Revision as of 22:41, 9 May 2023

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.”^[1]

Today, the world-famous Eisenhower method is widely used by project managers to manage time and resources effectively. The tool is also utilized to identify areas where improvements could be made like delegating or outsourcing less crucial tasks to find time for more pivotal ones. ^[1]

Matrix Configuration^[1]

The Eisenhower Decision Matrix is a 2x2 matrix that categorizes 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:

Figure 1. The Eisenhower Matrix (own figure, based on ^[1])

• 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. Additionally, progress follow-ups are essential to check the work assigned to another individual. 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 and no additional tasks are accepted.

• 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 essentially 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 handling tasks from the first two groups.

Application

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). 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 defines the importance of effective time management, including the need to prioritise tasks and make the best use of available resources.^[2]

Putting theory (the principles) into practice (the 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. Three exemplary tasks are listed and explained below:

Task Prioritisation

By using the matrix to prioritise tasks, project managers can ensure that 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 other quadrants.

• Navigating Complexity - a principle ^[2]

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.^[2] 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 ^[3]

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.^[3] 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^[3]

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.^[3] 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.

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. ^[4]

Another limitation of the matrix is that it does not consider the interdependencies between tasks. 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 or ISO 21500 standard, which take into account the full project lifecycle and provide 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 prioritizing 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 prioritize 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 prioritizing tasks, it is important to be aware of its limitations and use it in conjunction with other project management approaches to ensure that all aspects of the project are considered.

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.

References

1. ↑ ^{1.0 1.1 1.2 1.3} EISENHOWER, URL: https://www.eisenhower.me/eisenhower-matrix/, accessed 9 May 2023,
2. ↑ ^{2.0 2.1 2.2} Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide). 6th ed. Newtown Square, PA: Project Management Institute, Inc.
3. ↑ ^{3.0 3.1 3.2 3.3} Dansk Standard ""Project, Programme and Portfolio Management – Context and Concepts."" 2021.
4. ↑ 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.

- Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge. 6th ed. Newtown Square, PA: Project Management Institute.

- Association for Project Management. (2019). APM Body of Knowledge 7th edition.

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

- Project Management Institute. (2018). PMI Practice Standard for Project Risk Management (2nd ed.).