1. 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

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

3. 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.

4. 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.

5. 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.

6. 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.

7. 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

8. 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

9. 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 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.

10. 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.

11. 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?

12. 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

13. 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

14. Thank you