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2023-05-09T20:59:50Z

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Time Blocking

2023-05-09T20:51:27Z

Anders-winter:

==Summary==
Time blocking is a popular self-management technique that involves breaking down a project into smaller, more manageable tasks with specific time limits.<ref name="asana"/> It helps individuals take responsibility for their work, prioritize tasks, and increase productivity.<ref name="Personnel"/> This technique has been found to be effective in many areas, including project management.<ref name="wiki-doing"/>

Time blocking has many benefits, including increased productivity, reduced stress and anxiety, and better work-life balance.<ref name="verywell"/> It allows individuals to focus on one task at a time, which can improve concentration and reduce distractions.<ref name="harvard"/> To effectively use this technique, individuals should create a schedule that includes specific tasks and time limits, prioritize tasks, and avoid multitasking.<ref name="todoist"/>

There are also some limitations to time blocking that individuals should be aware of. For example, unexpected tasks or interruptions can disrupt the schedule, and some tasks may require more time than anticipated.<ref name="wikipedia"/> Additionally, some individuals may find the strict time limits of time blocking to be too rigid and stressful.<ref name="pomodore"/>

In this wiki article, we have discussed the benefits of time blocking, how to effectively use this technique, provided tips for success, and limitations to be aware of. By using time blocking, individuals can take control of their work and increase their productivity.

==Big Idea==
Self-management is important in project management because it allows individuals to effectively manage their time, prioritize tasks, and stay focused on achieving project goals. It also helps individuals stay organized, reduce stress levels, and increase productivity.
The big idea behind time blocking is to help individuals better self-manage by giving them a technique to take responsibility for their work, prioritize tasks, and increase their productivity. The time-blocking technique is particularly useful in project management, where it is essential to complete tasks on time and within budget.
Time blocking is essentially a time management technique where individuals schedule their work time in “blocks” and fill those blocks with prioritized tasks.

'''Focus'''
One of the main benefits of time blocking is that it helps individuals stay focused on one task at a time, which can significantly improve their productivity. By allocating specific time slots for each task, individuals can avoid getting distracted by unrelated tasks and stay focused on the task at hand. This helps them complete their work more efficiently and with better quality. <ref name="asana"/> <ref name="todoist"/>

'''Priority'''
Another benefit of time blocking is that it allows individuals to prioritize their tasks and ensure that they are completing the most important ones first. This can help them achieve their goals more effectively and efficiently. By breaking down a project into smaller, more manageable tasks, individuals can also avoid feeling overwhelmed by the scope of the project. <ref name="harvard"/> <ref name="Personnel"/> <ref name="wikipedia"/>

'''Control'''
Time blocking also helps individuals take control of their work and avoid procrastination. By scheduling their workday in advance, individuals can avoid wasting time figuring out what they need to do next. This can help them stay on track and complete their work on time. <ref name="verywell"/> <ref name="pomodore"/>

==Application==

Now that we have discussed the big idea, let's explore how to apply the time blocking technique effectively. In this section, we will provide tips for success and practical examples of how to use time blocking for self-management.

'''Time aspect'''
The corner stone of the time blocking technique is a schedule, start by selecting a scheduling period, defined as the amount of time in the future that you want to prioritize and plan for. Some of the usual periods are single days or whole weeks. When applying the time blocking technique it is advised to use a calendar or notebook. In the following example, we will assume that you will be planning for a single week.

'''Approach'''

[[File:Time_Blocking.png | thumb| Figure 1: Time blocking example| 500px]]

* Start by drawing up the schedule for your period, make sure to separate the schedule into suitable blocks of 30 min to one hour (Figure 1.1)<ref name="asana"/>
* List your recurring activities (Figure 1.1)<ref name="asana"/>
* List the meetings that are planned for the week (Figure 1.1)<ref name="asana"/>
* List and prioritize the most urgent tasks (Figure 1.1) - This wiki will not cover prioritization, but you can look at the (Eisenhower matrix) to read more.<ref name="wiki-doing"/>
* Now start filling your schedule by adding your meetings (Figure 1.2)<ref name="asana"/>
* Follow up with your recurring activities (Figure 1.3)<ref name="asana"/>
* End with time blocks for completing prioritized tasks (Figure 1.4)<ref name="asana"/>
'''Tips and tricks'''

* ''Bundle tasks together'' Bundling similar tasks together can significantly enhance productivity, as it helps avoid distractions and allows for greater focus. This method saves time and effort that would otherwise be spent adjusting one's mind when switching between tasks. Grouping duties such as answering emails or making phone calls can help manage time more efficiently. It is critical to set specific times for each task to ensure progress on all essential duties without feeling overwhelmed. To summarize, bundling similar tasks together can improve productivity, time management, and efficiency.<ref name="harvard"/>

* ''Avoid scheduling more than 70% of your day'' One tip when time blocking is to avoid scheduling more than 70% of your day. This is because unexpected events, interruptions, and emergencies can often arise, and if your schedule is too packed, you may not have enough time to deal with them. By leaving 30% of your day free, you can ensure that you have enough flexibility to handle these situations without throwing off your entire schedule. Additionally, having some free time in your schedule can help you avoid burnout and ensure that you have time to relax and recharge.<ref name="Personnel"/>

* ''Make it visible'' Sharing your time blocking schedule with co-workers can be a good idea for several reasons. It can help with coordination, accountability, and transparency within the team. It allows team members to see when you're available and when you're not, avoid scheduling conflicts, and promote open communication.<ref name="todoist"/>

==Limitations==
It is important to note that the time blocking technique may not be suitable for all individuals or projects. Some people may find it difficult to stick to a strict schedule, while others may not have the flexibility to create a schedule due to external factors such as unexpected meetings or deadlines. In addition, some projects may not be suitable for time blocking, such as creative projects where the outcome is uncertain or difficult to predict. <ref name="asana"/><ref name="wiki-doing"/>

Furthermore, the time blocking technique should not be viewed as a one-size-fits-all solution. It is important to tailor the technique to fit the individual’s needs and the specific project requirements. For example, some individuals may find it helpful to use time blocking in conjunction with other project management techniques, such as the pomodoro technique or agile project management. <ref name="pomodore"/>

Despite its limitations, the time blocking technique is a valuable tool for project management. It allows individuals to break down a project into manageable tasks and provides a clear framework for completing tasks efficiently. Research has shown that time blocking can increase productivity and reduce stress levels, leading to better performance and overall job satisfaction. <ref name="harvard"/><ref name="Personnel"/><ref name="verywell"/>

In comparison to traditional project management standards, the time blocking technique extends the standards by providing a more structured and systematic approach to completing tasks. It helps individuals stay focused, organized, and motivated while working on a project, which is essential for meeting project deadlines and achieving project goals. <ref name="todoist"/>

Overall, the time blocking technique is a valuable tool for project management that can help individuals stay focused, organized, and productive while completing a project. It should be used in conjunction with other project management techniques and tailored to fit the individual’s needs and the specific project requirements. By doing so, individuals can benefit from the increased productivity, motivation, and focus that time blocking can provide. <ref name="wikipedia"/>

== Annotated Bibliography ==

* Harvard Business Review. "Time Management Won't Save You." June 2021. [https://hbr.org/2021/06/time-management-wont-save-you Link] - This article discusses the limitations of traditional time management techniques and argues that time blocking is a more effective approach for managing one's time. The article provides some tips for implementing time blocking and explains how it can improve productivity and reduce stress levels.

* Asana. "What Is Time Blocking? A Complete Guide." May 9, 2023. [https://asana.com/resources/what-is-time-blocking Link] - This webpage provides a detailed overview of what time blocking is, how to implement it, and tips for making it work. It covers the benefits of time blocking and provides examples of how it can be used in different contexts.

* Doing Projects Wiki. "Eisenhower Decision Matrix In Project Management." May 9, 2023. [http://wiki.doing-projects.org/index.php/Eisenhower_decision_matrix_in_project_management Link] - This wiki page explains the Eisenhower decision matrix, a tool that can be used in conjunction with time blocking to prioritize tasks and make more efficient use of time. The page provides an overview of the matrix and how it can be applied in a project management context.

* Todoist. "Time Blocking: Improve Your Focus and Get More Done." May 9, 2023. [https://todoist.com/productivity-methods/time-blocking Link] - This article explains the benefits of time blocking and provides tips for implementing it in a way that works for the reader's specific needs and goals. It covers some of the potential pitfalls of time blocking and how to overcome them.

* Claessens, B., Eerde, W., Rutte, C., & Roe, R. (2007). "A Review of Time Management Literature." ''Personnel Review'', 36, 255-276. doi:10.1108/00483480710726136 - This academic article provides an overview of research on time management and how it can be applied in a variety of contexts. It covers different time management techniques, including time blocking, and discusses their effectiveness.

* Verywell Mind. "How to Use Time Blocking to Manage Your Day." February 9, 2021. [https://www.verywellmind.com/how-to-use-time-blocking-to-manage-your-day-4797509 Link] - This article provides a step-by-step guide to implementing time blocking, including tips for creating a schedule, prioritizing tasks, and dealing with distractions. It covers the benefits of time blocking and how it can improve productivity and reduce stress levels.

* Wikipedia. "Timeblocking." May 9, 2023. [https://en.wikipedia.org/wiki/Timeblocking Link] - This Wikipedia page provides a comprehensive overview of time blocking, including its history, benefits, and different techniques for implementing it. The page also covers some of the potential drawbacks of time blocking and how to overcome them.

References

<ref name="harvard">https://hbr.org/2021/06/time-management-wont-save-you, Time Management Won't Save You, Harvard Business Review, June 2021</ref>
<ref name="asana">What Is Time Blocking? A Complete Guide, https://asana.com/resources/what-is-time-blocking, Asana, May 9, 2023, en }}</ref>
<ref name="wiki-doing">Eisenhower Decision Matrix In Project Management, http://wiki.doing-projects.org/index.php/Eisenhower_decision_matrix_in_project_management, wiki doing projects, May 9, 2023, en }}</ref>
<ref name="todoist">Time Blocking: Improve Your Focus and Get More Done, https://todoist.com/productivity-methods/time-blocking, Todoist, May 9, 2023, en </ref>
<ref name="Personnel">Brigitte Claessens, Wendelien Eerde, Christel Rutte, & Robert Roe. (2007). A Review of Time Management Literature. ''Personnel Review'', 36, 255-276. doi:10.1108/00483480710726136</ref>
<ref name="verywell">title=How to Use Time Blocking to Manage Your Day, https://www.verywellmind.com/how-to-use-time-blocking-to-manage-your-day-4797509, Verywell Mind, February 9, 2021</ref>
<ref name="wikipedia">Timeblocking, https://en.wikipedia.org/wiki/Timeblocking, Wikipedia, May 9, 2023, en</ref>
<ref name="pomodore">The Pomodoro Technique: An Effective Time Management Tool, https://science.nichd.nih.gov/confluence/display/newsletter/2020/05/07/The+Pomodoro+Technique%3A+An+Effective+Time+Management+Tool, National Institute of Child Health and Human Development, May 7, 2020 </ref>

<References/>

Time Blocking

2023-05-09T20:43:55Z

Anders-winter:

==Summary==
Time blocking is a popular self-management technique that involves breaking down a project into smaller, more manageable tasks with specific time limits.<ref name="asana"/> It helps individuals take responsibility for their work, prioritize tasks, and increase productivity.<ref name="Personnel"/> This technique has been found to be effective in many areas, including project management.<ref name="wiki-doing"/>

Time blocking has many benefits, including increased productivity, reduced stress and anxiety, and better work-life balance.<ref name="verywell"/> It allows individuals to focus on one task at a time, which can improve concentration and reduce distractions.<ref name="harvard"/> To effectively use this technique, individuals should create a schedule that includes specific tasks and time limits, prioritize tasks, and avoid multitasking.<ref name="todoist"/>

There are also some limitations to time blocking that individuals should be aware of. For example, unexpected tasks or interruptions can disrupt the schedule, and some tasks may require more time than anticipated.<ref name="wikipedia"/> Additionally, some individuals may find the strict time limits of time blocking to be too rigid and stressful.<ref name="pomodore"/>

In this wiki article, we have discussed the benefits of time blocking, how to effectively use this technique, provided tips for success, and limitations to be aware of. By using time blocking, individuals can take control of their work and increase their productivity.

==Big Idea==
Self-management is important in project management because it allows individuals to effectively manage their time, prioritize tasks, and stay focused on achieving project goals. It also helps individuals stay organized, reduce stress levels, and increase productivity.
The big idea behind time blocking is to help individuals better self-manage by giving them a technique to take responsibility for their work, prioritize tasks, and increase their productivity. The time-blocking technique is particularly useful in project management, where it is essential to complete tasks on time and within budget.
Time blocking is essentially a time management technique where individuals schedule their work time in “blocks” and fill those blocks with prioritized tasks.

'''Focus'''
One of the main benefits of time blocking is that it helps individuals stay focused on one task at a time, which can significantly improve their productivity. By allocating specific time slots for each task, individuals can avoid getting distracted by unrelated tasks and stay focused on the task at hand. This helps them complete their work more efficiently and with better quality. <ref name="asana"/> <ref name="todoist"/>

'''Priority'''
Another benefit of time blocking is that it allows individuals to prioritize their tasks and ensure that they are completing the most important ones first. This can help them achieve their goals more effectively and efficiently. By breaking down a project into smaller, more manageable tasks, individuals can also avoid feeling overwhelmed by the scope of the project. <ref name="harvard"/> <ref name="Personnel"/> <ref name="wikipedia"/>

'''Control'''
Time blocking also helps individuals take control of their work and avoid procrastination. By scheduling their workday in advance, individuals can avoid wasting time figuring out what they need to do next. This can help them stay on track and complete their work on time. <ref name="verywell"/> <ref name="pomodore"/>

==Application==

Now that we have discussed the big idea, let's explore how to apply the time blocking technique effectively. In this section, we will provide tips for success and practical examples of how to use time blocking for self-management.

'''Time aspect'''
The corner stone of the time blocking technique is a schedule, start by selecting a scheduling period, defined as the amount of time in the future that you want to prioritize and plan for. Some of the usual periods are single days or whole weeks. When applying the time blocking technique it is advised to use a calendar or notebook. In the following example, we will assume that you will be planning for a single week.

'''Approach'''

[[File:Time_Blocking.png | thumb| Figure 1: Time blocking example| 500px]]

* Start by drawing up the schedule for your period, make sure to separate the schedule into suitable blocks of 30 min to one hour (Figure 1.1)<ref name="asana"/>
* List your recurring activities (Figure 1.1)<ref name="asana"/>
* List the meetings that are planned for the week (Figure 1.1)<ref name="asana"/>
* List and prioritize the most urgent tasks (Figure 1.1) - This wiki will not cover prioritization, but you can look at the (Eisenhower matrix) to read more.<ref name="wiki-doing"/>
* Now start filling your schedule by adding your meetings (Figure 1.2)<ref name="asana"/>
* Follow up with your recurring activities (Figure 1.3)<ref name="asana"/>
* End with time blocks for completing prioritized tasks (Figure 1.4)<ref name="asana"/>
'''Tips and tricks'''

* ''Bundle tasks together'' Bundling similar tasks together can significantly enhance productivity, as it helps avoid distractions and allows for greater focus. This method saves time and effort that would otherwise be spent adjusting one's mind when switching between tasks. Grouping duties such as answering emails or making phone calls can help manage time more efficiently. It is critical to set specific times for each task to ensure progress on all essential duties without feeling overwhelmed. To summarize, bundling similar tasks together can improve productivity, time management, and efficiency.<ref name="harvard"/>

* ''Avoid scheduling more than 70% of your day'' One tip when time blocking is to avoid scheduling more than 70% of your day. This is because unexpected events, interruptions, and emergencies can often arise, and if your schedule is too packed, you may not have enough time to deal with them. By leaving 30% of your day free, you can ensure that you have enough flexibility to handle these situations without throwing off your entire schedule. Additionally, having some free time in your schedule can help you avoid burnout and ensure that you have time to relax and recharge.<ref name="Personnel"/>

* ''Make it visible'' Sharing your time blocking schedule with co-workers can be a good idea for several reasons. It can help with coordination, accountability, and transparency within the team. It allows team members to see when you're available and when you're not, avoid scheduling conflicts, and promote open communication.<ref name="todoist"/>

==Limitations==
It is important to note that the time blocking technique may not be suitable for all individuals or projects. Some people may find it difficult to stick to a strict schedule, while others may not have the flexibility to create a schedule due to external factors such as unexpected meetings or deadlines. In addition, some projects may not be suitable for time blocking, such as creative projects where the outcome is uncertain or difficult to predict. <ref name="asana"/><ref name="wiki-doing"/>

Furthermore, the time blocking technique should not be viewed as a one-size-fits-all solution. It is important to tailor the technique to fit the individual’s needs and the specific project requirements. For example, some individuals may find it helpful to use time blocking in conjunction with other project management techniques, such as the pomodoro technique or agile project management. <ref name="pomodore"/>

Despite its limitations, the time blocking technique is a valuable tool for project management. It allows individuals to break down a project into manageable tasks and provides a clear framework for completing tasks efficiently. Research has shown that time blocking can increase productivity and reduce stress levels, leading to better performance and overall job satisfaction. <ref name="harvard"/><ref name="Personnel"/><ref name="verywell"/>

In comparison to traditional project management standards, the time blocking technique extends the standards by providing a more structured and systematic approach to completing tasks. It helps individuals stay focused, organized, and motivated while working on a project, which is essential for meeting project deadlines and achieving project goals. <ref name="todoist"/>

Overall, the time blocking technique is a valuable tool for project management that can help individuals stay focused, organized, and productive while completing a project. It should be used in conjunction with other project management techniques and tailored to fit the individual’s needs and the specific project requirements. By doing so, individuals can benefit from the increased productivity, motivation, and focus that time blocking can provide. <ref name="wikipedia"/>

<ref name="harvard">https://hbr.org/2021/06/time-management-wont-save-you, Time Management Won't Save You, Harvard Business Review, June 2021</ref>
<ref name="asana">What Is Time Blocking? A Complete Guide, https://asana.com/resources/what-is-time-blocking, Asana, May 9, 2023, en }}</ref>
<ref name="wiki-doing">Eisenhower Decision Matrix In Project Management, http://wiki.doing-projects.org/index.php/Eisenhower_decision_matrix_in_project_management, wiki doing projects, May 9, 2023, en }}</ref>
<ref name="todoist">Time Blocking: Improve Your Focus and Get More Done, https://todoist.com/productivity-methods/time-blocking, Todoist, May 9, 2023, en </ref>
<ref name="Personnel">Brigitte Claessens, Wendelien Eerde, Christel Rutte, & Robert Roe. (2007). A Review of Time Management Literature. ''Personnel Review'', 36, 255-276. doi:10.1108/00483480710726136</ref>
<ref name="verywell">title=How to Use Time Blocking to Manage Your Day, https://www.verywellmind.com/how-to-use-time-blocking-to-manage-your-day-4797509, Verywell Mind, February 9, 2021</ref>
<ref name="wikipedia">Timeblocking, https://en.wikipedia.org/wiki/Timeblocking, Wikipedia, May 9, 2023, en</ref>
<ref name="pomodore">The Pomodoro Technique: An Effective Time Management Tool, https://science.nichd.nih.gov/confluence/display/newsletter/2020/05/07/The+Pomodoro+Technique%3A+An+Effective+Time+Management+Tool, National Institute of Child Health and Human Development, May 7, 2020 </ref>

<References/>

Time Blocking

2023-05-09T20:26:38Z

Anders-winter:

==Summary==
Time blocking is a popular self-management technique that involves breaking down a project into smaller, more manageable tasks with specific time limits. It helps individuals take responsibility for their work, prioritize tasks, and increase productivity <ref>{{cite web |title=Time Management Won't Save You |url=https://hbr.org/2021/06/time-management-wont-save-you |website=Harvard Business Review |date=June 2021 }}</ref>. This technique has been found to be effective in many areas, including project management <ref name="asana"></ref> <ref name="todoist"></ref>.
In this wiki article, we will discuss the benefits of time blocking, how to effectively use this technique, provide tips for success, and limitations to be aware off.

==Big Idea==
Self-management is important in project management because it allows individuals to effectively manage their time, prioritize tasks, and stay focused on achieving project goals. It also helps individuals stay organized, reduce stress levels, and increase productivity.
The big idea behind time blocking is to help individuals better self-manage by giving them a technique to take responsibility for their work, prioritize tasks, and increase their productivity. The time-blocking technique is particularly useful in project management, where it is essential to complete tasks on time and within budget.
Time blocking is essentially a time management technique where individuals schedule their work time in “blocks” and fill those blocks with prioritized tasks.

'''Focus'''
One of the main benefits of time blocking is that it helps individuals stay focused on one task at a time, which can significantly improve their productivity. By allocating specific time slots for each task, individuals can avoid getting distracted by unrelated tasks and stay focused on the task at hand. This helps them complete their work more efficiently and with better quality.
'''Priority'''
Another benefit of time blocking is that it allows individuals to prioritize their tasks and ensure that they are completing the most important ones first. This can help them achieve their goals more effectively and efficiently. By breaking down a project into smaller, more manageable tasks, individuals can also avoid feeling overwhelmed by the scope of the project.
'''Control'''
Time blocking also helps individuals take control of their work and avoid procrastination. By scheduling their workday in advance, individuals can avoid wasting time figuring out what they need to do next. This can help them stay on track and complete their work on time.

==Application==

Now that we have discussed the big idea, let's explore how to apply the time blocking technique effectively. In this section, we will provide tips for success and practical examples of how to use time blocking for self-management.

'''Time aspect'''
The corner stone of the time blocking technique is a schedule, start by selecting a scheduling period, defined as the amount of time in the future that you want to prioritize and plan for. Some of the usual periods are single days or whole weeks. When applying the time blocking technique it is advised to use a calendar or notebook. In the following example we will assume that you will be planning for a single week.

'''Approach'''

[[File:Time_Blocking.png | thumb| Figure 1: Time blocking example| 500px]]

* Start by drawing up the schedule for your period, make sure to separate the schedule into suitable blocks of 30 min to one hour (Figure 1.1)
* List your recurring activities (Figure 1.1)
* List the meetings that is planned for the week (Figure 1.1)
* List and prioritize the most urgent tasks (Figure 1.1)
This wiki will not cover prioritization, but you can look at the (Eisenhower matrix <ref>{{cite web |title=Eisenhower Decision Matrix In Project Management |url=http://wiki.doing-projects.org/index.php/Eisenhower_decision_matrix_in_project_management |website=wiki doing projects|access-date=May 9, 2023 |language=en }}</ref>) to read more.
* Now start filling your schedule by adding your meetings (Figure 1.2)
* Follow up with your recurring activities (Figure 1.3)
* End with time blocks for completing prioritized tasks (Figure 1.4)

'''Tips and tricks'''
* ''Bundle tasks together'' Bundling similar tasks together can significantly enhance productivity, as it helps avoid distractions and allows for greater focus. This method saves time and effort that would otherwise be spent adjusting one's mind when switching between tasks. Grouping duties such as answering emails or making phone calls can help manage time more efficiently. It is critical to set specific times for each task to ensure progress on all essential duties without feeling overwhelmed. To summarize, bundling similar tasks together can improve productivity, time management, and efficiency.
* ''Avoid scheduling more than 70% of your day'' One tip when time blocking is to avoid scheduling more than 70% of your day. This is because unexpected events, interruptions, and emergencies can often arise, and if your schedule is too packed, you may not have enough time to deal with them. By leaving 30% of your day free, you can ensure that you have enough flexibility to handle these situations without throwing off your entire schedule. Additionally, having some free time in your schedule can help you avoid burnout and ensure that you have time to relax and recharge.
* ''Make it visible'' Sharing your time blocking schedule with co-workers can be a good idea for several reasons. It can help with coordination, accountability, and transparency within the team. It allows team members to see when you're available and when you're not, avoid scheduling conflicts, and promote open communication.

==Limitations==
It is important to note that the time blocking technique may not be suitable for all individuals or projects. Some people may find it difficult to stick to a strict schedule, while others may not have the flexibility to create a schedule due to external factors such as unexpected meetings or deadlines. In addition, some projects may not be suitable for time blocking, such as creative projects where the outcome is uncertain or difficult to predict.

Furthermore, the time blocking technique should not be viewed as a one-size-fits-all solution. It is important to tailor the technique to fit the individual’s needs and the specific project requirements. For example, some individuals may find it helpful to use time blocking in conjunction with other project management techniques, such as the pomodoro technique or agile project management.

Despite its limitations, the time blocking technique is a valuable tool for project management. It allows individuals to break down a project into manageable tasks and provides a clear framework for completing tasks efficiently. Research has shown that time blocking can increase productivity and reduce stress levels, leading to better performance and overall job satisfaction (He & Li, 2019; Laudon & Laudon, 2020; Ma & Tao, 2020; Vruzina & Hadzima, 2019).

In comparison to traditional project management standards, the time blocking technique extends the standards by providing a more structured and systematic approach to completing tasks. It helps individuals stay focused, organized, and motivated while working on a project, which is essential for meeting project deadlines and achieving project goals.

Overall, the time blocking technique is a valuable tool for project management that can help individuals stay focused, organized, and productive while completing a project. It should be used in conjunction with other project management techniques and tailored to fit the individual’s needs and the specific project requirements. By doing so, individuals can benefit from the increased productivity, motivation, and focus that time blocking can provide.

<ref name="harvard">https://hbr.org/2021/06/time-management-wont-save-you, Time Management Won't Save You, Harvard Business Review, June 2021</ref>
<ref name="asana">What Is Time Blocking? A Complete Guide, https://asana.com/resources/what-is-time-blocking, Asana, May 9, 2023, en }}</ref>
<ref name="wiki-doing">Eisenhower Decision Matrix In Project Management, http://wiki.doing-projects.org/index.php/Eisenhower_decision_matrix_in_project_management, wiki doing projects, May 9, 2023, en }}</ref>
<ref name="todoist">Time Blocking: Improve Your Focus and Get More Done, https://todoist.com/productivity-methods/time-blocking, Todoist, May 9, 2023, en </ref>
<ref name="Personnel">Brigitte Claessens, Wendelien Eerde, Christel Rutte, & Robert Roe. (2007). A Review of Time Management Literature. ''Personnel Review'', 36, 255-276. doi:10.1108/00483480710726136</ref>
<ref name="verywell">title=How to Use Time Blocking to Manage Your Day, https://www.verywellmind.com/how-to-use-time-blocking-to-manage-your-day-4797509, Verywell Mind, February 9, 2021</ref>
<ref name="wikipedia">Timeblocking, https://en.wikipedia.org/wiki/Timeblocking, Wikipedia, May 9, 2023, en</ref>
<ref name="pomodore">The Pomodoro Technique: An Effective Time Management Tool, https://science.nichd.nih.gov/confluence/display/newsletter/2020/05/07/The+Pomodoro+Technique%3A+An+Effective+Time+Management+Tool, National Institute of Child Health and Human Development, May 7, 2020 </ref>

<References/>

Time Blocking

2023-05-09T20:10:51Z

Anders-winter:

==Summary==
Time blocking is a popular self-management technique that involves breaking down a project into smaller, more manageable tasks with specific time limits. It helps individuals take responsibility for their work, prioritize tasks, and increase productivity <ref>{{cite web |title=Time Management Won't Save You |url=https://hbr.org/2021/06/time-management-wont-save-you |website=Harvard Business Review |date=June 2021 }}</ref>. This technique has been found to be effective in many areas, including project management (<ref>{{cite web |title=What Is Time Blocking? A Complete Guide |url=https://asana.com/resources/what-is-time-blocking |website=Asana |access-date=May 9, 2023 |language=en }}</ref>; <ref>{{cite web |title=Time Blocking: Improve Your Focus and Get More Done |url=https://todoist.com/productivity-methods/time-blocking |website=Todoist |access-date=May 9, 2023 |language=en }}</ref>).
In this wiki article, we will discuss the benefits of time blocking, how to effectively use this technique, provide tips for success, and limitations to be aware off.

==Big Idea==
Self-management is important in project management because it allows individuals to effectively manage their time, prioritize tasks, and stay focused on achieving project goals. It also helps individuals stay organized, reduce stress levels, and increase productivity.
The big idea behind time blocking is to help individuals better self-manage by giving them a technique to take responsibility for their work, prioritize tasks, and increase their productivity. The time-blocking technique is particularly useful in project management, where it is essential to complete tasks on time and within budget.
Time blocking is essentially a time management technique where individuals schedule their work time in “blocks” and fill those blocks with prioritized tasks.

'''Focus'''
One of the main benefits of time blocking is that it helps individuals stay focused on one task at a time, which can significantly improve their productivity. By allocating specific time slots for each task, individuals can avoid getting distracted by unrelated tasks and stay focused on the task at hand. This helps them complete their work more efficiently and with better quality.
'''Priority'''
Another benefit of time blocking is that it allows individuals to prioritize their tasks and ensure that they are completing the most important ones first. This can help them achieve their goals more effectively and efficiently. By breaking down a project into smaller, more manageable tasks, individuals can also avoid feeling overwhelmed by the scope of the project.
'''Control'''
Time blocking also helps individuals take control of their work and avoid procrastination. By scheduling their workday in advance, individuals can avoid wasting time figuring out what they need to do next. This can help them stay on track and complete their work on time.

==Application==

Now that we have discussed the big idea, let's explore how to apply the time blocking technique effectively. In this section, we will provide tips for success and practical examples of how to use time blocking for self-management.

'''Time aspect'''
The corner stone of the time blocking technique is a schedule, start by selecting a scheduling period, defined as the amount of time in the future that you want to prioritize and plan for. Some of the usual periods are single days or whole weeks. When applying the time blocking technique it is advised to use a calendar or notebook. In the following example we will assume that you will be planning for a single week.

'''Approach'''

[[File:Time_Blocking.png | thumb| Figure 1: Time blocking example| 500px]]

* Start by drawing up the schedule for your period, make sure to separate the schedule into suitable blocks of 30 min to one hour (Figure 1.1)
* List your recurring activities (Figure 1.1)
* List the meetings that is planned for the week (Figure 1.1)
* List and prioritize the most urgent tasks (Figure 1.1)
This wiki will not cover prioritization, but you can look at the (Eisenhower matrix <ref>{{cite web |title=Eisenhower Decision Matrix In Project Management |url=http://wiki.doing-projects.org/index.php/Eisenhower_decision_matrix_in_project_management |website=wiki doing projects|access-date=May 9, 2023 |language=en }}</ref>) to read more.
* Now start filling your schedule by adding your meetings (Figure 1.2)
* Follow up with your recurring activities (Figure 1.3)
* End with time blocks for completing prioritized tasks (Figure 1.4)

'''Tips and tricks'''
* ''Bundle tasks together'' Bundling similar tasks together can significantly enhance productivity, as it helps avoid distractions and allows for greater focus. This method saves time and effort that would otherwise be spent adjusting one's mind when switching between tasks. Grouping duties such as answering emails or making phone calls can help manage time more efficiently. It is critical to set specific times for each task to ensure progress on all essential duties without feeling overwhelmed. To summarize, bundling similar tasks together can improve productivity, time management, and efficiency.
* ''Avoid scheduling more than 70% of your day'' One tip when time blocking is to avoid scheduling more than 70% of your day. This is because unexpected events, interruptions, and emergencies can often arise, and if your schedule is too packed, you may not have enough time to deal with them. By leaving 30% of your day free, you can ensure that you have enough flexibility to handle these situations without throwing off your entire schedule. Additionally, having some free time in your schedule can help you avoid burnout and ensure that you have time to relax and recharge.
* ''Make it visible'' Sharing your time blocking schedule with co-workers can be a good idea for several reasons. It can help with coordination, accountability, and transparency within the team. It allows team members to see when you're available and when you're not, avoid scheduling conflicts, and promote open communication.

==Limitations==
It is important to note that the time blocking technique may not be suitable for all individuals or projects. Some people may find it difficult to stick to a strict schedule, while others may not have the flexibility to create a schedule due to external factors such as unexpected meetings or deadlines. In addition, some projects may not be suitable for time blocking, such as creative projects where the outcome is uncertain or difficult to predict.

Furthermore, the time blocking technique should not be viewed as a one-size-fits-all solution. It is important to tailor the technique to fit the individual’s needs and the specific project requirements. For example, some individuals may find it helpful to use time blocking in conjunction with other project management techniques, such as the pomodoro technique or agile project management.

Despite its limitations, the time blocking technique is a valuable tool for project management. It allows individuals to break down a project into manageable tasks and provides a clear framework for completing tasks efficiently. Research has shown that time blocking can increase productivity and reduce stress levels, leading to better performance and overall job satisfaction (He & Li, 2019; Laudon & Laudon, 2020; Ma & Tao, 2020; Vruzina & Hadzima, 2019).

In comparison to traditional project management standards, the time blocking technique extends the standards by providing a more structured and systematic approach to completing tasks. It helps individuals stay focused, organized, and motivated while working on a project, which is essential for meeting project deadlines and achieving project goals.

Overall, the time blocking technique is a valuable tool for project management that can help individuals stay focused, organized, and productive while completing a project. It should be used in conjunction with other project management techniques and tailored to fit the individual’s needs and the specific project requirements. By doing so, individuals can benefit from the increased productivity, motivation, and focus that time blocking can provide.

something <ref name="harvard">{{ cite web | url=https://hbr.org/2021/06/time-management-wont-save-you |title=Time Management Won't Save You |website=Harvard Business Review |date=June 2021 }}</ref> something

<ref>{{cite web |title=What Is Time Blocking? A Complete Guide |url=https://asana.com/resources/what-is-time-blocking |website=Asana |access-date=May 9, 2023 |language=en }}</ref>
<ref>{{cite web |title=Eisenhower Decision Matrix In Project Management |url=http://wiki.doing-projects.org/index.php/Eisenhower_decision_matrix_in_project_management |website=wiki doing projects|access-date=May 9, 2023 |language=en }}</ref>

<ref name="todoist">{{cite web |title=Time Blocking: Improve Your Focus and Get More Done |url=https://todoist.com/productivity-methods/time-blocking |website=Todoist |access-date=May 9, 2023 |language=en |url-status=live}}</ref>

<ref>Brigitte Claessens, Wendelien Eerde, Christel Rutte, & Robert Roe. (2007). A Review of Time Management Literature. ''Personnel Review'', 36, 255-276. doi:10.1108/00483480710726136</ref>

<ref>{{cite web |title=How to Use Time Blocking to Manage Your Day |url=https://www.verywellmind.com/how-to-use-time-blocking-to-manage-your-day-4797509 |website=Verywell Mind |date=February 9, 2021 }}</ref>

<ref>{{cite web |title=Timeblocking |url=https://en.wikipedia.org/wiki/Timeblocking |website=Wikipedia |access-date=May 9, 2023 |language=en }}</ref>

<ref>{{cite web |title=The Pomodoro Technique: An Effective Time Management Tool |url=https://science.nichd.nih.gov/confluence/display/newsletter/2020/05/07/The+Pomodoro+Technique%3A+An+Effective+Time+Management+Tool |website=National Institute of Child Health and Human Development |date=May 7, 2020 }}</ref>

<References/>

Time Blocking

2023-05-09T20:08:34Z

Anders-winter:

==Summary==
Time blocking is a popular self-management technique that involves breaking down a project into smaller, more manageable tasks with specific time limits. It helps individuals take responsibility for their work, prioritize tasks, and increase productivity <ref>{{cite web |title=Time Management Won't Save You |url=https://hbr.org/2021/06/time-management-wont-save-you |website=Harvard Business Review |date=June 2021 }}</ref>. This technique has been found to be effective in many areas, including project management (<ref>{{cite web |title=What Is Time Blocking? A Complete Guide |url=https://asana.com/resources/what-is-time-blocking |website=Asana |access-date=May 9, 2023 |language=en }}</ref>; <ref>{{cite web |title=Time Blocking: Improve Your Focus and Get More Done |url=https://todoist.com/productivity-methods/time-blocking |website=Todoist |access-date=May 9, 2023 |language=en }}</ref>).
In this wiki article, we will discuss the benefits of time blocking, how to effectively use this technique, provide tips for success, and limitations to be aware off.

==Big Idea==
Self-management is important in project management because it allows individuals to effectively manage their time, prioritize tasks, and stay focused on achieving project goals. It also helps individuals stay organized, reduce stress levels, and increase productivity.
The big idea behind time blocking is to help individuals better self-manage by giving them a technique to take responsibility for their work, prioritize tasks, and increase their productivity. The time-blocking technique is particularly useful in project management, where it is essential to complete tasks on time and within budget.
Time blocking is essentially a time management technique where individuals schedule their work time in “blocks” and fill those blocks with prioritized tasks.

'''Focus'''
One of the main benefits of time blocking is that it helps individuals stay focused on one task at a time, which can significantly improve their productivity. By allocating specific time slots for each task, individuals can avoid getting distracted by unrelated tasks and stay focused on the task at hand. This helps them complete their work more efficiently and with better quality.
'''Priority'''
Another benefit of time blocking is that it allows individuals to prioritize their tasks and ensure that they are completing the most important ones first. This can help them achieve their goals more effectively and efficiently. By breaking down a project into smaller, more manageable tasks, individuals can also avoid feeling overwhelmed by the scope of the project.
'''Control'''
Time blocking also helps individuals take control of their work and avoid procrastination. By scheduling their workday in advance, individuals can avoid wasting time figuring out what they need to do next. This can help them stay on track and complete their work on time.

==Application==

Now that we have discussed the big idea, let's explore how to apply the time blocking technique effectively. In this section, we will provide tips for success and practical examples of how to use time blocking for self-management.

'''Time aspect'''
The corner stone of the time blocking technique is a schedule, start by selecting a scheduling period, defined as the amount of time in the future that you want to prioritize and plan for. Some of the usual periods are single days or whole weeks. When applying the time blocking technique it is advised to use a calendar or notebook. In the following example we will assume that you will be planning for a single week.

'''Approach'''

[[File:Time_Blocking.png | thumb| Figure 1: Time blocking example| 500px]]

* Start by drawing up the schedule for your period, make sure to separate the schedule into suitable blocks of 30 min to one hour (Figure 1.1)
* List your recurring activities (Figure 1.1)
* List the meetings that is planned for the week (Figure 1.1)
* List and prioritize the most urgent tasks (Figure 1.1)
This wiki will not cover prioritization, but you can look at the (Eisenhower matrix <ref>{{cite web |title=Eisenhower Decision Matrix In Project Management |url=http://wiki.doing-projects.org/index.php/Eisenhower_decision_matrix_in_project_management |website=wiki doing projects|access-date=May 9, 2023 |language=en }}</ref>) to read more.
* Now start filling your schedule by adding your meetings (Figure 1.2)
* Follow up with your recurring activities (Figure 1.3)
* End with time blocks for completing prioritized tasks (Figure 1.4)

'''Tips and tricks'''
* ''Bundle tasks together'' Bundling similar tasks together can significantly enhance productivity, as it helps avoid distractions and allows for greater focus. This method saves time and effort that would otherwise be spent adjusting one's mind when switching between tasks. Grouping duties such as answering emails or making phone calls can help manage time more efficiently. It is critical to set specific times for each task to ensure progress on all essential duties without feeling overwhelmed. To summarize, bundling similar tasks together can improve productivity, time management, and efficiency.
* ''Avoid scheduling more than 70% of your day'' One tip when time blocking is to avoid scheduling more than 70% of your day. This is because unexpected events, interruptions, and emergencies can often arise, and if your schedule is too packed, you may not have enough time to deal with them. By leaving 30% of your day free, you can ensure that you have enough flexibility to handle these situations without throwing off your entire schedule. Additionally, having some free time in your schedule can help you avoid burnout and ensure that you have time to relax and recharge.
* ''Make it visible'' Sharing your time blocking schedule with co-workers can be a good idea for several reasons. It can help with coordination, accountability, and transparency within the team. It allows team members to see when you're available and when you're not, avoid scheduling conflicts, and promote open communication.

==Limitations==
It is important to note that the time blocking technique may not be suitable for all individuals or projects. Some people may find it difficult to stick to a strict schedule, while others may not have the flexibility to create a schedule due to external factors such as unexpected meetings or deadlines. In addition, some projects may not be suitable for time blocking, such as creative projects where the outcome is uncertain or difficult to predict.

Furthermore, the time blocking technique should not be viewed as a one-size-fits-all solution. It is important to tailor the technique to fit the individual’s needs and the specific project requirements. For example, some individuals may find it helpful to use time blocking in conjunction with other project management techniques, such as the pomodoro technique or agile project management.

Despite its limitations, the time blocking technique is a valuable tool for project management. It allows individuals to break down a project into manageable tasks and provides a clear framework for completing tasks efficiently. Research has shown that time blocking can increase productivity and reduce stress levels, leading to better performance and overall job satisfaction (He & Li, 2019; Laudon & Laudon, 2020; Ma & Tao, 2020; Vruzina & Hadzima, 2019).

In comparison to traditional project management standards, the time blocking technique extends the standards by providing a more structured and systematic approach to completing tasks. It helps individuals stay focused, organized, and motivated while working on a project, which is essential for meeting project deadlines and achieving project goals.

Overall, the time blocking technique is a valuable tool for project management that can help individuals stay focused, organized, and productive while completing a project. It should be used in conjunction with other project management techniques and tailored to fit the individual’s needs and the specific project requirements. By doing so, individuals can benefit from the increased productivity, motivation, and focus that time blocking can provide.

something <ref>{{ cite web | url=https://hbr.org/2021/06/time-management-wont-save-you |title=Time Management Won't Save You |website=Harvard Business Review |date=June 2021 }}</ref> something

<ref>{{cite web |title=What Is Time Blocking? A Complete Guide |url=https://asana.com/resources/what-is-time-blocking |website=Asana |access-date=May 9, 2023 |language=en }}</ref>
<ref>{{cite web |title=Eisenhower Decision Matrix In Project Management |url=http://wiki.doing-projects.org/index.php/Eisenhower_decision_matrix_in_project_management |website=wiki doing projects|access-date=May 9, 2023 |language=en }}</ref>

<ref>{{cite web |title=Time Blocking: Improve Your Focus and Get More Done |url=https://todoist.com/productivity-methods/time-blocking |website=Todoist |access-date=May 9, 2023 |language=en |url-status=live }}</ref>

<ref>Brigitte Claessens, Wendelien Eerde, Christel Rutte, & Robert Roe. (2007). A Review of Time Management Literature. ''Personnel Review'', 36, 255-276. doi:10.1108/00483480710726136</ref>

<ref>{{cite web |title=How to Use Time Blocking to Manage Your Day |url=https://www.verywellmind.com/how-to-use-time-blocking-to-manage-your-day-4797509 |website=Verywell Mind |date=February 9, 2021 }}</ref>

<ref>{{cite web |title=Timeblocking |url=https://en.wikipedia.org/wiki/Timeblocking |website=Wikipedia |access-date=May 9, 2023 |language=en }}</ref>

<ref>{{cite web |title=The Pomodoro Technique: An Effective Time Management Tool |url=https://science.nichd.nih.gov/confluence/display/newsletter/2020/05/07/The+Pomodoro+Technique%3A+An+Effective+Time+Management+Tool |website=National Institute of Child Health and Human Development |date=May 7, 2020 }}</ref>

<References/>

Time Blocking

2023-05-09T20:02:31Z

Anders-winter: /* Application */

==Summary==
Time blocking is a popular self-management technique that involves breaking down a project into smaller, more manageable tasks with specific time limits. It helps individuals take responsibility for their work, prioritize tasks, and increase productivity <ref>{{cite web |title=Time Management Won't Save You |url=https://hbr.org/2021/06/time-management-wont-save-you |website=Harvard Business Review |date=June 2021 }}</ref>. This technique has been found to be effective in many areas, including project management (<ref>{{cite web |title=What Is Time Blocking? A Complete Guide |url=https://asana.com/resources/what-is-time-blocking |website=Asana |access-date=May 9, 2023 |language=en }}</ref>; <ref>{{cite web |title=Time Blocking: Improve Your Focus and Get More Done |url=https://todoist.com/productivity-methods/time-blocking |website=Todoist |access-date=May 9, 2023 |language=en }}</ref>).
In this wiki article, we will discuss the benefits of time blocking, how to effectively use this technique, provide tips for success, and limitations to be aware off.

==Big Idea==
Self-management is important in project management because it allows individuals to effectively manage their time, prioritize tasks, and stay focused on achieving project goals. It also helps individuals stay organized, reduce stress levels, and increase productivity.
The big idea behind time blocking is to help individuals better self-manage by giving them a technique to take responsibility for their work, prioritize tasks, and increase their productivity. The time-blocking technique is particularly useful in project management, where it is essential to complete tasks on time and within budget.
Time blocking is essentially a time management technique where individuals schedule their work time in “blocks” and fill those blocks with prioritized tasks.

'''Focus'''
One of the main benefits of time blocking is that it helps individuals stay focused on one task at a time, which can significantly improve their productivity. By allocating specific time slots for each task, individuals can avoid getting distracted by unrelated tasks and stay focused on the task at hand. This helps them complete their work more efficiently and with better quality.
'''Priority'''
Another benefit of time blocking is that it allows individuals to prioritize their tasks and ensure that they are completing the most important ones first. This can help them achieve their goals more effectively and efficiently. By breaking down a project into smaller, more manageable tasks, individuals can also avoid feeling overwhelmed by the scope of the project.
'''Control'''
Time blocking also helps individuals take control of their work and avoid procrastination. By scheduling their workday in advance, individuals can avoid wasting time figuring out what they need to do next. This can help them stay on track and complete their work on time.

==Application==

Now that we have discussed the big idea, let's explore how to apply the time blocking technique effectively. In this section, we will provide tips for success and practical examples of how to use time blocking for self-management.

'''Time aspect'''
The corner stone of the time blocking technique is a schedule, start by selecting a scheduling period, defined as the amount of time in the future that you want to prioritize and plan for. Some of the usual periods are single days or whole weeks. When applying the time blocking technique it is advised to use a calendar or notebook. In the following example we will assume that you will be planning for a single week.

'''Approach'''

[[File:Time_Blocking.png | thumb| Figure 1: Time blocking example| 500px]]

* Start by drawing up the schedule for your period, make sure to separate the schedule into suitable blocks of 30 min to one hour (Figure 1.1)
* List your recurring activities (Figure 1.1)
* List the meetings that is planned for the week (Figure 1.1)
* List and prioritize the most urgent tasks (Figure 1.1)
This wiki will not cover prioritization, but you can look at the (Eisenhower matrix <ref>{{cite web |title=Eisenhower Decision Matrix In Project Management |url=http://wiki.doing-projects.org/index.php/Eisenhower_decision_matrix_in_project_management |website=wiki doing projects|access-date=May 9, 2023 |language=en }}</ref>) to read more.
* Now start filling your schedule by adding your meetings (Figure 1.2)
* Follow up with your recurring activities (Figure 1.3)
* End with time blocks for completing prioritized tasks (Figure 1.4)

'''Tips and tricks'''
* ''Bundle tasks together'' Bundling similar tasks together can significantly enhance productivity, as it helps avoid distractions and allows for greater focus. This method saves time and effort that would otherwise be spent adjusting one's mind when switching between tasks. Grouping duties such as answering emails or making phone calls can help manage time more efficiently. It is critical to set specific times for each task to ensure progress on all essential duties without feeling overwhelmed. To summarize, bundling similar tasks together can improve productivity, time management, and efficiency.
* ''Avoid scheduling more than 70% of your day'' One tip when time blocking is to avoid scheduling more than 70% of your day. This is because unexpected events, interruptions, and emergencies can often arise, and if your schedule is too packed, you may not have enough time to deal with them. By leaving 30% of your day free, you can ensure that you have enough flexibility to handle these situations without throwing off your entire schedule. Additionally, having some free time in your schedule can help you avoid burnout and ensure that you have time to relax and recharge.
* ''Make it visible'' Sharing your time blocking schedule with co-workers can be a good idea for several reasons. It can help with coordination, accountability, and transparency within the team. It allows team members to see when you're available and when you're not, avoid scheduling conflicts, and promote open communication.

==Limitations==
It is important to note that the time blocking technique may not be suitable for all individuals or projects. Some people may find it difficult to stick to a strict schedule, while others may not have the flexibility to create a schedule due to external factors such as unexpected meetings or deadlines. In addition, some projects may not be suitable for time blocking, such as creative projects where the outcome is uncertain or difficult to predict.

Furthermore, the time blocking technique should not be viewed as a one-size-fits-all solution. It is important to tailor the technique to fit the individual’s needs and the specific project requirements. For example, some individuals may find it helpful to use time blocking in conjunction with other project management techniques, such as the pomodoro technique or agile project management.

Despite its limitations, the time blocking technique is a valuable tool for project management. It allows individuals to break down a project into manageable tasks and provides a clear framework for completing tasks efficiently. Research has shown that time blocking can increase productivity and reduce stress levels, leading to better performance and overall job satisfaction (He & Li, 2019; Laudon & Laudon, 2020; Ma & Tao, 2020; Vruzina & Hadzima, 2019).

In comparison to traditional project management standards, the time blocking technique extends the standards by providing a more structured and systematic approach to completing tasks. It helps individuals stay focused, organized, and motivated while working on a project, which is essential for meeting project deadlines and achieving project goals.

Overall, the time blocking technique is a valuable tool for project management that can help individuals stay focused, organized, and productive while completing a project. It should be used in conjunction with other project management techniques and tailored to fit the individual’s needs and the specific project requirements. By doing so, individuals can benefit from the increased productivity, motivation, and focus that time blocking can provide.

something <ref>{{cite web |url=https://hbr.org/2021/06/time-management-wont-save-you |title=Time Management Won't Save You |website=Harvard Business Review |date=June 2021 }}</ref> something

<ref>{{cite web |title=What Is Time Blocking? A Complete Guide |url=https://asana.com/resources/what-is-time-blocking |website=Asana |access-date=May 9, 2023 |language=en }}</ref>
<ref>{{cite web |title=Eisenhower Decision Matrix In Project Management |url=http://wiki.doing-projects.org/index.php/Eisenhower_decision_matrix_in_project_management |website=wiki doing projects|access-date=May 9, 2023 |language=en }}</ref>

<ref>{{cite web |title=Time Blocking: Improve Your Focus and Get More Done |url=https://todoist.com/productivity-methods/time-blocking |website=Todoist |access-date=May 9, 2023 |language=en }}</ref>

<ref>Brigitte Claessens, Wendelien Eerde, Christel Rutte, & Robert Roe. (2007). A Review of Time Management Literature. ''Personnel Review'', 36, 255-276. doi:10.1108/00483480710726136</ref>

<ref>{{cite web |title=How to Use Time Blocking to Manage Your Day |url=https://www.verywellmind.com/how-to-use-time-blocking-to-manage-your-day-4797509 |website=Verywell Mind |date=February 9, 2021 }}</ref>

<ref>{{cite web |title=Timeblocking |url=https://en.wikipedia.org/wiki/Timeblocking |website=Wikipedia |access-date=May 9, 2023 |language=en }}</ref>

<ref>{{cite web |title=The Pomodoro Technique: An Effective Time Management Tool |url=https://science.nichd.nih.gov/confluence/display/newsletter/2020/05/07/The+Pomodoro+Technique%3A+An+Effective+Time+Management+Tool |website=National Institute of Child Health and Human Development |date=May 7, 2020 }}</ref>

<references/>

Time Blocking

2023-05-09T20:02:18Z

Anders-winter:

==Summary==
Time blocking is a popular self-management technique that involves breaking down a project into smaller, more manageable tasks with specific time limits. It helps individuals take responsibility for their work, prioritize tasks, and increase productivity <ref>{{cite web |title=Time Management Won't Save You |url=https://hbr.org/2021/06/time-management-wont-save-you |website=Harvard Business Review |date=June 2021 }}</ref>. This technique has been found to be effective in many areas, including project management (<ref>{{cite web |title=What Is Time Blocking? A Complete Guide |url=https://asana.com/resources/what-is-time-blocking |website=Asana |access-date=May 9, 2023 |language=en }}</ref>; <ref>{{cite web |title=Time Blocking: Improve Your Focus and Get More Done |url=https://todoist.com/productivity-methods/time-blocking |website=Todoist |access-date=May 9, 2023 |language=en }}</ref>).
In this wiki article, we will discuss the benefits of time blocking, how to effectively use this technique, provide tips for success, and limitations to be aware off.

==Big Idea==
Self-management is important in project management because it allows individuals to effectively manage their time, prioritize tasks, and stay focused on achieving project goals. It also helps individuals stay organized, reduce stress levels, and increase productivity.
The big idea behind time blocking is to help individuals better self-manage by giving them a technique to take responsibility for their work, prioritize tasks, and increase their productivity. The time-blocking technique is particularly useful in project management, where it is essential to complete tasks on time and within budget.
Time blocking is essentially a time management technique where individuals schedule their work time in “blocks” and fill those blocks with prioritized tasks.

'''Focus'''
One of the main benefits of time blocking is that it helps individuals stay focused on one task at a time, which can significantly improve their productivity. By allocating specific time slots for each task, individuals can avoid getting distracted by unrelated tasks and stay focused on the task at hand. This helps them complete their work more efficiently and with better quality.
'''Priority'''
Another benefit of time blocking is that it allows individuals to prioritize their tasks and ensure that they are completing the most important ones first. This can help them achieve their goals more effectively and efficiently. By breaking down a project into smaller, more manageable tasks, individuals can also avoid feeling overwhelmed by the scope of the project.
'''Control'''
Time blocking also helps individuals take control of their work and avoid procrastination. By scheduling their workday in advance, individuals can avoid wasting time figuring out what they need to do next. This can help them stay on track and complete their work on time.

==Application==

Now that we have discussed the big idea, let's explore how to apply the time blocking technique effectively. In this section, we will provide tips for success and practical examples of how to use time blocking for self-management.

'''Time aspect'''
The corner stone of the time blocking technique is a schedule, start by selecting a scheduling period, defined as the amount of time in the future that you want to prioritize and plan for. Some of the usual periods are single days or whole weeks. When applying the time blocking technique it is advised to use a calendar or notebook. In the following example we will assume that you will be planning for a single week.

'''Approach'''

[[File:Time_Blocking.png | thumb| Figure 1: Timblocking example| 500px]]

* Start by drawing up the schedule for your period, make sure to separate the schedule into suitable blocks of 30 min to one hour (Figure 1.1)
* List your recurring activities (Figure 1.1)
* List the meetings that is planned for the week (Figure 1.1)
* List and prioritize the most urgent tasks (Figure 1.1)
This wiki will not cover prioritization, but you can look at the (Eisenhower matrix <ref>{{cite web |title=Eisenhower Decision Matrix In Project Management |url=http://wiki.doing-projects.org/index.php/Eisenhower_decision_matrix_in_project_management |website=wiki doing projects|access-date=May 9, 2023 |language=en }}</ref>) to read more.
* Now start filling your schedule by adding your meetings (Figure 1.2)
* Follow up with your recurring activities (Figure 1.3)
* End with time blocks for completing prioritized tasks (Figure 1.4)

'''Tips and tricks'''
* ''Bundle tasks together'' Bundling similar tasks together can significantly enhance productivity, as it helps avoid distractions and allows for greater focus. This method saves time and effort that would otherwise be spent adjusting one's mind when switching between tasks. Grouping duties such as answering emails or making phone calls can help manage time more efficiently. It is critical to set specific times for each task to ensure progress on all essential duties without feeling overwhelmed. To summarize, bundling similar tasks together can improve productivity, time management, and efficiency.
* ''Avoid scheduling more than 70% of your day'' One tip when time blocking is to avoid scheduling more than 70% of your day. This is because unexpected events, interruptions, and emergencies can often arise, and if your schedule is too packed, you may not have enough time to deal with them. By leaving 30% of your day free, you can ensure that you have enough flexibility to handle these situations without throwing off your entire schedule. Additionally, having some free time in your schedule can help you avoid burnout and ensure that you have time to relax and recharge.
* ''Make it visible'' Sharing your time blocking schedule with co-workers can be a good idea for several reasons. It can help with coordination, accountability, and transparency within the team. It allows team members to see when you're available and when you're not, avoid scheduling conflicts, and promote open communication.

==Limitations==
It is important to note that the time blocking technique may not be suitable for all individuals or projects. Some people may find it difficult to stick to a strict schedule, while others may not have the flexibility to create a schedule due to external factors such as unexpected meetings or deadlines. In addition, some projects may not be suitable for time blocking, such as creative projects where the outcome is uncertain or difficult to predict.

Furthermore, the time blocking technique should not be viewed as a one-size-fits-all solution. It is important to tailor the technique to fit the individual’s needs and the specific project requirements. For example, some individuals may find it helpful to use time blocking in conjunction with other project management techniques, such as the pomodoro technique or agile project management.

Despite its limitations, the time blocking technique is a valuable tool for project management. It allows individuals to break down a project into manageable tasks and provides a clear framework for completing tasks efficiently. Research has shown that time blocking can increase productivity and reduce stress levels, leading to better performance and overall job satisfaction (He & Li, 2019; Laudon & Laudon, 2020; Ma & Tao, 2020; Vruzina & Hadzima, 2019).

In comparison to traditional project management standards, the time blocking technique extends the standards by providing a more structured and systematic approach to completing tasks. It helps individuals stay focused, organized, and motivated while working on a project, which is essential for meeting project deadlines and achieving project goals.

Overall, the time blocking technique is a valuable tool for project management that can help individuals stay focused, organized, and productive while completing a project. It should be used in conjunction with other project management techniques and tailored to fit the individual’s needs and the specific project requirements. By doing so, individuals can benefit from the increased productivity, motivation, and focus that time blocking can provide.

something <ref>{{cite web |url=https://hbr.org/2021/06/time-management-wont-save-you |title=Time Management Won't Save You |website=Harvard Business Review |date=June 2021 }}</ref> something

<ref>{{cite web |title=What Is Time Blocking? A Complete Guide |url=https://asana.com/resources/what-is-time-blocking |website=Asana |access-date=May 9, 2023 |language=en }}</ref>
<ref>{{cite web |title=Eisenhower Decision Matrix In Project Management |url=http://wiki.doing-projects.org/index.php/Eisenhower_decision_matrix_in_project_management |website=wiki doing projects|access-date=May 9, 2023 |language=en }}</ref>

<ref>{{cite web |title=Time Blocking: Improve Your Focus and Get More Done |url=https://todoist.com/productivity-methods/time-blocking |website=Todoist |access-date=May 9, 2023 |language=en }}</ref>

<ref>Brigitte Claessens, Wendelien Eerde, Christel Rutte, & Robert Roe. (2007). A Review of Time Management Literature. ''Personnel Review'', 36, 255-276. doi:10.1108/00483480710726136</ref>

<ref>{{cite web |title=How to Use Time Blocking to Manage Your Day |url=https://www.verywellmind.com/how-to-use-time-blocking-to-manage-your-day-4797509 |website=Verywell Mind |date=February 9, 2021 }}</ref>

<ref>{{cite web |title=Timeblocking |url=https://en.wikipedia.org/wiki/Timeblocking |website=Wikipedia |access-date=May 9, 2023 |language=en }}</ref>

<ref>{{cite web |title=The Pomodoro Technique: An Effective Time Management Tool |url=https://science.nichd.nih.gov/confluence/display/newsletter/2020/05/07/The+Pomodoro+Technique%3A+An+Effective+Time+Management+Tool |website=National Institute of Child Health and Human Development |date=May 7, 2020 }}</ref>

<references/>

Time Blocking

2023-05-09T16:12:38Z

Anders-winter:

==Summary==
Time blocking is a popular self-management technique that involves breaking down a project into smaller, more manageable tasks with specific time limits. It helps individuals take responsibility for their work, prioritize tasks, and increase productivity <ref>{{cite web |title=Time Management Won't Save You |url=https://hbr.org/2021/06/time-management-wont-save-you |website=Harvard Business Review |date=June 2021 }}</ref>. This technique has been found to be effective in many areas, including project management (<ref>{{cite web |title=What Is Time Blocking? A Complete Guide |url=https://asana.com/resources/what-is-time-blocking |website=Asana |access-date=May 9, 2023 |language=en }}</ref>; <ref>{{cite web |title=Time Blocking: Improve Your Focus and Get More Done |url=https://todoist.com/productivity-methods/time-blocking |website=Todoist |access-date=May 9, 2023 |language=en }}</ref>).
In this wiki article, we will discuss the benefits of time blocking, how to effectively use this technique, provide tips for success, and limitations to be aware off.

==Big Idea==
Self-management is important in project management because it allows individuals to effectively manage their time, prioritize tasks, and stay focused on achieving project goals. It also helps individuals stay organized, reduce stress levels, and increase productivity.
The big idea behind time blocking is to help individuals better self-manage by giving them a technique to take responsibility for their work, prioritize tasks, and increase their productivity. The time-blocking technique is particularly useful in project management, where it is essential to complete tasks on time and within budget.
Time blocking is essentially a time management technique where individuals schedule their work time in “blocks” and fill those blocks with prioritized tasks.

'''Focus'''
One of the main benefits of time blocking is that it helps individuals stay focused on one task at a time, which can significantly improve their productivity. By allocating specific time slots for each task, individuals can avoid getting distracted by unrelated tasks and stay focused on the task at hand. This helps them complete their work more efficiently and with better quality.
'''Priority'''
Another benefit of time blocking is that it allows individuals to prioritize their tasks and ensure that they are completing the most important ones first. This can help them achieve their goals more effectively and efficiently. By breaking down a project into smaller, more manageable tasks, individuals can also avoid feeling overwhelmed by the scope of the project.
'''Control'''
Time blocking also helps individuals take control of their work and avoid procrastination. By scheduling their workday in advance, individuals can avoid wasting time figuring out what they need to do next. This can help them stay on track and complete their work on time.

==Application==

Now that we have discussed the big idea, let's explore how to apply the time blocking technique effectively. In this section, we will provide tips for success and practical examples of how to use time blocking for self-management.

'''Time aspect'''
The corner stone of the time blocking technique is a schedule, start by selecting a scheduling period, defined as the amount of time in the future that you want to prioritize and plan for. Some of the usual periods are single days or whole weeks. When applying the time blocking technique it is advised to use a calendar or notebook. In the following example we will assume that you will be planning for a single week.

'''Approach'''
[[File:Time_Blocking.png | thumb| something | 500px]]
* Start by drawing up the schedule for your period, make sure to separate the schedule into suitable blocks of 30 min to one hour (Figure 1.1)
* List your recurring activities (Figure 1.1)
* List the meetings that is planned for the week (Figure 1.1)
* List and prioritize the most urgent tasks (Figure 1.1)
This wiki will not cover prioritization, but you can look at the (Eisenhower matrix <ref>{{cite web |title=Eisenhower Decision Matrix In Project Management |url=http://wiki.doing-projects.org/index.php/Eisenhower_decision_matrix_in_project_management |website=wiki doing projects|access-date=May 9, 2023 |language=en }}</ref>) to read more.
* Now start filling your schedule by adding your meetings (Figure 1.2)
* Follow up with your recurring activities (Figure 1.3)
* End with time blocks for completing prioritized tasks (Figure 1.4)

'''Tips and tricks'''
* ''Bundle tasks together'' Bundling similar tasks together can significantly enhance productivity, as it helps avoid distractions and allows for greater focus. This method saves time and effort that would otherwise be spent adjusting one's mind when switching between tasks. Grouping duties such as answering emails or making phone calls can help manage time more efficiently. It is critical to set specific times for each task to ensure progress on all essential duties without feeling overwhelmed. To summarize, bundling similar tasks together can improve productivity, time management, and efficiency.
* ''Avoid scheduling more than 70% of your day'' One tip when time blocking is to avoid scheduling more than 70% of your day. This is because unexpected events, interruptions, and emergencies can often arise, and if your schedule is too packed, you may not have enough time to deal with them. By leaving 30% of your day free, you can ensure that you have enough flexibility to handle these situations without throwing off your entire schedule. Additionally, having some free time in your schedule can help you avoid burnout and ensure that you have time to relax and recharge.
* ''Make it visible'' Sharing your time blocking schedule with co-workers can be a good idea for several reasons. It can help with coordination, accountability, and transparency within the team. It allows team members to see when you're available and when you're not, avoid scheduling conflicts, and promote open communication.

==Limitations==
It is important to note that the time blocking technique may not be suitable for all individuals or projects. Some people may find it difficult to stick to a strict schedule, while others may not have the flexibility to create a schedule due to external factors such as unexpected meetings or deadlines. In addition, some projects may not be suitable for time blocking, such as creative projects where the outcome is uncertain or difficult to predict.

Furthermore, the time blocking technique should not be viewed as a one-size-fits-all solution. It is important to tailor the technique to fit the individual’s needs and the specific project requirements. For example, some individuals may find it helpful to use time blocking in conjunction with other project management techniques, such as the pomodoro technique or agile project management.

Despite its limitations, the time blocking technique is a valuable tool for project management. It allows individuals to break down a project into manageable tasks and provides a clear framework for completing tasks efficiently. Research has shown that time blocking can increase productivity and reduce stress levels, leading to better performance and overall job satisfaction (He & Li, 2019; Laudon & Laudon, 2020; Ma & Tao, 2020; Vruzina & Hadzima, 2019).

In comparison to traditional project management standards, the time blocking technique extends the standards by providing a more structured and systematic approach to completing tasks. It helps individuals stay focused, organized, and motivated while working on a project, which is essential for meeting project deadlines and achieving project goals.

Overall, the time blocking technique is a valuable tool for project management that can help individuals stay focused, organized, and productive while completing a project. It should be used in conjunction with other project management techniques and tailored to fit the individual’s needs and the specific project requirements. By doing so, individuals can benefit from the increased productivity, motivation, and focus that time blocking can provide.

something <ref>{{cite web |url=https://hbr.org/2021/06/time-management-wont-save-you |title=Time Management Won't Save You |website=Harvard Business Review |date=June 2021 }}</ref> something

<ref>{{cite web |title=What Is Time Blocking? A Complete Guide |url=https://asana.com/resources/what-is-time-blocking |website=Asana |access-date=May 9, 2023 |language=en }}</ref>
<ref>{{cite web |title=Eisenhower Decision Matrix In Project Management |url=http://wiki.doing-projects.org/index.php/Eisenhower_decision_matrix_in_project_management |website=wiki doing projects|access-date=May 9, 2023 |language=en }}</ref>

<ref>{{cite web |title=Time Blocking: Improve Your Focus and Get More Done |url=https://todoist.com/productivity-methods/time-blocking |website=Todoist |access-date=May 9, 2023 |language=en }}</ref>

<ref>Brigitte Claessens, Wendelien Eerde, Christel Rutte, & Robert Roe. (2007). A Review of Time Management Literature. ''Personnel Review'', 36, 255-276. doi:10.1108/00483480710726136</ref>

<ref>{{cite web |title=How to Use Time Blocking to Manage Your Day |url=https://www.verywellmind.com/how-to-use-time-blocking-to-manage-your-day-4797509 |website=Verywell Mind |date=February 9, 2021 }}</ref>

<ref>{{cite web |title=Timeblocking |url=https://en.wikipedia.org/wiki/Timeblocking |website=Wikipedia |access-date=May 9, 2023 |language=en }}</ref>

<ref>{{cite web |title=The Pomodoro Technique: An Effective Time Management Tool |url=https://science.nichd.nih.gov/confluence/display/newsletter/2020/05/07/The+Pomodoro+Technique%3A+An+Effective+Time+Management+Tool |website=National Institute of Child Health and Human Development |date=May 7, 2020 }}</ref>

<references/>

File:Time Blocking.png

2023-05-09T16:08:34Z

Anders-winter:

Time Blocking

2023-05-09T16:07:28Z

Anders-winter:

==Summary==
Time blocking is a popular self-management technique that involves breaking down a project into smaller, more manageable tasks with specific time limits. It helps individuals take responsibility for their work, prioritize tasks, and increase productivity <ref>{{cite web |title=Time Management Won't Save You |url=https://hbr.org/2021/06/time-management-wont-save-you |website=Harvard Business Review |date=June 2021 }}</ref>. This technique has been found to be effective in many areas, including project management (<ref>{{cite web |title=What Is Time Blocking? A Complete Guide |url=https://asana.com/resources/what-is-time-blocking |website=Asana |access-date=May 9, 2023 |language=en }}</ref>; <ref>{{cite web |title=Time Blocking: Improve Your Focus and Get More Done |url=https://todoist.com/productivity-methods/time-blocking |website=Todoist |access-date=May 9, 2023 |language=en }}</ref>).
In this wiki article, we will discuss the benefits of time blocking, how to effectively use this technique, provide tips for success, and limitations to be aware off.

==Big Idea==
Self-management is important in project management because it allows individuals to effectively manage their time, prioritize tasks, and stay focused on achieving project goals. It also helps individuals stay organized, reduce stress levels, and increase productivity.
The big idea behind time blocking is to help individuals better self-manage by giving them a technique to take responsibility for their work, prioritize tasks, and increase their productivity. The time-blocking technique is particularly useful in project management, where it is essential to complete tasks on time and within budget.
Time blocking is essentially a time management technique where individuals schedule their work time in “blocks” and fill those blocks with prioritized tasks.

'''Focus'''
One of the main benefits of time blocking is that it helps individuals stay focused on one task at a time, which can significantly improve their productivity. By allocating specific time slots for each task, individuals can avoid getting distracted by unrelated tasks and stay focused on the task at hand. This helps them complete their work more efficiently and with better quality.
'''Priority'''
Another benefit of time blocking is that it allows individuals to prioritize their tasks and ensure that they are completing the most important ones first. This can help them achieve their goals more effectively and efficiently. By breaking down a project into smaller, more manageable tasks, individuals can also avoid feeling overwhelmed by the scope of the project.
'''Control'''
Time blocking also helps individuals take control of their work and avoid procrastination. By scheduling their workday in advance, individuals can avoid wasting time figuring out what they need to do next. This can help them stay on track and complete their work on time.

==Application==

Now that we have discussed the big idea, let's explore how to apply the time blocking technique effectively. In this section, we will provide tips for success and practical examples of how to use time blocking for self-management.

'''Time aspect'''
The corner stone of the time blocking technique is a schedule, start by selecting a scheduling period, defined as the amount of time in the future that you want to prioritize and plan for. Some of the usual periods are single days or whole weeks. When applying the time blocking technique it is advised to use a calendar or notebook. In the following example we will assume that you will be planning for a single week.

'''Approach'''
* Start by drawing up the schedule for your period, make sure to separate the schedule into suitable blocks of 30 min to one hour (Figure 1.1)
* List your recurring activities (Figure 1.1)
* List the meetings that is planned for the week (Figure 1.1)
* List and prioritize the most urgent tasks (Figure 1.1)
This wiki will not cover prioritization, but you can look at the (Eisenhower matrix <ref>{{cite web |title=Eisenhower Decision Matrix In Project Management |url=http://wiki.doing-projects.org/index.php/Eisenhower_decision_matrix_in_project_management |website=wiki doing projects|access-date=May 9, 2023 |language=en }}</ref>) to read more.
* Now start filling your schedule by adding your meetings (Figure 1.2)
* Follow up with your recurring activities (Figure 1.3)
* End with time blocks for completing prioritized tasks (Figure 1.4)

(FIGURE)

'''Tips and tricks'''
* ''Bundle tasks together'' Bundling similar tasks together can significantly enhance productivity, as it helps avoid distractions and allows for greater focus. This method saves time and effort that would otherwise be spent adjusting one's mind when switching between tasks. Grouping duties such as answering emails or making phone calls can help manage time more efficiently. It is critical to set specific times for each task to ensure progress on all essential duties without feeling overwhelmed. To summarize, bundling similar tasks together can improve productivity, time management, and efficiency.
* ''Avoid scheduling more than 70% of your day'' One tip when time blocking is to avoid scheduling more than 70% of your day. This is because unexpected events, interruptions, and emergencies can often arise, and if your schedule is too packed, you may not have enough time to deal with them. By leaving 30% of your day free, you can ensure that you have enough flexibility to handle these situations without throwing off your entire schedule. Additionally, having some free time in your schedule can help you avoid burnout and ensure that you have time to relax and recharge.
* ''Make it visible'' Sharing your time blocking schedule with co-workers can be a good idea for several reasons. It can help with coordination, accountability, and transparency within the team. It allows team members to see when you're available and when you're not, avoid scheduling conflicts, and promote open communication.

==Limitations==
It is important to note that the time blocking technique may not be suitable for all individuals or projects. Some people may find it difficult to stick to a strict schedule, while others may not have the flexibility to create a schedule due to external factors such as unexpected meetings or deadlines. In addition, some projects may not be suitable for time blocking, such as creative projects where the outcome is uncertain or difficult to predict.

Furthermore, the time blocking technique should not be viewed as a one-size-fits-all solution. It is important to tailor the technique to fit the individual’s needs and the specific project requirements. For example, some individuals may find it helpful to use time blocking in conjunction with other project management techniques, such as the pomodoro technique or agile project management.

Despite its limitations, the time blocking technique is a valuable tool for project management. It allows individuals to break down a project into manageable tasks and provides a clear framework for completing tasks efficiently. Research has shown that time blocking can increase productivity and reduce stress levels, leading to better performance and overall job satisfaction (He & Li, 2019; Laudon & Laudon, 2020; Ma & Tao, 2020; Vruzina & Hadzima, 2019).

In comparison to traditional project management standards, the time blocking technique extends the standards by providing a more structured and systematic approach to completing tasks. It helps individuals stay focused, organized, and motivated while working on a project, which is essential for meeting project deadlines and achieving project goals.

Overall, the time blocking technique is a valuable tool for project management that can help individuals stay focused, organized, and productive while completing a project. It should be used in conjunction with other project management techniques and tailored to fit the individual’s needs and the specific project requirements. By doing so, individuals can benefit from the increased productivity, motivation, and focus that time blocking can provide.

something <ref>{{cite web |url=https://hbr.org/2021/06/time-management-wont-save-you |title=Time Management Won't Save You |website=Harvard Business Review |date=June 2021 }}</ref> something

<ref>{{cite web |title=What Is Time Blocking? A Complete Guide |url=https://asana.com/resources/what-is-time-blocking |website=Asana |access-date=May 9, 2023 |language=en }}</ref>
<ref>{{cite web |title=Eisenhower Decision Matrix In Project Management |url=http://wiki.doing-projects.org/index.php/Eisenhower_decision_matrix_in_project_management |website=wiki doing projects|access-date=May 9, 2023 |language=en }}</ref>

<ref>{{cite web |title=Time Blocking: Improve Your Focus and Get More Done |url=https://todoist.com/productivity-methods/time-blocking |website=Todoist |access-date=May 9, 2023 |language=en }}</ref>

<ref>Brigitte Claessens, Wendelien Eerde, Christel Rutte, & Robert Roe. (2007). A Review of Time Management Literature. ''Personnel Review'', 36, 255-276. doi:10.1108/00483480710726136</ref>

<ref>{{cite web |title=How to Use Time Blocking to Manage Your Day |url=https://www.verywellmind.com/how-to-use-time-blocking-to-manage-your-day-4797509 |website=Verywell Mind |date=February 9, 2021 }}</ref>

<ref>{{cite web |title=Timeblocking |url=https://en.wikipedia.org/wiki/Timeblocking |website=Wikipedia |access-date=May 9, 2023 |language=en }}</ref>

<ref>{{cite web |title=The Pomodoro Technique: An Effective Time Management Tool |url=https://science.nichd.nih.gov/confluence/display/newsletter/2020/05/07/The+Pomodoro+Technique%3A+An+Effective+Time+Management+Tool |website=National Institute of Child Health and Human Development |date=May 7, 2020 }}</ref>

<references/>

Time Blocking

2023-05-09T15:54:06Z

Anders-winter:

Time Blocking

2023-05-09T15:47:18Z

Anders-winter: Created page with " <ref>{{cite web |title=Time Management Won't Save You |url=https://hbr.org/2021/06/time-management-wont-save-you |website=Harvard Business Review |date=June 2021 }}</ref> <r..."

<ref>{{cite web |title=Time Management Won't Save You |url=https://hbr.org/2021/06/time-management-wont-save-you |website=Harvard Business Review |date=June 2021 }}</ref>

<ref>{{cite web |title=What Is Time Blocking? A Complete Guide |url=https://asana.com/resources/what-is-time-blocking |website=Asana |access-date=May 9, 2023 |language=en }}</ref>

<ref>{{cite web |title=Time Blocking: Improve Your Focus and Get More Done |url=https://todoist.com/productivity-methods/time-blocking |website=Todoist |access-date=May 9, 2023 |language=en }}</ref>

<ref>{{cite journal |title=A Review of Time Management Literature |author=Macan, T. H. |journal=Personnel Psychology |volume=47 |issue=4 |pages=779–803 |date=December 1994 |doi=10.1111/j.1744-6570.1994.tb01578.x}}</ref>

<ref>{{cite web |title=How to Use Time Blocking to Manage Your Day |url=https://www.verywellmind.com/how-to-use-time-blocking-to-manage-your-day-4797509 |website=Verywell Mind |date=February 9, 2021 }}</ref>

<ref>{{cite web |title=Timeblocking |url=https://en.wikipedia.org/wiki/Timeblocking |website=Wikipedia |access-date=May 9, 2023 |language=en }}</ref>

<ref>{{cite web |title=The Pomodoro Technique: An Effective Time Management Tool |url=https://science.nichd.nih.gov/confluence/display/newsletter/2020/05/07/The+Pomodoro+Technique%3A+An+Effective+Time+Management+Tool |website=National Institute of Child Health and Human Development |date=May 7, 2020 }}</ref>

Getting Things Done (GTD)

2023-05-09T15:47:03Z

Anders-winter: Undo revision 145612 by Anders-winter (talk)

Getting Things Done (GTD) is an integrated life-management system developed by David Allen in the late 1900’s and early 2000’s first published in the book ''Getting Things Done – the art of stress-free productivity'' in 2001. The system incorporates a horizontal focus for processing, organizing and reviewing everything that requires attention through a Five Steps for Mastering Workflow, and a vertical focus for project planning through the Five Phases of Project Planning. Implementing and practicing the Getting Things Done methodology should result in the practitioners becoming more productive and creative by using an external memory and by obtaining a complete overview of current commitments and projects.<ref name = "GTD"> Allen, D. (2015). Getting Things Done - the art of stress free productivity. London: Piatkus. </ref>

The vertical focus of Getting Things Done will briefly be described, but the emphasis in this article will be placed on the horizontal focus going in depth with the practices as well as describe its limitations.

The described practices is based on the second and newest edition of David Allen’s ''Getting Things Done – the art of stress-free productivity'' published in 2015.

== Why use Getting Things Done? ==
The principle behind the practices of Getting Things Done is that the work and personal life of people are constantly changing and involves an information overload that no system can describe or coordinate. To cope with the complexity, Getting Things Done implements a full methodology for the users to manage current commitments while registering and organizing new opportunities or other items that requires attention in an external memory, <ref name = "GTD"/> because ''"your brain is for having ideas not holding them"''. <ref name = "youtube"> Successful by Design (September 6, 2016). Getting Things Done (GTD) by David Allen – Animated Book Summary and Review [YouTube channel]. Retrieved February 19, 2021, https://www.youtube.com/watch?v=gCswMsONkwY&ab_channel=SuccessfulByDesign. </ref>

The practices of Getting Things Done are structured in a horizontal focus for every aspect of work and personal life and a vertical focus for narrowing down a single project. The horizontal focus is implemented through the Five Steps of Mastering Workflow: (1) to ''capture'' every item that has attention, (2) to ''clarify'' what the item means and what the next actions should be, (3) to ''organize'' the next actions in an external memory, (4) to ''reflect'' on the items in the external memory, and lastly (5) to make decision about what items to ''engage'' with.<ref name = "GTD"/>

The vertical focus should assist the user in getting a project under control, finding a solution, or ensuring that the right actions are planned. The vertical focus is implemented using the Natural planning model and the Five Phases of Project Planning: (1) defining the purpose and principles, (2) outcome visioning, (3) brainstorming, (4) organizing, and (5) defining next actions.<ref name = "GTD"/>

=== The promise – mind like water ===
Allen argues for the need of an external memory since ''“there is usually an inverse relationship between how much something is on your mind and how much it's getting done”''. <ref name = "GTD1"> p.23, Allen, D. (2015). Getting Things Done - the art of stress free productivity. London: Piatkus. </ref> Thus, if someone is able to empty their mind from everything that requires attention, according to Getting Things Done, they should become more creative, productive, and confident in that everything they are doing at any time is exactly what they should be doing at that time. Therefore, according to Allen implementing the practices of Getting Things Done will enable a mind like water: ''“Water is what it is, and does what it does. It can overwhelm, but it’s not overwhelmed. It can be still, but is not impatient. It can be forced to change course, but it is not frustrated”''. <ref name = "GTD2"> p.12, Allen, D. (2015). Getting Things Done - the art of stress free productivity. London: Piatkus. </ref>

=== The relevance for project managers ===
The Project Management Institute (PMI) focus on three key competences required of a project manager: Technical project management, Leadership, and Strategic and business management. The practices of Getting Things Done is particularly relevant for the leadership skills, where PMI highlights the importance of:

* '' 'Focusing on the important things, including:''
** ''Continuously prioritizing work by reviewing and adjusting as necessary;''
** ''Finding and using a prioritization method that works for them and the project;''
** ''(...)''
** '' Being able to sift through massive amounts of information to obtain the most important information' '' <ref name = "PMBOK3"> p. 62, Project Management Institute (PMI). (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). </ref>

Getting Things Done's Five Steps of Mastering Workflow can be used as a prioritization method, where the steps of reflect and engage is particularly relevant for prioritizing, reviewing, and adjusting. In addition offers the practices a systematic approach for the project manager to process, store, and review items from the constant information flow in an external memory, thereby enabling the last skill.

== Horizontal focus – Five Steps of Mastering Workflow ==
The Five Steps of Mastering Workflow: capture, clarify, organize, reflect, and engage, are according to Allen already present in the way most people deal with things in their daily work and personal life. In the book ''Getting Things Done: the art of stress-free productivity'' Allen uses the example of someone expecting guests for dinner and coming home to a mess in the kitchen. The person would identify all the stuff laying around (capture), decide what to keep or what to put in place (clarify), put things away (organize), compare the recipe’s ingredients with what is on the shelves (reflect), and lastly get started cooking or go to the grocery store (engage). <ref name = "GTD3"> p.28, Allen, D. (2015). Getting Things Done - the art of stress free productivity. London: Piatkus. </ref>

As shown with the example above the steps are rather simple and part of most people’s current workflow, but to receive the benefits of ‘mind like water’ the Five Steps of Mastering Workflow must be implemented in a structured and consistent manner as suggested by the methodology. Each step in the workflow has its own best practices and tools and must be conducted separately, and afterwards linked and integrated into the other steps.<ref name = "GTD"/>

Each step of the workflow will be described below as if the reader is the user and illustrated in the Five Steps of Mastering Workflow diagram.

===Capture===
[[File:5StepWorkflow.png|x600px|frame|right| Five Steps of Mastering Workflow diagram (own figure, based on <ref name = "GTD"/>)]]
The step of capture is to move anything that has appeared in the mind or in your physical environment that requires an action or decision, the so-called stuff, from there and into an in-tray in the form of a placeholder. A placeholder can be a note, an audio-recording, an email, or something else that represents the stuff-item. The in-trays can be physical, paper-based note taking devices, digital/audio note-taking devices, an digital inbox etc. <ref name = "GTD"/>

'''Best practices for capturing:''' At least one in-tray should be available at any time enabling you to free your mind from stuff. You should have as few in-trays as possible to keep an overview, and they should be emptied on a regular basis to ensure that the they do not grow out of proportion and take attention.<ref name = "GTD"/>

===Clarify===
The clarify step is to empty the in-trays using an item-by-item approach to decide on the actions to be taken and where the item should be placed in your external memory. Each item from the in-trays should go through the decision tree on the Five Steps of Mastering Workflow diagram as described below. <ref name = "GTD"/>

* ''What is it?'' For you to recall what the placeholder in your in-tray represents and what it requires of you.

*''Is it actionable?''
** No: if something should or could be done at a later time you should place it in someday/maybe, if it holds future relevant information you should keep it for reference, else you should discard the item.
**Yes: ''What is the commitment?'' Determine the desired outcome of the item. If the outcome cannot be fulfilled by a single action, the item is considered to be a project, and the project should be placed in a project master list along with the outcome.

* ''What is the next action?'' Determine the next action, which is the next physical activity to be undertaken in order to move a project closer to the desired outcome or to complete an item.

* ''Will it take less than two minutes?''
** Yes: You should do it right away.
** No: if the next action is more appropriate for someone else to do, you should delegate it and place it on a waiting list. If the action is time specific you should place it in your calendar, and else you should store it on your next actions lists of activities you should do when time allows.

'''Best practices for clarifying:''' The next actions should be precise and actionable, such that they are easy to access and do once you have the time. Allen uses the example: if a conference you are going to has been taking your attention and therefore placed in your in-tray, because you have to figure out if Sandra is preparing a press kit, the next action could be ‘E-mail Sandra re: press kits for the conference’. <ref name = "GTD4"> p.133, Allen, D. (2015). Getting Things Done - the art of stress free productivity. London: Piatkus. </ref>

===Organize===
In the step of organize you should organize all the items you have stored in clarifying, resulting in a complete system of eight discrete categories as displayed on Five Steps of Mastering Workflow diagram. The eight categories and how they should be used is described below. <ref name = "GTD"/>

* '''Someday/maybe {hold for review; tickler system}:''' all items where something should or could be done at a later time should be stored in either a someday/maybe lists, hold for review lists, or a tickler file. Future projects should be placed on a someday/maybe list which should be reviewed on a regular basis, items related to engaging in a specific activity should be stored in hold for review lists (e.g. books to read, restaurants to try), and lastly items you have to be reminded of on a specific time should be placed in a tickler system giving you a reminder on the given time.
* '''Reference {topic specific; general reference folders}:''' all information you would like to keep for future reference should be sorted in topic specific folders or in general reference folders for items not belong to a specific topic.
* '''Trash:''' everything you do not need to revisit should go into trash.

* '''Projects master list:''' all your projects should be placed in a master list, which can be divided into subcategories e.g. house construction projects, projects related to areas of work etc.

* '''Project plan {and relevant information}:''' for every project the defined outcome and required actions should be stored in project plans. For each project the project plan and all relevant information should be kept in a separate container.

* '''Waiting (for someone else to do):''' a list with all the actions you have delegated and to whom.

* '''Calendar (to do at a specific time):''' your calendar should be limited to actions that must be done on the day. This is limited to time specific actions (e.g. appointments), day specific actions to be completed on a specific day but not time (e.g. making a call), and day specific information (e.g. something is due or should be started).

* '''Next actions (to do as soon as possible):''' the lists of actions you can do once you have the time. This can be divided into subcategories depending on the context, for example: at workplace, at home, in meeting with (…).

'''Best practices for organizing:''' The described elements in the eight categories can be in physical or digital form. The categories should be kept as simple as possible, items should only be stored in one category, and the categories should be reviewed regularly. <ref name = "GTD"/> [[File:5StepWorkflow4.png|x200px|frame|right| Five Steps of Mastering Workflow - reflect (own figure)]]

===Reflect===
The reflection step concerns both focusing on specific actions through a daily review and reviewing your external memory through a weekly review as described below and shown in the figure Five Steps of Mastering Workflow - reflect.

* '''The daily review:''': of your calendar and next actions lists. Your calendar consists of the things that must get done in the day and therefore constraints the day in regards to availability and time. If your next action lists are categorized by context it should be easy to find the next action to the corresponding context you are in. Once done with an item in your calendar, check when and what the next item is and if it is more appropriate to work on something from a next actions list.<ref name = "GTD"/>

* '''The weekly review:''': of your in-tray, projects, active project plans, next actions, waiting for lists, and someday/maybe list. The items in these categories should be reviewed weekly to obtain a holistic overview and to stay on top of things.<ref name = "GTD"/>

'''Best practices for reflecting:''' Reflection must be done at specific and consistent intervals as often required in order for everything to stay out of your mind. <ref name = "GTD"/>

===Engage===
The step of engage concerns making decisions about what to do, what not to do, and how to feel good about both. If all the previous steps in the Five Steps of Mastering Workflow have been fully completed you should be able to use your intuition in this step. There are three models in the methodology you can use to frame your options between actions based on the situation being in the moment, daily work or for reviewing work as described below and in the figure Five Steps of Mastering Workflow - engage. <ref name = "GTD"/> [[File:5StepWorkflow5.png|x400px|frame|right| Five Steps of Mastering Workflow - engage (own figure)]]

'''The four criteria model for actions in the moment'''

In any moment the following three criteria constraints your set of options: (1) the context, (2) the time available, and (3) the energy available. The last criteria in the model is (4) priority. Here you should trust that your intuition will choose the action from the remaining option set that will result in the highest pay-off.<ref name = "GTD"/>

'''The threefold model for identifying daily work'''

The model for identifying daily work is based on three kinds of activities: doing predefined work, doing work as it shows up, and defining your work.
# Doing predefined work: from your next actions lists and your calendar.
# Doing work as it shows up: unforeseen or ad-hoc tasks will always appear. You can choose to place them in an in-tray or to take action on them right away. If you choose the latter your intuition has deemed them more important than other tasks in your calendar or next actions lists.
# Defining your work: involves clearing up your in-tray, capturing, organizing, or breaking down projects into actionable steps. <ref name = "GTD"/>

'''The six-level model for reviewing work'''

The use of this model should ensure that everything you are engaging with is relevant, and the model should assist you in setting priorities for your decision making between different options of actions. The model is based on the ground level and five horizons as described below.
* Ground level: current actions. The full lists of next actions and your calendar.
* Horizon 1: current projects. Your current projects are generating most of your next actions and items in your calendar.
* Horizon 2: areas of focus and accountabilities. Your interests, roles, and accountabilities will create most of your projects.
* Horizon 3: goals. What you want to achieve in 1 to 2 years from now largely affects your areas of focus and responsibilities.
* Horizon 4: vision. Where you want to be in 3-5 years from now affects both goals, areas of focus, and accountabilities.
* Horizon 5: purpose and principles. Where everything is derived from.

The horizons should not be used as assessment criteria every time you have to choose what projects or actions to engage in. Instead having outlined the horizons and reviewed them will result in a holistic view on your priorities and your intuition will use this to assess your options for actions.<ref name = "GTD"/>

'''Best practices for engaging:''' None of the models will give an answer for what to do in the situation, but instead they should assist you in framing your decision, and if all the previous steps in the five step model has been conducted you should be able to trust your intuition in making the appropriate choices. <ref name = "GTD"/>

==Implementing and practicing Getting Things Done ==
The conceptual framework of the Five Steps of Mastering Workflow is rather simple in itself, but leveraging the practice to its full potential requires a complete implementation and examination of the users current commitments and projects regarding both personal and work life. More than half of the book ''Getting Things Done – the art of stress-free production'' is devoted to a thorough guidance on how to implement and practice each step of the methodology. <ref name = "GTD"/>

As the implementation and practice of the methodology requires a transition for every aspect in life which may not be possible or desired for all the users, Allen has discovered three maturity levels in the practitioners of Getting Things Done:
# The basic: employs the fundamentals of managing workflow
# The graduate: has implemented and integrated total life management system
# The post-graduate: has leveraged skills to empty the mind completely and receives the full benefits

Allen argues that all practitioners either the basic, graduate, post-graduate, or someone who has implemented one trick from the methodology should benefit from it.<ref name = "GTD"/>

==Limitations==
In Getting Things Done, Allen defines a project by '' 'Any multistep outcome that can be completed within a year' '' . <ref name = "GTD6"> p. 307, Allen, D. (2015). Getting Things Done - the art of stress free productivity. London: Piatkus. </ref> . This fits with the Project Management Institute’s (PMI) definition: '' 'A project is a temporary endeavor undertaken to create a unique product, service, or result.' '' <ref name = "PMBOK1"> p. 4, Project Management Institute (PMI). (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). </ref> PMI’s unique product, service or result can be compared to Allen’s outcome, however is PMI’s temporary endeavor not limited to a year. In addition states PMI that '' 'Projects drive change' '' and that '' 'Projects enable business value creation' '' <ref name = "PMBOK2"> p. 6-7, Project Management Institute (PMI). (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). </ref>, which is not necessarily the situation for projects by Allen’s definition. His definition includes the individual’s projects as well which could be an everyday project such as cooking a meal which requires several steps; planning the meal, going grocery shopping, and cooking the meal.

The positive effects and theoretical background for Getting Things Done is purely based on Allen’s own and his clients’ experiences. Heylighen and Vidal argued in 2008 that the claims could be theoretically justified based on psychology and cognitive science, but an empirical justification is still outstanding. In their study they also made an extension of the methodology to include collaborative work, but further research on the area is needed for the extension and the collective benefits to be accepted. <ref name = "GTDStudy"> Heylighen and Vidal, C. (2008). Getting Things Done: The Science behind Stress-Free Productivity. Long Range Planning, Volume 41, Issue 6, Pages 585-605. </ref>

The practices for maximizing productivity without stress as offered by Getting Things Done are simple, but there lies a great challenge in applying and sustaining the practices. Allen highlights this limitation himself along with a missing expertise and guidance of how to change habits. <ref name = "GTD5"> p. xxi, Allen, D. (2015). Getting Things Done - the art of stress free productivity. London: Piatkus. </ref> In addition are the practices based on a less digital work environment with many physical items such as documents, notes, post etc. compared to today, but the practices are none the less still relevant as it is applicable for processing digital information as well and The Five Steps of Mastering Workflow remains the same.

== Annotated Bibliography ==
''Allen, D. (2015). Getting Things Done - the art of stress free productivity. London: Piatkus.''

The book by David Allen is a comprehensive description of the Getting Things Done practices divided into three parts. The first part: ‘The Art of Getting Things Done’ presents the relevance of the practices in the information age and the two methods: The Five Steps of Mastering Workflow and The Five Phases of Project Planning. The second part: ‘Practicing Stress-Free Productivity’ delivers a thorough description and guidance on how to implement and practice Getting Things Done. The third part: ‘The Power of the Key Principles’ presents the positive outcome related to the practices.

''Heylighen and Vidal, C. (2008). Getting Things Done: The Science behind Stress-Free Productivity. Long Range Planning, Volume 41, Issue 6, Pages 585-605.''

The article summarizes the practices of Getting Things Done’s Five Steps of Mastering Workflow and review theories of how the human brain processes information and converts the information into actions. The conclusions from the theoretic study is compared to the practices of Getting Things Done arguing that the positive outcome of practicing the Five Steps of Mastering Workflow can be justified theoretically based on psychology and cognitive science. The article also presents an extension of the Getting Things Done practices to use for collaborative work.

''Successful by Design (September 6, 2016). Getting Things Done (GTD) by David Allen – Animated Book Summary and Review [YouTube].''
Retrieved February 19, 2021, https://www.youtube.com/watch?v=gCswMsONkwY&ab_channel=SuccessfulByDesign.

An animated video of Successful by Design outlining the summary of the horizontal focus and the Five Steps of Mastering Workflow in a simple and visual manner. It briefly touches upon the potential benefits of implementing the practices of Getting Things Done.

== References ==
<references/>

Getting Things Done (GTD)

2023-05-09T15:46:13Z

Anders-winter: /* Limitations */

Getting Things Done (GTD) is an integrated life-management system developed by David Allen in the late 1900’s and early 2000’s first published in the book ''Getting Things Done – the art of stress-free productivity'' in 2001. The system incorporates a horizontal focus for processing, organizing and reviewing everything that requires attention through a Five Steps for Mastering Workflow, and a vertical focus for project planning through the Five Phases of Project Planning. Implementing and practicing the Getting Things Done methodology should result in the practitioners becoming more productive and creative by using an external memory and by obtaining a complete overview of current commitments and projects.<ref name = "GTD"> Allen, D. (2015). Getting Things Done - the art of stress free productivity. London: Piatkus. </ref>

The vertical focus of Getting Things Done will briefly be described, but the emphasis in this article will be placed on the horizontal focus going in depth with the practices as well as describe its limitations.

The described practices is based on the second and newest edition of David Allen’s ''Getting Things Done – the art of stress-free productivity'' published in 2015.

== Why use Getting Things Done? ==
The principle behind the practices of Getting Things Done is that the work and personal life of people are constantly changing and involves an information overload that no system can describe or coordinate. To cope with the complexity, Getting Things Done implements a full methodology for the users to manage current commitments while registering and organizing new opportunities or other items that requires attention in an external memory, <ref name = "GTD"/> because ''"your brain is for having ideas not holding them"''. <ref name = "youtube"> Successful by Design (September 6, 2016). Getting Things Done (GTD) by David Allen – Animated Book Summary and Review [YouTube channel]. Retrieved February 19, 2021, https://www.youtube.com/watch?v=gCswMsONkwY&ab_channel=SuccessfulByDesign. </ref>

The practices of Getting Things Done are structured in a horizontal focus for every aspect of work and personal life and a vertical focus for narrowing down a single project. The horizontal focus is implemented through the Five Steps of Mastering Workflow: (1) to ''capture'' every item that has attention, (2) to ''clarify'' what the item means and what the next actions should be, (3) to ''organize'' the next actions in an external memory, (4) to ''reflect'' on the items in the external memory, and lastly (5) to make decision about what items to ''engage'' with.<ref name = "GTD"/>

The vertical focus should assist the user in getting a project under control, finding a solution, or ensuring that the right actions are planned. The vertical focus is implemented using the Natural planning model and the Five Phases of Project Planning: (1) defining the purpose and principles, (2) outcome visioning, (3) brainstorming, (4) organizing, and (5) defining next actions.<ref name = "GTD"/>

=== The promise – mind like water ===
Allen argues for the need of an external memory since ''“there is usually an inverse relationship between how much something is on your mind and how much it's getting done”''. <ref name = "GTD1"> p.23, Allen, D. (2015). Getting Things Done - the art of stress free productivity. London: Piatkus. </ref> Thus, if someone is able to empty their mind from everything that requires attention, according to Getting Things Done, they should become more creative, productive, and confident in that everything they are doing at any time is exactly what they should be doing at that time. Therefore, according to Allen implementing the practices of Getting Things Done will enable a mind like water: ''“Water is what it is, and does what it does. It can overwhelm, but it’s not overwhelmed. It can be still, but is not impatient. It can be forced to change course, but it is not frustrated”''. <ref name = "GTD2"> p.12, Allen, D. (2015). Getting Things Done - the art of stress free productivity. London: Piatkus. </ref>

=== The relevance for project managers ===
The Project Management Institute (PMI) focus on three key competences required of a project manager: Technical project management, Leadership, and Strategic and business management. The practices of Getting Things Done is particularly relevant for the leadership skills, where PMI highlights the importance of:

* '' 'Focusing on the important things, including:''
** ''Continuously prioritizing work by reviewing and adjusting as necessary;''
** ''Finding and using a prioritization method that works for them and the project;''
** ''(...)''
** '' Being able to sift through massive amounts of information to obtain the most important information' '' <ref name = "PMBOK3"> p. 62, Project Management Institute (PMI). (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). </ref>

Getting Things Done's Five Steps of Mastering Workflow can be used as a prioritization method, where the steps of reflect and engage is particularly relevant for prioritizing, reviewing, and adjusting. In addition offers the practices a systematic approach for the project manager to process, store, and review items from the constant information flow in an external memory, thereby enabling the last skill.

== Horizontal focus – Five Steps of Mastering Workflow ==
The Five Steps of Mastering Workflow: capture, clarify, organize, reflect, and engage, are according to Allen already present in the way most people deal with things in their daily work and personal life. In the book ''Getting Things Done: the art of stress-free productivity'' Allen uses the example of someone expecting guests for dinner and coming home to a mess in the kitchen. The person would identify all the stuff laying around (capture), decide what to keep or what to put in place (clarify), put things away (organize), compare the recipe’s ingredients with what is on the shelves (reflect), and lastly get started cooking or go to the grocery store (engage). <ref name = "GTD3"> p.28, Allen, D. (2015). Getting Things Done - the art of stress free productivity. London: Piatkus. </ref>

As shown with the example above the steps are rather simple and part of most people’s current workflow, but to receive the benefits of ‘mind like water’ the Five Steps of Mastering Workflow must be implemented in a structured and consistent manner as suggested by the methodology. Each step in the workflow has its own best practices and tools and must be conducted separately, and afterwards linked and integrated into the other steps.<ref name = "GTD"/>

Each step of the workflow will be described below as if the reader is the user and illustrated in the Five Steps of Mastering Workflow diagram.

===Capture===
[[File:5StepWorkflow.png|x600px|frame|right| Five Steps of Mastering Workflow diagram (own figure, based on <ref name = "GTD"/>)]]
The step of capture is to move anything that has appeared in the mind or in your physical environment that requires an action or decision, the so-called stuff, from there and into an in-tray in the form of a placeholder. A placeholder can be a note, an audio-recording, an email, or something else that represents the stuff-item. The in-trays can be physical, paper-based note taking devices, digital/audio note-taking devices, an digital inbox etc. <ref name = "GTD"/>

'''Best practices for capturing:''' At least one in-tray should be available at any time enabling you to free your mind from stuff. You should have as few in-trays as possible to keep an overview, and they should be emptied on a regular basis to ensure that the they do not grow out of proportion and take attention.<ref name = "GTD"/>

===Clarify===
The clarify step is to empty the in-trays using an item-by-item approach to decide on the actions to be taken and where the item should be placed in your external memory. Each item from the in-trays should go through the decision tree on the Five Steps of Mastering Workflow diagram as described below. <ref name = "GTD"/>

* ''What is it?'' For you to recall what the placeholder in your in-tray represents and what it requires of you.

*''Is it actionable?''
** No: if something should or could be done at a later time you should place it in someday/maybe, if it holds future relevant information you should keep it for reference, else you should discard the item.
**Yes: ''What is the commitment?'' Determine the desired outcome of the item. If the outcome cannot be fulfilled by a single action, the item is considered to be a project, and the project should be placed in a project master list along with the outcome.

* ''What is the next action?'' Determine the next action, which is the next physical activity to be undertaken in order to move a project closer to the desired outcome or to complete an item.

* ''Will it take less than two minutes?''
** Yes: You should do it right away.
** No: if the next action is more appropriate for someone else to do, you should delegate it and place it on a waiting list. If the action is time specific you should place it in your calendar, and else you should store it on your next actions lists of activities you should do when time allows.

'''Best practices for clarifying:''' The next actions should be precise and actionable, such that they are easy to access and do once you have the time. Allen uses the example: if a conference you are going to has been taking your attention and therefore placed in your in-tray, because you have to figure out if Sandra is preparing a press kit, the next action could be ‘E-mail Sandra re: press kits for the conference’. <ref name = "GTD4"> p.133, Allen, D. (2015). Getting Things Done - the art of stress free productivity. London: Piatkus. </ref>

===Organize===
In the step of organize you should organize all the items you have stored in clarifying, resulting in a complete system of eight discrete categories as displayed on Five Steps of Mastering Workflow diagram. The eight categories and how they should be used is described below. <ref name = "GTD"/>

* '''Someday/maybe {hold for review; tickler system}:''' all items where something should or could be done at a later time should be stored in either a someday/maybe lists, hold for review lists, or a tickler file. Future projects should be placed on a someday/maybe list which should be reviewed on a regular basis, items related to engaging in a specific activity should be stored in hold for review lists (e.g. books to read, restaurants to try), and lastly items you have to be reminded of on a specific time should be placed in a tickler system giving you a reminder on the given time.
* '''Reference {topic specific; general reference folders}:''' all information you would like to keep for future reference should be sorted in topic specific folders or in general reference folders for items not belong to a specific topic.
* '''Trash:''' everything you do not need to revisit should go into trash.

* '''Projects master list:''' all your projects should be placed in a master list, which can be divided into subcategories e.g. house construction projects, projects related to areas of work etc.

* '''Project plan {and relevant information}:''' for every project the defined outcome and required actions should be stored in project plans. For each project the project plan and all relevant information should be kept in a separate container.

* '''Waiting (for someone else to do):''' a list with all the actions you have delegated and to whom.

* '''Calendar (to do at a specific time):''' your calendar should be limited to actions that must be done on the day. This is limited to time specific actions (e.g. appointments), day specific actions to be completed on a specific day but not time (e.g. making a call), and day specific information (e.g. something is due or should be started).

* '''Next actions (to do as soon as possible):''' the lists of actions you can do once you have the time. This can be divided into subcategories depending on the context, for example: at workplace, at home, in meeting with (…).

'''Best practices for organizing:''' The described elements in the eight categories can be in physical or digital form. The categories should be kept as simple as possible, items should only be stored in one category, and the categories should be reviewed regularly. <ref name = "GTD"/> [[File:5StepWorkflow4.png|x200px|frame|right| Five Steps of Mastering Workflow - reflect (own figure)]]

===Reflect===
The reflection step concerns both focusing on specific actions through a daily review and reviewing your external memory through a weekly review as described below and shown in the figure Five Steps of Mastering Workflow - reflect.

* '''The daily review:''': of your calendar and next actions lists. Your calendar consists of the things that must get done in the day and therefore constraints the day in regards to availability and time. If your next action lists are categorized by context it should be easy to find the next action to the corresponding context you are in. Once done with an item in your calendar, check when and what the next item is and if it is more appropriate to work on something from a next actions list.<ref name = "GTD"/>

* '''The weekly review:''': of your in-tray, projects, active project plans, next actions, waiting for lists, and someday/maybe list. The items in these categories should be reviewed weekly to obtain a holistic overview and to stay on top of things.<ref name = "GTD"/>

'''Best practices for reflecting:''' Reflection must be done at specific and consistent intervals as often required in order for everything to stay out of your mind. <ref name = "GTD"/>

===Engage===
The step of engage concerns making decisions about what to do, what not to do, and how to feel good about both. If all the previous steps in the Five Steps of Mastering Workflow have been fully completed you should be able to use your intuition in this step. There are three models in the methodology you can use to frame your options between actions based on the situation being in the moment, daily work or for reviewing work as described below and in the figure Five Steps of Mastering Workflow - engage. <ref name = "GTD"/> [[File:5StepWorkflow5.png|x400px|frame|right| Five Steps of Mastering Workflow - engage (own figure)]]

'''The four criteria model for actions in the moment'''

In any moment the following three criteria constraints your set of options: (1) the context, (2) the time available, and (3) the energy available. The last criteria in the model is (4) priority. Here you should trust that your intuition will choose the action from the remaining option set that will result in the highest pay-off.<ref name = "GTD"/>

'''The threefold model for identifying daily work'''

The model for identifying daily work is based on three kinds of activities: doing predefined work, doing work as it shows up, and defining your work.
# Doing predefined work: from your next actions lists and your calendar.
# Doing work as it shows up: unforeseen or ad-hoc tasks will always appear. You can choose to place them in an in-tray or to take action on them right away. If you choose the latter your intuition has deemed them more important than other tasks in your calendar or next actions lists.
# Defining your work: involves clearing up your in-tray, capturing, organizing, or breaking down projects into actionable steps. <ref name = "GTD"/>

'''The six-level model for reviewing work'''

The use of this model should ensure that everything you are engaging with is relevant, and the model should assist you in setting priorities for your decision making between different options of actions. The model is based on the ground level and five horizons as described below.
* Ground level: current actions. The full lists of next actions and your calendar.
* Horizon 1: current projects. Your current projects are generating most of your next actions and items in your calendar.
* Horizon 2: areas of focus and accountabilities. Your interests, roles, and accountabilities will create most of your projects.
* Horizon 3: goals. What you want to achieve in 1 to 2 years from now largely affects your areas of focus and responsibilities.
* Horizon 4: vision. Where you want to be in 3-5 years from now affects both goals, areas of focus, and accountabilities.
* Horizon 5: purpose and principles. Where everything is derived from.

The horizons should not be used as assessment criteria every time you have to choose what projects or actions to engage in. Instead having outlined the horizons and reviewed them will result in a holistic view on your priorities and your intuition will use this to assess your options for actions.<ref name = "GTD"/>

'''Best practices for engaging:''' None of the models will give an answer for what to do in the situation, but instead they should assist you in framing your decision, and if all the previous steps in the five step model has been conducted you should be able to trust your intuition in making the appropriate choices. <ref name = "GTD"/>

==Implementing and practicing Getting Things Done ==
The conceptual framework of the Five Steps of Mastering Workflow is rather simple in itself, but leveraging the practice to its full potential requires a complete implementation and examination of the users current commitments and projects regarding both personal and work life. More than half of the book ''Getting Things Done – the art of stress-free production'' is devoted to a thorough guidance on how to implement and practice each step of the methodology. <ref name = "GTD"/>

As the implementation and practice of the methodology requires a transition for every aspect in life which may not be possible or desired for all the users, Allen has discovered three maturity levels in the practitioners of Getting Things Done:
# The basic: employs the fundamentals of managing workflow
# The graduate: has implemented and integrated total life management system
# The post-graduate: has leveraged skills to empty the mind completely and receives the full benefits

Allen argues that all practitioners either the basic, graduate, post-graduate, or someone who has implemented one trick from the methodology should benefit from it.<ref name = "GTD"/>

{{cite web |last=Harvard Business Review |title=Time Management Won't Save You |url=https://hbr.org/2021/06/time-management-wont-save-you |date=June 2021}}

Summary:
Time blocking is a popular self-management technique that involves breaking down a project into smaller, more manageable tasks with specific time limits.
It helps individuals take responsibility for their work, prioritize tasks, and increase productivity.
This technique has been found to be effective in many areas, including project management.{{harvard citation|last=Harvard Business Review |year=2021|title=Time Management Won't Save You |url=https://hbr.org/2021/06/time-management-wont-save-you}}

In this wiki article, we will discuss the benefits of time blocking, how to effectively use this technique, provide tips for success, and limitations to be aware of.
The big idea behind time blocking is to help individuals better self-manage by giving them a technique to take responsibility for their work, prioritize tasks, and increase their productivity.
The time blocking technique is particularly useful in project management, where it is essential to complete tasks on time and within budget.

Focus:
Time blocking helps individuals stay focused on one task at a time, which can significantly improve their productivity (Harvard Business Review, 2021; Verywell Mind, 2021). By allocating specific time slots for each task, individuals can avoid getting distracted by unrelated tasks and stay focused on the task at hand. This helps them complete their work more efficiently and with better quality.

Priority:
Time blocking allows individuals to prioritize their tasks and ensure that they are completing the most important ones first (Asana, n.d.; Todoist, n.d.). By breaking down a project into smaller, more manageable tasks, individuals can also avoid feeling overwhelmed by the scope of the project.

Control:
Time blocking helps individuals take control of their work and avoid procrastination (Wikipedia, 2021). By scheduling their workday in advance, individuals can avoid wasting time figuring out what they need to do next. This can help them stay on track and complete their work on time.

<ref>{{cite web |title=Time Management Won't Save You |url=https://hbr.org/2021/06/time-management-wont-save-you |website=Harvard Business Review |date=June 2021 }}</ref>

<ref>{{cite web |title=What Is Time Blocking? A Complete Guide |url=https://asana.com/resources/what-is-time-blocking |website=Asana |access-date=May 9, 2023 |language=en }}</ref>

<ref>{{cite web |title=Time Blocking: Improve Your Focus and Get More Done |url=https://todoist.com/productivity-methods/time-blocking |website=Todoist |access-date=May 9, 2023 |language=en }}</ref>

<ref>{{cite journal |title=A Review of Time Management Literature |author=Macan, T. H. |journal=Personnel Psychology |volume=47 |issue=4 |pages=779–803 |date=December 1994 |doi=10.1111/j.1744-6570.1994.tb01578.x}}</ref>

<ref>{{cite web |title=How to Use Time Blocking to Manage Your Day |url=https://www.verywellmind.com/how-to-use-time-blocking-to-manage-your-day-4797509 |website=Verywell Mind |date=February 9, 2021 }}</ref>

<ref>{{cite web |title=Timeblocking |url=https://en.wikipedia.org/wiki/Timeblocking |website=Wikipedia |access-date=May 9, 2023 |language=en }}</ref>

<ref>{{cite web |title=The Pomodoro Technique: An Effective Time Management Tool |url=https://science.nichd.nih.gov/confluence/display/newsletter/2020/05/07/The+Pomodoro+Technique%3A+An+Effective+Time+Management+Tool |website=National Institute of Child Health and Human Development |date=May 7, 2020 }}</ref>

== Annotated Bibliography ==
''Allen, D. (2015). Getting Things Done - the art of stress free productivity. London: Piatkus.''

The book by David Allen is a comprehensive description of the Getting Things Done practices divided into three parts. The first part: ‘The Art of Getting Things Done’ presents the relevance of the practices in the information age and the two methods: The Five Steps of Mastering Workflow and The Five Phases of Project Planning. The second part: ‘Practicing Stress-Free Productivity’ delivers a thorough description and guidance on how to implement and practice Getting Things Done. The third part: ‘The Power of the Key Principles’ presents the positive outcome related to the practices.

''Heylighen and Vidal, C. (2008). Getting Things Done: The Science behind Stress-Free Productivity. Long Range Planning, Volume 41, Issue 6, Pages 585-605.''

The article summarizes the practices of Getting Things Done’s Five Steps of Mastering Workflow and review theories of how the human brain processes information and converts the information into actions. The conclusions from the theoretic study is compared to the practices of Getting Things Done arguing that the positive outcome of practicing the Five Steps of Mastering Workflow can be justified theoretically based on psychology and cognitive science. The article also presents an extension of the Getting Things Done practices to use for collaborative work.

''Successful by Design (September 6, 2016). Getting Things Done (GTD) by David Allen – Animated Book Summary and Review [YouTube].''
Retrieved February 19, 2021, https://www.youtube.com/watch?v=gCswMsONkwY&ab_channel=SuccessfulByDesign.

An animated video of Successful by Design outlining the summary of the horizontal focus and the Five Steps of Mastering Workflow in a simple and visual manner. It briefly touches upon the potential benefits of implementing the practices of Getting Things Done.

== References ==
<references/>

ConceptBox

2023-05-09T15:07:33Z

Anders-winter: /* PEOPLE */

[[File:Conceptlogo.png|right|200px]]
Welcome to our Conceptbox* - an online resource for project management tools, methods and theories. The content is oriented toward practitioners and students of project management.
The concepts cover the core practices for doing projects and are organized according to our four perspectives([https://www.doing-projects.org/perspectives]) on projects: PURPOSE, PEOPLE, COMPLEXITY and UNCERTAINTY.

The light version of the Conceptbox is available here([http://wiki.doing-projects.org/index.php/ConceptBox_Projects]).
==PURPOSE==

{|class="wikitable" style="border-left:solid 5px #c11e4a; border-right:solid 5px #c11e4a; border-bottom:solid 5px #c11e4a; width: 100%; height: 200px;"

!colspan="4" style="color: white; background-color: #c11e4a"|Purpose
|-style="vertical-align:top; text-align:center"

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #c11e4a; border-bottom:solid 2px #c11e4a; width: 20%; height: 200px;" rowspan="2"| '''0. Foundational elements:'''
* Efficiency and Effectiveness ([http://wiki.doing-projects.org/index.php/Efficiency_vs._Effectiveness])

'''Connecting the dots:'''
* (sustainable) project management

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #c11e4a; border-bottom:solid 2px #c11e4a; width: 20%; height: 200px;"| '''1. Projecting: Why should we do it?'''
* Why, How, What (The Golden Circle)([http://wiki.doing-projects.org/index.php/Why,_How,_What_(The_Golden_Circle_Model)])
* Goal Hierarchy ([http://wiki.doing-projects.org/index.php/Goal_Hierarchy])
* Work break down structures ([http://wiki.doing-projects.org/index.php/Work_breakdown_structure_(WBS)],[http://wiki.doing-projects.org/index.php/Work_Breakdown_Structure_(WBS)_in_Project_Management])
* SMART goals ([http://wiki.doing-projects.org/index.php/SMART_Goals_(Specific,_Measurable,_Attainable,_Relevant,_Time-bound)],[http://wiki.doing-projects.org/index.php/SMART_goals_in_project_planning_and_performance_management],[http://wiki.doing-projects.org/index.php/SMART_Goals_and_Objectives])
* FAST Goals ([http://wiki.doing-projects.org/index.php/FAST_Goals])
* The paradox of project planning ([http://wiki.doing-projects.org/index.php/The_paradox_of_project_planning_from_an_uncertainty_perspective])
* The rolling wave ([http://wiki.doing-projects.org/index.php/The_Rolling-wave_Planning])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #c11e4a; border-bottom:solid 2px #c11e4a; width: 20%; height: 200px;" |'''2. Impacting: How do we reap the benefits?'''
* Outputs, outcomes and benefits ([http://wiki.doing-projects.org/index.php/Benefits_Map])
* Benefit realization management ([http://wiki.doing-projects.org/index.php/Benefits_Realisation_Management_(BRM)],[http://wiki.doing-projects.org/index.php/Benefits_Realization_Management_as_a_key_driver_of_Project_Management_Effectiveness])
* Objectives and Key Results (OKR) ([http://wiki.doing-projects.org/index.php/OKR_-_Objectives_and_Key_Results])
* Impact (sustainability) ([http://wiki.doing-projects.org/index.php/Sustainability_in_Project_and_Portfolio_Management],[http://wiki.doing-projects.org/index.php/Design_for_Sustainability])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #c11e4a; border-bottom:solid 2px #c11e4a; width: 20%; height: 200px;" |'''3. Situating: Do we understand the context?'''
* Temporal context of projects ([http://wiki.doing-projects.org/index.php/Context_element])
* Organizational context ([http://wiki.doing-projects.org/index.php/Organizational_context])
* Project-based organisations
* Matrix organisations ([http://wiki.doing-projects.org/index.php/Matrix_Organisation])
* Project organization

|-style=" width: 20%; background-color:white; vertical-align:top; border-right:solid 2px #c11e4a; border-bottom:solid 2px #c11e4a; width: 20%; height: 200px;"|

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #c11e4a; border-bottom:solid 2px #c11e4a; width: 20%; height: 200px;"|'''4. Living: How should we live it?'''
* Stage gate model ([http://wiki.doing-projects.org/index.php/The_Stage-Gate_Model],[http://wiki.doing-projects.org/index.php/Stage-Gate_Process])
* Waterfall model ([http://wiki.doing-projects.org/index.php/Waterfall_(predictive)_model],[http://wiki.doing-projects.org/index.php/The_Waterfall_Model])
* Agile (Adaptive) model ([http://wiki.doing-projects.org/index.php/The_Agile_methodology_and_its_frameworks],[http://wiki.doing-projects.org/index.php/SAFe],[http://wiki.doing-projects.org/index.php/(Re)Introducing_Project_Management_in_a_SAFe_world])
* Scrum ([http://wiki.doing-projects.org/index.php/Scrum],[http://wiki.doing-projects.org/index.php/Scrum_method],[http://wiki.doing-projects.org/index.php/The_Scrum_framework])
* Concurrent models ([http://wiki.doing-projects.org/index.php/Integrated_Concurrent_Engineering])
* Over the wall (Chinese whispers)

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #c11e4a; border-bottom:solid 2px #c11e4a; width: 20%; height: 200px;" |'''5. Investing: Should we do it?'''
* Business case([http://wiki.doing-projects.org/index.php/Business_Case],[http://wiki.doing-projects.org/index.php/The_Business_Case])
* Net Present Value (NPV) - Discounted cash flow ([http://wiki.doing-projects.org/index.php/Net_Present_Value_(NPV)],[http://wiki.doing-projects.org/index.php/Financial_appraisal_of_project_proposals])
* Internal Rate of Return (IRR) ([http://wiki.doing-projects.org/index.php/Internal_Rate_of_Return_(IRR)],[http://wiki.doing-projects.org/index.php/Internal_rate_of_return_(IRR)])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left; border-right:solid 2px #c11e4a; border-bottom:solid 2px #c11e4a; width: 20%; height: 200px;" |'''6. Evaluating: Did we succeed?'''
*Iron triangle ([http://wiki.doing-projects.org/index.php/Iron_Triangle],[http://wiki.doing-projects.org/index.php/Iron_Triangle_of_Project_Management],[http://wiki.doing-projects.org/index.php/The_iron_triangle_as_an_analytical_tool])
* Project Success vs Project Management Success ([http://wiki.doing-projects.org/index.php/Project_Success_and_Project_Management_Success],[http://wiki.doing-projects.org/index.php/Evaluation_of_project_success])
* Conformance vs. Performance

|}

==PEOPLE==

{|class="wikitable" style="border-left:solid 5px #474099; border-right:solid 5px #474099; border-bottom:solid 5px #474099; width: 100%; height: 200px;"

!colspan="4" style="color: white; background-color: #474099"|People
|- style="vertical-align:top; text-align:center"

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #474099; border-bottom:solid 2px #474099; width: 20%; height: 200px;" rowspan="1"| '''0. Foundational elements:'''

'''Connecting the dots:'''
* Rework by google “Psychological Safety” ([http://wiki.doing-projects.org/index.php/Psychological_safety_as_a_key_factor_to_quality_and_productivity_of_Organizations])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #474099; border-bottom:solid 2px #474099; width: 20%; height: 200px;" |'''1. Engaging: For whom are we doing it?'''
* Identification
* Assessment of stakeholders (analysis) ([http://wiki.doing-projects.org/index.php/Stakeholder_Analysis_Process])
* Managing stakeholders ([http://wiki.doing-projects.org/index.php/Stakeholder_Management],[http://wiki.doing-projects.org/index.php/Stakeholder_Expectations_Management])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #474099; border-bottom:solid 2px #474099; width: 20%; height: 200px;" |'''2. Teaming: Who is doing it?'''
* Group vs teams
* High performing teams ([http://wiki.doing-projects.org/index.php/High_performing_teams])
* Cohesiveness ([http://wiki.doing-projects.org/index.php/The_Significance_of_Cohesiveness_in_Teams])
* Diversity ([http://wiki.doing-projects.org/index.php/Diversity_in_teams])
* Roles([http://wiki.doing-projects.org/index.php/Project_Team_Roles_and_Responsibilities],[http://wiki.doing-projects.org/index.php/Roles_and_responsibilities_in_project_team])
* Social loafing ([http://wiki.doing-projects.org/index.php/Social_Loafing_in_Teams])
* Project management competencies (IPMA) ([http://wiki.doing-projects.org/index.php/Project_Management_Competency_Framework])
* Belbin's team roles([http://wiki.doing-projects.org/index.php/Effective_teams_with_Belbin],[http://wiki.doing-projects.org/index.php/Belbin%27s_Team_Roles],[http://wiki.doing-projects.org/index.php/Belbin%27s_9_team_roles],[http://wiki.doing-projects.org/index.php/Creating_effective_teams_with_the_use_of_Belbin%27s_Team_Roles])
* The big five (OCEAN)([http://wiki.doing-projects.org/index.php/The_Big_Five_(Ocean)],[http://wiki.doing-projects.org/index.php/The_Big_Five(OCEAN)_Personality_Traits],[http://wiki.doing-projects.org/index.php/The_Five-Factor_Model_(OCEAN)])
* Tuckman's model for Team Development ([http://wiki.doing-projects.org/index.php/Tuckmans_model_for_Team_Development])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #474099; border-bottom:solid 2px #474099; width: 20%; height: 200px;" |'''3. Communicating & Listening: How do they/we get to understand?'''
* Shannon & Weavers Model for communication ([http://wiki.doing-projects.org/index.php/Shannon_%26_Weaver_Model_for_Communication])
* Perception filters ([http://wiki.doing-projects.org/index.php/Perception_filters])
* Choosing the appropriate medium (oral – written – hybrids) ([http://wiki.doing-projects.org/index.php/Choosing_the_appropriate_medium_(oral_%E2%80%93_written_%E2%80%93_hybrids)])
* Managing "emails" ([http://wiki.doing-projects.org/index.php/Managing_%E2%80%9Cemails%E2%80%9D])
* Active Listening Technique ([http://wiki.doing-projects.org/index.php/Active_Listening_Technique],[http://wiki.doing-projects.org/index.php/Improve_communication_with_active_listening])
* Self-Awareness! ([http://wiki.doing-projects.org/index.php/Self-awareness_in_management])

|-style=" width: 20%; background-color:white; vertical-align:top; border-right:solid 2px #c11e4a; border-bottom:solid 2px #474099; width: 20%; height: 200px;"|

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #474099; border-bottom:solid 2px #474099; width: 20%; height: 200px;" |'''Bonus: Self-management'''
* Getting Things Done (GTD)([http://wiki.doing-projects.org/index.php/Getting_Things_Done_(GTD)],[http://wiki.doing-projects.org/index.php/Getting_Things_Done_(David_Allen)])
* The 7 Habits of Highly Effective People ([http://wiki.doing-projects.org/index.php/The_7_Habits_of_Highly_Effective_People_by_Stephen_R._Covey],[http://wiki.doing-projects.org/index.php/Implementing_the_7_habits_of_highly_effective_people_for_successful_leadership])
* Emotional Intelligence and Leadership ([http://wiki.doing-projects.org/index.php/Emotional_Intelligence_and_Leadership],[http://wiki.doing-projects.org/index.php/Emotional_Intelligence_as_a_tool_for_Project_Managers])
* Stress ([http://wiki.doing-projects.org/index.php/Stress],[http://wiki.doing-projects.org/index.php/Stress_Management])
* Eisenhower matrix ([http://wiki.doing-projects.org/index.php/The_Eisenhower_Decision_Matrix],[http://wiki.doing-projects.org/index.php/Prioritizing_in_Projects_with_Eisenhower_Decision_Matrix])
* Time blocking ([http://wiki.doing-projects.org/index.php/The_Eisenhower_Decision_Matrix])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #474099; border-bottom:solid 2px #474099; width: 20%; height: 200px;" |'''4. Mediating: How do we handle conflicts?'''
* Conflicts and controversy ([http://wiki.doing-projects.org/index.php/Constructive_Controversy], [http://wiki.doing-projects.org/index.php/Dealing_with_conflict_in_project_management])
* Sources of conflicts ([http://wiki.doing-projects.org/index.php/Sources_of_conflict],[http://wiki.doing-projects.org/index.php/Sources_of_Conflict:_Guidelines_for_a_Healthy_Organizational_Environment])
* Conflict ladder ([http://wiki.doing-projects.org/index.php/Conflict_ladder])
* Constructive communication ([http://wiki.doing-projects.org/index.php/Constructive_communication])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #474099; border-bottom:solid 2px #474099; width: 20%; height: 200px;" |'''5. Motivating: What motivates us/them?'''
* Scientific management
* The Hawthorne studies ([http://wiki.doing-projects.org/index.php/Applying_the_Hawthorne_studies_to_project_management])
* McGregor's X & Y theory ([http://wiki.doing-projects.org/index.php/McGregor%27s_X_%26_Y_theory,][http://wiki.doing-projects.org/index.php/Motivation_through_Theory_X%26Y_from_a_Project_Management_perspective])
* Maslow's Hierarchy of Needs([http://wiki.doing-projects.org/index.php/Maslow%27s_Hierarchy_of_Needs],[http://wiki.doing-projects.org/index.php/Maslow%27s_Hierarchy_of_Needs_and_Project_Management])
* Extrinsic motivation ([http://wiki.doing-projects.org/index.php/Extrinsic_motivation])
* Intrinsic Motivation ([http://wiki.doing-projects.org/index.php/Intrinsic_Motivation])
* Daniel Pink on Motivation ([http://wiki.doing-projects.org/index.php/Dan_Pink_on_Motivation])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #474099; border-bottom:solid 2px #474099; width: 20%; height: 200px;" |'''6. Leading: How do we guide?'''
* Management vs leadership ([http://wiki.doing-projects.org/index.php/The_Difference_Between_Leadership_and_Management],[http://wiki.doing-projects.org/index.php/Leadership_vs._management])
* Blake-Mouton Managerial Grid([http://wiki.doing-projects.org/index.php/Blake-Mouton_Managerial_Grid],[http://wiki.doing-projects.org/index.php/The_Blake_and_Mouton%27s_Managerial_(Leadership)_Grid])
* Situational leadership - Hersey and Blanchard ([http://wiki.doing-projects.org/index.php/Situational_leadership_-_Hersey_and_Blanchard],[http://wiki.doing-projects.org/index.php/Hersey_and_Blanchard%27s_Situational_Leadership])

|}

==COMPLEXITY==

{|class="wikitable" style="border-left:solid 5px #16898b; border-right:solid 5px #16898b; border-bottom:solid 5px #16898b; width: 100%; height: 200px;"
!colspan="4" style="color: white; background-color: #16898b"|Complexity
|- style="vertical-align:top; text-align:center"

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" rowspan="2"| '''0. Foundational elements:'''
* Systems engineering ([http://wiki.doing-projects.org/index.php/Systems_Engineering_versus_Project_Management,_a_comparative_study], [http://wiki.doing-projects.org/index.php/Benefits_of_systems_engineering])

'''Connecting the dots:'''
* When – the scientific secrets of perfect timing

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" |'''1. Scoping: How to do it?'''
* Pooled, Sequential & Reciprocal dependence([http://wiki.doing-projects.org/index.php/Pooled,_Sequential_%26_Reciprocal_Interdependence])
* Work break down structure (WBS)([http://wiki.doing-projects.org/index.php/Work_Breakdown_Structure_(WBS)_in_Project_Management])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" |'''2. Estimating: ?'''
* Top-down vs ground up estimations([http://wiki.doing-projects.org/index.php/Top-down_vs_bottom-up_estimations])
* Estimation Techniques([http://wiki.doing-projects.org/index.php/Cost_Estimation_Techniques_for_Projects], [http://wiki.doing-projects.org/index.php/Basic_estimation_techniques])
* Program Evaluation and Review Technique (PERT)([http://wiki.doing-projects.org/index.php/PERT],[http://wiki.doing-projects.org/index.php/Program_evaluation_and_review_technique_(PERT)])
* Reference class forecasting([http://wiki.doing-projects.org/index.php/Reference_class_forecasting],[http://wiki.doing-projects.org/index.php/Reference_Class_Forecasting_(RCF)], [http://wiki.doing-projects.org/index.php/Reference_class_forecasting_and_the_corresponding_limitations])
* Successive principle (cost or schedule)([http://wiki.doing-projects.org/index.php/The_Successive_Principle_for_Managing_Uncertainty])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" |'''3. Timing: When to do it?'''
* Double diamond([http://wiki.doing-projects.org/index.php/Double_diamond],[http://wiki.doing-projects.org/index.php/Double_diamond:_A_design_process_model], [http://wiki.doing-projects.org/index.php/Double_Diamond_model], [http://wiki.doing-projects.org/index.php/Double_Diamond_Model])
* Kanban([http://wiki.doing-projects.org/index.php/Kanban],[http://wiki.doing-projects.org/index.php/Kanban_in_Project_Management], [http://wiki.doing-projects.org/index.php/Kanban_in_APPPM])
* SCRUM ([http://wiki.doing-projects.org/index.php/Scrum_method], [http://wiki.doing-projects.org/index.php/SCRUM_-_A_Project_Management_Framework], [http://wiki.doing-projects.org/index.php/SCRUM_-_An_Agile_Project_Management_Framework], [http://wiki.doing-projects.org/index.php/SCRUM_framework])
* GANTT([http://wiki.doing-projects.org/index.php/The_Gantt_Chart], [http://wiki.doing-projects.org/index.php/The_Gantt_chart_and_the_usage_nowadays], [http://wiki.doing-projects.org/index.php/Project_Management_tool:_Gantt_Chart], [http://wiki.doing-projects.org/index.php/GANTT])
* Milestone plan ([http://wiki.doing-projects.org/index.php/Milestone_Planning])
* Location Based Scheduling([http://wiki.doing-projects.org/index.php/Location_Based_Scheduling],[http://wiki.doing-projects.org/index.php/Construction_scheduling_using_Location_Based_Scheduling_instead_of_CPM])
* Temporal dependencies/ Lag & Lead([http://wiki.doing-projects.org/index.php/Lag_%26_Lead],[http://wiki.doing-projects.org/index.php/Lag_and_Lead])
* Network Planning ([http://wiki.doing-projects.org/index.php/Network_Planning])
* Parkinson’s Law ([http://wiki.doing-projects.org/index.php/Parkinson%27s_Law_in_Project_Management], [http://wiki.doing-projects.org/index.php/Parkinson%27s_Law:_achieving_more_in_less_time])

|-style=" width: 20%; background-color:white; vertical-align:top; border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;"|

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;"|'''4. Resourcing: How much?'''
* Type of resources ([http://wiki.doing-projects.org/index.php/Resource_allocation_and_crashing])
* Critical chain ([http://wiki.doing-projects.org/index.php/Critical-Chain_Approach], [http://wiki.doing-projects.org/index.php/The_Critical_Chain_Method], [http://wiki.doing-projects.org/index.php/Critical_chain_project_management_(CCPM)])
* Cost build-up
* Cost planning ([http://wiki.doing-projects.org/index.php/Construction_Cost_Management])
* Cash flow ([http://wiki.doing-projects.org/index.php/Cash_flow_and_milestone_payments], [http://wiki.doing-projects.org/index.php/Cash_flow_%26_payment_milestones])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" |'''5. Improving: Can we make it better?'''
* Multi-tasking
* Resources leveling and crashing ([http://wiki.doing-projects.org/index.php/Resources_loading,_leveling_and_crashing])
* Lean construction([http://wiki.doing-projects.org/index.php/Lean_construction],[http://wiki.doing-projects.org/index.php/Lean_construction,_takt_time_planning])
* Last planner system ([http://wiki.doing-projects.org/index.php/The_Last_Planner_System_in_Construction_Projects])
* Value added work ([http://wiki.doing-projects.org/index.php/Value_stream_mapping_in_construction_management], [http://wiki.doing-projects.org/index.php/Value_Stream_Analysis_and_Mapping_for_Project_Management])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left; border-right:solid 2px #16898b; border-bottom:solid 2px #16898b; width: 20%; height: 200px;" |'''6. Contracting: Make or Buy?'''
* Types of contracts ([http://wiki.doing-projects.org/index.php/Construction_Contract_Management_Guidelines_and_Administration])
* Fee-based contracts
* Fixed-price contracts ([http://wiki.doing-projects.org/index.php/Fixed-price_contracts])
* Incentive contracts
* Adversarial Relations ([http://wiki.doing-projects.org/index.php/The_dynamics_of_adversarial_relations], [http://wiki.doing-projects.org/index.php/Collaborative_Tendering])
* Integrated Project Delivery (IPD)([http://wiki.doing-projects.org/index.php/Integrated_Project_Delivery_(IPD)], [http://wiki.doing-projects.org/index.php/The_integrated_project_delivery_method_(IPD)])

|}

==UNCERTAINTY==

{|class="wikitable" style="border-left:solid 5px #1f8b43; border-right:solid 5px #1f8b43; border-bottom:solid 5px #1f8b43; width: 100%; height: 200px;"

!colspan="5" style="color: white; background-color: #1f8b43"|Uncertainty
|- style="vertical-align:top; text-align:center"
|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #1f8b43; border-bottom:solid 2px #1f8b43; width: 20%; height: 200px;" rowspan="2"| '''0. Foundational elements:'''
* The Johari window / Rumfelds matrix ([http://wiki.doing-projects.org/index.php/The_Johari_Window])
* Types of uncertainty: Epistemic / Aleatory([http://wiki.doing-projects.org/index.php/Epistemic_vs._Aleatory_uncertainty]])
* Levels of uncertainty (i.e. risk, uncertainty, ignorance)

'''Connecting the dots:'''
* Resilient projects & organizations ([http://wiki.doing-projects.org/index.php/Organisational_resilience_with_mindfulness])
* Antifragility ([http://wiki.doing-projects.org/index.php/Antifragility], [http://wiki.doing-projects.org/index.php/Application_of_Antifragility_in_Project_Management])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #1f8b43; border-bottom:solid 2px #1f8b43; width: 20%; height: 200px;" |'''1. Anticipating: What if something happens?'''
* Risk Identification([http://wiki.doing-projects.org/index.php/Risk_Identification],[http://wiki.doing-projects.org/index.php/Risk_Identification_Process], [http://wiki.doing-projects.org/index.php/Risk_Management-Identification]
* Pre-mortem analysis ([http://wiki.doing-projects.org/index.php/The_Pre-Mortem_Analysis:_Anticipate_failure_before_starting_a_project], [http://wiki.doing-projects.org/index.php/Pre-mortem_analysis])
* Fishbone diagram / root cause analyses ([http://wiki.doing-projects.org/index.php/Fishbone_diagram], [http://wiki.doing-projects.org/index.php/Fishbone_Diagram])
* SWOT Analysis([http://wiki.doing-projects.org/index.php/SWOT_Analysis_Guide], [http://wiki.doing-projects.org/index.php/SWOT_Analysis])
* Brainstorming ([http://wiki.doing-projects.org/index.php/Brainstorming_technique],[http://wiki.doing-projects.org/index.php/Effective_Brainstorming])
* Risk register ([http://wiki.doing-projects.org/index.php/Risk_Register_analysis], [http://wiki.doing-projects.org/index.php/Risk_Register_Analysis],[http://wiki.doing-projects.org/index.php/Risk_register])
* Risk assessment([http://wiki.doing-projects.org/index.php/Impact_and_Probability_in_Risk_Assessment],[http://wiki.doing-projects.org/index.php/Risk_Assessment:_framework_for_combining_CBA_and_MCDA])
* Risk treatment ([http://wiki.doing-projects.org/index.php/Risk_Treatment])
* Contingency plans ([http://wiki.doing-projects.org/index.php/Contingency_plans],[http://wiki.doing-projects.org/index.php/Contingency])
* Technology and System Readiness ([http://wiki.doing-projects.org/index.php/System_Readiness_Level_Index])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #1f8b43; border-bottom:solid 2px #1f8b43; width: 20%; height: 200px;" |'''2. Monitoring: How far are we?'''
* Conformance/performance
* Milestone trend analysis ([http://wiki.doing-projects.org/index.php/Milestone_trend_analysis])
* Burn down charts ([http://wiki.doing-projects.org/index.php/Agile_Scrum_Methodology])
* Earned value ([http://wiki.doing-projects.org/index.php/Earned_value_management_(EVM)], [http://wiki.doing-projects.org/index.php/Earned_Value_Analysis], [http://wiki.doing-projects.org/index.php/Earned_Value_Management_(EVM)])
* Project reporting ([http://wiki.doing-projects.org/index.php/Performance_Reporting])
* Project war rooms ([http://wiki.doing-projects.org/index.php/Virtual_War_Rooms], [http://wiki.doing-projects.org/index.php/Visual_Project_Management_-_War_Rooms])
* Project dashboard ([http://wiki.doing-projects.org/index.php/Project_dashboard])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #1f8b43; border-bottom:solid 2px #1f8b43; width: 20%; height: 200px;" |'''3. Adapting: Can we keep our project relevant?'''
* Corrective and Preventive Actions ([http://wiki.doing-projects.org/index.php/Corrective_and_Preventive_Actions_(CAPA)])
* Adaptation and agile ([http://wiki.doing-projects.org/index.php/The_Agile_methodology_and_its_frameworks])
* Scope creep ([http://wiki.doing-projects.org/index.php/Scope_creep])
* Change requests
* Resilience management

|-style=" width: 20%; background-color:white; vertical-align:top; border-right:solid 2px #1f8b43; border-bottom:solid 2px #1f8b43; width: 20%; height: 200px;"|

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #1f8b43; border-bottom:solid 2px #1f8b43; width: 20%; height: 200px;"|'''4. Learning: How can we know?'''
* Paradox for project planning ([http://wiki.doing-projects.org/index.php/The_paradox_of_project_planning_from_an_uncertainty_perspective])
* Learning plan ([http://wiki.doing-projects.org/index.php/Learning_plan], [http://wiki.doing-projects.org/index.php/Learning_plans_for_high_uncertainty_projects])
* Lessons learned ([http://wiki.doing-projects.org/index.php/Lessons_learned_-_a_tool_for_sharing_knowledge_in_project_management])
* Risk-based Learning ([http://wiki.doing-projects.org/index.php/Risk-based_Learning])
* Continuous Improvement ([http://wiki.doing-projects.org/index.php/Continuous_Improvement_/_Kaizen],[http://wiki.doing-projects.org/index.php/Continuous_Improvement_(CI)])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left;border-right:solid 2px #1f8b43; border-bottom:solid 2px #1f8b43; width: 20%; height: 200px;" |'''5. Deciding: What should we do?'''
* Scenario Analysis ([http://wiki.doing-projects.org/index.php/Scenario_Analysis], [http://wiki.doing-projects.org/index.php/Scenario_Planning_Strategy])
* Satisficing
* The Decision Matrix ([http://wiki.doing-projects.org/index.php/The_Decision_Matrix])
* [[Choosing by Advantages (CBA)]]
* Eisenhower matrix ([http://wiki.doing-projects.org/index.php/The_Eisenhower_Decision_Matrix],[http://wiki.doing-projects.org/index.php/Prioritizing_in_Projects_with_Eisenhower_Decision_Matrix])
* Robust Decision Making ([http://wiki.doing-projects.org/index.php/Robust_decision_making],[http://wiki.doing-projects.org/index.php/Robust_Decision_Making_under_Deep_Uncertainty])

|style=" width: 20%; background-color:white; vertical-align:top; text-align:left; border-right:solid 2px #1f8b43; border-bottom:solid 2px #1f8b43; width: 20%; height: 200px;" |'''6. Interpreting: What is our/their perspective?'''
* Biases ([http://wiki.doing-projects.org/index.php/Biases_in_Project_Management])
* Kahneman - Two Thinking Systems([http://wiki.doing-projects.org/index.php/Kahneman_-_Two_Thinking_Systems],[http://wiki.doing-projects.org/index.php/Kahneman%27s_two_thinking_systems])
* Strategic misrepresentation ([http://wiki.doing-projects.org/index.php/Optimism_bias,_Strategic_Misinterpretation_and_Reference_Class_Forecasting_(RCF)],[http://wiki.doing-projects.org/index.php/Reference_Class_Forecasting_(RCF)])
* The Affect Heuristic ([http://wiki.doing-projects.org/index.php/The_Affect_Heuristic])
* Social Amplification of Risk

|}
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