Time management - Staff issues

Staff issues

Resource

Clearly, if all of your staff (and yourself) are now highly efficient in terms of their Time Management practices and you still have too much work then you have a resource issue.

Are you still accepting tasks that you shouldn’t be?
Can you get temporary help to cover a critical period either from within or externally by hiring?
Do you need to take on more staff?
Can you outsource the work?
Is the work being held up because of poor skill sets?

Human resource and recruitment are covered in much more detail elsewhere [see ‘The Complete Project Management package’] and [see 'The Complete Project Management plus PRINCE2'].

Skill set

If you have identified that your staff have gaps in their skills then you will have to train them.
This assumes that the correct persons have been recruited and that they do not lack basic skills and qualifications to do the job in the first place. This would be a more serious situation.

Improve their Time Management skills.
Identify other training requirements and implement a plan. You will want to coordinate this with the personnel department.

Non - PRINCE2 information

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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]

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?]

Human relations

Human relations - negatives [see Human relations - negatives]
Human relations - benefits [see Human relations - benefits]

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]

Personal development

Proactivity [see Proactivity]
Proactive behaviour [see Proactive behaviour]
Personal direction [see Personal direction]
Personal direction - generating ideas [see Personal direction - generating ideas]
Skill development [see Skill development]
Delegation [see Delegation]
Values [see Values]

Personality traits

Personality - general [see Personality - general]
Personality - action [see Personality - action]
Myers Briggs Type Indicator [see Myers Briggs Type Indicator]
Myers Briggs Type Indicator uses [see Myers Briggs Type Indicator uses]
Fundamental Interpersonal Relations Orientation – Behaviour (FIRO B) [see FIRO B]
Occupational Personality Questionnaire (OPQ) [see OPQ]
Pathology [see Pathology]
Style spider [see Style spider]
Style spider - choices [see Style spider - choices]
Leadership styles - adverse behaviour [see Leadership styles - adverse behaviour]

The emerging leader

Emerging leaders [see Emerging leaders]
The boss [see The boss]

Training

Training [see Training]
Training selection [see Training selection]
Training opportunity [see Training opportunity]
Follow the leader [see Follow the leader]
Follow the leader - adverse behaviour [see Follow the leader - adverse behaviour]
Chess the middle game [see Chess the middle game]
Standards [see Standards]

At the top

Letting go [see Letting go]
Continuity [see Continuity]
Top of the ladder [see Top of the ladder]
Loneliness at the top part 1 [see Loneliness at the top part 1]
Loneliness at the top part 2 [see Loneliness at the top part 2]
The Top team [see The Top team]

other sites of interest in the series