Eisenhower Matrix - Revision history

S164352.2: /* The Eisenhower Matrix in Project Management */

2023-05-09T20:32:45Z

The Eisenhower Matrix in Project Management

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	Managerial roles, regardless of respective fields and industries, will to some extent be given the responsibility to understand and handle quantifiable resources within their business. Whether these be financial, logistical, or material resources, they are generally considered core benchmarks that determine status and progress in any project or program. Managers will, however, undoubtably face challenges with intangible assets such as personnel and intellectual resources. The success of project outcomes, and by extension program or portfolio outcomes, can be attributed to how effectively management has handled the people-related aspects.		Managerial roles, regardless of respective fields and industries, will to some extent be given the responsibility to understand and handle quantifiable resources within their business. Whether these be financial, logistical, or material resources, they are generally considered core benchmarks that determine status and progress in any project or program. Managers will, however, undoubtably face challenges with intangible assets such as personnel and intellectual resources. The success of project outcomes, and by extension program or portfolio outcomes, can be attributed to how effectively management has handled the people-related aspects.


	The PMBOK Guide for Project Management asserts the several performance domains that specify a project’s areas of focus. A considerable proportion of these areas are linked to the leadership that encompasses the project. One of the leadership skills that are outlined as a necessity for project managers is that of self-management, as this involves critical reflection and the avoidance of acting on impulses. <ref name="PMBOK"> Project Management Institute, Inc.. 2021. ‘’Guide to the Project Management Body of Knowledge’’ (PMBOK® Guide) (7th Edition). Project Management Institute, Inc. (PMI).		The PMBOK Guide for Project Management asserts the several performance domains that specify a project’s areas of focus. A considerable proportion of these areas are linked to the leadership that encompasses the project. One of the leadership skills that are outlined as a necessity for project managers is that of self-management, as this involves critical reflection and the avoidance of acting on impulses. <ref name="PMBOK"> Project Management Institute, Inc.. 2021. ‘’Guide to the Project Management Body of Knowledge’’ (PMBOK® Guide) (7th Edition). Project Management Institute, Inc. (PMI).

S164352.2: /* Applications and Implementation */

2023-05-09T20:32:26Z

Applications and Implementation

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	Suppose a project manager is able to consistently prioritize the tasks that span throughout the project. The scope of important and urgent tasks surrounding stakeholders, processes and deliveries can then be planned out accordingly. More importantly, if these plans can be communicated to the project team, it promotes a shared understanding of the direction that management has decided upon, resulting in open communication and transparency, which might help break the biases of the management. As such, the matrix not only supports the acting manager, but the full team. The matrix assists in the project becoming a combined effort to tackle Important tasks, while also encouraging personal growth and autonomy through delegation. While urgent tasks or external dependencies can distract the team from more important matters, dealing with them through a team effort can alleviate this negative effect.		Suppose a project manager is able to consistently prioritize the tasks that span throughout the project. The scope of important and urgent tasks surrounding stakeholders, processes and deliveries can then be planned out accordingly. More importantly, if these plans can be communicated to the project team, it promotes a shared understanding of the direction that management has decided upon, resulting in open communication and transparency, which might help break the biases of the management. As such, the matrix not only supports the acting manager, but the full team. The matrix assists in the project becoming a combined effort to tackle Important tasks, while also encouraging personal growth and autonomy through delegation. While urgent tasks or external dependencies can distract the team from more important matters, dealing with them through a team effort can alleviate this negative effect.
	These are all aspects which contribute to high-performing teams within project management, according to the standard for project management. <ref name="PMBOK" />Thus using an Eisenhower Matrix in Project Management and pairing it with other important skills, such as communication, can create a foundation for maintaining vision and focus for the project at hand.		These are all aspects which contribute to high-performing teams within project management, according to the standard for project management. <ref name="PMBOK" />Thus using an Eisenhower Matrix in Project Management and pairing it with other important skills, such as communication, can create a foundation for maintaining vision and focus for the project at hand.


	The potential and possibilities of the Eisenhower Matrix are quite clear. Utilizing the tool for time management and prioritization, for further organizing and planning, seems to be an ideal asset that could live up to the standards of Project Management. Besides this, it is possible to draw parallels between the use of the Eisenhower Matrix and other certified methods, such as the ‘Projects in controlled Environments’ or PRINCE2 for short. The PRINCE2 guidelines assert under their theme no. 9 for planning, that it is crucial to identify the activities and dependencies, to expand the picture of needed workload. <ref name="PRINCE2"> Axelos Limited. 2017. ‘’Managing Successful Projects with PRINCE2’’. TSO.		The potential and possibilities of the Eisenhower Matrix are quite clear. Utilizing the tool for time management and prioritization, for further organizing and planning, seems to be an ideal asset that could live up to the standards of Project Management. Besides this, it is possible to draw parallels between the use of the Eisenhower Matrix and other certified methods, such as the ‘Projects in controlled Environments’ or PRINCE2 for short. The PRINCE2 guidelines assert under their theme no. 9 for planning, that it is crucial to identify the activities and dependencies, to expand the picture of needed workload. <ref name="PRINCE2"> Axelos Limited. 2017. ‘’Managing Successful Projects with PRINCE2’’. TSO.

S164352.2: /* The Four Quadrants */

2023-05-09T20:32:05Z

The Four Quadrants

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	are typically those that signify and embody the ‘Mere urgency effect’, because they seem urgent, but don’t carry any importance or significant payoff for completion. If one is to spend too much time in this quadrant, the work becomes less meaningful as the focus is not on the matters that are important to the individual. <ref name="Todoist" />		are typically those that signify and embody the ‘Mere urgency effect’, because they seem urgent, but don’t carry any importance or significant payoff for completion. If one is to spend too much time in this quadrant, the work becomes less meaningful as the focus is not on the matters that are important to the individual. <ref name="Todoist" />
	Identifying the tasks that can be delegated, either to services or co-workers, allows more energy and time to be spent on more important tasks in the upper quadrants. If tasks in this quadrant cannot be delegated, they should be executed after completing tasks in the first two quadrants. <ref name="Covey" />		Identifying the tasks that can be delegated, either to services or co-workers, allows more energy and time to be spent on more important tasks in the upper quadrants. If tasks in this quadrant cannot be delegated, they should be executed after completing tasks in the first two quadrants. <ref name="Covey" />


	===Don't Do===		===Don't Do===

S164352.2 at 20:31, 9 May 2023

2023-05-09T20:31:47Z

← Older revision		Revision as of 20:31, 9 May 2023
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	By Stefan Susic		By Stefan Susic
	= Abstract =		== Abstract ==

	The Eisenhower Matrix is a tool for organizing and prioritizing the severity of task’s Urgency and Importance. This method is named after Dwight D. Eisenhower, the 35th president of the United States, who was known for being a highly effective leader both in the military and in Government. In newer times, author of “7 habits of highly effective people”, Stephen Covey, has given his own interpretation of Eisenhower method, also known as the Time Management Matrix.		The Eisenhower Matrix is a tool for organizing and prioritizing the severity of task’s Urgency and Importance. This method is named after Dwight D. Eisenhower, the 35th president of the United States, who was known for being a highly effective leader both in the military and in Government. In newer times, author of “7 habits of highly effective people”, Stephen Covey, has given his own interpretation of Eisenhower method, also known as the Time Management Matrix.
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	When it comes to human psychology, there are certain cognitive biases that an individual experiences when faced with decision making. One of these biases is the ‘projection bias’, which encourages the undertaking of larger tasks due to a feeling of optimism, even though this feeling is neither perpetual nor long-lasting. Another one of these biases is the ‘restraint bias’, where there is an overestimation of the control that a person has over impulsive behaviors and an underestimation of the effect that distractions causes on productivity<ref name="TDL"> The Decision Lab. The Eisenhower Matrix. https://thedecisionlab.com/reference-guide/management/the-eisenhower-matrix. Last Accessed: 2023-05-09 </ref>. These cognitive biases contribute to the ‘Mere Urgency Effect’. When faced with upcoming objectives, the ‘Mere urgency Effect’ causes a change in perception with regards to the importance and urgency of the task. This shifts an individual’s ability to make decisions towards an emphasis on tasks that appear more urgent, even though they are less important or less fulfilling in regards to the progress of the overall project. <ref name="Kennedy"> Kennedy et. al., 2021. ‘’The Illusion of Urgency’’. American Journal of Pharmaceutical Education. Massachusetts, USA</ref>		When it comes to human psychology, there are certain cognitive biases that an individual experiences when faced with decision making. One of these biases is the ‘projection bias’, which encourages the undertaking of larger tasks due to a feeling of optimism, even though this feeling is neither perpetual nor long-lasting. Another one of these biases is the ‘restraint bias’, where there is an overestimation of the control that a person has over impulsive behaviors and an underestimation of the effect that distractions causes on productivity<ref name="TDL"> The Decision Lab. The Eisenhower Matrix. https://thedecisionlab.com/reference-guide/management/the-eisenhower-matrix. Last Accessed: 2023-05-09 </ref>. These cognitive biases contribute to the ‘Mere Urgency Effect’. When faced with upcoming objectives, the ‘Mere urgency Effect’ causes a change in perception with regards to the importance and urgency of the task. This shifts an individual’s ability to make decisions towards an emphasis on tasks that appear more urgent, even though they are less important or less fulfilling in regards to the progress of the overall project. <ref name="Kennedy"> Kennedy et. al., 2021. ‘’The Illusion of Urgency’’. American Journal of Pharmaceutical Education. Massachusetts, USA</ref>

	~~'''~~Experiments~~'''~~		===Experiments===
	To investigate the Mere Urgency Effect, several experiments were conducted in 2018, by Meng Zhu, Yang Yang and Christopher Hsee. The purpose of these experiments was to find out how people chose to prioritize tasks of varying urgency and importance. <ref name="TDL"/>		To investigate the Mere Urgency Effect, several experiments were conducted in 2018, by Meng Zhu, Yang Yang and Christopher Hsee. The purpose of these experiments was to find out how people chose to prioritize tasks of varying urgency and importance. <ref name="TDL"/>
	The first experiment was conducted with 124 college students, where participants were presented with two Tasks that they could choose from, namely Tasks A and B. The aim of both tasks was to write five product reviews within five minutes. However, the students would be randomly placed under two conditions for these task. The ‘Urgency’ condition offered 6 points per review for task A and indicated it expired in 10 minutes, while task B offered 10 points per review, and was set to expire in 24 hours. Furthermore, these students were told that for every 10 points they earned, they would receive a ‘Hershey’s Kiss’ [Chocolate]. The ‘Control’ condition, however, would establish that Tasks A and B only varied in points, but that both expired in 24 hours. Although, all tasks would automatically be finished after 5 minutes. <ref name="Zhu"> Zhu et. al. 2018. ‘’The Mere Urgency Effect’’. Journal of Consumer Research. Oxford University Press</ref>The outcome of the first experiment showed that under the ‘Urgency condition’, students were willing to give up the high payoff tasks, because the low payoff tasks were defined with a non-existent urgency. Under the ‘Control’ condition, this was significantly less prevalent. <ref name="Zhu" />		The first experiment was conducted with 124 college students, where participants were presented with two Tasks that they could choose from, namely Tasks A and B. The aim of both tasks was to write five product reviews within five minutes. However, the students would be randomly placed under two conditions for these task. The ‘Urgency’ condition offered 6 points per review for task A and indicated it expired in 10 minutes, while task B offered 10 points per review, and was set to expire in 24 hours. Furthermore, these students were told that for every 10 points they earned, they would receive a ‘Hershey’s Kiss’ [Chocolate]. The ‘Control’ condition, however, would establish that Tasks A and B only varied in points, but that both expired in 24 hours. Although, all tasks would automatically be finished after 5 minutes. <ref name="Zhu"> Zhu et. al. 2018. ‘’The Mere Urgency Effect’’. Journal of Consumer Research. Oxford University Press</ref>The outcome of the first experiment showed that under the ‘Urgency condition’, students were willing to give up the high payoff tasks, because the low payoff tasks were defined with a non-existent urgency. Under the ‘Control’ condition, this was significantly less prevalent. <ref name="Zhu" />
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	The Eisenhower Matrix consists of four quadrants, with each of them signifying them importance of a given task.		The Eisenhower Matrix consists of four quadrants, with each of them signifying them importance of a given task.

	~~'''~~Do First~~'''~~		===Do First===
	The first quadrant, in the top left of the matrix, is called the “Do First” quadrant. The tasks assigned to this quadrant are characterized by both their Importance and their Time-sensitivity. These tasks typically have an upcoming deadline, as well as severe consequences if postponed. However, these tasks can also be surprises from an external source, requiring a crisis-level response. In this quadrant it is essential to get the tasks completed in a timely manner, before their urgency becomes more severe.		The first quadrant, in the top left of the matrix, is called the “Do First” quadrant. The tasks assigned to this quadrant are characterized by both their Importance and their Time-sensitivity. These tasks typically have an upcoming deadline, as well as severe consequences if postponed. However, these tasks can also be surprises from an external source, requiring a crisis-level response. In this quadrant it is essential to get the tasks completed in a timely manner, before their urgency becomes more severe.
	Covey however, suggests that spending too much time in the first quadrant, due to its deadline driven nature, can cause increased stress and burn out. <ref name="Covey"> Covey, S.R. 1990. ‘’The 7 habits of highly effective people’’. New York, USA. Free Press</ref>		Covey however, suggests that spending too much time in the first quadrant, due to its deadline driven nature, can cause increased stress and burn out. <ref name="Covey"> Covey, S.R. 1990. ‘’The 7 habits of highly effective people’’. New York, USA. Free Press</ref>

			===Schedule===
	~~'''~~Schedule~~'''~~
	The quadrant in the top right of the matrix is called the “Schedule” quadrant. Similarly, to the ‘Do First’ quadrant, these tasks are significant but are not time sensitive. The tasks in this quadrant are usually focused on growth and development, or ‘deep work’, and usually involve organizing, goal setting, strategic thinking and working on long-term projects. Allocating time in this quadrant benefits skill development and relationship building. Furthermore, by scheduling your tasks efficiently and spending more time in the second quadrant, the smaller number of foreseeable tasks end up in the first quadrant over time. <ref name="Todoist"> Todoist. The Eisenhower Matrix https://todoist.com/productivity-methods/eisenhower-matrix#the-mere-urgency-effect-aka-why-were-bad-at-prioritization Last Accessed: 2023-05-09 </ref>		The quadrant in the top right of the matrix is called the “Schedule” quadrant. Similarly, to the ‘Do First’ quadrant, these tasks are significant but are not time sensitive. The tasks in this quadrant are usually focused on growth and development, or ‘deep work’, and usually involve organizing, goal setting, strategic thinking and working on long-term projects. Allocating time in this quadrant benefits skill development and relationship building. Furthermore, by scheduling your tasks efficiently and spending more time in the second quadrant, the smaller number of foreseeable tasks end up in the first quadrant over time. <ref name="Todoist"> Todoist. The Eisenhower Matrix https://todoist.com/productivity-methods/eisenhower-matrix#the-mere-urgency-effect-aka-why-were-bad-at-prioritization Last Accessed: 2023-05-09 </ref>

	~~'''~~Delegate~~'''~~		===Delegate===

	The third quadrant, in the bottom left-hand side, is the ‘Delegate’ quadrant. These tasks		The third quadrant, in the bottom left-hand side, is the ‘Delegate’ quadrant. These tasks
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	~~'''~~Don't Do~~'''~~		===Don't Do===

	In the final quadrant remain the tasks that are neither urgent nor important. The tasks are often considered a waste of time and unproductive. Spending excessive time in this quadrant can cause too much effort being put into objectives that are considered distractions, and therefore shift the focus away from spending time in the upper two quadrants. Therefore, the time spent in the ‘Don’t Do’ quadrant should be eliminated as much as possible.		In the final quadrant remain the tasks that are neither urgent nor important. The tasks are often considered a waste of time and unproductive. Spending excessive time in this quadrant can cause too much effort being put into objectives that are considered distractions, and therefore shift the focus away from spending time in the upper two quadrants. Therefore, the time spent in the ‘Don’t Do’ quadrant should be eliminated as much as possible.
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	~~'''~~The Eisenhower Matrix in Project Management~~'''~~		===The Eisenhower Matrix in Project Management===

	Managerial roles, regardless of respective fields and industries, will to some extent be given the responsibility to understand and handle quantifiable resources within their business. Whether these be financial, logistical, or material resources, they are generally considered core benchmarks that determine status and progress in any project or program. Managers will, however, undoubtably face challenges with intangible assets such as personnel and intellectual resources. The success of project outcomes, and by extension program or portfolio outcomes, can be attributed to how effectively management has handled the people-related aspects.		Managerial roles, regardless of respective fields and industries, will to some extent be given the responsibility to understand and handle quantifiable resources within their business. Whether these be financial, logistical, or material resources, they are generally considered core benchmarks that determine status and progress in any project or program. Managers will, however, undoubtably face challenges with intangible assets such as personnel and intellectual resources. The success of project outcomes, and by extension program or portfolio outcomes, can be attributed to how effectively management has handled the people-related aspects.

S164352.2 at 20:30, 9 May 2023

2023-05-09T20:30:25Z

← Older revision		Revision as of 20:30, 9 May 2023
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	By Stefan Susic		By Stefan Susic
	== Abstract ==		= Abstract =

	The Eisenhower Matrix is a tool for organizing and prioritizing the severity of task’s Urgency and Importance. This method is named after Dwight D. Eisenhower, the 35th president of the United States, who was known for being a highly effective leader both in the military and in Government. In newer times, author of “7 habits of highly effective people”, Stephen Covey, has given his own interpretation of Eisenhower method, also known as the Time Management Matrix.		The Eisenhower Matrix is a tool for organizing and prioritizing the severity of task’s Urgency and Importance. This method is named after Dwight D. Eisenhower, the 35th president of the United States, who was known for being a highly effective leader both in the military and in Government. In newer times, author of “7 habits of highly effective people”, Stephen Covey, has given his own interpretation of Eisenhower method, also known as the Time Management Matrix.

S164352.2: /* Applications and Implementation */

2023-05-09T20:30:00Z

Applications and Implementation

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	<ol>		<ol>
	<li> <u>Establish Purpose<u/>: Regardless of the context in which the Eisenhower Matrix is put to use, an aim or ambition must be defined. By establishing the purpose of a project or personal goal, it becomes clear what the end results should look like, along with what this result should encompass. Moreover, it is likely that the efforts required to achieve the goal will become more apparent. This is something that can be conventionally identified as Covey’s 2nd habit, “Begin with the End in Mind”, which helps give a clear vision or direction of one’s purpose. <ref name="Covey" /> </li>		<li> <u>Establish Purpose</u>: Regardless of the context in which the Eisenhower Matrix is put to use, an aim or ambition must be defined. By establishing the purpose of a project or personal goal, it becomes clear what the end results should look like, along with what this result should encompass. Moreover, it is likely that the efforts required to achieve the goal will become more apparent. This is something that can be conventionally identified as Covey’s 2nd habit, “Begin with the End in Mind”, which helps give a clear vision or direction of one’s purpose. <ref name="Covey" /> </li>

	<li> <u>Identifying and Categorizing Tasks</u>: Depending on the set goal, and depending on the context of use, the tasks that follow will always vary. The project manager trying to innovate something in their product range will have a different set of tasks than the university student trying to pass a course in management. While identifying the tasks at hand might be simple, the categorization of them is where the effects of the Eisenhower Matrix appear at first. The tool requires the differentiation between tasks that are urgent and those that are important, which is a distinguishing feature to the Matrix when compared to other tools. <ref name="TDL"/>Important tasks are constituted by their payoff contributing to long-term targets and objective, while urgent tasks are considered to require immediate attention or have a nearing deadline.</li>		<li> <u>Identifying and Categorizing Tasks</u>: Depending on the set goal, and depending on the context of use, the tasks that follow will always vary. The project manager trying to innovate something in their product range will have a different set of tasks than the university student trying to pass a course in management. While identifying the tasks at hand might be simple, the categorization of them is where the effects of the Eisenhower Matrix appear at first. The tool requires the differentiation between tasks that are urgent and those that are important, which is a distinguishing feature to the Matrix when compared to other tools. <ref name="TDL"/>Important tasks are constituted by their payoff contributing to long-term targets and objective, while urgent tasks are considered to require immediate attention or have a nearing deadline.</li>

S164352.2: /* Applications and Implementation */

2023-05-09T20:29:31Z

Applications and Implementation

← Older revision		Revision as of 20:29, 9 May 2023
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	<ol>		<ol>
	<li> Establish Purpose: Regardless of the context in which the Eisenhower Matrix is put to use, an aim or ambition must be defined. By establishing the purpose of a project or personal goal, it becomes clear what the end results should look like, along with what this result should encompass. Moreover, it is likely that the efforts required to achieve the goal will become more apparent. This is something that can be conventionally identified as Covey’s 2nd habit, “Begin with the End in Mind”, which helps give a clear vision or direction of one’s purpose. <ref name="Covey" /> </li>		<li> <u>Establish Purpose<u/>: Regardless of the context in which the Eisenhower Matrix is put to use, an aim or ambition must be defined. By establishing the purpose of a project or personal goal, it becomes clear what the end results should look like, along with what this result should encompass. Moreover, it is likely that the efforts required to achieve the goal will become more apparent. This is something that can be conventionally identified as Covey’s 2nd habit, “Begin with the End in Mind”, which helps give a clear vision or direction of one’s purpose. <ref name="Covey" /> </li>

	<li>Identifying and Categorizing Tasks: Depending on the set goal, and depending on the context of use, the tasks that follow will always vary. The project manager trying to innovate something in their product range will have a different set of tasks than the university student trying to pass a course in management. While identifying the tasks at hand might be simple, the categorization of them is where the effects of the Eisenhower Matrix appear at first. The tool requires the differentiation between tasks that are urgent and those that are important, which is a distinguishing feature to the Matrix when compared to other tools. <ref name="TDL"/>Important tasks are constituted by their payoff contributing to long-term targets and objective, while urgent tasks are considered to require immediate attention or have a nearing deadline.</li>		<li> <u>Identifying and Categorizing Tasks</u>: Depending on the set goal, and depending on the context of use, the tasks that follow will always vary. The project manager trying to innovate something in their product range will have a different set of tasks than the university student trying to pass a course in management. While identifying the tasks at hand might be simple, the categorization of them is where the effects of the Eisenhower Matrix appear at first. The tool requires the differentiation between tasks that are urgent and those that are important, which is a distinguishing feature to the Matrix when compared to other tools. <ref name="TDL"/>Important tasks are constituted by their payoff contributing to long-term targets and objective, while urgent tasks are considered to require immediate attention or have a nearing deadline.</li>

	<li> Quadrants and Prioritizing: Once the tasks are categorized into Important or Urgent, it is easier to delimit them into the Matrix. Naturally, some critical thinking is required to determine which tasks are more Important than others, and which urgencies can be postponed or delegated. Thus, even in the creation of the Matrix, it is important to mitigate the ‘Mere Urgency Effect’, to avoid long-term goals seem urgent, or having less important but urgent tasks being forgotten. This can be done by further prioritizing every task within the quadrants, consequently determining whether the highest or lowest prioritized tasks within a quadrant belong to a different one. Additionally, setting a limit on the number of tasks that can be put under a quadrant, can aid in the process of prioritizing. <ref name="Asana"> Asana. The Eisenhower Matrix: How to prioritize your to-do list, https://asana.com/resources/eisenhower-matrix Last Accessed: 2023-05-09 </ref> </li>		<li> <u>Quadrants and Prioritizing</u>: Once the tasks are categorized into Important or Urgent, it is easier to delimit them into the Matrix. Naturally, some critical thinking is required to determine which tasks are more Important than others, and which urgencies can be postponed or delegated. Thus, even in the creation of the Matrix, it is important to mitigate the ‘Mere Urgency Effect’, to avoid long-term goals seem urgent, or having less important but urgent tasks being forgotten. This can be done by further prioritizing every task within the quadrants, consequently determining whether the highest or lowest prioritized tasks within a quadrant belong to a different one. Additionally, setting a limit on the number of tasks that can be put under a quadrant, can aid in the process of prioritizing. <ref name="Asana"> Asana. The Eisenhower Matrix: How to prioritize your to-do list, https://asana.com/resources/eisenhower-matrix Last Accessed: 2023-05-09 </ref> </li>

	<li> Revision: As Covey suggests with his 3rd habit, ‘Put First Things First’, after the tasks have been set and prioritized within the quadrants, they should be revised. <ref name="Covey" />This is important for any use of the Matrix. If certain tasks have been either wrongly prioritized or misplaced into the wrong quadrant, the matrix and general approach should be evaluated and changed to fit the direction of one’s objectives. Optimally, there should be an effort towards staying as much as possible in the second quadrant. The tasks in the second quadrant contribute to the objective in general, or in other words, have a high payoff. The quadrant is optimal for long-term planning and maintaining an overview of the project at hand. Moreover, keeping in line with these tasks eliminates them from being postponed and eventually becoming urgent. As such the first quadrant is kept free for pure emergencies. <ref name="ProdPlan"> Product Plan. Eisenhower Matrix, https://www.productplan.com/glossary/eisenhower-matrix/ Last Accessed: 2023-05-09 </ref> </li>		<li> <u>Revision</u>: As Covey suggests with his 3rd habit, ‘Put First Things First’, after the tasks have been set and prioritized within the quadrants, they should be revised. <ref name="Covey" />This is important for any use of the Matrix. If certain tasks have been either wrongly prioritized or misplaced into the wrong quadrant, the matrix and general approach should be evaluated and changed to fit the direction of one’s objectives. Optimally, there should be an effort towards staying as much as possible in the second quadrant. The tasks in the second quadrant contribute to the objective in general, or in other words, have a high payoff. The quadrant is optimal for long-term planning and maintaining an overview of the project at hand. Moreover, keeping in line with these tasks eliminates them from being postponed and eventually becoming urgent. As such the first quadrant is kept free for pure emergencies. <ref name="ProdPlan"> Product Plan. Eisenhower Matrix, https://www.productplan.com/glossary/eisenhower-matrix/ Last Accessed: 2023-05-09 </ref> </li>

	<li> Taking Action: Finally, while not being part of the Eisenhower Matrix, one of the most important factors for successfully executing the use of a decision matrix, is acting. Without acting on the tasks, prioritization and planning become obsolete. Whether this involves the so called “Eat the Frog” or “Pareto” principles to get going, the most important thing is that there is a contribution towards the goal. This is the principal habit of Covey, to be proactive! It states: “You are the creator, you are in Charge” <ref name="Covey" /> </li>		<li> <u>Taking Action</u>: Finally, while not being part of the Eisenhower Matrix, one of the most important factors for successfully executing the use of a decision matrix, is acting. Without acting on the tasks, prioritization and planning become obsolete. Whether this involves the so called “Eat the Frog” or “Pareto” principles to get going, the most important thing is that there is a contribution towards the goal. This is the principal habit of Covey, to be proactive! It states: “You are the creator, you are in Charge” <ref name="Covey" /> </li>
	</ol>		</ol>

S164352.2: /* Applications and Implementation */

2023-05-09T20:27:34Z

Applications and Implementation

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	! Eisenhower Matrix		! Eisenhower Matrix
	\|-		\|-
	\| '''Must Have''': Acceptance Criteria or Quality which is essential<br />and critical. Business justification not viable without.		\| '''Must Have:''' Acceptance Criteria or Quality which is essential<br />and critical. Business justification not viable without.
	\| 'Do First': Tasks which are categorized as both important and<br />urgent. Objectives must be acted on and are vital to long-term goals		\| '''Do First:''' Tasks which are categorized as both important and<br />urgent. Objectives must be acted on and are vital to long-term goals
	\|-		\|-
	\| 'Should Have': Acceptance Criteria or Quality that is important<br />but not critical. Absence weakens business justification.		\| '''Should Have:''' Acceptance Criteria or Quality that is important<br />but not critical. Absence weakens business justification.
	\| 'Schedule': Tasks which are categorized as important but not urgent.<br />Objectives do not have a deadline, but are vital to long-term goals		\| '''Schedule:''' Tasks which are categorized as important but not urgent.<br />Objectives do not have a deadline, but are vital to long-term goals
	\|-		\|-
	\| 'Could Have': Acceptance Criteria or Quality that is useful, but <br />not critical. Absence doesn't weaken business justification.		\| '''Could Have:''' Acceptance Criteria or Quality that is useful, but <br />not critical. Absence doesn't weaken business justification.
	\| 'Delegate': Tasks which are categorized as urgent but not important.<br />Objectives must be acted on, but don't contribute to long-term goals.		\| '''Delegate:''' Tasks which are categorized as urgent but not important.<br />Objectives must be acted on, but don't contribute to long-term goals.
	\|-		\|-
	\| 'Won't Have': Acceptance Criteria or Quality considered, but <br />will not be delivered. No impact on business justification.		\| '''Won't Have:''' Acceptance Criteria or Quality considered, but <br />will not be delivered. No impact on business justification.
	\| 'Don't Do': Tasks which are categorized as neither important nor urgent.<br />Objectives must not be acted on, and do not contribute to long-term goals		\| '''Don't Do:''' Tasks which are categorized as neither important nor urgent.<br />Objectives must not be acted on, and do not contribute to long-term goals
	\|}		\|}

S164352.2: /* Applications and Implementation */

2023-05-09T20:26:29Z

Applications and Implementation

← Older revision		Revision as of 20:26, 9 May 2023
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	! Eisenhower Matrix		! Eisenhower Matrix
	\|-		\|-
	\| ''Must Have'': Acceptance Criteria or Quality which is essential<br />and critical. Business justification not viable without.		\| '''Must Have''': Acceptance Criteria or Quality which is essential<br />and critical. Business justification not viable without.
	\| 'Do First': Tasks which are categorized as both important and<br />urgent. Objectives must be acted on and are vital to long-term goals		\| 'Do First': Tasks which are categorized as both important and<br />urgent. Objectives must be acted on and are vital to long-term goals
	\|-		\|-

S164352.2: /* Applications and Implementation */

2023-05-09T20:26:16Z

Applications and Implementation

← Older revision		Revision as of 20:26, 9 May 2023
Line 85:		Line 85:
	! Eisenhower Matrix		! Eisenhower Matrix
	\|-		\|-
	\| 'Must Have': Acceptance Criteria or Quality which is essential<br />and critical. Business justification not viable without.		\| ''Must Have'': Acceptance Criteria or Quality which is essential<br />and critical. Business justification not viable without.
	\| 'Do First': Tasks which are categorized as both important and<br />urgent. Objectives must be acted on and are vital to long-term goals		\| 'Do First': Tasks which are categorized as both important and<br />urgent. Objectives must be acted on and are vital to long-term goals
	\|-		\|-