Method planning technology. Planning technology using the Alpa, Pareto, Eisenhower method Many people have difficulty planning because they see it as just thinking

It was already indicated earlier that at the very “cutting edge” of the entire planning system there are operational short-term plans, in particular daily ones (they are as close as possible to the impossibly

4.17. Planning your day using the Alps method"

related performance, are actually “fused” with it).

As a rule, not a single person who is in any way interested in managing the time of his life is able to ignore daily planning. A daily plan can take the simplest form of a “to-do” list, sketched out on a piece of paper or just in your mind. However, the most convenient for daily planning (and control over the execution of tasks planned for the day) is a regular organizer (diary). (Recall that the organizer is not only convenient, but also a universal tool that allows you to manage time “in real time”: plan and adjust plans, time execution, quickly analyze the nature of time spent, etc.; see sections 3.7, 3.8).

There is a traditional and widely used both in Western and domestic TM daily planning system “Al-py” (the name is conditional, symbolizing the ascent to the intended “heights” - goals). The Alps system is a five-step algorithm for daily goal setting:

Let us describe in more detail each of the five stages of the Alps system: 1. In the evening of the previous day, write down all the tasks for the next day (or in the morning of the next day, write down all the tasks for today). It is important to consider the following:

A. The number of tasks should be optimal. Typically, daily tasks are small in scale (in terms of effort and time spent), so their number is quite consistent with the “magic number” of 7+2. IN exceptional cases(If we're talking about about relaxation or, conversely, about performing serious large-scale tasks), their number can be small (less than 3-4). Avoid planning too much large number tasks (more than 8-9), since they either will not be completed, or too small auxiliary actions will be classified as “tasks”.

Chapter 4. Goal setting, planning, execution

B. Objectives should be consistent with the list of tasks (goals) for the week or even the month. Some of the planned tasks for the day may completely coincide with the plans of more high level(for example, an important business meeting that was planned a month in advance, but should happen today). Some of the daily tasks are small parts of higher-level tasks (goals), only marginally closer to achieving them. The main consequence of this rule is that, if possible, it is necessary to avoid daily planning and execution of unnecessary, “empty” tasks that do not make any contribution to the implementation of your higher-level plans (weekly, daily, etc.),

B. Tasks must be completed, goals achieved. Even people who are most competent in time have their own “skeletons in the closet” in the form of “unfinished tasks” - tasks not completed on time, postponed “for later”. “Unfinished” (even in small things) has the very bad property of “energy vampirism.” Knowing that some things should have been done, but were never done, causes feelings of guilt and serious emotional stress, distracting from the effective solution of pressing problems. If “dangling” things cannot simply be discarded and forgotten, then psychologically it is very important to regularly “raking out the rubble,” gradually bringing unfinished things to complete completion. Ideally, at least one task should be planned every day, aimed at the complete and final elimination of at least one “unfinished task.” At the same time, it is important to get not an intermediate result, but a final one, in order to completely get rid of the debilitating feeling of guilt.

If suddenly you have fortunately avoided the “incomplete”, then try during the day to achieve not just the completion of routine tasks, but to obtain a truly serious result that corresponds to the implementation of higher-level plans. For example, every day it is important to achieve at least one goal (on average) that is meaningful in the context of the weekly plan. Every week it is important to achieve 1-3 goals included in the monthly plan, etc.

D. Plan for the impossible. Despite the paradox this advice, it is still necessary to develop and train your own intuition. Usually main problem daily plans are all sorts of unexpected urgent matters that fall out of the blue, distracting you from completing your planned tasks. What's interesting is that many of these "surprises" are actually quite predictable. To do this, it is enough only at the time of compilation

4.17. Planning your day using the Alps method

plan to think well: “Could something really important and urgent arise on this day?” If the answer to this question is rather affirmative, then you need to “insure yourself” by planning a small reserve of time, which, if necessary, will take on the main “blow” of urgent unscheduled matters.

Immediately after compiling a list of tasks, distribute them by importance, that is, prioritize. To do this, for example, I use the ABC method (or ABC; see section 4.15):

A - the task must be completed first and foremost; B - it is quite important and it is desirable that these tasks be

completed, but only after completing task A; C - if there is time left after completing tasks A and B, then it would be good to complete these tasks as well.

In the organizer I use (see section 3.8, as well as the organizer form in the Appendix), the block for setting tasks for the day looks, for example, as follows:

PLAN DAY (date 21 days of the week Monday month June year 2004 Planned tasks Cat. Description of the task Execution 1 (A) Discuss g N part 2 of the project 7X YES, productive" 2 (B) Instruct T to find information on partners from Uysk YES, control , in 2 days 3 (B) Complete the quarterly report (5 pages) YES, completed 5 pages 4 (B) Call M, arrange a meeting YES, recorded 5 (B) Chat at least 15 minutes with the boss (networking) KET. , didn’t catch 6(B) Parent-teacher meeting at school (if wife can’t; NO (wife) 7(B) clarify before 5:00 p.m.) Seven are listed in advance in the “Category” column (Category) (according to the “magic number” 7 ±2) daily tasks in accordance with the ABC proportion (see section 4.15): one of them is very important, two are of medium importance, four are of low importance.

The “Task Description” column describes the task in a convenient form. The Progress column is filled in as tasks are completed during or at the end of the day.

Chapter 4, Goal Setting, Planning, Execution

will be resolved efficiently. “Ideal time” involves not only an idea of the total duration of the task, but also the binding of execution to a specific time of day, guaranteeing the greatest efficiency of the activity. In principle, if it is difficult for you to keep in mind the planned time for completing tasks, you can mark it in the “Completion and Evaluation” block of the organizer (see section 3.8), writing down the tasks in pencil and noting the desired interval for their completion. Then, in the process of daily timing, the actually completed tasks are added to the “Execution and Evaluation” block, for example, with a ballpoint pen, and the actual time spent on achieving them is also noted.

Take another look at the tasks set and the time allocated to achieve them. Adjust the decision on the allocation of time to complete the assigned tasks, based on the following control questions: For which tasks should time be increased? Which ones can be reduced? What time of day is best to complete this task? Should the task be completed “in one piece” or should it be divided into several blocks (how many, of what duration)? How much time will be in reserve for unexpected emergencies?

4. Consider the possibilities of rationalization (how you can complete a task faster, easier, with less effort and resources, etc.) and delegation of any tasks.

5. During the day, keep records (timing) of the actual time spent on completing assigned tasks using an organizer (simple or for qualitative analysis; see sections 3.7 and 3.8).

6. At the end of the day, be sure to check the completion of the assigned tasks (by filling out the “Complete” column in the “Planned tasks” block of the organizer, see above): Which tasks have been completed and which have not been completed? Which tasks are completed in full and which are partially completed? For what reasons? What obstacles did you encounter? What rationalization ideas brought success? What did you manage to delegate?

At the end of the day, make a decision on the unfinished tasks (“unfinished tasks”) of this day and/or previous days: Do it tomorrow (another day)? Finish it? Remake? Refuse? Enter your decision into the plan for the corresponding day.

Note. In the classic Alps method, the sequence of steps in daily planning is slightly different: 1) tasks; 2) duration assessment; 3) time reservation; 4) priorities, delegation and rationalization; 5) control.

4.18. How to complete the daily plan?

(1 Analyze the “Alps” method of daily planning proposed in the section. What, in your opinion, are its strengths? What are the disadvantages of the Alps method?

Are you ready to use this daily planning method in your own personal TM system? Does the method need any processing or modification? Suggest your own daily planning method.

Yuri Okunev School

Greetings, dear subscribers! Yuri Okunev is with you.

Are you sure you are using everything? possible ways to optimize time use? I’ll just note right away that the Eisenhower matrix, the principle of average priority and Pareto’s law are not all time manager tools! Do you have any doubts? And they did it right!

Today we will talk about the Alpa method in time planning. It allows you to put each individual task in its place and at the same time competently plan a checklist of goals for the whole day.

No, no, mountains, mountaineering and others like them have absolutely nothing to do with it. The technique was developed in the last century by a well-known German time management specialist in Europe, Lothar Seiwert. In Russia he is known mainly thanks to the book « Your time is in your hands»

The Alpa Principle combines several popular time management techniques, adding new and extremely important nuances. As a result, you get a full-fledged powerful planning tool that takes into account such aspects of any everyday tasks as their importance, urgency and complexity of solution.

The method is not the simplest, but if you understand it, then further work According to the method, it will take no more than 10-15 minutes every day. Therefore, I strongly recommend making an effort on yourself.

Alps method step by step

This system involves going through 5 stages of task analysis and time tracking. Let's figure out what they are.

Stage No. 1. Making a to-do list

Take a piece of paper and write down on it all the goals that you are going to achieve in a day. Select only more or less significant and time-consuming tasks. Little things like “throwing a letter at mailbox"You can write it down on a separate sheet.

Stage No. 2. Assessing priorities

Now think about which tasks are more important/urgent and which are less urgent. The Eisenhower matrix, which I talked about in detail in, will help with this.

Based on the matrix, distribute tasks into three columns: important and urgent; important and not urgent; urgent but not important. As you probably already guessed, a separate sheet of paper with small tasks will become the fourth column - things that are not urgent or important.

In this case, you can immediately use abbreviations corresponding to the type of task (meeting, visit - “in”, control - “k”, in the process of execution - “p”, etc.). This will help classify cases into groups and save time.

Stage No. 3. Calculation and reservation of time

Forget about the third column for a while and give all your attention to the first two. Next to each task, indicate the approximate time it will take to resolve it. For example, 30 minutes or 1.5 hours.

Count it up total quantity the time it takes to complete all the tasks assigned for today from these two columns. Now analyze the data obtained based on the 60:40 ratio, i.e. 60% of planned tasks for 40% of new tasks that suddenly appeared.

Then, if you have an 8-hour working day, then the list of tasks you have compiled should only cover 5 hours. The remaining 3 hours should be set aside, so to speak, just in case.

Stage No. 4. Setting priorities and reassigning tasks

If you realize that the tasks you have written out take up more than 60% of your working time, then you will first have to bring forward those matters that need to be solved today and exclusively with your personal participation. You will either have to reschedule the remaining items to other days or delegate them to other company employees.

Stage No. 5. Pegs and patches + progress control

You need to make several additions to the list you end up with after all the manipulations. First, you need to identify things that are strictly tied to a specific hour - these are the so-called “pegs”.

For example, “go to the doctor at 8.45”, “pick up a finished order from the printer at 16.30”, “meet my mother-in-law at the airport at 20.50”, etc.

Secondly, you need to prepare a list of tasks that you can include in your schedule during breaks between main tasks or in case you suddenly have free time. These are so-called “temporary patches”. These can be taken from the third and fourth columns of your original list. For example, “book a table in a restaurant”, “find out the cost of a trip to Thailand”, “buy a birthday gift for a colleague”, “order a book from an online store”, etc.

This way, you have a clear sequence of tasks for this day (or the next, if you plan in advance) And this is always a huge plus and a serious step towards maximum control of your time.

What does the Alpa method provide?

Yes, just a bunch of useful and important things!

A clear idea of what you will do today/tomorrow.
A clear understanding of how much time you will need to solve existing problems.
Understanding what tasks you delegate to your assistants, colleagues, or postpone for later.
The ability to plan your entire day with high accuracy in 10 minutes.
Availability of additional time for all sorts of force majeure situations, unplanned matters and simply the opportunity to “take it easy.”
Having time to solve small but necessary tasks and time for yourself and your loved one.
Reducing the likelihood of missing deadlines, etc.

**
In general, thanks to this system, you are simply the personification of organization and productivity! Believe me, you will love this feeling, and soon you simply will not be able to exist without it.

You can enhance the effect only by signing up for mine, from which you will learn even more unique techniques and time management techniques. Moreover, under my guidance, you will immediately try all the techniques in action, which guarantees a truly excellent result and a minimum of mistakes in the future.

And if you still have questions, I invite you to an individual consultation. Details.

That's all for today. Let's say goodbye. Subscribe to the newsletter and invite friends to the site. There are a lot of interesting things ahead. See you again! Yours, Yuri Okunev.

You will never be late for the train if you have already missed it at least once in your life.
J.K. Chesterton

Every day at work you either set deadlines or negotiate them. Deadlines are important, and we all have them. Almost every job has a deadline for its completion.

How to avoid mistakes when setting deadlines for work?

Some deadlines are obvious because one job must be completed by a certain date and become a prerequisite for another. For example, monthly reports must be submitted at the end of each month so that accounting staff can monitor the quality of the organization's overall performance. Other deadlines are arbitrary. For example, analyzing file cabinets: here you can also set yourself a deadline that seems realistic to you, but if you don’t meet it, then nothing bad will happen.

The main reasons why problems arise when setting deadlines are that either we do not connect them with reality at all, or we agree with those that are offered to us without thinking about the meaning of what is happening.

How can I learn to meet my deadlines?

To always meet your deadlines, try to adhere to the following rules in your work:

When you're asked to meet a deadline, look at your to-do list and see if you can actually find the time to get the job done without missing the deadline.
Never use the phrase “as soon as possible.” It's meaningless. If you have a lot of paperwork marked “as soon as possible,” then you don’t know what to tackle first and do as you please. Always give people a specific date and time and the rationale behind it. (Talk, for example, about the consequences of his failure. This will be appreciated even by senior management and clients).
Once you receive a document marked “as soon as possible,” call the sender and find out exactly when you need to report on it.
The same applies to the word “urgent”. What concept of urgency should we start from? You don't know what to start from. Therefore, here too, indicate a specific date and time, along with the reasons/consequences of missing the deadline. When you receive something marked “urgent,” call the person who sent it and find out when it really needs to be done.
When sending someone a document that you want to get back or just get an answer to, always indicate the deadline for the response and, if necessary, the reason for such a deadline.
When leaving messages on the answering machine, indicate the deadline for completing the action you need and the reason for setting such a deadline.
If there is a deadline, check the completion of the work in advance (not at the last minute!). You know you haven't received the results of the work, and it's likely that the work isn't done yet. By “pushing” a person closer to the expiration of the term, you prepare the ground for anger on your part and defense on his part.
Write down on your procrastination list when to check on progress before it's due.
When setting deadlines, let people know that you will keep track of the work. This can be done politely by saying, for example: “I will call you on Tuesday, ask how you are doing (if there are any difficulties), etc.” Few people will be offended by this. Rather, it will be welcomed.

Planning using the Alps method

Year after year we become more and more prepared
to achieve your aspirations. But what are we aiming for?
Lawrence Peter

What is the Alps method?

The Alps method is relatively simple, and after some exercises you will need on average no more than 10 minutes to create a daily plan.

The method includes five stages:

writing assignments;
assessment of the duration of planned actions;
time reservation (60:40 ratio);
making decisions on priorities and reassignment of individual operations;
control (accounting for what was not done).

What does the Alps method provide?

Using the Alps method provides the following main advantages:

The best mood for the upcoming working day.
Planning for the next day.
A clear understanding of the tasks of the day.
Organizing the flow of the day.
Overcoming forgetfulness.
Concentration on the most essential.
Reducing the amount of “paper” work.
Making decisions about setting priorities and reassigning.
Reduce clutter and unwanted interruptions.
Reducing stress and nervous tension.
Improved self-control.
Increased satisfaction and motivation.
Gain in time due to the methodical organization of work.

With successful use of time planning techniques and methods scientific organization labor, you can save 10 to 20% of your time every day!

Where to start planning using the Alps method?

The first stage is the preparation of tasks. To do this, write down under the appropriate headings of the “Day Plan” form everything that you want or need to do the next day:

tasks from the to-do list or from the weekly (monthly) plan;
unfulfilled the day before;
added cases;
deadlines that must be met;
recurring tasks.

Use abbreviations that correspond to the type of activity or headings in the “Day Plan” form, for example:

IN- visits, meetings;

D - delegation of affairs;

TO- control;

P- in process, in action;

PC- trips, business trips;

PR- written work, business letters, dictation;

WITH- secretary;

T- telephone conversations;

H - the process of reading (reports, circulars, newspapers, etc.).

A list of tasks for the day compiled in this way might look, for example, like this:

PC- new office space;

P- market research project;

PR- Vasiliev (letter);

H - a special magazine for managers;

With a little practice, you can make a list of tasks so that:

as a first approximation, distribute them by priority;
divide them into protracted and short, short-lived ones;
recheck tasks related to personal contact to see if they can be completed in a more rational way (using the phone, etc.).

P- market research project;

IN- Ivanov (expert assessment);

PC- new office space;

H- a special magazine for managers;

Short-term works:

TO- Sidorov (sales statistics);

PR- Vasiliev (letter);

“Phone block”:

T- Shishkin (computer program);

T- Koshkin (staff shortage);

T- Sergey (evening game of billiards).

However, this is only the beginning of creating your daily plan.

What to do after determining the list of tasks for the day?

Remember that a realistic daily plan should always be limited to what you are actually able to do. After determining the list of tasks for the day, you need to estimate the approximate duration of the planned actions, for example:

Obviously, the duration of individual cases cannot be estimated absolutely accurately. However, after gaining some experience, you will learn to plan your time more accurately. Keep in mind also that work often requires as much time as you have at your disposal. So, by setting a specific period of time for individual tasks, you force yourself to fit into this particular time. You work much more focused and more consistently get rid of distractions if you have set aside a certain time for a certain task.

How much time do I need to reserve in reserve?

When drawing up a daily plan, adhere to the basic rule of time planning, according to which the plan should cover no more than 60% of your time and approximately 40% should be left as reserve time for unexpected things. If you assume a 10-hour working day, this means that you should cover no more than 6 hours with the plan. However, your goal should be an 8-hour workday, with a planned time of approximately 5 hours!

If you have planned more than 60% of your time, then you should inexorably bring the list of tasks you have compiled to the specified parameters, setting priorities, delegating tasks and reducing the time allotted for them. The remainder of the work must either be carried over to the next day, crossed out, or completed through overtime.

How does planning using the Alps method end?

The fourth stage of planning: making decisions on priorities, cuts and reassignments. Goal: reduce the time allotted for completing daily tasks to 5-6 hours.

To do this, first, set clear priorities for your affairs and clarify the tasks of the day in accordance with them. Secondly, double-check your calculated time requirements and reduce the time for all tasks to what is absolutely necessary. Consider each action from the point of view of the possibility of reassigning and rationalizing it.

In the final version, the day's plan may look like this:

And finally, at the fifth stage, you monitor the implementation of your daily plan and transfer what was not done to another day. Experience shows that not all tasks can be completed, and not all telephone conversations can take place, so they have to be rescheduled until the next day. If you postpone the same task many times, then it becomes a burden for you, and then there are two possibilities: you finally take it decisively and bring it to the end, or you abandon this task, since sometimes the problem resolves itself.

Make a plan before you start work, namely in the evening of the outgoing day: you will go home with more confidence and relaxation and start a new day with greater concentration of strength the next morning!

Already on the way home and on the way to work in the morning, your subconscious mind processes the tasks of the day and prepares possible solutions. Since the formulation of the main tasks is before your eyes and the approaches to solving them are outlined, a new day full of work no longer looks gray and difficult, but foreseeable, planned and manageable.

Franklin Planning

Do you love life? Then don't waste your time recklessly
for it is the stuff of which life is made.
Benjamin Franklin

What are the features of Franklin planning?

Many managers and executives of Western companies successfully use the planning system, the creation of which is attributed to Benjamin Franklin. Those who use this system in practice note that it helps to significantly increase work efficiency - both through more effective time management and through planning the work itself.

Unlike systems that are built on the basis of time already spent, Franklin's system is "forward-oriented" - it works with what needs to be done. The global task is divided into subtasks, which are divided into even smaller subtasks. Visually, this system can be displayed as a stepped pyramid, and the process of its application can be represented as the process of building this pyramid:

What does the process of “building a pyramid” look like in practice?

First, the massive base of the pyramid is laid, which serves as a support for all other floors. A person determines his life values (roughly speaking, what he wants from life). For one, this means material wealth and confidence in the future. For another - a prosperous family, loving wife and happy children. For the third - glory and high social status. For the fourth - power. For the fifth - knowledge. The stage of determining life values is the most important in building a pyramid - if a mistake is made at this stage (for example, a person chooses “knowledge” and “serving people,” although in fact, what is most important to him is “fame” and “high social status” "), then he will inevitably be disappointed later.
So, The first thing you need to do is make a list of life values, and you shouldn’t be afraid to spend too much time on it - it’s important to think about the list well. It is necessary to ensure that the chosen values do not contradict each other .
The next stage is the construction of the second floor of the pyramid, resting on the first. Based on the list compiled, a person must decide what he wants to achieve. For example, if someone believes that what is most important to them is “fame,” “power,” and “high social status,” they might decide that they want to become President of the United States. Necessary put before yourself global goal . It is important to make sure that the chosen goal really meets all the life values from the list compiled at the previous stage.
The third floor of the pyramid rests on the second. A master plan is being drawn up - what, according to by and large, is necessary to achieve the goal set at the previous stage. For example, in order to become the President of the United States, you must first become the governor of a state or the mayor of one of the major cities of the United States, you must have party and/or financial support, you must be a well-known public speaker, you must have an unblemished reputation, you must be a respectable married man, you must get higher education in a prestigious educational institution etc. This is how the plan is written. Having set a goal, you should create a master plan for achieving the goal.
The fourth floor of the pyramid is a long-term (several years) interim plan indicating specific goals and specific deadlines. It is very important to indicate the achievement of which particular item(s) of the master plan contributes to the achievement of this specific goal. It is even more important to indicate a specific deadline. For example, if a person plans to become president and knows that this requires a higher education, he can include in his five-year plan next point: “Before the end of the 20s, to graduate with honors from Harvard University with a degree in sociology and political science - this, firstly, will give me the required higher education, and, secondly, I will be able to make acquaintances with people who are important to me.” So, should make a plan for the next 4-5 years , asking the question: “What can I do in the coming years to achieve the goals outlined in the master plan?” It is important in terms of indicate specific goals and specific deadlines accurate to several months , and also indicate which point of the master plan corresponds to the achievement of this goal .
The fifth floor is a short-term (several weeks to several months) plan. When looking at a long-term plan, a person asks himself: “What can I do in the coming weeks or months to achieve this or that goal?” Long-term plan items are broken down into more specific tasks. For example, if the long-term plan includes the item: “Graduate from Harvard University,” then the short-term plan will include items such as “Apply to Harvard University,” “Take exam preparation courses,” etc. Should make a plan for a period from 2-3 weeks to 2-3 months and, as in the previous stage, indicate specific deadlines accurate to a few days.
Finally, the sixth floor of the pyramid is plan for the day. It is compiled, as you might guess, on the basis of a short-term plan - small tasks are solved entirely in one day, larger ones are divided into subtasks. For example, the task “Submit documents to Harvard University” is divided into subtasks such as “Find out what documents should be submitted and to whom”, “Complete necessary documents", "Send documents" and "Make sure documents are received", each of which can be scheduled for a specific day. Usually the plan for the day is not just drawn up the day before, but consists of a list of various tasks that have been assigned to this day over the previous few weeks, often adjustments are also made to it during the day, preferably making a plan for the day. indicate the completion time for each task.

What exactly does the process of creating my daily task plan look like using the Franklin system?

Within one day, the Franklin system uses the following planning technique: all tasks are divided into three categories: primary, secondary and insignificant.

As the name suggests, priority are urgent tasks - nosebleeds, but solved! Secondary There are tasks that it is also desirable to solve as quickly as possible, but nothing terrible will happen if, in extreme cases, they are delayed for a day or two (however, if you delay solving a secondary task for too long, it can become a priority). Finally, insignificant tasks are considered that need to be solved someday (it would be nice, of course, today), but deadlines are not pressing and, if there is no time today, then you can postpone them until tomorrow, the day after tomorrow or the beginning of next month.

During the day, a person should allocate time in order of priorities - first deal with the priority tasks, when they are solved - move on to the secondary ones, and only if there is time left, can he do unimportant things. For example, you have the following things planned for today:

Complete the development of a strategic development program for your client.
Finish the article for the magazine “Marketing Research”.
Congratulate Petrov, an employee of your company, on his birthday.
Find out about the April marketing seminar you are going to attend.
Pick up your jacket from the dry cleaner.
Reply to a letter from reader Kudryavtseva, sent to you by the editor of the Marketing Research magazine.

The first task is a priority for you, because... Today the deadline for working on the program expires and the customer should receive it today, maximum tomorrow, but no later than 8 o’clock in the morning. The third task is also a priority - the person must be congratulated on his birthday on this very day.

The fourth and sixth tasks are secondary - you need to do both over the next few days, it would be nice to do it today, but if you are too busy and cannot devote time to these things, you can safely postpone them until tomorrow.

The second and fifth tasks are of little importance for you (since the deadline for submitting the article is still far away, and the jacket may be in the dry cleaner) - you can put them off without much harm to yourself.

As a result, the list, if sorted by task priority, should take the following form:

Finish development strategic plan development.
During the break, congratulate Petrov on his birthday.
If I have time, get information about the April marketing seminar.
In your free time, finish an article on marketing.
In your free time, pick up your jacket from the dry cleaner.
If I have time, I will answer the letter from reader Kudryavtseva, sent to you by the editor of the Marketing Research magazine.

A person who thoughtfully plans his day, as a rule, manages to solve all the priority tasks, often has enough time to deal with the secondary ones, and if he’s lucky, there is still time for unimportant tasks.

If a task is not resolved during the day, it is moved to the plan for the next day. If some task wanders from one page of the diary to another, remaining unfinished, think carefully about whether it is necessary to deal with this task at all? If necessary, are you sure that you have correctly identified its priority?

Are there any special forms for record keeping in the Franklin system?

Yes, they are provided. Americans use special diaries to make using the Franklin system easier.

The first (or last) pages of the diary are reserved for a list of life values (1st floor of the pyramid), a description of the global goal (2nd floor) and a table for recording the master plan (3rd floor).

At the beginning of the diary there are several appropriately marked pages allocated for a list of goals for the year (in fact, the long-term plan is the 4th floor).

At the beginning of each month and/or each week, one page is allocated for a table of tasks for that period (short-term plan - 5th floor).

Finally, each day has its own page with a table for the list of tasks for the day (6th floor). Moreover, the table provides columns to indicate the priority of tasks (it is recommended to designate high-priority tasks with the letter “A”, secondary ones with the letter “B” and unimportant ones with the letter “C”) and for a mark indicating the status of the task. These columns should be filled in as you go and definitely checked at the end of the day. It is recommended to mark completed tasks with the letter " V". Canceled, - for one reason or another, - with the letter " X" (it is also advisable to enter the reason why the task was cancelled). For deferred tasks, the entry is copied to the plan of another day (most often the next one), and in the "Status" column for the current day, an arrow is drawn and the date in which the entry was entered is entered in the day plan this task.

An example of a diary page for planning work using the Franklin method.

What should I do if my plans change as the day progresses?

As you understand, all these plans are by no means immutable. For example, your plan for the day will most likely be changed by you during the day. There is nothing wrong with this; on the contrary, it is recommended to regularly review your plans.

short-term plans are recommended to be reviewed every one to two weeks.
long term plans should be checked (and, if necessary, adjusted) at least once every four to six months.
the master plan should be reviewed once a year. then it is worth taking a critical look at the global goal you have set (does it still attract you? Do you want to make some adjustments?) and even try to rethink the life values you have written down.

“Direct” planning using filing cabinets and time diaries

There will be no crises next week.
They are not included in my schedule.
Henry Kissinger

If I still have to constantly adjust my plans, wouldn't it be easier to keep a “direct” record of the time spent? Do such systems exist, and what is their effectiveness?

Of course, such systems exist. For example, among domestic specialists in the scientific organization of labor, the time tracking system of the biologist and mathematician A.A. is widely known. Lyubishcheva. Since 1916 (Lyubishchev was then 26 years old), he began to keep annual hourly records of his time spent. For 56 years, he recorded DAILY how much time was spent on basic scientific work, how much time - for additional work, what other work was done, how much time was lost and why. A summary was compiled every month, and an annual balance sheet was drawn up every year. It should be emphasized once again: records were kept daily for 56 years! You can learn more about this system by referring to our “PRACTICUM”.

Ultimately, A. Lyubishchev’s time tracking system provided him with the following:

he could evaluate real time which he had at his disposal.
having the accounting results, he could plan your time with a high degree of accuracy. It should be noted that the analysis of past experience allowed A. Lyubishchev to plan with high accuracy the time for reading specific books, writing
he could use the time more efficiently ordinary person are considered necessary losses. “His disposal of the “waste of time” is thought out to the smallest detail. When traveling, he reads small-format books and learns languages. English language, he, for example, learned mainly in the “dregs of time” - D. Granin.
the system allowed him understand and use changes in your performance more effectively."How was the reading of books distributed throughout the day? In the morning, when my head is fresh, I take serious literature (on philosophy, mathematics). When I have worked for one and a half to two hours, I move on to easier reading - a historical or biological text. When my head If you’re tired, then you take up fiction,” wrote A. Lyubishchev.

What does time tracking look like in “direct” planning systems in practice?

The starting point for organizing time in “direct” planning systems is to record the time spent using accurate written recording. This is done using so-called daily time cards or "time diaries". An example of such a card is given below. You will find other forms for time tracking in our “PRACTICUM”.

Fragment of a daily time card

Do I need to write down everything I do during the day?

There is no need to write down everything that takes up your time, just note each switching attention as described below.

Record the moment of switching attention, no matter how short-lived it may seem. For example, you may be distracted by work colleagues, phone calls, calls to management, unscheduled visitors, urgent meetings and much more.

Record these attention shifts as they happen.. Some people mistakenly believe that they will remember everything so they can keep track of time at the end of the day. However, memory is a poor guide, so this approach never provides enough information.

What else should you pay attention to when filling out the card?

In addition to the above, when filling out a time card, it is important to adhere to the following recommendations:

Start tracking your time from the moment you arrive at work and continue until the end of the working day.
If you take work home, include time spent at home on the card.
Keep your notes brief, use abbreviations
When starting to fill out cards, start with the columns "Time", “Type of activity” and “Time spent”.
To fill the column "Priority" use the materials in Chapter 3.
Column “Notes” You can fill it out by analyzing your individual temporary losses.

In my opinion, maintaining such a time tracking system has a big drawback - it is too painstaking work.

In fact, maintaining “time cards” will take you no more than 5 – 10 minutes a day. If it really takes a lot of time, then you are going into too much detail. Use more abbreviations. If you use a computer, try entering a time card in the form of a spreadsheet, which will allow you to automatically summarize each activity at the end of the day.

What is a "time diary"?

The Time Diary is your personal work file, in which separate sheets of daily time tracking are sewn together and other information is collected that allows you to effectively plan your time. With the help of a time diary, you get a complete picture not only of all short-term and long-term deadlines, but also of all plans, dispositions, and more or less large projects. You can react flexibly to any change in the situation and update your plans at any time.

What is the structure of a typical “time diary”?

Typically, a “time diary” has the following structure:

Calendar part.

In this part you can “sew up” various forms for monthly, ten-day and daily plans with intermediate registers. Special significance attached to the daily plan. The basic principle: one sheet per day.
Place notes in the calendar section for the corresponding months and decades, which will make it easier to transfer deadlines and goals to individual weeks and days.
After use, you can bind individual daily sheets in the appropriate order, and over time you will have an archive of the time and successes of your life - a reliable aid for conscious planning of future successes.
New “incoming” daily sheets must be provided with all the deadlines and tasks from the ten-day and monthly sheets. Dates such as birthdays, anniversaries, vacations, payment days, etc. are transferred from the corresponding sheets, so you can integrate all your personal affairs, and nothing will be lost, provided that they are regularly filled out and monitored.

Section of official and private dates. Here, on the appropriate sheets and forms, you can write down and keep with you at all times. vital information, For example:

organizational mini-plans;
birthday list
timing of various events;
leaflets, reminders, etc.

Addresses and phone numbers section. You will always have the most important things at your fingertips telephone numbers and the addresses you use most often.

Typical mistakes when organizing time planning

Situation:“Time management is difficult for me because I am naturally a disorganized person.”

Error: If you did not learn to organize yourself in your youth, then you can consider yourself a disorganized person all your life. However, the truth is that anyone at any age can learn to organize their time. All you need is a willingness to make changes in your life, as well as knowledge of where, when and how to make these changes.

Situation:“I believe that time management takes the element of unpredictability out of life and makes it routine.”

Error: Clearly defining your goals and priorities does not mean that you will be sucked into a boring and predictable routine. In fact, by better organizing your time, you will give yourself even more freedom of action. For example, on a hot day you might want to go home early. But before leaving, you are suddenly reminded that you need to finish a report that you almost forgot about. As a result, you not only don’t leave early, but also stay late after work. If you had your report due in advance, you could make adjustments to your work schedule and try to finish the report early to free up time at the end of the work day.

Situation:“To do more, I need to work even harder...”

Error: By working too much and overexerting yourself, you not only do not increase your own productivity, but, most likely, you also reduce the quality of the work on which you spend so much time and effort! Learn to eliminate as much “busyness” from your life as possible and replace it with work with the most effective use time.

Situation:“All my goals and plans are in my head. I believe there is no need to write them down on paper.”

Error: Plans and goals that are not set out in writing are more correctly considered your intentions. Your aspirations must be translated into clearly defined plans of action before they can be implemented. The same applies to goal setting. Remaining locked in your head, they are unlikely to guide your actions day after day.

Situation:“How can I list my goals when I want so much out of life?”

Error: Indeed, if you want to achieve all possible or even just all desired goals, your life may simply not be enough. If you try to “embrace the vast”, you will most likely achieve much less than you would have achieved with fewer clearly defined goals. Try to separate the main goals from the secondary ones. Some people are simply hesitant to make a choice. Like butterflies, they flutter from one thing to another, not allowing themselves to stay on anything long enough to achieve anything. Don't make this mistake. Learn to prioritize (learn about this in Chapter 3).

The secret to success is consistency.
Benjamin Disraeli

During your work you constantly have to choose best solution from those available on at the moment- this is the central function of management - DECISION MAKING.

Decision making involves choosing priority tasks and activities. Prioritization means deciding which tasks should be given the highest priority.

Can you make decisions?

You see something and ask “why?”
And I imagine something that never happened,
and I also ask “why wasn’t it?”
Bernard Shaw

How can I evaluate how effectively I make decisions?

The easiest way to evaluate the effectiveness of a decision is to wait for its consequences. Unfortunately, an “ex-post” assessment is unlikely to help you change anything when the decision you have already made has led to disastrous results. Therefore, before rushing to solve the accumulated problems at once, try to think about the following questions:

Do I evaluate the work before I start it?
Am I prioritizing things based on their importance?
Am I taking the right amount of time to prepare for a decision based on the urgency and importance of the matter?
Do I often put off making decisions and wait for the issue to resolve itself?
Am I spending too much time on small, insignificant matters or details?
Are my subordinates wasting my time?
Am I predisposed to do everything myself?

If you answered yes to these questions, most likely you have problems making decisions.

Should a manager always make decisions immediately?

Trying to immediately make decisions on all issues that are addressed to you, you constantly drive yourself into a corner, taking responsibility for everything in the world. This way of doing business cannot under any circumstances be elevated to a system. It is obvious that when you decide to act with only a small part of the facts, this is clearly not enough! If this is the case, then you must be very lucky, otherwise you may suffer irreparable losses. When you are again asked to decide something immediately, ask yourself these simple questions:

Is it necessary to solve this problem at all? Think about what will happen if you don't do this. Perhaps solving this problem is a waste of time and can be safely abandoned.
Should you be the one to solve this problem? Why should you be responsible for everything and everyone? Perhaps the subordinate who contacted you is simply trying to shift responsibility onto you, although he is able to resolve this issue himself.
Should you make a decision immediately? It may make sense to instruct subordinates to collect additional information in order to make a more thoughtful and informed decision.

I don't make any decisions until I have enough information. Am I doing the right thing?

To answer this question, you need to understand how much information you consider sufficient to make a decision. It is impossible to quantify it, but 100% necessary information You will never be able to collect. So if you insist that all the facts be collected, most likely you are simply afraid to make a decision. Accept risk as inevitable. Learn to make decisions without having all the facts in front of you.

Before you dive into the decision-making process, try to think through all the steps in the process in detail. Use our recommendations:

Clearly state the problem or problem you are going to solve.
Determine how urgent and important this task is for your company, department, work group, etc.
try to evaluate what solving this problem will give you personally in the short and long term (monetary reward, promotion, other opportunities).
think about the consequences of failure to complete this task (loss of a profitable client, payment of a penalty, dismissal, etc.)
Assess whether it is possible and meaningful to delegate this task to someone else.
Assess what resources (material and human) you will need to solve the task and whether you have them.
think about what information you will need to solve the problem.
try to find several solutions and choose the most acceptable one.
Having chosen one of the options, evaluate its strengths and weaknesses.
think about what consequences the decision will have in the short and long term.

Eisenhower Priority Analysis

Urgent matters are usually not the most important,
and the important ones are not the most urgent.
Dwight Eisenhower.

The life of an entrepreneur is such that you have to “spin” all the time. Therefore, I always have a lot of things that need to be done urgently. How to deal with this?

First of all, it is important to be honest with yourself - to admit that there is still not enough time to do everything. But, most likely, you can achieve very good results by doing only a certain part of things well. Therefore, you should learn to “sort” things according to the degree of need to complete them, prioritize. Then you can choose which things are worth doing in the time available to you.

How to learn to prioritize using the Eisenhower method?

Dwight Eisenhower's rule is simple. auxiliary, especially for those cases when you need to quickly make a decision regarding which task to give preference to. According to this rule priorities are set based on criteria such as urgency and importance of the matter. The importance of a task is determined by how much the result of its implementation affects your business. Urgency - how quickly the task needs to be completed.

Depending on the urgency and importance, Eisenhower proposed 4 categories of priority for cases:

	URGENT MATTER	NON-URGENT CASES
	I - Urgent and important	II - Important, but not urgent
IN A AND N Y E	Crisis resolution Urgent tasks Projects with approaching deadlines	Planning new projects Evaluation of the results obtained Preventive measures Building relationships Identification of new prospects, alternative projects
	III - Urgent but not important	IV - Not urgent and not important
N E IN A AND N Y E	Interruptions, breaks Some calls Some meetings Review of urgent materials Social activities	Routine work Some letters Some calls "Eaters" of time Entertainment

Eisenhower's Priority Matrix

Urgent/important matters . These are matters, the untimely implementation of which will lead to significant damage to your business. You should take them on immediately and carry them out yourself.
Less urgent/important tasks . They do not need to be done urgently; they can usually wait. Difficulties arise here when these tasks sooner or later turn into urgent ones and must be resolved by you personally as soon as possible. Therefore, double-check the level of importance and try assigning tasks of this type, fully or partially, to your employees.
Urgent/less important matters. There is a danger here of falling under the “tyranny” of haste and, as a result, completely dedicating yourself to solving a specific task because it is urgent. If the task is not so important, then it should be delegated anyway, since it does not require any special qualities to perform it.
Less urgent/less important tasks. Very often, matters in this category end up on a desk already littered with papers. If you suddenly start doing these things, forgetting about the tasks of the first category, then you should not complain about being overloaded with work. Even your subordinates should not take on the tasks of this group.

Eisenhower Rule:

You should refrain from non-essential and non-urgent tasks!

Refer to the materials of our PRACTICUM for self-test.

Pareto principle

If I had nine hours to cut down a tree, I would spend six of them sharpening the axe.
Abraham Lincoln

"Pareto Principle": approximately 20% of effort and time are enough to get 80% of the result. By finding opportunities to accept the “real” outcome instead of the “ideal” one, you can save significant resources for other things.

In what areas can the Pareto principle be applied?

The Pareto principle really works and can be applied in a wide variety of areas. This principle was formulated by the Italian economist Vilfredo Pareto in 1897, and has since been confirmed by quantitative research. in the most various fields life. According to this principle:

20% of the population globe own 80% of all world wealth
20% of criminals commit 80% of crimes
20% of the initial products determine 80% of the cost finished product
20% of customers determine 80% of a company's revenue.

How does the Pareto principle work in time management?

In relation to the practice of managing your time, Pareto principles can be formulated as follows:

You get 80% of the information from 20% of the sources needed for your work
80% of decisions made fit into 20% of the time you spent on all kinds of meetings and planning sessions
20% of your working time provides 80% of your productive work, that is, what determines its success.

How can I use the Pareto principle in my business?

You can find a lot for yourself useful ideas, applying the Pareto principle in your own work. For example, evaluate the share really necessary books in the closet, share useful information in the newspaper, the share of the necessary files on the disk of your computer...

You can decide which clients deserve main focus(20% of clients who provide 80% of profits). Or choose the most important types of goods (20% of the product range provides 80% of the profit).

This principle can also be useful when setting standards and targets for your employees - whether to encourage them to persist in achieving “ideal” results, or to encourage them to focus on achieving “good” results V more projects. If you are faced with a problem, then think: what 20% of the reasons made an 80% contribution to the unpleasant situation? What can you do in this situation to achieve 80% improvement?

First solve the top 20% important issues, and only then – 80% of the minor ones!

Planning technology using the Alps, Pareto, Eisenhower methods

Many people have difficulty planning because they see it as just “thinking,” which often means “staring into space” or “daydreaming.” Therefore, it is necessary to turn the idea of planning into something concrete, considering planning more as a “written work” than a “mental work”. Time spent planning can be defined as “Decision Time” because that is what planning is all about: making decisions about what, when and how to do it.

During long-term, medium-term and short-term planning, a list should be made and priorities should be determined. All tasks mentioned in the list are of equal value. After compiling the list, you should distribute the tasks in order of their importance at the present time, completing it by identifying priorities. No list can be complete unless it shows the order of importance of the items. In the practice of self-management, there are methods of time planning, the use of which is designed to rationally organize one’s own life.

Planning according to the Pareto principle

In a situation where a person is overloaded with activities and tasks that he does not have enough time to complete, and he does not dare to give up a number of not very important things, it is advisable to apply the 80/20 rule in practice. The Pareto principle states: “If all objects are placed in order of their value, then 80% of their value will come from objects that make up 20% of their value.” total number, while 20% of the value comes from items that make up 80% of the total.”

Based on the 80/20 rule, on a list of 10 tasks, 2 will ensure 80% success. Therefore, you need to find these 2 things, include them in category “A” and carry them out. According to this principle, the remaining 8 may remain undone because the value of their results will be much less than that of the two most fruitful things. Practice shows that:

· 80% of the cost of trade transactions is provided by 20% of all clients;

· 80% of production is provided by 20% of enterprises;

· 80% of the time missed due to illness is accounted for by 20% of workers;

· 80% of the dossier in use comes from 20%

dossier folders;

· 80% of dirt accumulates on the 20% of the floor area where the most

· 80% of washing occurs on 20% of clothing items;

· 80% of the best television time comes from the top 20% of programs

more loved by TV viewers;

· Newspaper readers spend 80% of their time reading 20% of the materials published

bathrooms in the newspaper;

· 80% of telephone calls are made by 20% of telephone subscribers;

· 80% of the necessary data is obtained from 20% of information sources;

· in school, teachers spend 80% of their energy on 20% of students (usually pro-

problematic or talented);

· 80% of food is consumed in the top 20% of restaurants.

These facts confirm the danger of getting bogged down in activities that produce weak results, and reinforce the importance of focusing efforts on the twenty percent of activities that significantly increase productivity.

The Pareto principle perfectly explains what happened, but it does not always help to find a way out of the situation in advance. The fact is that you can never say in advance which 20% will be effective. According to this principle, 80% of the satisfaction in our lives comes from 20% of the effort expended - most of the success will be the result of just a few steps. This means that in order to find more time for what is beneficial, you will have to do less of that, which turns out to be useless. In other words - don't waste your time!

You can allocate time based on other considerations, not just from the point of view of pleasure. These could be: ensuring financial stability, promoting career ladder, maintaining good physical shape, etc. It is important to determine the meaning of a useful pastime, since “ time, wasted, this existence, and time, put to good use, this is life"(EdwardJung).

Planning using the Alps method

The Alps planning method is relatively simple, drawing up a daily plan takes on average no more than 10 minutes. The plan development process consists of 5 stages:

1. Preparation of assignments;

2. Estimation of the duration of the planned actions;

3. Time reservation (in a ratio of 60:40);

4. Making decisions on priorities and reassignment of individual

operations;

5. Control (accounting for what has not been done).

In a number of planning methods existing in self-management practice, the use of the “Alps” method provides the following main advantages:

· Better mood for the upcoming working day.

· Planning for the next day.

· Clear understanding of the tasks of the day.

· Organizing the flow of the day.

· Overcoming forgetfulness.

· Concentration on the most essential.

· Reducing the amount of “paper” work.

· Making decisions about setting priorities and reassigning.

· Reduce interference and unwanted interruptions.

· Reducing stress and nervous tension.

· Improved self-control.

· Increased satisfaction and motivation.

· Gain in time due to the methodical organization of work.

Practice shows that with the successful use of time planning techniques and methods of scientific organization of work, there is a real opportunity for daily savings of 10 to 20% of time. The planning process using the Alps method consists of the following stages:

First stage- preparation of assignments. In order to prepare tasks for the day, you should write down the necessary tasks for the next day:

· tasks from the to-do list or from the weekly (monthly) plan;

· unfulfilled the day before;

· added cases;

· deadlines that must be met;

· recurring tasks.

Compiling a list of tasks must meet the following requirements:

· to a first approximation, distribute them by priority;

· divide them into protracted and short, short-lived ones;

· recheck tasks related to personal contact to see if they can be completed in a more rational way (using the phone, etc.).

The realism of drawing up a daily plan is to limit the list of tasks to only the actually necessary things. On second stage When drawing up a plan for the day, it is necessary to estimate the approximate duration of the planned actions.

It is quite obvious that the duration of some tasks cannot be estimated absolutely accurately; such a skill comes only with experience. But, on the other hand, it is necessary to remember that any work often requires as much time as a person has at his disposal. Therefore, defining a specific period of time for completing individual tasks implies performing this task only in set time. When a specific period of time is determined to complete a task, a person works more focused, getting rid of various interference as much as possible.

Third stage Making a plan is about reserving time for unforeseen circumstances. The essence of the Alps method is that the plan should cover no more than 60% of the time and 40% should be left as reserve time for unforeseen circumstances. Thus, an eight-hour workday should be strictly planned for only five hours (which is 60% of the working time) and three hours should be left unplanned for specific but unexpected tasks.

In the case when more than 60% of the time is planned, it is imperative to bring the compiled list of tasks to the specified parameters, setting priorities, delegating authority and reducing the time previously determined for tasks. If, after the work has been done, it is not possible to reduce the planned time to sixty percent, things should be postponed to the next day according to the priorities. This means that tasks from categories “A” and “B” cannot be transferred to the next day; accordingly, the transfer of tasks from category “C” will not significantly affect the results of the day.

Fourth stage planning is about deciding on priorities and applying the art of delegation. The goal of this stage is to reduce the time allotted for completing daily tasks to 5-6 hours. To this end, it is necessary: firstly, to set priorities for matters and clarify the tasks of the day in accordance with them. Secondly, you should double-check the specific time requirement for each task and, in accordance with this, reduce the time spent on tasks to what is absolutely necessary.

It is important to evaluate each action for the possibility of its delegation and rationalization. After the analysis, the final version of the daily plan should have an established structure.

On fifth stage Monitoring the implementation of the drawn up daily plan and transferring what was not done to another day. Experience has shown that not all tasks can be completed, and not all scheduled telephone conversations can take place, so they have to be rescheduled until the next day. If the same task is postponed several times from day to day, then there are two possibilities: to decisively bring it to the end, thereby completing it, or to refuse to complete this task because of it.

irrelevance.

Experts in the field of self-management strongly recommend

Plan your day the night before. This is due to the fact that, compiling

plan after a working day helps to gain confidence and concentration

tion of strength the next day. The human subconscious is thus processed

reviews the next day's tasks and prepares possible solutions. Next

Consequently, the new working day becomes foreseeable, planned and

manageable.

Planning according to the Eisenhower principle

The Eisenhower Principle should be applied when performing daily

plans, classifying all upcoming matters according to their degree of importance according to

do it immediately. It is precisely in relation to this category of cases that there is

expression that “you need to live so that important things do not turn into

urgently"

enough time. As a rule, these are matters related to one’s own perfection.

development in various fields. Practice shows what often happens

lam "B". Therefore, it is necessary to conduct a detailed analysis of cases “A” on

the subject of their importance and urgency. It often happens that a person works

with consequences instead of finding causes. Perhaps you shouldn't

spend so much time on meetings, but embed into the corporate culture

tour business philosophy and professional approach. Or perfection

organize your own work in order to maximize

preventing crisis situations and unforeseen circumstances.

mania for the nature of what is important and urgent in life, which is typical for most

people, since any urgent matter is automatically classified as

important. Life experience shows that it is category “C” cases that are more often

all serve as the cause of rush jobs, tensions and continuous crisis situations

situations. However, according to the laws of management in a well-organized

There should be no fuss and unreasonable haste in the enterprise.

It is advisable to avoid them. The paradox is that usually these are the ones

the very things that are easy and pleasant to do. Duration of data execution

the vast majority of people try to start their working day with

performing unimportant and non-urgent tasks.

One of fundamental principles self-management is

the ability to separate important matters from secondary matters, important from unimportant,

urgent from non-urgent.__

Praxeology and the optimal time planning system

No matter how busy a person is, he should always devote time to planning

roving. The less free time you have, the more important it becomes

careful time planning. It's smarter to spend on planning

just ten minutes at the beginning or end of the day, since these costs are more than

are compensated.

Often a person says that he is very busy and decides what is on the plan.

There is no time to spend, which is a fallacy. If the day is not planned

van, then there is often a lack of time. Moreover, in a situation where

when time is not planned, it is undoubtedly impossible to distinguish important

matters from less important ones, urgent from non-urgent ones. Therefore, assuring yourself and others

people that there is absolutely no time to plan their affairs,

the catcher will still spend time, but randomly and thoughtlessly, which is negative

will have a significant impact on the rational organization of his life. Therefore it is necessary

the difficulty of planning both work time and personal life is not caused by

vat. There are __________many benefits to starting your day with a plan.

vaniya, since as the plan is drawn up, the person is more actively

included in the process of its preparation and then its implementation. « That, who ka-

Every morning he plans the day's activities and consistently carries out this plan,

sees, that planning paves the way for him in the labyrinth very well-

rich and active life. Organizing your time is like a ray

Sveta, which runs through all his affairs. But there, where there is no plan, where the control of time is left to chance, the reign of

wreak havoc"- wrote Victor Hugo. Having thought through what needs to be done, it’s easy

move on to translating the plan into reality. With precise definition

priorities remain less likely to be distracted during their implementation

realization.

Many years of experience in using various planning tools have so far

hall that it’s not just about specific devices for planning (re-

flip calendars, diaries, organizers, electronic notebooks

ki, etc.), but in the planning system that a person uses. Founder

praxeology (the science of effective human activity) T. Kotarbin-

Skii believed that the optimal planning system is designed to:

1) Ensure achievement of the goal.

2) Don’t require too much time to master.

3) Be convenient to use.

Today there are many systems and techniques for time planning.

menu and choosing the best one is quite difficult, since each has both

advantages as well as disadvantages.

Only a free person can achieve perfection in the use

the use of your free time and time in general. However, in this con-

In the text, freedom is a necessary quality, but not sufficient. Other conditions

vii are: the predominance of human spiritual needs and possession

quality tools.

Immanuel Kant (1724 – 1804) lived so rhythmically that his neighbors

they checked his watch when he went for a walk. It is known that he lived all his life

life as a bachelor and the second period of his work, more than thirty years,

dedicated to the study of cognitive and moral abilities of humans

ka. Creative individuals, for the most part, treated time with care.

me and, perhaps, it is difficult to find a productive creative person who

swarm there would not be a strict operating mode. IN scientific sources Can

find confirmation that such talented individuals as: Archimedes and

Aristotle, Roger Bacon and Newton, Henri Poincaré and Dumas – father, Engels

and Lenin, Vavilov and others sought to build a system of time consumption.

This system was designed to guarantee high production not in a day

- and for life.

However, as with any rule, there are exceptions. In particular

Avicenna (Ibn Sina), having spent most of his fifty-six years in hiding, underground and wandering, was able to leave behind many works, of which

of which 270 have survived to this day. Contemporaries can only guess

the number of unpreserved works and how much this great man I could

done in stable, comfortable conditions.

Year after year we become more and more prepared to achieve our aspirations. But what are we aiming for? Lawrence Peter

What is the Alps method?

The Alps method is relatively simple, and after some exercises you will need on average no more than 10 minutes to create a daily plan.

The method includes five stages:

1) drawing up assignments;

2) assessment of the duration of the planned actions;

3) time reservation (in a ratio of 60:40);

4) making decisions on priorities and reassignment of individual operations;

5) control (accounting for what has not been done).

What does the Alps method provide?

Using the Alps method provides the following main advantages:

The best mood for the upcoming working day.

Planning for the next day.

A clear understanding of the tasks of the day.

Organizing the flow of the day.

Overcoming forgetfulness.

Concentration on the most essential.

Reducing the amount of “paper” work.

Making decisions about setting priorities and reassigning.

Reduce clutter and unwanted interruptions.

Reducing stress and nervous tension.

Improved self-control.

Increased satisfaction and motivation.

Gain in time due to the methodical organization of work.

With the successful use of time planning techniques and methods of scientific organization of work, you can save from 10 to 20% of your time every day!

Where to start planning using the Alps method?

The first stage is the preparation of tasks. To do this, write down under the appropriate headings of the “Day Plan” form everything that you want or need to do the next day:

tasks from the to-do list or from the weekly (monthly) plan;

unfulfilled the day before;

added cases;

deadlines that must be met;

recurring tasks.

Use abbreviations that correspond to the type of activity or headings in the “Day Plan” form, for example:

IN- visits, meetings;

D - delegation of affairs;

TO- control;

P- in process, in action;

PC- trips, business trips;

PR- written work, business letters, dictation;

WITH- secretary;

T- telephone conversations;

H - the process of reading (reports, circulars, newspapers, etc.).

A list of tasks for the day compiled in this way might look, for example, like this:

PC- new office space;

IN- Ivanov (expert assessment);

P- market research project;

TO- Sidorov (sales statistics);

PR- Vasiliev (letter);

H - a special magazine for managers;

With a little practice, you can make a list of tasks so that:

as a first approximation, distribute them by priority;

divide them into protracted and short, short-lived ones;

recheck tasks related to personal contact to see if they can be completed in a more rational way (using the phone, etc.).

Example:

P- market research project;

IN- Ivanov (expert assessment);

PC- new office space;

H- a special magazine for managers;

Short-term works:

TO- Sidorov (sales statistics);

PR- Vasiliev (letter);

“Phone block”:

T- Shishkin (computer program);

T- Koshkin (staff shortage);

T- Sergey (evening game of billiards).

However, this is only the beginning of creating your daily plan.

What to do after determining the list of tasks for the day?

	Watch
P - market research project;
V - Ivanov (expert assessment)



PR - Vasiliev (letter)

T - Koshkin (staff shortage)

How much time do I need to reserve in reserve?

How does planning using the Alps method end?

The fourth stage of planning: making decisions on priorities, cuts and reassignments. Goal: reduce the time allotted for completing daily tasks to 5-6 hours.

In the final version, the day's plan may look like this:

	Priority	Watch	Reassignments
P - market research project;			0.5 hours is delegated to Mr. X
V-Ivanov (expert assessment)
PC - new office space
K - Sidorov (sales statistics)
PR - Vasiliev (letter)			Entrusted to Mr. Wu
CH - special magazine for managers
T - Shishkin (computer program)			Secretary
T - Sergey (evening game of billiards)