits


5. SEEK FIRST OT BE UNDERSTANDING, THEN TO BEUNDERSTOOD. Most people don’t listen. Not really.They listen long enough to devise a solution to thespeaker’s problem or a rejoinder to what’s being said.Then they dive into the conversation. You’ll be moreeffective in you relationships with people if you sincerelytry to understand them fully before you try to make themunderstand your point of view

The Seven Habits

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6. SYNERGIZE. Just what it sound like. The whole isgreater than the sum of its parts. In practice, this meansyou must use “creative cooperation” in socialinteractions. Value differences because it is often theclash between them that leads to creative solutions.

The Seven Habits


7. SHARPEN THE SAW. This is the habit of self-renewal,which has four elements. The first is mental, whichincludes reading, visualizing, planning and writing.The second is spiritual, which means value clarificationand commitment, study and meditation. Third issocial/emotional, which stress management includesservice, empathy, synergy and intrinsic security.Finally, the physical includes exercise, nutrition andstress management.

The Seven Habits

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Tips for Working in Groups

By Randy Pausch, for the Building Virtual Worlds course at Carnegie Mellon, Spring 1998

• Meet people properly. It all starts with the introduction. Then,exchange contact information, and make sure you know how topronounce everyone’s names. Exchange phone #s, and findout what hours are acceptable to call during.

• Find things you have in common. You can almost always findsomething in common with another person, and starting fromthat baseline, it’s much easier to then address issues whereyou have difference. This is why cities like professional sportsteams, which are socially galvanizing forces that cut acrossboundaries of race and wealth. If nothing else, you probablyhave in common things like the weather.



• Make meeting conditions good. Have a large surface to writeon, make sure the room is quiet and warm enough, and thatthere aren’t lots of distractions. Make sure no one is hungry,cold, or tired. Meet over a meal if you can; food softens ameeting. That’s why they “do lunch” in Hollywood

• Let everyone talk. Even if you think what they’re said is stupid.Cutting someone off is rude, and not worth whatever small timegain you might make. Don’t finish someone’s sentences for himor her; they can do that for themselves. And remember: talkinglouder or faster doesn’t make your idea any better.


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By Randy Pausch, for the Building Virtual Worlds course at Carnegie Mellon,Spring 1998

• Check your egos at the door. When you discuss ideas,immediately label them and write them down. The labelsshould be descriptive of the idea, not the originator: “thetroll bridge story,” not “Jane’s story.”

• Praise each other. Find something nice to say, even if it’sa stretch. Even the worst of ideas has a silver lininginside it, if you just look hard enough. Focus on thegood, praise it, and then raise any objections or concernsyou have about the rest of it.




• Put if in writing. Always write down who is responsible forwhat, by when. Be concrete. Arrange meetings by email, andestablish accountability. Never assume that someone’sroommate will deliver a phone message. Also, remember that“politics is when you have more than 2 people” – with that inmind, always CC (carbon copy) any piece of email within thegroup, or to me, to all members of the group. This rule shouldnever be violated; don’t try to guess what your group matesmight or might not want to hear about.


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• Be open and honest. Talk with your group members if there’s aproblem, and talk with me if you think you need help. Thewhole point of this course is that it’s tough to work acrosscultures. If we all go into it knowing that’s an issue, we shouldbe comfortable discussing problems when they arise – after all,that’s what this course is really about. Be forgiving whenpeople make mistakes, but don’t be afraid to raise the issueswhen they come up.



By Randy Pausch, for the Building Virtual Worlds course at Carnegie Mellon, Spring1998

• Avoid conflict at all costs. When stress occurs andtempers flare, take a short break. Clear your heads,apologize, and take another stab at it. Apologize forupsetting your peers, even if you think someone else wasprimarily at fault; the goal is to work together, not start alegal battle over whose transgressions were worse. Ittakes two to have an argument, so be the peacemaker.

• Phrase alternatives as questions. Instead of “I think weshould do A, not B,” try “What if we did A, instead of B?”That allows people to offer comments, rather than defendone choice.


Documents

Department of Industrial Engineeringsite.iugaza.edu.ps/aschokry/files/2014/09/PM-Kerzner-Chap-6.pdf · Industrial Engineering Department Islamic University of Gaza - Palestine Engineering