Time Management

Time management is the act or process of planning and exercising conscious control over
the amount of time spent on specific activities, especially to increase effectiveness, efficiency or
productivity. Time management systems often include a time clock or web based application used
to track an employees work hours. Time management systems gives the employer insights into his
workforce, allowing him to see, plan and manage employees' time. Doing so allows the employer to
control labor costs and increase productivity. A time management system automates processes,
which eliminates paper work and tedious tasks.
The Urgent/Important Matrix helps think about the priorities, and determine which of the
activities are important, and which are, essentially, distractions. n this study, we'll look at how
!racle used the "rgent#mportant $atrix to manage time effectively.
%reat time management means being effective as well as efficient. $anaging time
effectively, and achieving the things that must be achieved, means spending time on things that are
important and not &ust urgent. To do this, and to minimi'e the stress of having too many tight
deadlines, it's important to understand this distinction(
mportant activities have an outcome that leads to the achievement of goals.
"rgent activities demand immediate attention, and are often associated with the achievement
of someone else's goals.
n order to have a better overview on the good)bad parts of the change, some of the
employees directly involved in the change described their &obs before and after the implementation
of the change.
*ob Description(
Reporting Specialist
*ob +esponsibilities(
) Design and execute automated procedures interfacing with systems to report business
analytics and sales support indicators.
) Develop business, functions, processes and operations thorough understanding and update
on market trends impacting business department.
) %enerate periodic reports on sales point ranking with accuracy to identify and process data
sources.
) ,n-uire from management, sales, departments and affiliates on data systems and reports.
) .ollect, review and log data totals into database for reporting and ensure accuracy and
report deliverables timelines.
) /andle department production reports on report logs and user manuals.
) !versee reports and deliverables complying with administrative invoicing.
) Develop -ueries to extract data on department needs.
) Test reports and use problem solving skills to determine problems root cause and suggest
solutions with users.
) 0ublish reports final version in /yperion work space and set up user access and security
measures.
) +ecord limits, sort order, scripts and relevant data to document report logic and operations.
) /andle reimplementation work and determine nature of support on skills and pro&ects.
) Discuss with staff, users and management to develop re-uirements to create new report or
revise current report.
) ,nhance reports within cost constraints.
) Determine opportunities to streamline manual processes and develop automate relationship
and product profitability support function.
Scheduling Grid
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'e(ore ) implementation:
"sers had to work in various applications( %.+A, !A1, 0ricing .alculator. This meant there were
multiple possible data sources for extracting reports. This implied(
) more time spent with accesing different applications to get data
) different information formats
) different information fields available
) missing critical information
) unreliable information
Urgency * Importance Matrix
+igh Urgency
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)uadrant '
.Routine/
)uadrant 0
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)uadrant 1
.2scape/
)uadrant 3
.Results/
,o- Urgency
0(ter ) implementation:
"sers now work in one application, which is the single source of truth for all data(
) need to get data from a single spot
) single format for all data
) all information is now available
1hanged Scheduling Grid
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Time management:
) before the 2 implementation, most of the time was spent on extracting data from various
application, double)checking and consolidating information into a single source.
) After 2 implementation obtaining reliable data is easy and the focus and time spent has
shifted to manipulating data generating user reports.
*ob Description(
3eal Specialist
*ob +esponsabilities(
) Drafting and processing contracts documentation for products and services.
) 0rovide support for the sales force during negotiation stages in structuring the deals.
) ,nsuring compliance with !racle guidelines and policies.
) "nderstanding and keeping up to date with the systems 3 applications used by !racle.
Scheduling Grid
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'e(ore ) implementation:
There were various teams 45ales team, .ontracts team, 6ooking teams7 and each of them
used a different application. 5o in order for the $anagement to have a better overview on the
business and consistency in their data, they inforced the implementation of a single application 8 2.
Urgency * Importance Matrix
+igh Urgency
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)uadrant '
.Routine/
)uadrant 0
.1risis/
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)uadrant 1
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)uadrant 3
.Results/
,o- Urgency
0(ter ) implementation:
) better visibility over the volumes and the type of re-uests
) efficiency and a better turn around time for the 5ales +ep and the Deal 5pecialists
) The history of the re-uest was kept in 2
) 6etter monitoring of the deals
1hanged Scheduling Grid
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*ob Description(
430 Team ,eader
*ob +esponsabilities(
5ro6ide team leadership and coaching
) .reate an environment oriented to trust, open communication, creative thinking, and
cohesive team effort
) 0rovide the team with a vision of the pro&ect ob&ectives
) $otivate and inspire team members
) 9ead by setting a good example 4role model7 ) behavior consistent with words
) .oach and help develop team members: help resolve dysfunctional behavior
) 1acilitate problem solving and collaboration
) 5trive for team consensus and win)win agreements
) ,nsure discussions and decisions lead toward closure
) $aintain healthy group dynamics
) ntervene when necessary to aid the group in resolving issues
) Assure that the team members have the necessary education and training to effectively
participate on the team
) ,ncourage creativity, risk)taking, and constant improvement
) +ecogni'e and celebrate team and team member accomplishments and exceptional
performance
Focus the team on the tas7s at hand or the internal and external customer re8uirements
) .oordinate with internal and external customers as necessary
) 1amiliari'e the team with the customer needs, specifications, design targets, the
development process, design standards, techni-ues and tools to support task performance
) Assure that the team addresses all relevant issues within the specifications and various
standards
) 0rovide necessary business information
) 5erve as meeting manager or chairman
) nitiate sub)groups or sub)teams as appropriate to resolve issues and perform tasks in
parallel
) ,nsure deliverables are prepared to satisfy the pro&ect re-uirements, cost and schedule
) /elp keep the team focused and on track
1oordinate team logistics
) ;ork with functional managers and the team sponsor to obtain necessary resources to
support the team's re-uirements
) !btain and coordinate space, furniture, e-uipment, and communication lines for team
members
) ,stablish meeting times, places and agendas
) .oordinate the review, presentation and release of design layouts, drawings, analysis and
other documentation
) .oordinates meetings with the product committee, pro&ect manager and functional
management to discuss pro&ect impediments, needed resources or issues#delays in completing the
task
1ommunicate team status9 tas7 accomplishment9 and direction
) 0rovide status reporting of team activities against the program plan or schedule
) <eep the pro&ect manager and product committee informed of task accomplishment, issues
and status
) 5erve as a focal point to communicate and resolve interface and integration issues with
other teams
) ,scalate issues which cannot be resolved by the team
) 0rovide guidance to the team based on management direction
Scheduling Grid
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;eekly activities before the activities moved to ndia
As Team 9eader for !racle Direct $igrations(
) support management in leading and motivating a highly effective and succesful team of
seven assing and balance workload
) manage priorities
) handle escalations for high)level transactions perfom per reviews
) assist management team -uality evaluations
) coaching
) prepare and deliver training courses
) internal and interdepartmental presentations
) reporting
) provide 5ales organi'ation with business consults
Urgency * Importance Matrix
+igh Urgency
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)uadrant '
.Routine/
)uadrant 0
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)uadrant 1
.2scape/
)uadrant 3
.Results/
,o- Urgency
;eekly activities after the activities moved to ndia
As Team 9eader for !racle =DA Team
) work with the 5ales and 9egal organi'ations on standard pre)sales =on)Disclosure
Agreements
) support management in leading a young and dedicated team of two specialists( Assing
and balance workload
) manage priorities
) perform peer reviews
) internal reporting
) point of contact for escalations or prioriti'ations
) manage relationship with Divisional 0rocess !wner for process improvements, new
tools setup
) manage relationship with stakeholders
1hanged Scheduling Grid
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