Just In Time Management - Part 1

Overview

In the last article we investigated several aspect encompassing key time destroyers specifically 'team work', 'passing on the baton', 'the boss' and 'typical strategy'. Today it is timely to take a perspective on crisis management.

We all organize slightly. We don't all do it adequately however. Even for those persons that believe that they do not have to plan anything, a plan will exist. It is impossible to get past a normal day without a simple plan, albeit unconsciously. If you are anticipating a specific occasion in the day and something occurs to disrupt this flow, you may take some kind of action - even when this is to do not a thing. If you choose to take remedial action it may be either poorly executed, badly or someplace in between.

The scope of these interruptions from your plan could be large or small and have a major or minor influence. The smaller issues typically develop into an annoyance and turn into the classic 'fire fighting' activity. Most of these problems may be the result of weak time management and a general absence of straightforward planning approaches causing 'just in time management'.

Really crisis management has an even more crucial effect:

It can have a possible major effect

Often tend to be unpredictable

Lead to a need for urgent intervention

Good planning

It transpires as self evident that the application of improved planning will trigger an improved awareness of the tasks undertaken, which ought to cause a simpler outcome. In planning, we frequently speak of 'issues' taking place and the potential of 'risks' happening, hence, it is helpful to specify these areas somewhat better.

Risk: This is an occasion that may occur in the long term (but we presume it will not) and might have an unsatisfactory effect on the quality, cost and timing of whatever it is you are attempting to realize.

Issue: This occasion has never been anticipated, but occurs anyway, and calls for a decision or there is likely to be an adverse impact on the timing, cost and quality of whatever it is you are trying to realize.

Planning normally involves examining how, who, when, what and the cost for endeavors. The depth that you assess these will be notably less for private plans than for business project plans. Simply put, they represent the following:

What? What are your targets and scope of your endeavor.

How? The selection of a particular strategy.

Who? Who will do it and is delegation needed.

When? How much time have you got? When do you need to begin?

Cost? Are there any financial ramifications.

You will additionally have to think about to what standards you would want to finish your activity. Is a certain performance needed, do specs exist. If you think about these simple aspects for your activities you are less likely to overlook things. Naturally, for straightforward daily endeavors the answer to most of the questions will probably be 'no'. A number of points, such as, timing will take additional importance.

Why not try giving additional thought to some of your planning. It could only help to avoid 'just in time management'.


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