Tick, tick, tick

Many project managers struggle to balance the line between directing the big picture and managing the details. Such individuals often embrace a micromanaging approach to their projects instead of delegating authority and trusting that team members will deliver as expected. What they find is that such practices unnecessarily consume their energy and time, stretching them beyond their ability to successfully perform their responsibilities. This article examines time management in relations to the project manager role. It explains how time management practices--such as a scheduling technique called room-to-work (ROTW)--can help project managers get control of their schedule, focus their attention, and free themselves to perform their responsibilities instead of micromanaging their projects and those working on their projects. It also suggests time management techniques for developing effective meeting agendas, planning structured project implementation procedures, and resolving scheduling problems.
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