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Time management strategies
1. The challenge is not to
manage time, but to
manage ourselves
The 7 Habits of Highly Effective People, Steven Covey
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2. To Begin with the End in Mind
• What is your mission here?
• What is your role?
• What are your goals?
• To obtain an engineering degree
• A student
• To pass all courses the first time.
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3. To Begin with the End in Mind
• Setting priorities each day
• Planning each morning for the rest of the day
• Planning in your study time – shoot for 4
hours a day
• Daily adapting, of prioritizing activities and
responding to unanticipated events,
relationships, and experiences (Stephen
Covey)
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4. Time Management Techniques:
• make a daily and a weekly to-do list at the beginning of each week
• prioritize the to do-list and start on the highest priority items first
• break large projects into manageable segments on the to-do list
• check items off as you complete them
• plan for study time and personal time; set deadlines for to-do list
items to be completed
Methods:
• set time limits for math problems; if you can’t solve a problem
within the limit, seek help
• if fear of failure leads to procrastination, set aside that fear and start
the task; you can always ask for help
• handle each item once; try to finish the tasks the first time you
attempt them
• when you finish, reward yourself! You deserve credit for your work
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5. Organize a schedule
–Set realistic timelines and goals
–Semester Planners
• Include all exams, homework, project
due-dates, quizzes, field trips, etc.
–Weekly Planners
• Classes, study time for your classes each
day, social time, club meetings, etc.
• Study in one or two hour time blocks.
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6. A powerful way of thinking about your priorities
The Urgent/Important Matrix - Using it helps you overcome the natural
tendency to focus on urgent activities, so that you can keep clear enough time to
focus on what's really important.
Urgent and Important
• There are two distinct types of urgent and important activities: Ones that you
could not foresee, and others that you've left to the last minute.
You can avoid last-minute activities by planning ahead and avoiding
procrastination.
Issues and crises, on the other hand, cannot always be foreseen or avoided. Here, the
best approach is to leave some time in your schedule to handle unexpected issues and
unplanned important activities. (If a major crisis arises, then you'll need to reschedule
other events.)
If you have a lot of urgent and important activities, identify which of these could
have been foreseen, and think about how you could schedule similar activities
ahead of time, so that they don't become urgent.
• - see more at: http://www.mindtools.com/pages/article/newHTE_91.htm#sthash.jpWRpJ6J.dpuf
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7. Eisenhower Matrix
• Eisenhower's quote, "What is important is
seldom urgent and what is urgent is seldom
important," sums up the concept of the matrix
perfectly. This so-called "Eisenhower Principle" is
said to be how Eisenhower organized his tasks. As
a result, the matrix is sometimes called the
Eisenhower Matrix.
Covey brought the idea into the mainstream and
gave it the name "The Urgent/Important Matrix"
in his 1994 business classic, "The 7 Habits of
Highly Effective People."
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8. Importance of Priorities
• The Urgent/Important Matrix helps you think
about your priorities, and determine which of
your activities are important, and which are,
essentially, distractions. In this article, we'll
look at how you can use the Urgent/Important
Matrix to manage your time effectively.
• - See more at:
http://www.mindtools.com/pages/article/newHTE_91.htm#sthash.qxBEt4tI.dpuf
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10. What Are "Urgent" and "Important" Activities
• Great time management means being effective as well as efficient.
Managing time effectively, and achieving the things that you want to
achieve, means spending your time on things that are important and not
just urgent. To do this, and to minimize the stress of having too many tight
deadlines, it's important to understand this distinction:
• Important activities have an outcome that leads to the achievement of
your goals, whether these are professional or personal.
• Urgent activities demand immediate attention, and are often associated
with the achievement of someone else's goals.
• Urgent activities are often the ones we concentrate on; they demand
attention because the consequences of not dealing with them are
immediate.
• - See more at: http://www.mindtools.com/pages/article/newHTE_91.htm#sthash.qxBEt4tI.dpuf
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11. The Time Management Matrix
Urgent Not Urgent
I II
Crises
Pressing problems
Deadline-driven projects
RESULTS
Stress, burnout, crisis management
Always putting out fires
Principle-Centered
Planning
RESULTS
Vision, perspective
Balance, discipline
Control, few crises
III IV
Interruptions
Some phone calls
RESULTS
Sees goals and plans
as worthless
Shallow relationships
Feel out of control, victimized
Trivia, busy work
Phone calls
IMPORTANT
NOT
IMPORTANT
Total irresponsibility
Fired from jobs
Dependent on others for basics
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The 7 Habits of Highly Effective People, Steven Covey
13. The Importance of Spending most your time in
Quadrant II
Urgent Not Urgent
I II
Crises
Pressing problems
Deadline-driven projects
RESULTS
Stress, burnout, crisis
management
Always putting out fires
Principle-centered
Planning, balance
Achieve your goals
RESULTS
Vision, perspective
Balance, discipline
Control, few crises
IMPORTANT
13The 7 Habits of Highly Effective People, Steven Covey
14. A new and growing body of multidisciplinary
research shows that strategic renewal —
including daytime workouts, short afternoon
naps, longer sleep hours
• Like time, energy is finite; but unlike time, it is
renewable.
14
Tony Schwartz is the chief executive officer of The Energy Project and the author, most recently,
of “Be Excellent at Anything.”
Relax! You’ll Be More Productive was in the New York Times, 2-9-2013
Relax! You’ll Be More Productive
15. The importance of restoration is rooted in
our physiology. Human beings aren’t
designed to expend energy continuously.
Rather, we’re meant to pulse between
spending and recovering energy.
15
Tony Schwartz is the chief executive officer of The Energy
Project and the author, most recently, of “Be Excellent at
Anything.”
Relax! You’ll Be More Productive
16. we sleep in cycles of roughly 90 minutes, moving
from light to deep sleep and back out again.
• The difference is that during the day we move
from a state of alertness progressively into
physiological fatigue approximately every 90
minutes. Our bodies regularly tell us to take a
break, but we often override these signals and
instead stoke ourselves up with caffeine, sugar
and our own emergency reserves — the stress
hormones adrenaline, noradrenaline and cortisol.
16
Tony Schwartz is the chief executive officer of The Energy Project and the
author, most recently, of “Be Excellent at Anything.”
17. • Professor K. Anders Ericsson and his colleagues at
Florida State University have studied elite
performers, including musicians, athletes, actors
and chess players. In each of these fields, Dr.
Ericsson found that the best performers typically
practice in uninterrupted sessions that last no
more than 90 minutes.
• They begin in the morning, take a break between
sessions, and rarely work for more than four and
a half hours in any given day.
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Working in 90-minute intervals turns out to be
a prescription for maximizing productivity.
18. • To maximize gains from long-term practice,”
Dr. Ericsson concluded, “individuals must
avoid exhaustion and must limit practice to an
amount from which they can completely
recover on a daily or weekly basis.”
• Along the way, I learned that it’s not how long,
but how well, you renew that matters most in
terms of performance.
18
Tony Schwartz is the chief executive officer of The Energy Project and the
author, most recently, of “Be Excellent at Anything.”
19. • Even renewal requires practice. The more
rapidly and deeply I learned to quiet my mind
and relax my body, the more restored I felt
afterward. For one of the breaks, I ran. This
generated mental and emotional renewal, but
also turned out to be a time in which some of
my best ideas came to me, unbidden.
19
Tony Schwartz is the chief executive officer of The Energy Project and the
author, most recently, of “Be Excellent at Anything.”
20. Managing your energy more skillfully
• By managing energy more skillfully, it’s
possible to get more done, in less time, more
sustainably. … Our secret is simple — and
generally applicable. When we’re renewing,
we’re truly renewing, so when we’re working
(studying), we can really work (study).
20
Tony Schwartz is the chief executive officer of The Energy Project and the
author, most recently, of “Be Excellent at Anything.”
