Time management

Time management is t he process of planning and exercising conscious cont rol of t ime spent on
specific act ivit ies—especially t o increase ef fect iveness, efficiency and product ivit y.[1]

T ime management involves demands relat ing t o work, social life, f amily, hobbies, personal
int erest s and commit ment s. Using t ime ef fect ively gives people more choices in managing
act ivit ies.[2] T ime management may be aided by a range of skills, t ools and t echniques, especially
when accomplishing specific t asks, project s and goals complying wit h a due dat e.[3]

Init ially, t he t erm t ime management encompassed only business and work act ivit ies, but
event ually t he t erm comprised personal act ivit ies as well. A t ime management syst em is a
designed combinat ion of processes, t ools, t echniques and met hods. T ime management is usually
a necessit y in managing project s, as it det ermines t he project complet ion t ime and scope.

Cultural views

Dif ferences in t he way a cult ure views t ime can af fect t he way t heir t ime is managed. For
example, a linear t ime view is a way of conceiving t ime as flowing f rom one moment t o t he next in
a linear f ashion. T his linear percept ion of t ime is predominant in America along wit h most Nort hern
European count ries, such as Germany, Swit zerland and England.[4] People in t hese cult ures t end t o
place a large value on product ive t ime management and t end t o avoid decisions or act ions t hat
would result in wast ed t ime.[4] T his linear view of t ime correlat es t o t hese cult ures being more
"monochronic", or preferring t o do only one t hing at a t ime. As a result , t his f ocus on efficiency
of t en leads t o a cult ure of punct ualit y and a st rong emphasis on meet ing deadlines.[5]

Anot her cult ural t ime view is t he mult i- act ive t ime view. In mult i- act ive cult ures, most people
feel t hat t he more act ivit ies or t asks being done at once t he bet t er. T his creat es a sense of
happiness.[4] Mult i- act ive cult ures are "polychronic" or prefer t o do mult iple t asks at once. T his
mult i- act ive t ime view is prominent in most Sout hern European count ries such as Spain, Port ugal
and It aly.[4] In t hese cult ures, people of t en t end t o spend t ime on t hings t hey deem t o be more
import ant such as placing a high import ance on finishing social conversat ions.[4] In business
environment s, t hey of t en pay lit t le at t ent ion t o how long meet ings last and inst ead f ocus on
having high- qualit y meet ings. In general, t he cult ural f ocus t ends t o be on synergy and creat ivit y
over efficiency.[6]

A final cult ural t ime view is a cyclical t ime view. In cyclical cult ures, t ime is considered neit her
linear nor event relat ed. Because days, mont hs, years, seasons, and event s happen in regular
repet it ive occurrences, t ime is viewed as cyclical. In t his view, t ime is not seen as wast ed
because it will always come back lat er, hence t here is an unlimit ed amount of it .[4] T his cyclical
t ime view is prevalent t hroughout most count ries in Asia, including Japan and China. It is more
import ant in cult ures wit h cyclical concept s of t ime t o f ocus on complet ing t asks correct ly, t hus
most people will spend more t ime t hinking about decisions and t he impact t hey will have, bef ore
act ing on t heir plans.[6] Most people in cyclical cult ures t end t o underst and t hat ot her cult ures
have dif ferent perspect ives of t ime and are cognizant of t his when act ing on a global st age.[7]
Consequent ly, t his awareness of t en leads t o a great er emphasis on relat ionships and t he qualit y
of int eract ions over st rict adherence t o schedules.[8]

Over t ime, t he concept of t ime management has changed f rom simple t ools like checklist s t o
more complex t echniques t hat emphasize set t ing priorit ies and coordinat ing t asks wit h
object ives and values. T he t hird generat ion of t ime management places a st rong emphasis on
set t ing object ives, organizing each day, and ranking t asks according t o import ance.

A f ourt h generat ion has emerged, f ocusing on self - management rat her t han just managing t ime. It
highlight s t he import ance of managing expect at ions, relat ionships, and result s, dist inguishing
bet ween urgent and import ant t asks. Ef fect ive t ime management involves using personalized
t ools t hat cat er t o individual needs and planning in weekly t erms t o priorit ize goals and adapt t o
unexpect ed event s. Success in t oday's work environment depends on ut ilizing t he right t ools and
st rat egies t o achieve goals efficient ly.[9]

Neuropsychology

Excessive and chronic inabilit y t o manage t ime ef fect ively may result f rom at t ent ion deficit
hyperact ivit y disorder (ADHD).[10] Diagnost ic crit eria include a sense of underachievement ,
difficult y get t ing organized, t rouble get t ing st art ed, t rouble managing many simult aneous
project s, and t rouble wit h f ollow- t hrough.[11]

Setting priorities and goals

T hese goals are recorded and may be broken down int o a project , an act ion plan or a simple t ask
list . For individual t asks or f or goals, an import ance rat ing may be est ablished. Deadlines may be
set and priorit ies assigned. T his process result s in a plan wit h a t ask list , schedule or calendar of
act ivit ies. Aut hors may recommend daily, weekly, mont hly or ot her planning periods, associat ed
wit h dif ferent scope of planning or review. T his is done in various ways, as f ollows:

ABC analysis

T he ABC met hod f or t ime management developed by Alan Lakein involves cat egorizing t asks int o
t hree labels: A, B, and C.
A Tasks
T hese are t he highest priorit y and most urgent t asks. T hey include work t hat must be
complet ed prompt ly, such as project s wit h a deadline.
B Tasks
T hese t asks are import ant but not necessarily associat ed wit h a specific deadline. T hey should
be complet ed as soon as possible.
C Tasks
T hese are t he least import ant t asks. T hey can be done when t ime permit s and don't require
immediat e at t ent ion.

Pareto analysis

T he Paret o principle is t he idea t hat 80% of consequences come f rom 20% of causes. Applied t o
product ivit y, it means t hat 80% of result s can be achieved by doing 20% of t asks.[12] If
product ivit y is t he aim of t ime management , t hen t hese t asks should be priorit ized higher.[13]

Eisenhower method

A basic Eisenhower box to help evaluate

urgency and importance. Items may be
placed at more precise points within each
quadrant.

T he Eisenhower met hod or Eisenhower principle is a met hod t hat ut ilizes t he principles of
import ance and urgency t o organize priorit ies and workload. T his met hod st ems f rom a quot e
at t ribut ed t o Dwight D. Eisenhower: "I have t wo kinds of problems, t he urgent and t he import ant .
T he urgent are not import ant , and t he import ant are never urgent ."[14] Eisenhower did not claim
t his insight f or his own, but at t ribut ed it t o an unnamed "f ormer college president ."[15]

Using t he Eisenhower decision principle, t asks are evaluat ed using t he crit eria
import ant /unimport ant and urgent /not urgent ,[16][17] and t hen placed in according quadrant s in an
Eisenhower mat rix (also known as an Eisenhower box or Eisenhower decision mat rix"[18]). Tasks in
t he quadrant s are t hen handled as f ollows.

1. Import ant /Urgent quadrant t asks are done immediat ely and personally [19] e.g. crises,
deadlines, problems.[18]

2. Import ant /Not Urgent quadrant t asks get an end dat e and are done personally,[19] e.g.
relat ionships, planning, recreat ion.[18]

3. Unimport ant /Urgent quadrant t asks are delegat ed,[19] e.g. int errupt ions, meet ings,
act ivit ies.[18]

4. Unimport ant /Not Urgent quadrant t asks are dropped,[19] e.g. t ime wast ers, pleasant
act ivit ies, t rivia.[18]

Implementation of goals

A t ask list (also called a t o- do list or "t hings- t o- do") is a list of t asks t o be complet ed such as
chores or st eps t oward complet ing a project . It is an invent ory t ool which serves as an alt ernat ive
or supplement t o memory.

Task list s are used in self - management , business management , project management and
sof t ware development . It may involve more t han one list .

When one of t he it ems on a t ask list is accomplished, t he t ask is checked or crossed of f . T he

t radit ional met hod is t o writ e t hese on a piece of paper wit h a pen or pencil, usually on a not e pad
or clip- board. Task list s can also have t he f orm of paper or sof t ware checklist s.

Writ er Julie Morgenst ern suggest s "do's and don't s" of t ime management t hat include:

Map out everyt hing t hat is import ant , by making a t ask list .

Creat e "an oasis of t ime" f or one t o manage.

Say "No".

Set priorit ies.

Do not drop everyt hing.

Do not t hink a crit ical t ask will get done in one's spare t ime.[20]

Numerous digit al equivalent s are now available, including personal inf ormat ion management (PIM)
applicat ions, smart phone apps, and web- based t ask list applicat ions, many of which are f ree.
Task list organization

Task list s are of t en diarized (not es writ t en in a diary) and t iered (having rows of organized not es).
T he simplest t iered syst em includes a general t o- do list (or t ask- holding file) t o record all t he
t asks t he person needs t o accomplish and a daily t o- do list which is creat ed each day by
t ransferring t asks f rom t he general t o- do list . An alt ernat ive is t o creat e a "not - t o- do list ", t o
avoid unnecessary t asks.[20]

Task list s are of t en priorit ized in t he f ollowing ways.

A daily list of t hings t o do, numbered in t he order of t heir import ance and done in t hat order one
at a t ime as daily t ime allows, is at t ribut ed t o consult ant Ivy Lee (1877–1934) as t he most
profit able advice received by Charles M. Schwab (1862–1939), president of t he Bet hlehem
St eel Corporat ion.[21][22][23]

An early advocat e of "ABC" priorit izat ion was Alan Lakein, in 1973. In his syst em "A" it ems were
t he most import ant ("A- 1" t he most import ant wit hin t hat group), "B" next most import ant , "C"
least import ant .[24]

A part icular met hod of applying t he ABC method[25] assigns "A" t o t asks t o be done wit hin a
day, "B" a week, and "C" a mont h.

To priorit ize a daily t ask list , one eit her records t he t asks in t he order of highest priorit y, or
assigns t hem a number af t er t hey are list ed ("1" f or highest priorit y, "2" f or second highest
priorit y, et c.) which indicat es in which order t o execut e t he t asks. T he lat t er met hod is
generally f ast er, allowing t he t asks t o be recorded more quickly.[20]

Anot her way of priorit izing compulsory t asks (group A) is t o put t he most unpleasant one first .
When it is done, t he rest of t he list feels easier. Groups B and C can benefit f rom t he same
idea, but inst ead of doing t he first t ask (which is t he most unpleasant ) right away, it gives
mot ivat ion t o do ot her t asks f rom t he list t o avoid t he first one.

Various writ ers have st ressed pot ent ial difficult ies wit h t o- do list s such as t he f ollowing.

Management of t he list can t ake over f rom implement ing it . T his could be caused by
procrast inat ion by prolonging t he planning act ivit y. T his is akin t o analysis paralysis. As wit h any
act ivit y, t here's a point of diminishing ret urns.

To remain flexible, a t ask syst em must allow f or disast er. A company must be ready f or a
disast er. Even if it is a small disast er, if no one made t ime f or t his sit uat ion, it can met ast asize,
pot ent ially causing damage t o t he company.[26]

To avoid get t ing st uck in a wast ef ul pat t ern, t he t ask syst em should also include regular
(mont hly, semi- annual, and annual) planning and syst em- evaluat ion sessions, t o weed out
inefficiencies and ensure t he user is headed in t he direct ion he or she t ruly desires.[27]
 If some t ime is not regularly spent on achieving long- range goals, t he individual may get st uck
in a perpet ual holding pat t ern on short - t erm plans, like st aying at a part icular job much longer
t han originally planned.[28]

Software applications

Many companies use t ime t racking sof t ware t o t rack an employee's working t ime, billable hours,
et c., e.g. law pract ice management sof t ware.

Many sof t ware product s f or t ime management support mult iple users. T hey allow t he person t o
give t asks t o ot her users and use t he sof t ware f or communicat ion and t o priorit ize t asks.

Task- list applicat ions may be t hought of as light weight personal inf ormat ion manager or project
management sof t ware.

Modern t ask list applicat ions may have built - in t ask hierarchy (t asks are composed of subt asks
which again may cont ain subt asks), may support mult iple met hods of filt ering and ordering t he list
of t asks, and may allow one t o associat e arbit rarily long not es f or each t ask.

Time management systems

T ime management syst ems of t en include a t ime clock or web- based applicat ion used t o t rack an
employee's work hours. T ime management syst ems give employers insight s int o t heir workf orce,
allowing t hem t o see, plan and manage employees' t ime. Doing so allows employers t o manage
labor cost s and increase product ivit y. A t ime management syst em aut omat es processes, which
eliminat es paperwork and t edious t asks.

GTD (Getting Things Done)

T he Get t ing T hings Done met hod, creat ed by David Allen, is t o finish small t asks immediat ely and
f or large t asks t o be divided int o smaller t asks t o st art complet ing now.[29] T he t hrust of GT D is
t o encourage t he user t o get t heir t asks and ideas out and on paper and organized as quickly as
possible so t hey are easy t o see and manage. "T he t rut h is, it t akes more energy t o keep
somet hing inside your head t han out side," says Allen.[29][30]

Pomodoro

Francesco Cirillo's "Pomodoro Technique" was originally conceived in t he lat e 1980s and gradually
refined unt il it was lat er defined in 1992. T he t echnique is t he namesake of a Pomodoro (It alian
f or t omat o) shaped kit chen t imer init ially used by Cirillo during his t ime at universit y. T he
"Pomodoro" is described as t he f undament al met ric of t ime wit hin t he t echnique and is
t radit ionally defined as being 30 minut es long, consist ing of 25 minut es of work and 5 minut es of
break t ime. Cirillo also recommends a longer break of 15 t o 30 minut es af t er every f our
Pomodoros. T hrough experiment at ion involving various workgroups and ment oring act ivit ies, Cirillo
det ermined t he "ideal Pomodoro" t o be 20–35 minut es long.[31]

Related concepts

T ime management is relat ed t o t he f ollowing concept s.

Ret urn on t ime invest ed: Ef fect ive t ime management is essent ial f or maximizing Ret urn on
T ime Invest ed (ROT I). By priorit izing t asks and organizing schedules, individuals can ensure t hat
t ime is allocat ed t o act ivit ies yielding t he highest value.

Project management : T ime management can be considered t o be a project management

subset and is more commonly known as project planning and project scheduling. T ime
management has also been ident ified as one of t he core f unct ions ident ified in project
management .[32]

At t ent ion management relat es t o t he management of cognit ive resources, and in part icular,
t he t ime t hat humans allocat e t heir mind (and organize t he minds of t heir employees) t o
conduct some act ivit ies.

T imeblocking is a t ime management st rat egy t hat specifically advocat es f or allocat ing chunks
of t ime t o dedicat ed t asks in order t o promot e deeper f ocus and product ivit y.

See also

At t ent ion management

Chronemics

Goal set t ing

Int errupt ion science

Order

Procrast inat ion

Professional organizing

Project management

Prospect ive memory

Punct ualit y
 Scient ific management

Task management

T ime percept ion

T ime- t racking sof t ware

Wait ing period

Workf orce management

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Further reading

Library resources about

T ime manage me nt

Resources in your library (ht t ps://ft l.t [Link]/cgi-bin/ft l?st =wp&su=T ime+management )
Resources in ot her libraries (ht t ps://ft l.t [Link]/cgi-bin/ft l?st =wp&su=T ime+management &libra
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Allen, David (2001). Getting things done: the Art of Stress-Free Productivity (ht t ps://[Link]/
det ails/get t ingt hingsdon00alle_ 0) . New York: Viking. ISBN 978- 0- 670- 88906- 8.

Fiore, Neil A (2006). The Now Habit: A Strategic Program for Overcoming Procrastination and
Enjoying Guilt- Free Play (ht t ps://[Link]/det ails/nowhabit st rat egi00fior_ 0) . New York:
Penguin Group. ISBN 978- 1- 58542- 552- 5.

Le Blanc, Raymond (2008). Achieving Objectives Made Easy! Practical goal setting tools &
proven time management techniques . Maarheeze: Cranendonck Coaching. ISBN 978- 90- 79397-
03- 7.
Secunda, Al (1999). The 15 second principle: short, simple steps to achieving long-term goals .
New York: New York: Berkley Books. p. 157. ISBN 0- 425- 16505- 1.

Burkeman, Oliver (2021). Four Thousand Weeks. Time Management for Mortals , Farrar, St raus
and Giroux. 978–0374159122

“Merriam- Webst er Dict ionary.” [Link], 2024, [Link]-

webst [Link]/dict ionary/diarize.

“Merriam- Webst er Dict ionary.” [Link], 30 July 2024, [Link]-

webst [Link]/dict ionary/t iered.