Priorities and Time Management-Short-KimberlyWiefling

8/8/2019 Priorities and Time Management-Short-KimberlyWiefling

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Copyright Wiefling Consulting 2010Copyright Wiefling Consulting 2010

Heart Lungs Kidneys!Heart Lungs Kidneys!

If Everything is #1,If Everything is #1,

Then Nothing Is!Then Nothing Is!

Kimberly Wiefling, M.S.Kimberly Wiefling, M.S.

President, Wiefling ConsultingPresident, Wiefling Consulting

Author, Scrappy Project ManagementAuthor, Scrappy Project Management

Executive Editor, The Scrappy GuidesExecutive Editor, The Scrappy Guides

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"Time only seems to matter when it's"Time only seems to matter when it's

running out. - Peter Struprunning out. - Peter Strup

Time is a created thing. To say 'I don'tTime is a created thing. To say 'I don't

have time,' is like saying, 'I don't want to.have time,' is like saying, 'I don't want to.

Lao-TzuLao-Tzu

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What Criteria?What Criteria?

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WHO?WHO?


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A Typical FunctionalA Typical FunctionalOrganization ChartOrganization Chart

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Me

Executives

Contractors

VendorsContracts& Legal

Customers

Team

Requirements

FeedbackEtc.

StatusChange RequestsEtc.

Shareholders

Stakeholder AnalysisStakeholder AnalysisWhat will each be saying when you are wildly successful?

Ref: Posner & Kouzes, The Leadership Challenge, Communication Sociogram.


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Stakeholder Analysis & Communications PlanStakeholder Analysis & Communications Plan

Make a chart of key stakeholders for your project - internal and external.Make a chart of key stakeholders for your project - internal and external.o include executive team and project executive sponsorinclude executive team and project executive sponsoro

Include whats in it for them (WIIFM),Include whats in it for them (WIIFM),o include what you need from each stakeholderinclude what you need from each stakeholder

Show the communication paths between stakeholders. What types ofShow the communication paths between stakeholders. What types of

information need to be communicated to each stakeholder groupinformation need to be communicated to each stakeholder groupo Who communicates?Who communicates?o What methods are used?What methods are used?

(e.g., written, email, meetings)(e.g., written, email, meetings)o Frequency?Frequency? Prioritize thePrioritize the

top 3 keytop 3 key

stakeholdersstakeholdersfor yourfor your

projectproject What will topWhat will top

3 stakeholders be saying when3 stakeholders be saying when

your project is WILDLYyour project is WILDLYsuccessful?successful?

Your

Team

Requirements

Feedback Etc.

Status

ChangeRequests

Etc.

???

Copyright ALC Education and Wiefling Consulting 2009

???

???

???

???

???

???


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WHAT?WHAT?


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How?WhyNot?

What?Who?

High Level Plans Integrated Schedule Risks & Obstacles Upside!

Goals/Charter Metrics/Scorecard Priorities

Priorities

#1

#2

#3

GOALS

A C T I O N S !

P L A N SPEOPLE

CommunicationMap/Stakeholder

Analysis

Team Org Chart

Scrappy Project ManagementScrappy Project Management

Overall Approach to Getting ResultsOverall Approach to Getting ResultsGoal Statement: Ideal Outcome in 1 SentenceGoal Statement: Ideal Outcome in 1 Sentence

WHY

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How long a minute is

depends on what side of the

bathroom door you're on.

" Things which matter most must never be at the mercy of

things which matter least." - Goethe

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The Challenge: Ability to ExecuteThe Challenge: Ability to Execute

Leadership without the

discipline of execution is

incomplete and ineffective.

Without the ability to executeall other attributes of

leadership become hollow

Larry Bossidy Chairman,Honeywell International

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#1 REASON WHY LEADERS FAIL?

70% of strategic failures are due to poorexecution of leadership.

Its rarely for lackof smarts

or vision.

Source: Charan, R. and Colvin,G. Why CEOs Fail, Fortune,

June 21, 1999.

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The Power of FocusThe Power of Focus

Number of Goals 2 3 4 10 11 20

Goals Achievedwith Excellence

2 3 1 2 0

Ref: The 4 Disciplines of Execution, Stephen R. Covey.

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A leader who says Ive gotten priorities doesnt knowwhat he is talking about. Hedoesnt know himself whatthe most important things

are. Youve got to havethese few, clearly realistic

goals and priorities

Larry Bossidy & Ram Charan, Execution: The

Discipline of Getting Things Done, New York:Crown Business, 2002 1515



Vicious Work-Time CycleVicious Work-Time Cycle

Pressure to get

everything done

Crisis

Mentality

Individual

Heroics

Constant Task

Switching &

InterruptionsConsequences for

Individuals and

Organizations

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The Impact of Priority SettingThe Impact of Priority Setting

REF: Preston Smith & Donald Reinertsen, Developing Products in Half the Time, 1998.

Project 1

Project 2

Project 1 Project 2

Time

Project 3

Project 3

Resources

Revenue! Revenue! Can be faster!

Resources

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Impact of Multi-taskingImpact of Multi-tasking

1 2 3 4 5

# of Projects/Person

Total Time

Spent onProductive

Tasks

100%

80%

60%

40%

20%

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REF: Preston Smith &

Donald Reinertsen,

Developing Products in

Half the Time, 1998.


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Prioritize choose between:Prioritize choose between:

Heart, lungs, kidneysHeart, lungs, kidneys

Steering wheel, motor, brakesSteering wheel, motor, brakes

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There is a difference between doing several thingsat once (walking and chewing gum) and switchingbetween several activities. In the first, attention is

not fully devoted to any one activity. And in thesecond, time is wasted gearing up for each activitythat could be better used on completing oneactivity. - Jack Vinson

Dont mistake activity for progress!Dont mistake activity for progress!

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Priority? Everything is #1!Priority? Everything is #1!

PrioritizePrioritize ruthlessly,ruthlessly,

choosing betweenchoosing between

heart, lungs &heart, lungs &kidneys ifkidneys if

necessary.necessary.

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If you cant say NO, yourIf you cant say NO, your

YES means nothing.YES means nothing.

If opportunity came disguised asIf opportunity came disguised astemptation, one knock would betemptation, one knock would be

enough.enough. - Lane Olinghouse- Lane Olinghouse

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Basic Principle of Time ManagementBasic Principle of Time Management

Assign priorities to ones tasksAssign priorities to ones tasks

according to some clear criteria andaccording to some clear criteria and

carry out the tasks in order of priority.carry out the tasks in order of priority.

Its simple, and yet . . .

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Successful Project ManagementSuccessful Project Management

Prioritize.Prioritize.

Focus.Focus.

Win.Win.

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Important vs. UrgentImportant vs. Urgent

CrisisCrisis

Trivia WorkTrivia Work

Work to DoWork to Do

Your LeadershipDevelopment

Time Wasting WorkTime Wasting Work

UR

GEN

T

Y

ES

NO

I M P O R T A N T NOT I M P OR T A N TRef: Steven Covey, The 7 Habits of Highly Successful People.

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22

33

44

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First Things FirstFirst Things First

Get rid of some of the small marblesGet rid of some of the small marbles..DoDo youyou really have to do all those things?really have to do all those things?

Manage the marbles instead of reacting to themManage the marbles instead of reacting to them..Anticipate, decide, delegate, schedule.Anticipate, decide, delegate, schedule.

Break the big marbles into pieces thatBreak the big marbles into pieces that willwill fit infit in

your jaryour jar..And reward yourself for getting something important done.And reward yourself for getting something important done.

Make working on the big marbles priority #1Make working on the big marbles priority #1..Schedule some of the day to work - dont accept interruptionsSchedule some of the day to work - dont accept interruptions

Is your job really about putting out fires? Should it?Is your job really about putting out fires? Should it?

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PrioritizationPrioritization

Core

Infield

Outfield

Irrelevant

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Project Resource PlanningProject Resource Planning

No more than 3 projects per person.No more than 3 projects per person. Put persons name on 3 post notes.Put persons name on 3 post notes. List projects in priority order.List projects in priority order. Put the resources in line with the projects, filling from topPut the resources in line with the projects, filling from top

priority down.priority down.

When you are out of post notes, you cut or deferWhen you are out of post notes, you cut or deferunresourced or partially resourced projects.unresourced or partially resourced projects.

Project Resource Assignments

#1-Tiger

#2-Wolf#3-Piggy

#4-Squirrel

K K

K

J

J

J

M M

M

D

D

D

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ScrappyScrappySurvivalSurvival

SkillSkillPrioritizePrioritize ruthlessly,ruthlessly,

choosing betweenchoosing between

heart, lungs &heart, lungs &

kidneys ifkidneys if

necessary.necessary.

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Adrenaline OverdoseAdrenaline Overdose

A constant state of Sympathetic StressA constant state of Sympathetic Stress

forces the body to continuously produceforces the body to continuously produce

adrenaline leading toadrenaline leading to

- Increase in blood pressureIncrease in blood pressure

- Inhibited digestionInhibited digestion

-

Decreased immune functionDecreased immune function- FatigueFatigue

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Congratulations inCongratulations in

advance!advance!

Kimberly Wiefling, M.S.Kimberly Wiefling, M.S.

Wiefling ConsultingWiefling Consulting

Global Business LeadershipGlobal Business Leadership

Sensible Project ManagementSensible Project Management

650 867 0847650 867 0847

[email protected]@wiefling.com

Conceive it. Believe it. Achieve it.

Priorities and Time Management-Short-KimberlyWiefling

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