Matching PMBOK Section Project Management Chapter 6 : Managing Time and Stress Harold Kerzner, Project Management: A Systems Approach To Planning, Scheduling and Control, Tenth Edition, John Wiley & Sons Inc., 2009 Matching PMBOK Section Human Resource Management Risk Management

Chapter 6 Contents Introduction Understanding Time Management Time Robbers Time Management Forms Effective Time Management Stress and Burnout

Introduction Project management environment involve Many meetings Report writing Conflict resolution Continuous planning and replanning Communications with the stakeholders Handling/managing crisis. Effectively, project manager is a manager, not a doer Ideally, in the “real world,” project managers are both manager and doer. Key to effective project management Disciplined time management If he Controlling his own time, then he will control nothing else on the project.

Time Management Facts about time management Time is a constraint Need effective time management principles Need to make time as a resource. Project managers strategies Understaff projects and project manager take the load. Manipulate time to get the work done. Delegate tasks Employ effective time management principles.

Time management issues Convert time from a constraint to a resource Completing work within deadline. Handling daily interruptions. Avoid overtime. Handling visitors, phone calls and incoming mail Procedures for routine work Say no when needed to. Approaching detail work. Handling subordinates. Handling Personal interests and avoid work when away from the office. Prioritized list of things to do with flexibility.

Challenges Faced by Project Managers Cannot say no when he/she need to. Employee turning over their problem into Project Managers problem Avoid getting involved in employee’s problem unnecessarily. If a problem require continued attention, opt for joint decisions in future decision making. Make employees own up their problems and learn to make their own decisions.

Time Robbers Too many Time robbers Office disturbance responsibility and authority Lack of information levels of review Indecision Procrastination Unclear roles/job descriptions Executive meddling Budget adherence requirements Poorly educated customers Not enough proven managers Vague goals and objectives etc

Time Management Forms Use forms for practicing better time management. “to do” pad Use forms for practicing better time management. The “to do” pad The project manager or secretary prepares the list of things to do. The project manager then decides which activities he must perform himself and assigns the appropriate priorities. “daily calendar log” For activities with the highest priorities PM assigns activities to the appropriate time blocks. Unfilled time blocks used for unexpected crises or for lower-priority activities. If there are more priority elements than time slots, the PM try to schedule in advance. (This may not be good, because it creates a backlog of high-priority activities). Do not postpone until tomorrow what you or your team can do today. Daily calendar log

Techniques to make better use of time Avoid useless memos. Refuse to do the unimportant. Look ahead. Ask: Is this trip necessary? Know your energy cycle. Control telephone and email time. Send out the meeting agenda. Overcome procrastination. Manage by exception. 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.

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.

Some Questions What am I doing that I don’t have to do 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?

Stress Stress can be due to Scenario of PM All causing stress Responsibility without authority or ability to exert control Necessity for perfection Pressure of deadlines Ambiguous role ambiguity Role conflict Role overload Crossing of organizational boundaries Responsibility for the actions of subordinates Necessity to keep up with the information explosions or technological breakthroughs. Scenario of PM Resources controlled by line management, but responsibilities to complete projects are his. Need to increase the work output, while work force is simultaneously being cut. Expected to get work out on schedule, but not allowed overtime. A scenario: “I have to implement plans I didn’t design, but if the project fails, I’m responsible” All causing stress

Signs of Stress Being tired Feeling depressed Being physically and emotionally exhausted Burned out Being unhappy Feeling trapped Feeling worthless Feeling resentful and disillusioned about people Feeling hopeless Feeling rejected Feeling anxious

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