The Eisenhower Decision Matrix incorporated into portfolio, program and project management

Abstract

"I have two kinds of problems: the urgent and the important. The urgent are not important, and the important are never urgent."

– Dwight D. Eisenhower.

The modern working person strives to reach the absolute best version of oneself. In pursuing perfection, self-management and optimisation of every decision have never been more relevant. However, it is often a question of prioritising and being selective with the extent of tasks that needs to be done. Time is our most precious resource and allocating our time right is an art.

Project, program, and portfolio management have a wide variety of tasks within the scope of time management. A significant element of time management is the managerial competencies of allocating time wisely in a specific project to meet deadlines and conclude all work before a given project completion date. An efficient management tool in terms of time management is “The Eisenhower Decision Matrix”, invented by the former American President, Dwight D. Eisenhower. On the one hand, a time management tool completes the comprehensive essentials of time management. On the other hand, it is incentively to achieve task management by monitoring a project's tasks through various stages from start to finish.

Therefore, this article aims to concretise and examine the incorporation of the Eisenhower Decision Matrix to project, program, and portfolio management. The average worker is productive for 60% or less each day, which is surprisingly a lot and disturbing. Yet, the Eisenhower Decision Matrix is a further developed tool from the archaic to-do list where tasks are prioritised, and unuseful elements are eliminated to improve productivity and elevate the quality of decision-making. Furthermore, the article will reflect on how the matrix can be applied to project, program, and portfolio management and its limitations.

What is the Eisenhower Decision Matrix?

The Eisenhower Decision Matrix is an effective tool to structure, prioritise and manage tasks and time to attain a fairly more efficient and productive workflow. Essentially, it is a system that encourages you to dispose of your activities into four priorities.

1. Important and urgent tasks
2. Important, but not urgent tasks
3. Not important, yet urgent tasks
4. Not important and not urgent tasks

It is significant to distinguish the fundamental differences between urgent and important by clarifying the four priorities.

Urgent & Important

Urgent work demands us to be responsive. Urgency needs attention and completion within a specific timeframe and a relatively short deadline. Typically, urgent tasks result from a delayed course of time, downgraded tasks, or even immediate changes and general procrastination. Accordingly, urgencies can be the resonation of many factors, and we tend to forget the importance of urgent tasks like sensitive and difficult conversations with coworkers, preparation of presentations, team disagreements, etc.

Important work demands us to be proactive. Importance is associated with the company's vision, mission, and goals. Nevertheless, handling tasks with a matter of preference requires quality and time. Quality in strategic planning, analysing, process mapping, and coordinating the team. Time in terms of avoiding urgencies that reverberate the future workflow. However, reverberation in a negative understanding where the team has to spend more time readjusting the impact of suboptimal decision-making in urgent tasks results in mediocre outcomes. In addition to this, focusing on urgency instead of important tasks is a problem. It’s a result where the progression of important tasks is at the expense of urgent tasks. It is a temporary redemption, and essentially should the important tasks outdo the majority of a team’s workload. If the urgent tasks make up most of the workload capacity, there is likely a fundamental issue with the organisation's task and time management setup.

Concept of The Eisenhower Decision Matrix

The Eisenhower Decision Matrix is a canvas framework separated into four quadrants. Every quadrant has a specific purpose in managing your task and time proactively.

Figure 1: The Eisenhower Decision Matrix

Quadrant 1 – the “Do”

The “Do” quadrant is characterised as the most urgent and important quadrant where tasks at this point are at the highest priority. Nevertheless, tasks enclosed by this quadrant are supposed to be done on the same day to avoid negative outcomes. These tasks have fairly high importance on the daily schedule as they consume most of the energy. Additionally, tasks in the "Do" quadrant can engulf a lot of the time capacity for those who must complete them. Examples could be deadlines, emergencies, calamities, among others.

Quadrant 2 – the “Decide”

The “Decide” quadrant is a less urgent but important task. To avoid the risks of stress and unnecessary time and task management complexity, responsibilities within the second quadrant must be considered significant and scheduled. However, it is a matter of considering when the completion date is set, and a realistic period should be assigned to minimise errors.

Quadrant 3 – the “Delegate”

“We accomplish all we do through delegation, either to time or to other people”. The “Delegate” quadrant is categorised as less important tasks for the person who wants to delegate. However, it might be considered more important to others and consequently urgent for the team - that's why Stephen Covey believes delegating tasks is immensely important. Yet, when evaluating the priorities of task completion, it is a delegation job for the respective. To make this task distributable, possessing a cooperative team and organisation where team spirit and staff knowledge are keywords is essential. Tasks within the “Delegate” quadrant are supposed to be delegated to even more qualified persons to complete the task. Nonetheless, teams shouldn’t erase delegated tasks from the scope. On the other hand, it should be tracked to ensure completion. In fact, if no one is tracking, it can be deemed as futile as not doing the task because no one is held accountable, and delegated tasks might fail within the business.

Quadrant 4 – the “Delete”

The “Delete” quadrant is the last of the Eisenhower Decision Matrix. Nevertheless, it is also the most irrelevant quadrant for the respective. Regarding this, tasks within quadrant four should be deleted and considered as the stuff you should not be doing. Additionally, these tasks are characterised as bad habits and are the complete sinner to zero productivity. Examples of time-waste tasks are, for instance, surfing online and spending time on private matters that assumingly can wait, etc. However, it is also a delicate balance in social interactions with colleagues and when it becomes a bad habit. Human interactions and social activities are essential for well-being in a synergistic work environment. When tasks are becoming a bad habit, either it’s personal habits or interactional habits with coworkers, you should be able to identify them and eliminate them.

In the following section, the article will elaborate on examples of how to approach the tool - how is it applicable to project, programme and portfolio management? When is the potential of the tool fully accomplished? How can we improve it?

Application of the Eisenhower Decision Matrix

First of all, it is an excellent idea to identify specific guidelines on applying the Eisenhower Decision Matrix to any process like a recipe. This recipe could look like the following:

1. Clarify your missions and goals
2. Make to-do lists on your matrix to keep up the memorisation.
3. Keep the matrix at a limit of tasks.
4. Always keep in mind to prioritise the tasks into the four quadrants.
5. Evaluate at the start and end of the workday.
6. Eliminate distractions.
7. Remember that delegating tasks still comes with a responsibility.
8. Try not to procrastinate and be productive in every aspect.

The value core of the Eisenhower Decision Matrix is essentially followed by the eight elements stated above. Anyone can implement this recipe into private matters as well as work environments. Furthermore, it would suit every dimensional aspect – from family or personal perspectives to project, program, or portfolio perspectives. Yet, how can the Eisenhower Decision Matrix be applied to project, programme, and portfolio management besides following the core elements? The following sections will elaborate on some relevant techniques, principles and methods towards achieving the full potential of the Eisenhower Decision Matrix.

The Pareto principle

The Pareto principle should be used in the four quadrants of the Eisenhower Decision Matrix to organise tasks. The Pareto principle, known as the 80/20 rule, where roughly 80% of the results come from 20% of the effort, is an efficient approach to the matrix. Having the primary focus on quadrant 1, the “Do” quadrant can contest the workload at first glance. However, by deliberate planning and effective implementation, you can allocate more work to quadrant 2.

Eat the frog first principle

Mark Twain once said, ” Eat a live frog first thing in the morning, and nothing worse will happen to you the rest of the day.”, considered as some devoted words in time management. By following the principle of Mark Twain, especially for quadrant 1 – the “Do” quadrant, it will be possible to gain enhanced completion of the most complicated to-do tasks. Furthermore, you will most likely enjoy completing the following tasks once the first is completed. By interpreting frogs as tasks and eating inferred as completing, eating frogs as a starting point sounds daunting. However, the idea of doing the most demanding or important task as the first thing will have an encouraging influence on the rest of the day as an impact-driven technique. Nevertheless, it is an efficient catalysator for productive self-management and project, programme, and portfolio management. Eat the frog first gives incentives to strike while the iron is hot and accumulate completed tasks to energise and motivate a team or an individual.

Pomodoro technique

In addition to the “Eat the frog first” principle, the Pomodoro technique is popular in the “Do” quadrant. This technique is an efficient management technique where the concept is to work in blocks of time. Typically, the blocks are based on 25 minutes intervals of productive work (Pomodoro sessions), followed by a minor 5-minute pause. This sequence is driven by four pomorodos (sessions), supported by a break of 30 minutes. Last but not least, repeat the work cycle. The Pomodoro technique is more suitable for smaller subtasks since it encourages breaking considerable work into smaller subtasks of approximately 25 minutes. In addition, the method is naturally more suitable for smaller project teams and optimally individual self-management due to the complexity of applying it to bigger groups.

Implementation of the matrix in project, programme, and portfolio management

Figure 2: Accessibility Governance Matrix

The matrix has been used as a benchmark for many innovative task and time management tools. When explaining the basics of the four quadrants of the Eisenhower Decision Matrix, it seems pretty simple to apply, and essentially it is. However, people tend to believe in the immense power of the collective knowledge of people, and when one is not evolving, he is not only stagnating; he is devolving. Speaking of the idea of Dwight D. Eisenhower, it became the foundation of new innovative management tools where the matrix merged with Kanban Workflows, Gantt Charts, among others, while we evolved and progressed. Figure 2 shows how the matrix can be further developed and integrated with other methods. In this case, the new matrix is adapted from the Eisenhower Decision Matrix and combined with a PPQ scale to ease the reading of priorities in action - the matrix is called the Accessibility Governance Matrix. However, in the project, programme and portfolio management vernacular, the Eisenhower Decision Matrix's significant purpose is to keep track of the timeline and align tasks with the priorities. In terms of the project, programme, and portfolio management, the Eisenhower Decision Matrix should be used to the extent it makes sense. A lot of the advantages include self-management elements. Regardless, it can be advantageous to keep a project, programme, and portfolio team aligned with organisational significants. The Eisenhower Decision Matrix can be used as a broad understanding, and the evolving human being has illuminated the matrix as a foundation into complex and specialised work templates.

Project, programme and portfolio management strives to provide ways of aligning a way to monitor organisational strategies effectively. Yet, there is a significant difference in the pursuit and contribution to attaining strategic objectives. Additionally, the theory and principle of the Eisenhower Decision Matrix are primarily associated with the work experience of a project manager. However, if we try to specify to what extent the matrix can be incorporated into project, program and portfolio management, it would be summarised in a nutshell by the following few sections.

Portfolio and programme management

• The matrix can be applied to identify the most critical tasks for the portfolio and programme management stakeholders. Which programs and projects entail the portfolio management strategy that aligns with the organisation’s goals?
• Make a timeline for the most important programmes and projects.
• The Eisenhower Decision Matrix should be used as a benchmark for major tasks for the portfolio and programme management team and reevaluated at every team meeting.

Project management

Figure 3: KanBo solution to Eisenhower Matrix

• Project management is often a more day-to-day task area, and the Eisenhower Decision Matrix are efficient when handled so. On the contrary to program and portfolio management, project management can take more advantage of the matrix daily. Tasks can be evaluated daily in the project team and applied to the individuals to specify what task relies on which individuals.
• Just as well as portfolio and programme management, the matrix can be used as a more general notion to project management. It might be helpful to assist the matrix in the planning process by using Kanban boards or Gantt charts - or maybe a combination like Figure 3 illustrates. Furthermore, project managers can make a long-term and short-term timeline depending on the purpose of the matrix.

Self-management

• Ideally, the Eisenhower Decision Matrix is applied to self-management. By providing more productivity as an individual, you contribute to the project team.
• It is a perfect tool to improve task and time management. In terms of self-management, individuals can use it on a daily basis due to its simplicity. Applying it to an individual wouldn't be as time-consuming as applying it to a team. We are our own worst enemy regarding lack of focus, productivity, and execution, so we should evolve our individual to maximise the outcome.

To wrap it up, the Eisenhower Decision Matrix has the potential to be used in many dimensions. However, it is beneficial in smaller projects and self-oriented agendas. Nevertheless, it can be valuable for more prominent formats like portfolio and programme management as a benchmark to identify essential and urgent elements. Yet, the matrix makes a considerable difference in project management and self-management. Finally, the matrix optimises the organising, prioritising, and executing features regarding tasks and time management for both teams and individuals.

Limitations of the Eisenhower Decision Matrix

Please make no mistake, the matrix is improving your time management by unambiguously setting priorities in a way that completes tasks in proportion to their importance. Generally, the Eisenhower Decision Matrix is an effective and valuable tool to distinguish which tasks deserve attention and what pecking order to put them. However, the Eisenhower Decision Matrix has some disadvantages as well. First, it can be complicated to properly compartmentalise the importance of a task. Consequently, important tasks can be misplaced, and even worse is, they are at risk of not being completed sufficiently. On the other hand, urgent tasks are determined by deadlines and, therefore, easy to identify. Yet, if no deadline is defined, the team must use their self-managing integrity to make it within a reasonable format.

Secondly, an uneven distribution of tasks can be a disadvantage of the matrix. This is because the task that needs completion only concerns a few stakeholders, while important tasks are frequently urgent. Furthermore, urgent tasks are rarely insignificant. As a result, tasks like these can’t essentially be delegated or procrastinated.

Thirdly, and probably one of the significant limitations of the Eisenhower Decision Matrix is that it is based on simplicity. There are practically two parameters to process; importance and urgency, which is no disadvantage. However, it becomes a disadvantage when more criteria are needed if the team can’t simplify it into the mentioned parameters characterised by the method. In addition, it isn’t always possible to streamline the criteria into only importance and urgency, and external factors such as resources, complexity, and workload requirements aren’t identified by the tool.

Finally, despite the simplicity of the Eisenhower Decision Matrix, it has a time-consuming factor of categorising, prioritising, and mapping the tasks of the day’s agenda. In addition, it’s easy to be engulfed by organising the tasks. However, it is not the optimal outcome we seek but rather the completion of the organised tasks we eventually strive for. Nonetheless, the Eisenhower Decision Matrix is no flex room but rather a grid that easily can become overwhelming and unmanageable due to generating task paralysis when too many tasks are represented.

Nevertheless, we now know that The Eisenhower Decision Matrix has its flaws, yet primarily strengths. If we look into the state of the art, the Eisenhower Decision Matrix isn’t part of the ‘status quo’ of ISO, PMI, or British standards. However, concerning the Danish Standards (ISO), the conceding reality is that the method could respectively make its ground among the respective principles and methods that standards like, for example, ISO 21502 – Project, Programme and Portfolio management – a guide on project management, introduce. Even though the Eisenhower Decision Matrix isn’t part of the status quo, it’s a tool based on some of the fundamentals we can elaborate on from the standards. The following citation is reasoned in the ISO 21502: “Activities should be logically sequenced to support the development of a realistic, achievable, and controllable schedule. Activities within the project should be described with dependencies to determine the critical path or to identify alternative approaches”, which can be considered state of the art in schedule management that is strongly aligned with the purpose of the Eisenhower Decision Matrix.

Conclusion

The Eisenhower Decision Matrix is an effective tool to optimise the process within time and task management. The Eisenhower Decision Matrix is an excellent approach for every project, programme, or portfolio management team to categorise and prioritise the tasks on a general level that are important or non-important and urgent or nonurgent. However, it is advantageous to apply it to self-management, where the task can be a bit more specified to enhance productivity for oneself and the team. Additionally, by determining which tasks are in the four quadrants, you can identify the urgent and important tasks hence allocating the required time to where needed. In other words, the Eisenhower Decision Matrix helps managers do the right thing at the right time and in the right place - on its face; it doesn't immediately appear as tricky. However, the task of doing so is heavily underestimated, and the Eisenhower Decision Matrix eliminates this.

Annotated Bibliography

Stephen Covey, "The 7 Habits of Highly Effective People - 30th Anniversary", (UK, Simon & Schuster, 2020).

In this self-managing book, Covey redefines the Eisenhower Decision Matrix time and task management tool, presenting a perspective in which people achieve goals effectively by categorising tasks into four parameters and looking into oneself's character.

Mfondoum, A. N., Tchindjang, M., Mfondoum, J. M., & Makouet, I. Eisenhower matrix, (Feburary, 2019)

In this case study from a PhD thesis, the author's primary goal is to combine two different methods and develop a reliable and easy readable tool to lead actions in project management. The tool is based on the Eisenhower Decision Matrix and the Analytic Hierarchy Process.

Dansk Standard, DS/ISO 21502 (København, 2020)

DS/ISO 21502 is a prominent document representing state of the art in project, program and portfolio management. The standard provides guidelines that apply to organisations, public and private charitable, and projects, programmes and portfolios.