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The Eisenhower Decision Matrix, also known as the Urgency - Importance Matrix, is a tool used in project management to prioritize tasks based on urgency and importance. It was developed by former US President Dwight D. Eisenhower and is widely used by project managers to manage time and resources effectively. The Eisenhower Decision Matrix aligns well with the principles of project management outlined in the Project Management Institute’s (PMI) Project Management Body of Knowledge (PMBOK). PMBOK defines the importance of effective time management, including prioritising tasks and making the best use of available resources.

= '''Big Idea''' =
== Origin ==
The Eisenhower Decision Matrix, also known as the ''Urgency - Importance Matrix'', is a tool used in project management to prioritise tasks based on ''urgency'' and ''importance''. It was developed by former US President Dwight D. Eisenhower, who once said:

::::::'''''“What is important is seldom urgent and what is urgent is seldom important.”'''''<ref name="b"> EISENHOWER, URL: https://www.eisenhower.me/eisenhower-matrix/, accessed 9 May 2023, </ref> 
''

Today, the world-famous Eisenhower method is widely used by project managers to manage time and resources effectively. The tool is also utilised to identify areas where improvements could be made like delegating or outsourcing less crucial tasks to find time for more pivotal ones. <ref name="b"/>

== Matrix Configuration<ref name="b"/> == 
The Eisenhower Decision Matrix is a 2x2 matrix that categorises tasks into four quadrants based on their urgency and importance. This prioritisation tool measures tasks on two axes and splits them according to the following structure:
[[File:4q.jpg|thumb|450px|right|''Figure 1.'' The Eisenhower Matrix (own figure, based on <ref name="b"/>)]]

*''Quadrant 1 - Do First''
Urgent and Important: These tasks require immediate attention and are critical to the success of the project. In a real case scenario, they need to be carried on the day or the day after the latest. It is even suggested to use a timer and address as many as possible.
*''Quadrant 2 - Plan''
Importance, but Not Urgent: These tasks are crucial to the project’s long-term success but can be scheduled for later. A simple example would be to input them into a calendar. Experienced time managers plan a significant part of their activities, meaning most of their work ends up here in ''Quadrant 2'' with reasonable deadlines.
*''Quadrant 3 - Delegate''
Urgent, but Not Important: These tasks could be delegated or outsourced due to less importance compared to others yet urgent. On that note, progress follow-ups are essential to check the status of the work assigned to the individuals. In real life, managers get contacted to carry out many tasks, however, it is a key practice to share knowledge, raise awareness and ask them to carry it out themselves, suggesting they learn by doing, thus, no additional tasks are taken. 
*''Quadrant 4 - Delete''
Not Urgent and Not Important: These tasks can be eliminated as they do not contribute to the project’s goals. This quadrant helps to leave out things, unnecessary to do. The contributions in this group are usually used as an excuse to delay and/or reduce the quality of the tasks addressed in the first two groups - ''Quadrant 1 and Quadrant 2''.

= '''Application''' =

The Eisenhower Decision Matrix aligns well with the principles of project management outlined in ''A Guide to the Project Management Body of Knowledge (PMBOK Guide)''<ref name="PMBOK"> Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide). 6th ed. Newtown Square, PA: Project Management Institute, Inc.</ref> . Those principles are the basics for establishing a strategy, decision making and problem-solving. There are many professional standards and prioritisation methodologies developed from principles to guide the behaviour of all parties working together on a project, program, or portfolio. ''PMBOK Guide'' defines the importance of effective time management, including the need to prioritise tasks and make the best use of available resources.<ref name="PMBOK"/>

Putting theory (''the principles'') into practice (''application'') showcases how the Eisenhower Decision Matrix could be applied to address a wide range of project, program, and portfolio management tasks, which ensure deliverables are completed on time, within budget, and to the satisfaction of stakeholders. Relevant examples of five tasks are listed and explained below:

== Task Prioritisation ==

By using the matrix to prioritise tasks, project managers can ensure they are focusing on the most important and urgent tasks, which need to be completed as soon as possible. Matters that are not immediate but crucial should be scheduled and given a deadline for completion. Tasks to be carried out immediately but not crucial can be delegated or outsourced to other team members. While not urgent and not important tasks can be postponed or straight away eliminated, meaning assigned to the forth quadrant.
*Navigating Complexity - a principle <ref name="PMBOK"/> 
The above-mentioned application of the matrix could essentially navigate the project’s complexity that has arisen at any point in the project life cycle due to individual elements forming as a whole. One way to navigate complexity would be to be vigilant about its indicators.<ref name="PMBOK"/> However, to tackle and break it down, a manager should divide and conquer based on a priority system with assigned tasks, roles, and approaches. Thus, the disrupted matters would turn into effective project deliveries.

== Time Management ==

The matrix can help project managers to efficiently allocate their time and resources by identifying the tasks that require immediate action and scheduling time for critical but not pressing tasks. Prioritising them based on those two parameters, managers can guarantee their focus is entirely placed on important and urgent matters, meaning ‘’Quadrant 1’’.   
* Schedule Management - a management practice for a project <ref name="S"> Dansk Standard ""Project, Programme and Portfolio Management – Context and Concepts."" 2021. </ref>
According to the Danish Standard, schedule management assigns a task with a duration of time for completion to minimise any slippage. Progress monitoring and comparison to the established baseline ensure punctual delivery within the schedule constraints and objectives. Activities within a project, program or portfolio schedule are logically sequenced and presented interdependently to present any critical paths.<ref name="S"/> Thus, in case of more tasks being identified, the manager would be able in a timely matter to categorise them accordingly to the 4 quadrants of the Eisenhower Matrix and based on their co-dependency.

== Risk Management == 

The matrix can be used to identify and prioritise risks to the project, allowing project managers to take action to mitigate or eliminate those risks. Analysing immediate and crucial risks provides project managers with proper ideas and actions to manage them and avoid potential negative consequences to the project/program/portfolio.
* Risk Management - a management practice for a project<ref name="S"/>
The main aim of this practice is to boost the probability of the project goals. Although the matrix is suggested to be used by the manager for the purposes of danger recognition, it is the responsibility of all members to determine potential issues and scale their impact on the grand scheme.<ref name="S"/> Additionally, if a stressful situation arises for a project manager related to the treating labels, assigned during risk management, they could consider:

an AVOID risk as Do First (''Quadrant 1'') – something to bypass at all costs;

a TRANSFER risk as Plan (''Quadrant 2'') – something to be fixed but not currently;

an ENHANCE risk as Delegate (''Quadrant 3'') – something to be looked into but not necessarily by the manager;

an ACCEPT risk as Eliminate (''Quadrant 4'') – something we tolerate and won’t investigate for resolution.

== Delegation == 

The matrix can help project managers to identify tasks that can be delegated to other team members, allowing them to focus on more important tasks. By doing that, managers can free up their time and dedicate it to significant assignments, requiring solely their attention.

== Decision Making == 

The matrix can be used to make informed decisions by weighing the urgency and importance of different options. Determining various options both urgent and important leads to project managers making decisions with a significant impact on the project’s success, addressing the most critical issues first. 
There are also ''Stakeholder'' and ''Resource Managements'', which respectively focus on prioritizing tasks based on their importance, meeting the needs of key stakeholders and rapidly addressing their concerns, and the identification of most required resources to avoid waste and maximize fully.
Using the matrix together with other project management approaches could result in all project aspects being considered and tasks being prioritized in an optimal way.

= '''Limitations''' =

While the Eisenhower decision matrix can be an effective tool for prioritising tasks, it is not without its limitations.

One of the main limitations of the matrix is that it does not take into account the resources available to complete the tasks. For example, a task may be important and urgent, but it may require a significant amount of resources, which are not currently available. In such a case, it may not be possible to complete the task within the desired timeframe, and alternative solutions may need to be explored. <ref name="A"> AXELOS. ""Managing Successful Projects with PRINCE2 2017 Edition,"" The Stationery Office Ltd, 2017. ProQuest Ebook Central, URL: https://ebookcentral.proquest.com/lib/dtudk/detail.action?docID=4863041.</ref> 

Another limitation of the matrix is that it does not consider the interdependencies between tasks. Previously we have discussed scheduling with co-dependent activities but essentially, within the matrix, the connections cannot be presented. Some tasks may be dependent on the completion of others, and delaying an important but not urgent task may have a ripple effect on other tasks and the project as a whole.

Additionally, the model may not be suitable for complex projects, which involve a large number of stakeholders or require a significant amount of coordination between teams. In those cases, a more comprehensive project management approach may be required, such as the ''PRINCE2 methodology'' <ref name="A"/> or ''ISO 21500 standard'' <ref name="I"> International Organization for Standardization. ISO 21500:2017 Guidance on project management. 2017</ref>, which takes into account the full project lifecycle and provides a framework for managing risks, resources, and stakeholder engagement.

Another potential limitation of the matrix is that it may lead to a focus on short-term goals at the expense of long-term objectives. When prioritising urgent and important tasks, it is equally essential to consider the long-term implications of decisions and ensure they align with the overall project goals.

Lastly, the matrix may not be suitable for all individuals or teams, as different people may have different perceptions of what is urgent and important. Some individuals may be more reactive and prioritise urgent tasks, while others may be more proactive and focus on the important ones. Individual preferences and working styles should be considered when using the matrix to guarantee it is effective for all team members.

In summary, while the Eisenhower decision matrix can be a useful tool for scaling the importance of tasks, it is pivotal to be aware of its limitations and use it in conjunction with other project, program and portfolio management approaches to ensure that all aspects of the project are considered.

= '''Best Practice''' =

= '''With other Project, Program and Portfolio Management methods''' =

= '''Annotated Bibliography''' =

Below is outlined the useful literature behind this article that addresses the prioritisation method - The Eisenhower Matrix, related to projects, programs and portfolios.

'''''A Guide to the Project Management Body of Knowledge (PMBOK Guide). 6th ed.'''''

The PMBOK Guide is an essential resource for project managers, regardless of their level of experience or industry. It provides a common language and framework for project management that enables effective communication and collaboration among team members, stakeholders, and other project participants.

''''''Project, Programme and Portfolio Management – Context and Concepts (Danish Standard) 2021'''''

This Standard looks into the organisational context and underlying concept for carrying out the project, program and/or portfolio management. The paper is created to assist any product, most organisations both private and public.

''''''Managing Successful Projects with PRINCE2 2017 Edition, The Stationery Office Ltd (AXELOS) 2017'''''

This paper is a guidebook published by AXELOS that provides a structured framework for project management based on PRINCE2 principles. The 2017 edition is an updated version of the guidebook that incorporated the latest best practices and trends in project management.

'''''International Organization for Standardization. Guidance on project management (ISO 21500) 2017'''''

ISO 21500:2017 is a comprehensive guide that outlines the fundamental concepts, principles, and practices of project management. The standard covers all aspects of project management, including planning, execution, monitoring, and controlling. It also provides guidance on risk management, communication, stakeholder engagement, and project governance.

= '''References''' =
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