1. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri Software project management II Intensifying meetings Managing personal time Desk, archive Managing people Motivation

2. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri TASKS OF ALL PARTICIPANTS Before the meeting Think whether your participation is needed at all? Could a representative do the job? Think, whether part time participation would be enough? If you are not going, or being delayed, please contact the chair. If you have not received the agenda, ask for it. Prepare for the meeting. At the beginning of the meeting Arrive to the meeting in time. Shut your mobile phone and laptop. Try to familiarize yourself with the contents of the meeting During the meeting Listen to other’s opinions. Introduce your point of view. Be active, but not obtrusive. Submit your constructive and positive contribution Do not attack other’s ideas and suggestions. Ask questions. take notice of your tasks and deadlines AT ONCE. If all items concerning you have been discussed, you may leave. After the meeting Fulfil what you’ve promised as soon as possible. If you are not able to fulfil your promises or do it by deadline, inform the chairman in time

3. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri TASKS OF ALL PARTICIPANTS (cont…) At the end of the meeting, from time-to-time Evaluate the meeting(s) level: Was the purpose/outcome of the meeting clear? Was the agenda known in advance? Were other topics regarding the meeting known ahead? Were everybody prepared for the meeting? If not, why? Did the meeting start in time? If not, why? Did the meeting deviate from the agenda? If „yes“, then why and was there a purpose to that? Was it agreed on who will implement decisions and the deadlines? Was any part of the meeting used unprofitably? Why? Was the purpose of the meeting achieved? If not, then why? How could the meeting have been better or more effective?

4. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri TASKS OF THE CHAIRMAN Before the meeting Remind yourself the purpose of the meeting Is the subject suitable to be discussed at the meeting? Is there another way to solve it via phone, via phone or video conference, dialogue with a colleague via e-mail, etc. Gather the right people to the right place at the right time - Make sure they have the time and wish to participate - If necessary, inform personally, what you expect of them? -Keep the number of participants as small as possible Choose the correct working methods Choose the suitable meeting room considering the necessary equipment, needed silence (maybe you should leave the building) Compose the agenda - Set the priorities and time schedule for items - Do not include too many items in the agenda Distribute the agenda in advance, also for information Check that the equipment is in order Check whether the others are preparing too At the beginning of the meeting Start on time (in general) do not wait for latecomers Introduce the purpose of the meeting and people's roles Motivate the participants of the meeting

5. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri TASKS OF THE CHAIRMAN (cont…) During the meeting Keep the meeting secure from outside disturbances Chair the meeting flexibly Motivate Give feedback Ask opinions Activate latecomers properly, e.g. with direct questions Supervise usage of time Be concerned over getting decisions, but do not adopt the immature ones take care that the decisions and actions + supervisor + timetable are agreed on and written down Make intermediate summaries Follow the timetable Change the agenda and/or work method, if needed Finish on time Compose the final summary of decisions and actions Appoint the time, content, and participants for the next meeting After the meeting distribute information up and down and aside Check over implementation of decisions, - e.g. at the beginning of the next meeting

6. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri TASKS OF THE SECRETARY Before the meeting Ask the chairman about requirements for documentation At the beginning of the meeting Check that the equipment is in order During the meeting Try to get and make intermediate summaries Ask for interruptions if unable to write down Ask for explanations and additional data Make a record for each decision: WHAT MUST BE DONE WHO WILL DO WHEN OR WHAT IS THE DEADLINE Ask if you did not understand or did not hear After the meeting Create and distribute the protocol to participants and other relevant people

7. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri TASKS OF THE EXPERT The expert is like a visiting star – participating only when the relevant subject is discussed. He need not be present all the time and usually does not have decision-making rights. Before the meeting Prepare for the topic Outline the topic, use examples Check availability of technical equipment and its working order Check, that you have the materials on you During the meeting Dominate Do not get surprised over a negative or passive welcome

8. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri AS FIRMA LtdInvitation dd.mm.yyyy 1/1 Subject:topic Time:day, start time - end time Place:room Invited:a b c Preparing:instructions to prepare Schedule: Topics:Who:Duration: 1)Approval of minutes of the previous meeting Introduction of the agenda 2)… … n)Other questions n+1)Next meetings Attachments:attachment

9. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri AS FIRMA LtdMINUTES dd.mm.yyyy 1/1 Topic:topic Time:day, start time – end time Place:place Present: Invited:a, chair b c, secretary Schedule: Who isDead- Topic:respons.:line: 1)Approval of minutes of the previous meeting Introduction of the agenda 2)… … n)Other questions n+1)Next meetings: Time: Place: Topics: Time: Place: Topics: Attachments:attachment

10. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri

12. PC - BASED MEETING TECHNIQUES EQUIPMENT: PC PRINTER – NOT ESSENTIAL COMPUTER SCREEN ON THE WALL (everybody can see the agenda and decisions ) PROJEKTOR - NOT PORTATIVE. TEXT EDITOR+TEMPLATES FOR MEETING AGENDA/MINUTES MEETING ROOM, WITH CAPABILITY TO DIM THE LIGHT *OTHERWISE THE PROJECTOR SCREEN NOT VISIBLE! BEFORE THE MEETING: DOWNLOAD AND SEND AGENDA TO THE PARTICIPANTS BY EMAIL/ON PAPER CHECK WORKING ORDER OF THE EQUIPMENT DURING OF THE MEETING: TYPE THE MINUTES DIRECTLY TO THE PC AND SHOW ON THE SCREEN NB! ONLY DECISIONS SHOULD BE WRITTEN DOWN AFTER THE MEETING: REVIEW THE MINUTES (AND PRINT OUT IF THE PRINTER IS AVAILABLE)

13. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri TOOLS FOR THE MEETING PROJECTOR - WATERPROOF FELT PENS (working) - SLIDES - SPARE LIGHT BULB DRAWING PAPERS - FELT PENS NB! - black and blue good visibility - red and green poorly visible - no waterproof pens for the room with whiteboard - adhesive strip (or POST IT) WHITEBOARD - only whiteboard pens in this room! WHITEBOARD WITH COPYING FACILITY - check readiness of the copier and paper supply - NB! Worn out pens will not be visible on the copy - Do not delete before the copy is made!

14. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri TOOLS FOR THE MEETING (cont…) PC (+projector) * for writing minutes/reminders * for restructuring ideas * for searching in databases * for sending e-mails * for organizing new meetings (setting time, place) * etc. etc. Skype or phone conferencing system Videoconferencing system

15. Highligts

16. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri PERSONAL TIME MANAGEMENT

17. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri

18. PROBLEMS OF TIME MANAGEMENT

19. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri DOES THIS SEEM FAMILIAR?

20. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri GENERAL PROCESS OF SOLVING THE PROBLEM 1. PROBLEM OR THE SIGNS APPEAR 2. ANALYSE THE PROBLEMS MAIN/TRUE REASONS 3. Remove reasons of the problem 4. When the main reasons are removed, the problem is removed as well PROBLEM SYMPTOMS REASON 1 REASON 2 REASON 3 REASON 1.1 REASON 1.2 REASON 1.3 REASON 2.1 REASON 2.2 REASON 3.1 REASON 1.3.1 REASON 1.3.2 REASON 2.2.1 REASON 3.1.1 REASON 1 REASON 2 REASON 3 REASON 1.1 REASON 1.2 REASON 1.3 REASON 2.1 REASON 2.2 REASON 3.1 REASON 1.3.1 REASON 1.3.2 REASON 2.2.1 REASON 3.1.1 PROBLEM SYMPTOMS PROBLEM SYMPTOMS PROBLEM SYMPTOMS

21. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri WHY-TECHNOLOGY FOR FINDING THE MAIN REASONS OF PROBLEMS PROBLEM: TIME MANAGEMENT IS OUT OF CONTROL, ALWAYS IN A HURRY I’M NOT PLANNING MY TIME ! TOO MUCH WORK CLIENT “DISTRACTS” ETC... WHY ? UNABLE TO SAY “NO” TOO MUCH ROUTINE WORK DO NOT DELEGATECANNOT GET RID OF OLD TASKS WHY ? ETC... IF I DO MYSELF IT WILL GET DONE FASTER UNABLE TO FIND PEOPLE TO FINISH OLD TASKS I KNOW HOW TO DO OLD TASKS, ENJOYING IT ETC... WHY ? THE NEW EMPLOYEE DOES NOT HAVE THE KNOWLEDGE HAS NOT TAKEN THE COURSES I DO NOT RISK TO JUMP OUT OF THE SQUIRREL WHEEL WHY ?

22. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri Analyze why time management is difficult or why using and/or planning of time is not manageable. Try to figure out the main reason of the problem (“always in a hurry” is not a reason). WHY TIME IS NOT MANAGEABLE?

23. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri RULES FOR GROUP WORK AGREE WITH THE GROUP IN ADVANCE OVER THE OUTCOME, WHAT YOU WANT / TRY TO ACHIEVE ASSESS THE ODDS TO ACHIEVE THE RESULTS WITHIN THE GIVEN PERIOD PREPARE IN ADVANCE THE GROUP WORK SCHEDULE: - WHICH STEPS THE SCHEDULE WILL HAVE? - HOW MUCH TIME TO RESERVE FOR EACH STEP DECIDE UPON THE CORRECT METHOD OF WORK REGARDING THE GOAL AND THE AVAILABLE TIME CHOOSE A SECRETARY AND PRESENTER OF THE RESULTS – PUT THEM TO WORK TAKE A FEW QUIET MOMENTS FOR EVERYONE TO WORK ON THE PROBLEMS ON THEIR OWN – ONLY AFTER THAT START FACING THE PROBLEMS TOGETHER SUPERVISE THE TIME USAGE AND COMPARE IT WITH THE PLANNED SCHEDULE SECURE THAT YOU ARE SOLVING THE CORRECT PROBLEM MAKE INTERMEDIATE SUMMARIES START FIXING THE MAIN RESULTS IN TIME BE POSITIVE LISTEN ASK INVOLVE EVERYONE *AT THE BEGINNING OF GROUP WORK* *DURING THE GROUP WORK*

24. Highligts

25. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri PLANNING AND MANAGEMENT METHODS AND TOOLS FOR USING OF TIME

26. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri PLANNING THE USAGE OF TIME IN A NUTSHELL PROBLEM SOLUTION LIST OF TASKS, THAT HAVE TO BE DONE WITHIN A CERTAIN TIME TIMEFRAMES TO SOLVE THESE PROBLEMS TOO MUCH TASKS, CAN NOT SOLVE ALL! 1) DIVIDE TASKS INTO CLASSES OF IMPORTANCE IN VIEW OF SOME CRITERION YOU PICKED 2) OMIT OR DENY THOSE TASKS, THAT DON’T FIT INTO TIMEFRAMES FOR EXAMPLE: CLASS 1: MUST BE DONE AN URGENT TASK CLASS 2: SHOULD BE DONE NOT SO URGENT CLASS 3: WOULD BE NICE TO HAVE IT DONE NO HURRY TIME AT DISPOSAL THESE TASKS WILL BE LEFT UNSOLVED ANYWAY; NOT ENOUGH TIME

27. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri NO – TASK LIST NO - TASK LIST CONTAINS THINGS ONE SHOULD NOT TAKE ON 1. LESS URGENT STUFF, WHILE THE URGENT ARE PENDING 2. TASKS WHEN LEFT UNDONE WILL NOT CAUSE ANY DANGEROUS CONSEQUENCES; ASK YOURSELF: "WHAT COULD BE THE WORST OUTCOME, IF I SKIP THIS TASK?“; IF THE ANSWER IS NOT TOO BAD, SKIP IT! 3. STUFF YOU DO JUST TO PLEASE SOMEONE 4. STUFF SOMEBODY ELSE COULD DO 5. STUFF SOMEBODY ELSE SHOULD DO 6. STUFF THAT SHOULD NOT BE DONE AT ALL NO – TASK LIST: STUFF I SHOULD NOT DO OR SHOULD DO LESS

28. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri STMM - SIMPLE TIME MANAGEMENT METHOD EVERY TIME IF YOU AGREE ON OR PROMISE SOMETHING, WRITE IT DOWN, WHERE YOU CAN SEE IT WHEN THE TIME COMES WEEK 44 WEEK 43 WEEK 42 WEEK 41 FRI 13.03 THU 12.03 WED 11.03 TUE 10.03 MON 09.03 TASK/ DEADLINE PROBLEEM BASKET OF TASKS LIST OF WEEK TASKS LIST OF DAY TASKS TASK BASKET IS A LIST OF MEMORY, WHERE YOU WRITE DOWN THE TASKS, THAT YOU SHOULD DO IN A LONG PERIOD, FOR EXAMPLE IN A YEAR, NOT IN A WEEK LIST OF WEEK TASKS IS A LIST, WHERE YOU WRITE DOWN ALL TASKS, THAT YOU SHOULD DO IN A WEEK LIST OF DAY TASKS IS A LIST, WHERE YOU WRITE DOWN ALL TASKS, THAT YOU SHOULD DO IN A DAY

29. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri THE WORLD'S CHEAPEST AND EASIEST TIME MANAGEMENT SYSTEM TIME LEADER ® AN ORDINARY LITTLE BOOKLET SIZE A6, OR OTHER SUITABLE NB! TASK DEADLINE WEEK 41 MON TUE WED THU RESERVE FOR THE TASK BASKET SEVERAL PAGES FROM THE BEGINNING OF THE BOOKLET RESERVE ONE PAGE FOR EVERY WEEK TAG THE FOUR FOLLOWING PAGES WITH WEEK NUMBERS RESERVE HALF OR FULL PAGE PER EVERY WEEKDAY TAG WITH WEEKDAY AND DAY NUMBER FOLD THE CORNER OF THE CURRENT WEEK - IT FACILITATES FINDING THE WEEK! BASKET OF TASKS LIST OF WEEK TASKS LIST OF DAY TASKS

30. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri USING the time.LEADER® ®time.LEADER on Oy Laatukonsultointi P. Kantelinen Ab oma AT THE BEGINNING OF MONTH PICK FROM THE TASK BASKET AND OTHER SOURCES TASKS, THAT SHOULD BE DONE THIS MONTH AND TRANSFER THEM INTO WEEK TASK LISTS IN THE TASK BASKET SCORE OUT THE TASKS ALREADY DONE TIME EXPENDITURE: 10-20 MIN BASKET OF TASKS LISTS OF WEEK TASKS TASK/ DEADLINE PROBLEM WEEK 44 WEEK 43 WEEK 42 WEEK 41 AT THE BEGINNING OF WEEK IF THERE ARE UNFINISHED TASKS FROM THE PREVIOUS WEEK, TRANSFER THEM TO THIS WEEK’S LIST COMPLEMENT THE WEEK TASKS LIST WITH TASKS FROM OTHER SOURCES, TO BE DONE THIS WEEK AND THEN TRANSFER THE TASKS INTO DAY TASKS LISTS TIME EXPENDITURE: 5-10 MIN LIST OF WEEK TASKS FRI 13.03 THU 12.03 WED 11.03 TUE 10.03 MON 09.03 WEEK 41 AT THE BEGINNING OF DAY IF THERE ARE UNFINISHED TASKS FROM THE PREVIOUS DAY, TRANSFER THEM INTO TODAY’S LIST. PICK FROM THE WEEK TASKS LIST AND OTHER SOURCES TASKS TO BE DONE TODAY AND TRANSFER THEM INTO THE DAY TASKS LIST TIME EXPENDITURE: 3-5 MIN LISTS OF DAY TASKS LIST OF DAY TASKS MON 09.03.

31. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri USING the time.LEADER® Cont... DURING THE DAY WHEN THE TASK GETS FINISHED IF THE TASK IS FINISHED SCORE IT OUT BOTH FROM THE DAY TASKS LIST AND THE WEEK TASKS LIST LIST OF DAY TASKS LIST OF WEEK TASKS MON 09.03.WEEK 41. MON 09.03. LIST OF DAY TASKS WEEK 41. LIST OF WEEK TASKS TASK / DEADLINE PROBLEM BASKET OF TASKS DURING THE DAY, WHEN NEW TASKS APPEAR CARRY THE time.LEADER ALWAYS ALONG AND USE IT ! PUT IT: INTO THE DAY TASKS LIST, IF IT CAN BE DONE TODAY INTO THE WEEK TASKS LIST, IF YOU PLAN TO DO IT THIS WEEK (OR SOME OTHER WEEK WITH AN „OPEN“ TASKS LIST) OR INTO THE TASKS BASKET, IF YOU PLAN TO DO IT LATER OR YOU DON’T YET KNOW WHEN EXACTLY YOU CAN DO IT BY NO MEANS DO NOT FORGET TO WRITE DOWN THE DEADLINE FOR THE TASK! EVERY TIME YOU AGREE OR PROMISE SOMETHING, WRITE IT DOWN AT ONCE, WHERE YOU WILL NOTICE IT!

32. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri HOW TO GET YOUR TIME USAGE MANAGED? SET PRIORITIES FOR THE TASKS TAG DIRECT INCOME AREAS OR TASKS, WHERE YOU ARE SUPPOSED TO ACHIEVE RESULTS PRIORITIZE THEM IF YOU DO NOT KNOW WHICH ARE THE INCOME AREAS OR THEIR SEQUENCE OF IMPORTANCE, SIT DOWN WITH YOUR BOSS AND MAKE THEM CLEAR SET PRIORITIES FOR DAY TASKS, FOR EXAMPLE.: 1. MUST DO 2. SHOULD DO 3. WOULD BE NICE TO DO BE STUBBORN – ACT FOLLOWING PRIORITIES First things first SELECT TASKS ONLY BY PRIORITIES IF YOU START A TASK, ASK YOURSELF, "IS THIS THE RIGHT TIME TO ACCOMPLISH THAT TASK?" LEARN TO SAY NO - BOTH TO YOURSELF AND TO OTHERS - DO NOT ACCEPT TASKS, THAT YOU CANNOT DO OR CANNOT DO PROPERLY - DO NOT ALLOW YOURSELF TO TAKE ON TASKS, THAT DO NOT LEAD TO ACHIEVING IMPORTANT RESULTS DO NOT POSTPONE ANNOYING BUT IMPORTANT TASKS Do it AT ONCE! It takes the same time whether you do it now or later!

33. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri HOW TO GET YOUR TIME USAGE MANAGED? CONT... DIVIDE TASKS INTO SMALL PIECES AND EXECUTE EACH PIECE FROM START TO END EITHER „LARGE“ OR SMALL, DIVIDE TASKS INTO PIECES/STAGES COMPILE A DAY SCHEDULE - AND FOLLOW IT DO NOT MAKE A BREAK UNTIL YOU HAVE FINISHED A STAGE GIVE YOURSELF BONUSES (COFFEE, CHOCOLATE, BROWSING WWW), WHEN YOU HAVE COMPLETED A STAGE ACCORDING TO THE PLAN BEGIN THE DAY BY COMPLETING AN IMPORTANT / ANNOYING / DIFFICULT TASK OUT OF THE WAY TO START OFF POSITIVELY INTRODUCE RHYTHMS INTO YOUR DAY: - IMPORTANT / ANNOYING / DIFFICULT TASK - LIGHT / SMALL / LESS IMPORTANT TASK - IMPORTANT / ANNOYING / DIFFICULT TASK - LIGHT / SMALL / LESS IMPORTANT TASK - ETC… TAKE ON IMPORTANT / ANNOYING / DIFFICULT TASKS WHEN YOU FEEL FRESH ELIMINATE DISTURBANCES IF YOU WANT/NEED PEACE AND QUIET TO FULFIL THE TASKS REDIRECT YOUR CALLS TO SECRETARY / CALLING CENTER / SOMEONE ELSE OR SWITCH ON THE ANSWERING MACHINE HANG THE LABEL “PLEASE DO NOT DISTURB!” ON THE DOOR COME TO THE WORK EARLIER – YOU’LL HAVE SILENCE (AND A BETTER PARKING SLOT!)

34. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri HOW TO GET YOUR TIME USAGE MANAGED? CONT... DO NOT OVERLOAD YOUR DAY SCHEDULE THE „SURPRISE TASKS” ARE GOING TO APPEAR CONTINUOUSLY RESERVE TO CALENDAR “TIME FOR YOURSELF” IF YOUR CALENDAR ENTRIES CONTAIN ONLY MEETINGS WITH OTHER PEOPLE, YOU WILL GET WRONG IMPRESSION OF YOUR „SPARE“ TIME RESERVE „TIME FOR YOURSELF“ TO BE ABLE TO FINISH IMPORTANT TASKS ON TIME AND AVOID OVERLOADING KEEP YOUR TABLE CLEAN KEEP ON THE TABLE ONLY THE CURRENT TASK PAPERS OTHER PAPERS SHOULD BE KEPT IN THEIR PROPER PLACE IN FOLDERS/ARCHIVES/BOOKSHELVES ETC. OUT OF SIGHT - OUT OF MIND CONTROL THE USAGE OF TIME - IMPROVE IT FROm TIME TO TIME ANALYZE YOUR TIME USAGE, e.g. TWICE A YEAR, PER ONE WEEK AT A TIME PAY ATTENTION TO THE FOLLOWING: - NUMBER OF INTERRUPTIONS, AND WHAT CAUSED THEM - HOW REALISTIC ARE YOUR SCHEDULES? - ARE THE PRIORITIES STILL IN FORCE?

35. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri TRACKING FORM OF TIME USAGE EXEC. ____A.K.______ DAY ____17.03______ E=task planned before today. V=task from the list of old tasks U=new task, opened today. K=break, a visitor I= break, myself T=phone call TIME START-FINISH TASK TYPE: E/V/U/K/I/T IMPORTANCE: 1/2/3 7:30-7:45, 15´ Briefcase emptying E2 7:45-8:05, 20´ 8:05-8:20, 15´ 8:20-8:23, 3´ 8:23-8:26, 3´ 8:26-8:27, 1´ 8:27-8:37, 10´ 8:37-8:43, 6´ 8:43 8:57-9:02, 5´ 9:17 -10:10, 1t21´ 10:10- 10:12-10:17, 5´ 11:05-11:10, 5´ -11:20, 60´ 11:20-11:35, 15´ 11:35-11:50, 15´ 11:50-12:35, 45´ 12:35-13:00, 25´ 13:00-13:40, 40´ 13:40-14:00, 20´ 14:00-15:45,1t45´ 15:45-16:20, 35´ AS. A: R.results, orders paying E,I(kohvi)2 AS. B: Orders E1 AS. C: Call to Kaie E1 Call to Sirje I1 AS. D: Call to MargusE2 AS. F: Call to HarriE1 Tasks to the sekretaryE2 AS. F:Preparing lecture materialsE1 AS. A: call P Unknown numberP Call E1 SecretaryK3 Dealer call P1 Lunch Post AS. G: Preparing lectures 1 AS. D: CallsP1 DiscussionE1 SecretaryI3 AS. G: Preparing lectures E1 Post (DHL)K3

36. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri TRACKING FORM OF TIME USAGE EXEC. __________ DAY __________ O’clockTASK TYPE: E/V/U/K/I/T IMPORTANCE: 1/2/3 TIME 7:30 7:45 8:00 8:15 8:30 8:45 9:00 9:15 9:30 9:45 10:00 10:15 10:30 10:45 11:00 11:15 11:30 11:45 12:00 12:15 12:30 12:45 13:00 13:15 13:30 13:45 14:00 14:15 14:30 14:45 15:00 15:15 15:30 15:45 16:00 16:15 16:30 16:45 17:00 17:15 17:30 17:45 18:00 E=task planned before today. V=task from the list of old tasks U=new task, opened today. K=break, a visitor I= break, myself T=phone call

37. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri TRACKING FORM OF TIME USAGE EXEC. __________ Day __________ TIME START-FINISH TASK TYPE: E/V/U/K/I/T IMPORTANCE: 1/2/3 E=task planned before today. V=task from the list of old tasks U=new task, opened today. K=break, a visitor I= break, myself T=phone call

38. Highligts

39. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri DESK AND ARCHIVE FOR RAISING PRODUCTIVITY

40. Arvutustehnika instituut * A.Kalja * Tarkvaratehnika eri ACCUMULATED OR MUDDLED DESK WHY ? TO HAVE PAPER/STUFF VISIBLE AND REMEMBER, THAT YOU NEED TO DEAL WITH THEM JUST NOW JUST NOW THERE IS NO TIME TO CLEAR PAPERWORK / PUT THINGS TO THEIR RIGHT PLACES THE PAPERS/STUFF DON’T POSSESS A PERMANENT PLACE THE DESIGNATED PLACES ARE FULL - NO ROOM I DO NOT UNDERSTAND WHY EVERYTHING SHOULD HAVE A DESIGNATED PLACE SOME JUST LIKE THE DISORDER WHAT PROBLEMS DOES AN ACCUMULATED DESK RAISE? ALL UNDONE TASKS ARE CONSTANTLY IN YOUR EYES -> YOU GET STRESSED UNFINISHED WORK IN YOUR EYES –> IMPOSSIBLE TO CONCENTRATE AND LEADS TO CHANGING THE WORK WITH NO REASON UNFINISHED WORK HIDDEN UNDER OTHERS -> VERY PROBABLY WILL BE LEFT UNDONE DIFFICULT OR IMPOSSIBLE TO FIND ANYTHING IF SOMEONE BRINGS A PAPER TO MY DESK AT MY ABSENCE -> SUCH PAPER IS LIKELY TO REMAIN UNNOTICED

41. Arvutustehnika instituut * A.Kalja * Tarkvaratehnika eri PRODUCTIVE DESK CONTINUOUSLY ALLOWED ON THE TABLE - SEE PICTURE BELOW THE REST OF THE DESK SURFACE SHOULD BE RESERVED TO PAPERS AND STUFF OF THE CURRENT TASK IF THE TASK IS DONE, ALL PAPERS/THINGS SHOULD GO BACK TO THEIR DESIGNATED PLACES, OUT OF SIGHT i.e. INTO ARCHIVE OR DRAWER OUT OF SIGHT - OUT OF MIND BOXES OF PAPER PH. TASKS OF THE DAY PERSONAL BELONGINGS CD-d PC

42. Arvutustehnika instituut * A.Kalja * Tarkvaratehnika eri PAPER SHELVES INCOMING POST TO DO SOON FOR READING THE DESK SHELVES SHOULD CONTAIN PAPERS, THAT ARE GOOD TO HAVE AT HAND ARE ACTUAL OR ARE REPEATEDLY NEEDED THE TOP BOX IS FOR INCOMING MAIL - EVERYONE SHOULD PUT YOUR INCOMING MAIL THERE AND ONLY THERE PAPERS TO BE PROCESSED IN THE NEXT FEW DAYS PAPERS/PRESENTATIONS TO BE READ IN THE NEXT FEW DAYS A COUPLE OF SHELVES FOR SPECIAL ACTIVE PAPERS PROJECTPAPERS SOFTWARE MANUALS AND QUICK START GUIDES ETC. NB! CHECK THE SHELVES FROM TIME TO TIME AND CLEAN OF OLD DOCUMENTS BY PUTTING THEM ASIDE DON’T PUT DOCUMENTS TO BE ARCHIVED INTO SHELVES, BECAUSE ARCHIVING SHOULD SHOULD BE DONE AT ONCE OR VERY SOON, SO PLACE THEM INTO TO DO SOON BOX

43. Arvutustehnika instituut * A.Kalja * Tarkvaratehnika eri IF YOU PUT A PAPER OUT OF HANDS IF YOU HAVE PROCESSED/READ A PAPER AND YOU DO NOT NEED IT AT THE MOMENT, PROCEED AS FOLLOWS: 12 IF YOU NEED TO COME BACK TO THAT PAPER, MARK IT TO TASK BASKET OR THE CORRESPONDING WEEK LIST OR THE CORRESPONDING DAY LIST WHEN YOU PLAN TO COME BACK TO IT AND WHAT YOU PLAN TO DO THEN NB! TASK.TIME WEEK 41 MON THUWEDTEO PLACE THE PAPER TO ITS PLACE – NOT ON DESK TO DO SOON A) IF YOU PLAN TO WORK WITH IT IN THE NEXT FEW DAYS B) IF YOU PLAN TO COME BACK TO IT LATER C) IF YOU WILL NOT BE NEEDING IT ANY MORE

44. Arvutustehnika instituut * A.Kalja * Tarkvaratehnika eri ARCHIVING RULES ARCHIVE=SHELVES, BOXES, LOCKERS, ETC. THINK AND FIND FOR EACH PAPER A LOGICAL PLACE ORDER THE PAPERS: CONNECTED THINGS PHYSICALLY CLOSE TO EACH OTHER OFTEN USED PAPERS TO THE BEGINNING OF THE FOLDER BY SUBJECT BY TIME IN ALPHABETICAL ORDER BY FREQUENCY OF USING BY LIFE CYCLE BY NEEDS ETC ORGANIZE THE PAPERARCHIVE AND COMPUTER CATALOGS/FOLDERS (ALL COMPUTER PRODUCED DOCUMENTS) IN THE SAME STYLE SAVE SPACE - UNLESS YOU EXPLICITLY NEED TO USE THICK FOLDERS, USE PLASTIC SLEEVES, ETC. USE LABELS AND MAKE LISTS BY PENCIL OR ON COMPUTER - EASY TO CHANGE IF YOU PLAN NOTHING MORE WITH A PAPER PUT IT AT ONCE BACK TO ITS PLACE IF FOLDER OR SHELF BECOMES FULL REORGANIZE IT PLACE PAPERS INTO ARCHIVE BOX AND DO IT AT ONCE ! FOR EVERY PAPER, ASK WHERE SHOULD IT GO? OR? ?

45. Highligts

46. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri MANAGING PEOPLE

47. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri MANAGING – LITERATURE MANAGING PEOPLE AND TEAM

48. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri

49. BUSINESS CULTURE, GENERAL

50. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri OBJECTIVE MANAGEMENT OTHER USEFUL

51. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri

52. LEADERSHIP

53. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri MANAGEMENT VS. LEADERSHIP MANAGEMENTLEADERSHIP PLANNING AND BUDGET FINDING DIRECTION COMPILING DETAILED LIST OF TASKS AND TIMETABLE PLANNING RESOURCES CREATING VISIONS OF THE FUTURE DEVELOPING CHANGE STRATEGY TO BRING VISIONS INTO LIFE AGENDA CREATION HUMAN NETWORK CREATION TO ACHIEVE RESULTS ORGANIZINGSHOWING DIRECTIONS TO PEOPLE ESTABLISHING AND MAN- NING THE ORGANIZATION DELEGATING RESPONSI- BILITIES AND RIGHTS CREATING RULES AND OPE- RATIONAL INSTRUCTIONS TO MANAGE PEOPLE CREATING SUPERVISION MECH. CLARIFYING THE DIREC- TIONS BOTH IN WORDS AND ACTIONS TO EVERYBODY WHO’S WORK IS NEEDED TO INTRODUCE CHANGES MANAGEMENT, MONITO- RING, PROBLEM-SOLVING MOTIVATING AND INSPIRING COMPARISON OF RESULTS AND TRENDS RECOGNIZING DIVERGENCIES REALIZING PLANS AND CREATING ORGANIZATION FOR PROBLEM SOLVING INSPIRING PEOPLE TO OVERCOME BUREAUCRATIC, AND RESOURCE BARRIERS, IF IN RETURN HUMAN NEEDS AND DREAMS GET SATISFIED PERFOR- MANCE RESULTS PREDICTABILITY AND OR- DER AT CORRESP. LEVEL CREATING CHANGES ABILITY TO CONSTANTLY PRODUCE RESULTS, THAT DIF- FERENT INTEREST GROUPS AWAIT FOR (CLIENTS – STICKING TO THE TIMETABLE, MANAGE- MENT - HOLDING TO BUDGET) ALLOWS ESPECIALLY DRA- MATIC CHANGES (DESIGNING BREAKTHROUGH PRODUCTS, INTRODUCING NEW WORK METHODS, NEW QUALITY, IMP- PROVING PRODUCTIVITY)

54. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri MANAGEMENT VS. LEADERSHIP Cont... WHEN ONE NEEDS MANAGEMENT AND WHEN LEADERSHIP? HIGH LOW LARGE PROJECT COMPLEXITY / SIZE RATE OF CHANGES NEEDED IN THE PROJECT PERCIEVABLE LEADERSHIP NOT MUCH MANAGEMENT PERCIEVABLE LEADERSHIP AND MANAGEMENT A SLIGHT MANAGEMENT OR LEADERSHIP PERCIEVABLE MANAGEMENT AND A CERTAIN DEGREE OF LEADERSHIP

55. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri WHAT MAKES A LEADER? LEADERNON-LEADER HAS A CLEAR VIEW OF THE TEAM’S GOALS AND CAN PRESENT THEM TO PEOPLE INVOLVES PEOPLE IN PREPARING AND SETTING TARGETS A GOOD LISTENER MAKES A GOOD EXAMPLE INSPIRED AND INSPIRES OTHERS AS WELL GOOD SPEAKER AND A SHOWMAN READY TO HELP PEOPLE IN TROUBLE COACH, PROBLEM-SOLVER, ADVISOR, CHEERLEADER SPEAKS ABOUT PEOPLE, FEELS COMFORTABLE AMONG PEOPLE FOCUSES ON COMPANY’S GOALS, QUALITY, PRODUCTION AND TAKING CARE OF PEOPLE DOES NOT KNOW WHERE TO GO TO SAY NOTHING OF WHERE THE PEOPLE SHOULD GO MAKES DECISIONS BY HIMSELF AND JUST INFORMS THE PEOPLE GOOD SPEAKER, HEARS, BUT DOES NOT LISTEN "DO AS I SAY NOT AS I DO“ IS NEVER INSPIRED AND UNABLE TO INSPIRE OTHERS DOES NOT SAY MUCH, ONLY STANDS NARROWLY WITHIN THE BUSINESS IF IN TROUBLE YOU’LL GET CALLED INTO HIS OFFICE TO REPORT INVISIBLE, ONLY DISTRIBUTES ORDERS TO STAFF TALKS ABOUT HUMAN RESOUR- CES; FEELS UNCOMFORTABLE AMONG PEOPLE FOCUSES ON PERSONAL BENEFITS, BONUSES, POSITION, AND EXTERNAL PROMINENCE

56. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri WHAT MAKES A LEADER? LEADERNON-LEADER GIVES OFTEN FAIR AND GENERALLY POSITIVE ESTIMATES RECOGNIZES HIS MISTAKES, PRAISES THOSE, WHO MAKE MISTAKES AND ADMIT THAT MODEST, BUT NOT A SURRENDER COMMUNICATES GLADLY WITH EDUCATED PEOPLE IS ABLE TO TAKE THE BLAME MANAGEABLE, TRUSTWORTHY, STRAIGHT MAN TRIES TO ORGANIZE SUCCESS FOR PEOPLE, OPENS DOORS SEES IN ERRORS OPPORTUNI- TIES TO LEARN OPEN HOLDS TO PROMISES CONVINCED, THAT THERE ARE AT LEAST TWO GOOD PEOPLE IN THE HOUSE TO BECOME HIS SUCCESSORS INFORMATION MOVES GENERALLY IN ONE DIRECTION, TO HIS OFFICE, IF ESTIMATES, THEN USUALLY NEGATIVELY NEVER MAKES MISTAKES, OBSESSED TO HUNT DOWN THE CULPRITS PROUD, FEELS HE STANDS ABOVE „OTHERS“ LOVES TO RAMBLE AND TELL NEWS LOOKS FOR A „SCAPEGOAT“ UNMANAGEABLE,TELLS STORIES HE THINKS OTHERS WOULD LIKE TO HEAR, MANIPULATES PEOPLE ENJOYS OTHERS’ FAILURE IN MISTAKES SEES ONLY THE POINT OF PENALTY SECRETIVE PROMISES A LOT, DOES LITTLE INSURES NOT TO GET „COMPETITORS“ CONT...

57. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri WHAT MAKES A LEADER? LEADERNOT-LEADER EASILY AVAILABLE RESPECTS EVERYONE STUBBORN, EVEN WITH MOST SERIOUS PROBLEMS UNCOMPROMISING MAKES THINGS SIMPLE, SHOWS THEM EASIER TOLERATES PUBLIC DISAGREEMENT OFTEN USES FORENAMES STRONG CONSIDERATIONS IF NEEDED, READY TO DO "DIRTY WORK“ “FLEXIBLE”, LEADER OF PEOPLE DELEGATES IMPORTANT TASKS ALLOWS PEOPLE ENOUGH „FREEDOM“ SETS DIFFICULT YET ACHIEVABLE GOALS MAKES PEOPLE FEEL IMPORTANT ALLOWS HONOURS TO OTHERS AS WELL HARDLY AVAILABLE FRIENDLY ONLY WITH “EQUALS” SKILLFUL DEBATER UNCOMPROMISING ONLY IF IT IS ABOUT HIS ADVANTAGE COMPLICATES THINGS, SHOWS THINGS HARDER THAN THEY ARE DOES NOT TOLERATES ANY PUBLIC DISAGREEMENT DOES NOT KNOW EMPLOYEES’ NAMES SWAYS, WHEN DECISIONS ARE NEEDED STANDS ABOVE „DIRTY WORK“ “HARD”, OBSESSED WITH NUMBERS MAKES ALL FINAL DECISIONS HOLDS PEOPLE IN HIS REIGN OR ABANDONS THEM SETS EITHER UNREALISTIC GOALS OR DOES NOTHING MAKES PEOPLE FEEL INFERIOR GRABS ALL HONORS TO HIMSELF, COMPLAINS ABOUT LACK OF GOOD PEOPLE CONT...

58. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri PERSONAL LEADERSHIP-CHARACTERISTICS RATING INDIVIDUAL WORK Walk through the leadership qualities of the list above and map yourself there; how these qualities reflect the general characteristics of your management practices and behaviors. Tag with "+" those properties that are your strengths. Tag with "-" the properties you would like to develop more. Pick three of these and prepare an action plan, how can you improve those characteristics specifically. Or pick one specific activity, which you will realize in the near future. Specify, what and how will you do, when and to whom. For example: "I will organize a workshop on week 23 and involve my project team to plan the goals and timetable for the next phase” or “I will praise Rein at the next project meeting for developing the database query system” or “I'll pick one of the project goals and develop a straightforward agenda. I will give a strong speech about this at group meeting next Monday morning”. WHAT AND HOW I’M DOING WHOM WHEN

59. Highligts

60. Arvutitehnika instituut * A.Kalja * Tarkvaratehnika eri MOTIVATION AND REWARDING

61. Arvutustehnika Instituut * A.Kalja * Tarkvaratehnika eri WHAT IS MOTIVATION? Motivum (old Latin): cause of the movement Internal cause of movement Thing that makes a person act at his own wish

62. Arvutustehnika Instituut * A.Kalja * Tarkvaratehnika eri WHAT MOTIVATES SOFTWARE PRODUCERS? Discuss what particularly motivates software producers. In other words, how to make them do a good job, both in terms of quantity and quality; what binds them to work and if necessary forces to give out maximum and even more.

63. Arvutustehnika Instituut * A.Kalja * Tarkvaratehnika eri HOW TO REWARD SOFTWARE PRODUCERS? Discuss the specific options how software producers can be rewarded. Take your environment as context. How would you reward your subordinates or members of your Working Group. If you don’t have a group or a project, use the method of empathy: what would you yourself like to get as a reward?