Introduction
Topics
- Goals
- Objectives
- Urgent v Important
- Human nature
- Blame culture
- Productivity
- Time log
- Strategies
- Delegation
- Information
- Filing
- Where are we going?
- Decision making
- Task management
- Time
- Styles
- Planning
- Personal issues
- Tips
Key time destroyers
- General
- Action chasing
- Being disorganised
- Can't say 'No'
- Crisis management
- Desktop management
- Friends
- Large reports
- Low energy levels
- Meetings Part 1
- Meetings Part 2
- Multiple tasks
- Others errors
- Others jobs
- Paperwork
- Perfection
- Poor communication
- Poor control and reporting
- Poor delegation
- Poor information
- Poor leadership
- Poor planning
- Poor preparation
- Poor self discipline
- Putting things off
- Resource issues
- Responsibility / accountability / authority
- Socialising
- Staff issues
- The boss
- The telephone Part 1
- The telephone Part 2
- Travel time
- Unfinished tasks
- Unwanted callers
- Work overload
- Your own errors
Time management - Prioritising objectives part 2
Prioritising objectives part 2
Multiplication ranking
Priority ranking
(using multiplication)
If instead of adding the ‘strategic’ and ‘urgency’ data we multiply it we get the results as above.
Overall the ranking is wider spread than for the addition method seen previously.
If we look at tasks 7 to 10 we get rankings of 4,4, and 5,5
For the addition method we got a ranking of 3 for each.
Yes, we still have some the same that require further analysis but it is slightly better.
We can see that if either the ‘strategic’ or ‘urgency’ weighting has a lower value, it ranks higher in the ‘to do’ list.
This seems sensible (tasks 7 and 8 have one weighting of 2, whereas the lowest in tasks 9 and 10 is 3).
However, we have to be a little careful as they also have lower ‘strategic’ weighting of 5 compared to tasks 9 and 10
which only have weightings of 4.
You will need to decide which method you feel more comfortable with.
We can look at using a tabular matrix. See next.
Non - PRINCE2 information
Time management
Objectives
Objectives [see Objectives]
Prioritising objectives part 1 [see Prioritising objectives 1]
Prioritising objectives part 3 [see Prioritising objectives 3]
Project management
Introduction
What is a project? [see What is a project?]
What is project management? [see What is project management?]
Project management system [see What does a project management system consist of?]
Project visualisation [see Project visualisation]
Work breakdown [see Why breakdown a project?]
Concept [see Concept or idea]
Feasibility [see Feasibility study]
Initiation [see Initiation]
Specification [see Specification]
Project management design [see Design]
Project management build [see Build]
Project management implementation [see Implementation]
Project management operation and review [see Operation and review]
The Project Notebook [see The Project Notebook]
Mission statement
Mission statement [see Mission statement]
Mission statement Simple [see Mission statement Simple approach]
Mission statement Formal [see Mission statement Formal approach]
Objectives
Objectives [see Objectives – part 1 - Reasons for setting]
Objectives [see Objectives – part 2 – Should be]
Milestones
Milestones [see Milestones – part 1 - General]
Milestones [see Milestones – part 2 - Deliverables]
PRINCE2 2005
Introduction
Definition [see Introduction part 1]
Terminology [see Introduction part 2]
What is a project? Scope [see Introduction part 3]
The processes [see Introduction part 4]
Introduction to processes [see Introduction to processes]
59The components [see The components]
PRINCE2 2009
Introduction
Foreword [see Foreword]
Purpose [see Introduction part 1]
What does a project manager do? [see Introduction part 2a]
What is it we wish to control? [see Introduction part 2b]
The structure of PRINCE2 [see Introduction part 2c]
What PRINCE2 does not provide [see Introduction part 3]
Directing Projects with PRINCE2
Introduction DPP2
Purpose [see Introduction]
Key definitions [see Overview of PRINCE2 - Key definitions]
Structure of PRINCE2 [see Overview of PRINCE2 - Structure of PRINCE2]
The role of senior management in PRINCE2 [see Overview of PRINCE2 - The role of senior management in PRINCE2]
What PRINCE2 does not provide [see Overview of PRINCE2]
Risk management
Introduction
What is risk? [see What is risk?]
6 questions to define the project [see 6 questions to define the project]
The key areas of concern [see The key areas of concern]
What should risk analysis provide? [see What should risk analysis provide?]
3 Ways to view risk management [see 3 Ways to view risk management]
General comments on risk assessment [see General comments on risk assessment]
Accountability [see Accountability]
General comments on planning [see General comments on planning]
What are the core process steps to assess a risk? [see What are the core process steps to assess a risk?]
Simple process outline [see Simple process outline]
What are the basic overall process steps? [see What are the basic overall process steps?]
Stakeholders [see Stakeholders]
Success measures [see Success measures]
Why carry out Risk Assessment? [see Why carry out Risk Assessment?]
Leadership
Introduction
Definition of leadership [see Definition of leadership]
Leadership and effectiveness [see Leadership and effectiveness]
Leadership qualities [see Leadership qualities]
Leadership functions [see Leadership functions]
Time management
Prioritise [see Prioritise]
Prioritise Basics [see Prioritise Basics]
Timing [see Timing]
other sites of interest in the series
- PRINCE2 2009PRINCE2 2009 updates PRINCE2 2005 and covers the principles, the themes -
business case, organisation, quality, plans, risk, change and progress.
The processes – starting up a project, directing a project, initiating a project, controlling a stage,
managing product delivery, managing a stage boundary, closing a project and tailoring PRINCE2 2009 and more... - PRINCE2 2005PRINCE2 2005 covers definition, terminology, the processes - Starting up a Project (SU), Initiating a Project (IP),
Directing a Project (DP), Controlling a Stage (CS), Managing Product Delivery (MP), Managing Stage Boundaries (SB),
Closing a Project (CP) and Planning (PL). The components – Business case, Management of risk,
Quality in a project environment, Configuration management Change control, Organisation, Plans and Controls.
Also, Product-based planning, change control technique and quality review technique and more... - Project managementProject management covers planning, milestones, objectives, scope, control, estimating, assumptions and constraints, problem statements, mission statements, identifying strategy, deliverables, work breakdown structure (wbs), plan types, dependencies, PERT, critical path management (cpm), cost terminology, the project manager, report writing, manual methods, resource levelling, popular project management systems, quality function deployment and more...
- Risk managementRisk management covers proactive and reactive planning, triggers, monitoring and control, risk combination,
what is risk, core process steps, project life cycle, terminology, cumulative probability graph, modifying plans,
plan types, identifying risk issues, assessing risk, cost model, Monte Carlo distribution, probability density function (PDF), uncertain events, correlated events, budget versus contingency, simple networks, Markov chain and more... - LeadershipLeadership covers definition, the vision, influencing, change, confidence, motivation,
strategy, personality indicators, trust and integrity, empowerment, prioritising, proactivity,
SWOT analysis, strategy, insight, personal direction, the three C’s, being positive, self discipline,
leadership training, meetings and agendas, styles and more... - MotivationMotivation covers performance management, empowerment, relations and needs, integrity and trust,
consequences, positive and negative reinforcement, measurement, feedback, goals, rewards,
appraisals, creativity and labelling, communication, coaching and mentoring, teamwork and self motivation,
insight, intuition, foresight, inspiration and influence and more... - Problem solvingProblem solving covers identifying a problem, the use of brain storming and the Pareto rule.
Also, cause and effect diagrams, the six word system, TRIZ,
the Gen′ichi Taguchi method, assessing a problem, planning,
implementing and monitoring solutions with feedback for further action and more...
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