TIME MANAGEMENT

DR. SHANMUGAPRIYA D
POSTGRADUATE
BMCRI
 OVERVIEW
 Introduction
 Time management
 Principles and laws
 Time management techniques
 Gantt chart
 PERT/CPM
 Work study
 Queuing theory
 Summary
 References
 INTRODUCTION
 Well developed time management skills will help make
the most of our day and retain positive work/life
balance.

 Makes workload manageable and increase the quality

of time spent undertaking each task.

 Poor time management results in increased workload,

heighten stress and anxiety levels and reduce
effectiveness of work.
 No one has enough time, yet paradoxically everyone
has all there is; Thus time is not the problem, but how
we use it.
Alec Mckenzie

 The scarcest resource, and unless it is managed,

nothing else can be managed.

Peter Ducker
 Project management is central to any
Organization

 Project is a series of tasks, arranged in a defined

sequence of relationship that produce a predefined
output or effect. Scope

 Classical management
constraints

Budget Time
 Definition

 It is the process of planning and exercising conscious

control over the amount of time spent on specific
activities especially to increase effectiveness, efficiency
or productivity.
 It enables people to get more better work done in less
time
 EINSTEIN’s formula
 LAWS AND PRINCIPLES

Parkinson’s law
Work expands so as to fill the time available
for its completion.

Murphy’s law
Nothing as simple as it seems
Everything takes longer than you think
If anything can go wrong it will
 PARETO’S PRINCIPLE

80/20 principle

Concentrate on first
20% to its maximum
to obtain the rest of
the task can be done
leisurely.
TIME MANAGEMENT SKILLS

 Set Goals: SMART

 Prioritize: 4 D’s
 Organize.
 Learn to say NO
 Use waiting time.
 Concentrate on the task at hand.
 Consider your personal prime time.
 Celebrate success.
 TECHNIQUES
 Assessment
 Time use for activities that are not related to work.
 Activities that can be done at lower levels.
 Give weightage to priority areas
 Time proportion study on meetings.
 Well planned time table for field visits.
 Solve problems & Not symptoms
 Fixing time schedule to devote time to work
 Provide regular time for rest & Recreation
 Avoid fatigue
 Brevity.
TYPES OF MANAGEMENT OF TIME:
 Boss imposed time
 System imposed time
 Self imposed time.

CAUSES FOR TIME WASTAGE:

 Faulty organization of work
 Overstaffing
 Increase time spending on meeting
 Inaccurate, inadequate or irrelevant information.
COUVEY’S MATRIX

IMPORTANT & IMPORTANT &

NOT URGENT
URGENT
(DELEGATE/
(MANAGE)
FOCUS)

URGENT & NOT URGENT &

NOT IMPORTANT NOT IMPORTANT
(DECIDE WHEN) (DUMP IT/ AVOID)
GANTT CHART/ ACTIVITY CHART

 By Henry Lawrence Gantt.

 Tool which lists down all the activities that need to be

undertaken and also reflects the time frame when each
of the following activities would be undertaken.

 Project planning tool that can be used to represent the

timing of tasks required to complete a project.
PRINCIPLE OF GANTT CHART

 Division of space represents both amount of time

and amount of work to be done.
 Equal division of space represents:
Equal division of time
Varying amount of work scheduled
Varying amount of work done.
 STEPS
Identify the tasks to be scheduled.

Determine the duration of each task

List each task down the vertical axis of chart

Use Horizontal axis for time

Determine start and finish tasks for activities.

 Tasks may run in parallel, in sequential or overlapping.
 As the chart progresses the chart is updated by filing in
the bars to a length proportional to the fraction of work.
 It can hold more information like:
 Starting time
 Ending time
 Duration of activity
 Person responsible.
ADVANTAGES:
 Plan presented clearly in chart
 Compares what is done with what was done
 Keeps executive advised with progress
 Saves time
 Emphasizes the reason why performance falls short
 Causes and effects with relation to time
 Continuity emphazises any break in records
 Easy to draw and simple principle
 Visualizes the passing time and thereby reduces
idleness
 Dynamic
 Moving force for action

APPLICATION:
 Man and Machine record chart
 Layout and Load charts
 Progress charts.*
 PERT/CPM

 Organization defines the project objectives,

specifications, requirements and the organization of
entire project.

 Work Breakdown Structure(WBS) along with

organizational Breakdown structure(OBS) identifies
the set of activities needed to achieve the project goal.

 This is transformed into network diagram.

 Set of activities on the project and their corresponding
technological precedence relations can be displayed
as a network using two formats.
 Activity on Arc:

 Activity on Node:
GENERALISED PRECEDENCE RELATIONS

 Time lag of precedence relations: Zero/non zero

 Type of precedence relation:
 Finish start,
 Finish finish
 Start start
 Start finish
 Time lag requirement of a precedence relation:
Minimal/ maximal
 Project scheduling phase aims at the construction of
the timetable
 To determine the activity start and finish time &
 To determine a realistic total project duration
within the limitations.

 Most common method includes PERT/CPM

CPM was first applied in 1958 to the construction
of a new chemical plant and
PERT was devised in 1958 for polaris missile
program
 PERT
Project Evaluation & review Technique

 Method to analyze tasks involved in completing a

project, especially the TIME needed to complete
each task, and to identify the minimum time needed
to complete the total project.

 It is tool used to schedule, organize and coordinate

tasks within a project.
STEPS:

Identify the specific activities and milestones

Determine the power sequence of the activities

Construct a network diagram

Estimate the time required for each activity

Determine the critical path & update the PERT chart

CRITICAL PATH
 Defined as
a series of connected activities from the start to
the end of the project.

 Earliest possible completion time of the project is

equal to the longest path in the network – critical
path- Determines the overall project duration.

 Delay violates entire project duration.

 Three step procedure in order to detect the critical
path of a network, as follows:
 Calculate the earliest start schedule
 Calculate the latest start schedule
 Calculate the slack for each activity
 EARLIEST START TIME(ESS)

 Earliest start of an activity is equal to or larger than

the earliest finish of all its predecessor activities.
 Earliest finish(efi)of an activity is its earliest time
time increased with its duration.
 Calculated from the dummy node 1.

efi=eSi+ di
LATEST START SCHEDULE (LSS)

 Latest finish of an activity is equal to or less than the

latest start of all its successor activities.
 Latest start is the latest finish time decreased with its
duration.
 Calculated from dummy end note.

lSi=lfi- di
ACTIVITY SLACK or FLOAT

 The amount of slack associated with each activity is

used denote the free time of each activity within the
ESS and LSS
 Denotes the amount of time each activity can be
delayed without violating the entire project duration.

lSi -eSi=lfi- eSi

 The critical path is the path through the project
network in which none of the activities have float
(total float is zero).

 Activities that lie in the critical path cannot be

delayed without affecting the entire project duration.

 Minimum length of the time in which the project can

be completed and which activities should be
prioritized to complete the project within its
deadline.
Activity Predecessor Duration ESS LSS Slack
1 - 0 0 0 0
2 1 6 0 7 7
3 1 5 0 0 0
4 1 3 0 8 8
5 3 1 5 5 0
6 3 3 5 6 1
7 3 2 5 6 1
8 4 1 3 11 8
9 2 4 6 13 7
10 5 3 6 6 0
11 7 1 7 8 1
12 6,10,11 3 9 9 0
13 8,12 5 12 12 0
14 9,13 0 17 17 0
Total : 17
units
 PERT

Three activity durations:

 Optimistic time estimate (a): Shortest possible time
 Realistic Time estimate (m): Most likely time
 Pessimistic Time estimate (b): Longest possible time.
 PERT assumes that each activity duration is a random
variable between a and b and follows beta probability
distribution.
te= a+4m+b
6
 Standard deviation of an activity duration serves as
measure for risk.

SD= b-a/6

Resource Levelling.
SLACK TIME:
 It is the amount of time by which an activity could
be adjusted later than the te of the node at its tail
without causing problems later.
 SA = (TL of node at arc head – TE of node at arc
tail) – Arc duration.
Total arc slack: for BC
 TL(c)- TE(B)- duration B-C
 = 10-4-5=1

Free arc slack:

 TE(c)- TE(B)- duration B-C
= 9-4-5=0
 Total arc slack is the maximum
amount of time available.
 TIME COST TRADE OFF

 Amount of time can be reduced by paying more.

 Duration and cost depends on the type of resources
used.
 Relationship between activity time and cost called time
cost trade off.

 DIRECT COST+INDIRECT COST+COMPANY

OVERHEAD Vs BUDGETED COSTS
WHY?
 To finish the project in predefined deadline date
 Recover early delay dates to avoid damages
 Free key resources early
 Avoid adverse weather conditions that might effect
productivity
 Receive an early completion bonus
HOW:
 Hiring/Sub contracting/overtime
 Incentives
 Alternate sequence
STEPS

 Compute the crash cost per time period. If crash costs

are linear over time:

 Using current activity times, find the critical path and

identify the critical activities
• select the activity on this critical path that
• (a) can still be crashed, and
• (b) has the smallest crash cost per period
• Update all activity times
WORK STUDY

Defined
Body of knowledge concerned with the analysis of the
work methods and the equipment used in performing a
job, the design of an optimum work method and the
standardization of proposed work methods
OBJECTIVES:
 Analyse present method of doing
 Measure work content of job
 To increase the productivity
 WORK STUDY

METHOD STUDY WORK MEASUREMENT

MOTION STUDY TIME STUDY

PEDETERMINED TIME STANDARDS
WORK SAMPLING
STANDARD DATA
METHOD STUDY

 Scientific technique of observing, recording and

critically examining the present method of
performing a task or job or operation with the aim of
improving the present method and developing a new
and cheaper method.
APPLICATION:
 Motion study
 Method study proper
 Micro motion study
 PROCEDURE(SREDIM)

Select the job or process to be studied

Record all relevant facts about the job/process

Examine critically all recorded facts

Develop the new method and define

Install the new method as standard practice

Maintain the new method

TIME STUDY

 Application of techniques designed to establish the

work content of a specified task by determining the
time required for carrying out the task at a defined
standard of performance by a qualified worker.
 Attempts to find out the amount of work a qualified
operator properly trained can do in a given time.
 Method of direct observation.
 STEPS
 Approaching employee &job to be studied
 Determine the job content
 Determine the elements of job
 Recording the actual time value
 Determining the average time to do the job by a
certain operator. TOTAL TIME/TOTAL CYCLES
 Determine the base time for job by rating= Obs X R
 Determine and apply allowances
 Applying standard as determined by study.
 RATING

 Observer compares the performance of operator under

observation to the Normal Performance.
Rating factor= Observed performance
Actual performance
Types:
 Pace rating – speed rating
 Objective rating: speed of movement and job difficulty.
R=PXD
Weighthouse system of rating-
skill, effort, condition & consistency
-six classes- poor, fair, average, good, excellent,
super skill.

R=P x D

Synthetic rating
 From time study manually controlled elements are
selected and compared with PMT.

R=P /A
 Rating factor for
 element 2 = 0.145 / 0.16 = 90.62 %.
 element 5 = 0.255 / 0.26 = 98.08 %.
 element 8 = 0.145 / 0.15 = 96.66 %.
 The mean rating factors = 95.12 %
Applied to all manual elements.
 Normal Cycle Time
=0.95(0.14+0.16+0.52+0.26+0.45+0.34+0.15)
+1.00(0.30) =1.92+0.30
=2.22 minutes
 Delete the unusual observation
 Average time for job element 1 =
15+10+13+17+14/5 = 13.8 minutes
 Average time for job element 2 =
30+20+26+25+23/5 = 24.8 minutes
 Average time for job element 3 = 4+3+2+3+5+4/6
= 3.5 minutes
 Compute the normal time for each job element
considering performance rating.
 Normal time for job
 element 1= (13.8) (1.00) = 13.8 minutes
 element 2= (24.8) (1.10) = 27.28 minutes
 element 3= (3.5) (1.00) = 3.5 minutes
 Total normal time to complete the task = 13.8 + 27.28
+ 3.5 = 44.58 minutes
 The standard time to complete the task considering
allowance of 12 %
= 44.58/(1−0.12) = 50.66 minutes
ALLOWANCES
 PREDETERMINED TIME STANDARDS

 Times established for basic human motion are used to

build up the time for a job at a defined level of
performance.
 Six basic elemental tasks in PTS:
 Reach, Grasp, Move, Position, Release, Body motions
 PTS system can be applied in 3 ways
 Direct observation
 Mental visualization
 From analysis of a film or video
ADVANTAGES

 One time is indicated for given motion, irrespective

of where it is performed
 No observation and no rating
 Standard is set before production begins
 Pre estimation of production costs
 Less time consuming
 Used for short repetitive time cycles
 WORK SAMPLING

 Ratio delay study.

 Technique of getting facts about utilization of
machines or human beings through a large number of
instantaneous observations taken at random time
intervals.
 Helps in determining how employees allocate their
time.
ADVANTAGES

 Useful for establishing time standards on both

direct & indirect jobs.
 Can be interrupted at anytime without affecting the
results
 Can be conducted by anyone with limited training
 Team work can be studied
 Economical & less time consuming
 DISADVANTAGES:
 Workman may change the normal method of
working
 Does not record the speed of working.

 USES:
 Activity and delay sampling
 Performance sampling
 Work measurement.
STEPS

 Define the problem

 Compute the sample size required.
 Prepare a schedule for random observations at
appropriate times.
 Observe and record employee activities
 Record the performance indicator
 Compute the normal time and standard time per
service.
QUEUING THEORY

 Mathematics of waiting lines

 Extremely useful in predicting and evaluating
system performance
 Queuing :
 Too much demand on the facility
 There is too less demand
 Single channel queuing system:
Eg: Hospital
Customer behaviour:
 Balking
 Reneging
 Jackeying
Equation
 SUMMARY

 Time management is an inevitable and most

important in any project and also in day to day
activities .
 This can be achieved by proper planning (
Scheduling, prioritizing and executing) at the initial/
definition phase.
 Proper time management leads to success and
thereby health life.
REFERENCES

 Goel SL. Health Care system and Hospital

administration.Management techniques and good
governance.Deep & Deep publications private limited. New
delhi:2007.7;184-200.
 Mohapatra SC, Mohapatra V, Mohapatra M.A treatise on
Health management.Jaypee Brothers:New
Dekhi:2016.p409-434
 Motion and time study. Pigage LC, Tucker JL. Institute of
labor and industrial relations.
 Determining the rating factor.Available url:
file:///D:/The%20Rating%20Factor%20.pdf
 Work sampling. Available from:
www.dtic.mil/ndia/2012/CMMI/T15227_Young.pdf
 Work sampling. Available from:
https://dms1053.files.wordpress.com/2011/05/topic-5-work-
smpling.pdf
 PERT/CPM technique.Available from:
www.springer.com/cda/content/document/cda.../978364240437
5-c2.pdf?SGWID
 Clark W. Gantt chart, working tool of management. The
Roland press company. 1923.
www.archive.org/details/ganttchartworkin00claruoft
 Program management with PERT. Hillier& Leiberman. 7.
 PERT. Available from:
http://tozalp.home.uludag.edu.tr/PERT.pdf
 Project Time cost Trade off. Available from:
http://osp.mans.edu.eg/elbeltagi/CM%20CH8%20Time-
Cost.pdf
 Schmid O R, An analysis of predetermined time systems.
New jersy.1957
 Queuing Theory.
http://ocw.nctu.edu.tw/upload/classbfs121001554684839.pdf
 Job design and work measurement. Available from:
http://higheredbcs.wiley.com/legacy/college/vonderembse/04
71393274/webchapters/ch22.pdf