Parkinson’s Law - Revision history

Þorgeir at 21:24, 22 March 2022

2022-03-22T21:24:57Z

← Older revision		Revision as of 21:24, 22 March 2022
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	Using Parkinson's Law to your advantage		Using Parkinson's Law to your advantage

	Knowing Parkinson's Law and how it works is not enough to prevent the project from being unfinished right before the deadline and scramble to get it finished in time. However, knowing how it works awards the option to prepare for it. It is generally unhelpful to start to combat Parkinson's Law after the project is underway. It is usually most productive to start it during the project kickoff. In the project kickoff expectations can be set on how to approach and conquer milestones in the project, for example when scope can get out of hand and procrastination can become a factor. To actively make sure this does not become a factor these points should be discussed in the project kickoff.		Knowing Parkinson's Law and how it works is not enough to prevent the project from being unfinished right before the deadline and scramble to get it finished in time. However, knowing how it works awards the option to prepare for it. It is generally unhelpful to start to combat Parkinson's Law after the project is underway. It is usually most productive to start it during the project kickoff. In the project kickoff expectations can be set on how to approach and conquer milestones in the project, for example when scope can get out of hand and procrastination can become a factor. To actively make sure this does not become a factor these points should be discussed in the project kickoff [[2]]. However, no matter how much scheduling is done, it will not help if the wrong people are on the team or if the people on the team don't know what is expected of them or others. [[6]]

	'''Clearly outline the vision and drivers'''		'''Clearly outline the vision and drivers'''
	At the beginning of a project it should be made clear what the project's value is, this is the vision, and why this project fits the team that works on it and the organization that owns it, it is helpful to make sure these things are clear to the team for the team to see the value of their work and to motivate them. If this is not done, for example if an employee is given a task with the instructions, "no rush, just do it when you have time", he has no idea of the importance or why the task has to be done. Therefore, he lacks the motivation to get it done in an efficient manner.		At the beginning of a project it should be made clear what the project's value is, this is the vision, and why this project fits the team that works on it and the organization that owns it, this is called drivers, it is helpful to make sure these things are clear to the team for the team to see the value of their work and to motivate them. If this is not done, for example if an employee is given a task with the instructions, "no rush, just do it when you have time", he has no idea of the importance or why the task has to be done. Therefore, he lacks the motivation to get it done in an efficient manner.

	'''Clarify roles and responsibilities'''		'''Clarify roles and responsibilities'''
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	5) The Editors of Encyclopaedia Britannica (March 5. 2022) "C. Northcote Parkinson", Britannica. Retrieved March 20. 2022. https://www.britannica.com/biography/C-Northcote-Parkinson		5) The Editors of Encyclopaedia Britannica (March 5. 2022) "C. Northcote Parkinson", Britannica. Retrieved March 20. 2022. https://www.britannica.com/biography/C-Northcote-Parkinson

			6) AXELOS (2017). Managing Successful Projects with PRINCE2. TSO (The Stationery Office), part of William Lea Tag

Þorgeir at 20:59, 22 March 2022

2022-03-22T20:59:32Z

Show changes

Þorgeir at 17:33, 22 March 2022

2022-03-22T17:33:18Z

← Older revision		Revision as of 17:33, 22 March 2022
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	'''Clarify roles and responsibilities'''		'''Clarify roles and responsibilities'''
	For any project with different team members it is important to make it clear where everyone fits into the team. It can be useful to use the DACI framework to establish roles within the team for group work and for making decisions. The roles within the DACI framework are: Driver, this team member is responsible for communicating with stakeholders, collecting information and make sure decisions are made in time. Approver, is tasked with making decisions. Contributors, these team members have expertise that can influence decisions. Informed, these team members should be informed of the final decision. By using a framework like the "DACI" it shows the team how their role fits in and helps prevent team members from blaming each other along with preventing social loafing, as they are held more accountable for their responsibilities and contributions. Along with that it helps streamlining expectations around communication and feedback. This framework clearly states who has the concluding remark on decisions and projects. That eliminates a lot of revisions and suggestions that can often cause projects to expand.		For any project with different team members it is important to make it clear where everyone fits into the team. It can be useful to use the DACI framework to establish roles within the team for group work and for making decisions. The roles within the DACI framework are: Driver, this team member is responsible for communicating with stakeholders, collecting information and make sure decisions are made in time. Approver, is tasked with making decisions. Contributors, these team members have expertise that can influence decisions. Informed, these team members should be informed of the final decision. By using a framework like the "DACI" it shows the team how their role fits in and helps prevent team members from blaming each other along with preventing social loafing, as they are held more accountable for their responsibilities and contributions. Along with that it helps streamlining expectations around communication and feedback. This framework clearly states who has the concluding remark on decisions and projects. That eliminates a lot of revisions and suggestions that can often cause projects to expand.

	'''Understand what's in and what's out of the scope'''		'''Understand what's in and what's out of the scope'''

Þorgeir at 17:27, 22 March 2022

2022-03-22T17:27:47Z

← Older revision		Revision as of 17:27, 22 March 2022
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	Parkinson's Law is as defined by Cyril Northcote Parkinson in 1955: "Work expands so as to fill the time available for its completion". That is, work takes as long as the time it's given.		Parkinson's Law is as defined by Cyril Northcote Parkinson in 1955: "Work expands so as to fill the time available for its completion". That is, work takes as long as the time it's given.
	People plan according to how much time they have and how close it is to the deadline. When it comes closer to the deadline, people have to start making "choices" and "tradeoffs" as they must accomplish the assignment by the deadline.		People plan according to how much time they have and how close it is to the deadline. When it comes closer to the deadline, people have to start making "choices" and "tradeoffs" as they must accomplish the assignment by the deadline.
	In recent years this law has been studied to try to make workers and students more efficient and waste as little time as possible.[[2		In recent years this law has been studied to try to make workers and students more efficient and waste as little time as possible.[[2]]
	]]

Þorgeir at 17:27, 22 March 2022

2022-03-22T17:27:30Z

← Older revision		Revision as of 17:27, 22 March 2022
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	People plan according to how much time they have and how close it is to the deadline. When it comes closer to the deadline, people have to start making "choices" and "tradeoffs" as they must accomplish the assignment by the deadline.		People plan according to how much time they have and how close it is to the deadline. When it comes closer to the deadline, people have to start making "choices" and "tradeoffs" as they must accomplish the assignment by the deadline.
	In recent years this law has been studied to try to make workers and students more efficient and waste as little time as possible.[[2		In recent years this law has been studied to try to make workers and students more efficient and waste as little time as possible.[[2
	]		]]

Þorgeir at 17:27, 22 March 2022

2022-03-22T17:27:00Z

← Older revision		Revision as of 17:27, 22 March 2022
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	Parkinson's Law is as defined by Cyril Northcote Parkinson in 1955: "Work expands so as to fill the time available for its completion". That is, work takes as long as the time it's given.		Parkinson's Law is as defined by Cyril Northcote Parkinson in 1955: "Work expands so as to fill the time available for its completion". That is, work takes as long as the time it's given.
	People plan according to how much time they have and how close it is to the deadline. When it comes closer to the deadline, people have to start making "choices" and "tradeoffs" as they must accomplish the assignment by the deadline.		People plan according to how much time they have and how close it is to the deadline. When it comes closer to the deadline, people have to start making "choices" and "tradeoffs" as they must accomplish the assignment by the deadline.
	In recent years this law has been studied to try to make workers and students more efficient and waste as little time as possible.[[Kat Boogaard (February 12, 2022) "What is Parkinson's Law and wy is it sabotaging your productivity?", Atlassian. Retrieved March 20. 2022. https://www.atlassian.com/blog/productivity/what-is-parkinsons-law		In recent years this law has been studied to try to make workers and students more efficient and waste as little time as possible.[[2
	]		]

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	== History ==		== History ==
	Origin		Origin
	Parkinson's Law was first coined by Cyril Northcote Parkinson in "The Economist", in a essay he wrote for it in 1955. In the essay he shares a story of a woman whose only task in a day is to send a postcard, a task that takes a busy person around three minutes to do. This woman however spends an hour to find the card, half an hour to look for her glasses, an hour and a half writing the card, twenty minutes to decide if she should take an umbrella to walk to the mailbox and so on until it has taken her the entire day. [[~~C. Northcote Parkinson (November 19, 1955) "Parkinson's Law", The Economist. Retrieved March 20. 2022. https://www.economist.com/news/1955/11/19/parkinsons-law~~]]		Parkinson's Law was first coined by Cyril Northcote Parkinson in "The Economist", in a essay he wrote for it in 1955. In the essay he shares a story of a woman whose only task in a day is to send a postcard, a task that takes a busy person around three minutes to do. This woman however spends an hour to find the card, half an hour to look for her glasses, an hour and a half writing the card, twenty minutes to decide if she should take an umbrella to walk to the mailbox and so on until it has taken her the entire day. [[1]]

	Author		Author
	Cyril Northcote Parkinson, Often referred to as C. Northcote Parkinson, was born July 30, 1909 in Durham England and died March 9, 1993. He was a British historian and an author.		Cyril Northcote Parkinson, Often referred to as C. Northcote Parkinson, was born July 30, 1909 in Durham England and died March 9, 1993. He was a British historian and an author.
	He received a Ph.D in history from Kings College, London, in 1935. After which he taught at multiple schools in England, along with teaching in Malaya, now Malaysia, from 1950 to 1958.		He received a Ph.D in history from Kings College, London, in 1935. After which he taught at multiple schools in England, along with teaching in Malaya, now Malaysia, from 1950 to 1958.
	His comments regarding the nature of bureaucracy are based on his experiences as a British army staff officer during the second World War. He said that, Administrators work for each other so they can multiply the number of subordinates and enhance their prestige. [[~~The Editors of Encyclopaedia Britannica (March~~ 5~~. 2022) "C. Northcote Parkinson", Britannica. Retrieved March 20. 2022. https://www.britannica.com/biography/C-Northcote-Parkinson~~]]		His comments regarding the nature of bureaucracy are based on his experiences as a British army staff officer during the second World War. He said that, Administrators work for each other so they can multiply the number of subordinates and enhance their prestige. [[5]]


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	'''The Formula'''		'''The Formula'''
	[[File:TpgParkinson.png\|200px\|thumb\|right\|Figure 1, Parkinson's formula. Inspired by [[~~C. Northcote Parkinson (November 19, 1955) "Parkinson's Law", The Economist. Retrieved March 20. 2022. https://www.economist.com/news/1955/11/19/parkinsons-law~~]] ]]		[[File:TpgParkinson.png\|200px\|thumb\|right\|Figure 1, Parkinson's formula. Inspired by [[1]] ]]
	[[File:TpgParknispr.png\|200px\|thumb\|right\|Figure 2, Parkinson's formula. Inspired by [[~~C. Northcote Parkinson (November 19, 1955) "Parkinson's Law", The Economist. Retrieved March 20. 2022. https://www.economist.com/news/1955/11/19/parkinsons-law~~]] ]]		[[File:TpgParknispr.png\|200px\|thumb\|right\|Figure 2, Parkinson's formula. Inspired by [[1]] ]]
	Parkinson supports his statements by pointing out the vast increase of admiralty officials, dockyard officials and dockyard clerks for the British Royal Navy, along with the sharp decrease of officers in the Royal Navy, as well as ships, From the year 1914 to 1928. In 1914 the Navy had 2,000 admiralty officials, 62 ships and 146,000 officers along with 57,000 dockyard workers and 3,249 dockyard officials. Fourteen years later in 1928, the admiralty officials had increased to 3,569, dockyard officials to 4,558 and dockyard workers to 62,439. Meanwhile the number of ships had been reduced to 20 and the number of officers to 100,000. Parkinson notes that this growth was unrelated to any possible work increase, yet on average the number of admiralty officials grew by 5.6% each year. Therefore he questioned if this rise in the total number of civil servants could be explained in any other way than then assuming that such a total will always increase by a law governing its growth.		Parkinson supports his statements by pointing out the vast increase of admiralty officials, dockyard officials and dockyard clerks for the British Royal Navy, along with the sharp decrease of officers in the Royal Navy, as well as ships, From the year 1914 to 1928. In 1914 the Navy had 2,000 admiralty officials, 62 ships and 146,000 officers along with 57,000 dockyard workers and 3,249 dockyard officials. Fourteen years later in 1928, the admiralty officials had increased to 3,569, dockyard officials to 4,558 and dockyard workers to 62,439. Meanwhile the number of ships had been reduced to 20 and the number of officers to 100,000. Parkinson notes that this growth was unrelated to any possible work increase, yet on average the number of admiralty officials grew by 5.6% each year. Therefore he questioned if this rise in the total number of civil servants could be explained in any other way than then assuming that such a total will always increase by a law governing its growth.
	As this time period was one of great development in naval technique, Parkinson also looked at the number of colonial office officials from the years 1935 to 1954. It was noted that the department's responsibilities were not constant in that period. In 1935 there were 372 colonial office officials, and in 1939 when colonial territories had not changed much in area or population the their number had grown to 450. By the year 1943 the colonial territories were considerably diminished, yet the number of officials had grown to 817. By 1947 the colonial territories had grown again, as well as the number of officials that had grown to 1,139. After that the territories shrunk year by year, yet in 1954 the number of officials grew to 1,661. This growth gives an average increase of 5.89% a year. A figure notably similar to the increase of admiralty officials from 1914 to 1928.		As this time period was one of great development in naval technique, Parkinson also looked at the number of colonial office officials from the years 1935 to 1954. It was noted that the department's responsibilities were not constant in that period. In 1935 there were 372 colonial office officials, and in 1939 when colonial territories had not changed much in area or population the their number had grown to 450. By the year 1943 the colonial territories were considerably diminished, yet the number of officials had grown to 817. By 1947 the colonial territories had grown again, as well as the number of officials that had grown to 1,139. After that the territories shrunk year by year, yet in 1954 the number of officials grew to 1,661. This growth gives an average increase of 5.89% a year. A figure notably similar to the increase of admiralty officials from 1914 to 1928.
	Parkinson explained that in any public administrative department the staff increase is expected to follow the formula seen in '''figure 1'''. To see the percentage increase the formula in '''figure 2''' can be used. Parkinson concluded that the outcome will prove to be between 5.17% and 6.56%, unrelated to any change in the amount of work that has to ~~compleated~~.[[~~C. Northcote Parkinson (November 19, 1955) "Parkinson's Law", The Economist. Retrieved March 20. 2022. https://www.economist.com/news/1955/11/19/parkinsons-law~~]]		Parkinson explained that in any public administrative department the staff increase is expected to follow the formula seen in '''figure 1'''. To see the percentage increase the formula in '''figure 2''' can be used. Parkinson concluded that the outcome will prove to be between 5.17% and 6.56%, unrelated to any change in the amount of work that has to completed.[[1]]


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	Procrastination		Procrastination
	Apart from the project expanding and becoming more complex, Procrastination is also a large part of Parkinson's Law. When people know that they have enough time to finish a project, it can motivate them to leave the work undone until the last minute. These delays in starting the work means that the time required to do the project expands. [[Kat Boogaard (February 12, 2022) "What is Parkinson's Law and wy is it sabotaging your productivity?", Atlassian. Retrieved March 20. 2022. https://www.atlassian.com/blog/productivity/what-is-parkinsons-law]]		Apart from the project expanding and becoming more complex, Procrastination is also a large part of Parkinson's Law. When people know that they have enough time to finish a project, it can motivate them to leave the work undone until the last minute. These delays in starting the work means that the time required to do the project expands. [[2]]
	This happens because approaching deadlines can be motivating. The Yerkes-Dodson Law states that there exists a relationship between arousal and behavioral task performance. Therefore there is an optimal level of arousal for optimal performance. So as the deadline approaches it can work as the arousal needed for optimal performance. [[Cohen R.A. (2011) Yerkes–Dodson Law. In: Kreutzer J.S., DeLuca J., Caplan B. (eds) Encyclopedia of Clinical Neuropsychology. Springer, New York, NY. Retrieved March 20. 2022. https://doi.org/10.1007/978-0-387-79948-3_1340]]		This happens because approaching deadlines can be motivating. The Yerkes-Dodson Law states that there exists a relationship between arousal and behavioral task performance. Therefore there is an optimal level of arousal for optimal performance. So as the deadline approaches it can work as the arousal needed for optimal performance. [[3]]

	Parkinson's Law of Triviality		Parkinson's Law of Triviality
	Parkinson's Law is often thought of in regard of individual productivity, but another dimension of it is in group settings. Parkinson's Law of Triviality is the act of time wasting on non essential details of a project, while more important matters are not attended to. This is also known as bikeshedding. The term bikeshedding comes from C. Northcote Parkinson's observation on a team tasked with approving plans for a nuclear power plant. Parkinson observed that the team spent a lot of time on relatively unimportant aspects of the project, notably the bicycle storage shed, leaving less time to design the nuclear plant.		Parkinson's Law is often thought of in regard of individual productivity, but another dimension of it is in group settings. Parkinson's Law of Triviality is the act of time wasting on non essential details of a project, while more important matters are not attended to. This is also known as bikeshedding. The term bikeshedding comes from C. Northcote Parkinson's observation on a team tasked with approving plans for a nuclear power plant. Parkinson observed that the team spent a lot of time on relatively unimportant aspects of the project, notably the bicycle storage shed, leaving less time to design the nuclear plant.
	Parkinson's Law of Triviality is also associated with social loafing, that is that people tend to put in less effort when working in groups then they would if they were working alone. [[~~Ivy Wigmore (April, 2015) "Parkinson's law of triviality (bikeshedding)", Whatis. Retrieved March 20. 2022. https://whatis.techtarget.com/definition/Parkinsons-law-of-triviality-bikeshedding~~]]		Parkinson's Law of Triviality is also associated with social loafing, that is that people tend to put in less effort when working in groups then they would if they were working alone. [[4]]


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	'''Set the timeline'''		'''Set the timeline'''
	It may seem odd that setting the timeline is the last step of the project kickoff. But it can be a good way to organize projects, to plan the timeline last, after the team has agreed on the scope. When outlining the timeline, the milestones and deadlines should be identified, and group projects and group goals should be broken down into subgroups. This brakes down larger projects and makes them more achievable, and sets up a sense of urgency to start working, even though the main project deadline is far away, the deadline for the first part of can be fast approaching. [[Kat Boogaard (February 12, 2022) "What is Parkinson's Law and wy is it sabotaging your productivity?", Atlassian. Retrieved March 20. 2022. https://www.atlassian.com/blog/productivity/what-is-parkinsons-law]]		It may seem odd that setting the timeline is the last step of the project kickoff. But it can be a good way to organize projects, to plan the timeline last, after the team has agreed on the scope. When outlining the timeline, the milestones and deadlines should be identified, and group projects and group goals should be broken down into subgroups. This brakes down larger projects and makes them more achievable, and sets up a sense of urgency to start working, even though the main project deadline is far away, the deadline for the first part of can be fast approaching. [[2]]



	== References ==		== References ==
	C. Northcote Parkinson (November 19, 1955) "Parkinson's Law", The Economist. Retrieved March 20. 2022. https://www.economist.com/news/1955/11/19/parkinsons-law		1) C. Northcote Parkinson (November 19, 1955) "Parkinson's Law", The Economist. Retrieved March 20. 2022. https://www.economist.com/news/1955/11/19/parkinsons-law

	Kat Boogaard (February 12, 2022) "What is Parkinson's Law and wy is it sabotaging your productivity?", Atlassian. Retrieved March 20. 2022. https://www.atlassian.com/blog/productivity/what-is-parkinsons-law		2) Kat Boogaard (February 12, 2022) "What is Parkinson's Law and wy is it sabotaging your productivity?", Atlassian. Retrieved March 20. 2022. https://www.atlassian.com/blog/productivity/what-is-parkinsons-law

	~~Thomas Waschenfelder ( https://www.wealest.com/articles/parkinsons-law~~		3) Cohen R.A. (2011) Yerkes–Dodson Law. In: Kreutzer J.S., DeLuca J., Caplan B. (eds) Encyclopedia of Clinical Neuropsychology. Springer, New York, NY. Retrieved March 20. 2022. https://doi.org/10.1007/978-0-387-79948-3_1340
	Cohen R.A. (2011) Yerkes–Dodson Law. In: Kreutzer J.S., DeLuca J., Caplan B. (eds) Encyclopedia of Clinical Neuropsychology. Springer, New York, NY. Retrieved March 20. 2022. https://doi.org/10.1007/978-0-387-79948-3_1340

	Ivy Wigmore (April, 2015) "Parkinson's law of triviality (bikeshedding)", Whatis. Retrieved March 20. 2022. https://whatis.techtarget.com/definition/Parkinsons-law-of-triviality-bikeshedding		4) Ivy Wigmore (April, 2015) "Parkinson's law of triviality (bikeshedding)", Whatis. Retrieved March 20. 2022. https://whatis.techtarget.com/definition/Parkinsons-law-of-triviality-bikeshedding

	The Editors of Encyclopaedia Britannica (March 5. 2022) "C. Northcote Parkinson", Britannica. Retrieved March 20. 2022. https://www.britannica.com/biography/C-Northcote-Parkinson		5) The Editors of Encyclopaedia Britannica (March 5. 2022) "C. Northcote Parkinson", Britannica. Retrieved March 20. 2022. https://www.britannica.com/biography/C-Northcote-Parkinson

Þorgeir at 17:22, 22 March 2022

2022-03-22T17:22:26Z

← Older revision		Revision as of 17:22, 22 March 2022
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	Parkinson's Law is as defined by Cyril Northcote Parkinson in 1955: "Work expands so as to fill the time available for its completion". That is, work takes as long as the time it's given.		Parkinson's Law is as defined by Cyril Northcote Parkinson in 1955: "Work expands so as to fill the time available for its completion". That is, work takes as long as the time it's given.
	People plan according to how much time they have and how close it is to the deadline. When it comes closer to the deadline, people have to start making "choices" and "tradeoffs" as they must accomplish the assignment by the deadline.		People plan according to how much time they have and how close it is to the deadline. When it comes closer to the deadline, people have to start making "choices" and "tradeoffs" as they must accomplish the assignment by the deadline.
	In recent years this law has been studied to try to make workers and students more efficient and waste as little time as possible.[[~~C. Northcote Parkinson~~ (~~November 19~~, ~~1955~~) "Parkinson's Law", ~~The Economist~~. Retrieved March 20. 2022. https://www.~~economist~~.com/~~news~~/~~1955/11/19~~/parkinsons-law]]		In recent years this law has been studied to try to make workers and students more efficient and waste as little time as possible.[[Kat Boogaard (February 12, 2022) "What is Parkinson's Law and wy is it sabotaging your productivity?", Atlassian. Retrieved March 20. 2022. https://www.atlassian.com/blog/productivity/what-is-parkinsons-law
			]

Þorgeir at 17:20, 22 March 2022

2022-03-22T17:20:56Z

← Older revision		Revision as of 17:20, 22 March 2022
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	'''The Formula'''		'''The Formula'''
	[[File:TpgParkinson.png\|200px\|thumb\|right\|Figure 1, Parkinson's formula. Inspired by ]]		[[File:TpgParkinson.png\|200px\|thumb\|right\|Figure 1, Parkinson's formula. Inspired by [[C. Northcote Parkinson (November 19, 1955) "Parkinson's Law", The Economist. Retrieved March 20. 2022. https://www.economist.com/news/1955/11/19/parkinsons-law]] ]]
	[[File:TpgParknispr.png\|200px\|thumb\|right\|Figure 2, Parkinson's formula. Inspired by ]]		[[File:TpgParknispr.png\|200px\|thumb\|right\|Figure 2, Parkinson's formula. Inspired by [[C. Northcote Parkinson (November 19, 1955) "Parkinson's Law", The Economist. Retrieved March 20. 2022. https://www.economist.com/news/1955/11/19/parkinsons-law]] ]]
	Parkinson supports his statements by pointing out the vast increase of admiralty officials, dockyard officials and dockyard clerks for the British Royal Navy, along with the sharp decrease of officers in the Royal Navy, as well as ships, From the year 1914 to 1928. In 1914 the Navy had 2,000 admiralty officials, 62 ships and 146,000 officers along with 57,000 dockyard workers and 3,249 dockyard officials. Fourteen years later in 1928, the admiralty officials had increased to 3,569, dockyard officials to 4,558 and dockyard workers to 62,439. Meanwhile the number of ships had been reduced to 20 and the number of officers to 100,000. Parkinson notes that this growth was unrelated to any possible work increase, yet on average the number of admiralty officials grew by 5.6% each year. Therefore he questioned if this rise in the total number of civil servants could be explained in any other way than then assuming that such a total will always increase by a law governing its growth.		Parkinson supports his statements by pointing out the vast increase of admiralty officials, dockyard officials and dockyard clerks for the British Royal Navy, along with the sharp decrease of officers in the Royal Navy, as well as ships, From the year 1914 to 1928. In 1914 the Navy had 2,000 admiralty officials, 62 ships and 146,000 officers along with 57,000 dockyard workers and 3,249 dockyard officials. Fourteen years later in 1928, the admiralty officials had increased to 3,569, dockyard officials to 4,558 and dockyard workers to 62,439. Meanwhile the number of ships had been reduced to 20 and the number of officers to 100,000. Parkinson notes that this growth was unrelated to any possible work increase, yet on average the number of admiralty officials grew by 5.6% each year. Therefore he questioned if this rise in the total number of civil servants could be explained in any other way than then assuming that such a total will always increase by a law governing its growth.
	As this time period was one of great development in naval technique, Parkinson also looked at the number of colonial office officials from the years 1935 to 1954. It was noted that the department's responsibilities were not constant in that period. In 1935 there were 372 colonial office officials, and in 1939 when colonial territories had not changed much in area or population the their number had grown to 450. By the year 1943 the colonial territories were considerably diminished, yet the number of officials had grown to 817. By 1947 the colonial territories had grown again, as well as the number of officials that had grown to 1,139. After that the territories shrunk year by year, yet in 1954 the number of officials grew to 1,661. This growth gives an average increase of 5.89% a year. A figure notably similar to the increase of admiralty officials from 1914 to 1928.		As this time period was one of great development in naval technique, Parkinson also looked at the number of colonial office officials from the years 1935 to 1954. It was noted that the department's responsibilities were not constant in that period. In 1935 there were 372 colonial office officials, and in 1939 when colonial territories had not changed much in area or population the their number had grown to 450. By the year 1943 the colonial territories were considerably diminished, yet the number of officials had grown to 817. By 1947 the colonial territories had grown again, as well as the number of officials that had grown to 1,139. After that the territories shrunk year by year, yet in 1954 the number of officials grew to 1,661. This growth gives an average increase of 5.89% a year. A figure notably similar to the increase of admiralty officials from 1914 to 1928.

Þorgeir at 17:19, 22 March 2022

2022-03-22T17:19:55Z

← Older revision		Revision as of 17:19, 22 March 2022
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	'''Set the timeline'''		'''Set the timeline'''
	It may seem odd that setting the timeline is the last step of the project kickoff. But it can be a good way to organize projects, to plan the timeline last, after the team has agreed on the scope. When outlining the timeline, the milestones and deadlines should be identified, and group projects and group goals should be broken down into subgroups. This brakes down larger projects and makes them more achievable, and sets up a sense of urgency to start working, even though the main project deadline is far away, the deadline for the first part of can be fast approaching. [[Kat Boogaard (February 12, 2022) "What is Parkinson's Law and wy is it sabotaging your productivity?", Atlassian. Retrieved March 20. 2022. https://www.atlassian.com/blog/productivity/what-is-parkinsons-law]]		It may seem odd that setting the timeline is the last step of the project kickoff. But it can be a good way to organize projects, to plan the timeline last, after the team has agreed on the scope. When outlining the timeline, the milestones and deadlines should be identified, and group projects and group goals should be broken down into subgroups. This brakes down larger projects and makes them more achievable, and sets up a sense of urgency to start working, even though the main project deadline is far away, the deadline for the first part of can be fast approaching. [[Kat Boogaard (February 12, 2022) "What is Parkinson's Law and wy is it sabotaging your productivity?", Atlassian. Retrieved March 20. 2022. https://www.atlassian.com/blog/productivity/what-is-parkinsons-law]]





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	== References ==		== References ==
	C. Northcote Parkinson (November 19, 1955) "Parkinson's Law", The Economist. Retrieved March 20. 2022. https://www.economist.com/news/1955/11/19/parkinsons-law		C. Northcote Parkinson (November 19, 1955) "Parkinson's Law", The Economist. Retrieved March 20. 2022. https://www.economist.com/news/1955/11/19/parkinsons-law


	Kat Boogaard (February 12, 2022) "What is Parkinson's Law and wy is it sabotaging your productivity?", Atlassian. Retrieved March 20. 2022. https://www.atlassian.com/blog/productivity/what-is-parkinsons-law		Kat Boogaard (February 12, 2022) "What is Parkinson's Law and wy is it sabotaging your productivity?", Atlassian. Retrieved March 20. 2022. https://www.atlassian.com/blog/productivity/what-is-parkinsons-law

Þorgeir at 17:19, 22 March 2022

2022-03-22T17:19:04Z

← Older revision		Revision as of 17:19, 22 March 2022
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	Cyril Northcote Parkinson, Often referred to as C. Northcote Parkinson, was born July 30, 1909 in Durham England and died March 9, 1993. He was a British historian and an author.		Cyril Northcote Parkinson, Often referred to as C. Northcote Parkinson, was born July 30, 1909 in Durham England and died March 9, 1993. He was a British historian and an author.
	He received a Ph.D in history from Kings College, London, in 1935. After which he taught at multiple schools in England, along with teaching in Malaya, now Malaysia, from 1950 to 1958.		He received a Ph.D in history from Kings College, London, in 1935. After which he taught at multiple schools in England, along with teaching in Malaya, now Malaysia, from 1950 to 1958.
	His comments regarding the nature of bureaucracy are based on his experiences as a British army staff officer during the second World War. He said that, Administrators work for each other so they can multiply the number of subordinates and enhance their prestige.		His comments regarding the nature of bureaucracy are based on his experiences as a British army staff officer during the second World War. He said that, Administrators work for each other so they can multiply the number of subordinates and enhance their prestige. [[The Editors of Encyclopaedia Britannica (March 5. 2022) "C. Northcote Parkinson", Britannica. Retrieved March 20. 2022. https://www.britannica.com/biography/C-Northcote-Parkinson]]


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	Ivy Wigmore (April, 2015) "Parkinson's law of triviality (bikeshedding)", Whatis. Retrieved March 20. 2022. https://whatis.techtarget.com/definition/Parkinsons-law-of-triviality-bikeshedding		Ivy Wigmore (April, 2015) "Parkinson's law of triviality (bikeshedding)", Whatis. Retrieved March 20. 2022. https://whatis.techtarget.com/definition/Parkinsons-law-of-triviality-bikeshedding

			The Editors of Encyclopaedia Britannica (March 5. 2022) "C. Northcote Parkinson", Britannica. Retrieved March 20. 2022. https://www.britannica.com/biography/C-Northcote-Parkinson