1 hr pressie

Effective Effective ManagementManagement

ofofTIMETIME

1-hour talk 1-hour talk byby

David DempsterDavid Dempsterfromfrom

Teamwork InternationalTeamwork International

© Teamwork International 2009 Effective Management of TIME Slide 2

TopicsTopics• Setting the SceneSetting the Scene• TIME a Critical ResourceTIME a Critical Resource• Managing YourselfManaging Yourself• Planning Your WorkPlanning Your Work• Blocking InterruptionsBlocking Interruptions• Telephone TechniquesTelephone Techniques• MeetingsMeetings• Escaping the Time TrapEscaping the Time Trap• Creative Problem SolvingCreative Problem Solving• Useful resources on Teamwork’s web siteUseful resources on Teamwork’s web site


Setting the SceneSetting the Scene

• Do you enjoy having money?Do you enjoy having money?



•£1440£1440

•Every dayEvery day

•What would you do with it?What would you do with it?



• Constraints…Constraints…

• You can’t bank the moneyYou can’t bank the money• You can’t invest the moneyYou can’t invest the money• You can’t save the moneyYou can’t save the money

• Any money not spent by 12 pm is lost Any money not spent by 12 pm is lost forever!!forever!!



• I think you would take some time to plan:I think you would take some time to plan:– How you would spend the moneyHow you would spend the money– How to get maximum benefit from the moneyHow to get maximum benefit from the money

• We need to apply the same amount of We need to apply the same amount of energy to:energy to:– Planning our dayPlanning our day– Maximising what we can achieve in the dayMaximising what we can achieve in the day

• Remember there are...1440 minutes in a dayRemember there are...1440 minutes in a day


The SolutionThe Solution

• There is no ONE solution that “fits all”There is no ONE solution that “fits all”• Time Management is based on a number of Time Management is based on a number of

fairly obvious techniques and procedures fairly obvious techniques and procedures that need to be carried out in a disciplined that need to be carried out in a disciplined and structured wayand structured way

• You need to pick the bits that apply to YOUYou need to pick the bits that apply to YOU• Take a measured approach (try one or two Take a measured approach (try one or two

ideas)ideas)• Don’t give up too soon - stick with your Don’t give up too soon - stick with your

plan plan


Time a Critical ResourceTime a Critical Resource

• What am I doing?What am I doing?– First step is to find out what you are First step is to find out what you are

currently doingcurrently doing– Identifying where your time is goingIdentifying where your time is going– Finding out where the “time-leaks” areFinding out where the “time-leaks” are– Being honest with yourself Being honest with yourself

• include the “silly” items that are not part of include the “silly” items that are not part of your job specyour job spec

• The following table may help to clarify The following table may help to clarify thingsthings


Time a Critical ResourceTime a Critical Resource• List the tasks that you get involved with List the tasks that you get involved with

during your day-to-day working life.during your day-to-day working life.

List of tasks that I performList of tasks that I perform AA BB CC DD

Calculation & payment of wages, salaries Calculation & payment of wages, salaries & pensions& pensions

Writing reportsWriting reports

Attending meetingsAttending meetings

Chairing meetingsChairing meetings

Changing the toner cartridge on the Changing the toner cartridge on the photocopierphotocopier

Dealing with visits by a Dealing with visits by a representative/customerrepresentative/customer

Conducting appraisals, interviewsConducting appraisals, interviews

Sorting out problems – fire fightingSorting out problems – fire fighting

Travelling, etc……Travelling, etc……


Time a Critical ResourceTime a Critical Resource• Put a tick in column Put a tick in column AA against any task against any task

that you perform on a “that you perform on a “regularregular” basis. ” basis.



**


Attending meetingsAttending meetings **

Chairing meetingsChairing meetings **


**


Conducting appraisals, interviewsConducting appraisals, interviews **

Sorting out problems – fire fightingSorting out problems – fire fighting **

Travelling, etc……Travelling, etc…… **


Time a Critical ResourceTime a Critical Resource• Put a tick in column Put a tick in column BB against any against any

task that you could ‘task that you could ‘delegatedelegate’. ’.



**





** **


**


Sorting out problems – fire fightingSorting out problems – fire fighting ** **



Time a Critical ResourceTime a Critical Resource• Put a tick in column Put a tick in column CC against any against any

task that you could “task that you could “automateautomate”. ”.



** **

Writing reportsWriting reports **




** **


**


Sorting out problems – fire fightingSorting out problems – fire fighting ** ** **



Time a Critical ResourceTime a Critical Resource• Put a tick in column Put a tick in column DD against any against any

task that you “task that you “do not enjoydo not enjoy”. ”.



** ** **

Writing reportsWriting reports **


Chairing meetingsChairing meetings ** **


** ** **


**


Sorting out problems – fire fightingSorting out problems – fire fighting ** ** ** **




• Once you have completed your entries…Once you have completed your entries…– Search through the table and identify the Search through the table and identify the

rows where there are three or four ticks.rows where there are three or four ticks.– These are tasks These are tasks you perform on a regular you perform on a regular

basis, could be delegated or automated and basis, could be delegated or automated and are ones that you don’t particularly enjoy!are ones that you don’t particularly enjoy!

• Do not expect to change the way you Do not expect to change the way you work overnight. We are creatures of work overnight. We are creatures of habit with routines built up over a habit with routines built up over a number of years number of years



• Identifying the (common) time wastersIdentifying the (common) time wasters– Unclear objectives or unclear prioritiesUnclear objectives or unclear priorities– Poor or incomplete informationPoor or incomplete information– Interruptions (drop-in visitor), telephone, email…Interruptions (drop-in visitor), telephone, email…– No time planning or no time to plan my timeNo time planning or no time to plan my time– Meetings (scheduled and unscheduled)Meetings (scheduled and unscheduled)– Crisis management, no delegation or not delegating Crisis management, no delegation or not delegating

effectivelyeffectively– Training new staffTraining new staff– Junk mail, junk e-mail, junk faxesJunk mail, junk e-mail, junk faxes– Poor or inadequate filing systemsPoor or inadequate filing systems



• Most people can usually identify with a Most people can usually identify with a number of the items on the previous number of the items on the previous slide. These items are termed ‘external slide. These items are termed ‘external causes’ and are probably the easiest to causes’ and are probably the easiest to recognise.recognise.

• Another set of time wasters, which are Another set of time wasters, which are known as ‘internal causes’, can be known as ‘internal causes’, can be harder to recognise and maybe more harder to recognise and maybe more difficult to admit to.difficult to admit to.



• Some of the ‘internal causes’ that waste your Some of the ‘internal causes’ that waste your timetime– Attempting too many things at onceAttempting too many things at once– Inaccurate or unrealistic timescalesInaccurate or unrealistic timescales– Doing it yourselfDoing it yourself– ProcrastinationProcrastination– Failing to let others do their jobFailing to let others do their job– Getting everyone involvedGetting everyone involved– Passing the blame onto othersPassing the blame onto others– Poor or inadequate organisationPoor or inadequate organisation– Making snap decisionsMaking snap decisions– Outside and personal activities Outside and personal activities


Managing YourselfManaging Yourself

• Do you know where your time goes?Do you know where your time goes?– If you are serious about improving the If you are serious about improving the

effectiveness of your time management then effectiveness of your time management then one of the first things you should do is keep one of the first things you should do is keep a log of how you spend your time during a a log of how you spend your time during a typical week.typical week.

– Look at your job description and see what Look at your job description and see what you should be doing.you should be doing.

– What skills/attributes does the company What skills/attributes does the company employ you for?employ you for?


Managing YourselfManaging Yourself– Reading and dealing with correspondenceReading and dealing with correspondence– Training – others and/or yourselfTraining – others and/or yourself– Attending and chairing meetingsAttending and chairing meetings– Trouble shooting and Fire fightingTrouble shooting and Fire fighting– Planning and policy makingPlanning and policy making– Making and receiving telephone callsMaking and receiving telephone calls– Reading, writing, traveling , etc…Reading, writing, traveling , etc…

• Form a list of your most important activities that Form a list of your most important activities that contribute to your effectiveness.contribute to your effectiveness.

• Include all those items/tasks that you get involved Include all those items/tasks that you get involved with that do not contribute directly to your with that do not contribute directly to your effectivenesseffectiveness..


Managing Yourself – Your Managing Yourself – Your TIME LogTIME Log

Time Used Each Time Used Each DayDay

ActivityActivity MonMon TueTue WedWed ThuThu FriFri Total Total TimeTime

%%

Total hours Total hours workedworked



• Analysing your time logAnalysing your time log– Make a list of:Make a list of:

• Completed & Uncompleted tasks/itemsCompleted & Uncompleted tasks/items• Tasks/Items that added & decreased your Tasks/Items that added & decreased your

effectivenesseffectiveness

– Try to answer these questions…Try to answer these questions…• Why did I manage to complete these tasks but not Why did I manage to complete these tasks but not

these?these?• Did I not have all the information to hand that I Did I not have all the information to hand that I

needed?needed?• Could I not get hold of the right people?Could I not get hold of the right people?• Or, did I just run out of time????? Or, did I just run out of time?????



• Grouping TasksGrouping Tasks– We are creatures of habit and like a routineWe are creatures of habit and like a routine– We seem to accept and respond to doing We seem to accept and respond to doing

certain these things at certain timescertain these things at certain times– Try to capitalise on your established daily Try to capitalise on your established daily

routine by grouping like-tasks togetherroutine by grouping like-tasks together• E.g. Many people find writing letters difficult or E.g. Many people find writing letters difficult or

time consuming, but once they actually focus their time consuming, but once they actually focus their attention and start the creative progress things attention and start the creative progress things seem to fall into place. Once you have written the seem to fall into place. Once you have written the first letter, carry on and compose the next (re-using first letter, carry on and compose the next (re-using as many paragraphs as possible).as many paragraphs as possible).



• Action PointsAction Points– Get into a daily routineGet into a daily routine– Group like-tasks togetherGroup like-tasks together

• Dealing with the mailDealing with the mail• Writing letters, reportsWriting letters, reports• Making telephone callsMaking telephone calls• Being creative, attending to administrative Being creative, attending to administrative

proceduresprocedures

– Plan what you are going to do and resources Plan what you are going to do and resources neededneeded• Helps to reduce execution timeHelps to reduce execution time


Planning Your WorkPlanning Your Work

• The VERY basic check listThe VERY basic check list– Make a list of ALL the tasks that can sensibly be tackled Make a list of ALL the tasks that can sensibly be tackled

todaytoday– Make sure each task has a realistic time durationMake sure each task has a realistic time duration– Assign a priority (letter or number) to each task in terms of:Assign a priority (letter or number) to each task in terms of:

• Urgency and importanceUrgency and importance• Time durationTime duration

– Allocate tasks to time slots (in your diary or manager)Allocate tasks to time slots (in your diary or manager)– Concentrate on the highest priority task and stick with it Concentrate on the highest priority task and stick with it

until it is completeduntil it is completed– Re-check your priorities and then tackle the next priority Re-check your priorities and then tackle the next priority

tasktask



• Planning aidsPlanning aids– Pieces of paperPieces of paper

• check lists, check lists, • To Do lists, etc…To Do lists, etc…

– Desk or pocket diaryDesk or pocket diary– Personal organisers (Filofax or Time Manger)Personal organisers (Filofax or Time Manger)– Electronic organisers (Psion Organiser or Newton Electronic organisers (Psion Organiser or Newton

Notebook)Notebook)– Electronic diaries or calendars on workstations or Electronic diaries or calendars on workstations or

PCsPCs• Microsoft OutlookMicrosoft Outlook• Lotus NotesLotus Notes• ACT2000 or Maximiser 6.0, etc…ACT2000 or Maximiser 6.0, etc…


Planning Your WorkPlanning Your Work• Microsoft Outlook – Microsoft Outlook – Contacts ManagerContacts Manager


Planning Your WorkPlanning Your Work• Microsoft Outlook – Microsoft Outlook – Calendar and TasksCalendar and Tasks


Planning Your WorkPlanning Your Work• Maximiser – Maximiser – Contacts ManagementContacts Management



• Customised Planning Sheets (available on our web site)Customised Planning Sheets (available on our web site)

Task List (Duration and Priority)Task List (Duration and Priority) ClockClock Time Plan and AppointmentsTime Plan and Appointments

08.0008.00

09.0009.00

10.0010.00

~~~~~~~~

~~~~~~~~

18.0018.00

19.0019.00

Your Notes and ActionsYour Notes and Actions

Email / SMS / Fax / Phone / Write Email / SMS / Fax / Phone / Write


Planning Your WorkPlanning Your WorkTask List (Duration and Priority)Task List (Duration and Priority) ClockClock Time Plan and AppointmentsTime Plan and Appointments

(a) Finish XYZ report (0.5 hr)(a) Finish XYZ report (0.5 hr) 08.0008.00

(b) Plan the strategy to target AMD (1 hr)(b) Plan the strategy to target AMD (1 hr) 09.0009.00 Sales Review meeting in Conf RoomSales Review meeting in Conf Room

10.0010.00

(d) Sort out expense claim (0.5 hr)(d) Sort out expense claim (0.5 hr) 11.0011.00 Follow up actionsFollow up actions

12.0012.00

(c) Get info sheets from www or library (c) Get info sheets from www or library 13.0013.00 Lunch with Gary (at Old Manor Rest)Lunch with Gary (at Old Manor Rest)

14.0014.00

15.0015.00

16.0016.00

17.0017.00 Plan agenda for next Sales MtgPlan agenda for next Sales Mtg

18.0018.00 Drive to ManchesterDrive to Manchester

19.0019.00

Your Notes and ActionsYour Notes and Actions

Check hotel booking, arrange dinner for John and MikeCheck hotel booking, arrange dinner for John and Mike

Brief Chris about client meeting with IMSBrief Chris about client meeting with IMS

Email / SMS / Fax / Phone / Write Email / SMS / Fax / Phone / Write

Phone Jim at IMS re: order shipmentPhone Jim at IMS re: order shipment

Fax quotation for training on X25 to AMDFax quotation for training on X25 to AMD


Blocking InterruptionsBlocking Interruptions

• Learn to say “NO”Learn to say “NO”– Saying “no” diplomaticallySaying “no” diplomatically– Strike a bargain or make a contract with the Strike a bargain or make a contract with the

personperson• Encourages them to find a solution or viable Encourages them to find a solution or viable

optionsoptions

• Avoid the “open door” situationAvoid the “open door” situation• Manage visitors betterManage visitors better• Control socialisingControl socialising• Organise your telephone techniqueOrganise your telephone technique


Telephone TechniquesTelephone Techniques

• Before picking up the phone make sure you Before picking up the phone make sure you have:have:– A writing pad and a pen/pencil that works!A writing pad and a pen/pencil that works!– Made a note of the telephone number you are callingMade a note of the telephone number you are calling

• If you call someone often, program number in the phoneIf you call someone often, program number in the phone

– Full name and position of the person you are callingFull name and position of the person you are calling– The name of an alternative person (if first The name of an alternative person (if first

unavailable)unavailable)– Made a note of what you want to say and want you Made a note of what you want to say and want you

want to achieve.want to achieve.• Terminate call when objectives are satisfiedTerminate call when objectives are satisfied


MeetingsMeetings

• Some basic guidelinesSome basic guidelines– Explore alternativesExplore alternatives

• Telephone, fax, video-conferencing, Telephone, fax, video-conferencing, • Internet technology i.e. Net-Meeting, Internet technology i.e. Net-Meeting,

– Establish Establish time limitedtime limited agendas agendas– Start and finish on timeStart and finish on time– Stick to the agendaStick to the agenda– Beware of the roles people play at Beware of the roles people play at

meetingsmeetings


MeetingsMeetings• Evaluation list and improvement planEvaluation list and improvement plan

– Was the agenda received before the meeting?Was the agenda received before the meeting?– Did the agenda contain time-limited items?Did the agenda contain time-limited items?– Did the meeting start on time?Did the meeting start on time?– Did the correct and appropriate people attend the meeting?Did the correct and appropriate people attend the meeting?– Was all information that was needed for the meeting Was all information that was needed for the meeting

available?available?– How effective was the chairpersonHow effective was the chairperson

• In involving all the attendeesIn involving all the attendees• Keeping the meeting on track and focussed Keeping the meeting on track and focussed

– How effective was recording of agreed actions & How effective was recording of agreed actions & assignments?assignments?

– Did the meeting finish on time?Did the meeting finish on time?– Have previous action points (prior meetings) been followed-Have previous action points (prior meetings) been followed-

up?up?


Escaping the Time Trap - Escaping the Time Trap - 11

• Develop a daily routineDevelop a daily routine– Remember, most of us are creatures of habit and seem to Remember, most of us are creatures of habit and seem to

enjoy doing things at certain times.enjoy doing things at certain times.

• Schedule times for routine meetings, Schedule times for routine meetings, going through mail, etc…going through mail, etc…– Grouping like-tasks together improves efficiency and helps to Grouping like-tasks together improves efficiency and helps to

focus your attention on your priorities.focus your attention on your priorities.

• Find out whether you are an ‘A’ or ‘B’ Find out whether you are an ‘A’ or ‘B’ personperson– Some people have a greater capacity for work in the morning, Some people have a greater capacity for work in the morning,

while others find the afternoon is the time when they are at while others find the afternoon is the time when they are at peak efficiency.peak efficiency.What sort of person are you?What sort of person are you?



• Do difficult things/tasks when you’re at your Do difficult things/tasks when you’re at your bestbest– If you are an ‘A’ person then attend to urgent, important and high priority If you are an ‘A’ person then attend to urgent, important and high priority

tasks in the morning. Leave the easy tasks and less important ones until tasks in the morning. Leave the easy tasks and less important ones until later.later.

• Attend to minor tasks when your brain cannot Attend to minor tasks when your brain cannot deal with major itemsdeal with major items– If you are an ‘A’ person tackle all the easy things (which may be the If you are an ‘A’ person tackle all the easy things (which may be the

interesting and creative things) in the afternoon.interesting and creative things) in the afternoon.

• Establish deadlines for ALL tasks & stick to Establish deadlines for ALL tasks & stick to themthem– Allocate a duration of time that is worthy of the task in hand. If you find Allocate a duration of time that is worthy of the task in hand. If you find

the task takes more time, analyse why and next time allocate a more the task takes more time, analyse why and next time allocate a more accurate duration to the task.accurate duration to the task.



• Do not put off important items or Do not put off important items or decisions because they are unpleasantdecisions because they are unpleasant– Unpleasant tasks or difficult decisions, especially the ones Unpleasant tasks or difficult decisions, especially the ones

involving people, do not get better with the passing of time, involving people, do not get better with the passing of time, they usually get worse or affect the decision-making criteria.they usually get worse or affect the decision-making criteria.

• Put off everything that is Put off everything that is Not ImportantNot Important– Do not allow yourself to get involved with or deflected by Do not allow yourself to get involved with or deflected by

unimportant tasks (although they may seem more unimportant tasks (although they may seem more interesting).interesting).

• Analyse interruptionsAnalyse interruptions– Even the most experienced practitioner of time management Even the most experienced practitioner of time management

techniques will be interrupted on the odd occasion. Don’t techniques will be interrupted on the odd occasion. Don’t worry just accept it, and take steps to avoid the same thing worry just accept it, and take steps to avoid the same thing happening again in the future. happening again in the future.



• Cultivate the habit of holding regular Cultivate the habit of holding regular meetings with yourself and question yourself meetings with yourself and question yourself about…about…– Could I have carried out.. (that task)..better?Could I have carried out.. (that task)..better?– Is there another approach I could have used?Is there another approach I could have used?– Will I ever have to repeat this task again?Will I ever have to repeat this task again?

• Do one thing at a timeDo one thing at a time– Clear your desk and focus your attention on the most urgent and Clear your desk and focus your attention on the most urgent and

highest priority task. Stick with it until it has run to completionhighest priority task. Stick with it until it has run to completion

• Plan your phone callsPlan your phone calls– Try to batch telephone calls togetherTry to batch telephone calls together– Think about possible objections and barriers (put yourself in their Think about possible objections and barriers (put yourself in their

shoes)shoes)– Plan an appropriate response and make sure your attitude reflects Plan an appropriate response and make sure your attitude reflects

thisthis



• Do not take work homeDo not take work home– Avoid taking work home unless you are going to do Avoid taking work home unless you are going to do

something with it.something with it.

• Do things well – avoid perfectionismDo things well – avoid perfectionism– There is a minimum standard in everything we do. Work There is a minimum standard in everything we do. Work

below a certain level is sub-standard and is unacceptable to below a certain level is sub-standard and is unacceptable to you and your company. Make sure you achieve the minimum you and your company. Make sure you achieve the minimum acceptable standard, but do not go too far above this as the acceptable standard, but do not go too far above this as the perceived difference diminishes the further up the quality perceived difference diminishes the further up the quality scale you go – i.e. just wastes your time.scale you go – i.e. just wastes your time.

• Think first – then actThink first – then act– A little time spent planning what you are going to do and how A little time spent planning what you are going to do and how

you are going to do it (i.e. what tools and resources will be you are going to do it (i.e. what tools and resources will be needed) will save time during the execution phase of the needed) will save time during the execution phase of the task. task.


Creative Problem SolvingCreative Problem Solving

• You have been asked to do an after dinner You have been asked to do an after dinner speechspeech

• The title of the speech is Space TravelThe title of the speech is Space Travel• The length of the talk is approx 15-minutesThe length of the talk is approx 15-minutes

• How would you collect your thoughts and How would you collect your thoughts and ideas?ideas?

• How would you organise those ideas?How would you organise those ideas?



• Most probably you would create a Most probably you would create a LISTLIST

• We have been indoctrinated with lists We have been indoctrinated with lists over the years…over the years…– Check listsCheck lists– Shopping listsShopping lists– To Do listTo Do list– They are quick and easy to createThey are quick and easy to create

• Not very flexible for creative work Not very flexible for creative work



• Quite often your brain gets triggered by Quite often your brain gets triggered by an idea or something that may have an idea or something that may have happened a long time ago – deep in your happened a long time ago – deep in your subconscious part.subconscious part.

• i.e Listening to a CD (that you have i.e Listening to a CD (that you have played a few times before) you get to the played a few times before) you get to the last few bars of track 6 and for some last few bars of track 6 and for some reason your brain knows what the next reason your brain knows what the next track will be. You can hear it in your track will be. You can hear it in your brain. We need to capitalise on that.brain. We need to capitalise on that.



• Mind Mapping is a method that utilises Mind Mapping is a method that utilises the subconscious part of your brain to the subconscious part of your brain to create a chain reaction of ideas. create a chain reaction of ideas.

• One idea triggers or leads onto another One idea triggers or leads onto another idea.idea.

• With a little practice you should find With a little practice you should find that you can generate a wealth of that you can generate a wealth of creative ideas or solutions in a very creative ideas or solutions in a very short space of time. short space of time.


Creative Problem Solving Creative Problem Solving – step 1– step 1

• You start off with a piece of paper You start off with a piece of paper and a penciland a pencil

• You then draw a rectangle in the You then draw a rectangle in the centre of the paper and write a short centre of the paper and write a short title of what you are trying to mind title of what you are trying to mind map.map.

Space Travel



• Next step is to get some of the major Next step is to get some of the major themes down onto the paper.themes down onto the paper.

Space Travel

Who is

involved?

Spin offs

Safety

Why do

it?



• As each idea emerges stop and consider: Is this a As each idea emerges stop and consider: Is this a new theme or an extension to an existing theme?new theme or an extension to an existing theme?

Space Travel

PTFE

material

Spin offsIntegrated circuitsIntern

et

Frying pans

Mobile

Phone

s


Mind Mapping Mind Mapping applicationsapplications

• Report and letter writingReport and letter writing• Telephone script writingTelephone script writing• Interviewing and appraisalsInterviewing and appraisals• Taking minutes at meetingsTaking minutes at meetings• Taking notes and summarising materialTaking notes and summarising material• Planning your day – Time ManagementPlanning your day – Time Management• In fact anything that involves In fact anything that involves

planning…and showing the interaction planning…and showing the interaction between items.between items.


Teamwork’s web site Teamwork’s web site resourcesresources

• www.teamwork-int.com/time/www.teamwork-int.com/time/– These handouts arranged 6-up in ‘pdf’ formatThese handouts arranged 6-up in ‘pdf’ format– These handouts arranged 2-up in ‘pdf’ formatThese handouts arranged 2-up in ‘pdf’ format– Time Log recording sheetTime Log recording sheet– Customised Daily Time-Planning sheetCustomised Daily Time-Planning sheet– Introduction to Mind Mapping techniquesIntroduction to Mind Mapping techniques

Teamwork InternationalTeamwork International

Tel: 01252 665 - 924 Fax: 01252 692 – 706Tel: 01252 665 - 924 Fax: 01252 692 – 706

Email: Email: [email protected] Web site: www.teamwork-int.com Web site: www.teamwork-int.com

1 hr pressie

Education

time meetings

scene time

time management

time planning

critical resource list

effective management

set of time wasters

photocopier chairing