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File:Parkinson.png

2021-03-12T10:20:15Z

Busklusker:

Parkinson's law and how to manage it

2021-03-12T10:19:28Z

Busklusker:

'' Author: Emil Ballermann''

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted . Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955 <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example and sub-laws==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

=== Law of Multiplication of Subordinates ===
In order for us to understand the underlying theories, an experiment was outlined in the article for Parkinson’s Law in ''The Economist'' <ref name="Article"></ref>, regarding a civil servant denoted with an '''A''', who are assigned too many tasks. It is immaterial whether this stress is legitimate or imaginary. However, it should be noted that '''A'''’s sensation may be the result of the decreasing energy that is normally accompanied with age. From the viewpoint of '''A''', there are a total of three possible remedies, proposed by C. Northcote Parkinson<ref name="Article"></ref>:
# They may step down from their position.
# They may ask to share the workload with a colleague called '''B'''.
# They may ask two subordinates for help. They are denoted '''C''' and '''D'''.
It is reasoned that throughout civil service history, there has been no instance in which '''A''' has chosen any but the third alternative. Resignation would deny '''A''' of their pension rights, and by appointing '''B''', '''A''' would merely bring a rival for promotion to a higher position, should a vacancy occur. Therefore, '''A''' would rather have subordinates '''C''' and '''D''', below them.
Another point to realize in law of subordinates is that '''C''' and '''D''' are inseparable, since appointment of i.e., '''C''' alone would have been impossible. This is because '''C''' would divide the work with '''A''' and therefore assume nearly the equal status if '''B''' were appointed instead; further emphasized if '''C''' is '''A'''’s only apparent successor.

=== Law of Multiplication of Work ===

In this sub-law, described by C. Northcote Parkinson in the Economist<ref name="Article"></ref>, seven workers are now doing the job the one worker did previously. The seven workers make a lot of work for each other. They demanding all their available time from eachother and '''A''' is working more than ever before. An incoming paper may very well be presented to each of them in turn. In this example, '''E''' decides that the contents of the paper fall into the work area of person '''F''', who then places a draft reply to '''C''', who amends it exceedingly before consulting '''D''', who asks '''G''' to handle it. However, '''G''' is absent on leave in this point in time, and therefore forwards it to '''H''', who drafts a minute, signed by '''D''', and returned to '''C''', who once more revises his draft accordingly and lays this version before '''A''' <ref name="Article"></ref>.

[[File:Parkinson.png|400px|thumb|right|Visualisation of Parkinsons law by Emil B.]]'''A''' now has a choice to make regarding signing the thing unread, therefore also deciding whether '''C''' or '''D''' should succeed to his own office. Considering '''F'''’s special increment of salary for the period of the conference, and '''E'''’s application for transfer to the Ministry of Pensions. This along with other countless considerations may color '''A'''’s intentions, thus tempting '''A''' to sign '''C'''’s draft and have it done with. However, being conscientious, '''A''' decides to go through the draft with care, deleting unnecessary paragraphs and restores the document to the form preferred by '''F'''. '''A''' then produces the same reply they would have written if '''C''' through '''H''' had never existed. See '''Figure ''' for visual representation of this thought experiment. The results of this thought experiment have thus showed that far more people have taken far longer to produce the same result. No official has stayed idle. All parties have done their best.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Parkins formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Managing the problem===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''Geoffrey, R. Penzer. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Porter, B. D. (1980). Parkinsons law revisited - War and the growth of American Government<ref name="Revisited" />:''' 
Bruce D. Porter wrote this article to outline some of his thoughs on C. Northcote Parkinon's article from the Economist. When George Washington’s first Administration was inaugurated in 1790, it functioned with nine simple executive units and approximately 1,000 employees. A century later, the 1891 census recorded that over 150,000 civilians were working in the Harrison Administration. During its first 100 years the American government had grown nearly 10 times as fast as the population. This article investigates whether Parkinson's law can be applied to these administrations.

''' Aronson, E. Landy, D. (1997). Further steps beyond Parkinsons Law - Replication and extension of excess time effect <ref name="Aronson" />:''' 
In this project, subjects were presented with a second task which was either identical to, similar to, or different from the initial task. Of the subjects given the identical task, those who had been allowed excess time on the initial task chose to spend a greater amount of time performing the second task than those initially allowed minimum time. Thus, Aronson and Gerard's 1966 demonstration of the excess time effect was replicated. The design also permitted a test of the extent to which this effect generalized to dissimilar tasks as well as a test of a dissonance interpretation of the effect. Results regarding these last two aims were suggestive but inconclusive.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-03-12T10:17:51Z

Busklusker:

'' Author: Emil Ballermann''

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted . Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955 <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example and sub-laws==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

=== Law of Multiplication of Subordinates ===
In order for us to understand the underlying theories, an experiment was outlined in the article for Parkinson’s Law in ''The Economist'' <ref name="Article"></ref>, regarding a civil servant denoted with an '''A''', who are assigned too many tasks. It is immaterial whether this stress is legitimate or imaginary. However, it should be noted that '''A'''’s sensation may be the result of the decreasing energy that is normally accompanied with age. From the viewpoint of '''A''', there are a total of three possible remedies, proposed by C. Northcote Parkinson<ref name="Article"></ref>:
# They may step down from their position.
# They may ask to share the workload with a colleague called '''B'''.
# They may ask two subordinates for help. They are denoted '''C''' and '''D'''.
It is reasoned that throughout civil service history, there has been no instance in which '''A''' has chosen any but the third alternative. Resignation would deny '''A''' of their pension rights, and by appointing '''B''', '''A''' would merely bring a rival for promotion to a higher position, should a vacancy occur. Therefore, '''A''' would rather have subordinates '''C''' and '''D''', below them.
Another point to realize in law of subordinates is that '''C''' and '''D''' are inseparable, since appointment of i.e., '''C''' alone would have been impossible. This is because '''C''' would divide the work with '''A''' and therefore assume nearly the equal status if '''B''' were appointed instead; further emphasized if '''C''' is '''A'''’s only apparent successor.

=== Law of Multiplication of Work ===

In this sub-law, described by C. Northcote Parkinson in the Economist<ref name="Article"></ref>, seven workers are now doing the job the one worker did previously. The seven workers make a lot of work for each other. They demanding all their available time from eachother and '''A''' is working more than ever before. An incoming paper may very well be presented to each of them in turn. In this example, '''E''' decides that the contents of the paper fall into the work area of person '''F''', who then places a draft reply to '''C''', who amends it exceedingly before consulting '''D''', who asks '''G''' to handle it. However, '''G''' is absent on leave in this point in time, and therefore forwards it to '''H''', who drafts a minute, signed by '''D''', and returned to '''C''', who once more revises his draft accordingly and lays this version before '''A''' <ref name="Article"></ref>.

'''A''' now has a choice to make regarding signing the thing unread, therefore also deciding whether '''C''' or '''D''' should succeed to his own office. Considering '''F'''’s special increment of salary for the period of the conference, and '''E'''’s application for transfer to the Ministry of Pensions. This along with other countless considerations may color '''A'''’s intentions, thus tempting '''A''' to sign '''C'''’s draft and have it done with. However, being conscientious, '''A''' decides to go through the draft with care, deleting unnecessary paragraphs and restores the document to the form preferred by '''F'''. '''A''' then produces the same reply they would have written if '''C''' through '''H''' had never existed. See '''Figure ''' for visual representation of this thought experiment. The results of this thought experiment have thus showed that far more people have taken far longer to produce the same result. No official has stayed idle. All parties have done their best.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Parkins formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Managing the problem===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''Geoffrey, R. Penzer. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Porter, B. D. (1980). Parkinsons law revisited - War and the growth of American Government<ref name="Revisited" />:''' 
Bruce D. Porter wrote this article to outline some of his thoughs on C. Northcote Parkinon's article from the Economist. When George Washington’s first Administration was inaugurated in 1790, it functioned with nine simple executive units and approximately 1,000 employees. A century later, the 1891 census recorded that over 150,000 civilians were working in the Harrison Administration. During its first 100 years the American government had grown nearly 10 times as fast as the population. This article investigates whether Parkinson's law can be applied to these administrations.

''' Aronson, E. Landy, D. (1997). Further steps beyond Parkinsons Law - Replication and extension of excess time effect <ref name="Aronson" />:''' 
In this project, subjects were presented with a second task which was either identical to, similar to, or different from the initial task. Of the subjects given the identical task, those who had been allowed excess time on the initial task chose to spend a greater amount of time performing the second task than those initially allowed minimum time. Thus, Aronson and Gerard's 1966 demonstration of the excess time effect was replicated. The design also permitted a test of the extent to which this effect generalized to dissimilar tasks as well as a test of a dissonance interpretation of the effect. Results regarding these last two aims were suggestive but inconclusive.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T22:54:40Z

Busklusker:

'' Author: Emil Ballermann''

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted . Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955 <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example and sub-laws==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

=== Law of Multiplication of Subordinates ===
In order for us to understand the underlying theories, an experiment was outlined in the article for Parkinson’s Law in ''The Economist'' <ref name="Article"></ref>, regarding a civil servant denoted with an '''A''', who are assigned too many tasks. It is immaterial whether this stress is legitimate or imaginary. However, it should be noted that '''A'''’s sensation may be the result of the decreasing energy that is normally accompanied with age. From the viewpoint of '''A''', there are a total of three possible remedies, proposed by C. Northcote Parkinson<ref name="Article"></ref>:
# They may step down from their position.
# They may ask to share the workload with a colleague called '''B'''.
# They may ask two subordinates for help. They are denoted '''C''' and '''D'''.
It is reasoned that throughout civil service history, there has been no instance in which '''A''' has chosen any but the third alternative. Resignation would deny '''A''' of their pension rights, and by appointing '''B''', '''A''' would merely bring a rival for promotion to a higher position, should a vacancy occur. Therefore, '''A''' would rather have subordinates '''C''' and '''D''', below them.
Another point to realize in law of subordinates is that '''C''' and '''D''' are inseparable, since appointment of i.e., '''C''' alone would have been impossible. This is because '''C''' would divide the work with '''A''' and therefore assume nearly the equal status if '''B''' were appointed instead; further emphasized if '''C''' is '''A'''’s only apparent successor.

=== Law of Multiplication of Work ===

In this sub-law, described by C. Northcote Parkinson in the Economist<ref name="Article"></ref>, seven workers are now doing the job the one worker did previously. The seven workers make a lot of work for each other. They demanding all their available time from eachother and '''A''' is working more than ever before. An incoming paper may very well be presented to each of them in turn. In this example, '''E''' decides that the contents of the paper fall into the work area of person '''F''', who then places a draft reply to '''C''', who amends it exceedingly before consulting '''D''', who asks '''G''' to handle it. However, '''G''' is absent on leave in this point in time, and therefore forwards it to '''H''', who drafts a minute, signed by '''D''', and returned to '''C''', who once more revises his draft accordingly and lays this version before '''A''' <ref name="Article"></ref>.

'''A''' now has a choice to make regarding signing the thing unread, therefore also deciding whether '''C''' or '''D''' should succeed to his own office. Considering '''F'''’s special increment of salary for the period of the conference, and '''E'''’s application for transfer to the Ministry of Pensions. This along with other countless considerations may color '''A'''’s intentions, thus tempting '''A''' to sign '''C'''’s draft and have it done with. However, being conscientious, '''A''' decides to go through the draft with care, deleting unnecessary paragraphs and restores the document to the form preferred by '''F'''. '''A''' then produces the same reply they would have written if '''C''' through '''H''' had never existed. See '''Figure 1.2.1''' for visual representation of this thought experiment. The results of this thought experiment have thus showed that far more people have taken far longer to produce the same result. No official has stayed idle. All parties have done their best.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Parkins formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Managing the problem===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''Geoffrey, R. Penzer. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Porter, B. D. (1980). Parkinsons law revisited - War and the growth of American Government<ref name="Revisited" />:''' 
Bruce D. Porter wrote this article to outline some of his thoughs on C. Northcote Parkinon's article from the Economist. When George Washington’s first Administration was inaugurated in 1790, it functioned with nine simple executive units and approximately 1,000 employees. A century later, the 1891 census recorded that over 150,000 civilians were working in the Harrison Administration. During its first 100 years the American government had grown nearly 10 times as fast as the population. This article investigates whether Parkinson's law can be applied to these administrations.

''' Aronson, E. Landy, D. (1997). Further steps beyond Parkinsons Law - Replication and extension of excess time effect <ref name="Aronson" />:''' 
In this project, subjects were presented with a second task which was either identical to, similar to, or different from the initial task. Of the subjects given the identical task, those who had been allowed excess time on the initial task chose to spend a greater amount of time performing the second task than those initially allowed minimum time. Thus, Aronson and Gerard's 1966 demonstration of the excess time effect was replicated. The design also permitted a test of the extent to which this effect generalized to dissimilar tasks as well as a test of a dissonance interpretation of the effect. Results regarding these last two aims were suggestive but inconclusive.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T22:53:36Z

Busklusker:

'' Author: Emil Ballermann''

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted . Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955 <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example and sub-laws==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

=== Law of Multiplication of Subordinates ===
In order for us to understand the underlying theories, an experiment was outlined in the article for Parkinson’s Law in ''The Economist'' <ref name="Article"></ref>, regarding a civil servant denoted with an '''A''', who are assigned too many tasks. It is immaterial whether this stress is legitimate or imaginary. However, it should be noted that '''A'''’s sensation may be the result of the decreasing energy that is normally accompanied with age. From the viewpoint of '''A''', there are a total of three possible remedies, proposed by C. Northcote Parkinson<ref name="Article"></ref>:
# They may step down from their position.
# They may ask to share the workload with a colleague called '''B'''.
# They may ask two subordinates for help. They are denoted '''C''' and '''D'''.
It is reasoned that throughout civil service history, there has been no instance in which '''A''' has chosen any but the third alternative. Resignation would deny '''A''' of their pension rights, and by appointing '''B''', '''A''' would merely bring a rival for promotion to a higher position, should a vacancy occur. Therefore, '''A''' would rather have subordinates '''C''' and '''D''', below them.
Another point to realize in law of subordinates is that '''C''' and '''D''' are inseparable, since appointment of i.e., '''C''' alone would have been impossible. This is because '''C''' would divide the work with '''A''' and therefore assume nearly the equal status if '''B''' were appointed instead; further emphasized if '''C''' is '''A'''’s only apparent successor.

=== Law of Multiplication of Work ===

In this sub-law, described by C. Northcote Parkinson in the Economist<ref name="Article"></ref>, seven workers are now doing the job the one worker did previously. The seven workers make a lot of work for each other. They demanding all their available time from eachother and '''A''' is working more than ever before. An incoming paper may very well be presented to each of them in turn. In this example, '''E''' decides that the contents of the paper fall into the work area of person '''F''', who then places a draft reply to '''C''', who amends it exceedingly before consulting '''D''', who asks '''G''' to handle it. However, '''G''' is absent on leave in this point in time, and therefore forwards it to '''H''', who drafts a minute, signed by '''D''', and returned to '''C''', who once more revises his draft accordingly and lays this version before '''A''' <ref name="Article"></ref>.

'''A''' now has a choice to make regarding signing the thing unread, therefore also deciding whether '''C''' or '''D''' should succeed to his own office. Considering '''F'''’s special increment of salary for the period of the conference, and '''E'''’s application for transfer to the Ministry of Pensions. This along with other countless considerations may color '''A'''’s intentions, thus tempting '''A''' to sign '''C'''’s draft and have it done with. However, being conscientious, '''A''' decides to go through the draft with care, deleting unnecessary paragraphs and restores the document to the form preferred by '''F'''. '''A''' then produces the same reply they would have written if '''C''' through '''H''' had never existed. See '''Figure 1.2.1''' for visual representation of this thought experiment. The results of this thought experiment have thus showed that far more people have taken far longer to produce the same result. No official has stayed idle. All parties have done their best.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Parkins formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Managin the problem===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''Geoffrey, R. Penzer. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Porter, B. D. (1980). Parkinsons law revisited - War and the growth of American Government<ref name="Revisited" />:''' 
Bruce D. Porter wrote this article to outline some of his thoughs on C. Northcote Parkinon's article from the Economist. When George Washington’s first Administration was inaugurated in 1790, it functioned with nine simple executive units and approximately 1,000 employees. A century later, the 1891 census recorded that over 150,000 civilians were working in the Harrison Administration. During its first 100 years the American government had grown nearly 10 times as fast as the population. This article investigates whether Parkinson's law can be applied to these administrations.

''' Aronson, E. Landy, D. (1997). Further steps beyond Parkinsons Law - Replication and extension of excess time effect <ref name="Aronson" />:''' 
In this project, subjects were presented with a second task which was either identical to, similar to, or different from the initial task. Of the subjects given the identical task, those who had been allowed excess time on the initial task chose to spend a greater amount of time performing the second task than those initially allowed minimum time. Thus, Aronson and Gerard's 1966 demonstration of the excess time effect was replicated. The design also permitted a test of the extent to which this effect generalized to dissimilar tasks as well as a test of a dissonance interpretation of the effect. Results regarding these last two aims were suggestive but inconclusive.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T22:47:26Z

Busklusker:

'' Author: Emil Ballermann''

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted . Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955 <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example and sub-laws==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

=== Law of Multiplication of Subordinates ===
In order for us to understand the underlying theories, an experiment was outlined in the article for Parkinson’s Law in ''The Economist'' <ref name="Article"></ref>, regarding a civil servant denoted with an '''A''', who are assigned too many tasks. It is immaterial whether this stress is legitimate or imaginary. However, it should be noted that '''A'''’s sensation may be the result of the decreasing energy that is normally accompanied with age. From the viewpoint of '''A''', there are a total of three possible remedies, proposed by C. Northcote Parkinson<ref name="Article"></ref>:
# They may step down from their position.
# They may ask to share the workload with a colleague called '''B'''.
# They may ask two subordinates for help. They are denoted '''C''' and '''D'''.
It is reasoned that throughout civil service history, there has been no instance in which '''A''' has chosen any but the third alternative. Resignation would deny '''A''' of their pension rights, and by appointing '''B''', '''A''' would merely bring a rival for promotion to a higher position, should a vacancy occur. Therefore, '''A''' would rather have subordinates '''C''' and '''D''', below them.
Another point to realize in law of subordinates is that '''C''' and '''D''' are inseparable, since appointment of i.e., '''C''' alone would have been impossible. This is because '''C''' would divide the work with '''A''' and therefore assume nearly the equal status if '''B''' were appointed instead; further emphasized if '''C''' is '''A'''’s only apparent successor.

=== Law of Multiplication of Work ===

In this sub-law, described by C. Northcote Parkinson in the Economist<ref name="Article"></ref>, seven workers are now doing the job the one worker did previously. The seven workers make a lot of work for each other. They demanding all their available time from eachother and '''A''' is working more than ever before. An incoming paper may very well be presented to each of them in turn. In this example, '''E''' decides that the contents of the paper fall into the work area of person '''F''', who then places a draft reply to '''C''', who amends it exceedingly before consulting '''D''', who asks '''G''' to handle it. However, '''G''' is absent on leave in this point in time, and therefore forwards it to '''H''', who drafts a minute, signed by '''D''', and returned to '''C''', who once more revises his draft accordingly and lays this version before '''A''' <ref name="Article"></ref>.

'''A''' now has a choice to make regarding signing the thing unread, therefore also deciding whether '''C''' or '''D''' should succeed to his own office. Considering '''F'''’s special increment of salary for the period of the conference, and '''E'''’s application for transfer to the Ministry of Pensions. This along with other countless considerations may color '''A'''’s intentions, thus tempting '''A''' to sign '''C'''’s draft and have it done with. However, being conscientious, '''A''' decides to go through the draft with care, deleting unnecessary paragraphs and restores the document to the form preferred by '''F'''. '''A''' then produces the same reply they would have written if '''C''' through '''H''' had never existed. See '''Figure 1.2.1''' for visual representation of this thought experiment. The results of this thought experiment have thus showed that far more people have taken far longer to produce the same result. No official has stayed idle. All parties have done their best.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Managin the problem===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''Geoffrey, R. Penzer. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Porter, B. D. (1980). Parkinsons law revisited - War and the growth of American Government<ref name="Revisited" />:''' 
Bruce D. Porter wrote this article to outline some of his thoughs on C. Northcote Parkinon's article from the Economist. When George Washington’s first Administration was inaugurated in 1790, it functioned with nine simple executive units and approximately 1,000 employees. A century later, the 1891 census recorded that over 150,000 civilians were working in the Harrison Administration. During its first 100 years the American government had grown nearly 10 times as fast as the population. This article investigates whether Parkinson's law can be applied to these administrations.

''' Aronson, E. Landy, D. (1997). Further steps beyond Parkinsons Law - Replication and extension of excess time effect <ref name="Aronson" />:''' 
In this project, subjects were presented with a second task which was either identical to, similar to, or different from the initial task. Of the subjects given the identical task, those who had been allowed excess time on the initial task chose to spend a greater amount of time performing the second task than those initially allowed minimum time. Thus, Aronson and Gerard's 1966 demonstration of the excess time effect was replicated. The design also permitted a test of the extent to which this effect generalized to dissimilar tasks as well as a test of a dissonance interpretation of the effect. Results regarding these last two aims were suggestive but inconclusive.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T22:46:59Z

Busklusker:

'' Author: Emil Ballermann''

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted . Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955 <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example and sub-laws==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

=== Law of Multiplication of Subordinates ===
In order for us to understand the underlying theories, an experiment was outlined in the article for Parkinson’s Law in ''The Economist'' <ref name="Article"></ref>, regarding a civil servant denoted with an '''A''', who are assigned too many tasks. It is immaterial whether this stress is legitimate or imaginary. However, it should be noted that '''A'''’s sensation may be the result of the decreasing energy that is normally accompanied with age. From the viewpoint of '''A''', there are a total of three possible remedies, proposed by C. Northcote Parkinson<ref name="Article"></ref>:
# They may step down from their position.
# They may ask to share the workload with a colleague called '''B'''.
# They may ask two subordinates for help. They are denoted '''C''' and '''D'''.
It is reasoned that throughout civil service history, there has been no instance in which '''A''' has chosen any but the third alternative. Resignation would deny '''A''' of their pension rights, and by appointing '''B''', '''A''' would merely bring a rival for promotion to a higher position, should a vacancy occur. Therefore, '''A''' would rather have subordinates '''C''' and '''D''', below them.
Another point to realize in law of subordinates is that '''C''' and '''D''' are inseparable, since appointment of i.e., '''C''' alone would have been impossible. This is because '''C''' would divide the work with '''A''' and therefore assume nearly the equal status if '''B''' were appointed instead; further emphasized if '''C''' is '''A'''’s only apparent successor.

=== Law of Multiplication of Work ===

In this sub-law, described by C. Northcote Parkinson in the Economist<ref name="Article"></ref>, seven workers are now doing the job the one worker did previously. The seven workers make a lot of work for each other. They demanding all their available time from eachother and '''A''' is working more than ever before. An incoming paper may very well be presented to each of them in turn. In this example, '''E''' decides that the contents of the paper fall into the work area of person '''F''', who then places a draft reply to '''C''', who amends it exceedingly before consulting '''D''', who asks '''G''' to handle it. However, '''G''' is absent on leave in this point in time, and therefore forwards it to '''H''', who drafts a minute, signed by '''D''', and returned to '''C''', who once more revises his draft accordingly and lays this version before '''A''' <ref name="Article"></ref>.

'''A''' now has a choice to make regarding signing the thing unread, therefore also deciding whether '''C''' or '''D''' should succeed to his own office. Considering '''F'''’s special increment of salary for the period of the conference, and '''E'''’s application for transfer to the Ministry of Pensions. This along with other countless considerations may color '''A'''’s intentions, thus tempting '''A''' to sign '''C'''’s draft and have it done with. However, being conscientious, '''A''' decides to go through the draft with care, deleting unnecessary paragraphs and restores the document to the form preferred by '''F'''. '''A''' then produces the same reply they would have written if '''C''' through '''H''' had never existed. See '''Figure 1.2.1''' for visual representation of this thought experiment. The results of this thought experiment have thus showed that far more people have taken far longer to produce the same result. No official has stayed idle. All parties have done their best.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Managin the problem===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''GEOFFREY, R. PENZER. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Porter, B. D. (1980). Parkinsons law revisited - War and the growth of American Government<ref name="Revisited" />:''' 
Bruce D. Porter wrote this article to outline some of his thoughs on C. Northcote Parkinon's article from the Economist. When George Washington’s first Administration was inaugurated in 1790, it functioned with nine simple executive units and approximately 1,000 employees. A century later, the 1891 census recorded that over 150,000 civilians were working in the Harrison Administration. During its first 100 years the American government had grown nearly 10 times as fast as the population. This article investigates whether Parkinson's law can be applied to these administrations.

''' Aronson, E. Landy, D. (1997). Further steps beyond Parkinsons Law - Replication and extension of excess time effect <ref name="Aronson" />:''' 
In this project, subjects were presented with a second task which was either identical to, similar to, or different from the initial task. Of the subjects given the identical task, those who had been allowed excess time on the initial task chose to spend a greater amount of time performing the second task than those initially allowed minimum time. Thus, Aronson and Gerard's 1966 demonstration of the excess time effect was replicated. The design also permitted a test of the extent to which this effect generalized to dissimilar tasks as well as a test of a dissonance interpretation of the effect. Results regarding these last two aims were suggestive but inconclusive.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T22:46:30Z

Busklusker:

'' Author: Emil Ballermann''

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted . Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955 <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example and sub-laws==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

=== Law of Multiplication of Subordinates ===
In order for us to understand the underlying theories, an experiment was outlined in the article for Parkinson’s Law in ''The Economist'' <ref name="Article"></ref>, regarding a civil servant denoted with an '''A''', who are assigned too many tasks. It is immaterial whether this stress is legitimate or imaginary. However, it should be noted that '''A'''’s sensation may be the result of the decreasing energy that is normally accompanied with age. From the viewpoint of '''A''', there are a total of three possible remedies, proposed by C. Northcote Parkinson<ref name="Article"></ref>:
# They may step down from their position.
# They may ask to share the workload with a colleague called '''B'''.
# They may ask two subordinates for help. They are denoted '''C''' and '''D'''.
It is reasoned that throughout civil service history, there has been no instance in which '''A''' has chosen any but the third alternative. Resignation would deny '''A''' of their pension rights, and by appointing '''B''', '''A''' would merely bring a rival for promotion to a higher position, should a vacancy occur. Therefore, '''A''' would rather have subordinates '''C''' and '''D''', below them.
Another point to realize in law of subordinates is that '''C''' and '''D''' are inseparable, since appointment of i.e., '''C''' alone would have been impossible. This is because '''C''' would divide the work with '''A''' and therefore assume nearly the equal status if '''B''' were appointed instead; further emphasized if '''C''' is '''A'''’s only apparent successor.

=== Law of Multiplication of Work ===

In this sub-law, described by C. Northcote Parkinson in the Economist<ref name="Article"></ref>, seven workers are now doing the job the one worker did previously. The seven workers make a lot of work for each other. They demanding all their available time from eachother and '''A''' is working more than ever before. An incoming paper may very well be presented to each of them in turn. In this example, '''E''' decides that the contents of the paper fall into the work area of person '''F''', who then places a draft reply to '''C''', who amends it exceedingly before consulting '''D''', who asks '''G''' to handle it. However, '''G''' is absent on leave in this point in time, and therefore forwards it to '''H''', who drafts a minute, signed by '''D''', and returned to '''C''', who once more revises his draft accordingly and lays this version before '''A''' <ref name="Article"></ref>.

'''A''' now has a choice to make regarding signing the thing unread, therefore also deciding whether '''C''' or '''D''' should succeed to his own office. Considering '''F'''’s special increment of salary for the period of the conference, and '''E'''’s application for transfer to the Ministry of Pensions. This along with other countless considerations may color '''A'''’s intentions, thus tempting '''A''' to sign '''C'''’s draft and have it done with. However, being conscientious, '''A''' decides to go through the draft with care, deleting unnecessary paragraphs and restores the document to the form preferred by '''F'''. '''A''' then produces the same reply they would have written if '''C''' through '''H''' had never existed. See '''Figure 1.2.1''' for visual representation of this thought experiment. The results of this thought experiment have thus showed that far more people have taken far longer to produce the same result. No official has stayed idle. All parties have done their best.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Managin the problem===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''GEOFFREY, R. PENZER. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Porter, B. D. (1980). Parkinsons law revisited - War and the growth of American Government<ref name="Revisited" />:''' 
Bruce D. Porter wrote this article to outline some of his thoughs on C. Northcote Parkinon's article from the Economist. When George Washington’s first Administration was inaugurated in 1790, it functioned with nine simple executive units and approximately 1,000 employees. A century later, the 1891 census recorded that over 150,000 civilians were working in the Harrison Administration. During its first 100 years the American government had grown nearly 10 times as fast as the population. This article investigates whether Parkinson's law can be applied to these administrations.

''' Aronson, E. Landy, D. (1997). Further steps beyond Parkinsons Law - Replication and extension of excess time effect <ref name="Aronson" />:''' 
In this project, subjects were presented with a second task which was either identical to, similar to, or different from the initial task. Of the subjects given the identical task, those who had been allowed excess time on the initial task chose to spend a greater amount of time performing the second task than those initially allowed minimum time. Thus, Aronson and Gerard's 1966 demonstration of the excess time effect was replicated. The design also permitted a test of the extent to which this effect generalized to dissimilar tasks as well as a test of a dissonance interpretation of the effect. Results regarding these last two aims were suggestive but inconclusive.

'''Locke, E. A. & Latham, G. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey<ref name="LockLatham" />:''' 
In this article, the two leading researchers within goal setting theory summarizes 35 years of empirical research within the area. The article gives a sound introduction to goal setting theory by describing the core findings and describing the relationship between performance and goal setting. Furthermore, the article discusses goal setting theory's direction, highlighting the relevance of goal setting in project management. Altogether, the article is a perfect starting point for understanding goal setting theory and its importance for project management. Lastly, can the reference be used to find additional material within the area.

'''Meyer, P. J. (2003). Attitude is everything!: If you want to succeed above and beyond<ref name="Meyer" />:''' 
Meyer gives a comprehensive explanation and introduction to the SMART Goal Framework and its acronym in this small book. The book provides the reader with an in-depth description of the SMART Goal Framework characteristics and provides small practical examples of each acronym's letter to help the reader understand the framework and acronym. Meyer's explanation and work are greatly utilized in the literature when explaining the SMART Goal Frameworks acronym as the book highlights the SMART Goal Frameworks' utilization and is easily understood. Meyer further describes the importance of attitude when trying to succeed in doing anything.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T22:44:29Z

Busklusker:

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted . Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955 <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example and sub-laws==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

=== Law of Multiplication of Subordinates ===
In order for us to understand the underlying theories, an experiment was outlined in the article for Parkinson’s Law in ''The Economist'' <ref name="Article"></ref>, regarding a civil servant denoted with an '''A''', who are assigned too many tasks. It is immaterial whether this stress is legitimate or imaginary. However, it should be noted that '''A'''’s sensation may be the result of the decreasing energy that is normally accompanied with age. From the viewpoint of '''A''', there are a total of three possible remedies, proposed by C. Northcote Parkinson<ref name="Article"></ref>:
# They may step down from their position.
# They may ask to share the workload with a colleague called '''B'''.
# They may ask two subordinates for help. They are denoted '''C''' and '''D'''.
It is reasoned that throughout civil service history, there has been no instance in which '''A''' has chosen any but the third alternative. Resignation would deny '''A''' of their pension rights, and by appointing '''B''', '''A''' would merely bring a rival for promotion to a higher position, should a vacancy occur. Therefore, '''A''' would rather have subordinates '''C''' and '''D''', below them.
Another point to realize in law of subordinates is that '''C''' and '''D''' are inseparable, since appointment of i.e., '''C''' alone would have been impossible. This is because '''C''' would divide the work with '''A''' and therefore assume nearly the equal status if '''B''' were appointed instead; further emphasized if '''C''' is '''A'''’s only apparent successor.

=== Law of Multiplication of Work ===

In this sub-law, described by C. Northcote Parkinson in the Economist<ref name="Article"></ref>, seven workers are now doing the job the one worker did previously. The seven workers make a lot of work for each other. They demanding all their available time from eachother and '''A''' is working more than ever before. An incoming paper may very well be presented to each of them in turn. In this example, '''E''' decides that the contents of the paper fall into the work area of person '''F''', who then places a draft reply to '''C''', who amends it exceedingly before consulting '''D''', who asks '''G''' to handle it. However, '''G''' is absent on leave in this point in time, and therefore forwards it to '''H''', who drafts a minute, signed by '''D''', and returned to '''C''', who once more revises his draft accordingly and lays this version before '''A''' <ref name="Article"></ref>.

'''A''' now has a choice to make regarding signing the thing unread, therefore also deciding whether '''C''' or '''D''' should succeed to his own office. Considering '''F'''’s special increment of salary for the period of the conference, and '''E'''’s application for transfer to the Ministry of Pensions. This along with other countless considerations may color '''A'''’s intentions, thus tempting '''A''' to sign '''C'''’s draft and have it done with. However, being conscientious, '''A''' decides to go through the draft with care, deleting unnecessary paragraphs and restores the document to the form preferred by '''F'''. '''A''' then produces the same reply they would have written if '''C''' through '''H''' had never existed. See '''Figure 1.2.1''' for visual representation of this thought experiment. The results of this thought experiment have thus showed that far more people have taken far longer to produce the same result. No official has stayed idle. All parties have done their best.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Managin the problem===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''GEOFFREY, R. PENZER. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Porter, B. D. (1980). Parkinsons law revisited - War and the growth of American Government<ref name="Revisited" />:''' 
Bruce D. Porter wrote this article to outline some of his thoughs on C. Northcote Parkinon's article from the Economist. When George Washington’s first Administration was inaugurated in 1790, it functioned with nine simple executive units and approximately 1,000 employees. A century later, the 1891 census recorded that over 150,000 civilians were working in the Harrison Administration. During its first 100 years the American government had grown nearly 10 times as fast as the population. This article investigates whether Parkinson's law can be applied to these administrations.

''' Aronson, E. Landy, D. (1997). Further steps beyond Parkinsons Law - Replication and extension of excess time effect <ref name="Aronson" />:''' 
In this project, subjects were presented with a second task which was either identical to, similar to, or different from the initial task. Of the subjects given the identical task, those who had been allowed excess time on the initial task chose to spend a greater amount of time performing the second task than those initially allowed minimum time. Thus, Aronson and Gerard's 1966 demonstration of the excess time effect was replicated. The design also permitted a test of the extent to which this effect generalized to dissimilar tasks as well as a test of a dissonance interpretation of the effect. Results regarding these last two aims were suggestive but inconclusive.

'''Locke, E. A. & Latham, G. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey<ref name="LockLatham" />:''' 
In this article, the two leading researchers within goal setting theory summarizes 35 years of empirical research within the area. The article gives a sound introduction to goal setting theory by describing the core findings and describing the relationship between performance and goal setting. Furthermore, the article discusses goal setting theory's direction, highlighting the relevance of goal setting in project management. Altogether, the article is a perfect starting point for understanding goal setting theory and its importance for project management. Lastly, can the reference be used to find additional material within the area.

'''Meyer, P. J. (2003). Attitude is everything!: If you want to succeed above and beyond<ref name="Meyer" />:''' 
Meyer gives a comprehensive explanation and introduction to the SMART Goal Framework and its acronym in this small book. The book provides the reader with an in-depth description of the SMART Goal Framework characteristics and provides small practical examples of each acronym's letter to help the reader understand the framework and acronym. Meyer's explanation and work are greatly utilized in the literature when explaining the SMART Goal Frameworks acronym as the book highlights the SMART Goal Frameworks' utilization and is easily understood. Meyer further describes the importance of attitude when trying to succeed in doing anything.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T22:42:29Z

Busklusker:

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted . Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955 <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example and sub-laws==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

=== Law of Multiplication of Subordinates ===
In order for us to understand the underlying theories, an experiment was outlined in the article for Parkinson’s Law in ''The Economist'' <ref name="Article"></ref>, regarding a civil servant denoted with an '''A''', who are assigned too many tasks. It is immaterial whether this stress is legitimate or imaginary. However, it should be noted that '''A'''’s sensation may be the result of the decreasing energy that is normally accompanied with age. From the viewpoint of '''A''', there are a total of three possible remedies, proposed by C. Northcote Parkinson<ref name="Article"></ref>:
# They may step down from their position.
# They may ask to share the workload with a colleague called '''B'''.
# They may ask two subordinates for help. They are denoted '''C''' and '''D'''.
It is reasoned that throughout civil service history, there has been no instance in which '''A''' has chosen any but the third alternative. Resignation would deny '''A''' of their pension rights, and by appointing '''B''', '''A''' would merely bring a rival for promotion to a higher position, should a vacancy occur. Therefore, '''A''' would rather have subordinates '''C''' and '''D''', below them.
Another point to realize in law of subordinates is that '''C''' and '''D''' are inseparable, since appointment of i.e., '''C''' alone would have been impossible. This is because '''C''' would divide the work with '''A''' and therefore assume nearly the equal status if '''B''' were appointed instead; further emphasized if '''C''' is '''A'''’s only apparent successor.

=== Law of Multiplication of Work ===

In this sub-law, described by C. Northcote Parkinson in the Economist<ref name="Article"></ref>, seven workers are now doing the job the one worker did previously. The seven workers make a lot of work for each other. They demanding all their available time from eachother and '''A''' is working more than ever before. An incoming paper may very well be presented to each of them in turn. In this example, '''E''' decides that the contents of the paper fall into the work area of person '''F''', who then places a draft reply to '''C''', who amends it exceedingly before consulting '''D''', who asks '''G''' to handle it. However, '''G''' is absent on leave in this point in time, and therefore forwards it to '''H''', who drafts a minute, signed by '''D''', and returned to '''C''', who once more revises his draft accordingly and lays this version before '''A''' <ref name="Article"></ref>.

'''A''' now has a choice to make regarding signing the thing unread, therefore also deciding whether '''C''' or '''D''' should succeed to his own office. Considering '''F'''’s special increment of salary for the period of the conference, and '''E'''’s application for transfer to the Ministry of Pensions. This along with other countless considerations may color '''A'''’s intentions, thus tempting '''A''' to sign '''C'''’s draft and have it done with. However, being conscientious, '''A''' decides to go through the draft with care, deleting unnecessary paragraphs and restores the document to the form preferred by '''F'''. '''A''' then produces the same reply they would have written if '''C''' through '''H''' had never existed. See '''Figure 1.2.1''' for visual representation of this thought experiment. The results of this thought experiment have thus showed that far more people have taken far longer to produce the same result. No official has stayed idle. All parties have done their best.

Imagine that a team
Parkinson describes how work is elastic in its demands on time.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''GEOFFREY, R. PENZER. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Porter, B. D. (1980). Parkinsons law revisited - War and the growth of American Government<ref name="Revisited" />:''' 
Bruce D. Porter wrote this article to outline some of his thoughs on C. Northcote Parkinon's article from the Economist. When George Washington’s first Administration was inaugurated in 1790, it functioned with nine simple executive units and approximately 1,000 employees. A century later, the 1891 census recorded that over 150,000 civilians were working in the Harrison Administration. During its first 100 years the American government had grown nearly 10 times as fast as the population. This article investigates whether Parkinson's law can be applied to these administrations.

''' Aronson, E. Landy, D. (1997). Further steps beyond Parkinsons Law - Replication and extension of excess time effect <ref name="Aronson" />:''' 
In this project, subjects were presented with a second task which was either identical to, similar to, or different from the initial task. Of the subjects given the identical task, those who had been allowed excess time on the initial task chose to spend a greater amount of time performing the second task than those initially allowed minimum time. Thus, Aronson and Gerard's 1966 demonstration of the excess time effect was replicated. The design also permitted a test of the extent to which this effect generalized to dissimilar tasks as well as a test of a dissonance interpretation of the effect. Results regarding these last two aims were suggestive but inconclusive.

'''Locke, E. A. & Latham, G. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey<ref name="LockLatham" />:''' 
In this article, the two leading researchers within goal setting theory summarizes 35 years of empirical research within the area. The article gives a sound introduction to goal setting theory by describing the core findings and describing the relationship between performance and goal setting. Furthermore, the article discusses goal setting theory's direction, highlighting the relevance of goal setting in project management. Altogether, the article is a perfect starting point for understanding goal setting theory and its importance for project management. Lastly, can the reference be used to find additional material within the area.

'''Meyer, P. J. (2003). Attitude is everything!: If you want to succeed above and beyond<ref name="Meyer" />:''' 
Meyer gives a comprehensive explanation and introduction to the SMART Goal Framework and its acronym in this small book. The book provides the reader with an in-depth description of the SMART Goal Framework characteristics and provides small practical examples of each acronym's letter to help the reader understand the framework and acronym. Meyer's explanation and work are greatly utilized in the literature when explaining the SMART Goal Frameworks acronym as the book highlights the SMART Goal Frameworks' utilization and is easily understood. Meyer further describes the importance of attitude when trying to succeed in doing anything.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T22:29:50Z

Busklusker:

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted . Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955 <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example and sub-laws==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

=== Law of Multiplication of Subordinates ===
In order for us to understand the underlying theories, an experiment was outlined in the article for Parkinson’s Law in ''The Economist'' <ref name="Article"></ref>, regarding a civil servant denoted with an '''A''', who are assigned too many tasks. It is immaterial whether this stress is legitimate or imaginary. However, it should be noted that '''A'''’s sensation may be the result of the decreasing energy that is normally accompanied with age. From the viewpoint of '''A''', there are a total of three possible remedies, proposed by C. Northcote Parkinson<ref name="Article"></ref>:
# They may step down from their position.
# They may ask to share the workload with a colleague called '''B'''.
# They may ask two subordinates for help. They are denoted '''C''' and '''D'''.
It is reasoned that throughout civil service history, there has been no instance in which '''A''' has chosen any but the third alternative. Resignation would deny '''A''' of their pension rights, and by appointing '''B''', '''A''' would merely bring a rival for promotion to a higher position, should a vacancy occur. Therefore, '''A''' would rather have subordinates '''C''' and '''D''', below them.
Another point to realize in law of subordinates is that '''C''' and '''D''' are inseparable, since appointment of i.e., '''C''' alone would have been impossible. This is because '''C''' would divide the work with '''A''' and therefore assume nearly the equal status if '''B''' were appointed instead; further emphasized if '''C''' is '''A'''’s only apparent successor.

=== Law of Multiplication of Work ===

In this sub-law, described by C. Northcote Parkinson in the Economist<ref name="Article"></ref>, seven workers are now doing the job the one worker did previously. The seven workers make a lot of work for each other. They demanding all their available time from eachother and '''A''' is working more than ever before. An incoming paper may very well be presented to each of them in turn. In this example, '''E''' decides that the contents of the paper fall into the work area of person '''F''', who then places a draft reply to '''C''', who amends it exceedingly before consulting '''D''', who asks '''G''' to handle it. However, '''G''' is absent on leave in this point in time, and therefore forwards it to '''H''', who drafts a minute, signed by '''D''', and returned to '''C''', who once more revises his draft accordingly and lays this version before '''A''' <ref name="Article"></ref>.

'''A''' now has a choice to make regarding signing the thing unread, therefore also deciding whether '''C''' or '''D''' should succeed to his own office. Considering '''F'''’s special increment of salary for the period of the conference, and '''E'''’s application for transfer to the Ministry of Pensions. This along with other countless considerations may color '''A'''’s intentions, thus tempting '''A''' to sign '''C'''’s draft and have it done with. However, being conscientious, '''A''' decides to go through the draft with care, deleting unnecessary paragraphs and restores the document to the form preferred by '''F'''. '''A''' then produces the same reply they would have written if '''C''' through '''H''' had never existed. See '''Figure 1.2.1''' for visual representation of this thought experiment. The results of this thought experiment have thus showed that far more people have taken far longer to produce the same result. No official has stayed idle. All parties have done their best.

Imagine that a team
Parkinson describes how work is elastic in its demands on time.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''GEOFFREY, R. PENZER. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Doran, G. T. (1981). There's a S.M.A.R.T. Way to Write Management's Goals and Objectives<ref name="Doran" />:''' 
Doran, in this article, gives the first mention and explanation of the SMART acronym. In the article, Doran addresses the problem of writing effective goals as a challenging task, which most managers can do, and Doran stresses the correlation between vague goal setting and organizations that underperform. Doran argues that goals setting must become a way of life for managers and remember the acronym and its specification when setting an effective goal. Finally, Doran also emphasizes the complexity and obstacles the dynamic business environment offers, which highly influences goal setting.

'''Daudkhane, Y. (2017). Why SMART Goals are not ‘Smart’ Enough?<ref name="Daudkhane" />:''' 
This article offers a concise overview of the SMART Goal Framework and the common mistakes made when utilizing it. In the article, Daudkhane discusses the meaning of goals and their impact, as well as the concept of the SMART Goal Framework, how it has evolved, and its benefits. Daudkhane uncovers the common mistakes made when utilizing the SMART Goal Framework for goal setting and seeks to give mitigation and whys of avoiding these in the goal setting. Daudkhane emphasizes how the missing of the" Why" is one of the greatest mistakes made when utilizing the SMART Goal Framework.

'''Locke, E. A. & Latham, G. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey<ref name="LockLatham" />:''' 
In this article, the two leading researchers within goal setting theory summarizes 35 years of empirical research within the area. The article gives a sound introduction to goal setting theory by describing the core findings and describing the relationship between performance and goal setting. Furthermore, the article discusses goal setting theory's direction, highlighting the relevance of goal setting in project management. Altogether, the article is a perfect starting point for understanding goal setting theory and its importance for project management. Lastly, can the reference be used to find additional material within the area.

'''Meyer, P. J. (2003). Attitude is everything!: If you want to succeed above and beyond<ref name="Meyer" />:''' 
Meyer gives a comprehensive explanation and introduction to the SMART Goal Framework and its acronym in this small book. The book provides the reader with an in-depth description of the SMART Goal Framework characteristics and provides small practical examples of each acronym's letter to help the reader understand the framework and acronym. Meyer's explanation and work are greatly utilized in the literature when explaining the SMART Goal Frameworks acronym as the book highlights the SMART Goal Frameworks' utilization and is easily understood. Meyer further describes the importance of attitude when trying to succeed in doing anything.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T22:07:09Z

Busklusker:

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted . Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955 <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example and sub-laws==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

=== Law of Multiplication of Subordinates ===
In order for us to understand the underlying theories, an experiment was outlined in the article for Parkinson’s Law in ''The Economist'' <ref name="Article"></ref>, regarding a civil servant denoted with an '''A''', who are assigned too many tasks. It is immaterial whether this stress is legitimate or imaginary. However, it should be noted that '''A'''’s sensation may be the result of the decreasing energy that is normally accompanied with age. From the viewpoint of '''A''', there are a total of three possible remedies, proposed by C. Northcote Parkinson<ref name="Article"></ref>:
# They may step down from their position.
# They may ask to share the workload with a colleague called '''B'''.
# They may demand the assistance of two subordinates to be called '''C''' and '''D'''.
It is reasoned that throughout civil service history, there has been no instance in which '''A''' has chosen any but the third alternative. Resignation would deny '''A''' of their pension rights, and by appointing '''B''', '''A''' would merely bring a rival for promotion to a higher position, should a vacancy occur. Therefore, '''A''' would rather have subordinates '''C''' and '''D''', below them.
Another point to realize in law of subordinates is that '''C''' and '''D''' are inseparable, since appointment of i.e., '''C''' alone would have been impossible. This is because '''C''' would divide the work with '''A''' and therefore assume nearly the equal status if '''B''' were appointed instead; further emphasized if '''C''' is '''A'''’s only apparent successor.

Imagine that a team
Parkinson describes how work is elastic in its demands on time.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''GEOFFREY, R. PENZER. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Doran, G. T. (1981). There's a S.M.A.R.T. Way to Write Management's Goals and Objectives<ref name="Doran" />:''' 
Doran, in this article, gives the first mention and explanation of the SMART acronym. In the article, Doran addresses the problem of writing effective goals as a challenging task, which most managers can do, and Doran stresses the correlation between vague goal setting and organizations that underperform. Doran argues that goals setting must become a way of life for managers and remember the acronym and its specification when setting an effective goal. Finally, Doran also emphasizes the complexity and obstacles the dynamic business environment offers, which highly influences goal setting.

'''Daudkhane, Y. (2017). Why SMART Goals are not ‘Smart’ Enough?<ref name="Daudkhane" />:''' 
This article offers a concise overview of the SMART Goal Framework and the common mistakes made when utilizing it. In the article, Daudkhane discusses the meaning of goals and their impact, as well as the concept of the SMART Goal Framework, how it has evolved, and its benefits. Daudkhane uncovers the common mistakes made when utilizing the SMART Goal Framework for goal setting and seeks to give mitigation and whys of avoiding these in the goal setting. Daudkhane emphasizes how the missing of the" Why" is one of the greatest mistakes made when utilizing the SMART Goal Framework.

'''Locke, E. A. & Latham, G. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey<ref name="LockLatham" />:''' 
In this article, the two leading researchers within goal setting theory summarizes 35 years of empirical research within the area. The article gives a sound introduction to goal setting theory by describing the core findings and describing the relationship between performance and goal setting. Furthermore, the article discusses goal setting theory's direction, highlighting the relevance of goal setting in project management. Altogether, the article is a perfect starting point for understanding goal setting theory and its importance for project management. Lastly, can the reference be used to find additional material within the area.

'''Meyer, P. J. (2003). Attitude is everything!: If you want to succeed above and beyond<ref name="Meyer" />:''' 
Meyer gives a comprehensive explanation and introduction to the SMART Goal Framework and its acronym in this small book. The book provides the reader with an in-depth description of the SMART Goal Framework characteristics and provides small practical examples of each acronym's letter to help the reader understand the framework and acronym. Meyer's explanation and work are greatly utilized in the literature when explaining the SMART Goal Frameworks acronym as the book highlights the SMART Goal Frameworks' utilization and is easily understood. Meyer further describes the importance of attitude when trying to succeed in doing anything.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T22:02:49Z

Busklusker:

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted . Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955 <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example ==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

=== Law of Multiplication of Subordinates ===
In order for us to understand the underlying theories, an experiment was outlined in the article for Parkinson’s Law in ''The Economist'' <ref name="Article"></ref>, regarding a civil servant denoted with an '''A''', who are assigned too many tasks. It is immaterial whether this stress is legitimate or imaginary. However, it should be noted that '''A'''’s sensation may be the result of the decreasing energy that is normally accompanied with age. From the viewpoint of '''A''', there are a total of three possible remedies, proposed by C. Northcote Parkinson<ref name="Article"></ref>:
# They may step down from their position.
# They may ask to share the workload with a colleague called '''B'''.
# They may demand the assistance of two subordinates to be called '''C''' and '''D'''.
It is reasoned that throughout civil service history, there has been no instance in which '''A''' has chosen any but the third alternative. Resignation would deny '''A''' of their pension rights, and by appointing '''B''', '''A''' would merely bring a rival for promotion to a higher position, should a vacancy occur. Therefore, '''A''' would rather have subordinates '''C''' and '''D''', below them.
Another point to realize in law of subordinates is that '''C''' and '''D''' are inseparable, since appointment of i.e., '''C''' alone would have been impossible. This is because '''C''' would divide the work with '''A''' and therefore assume nearly the equal status if '''B''' were appointed instead; further emphasized if '''C''' is '''A'''’s only apparent successor.

Imagine that a team
Parkinson describes how work is elastic in its demands on time.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''GEOFFREY, R. PENZER. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Doran, G. T. (1981). There's a S.M.A.R.T. Way to Write Management's Goals and Objectives<ref name="Doran" />:''' 
Doran, in this article, gives the first mention and explanation of the SMART acronym. In the article, Doran addresses the problem of writing effective goals as a challenging task, which most managers can do, and Doran stresses the correlation between vague goal setting and organizations that underperform. Doran argues that goals setting must become a way of life for managers and remember the acronym and its specification when setting an effective goal. Finally, Doran also emphasizes the complexity and obstacles the dynamic business environment offers, which highly influences goal setting.

'''Daudkhane, Y. (2017). Why SMART Goals are not ‘Smart’ Enough?<ref name="Daudkhane" />:''' 
This article offers a concise overview of the SMART Goal Framework and the common mistakes made when utilizing it. In the article, Daudkhane discusses the meaning of goals and their impact, as well as the concept of the SMART Goal Framework, how it has evolved, and its benefits. Daudkhane uncovers the common mistakes made when utilizing the SMART Goal Framework for goal setting and seeks to give mitigation and whys of avoiding these in the goal setting. Daudkhane emphasizes how the missing of the" Why" is one of the greatest mistakes made when utilizing the SMART Goal Framework.

'''Locke, E. A. & Latham, G. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey<ref name="LockLatham" />:''' 
In this article, the two leading researchers within goal setting theory summarizes 35 years of empirical research within the area. The article gives a sound introduction to goal setting theory by describing the core findings and describing the relationship between performance and goal setting. Furthermore, the article discusses goal setting theory's direction, highlighting the relevance of goal setting in project management. Altogether, the article is a perfect starting point for understanding goal setting theory and its importance for project management. Lastly, can the reference be used to find additional material within the area.

'''Meyer, P. J. (2003). Attitude is everything!: If you want to succeed above and beyond<ref name="Meyer" />:''' 
Meyer gives a comprehensive explanation and introduction to the SMART Goal Framework and its acronym in this small book. The book provides the reader with an in-depth description of the SMART Goal Framework characteristics and provides small practical examples of each acronym's letter to help the reader understand the framework and acronym. Meyer's explanation and work are greatly utilized in the literature when explaining the SMART Goal Frameworks acronym as the book highlights the SMART Goal Frameworks' utilization and is easily understood. Meyer further describes the importance of attitude when trying to succeed in doing anything.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T22:02:22Z

Busklusker:

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted . Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955 <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example ==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

=== Law of Multiplication of Subordinates ===
In order for us to understand the underlying theories, an experiment was outlined in the article for Parkinson’s Law in ''The Economist'' <ref name="Article"></ref>, regarding a civil servant denoted with an '''A''', who are assigned too many tasks. It is immaterial whether this stress is legitimate or imaginary. However, it should be noted that '''A'''’s sensation may be the result of the decreasing energy that is normally accompanied with age. From the viewpoint of '''A''', there are a total of three possible remedies, proposed by C. Northcote Parkinson <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>:
# They may step down from their position.
# They may ask to share the workload with a colleague called '''B'''.
# They may demand the assistance of two subordinates to be called '''C''' and '''D'''.
It is reasoned that throughout civil service history, there has been no instance in which '''A''' has chosen any but the third alternative. Resignation would deny '''A''' of their pension rights, and by appointing '''B''', '''A''' would merely bring a rival for promotion to a higher position, should a vacancy occur. Therefore, '''A''' would rather have subordinates '''C''' and '''D''', below them.
Another point to realize in law of subordinates is that '''C''' and '''D''' are inseparable, since appointment of i.e., '''C''' alone would have been impossible. This is because '''C''' would divide the work with '''A''' and therefore assume nearly the equal status if '''B''' were appointed instead; further emphasized if '''C''' is '''A'''’s only apparent successor.

Imagine that a team
Parkinson describes how work is elastic in its demands on time.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''GEOFFREY, R. PENZER. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Doran, G. T. (1981). There's a S.M.A.R.T. Way to Write Management's Goals and Objectives<ref name="Doran" />:''' 
Doran, in this article, gives the first mention and explanation of the SMART acronym. In the article, Doran addresses the problem of writing effective goals as a challenging task, which most managers can do, and Doran stresses the correlation between vague goal setting and organizations that underperform. Doran argues that goals setting must become a way of life for managers and remember the acronym and its specification when setting an effective goal. Finally, Doran also emphasizes the complexity and obstacles the dynamic business environment offers, which highly influences goal setting.

'''Daudkhane, Y. (2017). Why SMART Goals are not ‘Smart’ Enough?<ref name="Daudkhane" />:''' 
This article offers a concise overview of the SMART Goal Framework and the common mistakes made when utilizing it. In the article, Daudkhane discusses the meaning of goals and their impact, as well as the concept of the SMART Goal Framework, how it has evolved, and its benefits. Daudkhane uncovers the common mistakes made when utilizing the SMART Goal Framework for goal setting and seeks to give mitigation and whys of avoiding these in the goal setting. Daudkhane emphasizes how the missing of the" Why" is one of the greatest mistakes made when utilizing the SMART Goal Framework.

'''Locke, E. A. & Latham, G. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey<ref name="LockLatham" />:''' 
In this article, the two leading researchers within goal setting theory summarizes 35 years of empirical research within the area. The article gives a sound introduction to goal setting theory by describing the core findings and describing the relationship between performance and goal setting. Furthermore, the article discusses goal setting theory's direction, highlighting the relevance of goal setting in project management. Altogether, the article is a perfect starting point for understanding goal setting theory and its importance for project management. Lastly, can the reference be used to find additional material within the area.

'''Meyer, P. J. (2003). Attitude is everything!: If you want to succeed above and beyond<ref name="Meyer" />:''' 
Meyer gives a comprehensive explanation and introduction to the SMART Goal Framework and its acronym in this small book. The book provides the reader with an in-depth description of the SMART Goal Framework characteristics and provides small practical examples of each acronym's letter to help the reader understand the framework and acronym. Meyer's explanation and work are greatly utilized in the literature when explaining the SMART Goal Frameworks acronym as the book highlights the SMART Goal Frameworks' utilization and is easily understood. Meyer further describes the importance of attitude when trying to succeed in doing anything.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T22:02:12Z

Busklusker:

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted . Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955 <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example ==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

=== Law of Multiplication of Subordinates ===
In order for us to understand the underlying theories, an experiment was outlined in the article for Parkinson’s Law in ''The Economist'' <ref name="Article">/ref>, regarding a civil servant denoted with an '''A''', who are assigned too many tasks. It is immaterial whether this stress is legitimate or imaginary. However, it should be noted that '''A'''’s sensation may be the result of the decreasing energy that is normally accompanied with age. From the viewpoint of '''A''', there are a total of three possible remedies, proposed by C. Northcote Parkinson <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>:
# They may step down from their position.
# They may ask to share the workload with a colleague called '''B'''.
# They may demand the assistance of two subordinates to be called '''C''' and '''D'''.
It is reasoned that throughout civil service history, there has been no instance in which '''A''' has chosen any but the third alternative. Resignation would deny '''A''' of their pension rights, and by appointing '''B''', '''A''' would merely bring a rival for promotion to a higher position, should a vacancy occur. Therefore, '''A''' would rather have subordinates '''C''' and '''D''', below them.
Another point to realize in law of subordinates is that '''C''' and '''D''' are inseparable, since appointment of i.e., '''C''' alone would have been impossible. This is because '''C''' would divide the work with '''A''' and therefore assume nearly the equal status if '''B''' were appointed instead; further emphasized if '''C''' is '''A'''’s only apparent successor.

Imagine that a team
Parkinson describes how work is elastic in its demands on time.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''GEOFFREY, R. PENZER. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Doran, G. T. (1981). There's a S.M.A.R.T. Way to Write Management's Goals and Objectives<ref name="Doran" />:''' 
Doran, in this article, gives the first mention and explanation of the SMART acronym. In the article, Doran addresses the problem of writing effective goals as a challenging task, which most managers can do, and Doran stresses the correlation between vague goal setting and organizations that underperform. Doran argues that goals setting must become a way of life for managers and remember the acronym and its specification when setting an effective goal. Finally, Doran also emphasizes the complexity and obstacles the dynamic business environment offers, which highly influences goal setting.

'''Daudkhane, Y. (2017). Why SMART Goals are not ‘Smart’ Enough?<ref name="Daudkhane" />:''' 
This article offers a concise overview of the SMART Goal Framework and the common mistakes made when utilizing it. In the article, Daudkhane discusses the meaning of goals and their impact, as well as the concept of the SMART Goal Framework, how it has evolved, and its benefits. Daudkhane uncovers the common mistakes made when utilizing the SMART Goal Framework for goal setting and seeks to give mitigation and whys of avoiding these in the goal setting. Daudkhane emphasizes how the missing of the" Why" is one of the greatest mistakes made when utilizing the SMART Goal Framework.

'''Locke, E. A. & Latham, G. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey<ref name="LockLatham" />:''' 
In this article, the two leading researchers within goal setting theory summarizes 35 years of empirical research within the area. The article gives a sound introduction to goal setting theory by describing the core findings and describing the relationship between performance and goal setting. Furthermore, the article discusses goal setting theory's direction, highlighting the relevance of goal setting in project management. Altogether, the article is a perfect starting point for understanding goal setting theory and its importance for project management. Lastly, can the reference be used to find additional material within the area.

'''Meyer, P. J. (2003). Attitude is everything!: If you want to succeed above and beyond<ref name="Meyer" />:''' 
Meyer gives a comprehensive explanation and introduction to the SMART Goal Framework and its acronym in this small book. The book provides the reader with an in-depth description of the SMART Goal Framework characteristics and provides small practical examples of each acronym's letter to help the reader understand the framework and acronym. Meyer's explanation and work are greatly utilized in the literature when explaining the SMART Goal Frameworks acronym as the book highlights the SMART Goal Frameworks' utilization and is easily understood. Meyer further describes the importance of attitude when trying to succeed in doing anything.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T22:01:06Z

Busklusker:

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted . Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955 <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example ==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

=== Law of Multiplication of Subordinates ===
In order for us to understand the underlying theories, an experiment was outlined in the article for Parkinson’s Law in ''The Economist'' <ref name="Article">, regarding a civil servant denoted with an '''A''', who are assigned too many tasks. It is immaterial whether this stress is legitimate or imaginary. However, it should be noted that '''A'''’s sensation may be the result of the decreasing energy that is normally accompanied with age. From the viewpoint of '''A''', there are a total of three possible remedies, proposed by C. Northcote Parkinson <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>:
# They may step down from their position.
# They may ask to share the workload with a colleague called '''B'''.
# They may demand the assistance of two subordinates to be called '''C''' and '''D'''.
It is reasoned that throughout civil service history, there has been no instance in which '''A''' has chosen any but the third alternative. Resignation would deny '''A''' of their pension rights, and by appointing '''B''', '''A''' would merely bring a rival for promotion to a higher position, should a vacancy occur. Therefore, '''A''' would rather have subordinates '''C''' and '''D''', below them.
Another point to realize in law of subordinates is that '''C''' and '''D''' are inseparable, since appointment of i.e., '''C''' alone would have been impossible. This is because '''C''' would divide the work with '''A''' and therefore assume nearly the equal status if '''B''' were appointed instead; further emphasized if '''C''' is '''A'''’s only apparent successor.

Imagine that a team
Parkinson describes how work is elastic in its demands on time.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''GEOFFREY, R. PENZER. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Doran, G. T. (1981). There's a S.M.A.R.T. Way to Write Management's Goals and Objectives<ref name="Doran" />:''' 
Doran, in this article, gives the first mention and explanation of the SMART acronym. In the article, Doran addresses the problem of writing effective goals as a challenging task, which most managers can do, and Doran stresses the correlation between vague goal setting and organizations that underperform. Doran argues that goals setting must become a way of life for managers and remember the acronym and its specification when setting an effective goal. Finally, Doran also emphasizes the complexity and obstacles the dynamic business environment offers, which highly influences goal setting.

'''Daudkhane, Y. (2017). Why SMART Goals are not ‘Smart’ Enough?<ref name="Daudkhane" />:''' 
This article offers a concise overview of the SMART Goal Framework and the common mistakes made when utilizing it. In the article, Daudkhane discusses the meaning of goals and their impact, as well as the concept of the SMART Goal Framework, how it has evolved, and its benefits. Daudkhane uncovers the common mistakes made when utilizing the SMART Goal Framework for goal setting and seeks to give mitigation and whys of avoiding these in the goal setting. Daudkhane emphasizes how the missing of the" Why" is one of the greatest mistakes made when utilizing the SMART Goal Framework.

'''Locke, E. A. & Latham, G. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey<ref name="LockLatham" />:''' 
In this article, the two leading researchers within goal setting theory summarizes 35 years of empirical research within the area. The article gives a sound introduction to goal setting theory by describing the core findings and describing the relationship between performance and goal setting. Furthermore, the article discusses goal setting theory's direction, highlighting the relevance of goal setting in project management. Altogether, the article is a perfect starting point for understanding goal setting theory and its importance for project management. Lastly, can the reference be used to find additional material within the area.

'''Meyer, P. J. (2003). Attitude is everything!: If you want to succeed above and beyond<ref name="Meyer" />:''' 
Meyer gives a comprehensive explanation and introduction to the SMART Goal Framework and its acronym in this small book. The book provides the reader with an in-depth description of the SMART Goal Framework characteristics and provides small practical examples of each acronym's letter to help the reader understand the framework and acronym. Meyer's explanation and work are greatly utilized in the literature when explaining the SMART Goal Frameworks acronym as the book highlights the SMART Goal Frameworks' utilization and is easily understood. Meyer further describes the importance of attitude when trying to succeed in doing anything.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T22:00:50Z

Busklusker:

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted . Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955. <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example ==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

=== Law of Multiplication of Subordinates ===
In order for us to understand the underlying theories, an experiment was outlined in the article for Parkinson’s Law in ''The Economist'' <ref name="Article">, regarding a civil servant denoted with an '''A''', who are assigned too many tasks. It is immaterial whether this stress is legitimate or imaginary. However, it should be noted that '''A'''’s sensation may be the result of the decreasing energy that is normally accompanied with age. From the viewpoint of '''A''', there are a total of three possible remedies, proposed by C. Northcote Parkinson <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>:
# They may step down from their position.
# They may ask to share the workload with a colleague called '''B'''.
# They may demand the assistance of two subordinates to be called '''C''' and '''D'''.
It is reasoned that throughout civil service history, there has been no instance in which '''A''' has chosen any but the third alternative. Resignation would deny '''A''' of their pension rights, and by appointing '''B''', '''A''' would merely bring a rival for promotion to a higher position, should a vacancy occur. Therefore, '''A''' would rather have subordinates '''C''' and '''D''', below them.
Another point to realize in law of subordinates is that '''C''' and '''D''' are inseparable, since appointment of i.e., '''C''' alone would have been impossible. This is because '''C''' would divide the work with '''A''' and therefore assume nearly the equal status if '''B''' were appointed instead; further emphasized if '''C''' is '''A'''’s only apparent successor.

Imagine that a team
Parkinson describes how work is elastic in its demands on time.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''GEOFFREY, R. PENZER. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Doran, G. T. (1981). There's a S.M.A.R.T. Way to Write Management's Goals and Objectives<ref name="Doran" />:''' 
Doran, in this article, gives the first mention and explanation of the SMART acronym. In the article, Doran addresses the problem of writing effective goals as a challenging task, which most managers can do, and Doran stresses the correlation between vague goal setting and organizations that underperform. Doran argues that goals setting must become a way of life for managers and remember the acronym and its specification when setting an effective goal. Finally, Doran also emphasizes the complexity and obstacles the dynamic business environment offers, which highly influences goal setting.

'''Daudkhane, Y. (2017). Why SMART Goals are not ‘Smart’ Enough?<ref name="Daudkhane" />:''' 
This article offers a concise overview of the SMART Goal Framework and the common mistakes made when utilizing it. In the article, Daudkhane discusses the meaning of goals and their impact, as well as the concept of the SMART Goal Framework, how it has evolved, and its benefits. Daudkhane uncovers the common mistakes made when utilizing the SMART Goal Framework for goal setting and seeks to give mitigation and whys of avoiding these in the goal setting. Daudkhane emphasizes how the missing of the" Why" is one of the greatest mistakes made when utilizing the SMART Goal Framework.

'''Locke, E. A. & Latham, G. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey<ref name="LockLatham" />:''' 
In this article, the two leading researchers within goal setting theory summarizes 35 years of empirical research within the area. The article gives a sound introduction to goal setting theory by describing the core findings and describing the relationship between performance and goal setting. Furthermore, the article discusses goal setting theory's direction, highlighting the relevance of goal setting in project management. Altogether, the article is a perfect starting point for understanding goal setting theory and its importance for project management. Lastly, can the reference be used to find additional material within the area.

'''Meyer, P. J. (2003). Attitude is everything!: If you want to succeed above and beyond<ref name="Meyer" />:''' 
Meyer gives a comprehensive explanation and introduction to the SMART Goal Framework and its acronym in this small book. The book provides the reader with an in-depth description of the SMART Goal Framework characteristics and provides small practical examples of each acronym's letter to help the reader understand the framework and acronym. Meyer's explanation and work are greatly utilized in the literature when explaining the SMART Goal Frameworks acronym as the book highlights the SMART Goal Frameworks' utilization and is easily understood. Meyer further describes the importance of attitude when trying to succeed in doing anything.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T21:59:23Z

Busklusker:

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted . Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example ==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

=== Law of Multiplication of Subordinates ===
In order for us to understand the underlying theories, an experiment was outlined in the article for Parkinson’s Law in ''The Economist'' <ref name="Article">, regarding a civil servant denoted with an '''A''', who are assigned too many tasks. It is immaterial whether this stress is legitimate or imaginary. However, it should be noted that '''A'''’s sensation may be the result of the decreasing energy that is normally accompanied with age. From the viewpoint of '''A''', there are a total of three possible remedies, proposed by C. Northcote Parkinson <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>:
# They may step down from their position.
# They may ask to share the workload with a colleague called '''B'''.
# They may demand the assistance of two subordinates to be called '''C''' and '''D'''.
It is reasoned that throughout civil service history, there has been no instance in which '''A''' has chosen any but the third alternative. Resignation would deny '''A''' of their pension rights, and by appointing '''B''', '''A''' would merely bring a rival for promotion to a higher position, should a vacancy occur. Therefore, '''A''' would rather have subordinates '''C''' and '''D''', below them.
Another point to realize in law of subordinates is that '''C''' and '''D''' are inseparable, since appointment of i.e., '''C''' alone would have been impossible. This is because '''C''' would divide the work with '''A''' and therefore assume nearly the equal status if '''B''' were appointed instead; further emphasized if '''C''' is '''A'''’s only apparent successor.

Imagine that a team
Parkinson describes how work is elastic in its demands on time.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''GEOFFREY, R. PENZER. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Doran, G. T. (1981). There's a S.M.A.R.T. Way to Write Management's Goals and Objectives<ref name="Doran" />:''' 
Doran, in this article, gives the first mention and explanation of the SMART acronym. In the article, Doran addresses the problem of writing effective goals as a challenging task, which most managers can do, and Doran stresses the correlation between vague goal setting and organizations that underperform. Doran argues that goals setting must become a way of life for managers and remember the acronym and its specification when setting an effective goal. Finally, Doran also emphasizes the complexity and obstacles the dynamic business environment offers, which highly influences goal setting.

'''Daudkhane, Y. (2017). Why SMART Goals are not ‘Smart’ Enough?<ref name="Daudkhane" />:''' 
This article offers a concise overview of the SMART Goal Framework and the common mistakes made when utilizing it. In the article, Daudkhane discusses the meaning of goals and their impact, as well as the concept of the SMART Goal Framework, how it has evolved, and its benefits. Daudkhane uncovers the common mistakes made when utilizing the SMART Goal Framework for goal setting and seeks to give mitigation and whys of avoiding these in the goal setting. Daudkhane emphasizes how the missing of the" Why" is one of the greatest mistakes made when utilizing the SMART Goal Framework.

'''Locke, E. A. & Latham, G. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey<ref name="LockLatham" />:''' 
In this article, the two leading researchers within goal setting theory summarizes 35 years of empirical research within the area. The article gives a sound introduction to goal setting theory by describing the core findings and describing the relationship between performance and goal setting. Furthermore, the article discusses goal setting theory's direction, highlighting the relevance of goal setting in project management. Altogether, the article is a perfect starting point for understanding goal setting theory and its importance for project management. Lastly, can the reference be used to find additional material within the area.

'''Meyer, P. J. (2003). Attitude is everything!: If you want to succeed above and beyond<ref name="Meyer" />:''' 
Meyer gives a comprehensive explanation and introduction to the SMART Goal Framework and its acronym in this small book. The book provides the reader with an in-depth description of the SMART Goal Framework characteristics and provides small practical examples of each acronym's letter to help the reader understand the framework and acronym. Meyer's explanation and work are greatly utilized in the literature when explaining the SMART Goal Frameworks acronym as the book highlights the SMART Goal Frameworks' utilization and is easily understood. Meyer further describes the importance of attitude when trying to succeed in doing anything.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T21:48:25Z

Busklusker:

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example ==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

=== Law of Multiplication of Subordinates ===
In order for us to understand the underlying theories, an experiment was outlined in the article for Parkinson’s Law in ''The Economist'' <ref name="Article">, regarding a civil servant denoted with an '''A''', who are assigned too many tasks. It is immaterial whether this stress is legitimate or imaginary. However, it should be noted that '''A'''’s sensation may be the result of the decreasing energy that is normally accompanied with age. From the viewpoint of '''A''', there are a total of three possible remedies, proposed by C. Northcote Parkinson <ref name = "Article"></ref>:
# They may step down from their position.
# They may ask to share the workload with a colleague called '''B'''.
# They may demand the assistance of two subordinates to be called '''C''' and '''D'''.
It is reasoned that throughout civil service history, there has been no instance in which '''A''' has chosen any but the third alternative. Resignation would deny '''A''' of their pension rights, and by appointing '''B''', '''A''' would merely bring a rival for promotion to a higher position, should a vacancy occur. Therefore, '''A''' would rather have subordinates '''C''' and '''D''', below them.
Another point to realize in law of subordinates is that '''C''' and '''D''' are inseparable, since appointment of i.e., '''C''' alone would have been impossible. This is because '''C''' would divide the work with '''A''' and therefore assume nearly the equal status if '''B''' were appointed instead; further emphasized if '''C''' is '''A'''’s only apparent successor.

Imagine that a team
Parkinson describes how work is elastic in its demands on time.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''GEOFFREY, R. PENZER. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Doran, G. T. (1981). There's a S.M.A.R.T. Way to Write Management's Goals and Objectives<ref name="Doran" />:''' 
Doran, in this article, gives the first mention and explanation of the SMART acronym. In the article, Doran addresses the problem of writing effective goals as a challenging task, which most managers can do, and Doran stresses the correlation between vague goal setting and organizations that underperform. Doran argues that goals setting must become a way of life for managers and remember the acronym and its specification when setting an effective goal. Finally, Doran also emphasizes the complexity and obstacles the dynamic business environment offers, which highly influences goal setting.

'''Daudkhane, Y. (2017). Why SMART Goals are not ‘Smart’ Enough?<ref name="Daudkhane" />:''' 
This article offers a concise overview of the SMART Goal Framework and the common mistakes made when utilizing it. In the article, Daudkhane discusses the meaning of goals and their impact, as well as the concept of the SMART Goal Framework, how it has evolved, and its benefits. Daudkhane uncovers the common mistakes made when utilizing the SMART Goal Framework for goal setting and seeks to give mitigation and whys of avoiding these in the goal setting. Daudkhane emphasizes how the missing of the" Why" is one of the greatest mistakes made when utilizing the SMART Goal Framework.

'''Locke, E. A. & Latham, G. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey<ref name="LockLatham" />:''' 
In this article, the two leading researchers within goal setting theory summarizes 35 years of empirical research within the area. The article gives a sound introduction to goal setting theory by describing the core findings and describing the relationship between performance and goal setting. Furthermore, the article discusses goal setting theory's direction, highlighting the relevance of goal setting in project management. Altogether, the article is a perfect starting point for understanding goal setting theory and its importance for project management. Lastly, can the reference be used to find additional material within the area.

'''Meyer, P. J. (2003). Attitude is everything!: If you want to succeed above and beyond<ref name="Meyer" />:''' 
Meyer gives a comprehensive explanation and introduction to the SMART Goal Framework and its acronym in this small book. The book provides the reader with an in-depth description of the SMART Goal Framework characteristics and provides small practical examples of each acronym's letter to help the reader understand the framework and acronym. Meyer's explanation and work are greatly utilized in the literature when explaining the SMART Goal Frameworks acronym as the book highlights the SMART Goal Frameworks' utilization and is easily understood. Meyer further describes the importance of attitude when trying to succeed in doing anything.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T21:43:53Z

Busklusker:

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example ==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

=== Law of Multiplication of Subordinates ===
In order for us to understand the underlying theories, an experiment was outlined in the article for Parkinson’s Law in ''The Economist'' <ref name="Article">, regarding a civil servant denoted with an '''A''', who are assigned too many tasks. It is immaterial whether this stress is legitimate or imaginary. However, it should be noted that '''A'''’s sensation may be the result of the decreasing energy that is normally accompanied with age. From the viewpoint of '''A''', there are a total of three possible remedies, proposed by C. Northcote Parkinson <ref name="Article"></ref>:
# They may step down from their position.
# They may ask to share the workload with a colleague called '''B'''.
# They may demand the assistance of two subordinates to be called '''C''' and '''D'''.
It is reasoned that throughout civil service history, there has been no instance in which '''A''' has chosen any but the third alternative. Resignation would deny '''A''' of their pension rights, and by appointing '''B''', '''A''' would merely bring a rival for promotion to a higher position, should a vacancy occur. Therefore, '''A''' would rather have subordinates '''C''' and '''D''', below them.
Another point to realize in law of subordinates is that '''C''' and '''D''' are inseparable, since appointment of i.e., '''C''' alone would have been impossible. This is because '''C''' would divide the work with '''A''' and therefore assume nearly the equal status if '''B''' were appointed instead; further emphasized if '''C''' is '''A'''’s only apparent successor.

Imagine that a team
Parkinson describes how work is elastic in its demands on time.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''GEOFFREY, R. PENZER. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Doran, G. T. (1981). There's a S.M.A.R.T. Way to Write Management's Goals and Objectives<ref name="Doran" />:''' 
Doran, in this article, gives the first mention and explanation of the SMART acronym. In the article, Doran addresses the problem of writing effective goals as a challenging task, which most managers can do, and Doran stresses the correlation between vague goal setting and organizations that underperform. Doran argues that goals setting must become a way of life for managers and remember the acronym and its specification when setting an effective goal. Finally, Doran also emphasizes the complexity and obstacles the dynamic business environment offers, which highly influences goal setting.

'''Daudkhane, Y. (2017). Why SMART Goals are not ‘Smart’ Enough?<ref name="Daudkhane" />:''' 
This article offers a concise overview of the SMART Goal Framework and the common mistakes made when utilizing it. In the article, Daudkhane discusses the meaning of goals and their impact, as well as the concept of the SMART Goal Framework, how it has evolved, and its benefits. Daudkhane uncovers the common mistakes made when utilizing the SMART Goal Framework for goal setting and seeks to give mitigation and whys of avoiding these in the goal setting. Daudkhane emphasizes how the missing of the" Why" is one of the greatest mistakes made when utilizing the SMART Goal Framework.

'''Locke, E. A. & Latham, G. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey<ref name="LockLatham" />:''' 
In this article, the two leading researchers within goal setting theory summarizes 35 years of empirical research within the area. The article gives a sound introduction to goal setting theory by describing the core findings and describing the relationship between performance and goal setting. Furthermore, the article discusses goal setting theory's direction, highlighting the relevance of goal setting in project management. Altogether, the article is a perfect starting point for understanding goal setting theory and its importance for project management. Lastly, can the reference be used to find additional material within the area.

'''Meyer, P. J. (2003). Attitude is everything!: If you want to succeed above and beyond<ref name="Meyer" />:''' 
Meyer gives a comprehensive explanation and introduction to the SMART Goal Framework and its acronym in this small book. The book provides the reader with an in-depth description of the SMART Goal Framework characteristics and provides small practical examples of each acronym's letter to help the reader understand the framework and acronym. Meyer's explanation and work are greatly utilized in the literature when explaining the SMART Goal Frameworks acronym as the book highlights the SMART Goal Frameworks' utilization and is easily understood. Meyer further describes the importance of attitude when trying to succeed in doing anything.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T21:31:50Z

Busklusker:

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example ==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

Imagine that a team
Parkinson describes how work is elastic in its demands on time.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''GEOFFREY, R. PENZER. (1978). An Empirical Test of Parkinson's law <ref name="Geoffrey"> Geoffrey, R. Penzer (November 19, 1955), ''The British Council, Cairo, Egypt''. Accessed 25th of February 2021.</ref>
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F. Bryan and Edwin, A. Locke (1967). Parkinsons law as a goal setting phenomenon <ref name="Edwin" />:''' 
Two experiments were designed to test the effects of different time limits on time taken to complete a task (Parkinson's law) and to determine whether goal-setting mediated the effects of time limits on performance rate. It was hypothesized that the different time limits would produce differences in performance rate only if and to the degree that different goals were set by Ss in the different conditions. Both groups in both experiments performed in accordance with Parkinson's Law on trials 1 to 3 (the Excess Ss taking longer to complete the task), and the hypothesis that goal setting mediated the Parkinson effect was supported.

'''Doran, G. T. (1981). There's a S.M.A.R.T. Way to Write Management's Goals and Objectives<ref name="Doran" />:''' 
Doran, in this article, gives the first mention and explanation of the SMART acronym. In the article, Doran addresses the problem of writing effective goals as a challenging task, which most managers can do, and Doran stresses the correlation between vague goal setting and organizations that underperform. Doran argues that goals setting must become a way of life for managers and remember the acronym and its specification when setting an effective goal. Finally, Doran also emphasizes the complexity and obstacles the dynamic business environment offers, which highly influences goal setting.

'''Daudkhane, Y. (2017). Why SMART Goals are not ‘Smart’ Enough?<ref name="Daudkhane" />:''' 
This article offers a concise overview of the SMART Goal Framework and the common mistakes made when utilizing it. In the article, Daudkhane discusses the meaning of goals and their impact, as well as the concept of the SMART Goal Framework, how it has evolved, and its benefits. Daudkhane uncovers the common mistakes made when utilizing the SMART Goal Framework for goal setting and seeks to give mitigation and whys of avoiding these in the goal setting. Daudkhane emphasizes how the missing of the" Why" is one of the greatest mistakes made when utilizing the SMART Goal Framework.

'''Locke, E. A. & Latham, G. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey<ref name="LockLatham" />:''' 
In this article, the two leading researchers within goal setting theory summarizes 35 years of empirical research within the area. The article gives a sound introduction to goal setting theory by describing the core findings and describing the relationship between performance and goal setting. Furthermore, the article discusses goal setting theory's direction, highlighting the relevance of goal setting in project management. Altogether, the article is a perfect starting point for understanding goal setting theory and its importance for project management. Lastly, can the reference be used to find additional material within the area.

'''Meyer, P. J. (2003). Attitude is everything!: If you want to succeed above and beyond<ref name="Meyer" />:''' 
Meyer gives a comprehensive explanation and introduction to the SMART Goal Framework and its acronym in this small book. The book provides the reader with an in-depth description of the SMART Goal Framework characteristics and provides small practical examples of each acronym's letter to help the reader understand the framework and acronym. Meyer's explanation and work are greatly utilized in the literature when explaining the SMART Goal Frameworks acronym as the book highlights the SMART Goal Frameworks' utilization and is easily understood. Meyer further describes the importance of attitude when trying to succeed in doing anything.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T21:21:47Z

Busklusker:

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example ==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

Imagine that a team
Parkinson describes how work is elastic in its demands on time.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''GEOFFREY, R. PENZER. (1978). An Empirical Test of Parkinson's law <ref name="Goeffrey" />:''' 
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F.Bryan and Edwin, A. Locke (2012). Smart goals: How the application of smart goals can contribute to achievement of student learning outcomes<ref name="Student" />:''' 
This article is a case study that discusses the SMART Goal Framework and how its usage in a classroom setting can enhance student learnings. The article initially gives a brief review of the frameworks history and then provides the case study where the key finding indicates that student teams utilizing the SMART Goal Framework outperform teams that do not utilize the framework. Moreover, is the article a good starting point for obtaining templates to use when applying the SMART Goal Framework since the appendices contain multiple templates for utilizing the SMART Goal Framework, which can be of interest.

'''Doran, G. T. (1981). There's a S.M.A.R.T. Way to Write Management's Goals and Objectives<ref name="Doran" />:''' 
Doran, in this article, gives the first mention and explanation of the SMART acronym. In the article, Doran addresses the problem of writing effective goals as a challenging task, which most managers can do, and Doran stresses the correlation between vague goal setting and organizations that underperform. Doran argues that goals setting must become a way of life for managers and remember the acronym and its specification when setting an effective goal. Finally, Doran also emphasizes the complexity and obstacles the dynamic business environment offers, which highly influences goal setting.

'''Daudkhane, Y. (2017). Why SMART Goals are not ‘Smart’ Enough?<ref name="Daudkhane" />:''' 
This article offers a concise overview of the SMART Goal Framework and the common mistakes made when utilizing it. In the article, Daudkhane discusses the meaning of goals and their impact, as well as the concept of the SMART Goal Framework, how it has evolved, and its benefits. Daudkhane uncovers the common mistakes made when utilizing the SMART Goal Framework for goal setting and seeks to give mitigation and whys of avoiding these in the goal setting. Daudkhane emphasizes how the missing of the" Why" is one of the greatest mistakes made when utilizing the SMART Goal Framework.

'''Locke, E. A. & Latham, G. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey<ref name="LockLatham" />:''' 
In this article, the two leading researchers within goal setting theory summarizes 35 years of empirical research within the area. The article gives a sound introduction to goal setting theory by describing the core findings and describing the relationship between performance and goal setting. Furthermore, the article discusses goal setting theory's direction, highlighting the relevance of goal setting in project management. Altogether, the article is a perfect starting point for understanding goal setting theory and its importance for project management. Lastly, can the reference be used to find additional material within the area.

'''Meyer, P. J. (2003). Attitude is everything!: If you want to succeed above and beyond<ref name="Meyer" />:''' 
Meyer gives a comprehensive explanation and introduction to the SMART Goal Framework and its acronym in this small book. The book provides the reader with an in-depth description of the SMART Goal Framework characteristics and provides small practical examples of each acronym's letter to help the reader understand the framework and acronym. Meyer's explanation and work are greatly utilized in the literature when explaining the SMART Goal Frameworks acronym as the book highlights the SMART Goal Frameworks' utilization and is easily understood. Meyer further describes the importance of attitude when trying to succeed in doing anything.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T21:20:30Z

Busklusker:

== Abstract ==
The definition of Parkinson's Law is that work expands to fill the time alotted <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

== Example ==
Whether it’s an engineering project, a essay due in the english class, or a work exercise in your everyday job, how long it will take you to do it depends on how much time you have for it. Imagine an elderly woman who wakes up and decides to send her grandson who lives in the capital a postcard today. Before anything she has to get breakfast because of her daily routines. After that she spends half an hour trying to remember where the old postcards are hidden. An hour is spend on waking up her husband to ask him to fetch it in the back of the messy storage room. There is none to her liking, so she decides to go and buy a new one in the corner store which open up in another hour. After a successful trip to the corner store, she will spend another half an hour in search for the adress before the composition will be made. Twenty minutes is now spending on deciding wether or not she has to bring an umbrella for dispatching the post card in the pillar box next street. The total effort which would occupy a busy man for three minutes all told may in this fashion leave another person prostrate after a day of doubt, anxiety and toil <ref name="wealest"> Waschenfelder, Thomas (November 8, 2020) [https://www.wealest.com/articles/parkinsons-law "Mastering Your Time With Parkinson’s Law"], ''Wealest''. Retrieved 25 February 2021.</ref> .

Imagine that a team
Parkinson describes how work is elastic in its demands on time.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==
This article's literature was found mainly through research-based papers in 1) DTU Findit - articles relating to Parkinson's law, 2) snowballing from the reference lists of accessed articles. Thus, relevant material ranging from scientific articles to webpages were found, resulting in a comprehensive and broad study. A selection of the references will be described in the following section.

'''GEOFFREY, R. PENZER. (1978). An Empirical Test of Parkinson's law <ref name="Osahon" />:''' 
This article gives a fundamental introduction and understanding of Parkinson's law. The article concludes several things, but most importantly that big, centralized bodies have proportionately more supporting staff and fewer scientists than a small or dispersed organisation. Also, it is concluded that Parkinsons law is of general application: the number of administrators in an organisation expands irresistibly in response to the first law of sociodynamics.

'''Judith, F.Bryan and Edwin, A. Locke (2012). Smart goals: How the application of smart goals can contribute to achievement of student learning outcomes<ref name="Student" />:''' 
This article is a case study that discusses the SMART Goal Framework and how its usage in a classroom setting can enhance student learnings. The article initially gives a brief review of the frameworks history and then provides the case study where the key finding indicates that student teams utilizing the SMART Goal Framework outperform teams that do not utilize the framework. Moreover, is the article a good starting point for obtaining templates to use when applying the SMART Goal Framework since the appendices contain multiple templates for utilizing the SMART Goal Framework, which can be of interest.

'''Doran, G. T. (1981). There's a S.M.A.R.T. Way to Write Management's Goals and Objectives<ref name="Doran" />:''' 
Doran, in this article, gives the first mention and explanation of the SMART acronym. In the article, Doran addresses the problem of writing effective goals as a challenging task, which most managers can do, and Doran stresses the correlation between vague goal setting and organizations that underperform. Doran argues that goals setting must become a way of life for managers and remember the acronym and its specification when setting an effective goal. Finally, Doran also emphasizes the complexity and obstacles the dynamic business environment offers, which highly influences goal setting.

'''Daudkhane, Y. (2017). Why SMART Goals are not ‘Smart’ Enough?<ref name="Daudkhane" />:''' 
This article offers a concise overview of the SMART Goal Framework and the common mistakes made when utilizing it. In the article, Daudkhane discusses the meaning of goals and their impact, as well as the concept of the SMART Goal Framework, how it has evolved, and its benefits. Daudkhane uncovers the common mistakes made when utilizing the SMART Goal Framework for goal setting and seeks to give mitigation and whys of avoiding these in the goal setting. Daudkhane emphasizes how the missing of the" Why" is one of the greatest mistakes made when utilizing the SMART Goal Framework.

'''Locke, E. A. & Latham, G. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35-Year Odyssey<ref name="LockLatham" />:''' 
In this article, the two leading researchers within goal setting theory summarizes 35 years of empirical research within the area. The article gives a sound introduction to goal setting theory by describing the core findings and describing the relationship between performance and goal setting. Furthermore, the article discusses goal setting theory's direction, highlighting the relevance of goal setting in project management. Altogether, the article is a perfect starting point for understanding goal setting theory and its importance for project management. Lastly, can the reference be used to find additional material within the area.

'''Meyer, P. J. (2003). Attitude is everything!: If you want to succeed above and beyond<ref name="Meyer" />:''' 
Meyer gives a comprehensive explanation and introduction to the SMART Goal Framework and its acronym in this small book. The book provides the reader with an in-depth description of the SMART Goal Framework characteristics and provides small practical examples of each acronym's letter to help the reader understand the framework and acronym. Meyer's explanation and work are greatly utilized in the literature when explaining the SMART Goal Frameworks acronym as the book highlights the SMART Goal Frameworks' utilization and is easily understood. Meyer further describes the importance of attitude when trying to succeed in doing anything.

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-28T20:51:41Z

Busklusker:

Parkinson's law and how to manage it

2021-02-28T20:51:15Z

Busklusker:

Parkinson's law and how to manage it

2021-02-28T20:46:41Z

Busklusker:

Parkinson's law and how to manage it

2021-02-26T15:16:49Z

Busklusker:

Parkinson's law and how to manage it

2021-02-26T13:42:06Z

Busklusker:

The definition of Parkinson's Law is that work expands to fill the time alotted <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

An example for how Parkinson's law affects projects is that--. Imagine..
Parkinson describes how work is elastic in its demands on time.

== Explanation ==

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

== Formula ==
<math display="block">x=\frac{2k^m+L}{n}</math>

*''x'' – number of new employees to be hired annually
*''k'' – number of employees who want to be promoted by hiring new employees
*''m'' – number of working hours per person for the preparation of internal memoranda (micropolitics)
*''L'' – difference: age at hiring − age at retirement
*''n'' – number of administrative files actually completed

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-26T09:24:00Z

Busklusker:

The definition of Parkinson's Law is that work expands to fill the time alotted <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. The Law of Multiplication of Work states that people will create deliverables for each other by complicating it to keep everyone occupied. Employees are the overworked, lacking resources amd therefore more an organisation will hire more employees. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.

An example for how Parkinson's law affects projects is that--. Imagine..
Parkinson describes how work is elastic in its demands on time.

== Explanation ==

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-25T16:54:34Z

Busklusker:

The definition of Parkinson's Law is that work expands to fill the time alotted <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. The Law of Multiplication of Subordinates is the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats <ref name="BBC"> Wen, Tiffanie (May 22, 2020) [https://www.bbc.com/worklife/article/20191107-the-law-that-explains-why-you-cant-get-anything-done "A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?"], ''BBC''. Retrieved 25 February 2021.</ref>. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.
An example for how Parkinson's law affects projects is that--. Imagine..
Parkinson describes how work is elastic in its demands on time.

== Explanation ==

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-25T12:15:44Z

Busklusker:

The definition of Parkinson's Law is that work expands to fill the time alotted <ref name="Article"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 25 February 2021.</ref>. Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.
An example for how Parkinson's law affects projects is that--. Imagine..
Parkinson describes how work is elastic in its demands on time.

== Explanation ==

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-25T12:15:09Z

Busklusker:

The definition of Parkinson's Law is that work expands to fill the time alotted <ref name="Essay"> Parkinson, C. Northcote (November 19, 1955) [https://www.economist.com/news/1955/11/19/parkinsons-law "Parkinson’s Law"], ''The Economist''. Retrieved 13 February 2021.</ref>. Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.
An example for how Parkinson's law affects projects is that--. Imagine..
Parkinson describes how work is elastic in its demands on time.

== Explanation ==

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-25T12:13:37Z

Busklusker:

The definition of Parkinson's Law is that work expands to fill the time alotted. Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation. The growth of bureaucracy depends on mainly two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. Parkinson determined from his analysis that a typical company had a staff increase per year to be around 5-7% completely unrelated to the amount of work in the organisation. The fact that there is no linear relationship between amount of staff and amount of people depicts Parkinson's law. Based on this, he formulated a mathematical formula to determine the annual increase in staff in any public administrative department.
An example for how Parkinson's law affects projects is that--. Imagine..
Parkinson describes how work is elastic in its demands on time.

== Explanation ==

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

===Incencitives to Encourage Early Finish===

===Risk Management===

===Monitoring and Controlling===

== Annotated bibliography ==

== References ==
<references />

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-25T11:45:50Z

Busklusker:

The definition of Parkinson's Law is that work expands to fill the time alotted. Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation.
An example for how Parkinson's law affects projects is that--. Imagine..
Parkinson describes how work is elastic in its demands on time.

== Explanation ==

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Parkinson's law and how to manage it

2021-02-25T11:45:08Z

Busklusker:

The definition of Parkinson's Law is that work expands to fill the time alotted. Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time. Sometimes the law is applied to limit increasing bureaucracy in a company or organisation.
An example for how Parkinson's law affects projects is that--. Imagine..
Parkinson describes how work is elastic in its demands on time.

== Headline text ==

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.

Articles Spring Term 2021

2021-02-19T11:19:23Z

Busklusker: /* Overview of 2021 Wiki Collections */

=Overview of 2021 Wiki Collections=

{| class="wikitable sortable"
|+Spring Term 2021 Wiki Collections
|Group name
|First name
|Surname
|Student number
|[[Article name]]
|-
|-
|TAs Example
|Thomas
|Giannoulopoulos
|s192419
|[[APPM Example 2021]]
|-
|-
|Group 12
|Christian
|Frøsig
|s175044
|[[Belbin's 9 team roles]]
|-
|-
|Group 1
|Oliver
|K. Vittrup
|s163754
|[[Top-down vs bottom-up estimations]]
|-
|-
|44
|Jeyad
|M. Baig
|s153585
|[[Planning Methods - 3 Levels of Project Planning]]
|-
|-
|Group 17
|Quoc-Khanh Rose-Marie Therese
|Madsen
|s123462
|[[Applying Tuckman’s model for team development]]
|-
|-
|31
|Haoxiang
|Sang
|s192258
|[[Cost control with statistic tools]]
|-
|-
|Group 31
|He
|Fan
|s192195
|[[Work Break-down Structure]]
|-
|-
|Group 19
|Ángel
|Castro del Olmo
|s193246
|[[Stakeholder Engagement and Sustainability in Maritime Spatial Planning]]
|-
|-
|44
|Abdullah Shams
|Turkmani
|s153337
|[[ICT Agreement]]
|-
|-
|Group 17
|Jacopo
|Renzi
|s210445
|[[Double Diamond in Project Management]]
|-
|-
|Group 35
|Helga Sigríður
|Magnúsdóttir
|s202027
|[[Network Planning]]
|-
|-
|12
|Cæcilie
|Kortbæk
|163873
|[[Double diamond]]
|-
|-
|Group 18
|Frithjof Johannes
|Thiem
|s202972
|[[DevOps]]
|-
|-
|12
|Emilie
|Winther Schmidt
|163884
|[[Iron Triangle]]
|-
|-
|12
|Anna
|Fredgaard
|s163887
|[[Active Listening Technique]]
|-
|-
|35
|Ruben
|Raes
|s202029
|[[Iron Triangle of Project Management]]
|-
|-
|21
|Claudia
|Balcells
|s202939
|[[APPPM Issue Tree]]
|-
|-
|35
|Brynja
|Gudmundsdottir
|s202030
|[[FAST goals]]
|-
|-
|16
|Andrea
|Pin Morales
|s205567
|[[The Business Case]]
|-
|-
|16
|Lena Maria
|Thyen
|s202969
|[[The 7 Habits of Highly Effective People]]
|-
|-
|35
|Úlfar
|Viktorsson
|s202022
|[[The 4 Disciplines of Execution]]
|-
|-
|16
|Moritz
|Rindermann
|s202976
|[[Tuckmans model for Team Development]]
|-
|-
|Group 29
|Heiðdís Ósk
|Pétursdóttir
|s202025
|[[Efficiency and Effectiveness]]
|-
|-
|31
|Xabier
|Martínez de Zabarte
|s210323
|[[Scrumban]]
|-
|-
|17
|Aldís Braga
|Eiríksdóttir
|s202045
|[[Blake-Mouton Managerial Grid]]
|-
|-
|32
|Jan Otis
| Ernst
|s210433
|[[RACI Matrix]]
|-
|-
|3
|Julie
| Finne-Ipsen
|s153987
|[[Kahneman - Two Thinking Systems]]
|-
|-
|24
|Maria Eileen
| Hubbuck
|s210444
|[[Risk Management-Identification]]
|-
|-
|11
|Alina
| Barun
|s202514
|[[Maslow's Hierarchy of Needs]]
|-
|-
|24
|Felix Vinzenz
|Wütherich
|s202968
|[[Emotional Intelligence and Leadership]]
|-
|-
|28
|Ariadna
|Ramos
|s191852
|[[The Work Breakdown Structure (WBS)]]
|-
|-
|Group 27
|Jakob
|Grønvald
|s164346
|[[Maslow‘s Hierarchy of Needs, Motivation in the workplace]]
|-
|-
|Group 16
|Martina
|Rampazzo
|s202895
|[[Earned value management (EVM)]]
|-
|-
|Group 2
|John
|Fritz
|s202967
|[[Learning plan]]
|-
|-
|Group 24
|Henning
|Duwe
|s210450
|[[SWOT Analysis]]
|-
|-
|Group 14
|Søren Emil
|Kjær
|s201528
|[[GANTT]]
|-
|-
|Group 23
|Mathilde Kremmer
|Broberg
|s175074
|[[Corrective and Preventive Actions (CAPA)]]
|-
|-
|Group 14
|Rune Lykke
|Høg
|s165012
|[[The use of the A3 management process]]
|-
|-
|Group 35
|Tinna Hrönn
|Unudóttir
|s202032
|[[Constructive communication]]
|-
|-
|Group 17
|Eva Rún
|Arnarsdóttir
|s203214
|[[Biases in Project Management]]
|-
|-
|Group 24
|Astrid
|Skovhus
|s164499
|[[Getting Things Done (GTD)]]
|-
|-
|Group 7
|Phillip
|Dyrberg
|s164503
|[[Double diamond: A design process model]]
|-
|-
|Group 14
|Amanda Emilie
|Søborg Berthelsen
|s154707
|[[The Johari Window]]
|-
|-
|Group 23
|Nicolai Mossing
|Madsen
|s164515
|[[SMART Goals (Specific, Measurable, Attainable, Relevant, Time-bound)]]
|-
|-
|Group 27
|Marie-Louise Wolfsberg
|Schmidt
|s164417
|[[The Affect Heuristic]]
|-
|-
|Group 4
|Erika Marie
|Strøm
|s203224
|[[Parkinson's Law in Project Schedule Management]]
|-
|-
|Group 16
|Beatrice
|Ranzato
|s202887
|[[X-Matrix Hoshin Kanri]]
|-
|-
|Group 9
|Helene Waldmann
|Jørgensen
|s173891
|[[Lag & Lead]]
|-
|-
|Group 4
|Zahra
|Al-Mosawi
|s193938
|[[Project Communications Management]]
|-
|-
|Group 14
|William Axel Linderoth
|Michaelen
|s153275
|[[Design-Build]]
|-
|-
|Group 31
|Jesús
|Gracia Yoldi
|s210111
|[[Kanban in APPPM]]
|-
|-
|Group 35
|Katrín Erla
|Bergsveinsdóttir
|s202026
|[[Contingency plans]]
|-
|-
|Group 1
|Cecilie Marie Raagaard
|Christensen
|s160832
|[[Work breakdown structure (WBS)]]
|-
|-
|Group 19
|Ali Jamal
|Jomeh
|s173741
|[[SMART goals: A project management tool]]
|-
|-
|Group 15
|Tobias
|Hyldmo
|s206658
|[[High performing teams]]
|-
|-
|Group 5
|Samah
|Said
|s203228
|[[Business Process Excellence (BPEX)]]
|-
|-
|Group 3
|Emilie
|Torp
|s153320
|[[Goal Hierarchy]]
|-
|-
|Group 3
|Victor Nørregaard
|Schwærter
|s164745
|[[Milestone Planning]]
|-
|-
|Group 9
|Jacob
|Ammitsøe
|s173849
|[[Self-Awareness]]
|-
|-
|Group 18
|Anna
|Bjørn Reland
|s154556
|[[Choosing the appropriate medium (oral – written – hybrids)]]
|-
|-
|Group 10
|Wail
|Atrari
|s170706
|[[The Double Diamond Tool: Prevent budget overruns and delays in your projects]]
|-
|Group 10
|Helená Evin
|Cinar
|s164741
|[[SWOT Analysis Management]]
|-
|-
|Group 10
|Mohammad
|Abou Hassan
|s160101
|[[Implementing SWOT]]
|-
|-
|Group 10
|Ahmet
|Akgül
|s152597
|[[Smart goals (Specific, Measurable, Achievable, Realistic, and Timely)]]
|-
|-
|Group 2
|Amalie
|N. Müller
|s173675
|[[Big five personality traits (OCEAN model)]]
|-
|-
|Group 29
|Pétursdóttir
|Stefanía Ósk
|s202044
|[[Situational leadership - Hersey and Blanchard]]
|-
|-
|Group 10
|Abdulahi
|Hayle Hassan
|s164691
|[[Stakeholder management]]
|-
|-
|Group 27
|Louise
|Landschoff
|s165111
|[[SCRUM - A Project Management Framework]]
|-
|-
|Group 10
|Sara
|Alabiidi
|s164650
|[[The Blake-Mouton Managerial Grid]]
|-
|-
|Group 4
|Felix
|Dressel
|s202965
|[[SPALTEN]]
|-
|-
|Group 11
|Sandra
|Nielsen
|s153370
|[[Conflict ladder]]
|-
|-
|Group 11
|Lise Munch
|Nordheim
|s200400
|[[McGregor's X & Y theory]]
|-
|-
|Group 2
|Simon
|Knutsson
|s202041
|[[Earned Value Management (EVM)]]
|-
|-
|Group 12
|Christoffer
|Askgaard
|s165098
|[[Design the team you need to succeed using Belbin's team roles]]
|-
|-
|Group 24
|Gaute Bø
|Aaløkken
|s202065
|[[Diversity in teams]]
|-
|-
|Group 2
|Lukas
|Tanzer
|s200120
|[[Continuous Improvement]]
|-
|-
|Group 7
|Sofie
|Lundsteen
|s170285
|[[Team roles at work]]
|-
|-
|Group 14
|Josefine
|M. Schuler
|s154055
|[[Applying the Hawthorne studies to project management]]
|-
|-
|Group 3
|Amalie Nordstrøm
|Nielsen
|s153272
|[[The seven characteristic principles]]
|-
|-
|Group 14
|Louise Damborg
|Frederiksen
|s185238
|[[Bias in a Team Setting]]
|-
|-
|Group 1
|Georg Holger
|Waage
|s163819
|[[Fishbone Diagram]]
|-
|-
|Group 28
|Özgenur
|Baştuğ
|s203033
|[[Variation Orders in Construction Projects]]
|-
|-
|Group 9
|Mads
|Møhlenberg
|s173879
|[[A hybrid consisting of Agile and Stage Gate]]
|-
|-
|Group 29
|Svanhvít Birta
|Guðmundsdóttir
|s203174
|[[Project Milestones]]
|-
|-
|Group 23
|Bente
|Meidahl Münsberg
|s175068
|[[Gantt Charts]]
|-
|-
|Group 27
|Frederik
|Carlsson
|s164345
|[[FAST Goals]]
|-
|-
|Group 11
|Tobias
|Rydahl
|s200471
|[[Using DISC assessment for project team management]]
|-
|-
|Group 7
|Mads
|Støjfer-Hønberg
|s174303
|[[SCRUM - An Agile Project Management Framework]]
|-
|-
|Group 21
|Matthieu
|Buy
|s202925
|[[The Five-Factor Model (OCEAN)]]
|-
|-
|Group 18
|Astrid Helene
|Erecius
|s171013
|[[Choosing communication media for negotiation]]
|-
|-
|Group 44
|Zainab
|Jalal
|s165491
|[[Work Breakdown Structure in project management]]
|-
|-
|Group 2
|Anna Felicia Mai
|Lindström
|s202046
|[[Project Status Reporting]]
|-
|-
|Group 28
|Alberto
|Melloni
|s202894
|[[Pre-mortem analysis]]
|-
|-
|Group 29
|Thore Uwe
|Aye
|s202746
|[[Quality Gates in Project Management]]
|-
|-
|Group 9
|Lydia
|Tsintzou
|s193745
|[[SWOT Analysis Guide]]
|-
|-
|Group 28
|Kendra Ana
|Rodríguez López
|s200182
|[[Choosing by Advantages Decision-Making System]]
|-
|-
|Group 23
|Rasmus
|Engberg
|s164513
|[[RDM]]
|-
|-
|Group 4
|Christine
|Fryland
|s153875
|[[Theory X-Y]]
|-
|-
|Group 28
|Manas P.
|Dalvi
|s210143
|[[Effective Tools for Multiple Project Management]]
-
|-
|Group 12
|Joakim
|Vollertzen
|s163947
|[[Extreme Project Management (XPM)]]
|-
|-
|Group 19
|Shubham
|Ingole
|s200092
|[[Stakeholder Management Strategies]]
|-
|-
|Group 31
|Alvaro
|Bello
|s210447
|[[Forecasting and estimation techniques]]
|-
|-
|Group 09
|Dorothea
|Georgiadou
|s200230
|[[Risk Register analysis]]
|-
|-
|Group 09
|Maria Konstantina
|Papaioannou
|s195550
|[[Fishbone diagram analysis]]
|-
|-
|Group 21
|Kelvin
|Scott-Fordsmand
|s174312
|[[RiskRegister]]
|-
|-
|Group 18
|Christoffer Friis
|Hansen
|s164569
|[[Identifying risk]]
|-
|-
|Group 1
|Giulia
|Zanelli
|s205701
|[[Earned Value Management - EVM]]
|-
|-
|Group 29
|Tinna
|Dofradottir
|s203177
|[[Adaptive Project Framework]]
|-
|-
|Group 23
|Jonatan Larsen
|Edry
|s165499
|[[The iron triangle as an analytical tool]]
|-
|-
|Group 4
|Mikkel Walther
|Hellesen
|s203227
|[[System Readiness Level Index]]
|-
|-
|Group 5
|Yamila Denise
|Aviles
|s203409
|[[Agile Release Train]]
|-
|-
|Group 5
|Kallina
|Karamitsiou
|s202249
|[[Kahneman's dual-system thinking]]
|-
|-
|Group 19
|Prasad
|Jagtap
|s200109
|[[Communication Management using Service Blueprint]]
|-
|-
|Group 3
|Johan Holger
|Rasmussen
|s210512
|[[Daniel Kahneman's two systems of thinking]]
|-
|-
|Group 18
|Sigrún Björk
|Sævarsdóttir
|s200165
|[[The Scrum framework]]
|-
|-
|Group 1
|Francesca
|Pieraccini
|s206673
|[[Double Diamond model]]
|-
|-
|Group 15
|Dionysios
|Dasopoulos
|s202916
|[[Tuckman's Model for Sustainable Team Development]]
|-
|-
|Group 15
|Joern
|Appelt
|s202854
|[[Intrinsic Motivation]]
|-
|-
|Group 23
|Oliver
|Karlsson
|s165080
|[[Double Diamond Model]]
|-
|-
|Group 5
|Victor
|Soler Fuertes
|s206040
|[[OKR - Objectives and Key Results]]
|-
|-
|Group 31
|João
|Ferreira
|s202867
|[[Psychological safety as a key factor to quality and productivity of Organizations]]
|-
|-
|Group 31
|Timo
|Scheitinger
|s202966
|[[The big five (OCEAN)]]
|-
|-
|Group 15
|Maria-Lito
|Glykioti
|s151256
|[[The role of Emotional Intelligence in Project Management]]
|-
|-
|Group 15
|Hafeez
|Ahmadi
|s164137
|[[ISM Principles of Change]]
|-
|-
|Group 21
|Magnus Riis
|Gregersen
|s214321
|[[Gantt Chart Scheduling]]
|-
|-
|Group 18
|Marie Elly Ulricke
|Kristensen
|s144408
|[[Motivation through Theory X&Y from a Project Management perspective]]
|-
|-
|Group 18
|Christopher
|Burgdorf
|s154689
|[[Simple Multi-Attribute Rating Technique (SMART)]]
|-
|-
|Group 5
|Ishak
|Zaaimia
|s164631
|[[Parkinson's Law]]
|-
|-
|Group 11
|Sara Ballegaard
|Laursen
|s193723
|[[Organizational Socialization]]
|-
|-
|Group 19
|Ali Waleed
|Abbas
|s172841
|[[Fishbone diagram for root cause analysis]]
|-
|-
|Group 17
|Cecilia
|Thuy Duyen Nguyen-Cong
|s184300
|[[The 7 Habits of Highly Effective People by Stephen R. Covey]]
|-
|-
|Group 44
|Farah
|Sabri
|s164740
|[[Lack of communication in project management]]
|-
|-
|Group 1
|Shakila
|Khan Malik
|s173780
|[[Risk]]
|-
|-
|Group 27
|Asbjørn Martin
|Kruuse
|s153470
|[[Chairing a meeting]]
|-
|-
|Group 23
|Tummas Dímun
|Mohr
|s160129
|[[Project Dashboards]]
|-
|-
|Group 27
|Vanessa
|Clausen
|s183302
|[[Overcoming small-big projects (Gantt)]]
|-
|-
|Group 09
|Emil
|Ballermann
|s174393
|[[Parkinson's law and how to manage it]]
|-
|-
|Group 4
|Gian Marco
|Grieco
|s202893
|[[Parkinson's Law: achieving more in less time]]
|-
|-
|Group 44
|Shahad
|Abdelaziz
|s122945
|[[Outsourcing]]
|-
|-
|Group 3
|Tais
|Christiansen
|s165131
|[[Relationship of projects, programs and portfolios]]
|-
|-
|Group 4
|Sana
|Ilyas
|s192815
|[[SCRUM framework]]
|-
|-
|Group 5
|Mia Chrstine
|Wheitman
|s206053
|[[The use of Gantt Charts]]
|-
|-
|Group 35
|Sigurjón Bjarni
|Bjarnason
|s202049
|[[The Work breakdown structure(WBS)]]
|-
|-
|Group 19
|Morten Dam
|Laursen
|s200364
|[[Multiple Project Management: Summary, Theory and Improvement]]
|-
|-

Parkinson's law and how to manage it

2021-02-14T21:17:03Z

Busklusker: Created page with "The definition of Parkinson's Law is that work expands to fill the time alotted. Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a h..."

The definition of Parkinson's Law is that work expands to fill the time alotted. Cyril Northcote Parkinson, whos was a British author and historian outlined the concept in a humorous essay in The Economist in 1955. In the essay, Parkinson describes how assigned tasks will usually take up all the time available for its completion, and if more time can be made available, the task will also take up that added time.
An example for how Parkinson's law affects projects is that--. Imagine..
Parkinson describes how work is elastic in its demands on time.

Work has a tendency to become increasingly more complex as to fill the time alotted when poeple are involved. Procrastination plays a big role in Parkinson's law. Knowing that a project or and undertaking has a deadline often inspires us to leave work to right before that deadline – and our delays in getting started mean the time required for that task expands.

Parkinson uses the example of how the bureaucracy of the British Civil Service grew unrelated to the amount of work. The growth depended on two factors: The Law of Multiplication of Subordinates and The Law of Multiplication of Work. He formulated a mathematical formula to determine the increase in staff in any public administrative departmment. Parkinson's Law explains the behavioural aspect of scheduling. If more time is available to complete a task, the task will most likely take up all the time. This results in inefficient use of time and effort. Project managers can use this to understand employees motivation for completing tasks. In project schedule management, this is valuable knowledge when estimating activity duration. The project manager should account for this tendency when scheduling a project and to ensure efficient use of time. To account for Parkinson's Law, a project manager needs to set deadlines. Deadlines ensure that a task only takes up the necessary time for completion while requiring the most effort.

https://www.economist.com/news/1955/11/19/parkinsons-law
https://www.atlassian.com/blog/productivity/what-is-parkinsons-law#:~:text=Parkinson%27s%20Law%20is%20the%20old,for%20the%20Economist%20in%201955.