Workload analysis

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Workload Analysis
These questions form the basis of workload analysis:

  • What are the things you have to do every day? How much time must you allot to each thing?
  • What are the things you have to do each week? How much time do you allot to them?
  • What are the things you must do each month? How much time does each item take you?
  • What are the things you do quarterly or annually? How much time do they take?

 
It’s a real pain, but by doing this analysis, you will probably realize that there are more things to do than there is time to do them. Keep in mind that most of us are overly optimistic about how much time we need for activities and don’t allow enough time for them. This is the point at which you begin to prioritize. You may even see that some of the things you are doing don’t have any real impact on your job; usually when you get everything tallied up, you have about two and a half minutes a week to do your primary job for your organization.
We forget to schedule things if they are just in our head. You aren’t being paid to be a calendar. If you schedule them in, in pencil, you can begin to protect them. We don’t like doing this. It brings face to face with the reality of our situation. It’s scary.
 
The 168 Hour Plan
Let’s look at how you spent your time last week. There are 168 hours in seven days, so consider how you used them. Jot down how many hours you spent in each category.

Task Number of Hours
Personal Life
Sleeping/eating
Grooming/hygiene
Driving or riding
Exercising
Cleaning/maintenance
Talking to family/friends
Mail/personal business
Volunteering
Praying/attending church/meditating
Studying/reading
Relaxing/watching TV
Thinking/worrying/planning
Other

Sub-Total

Business Life
Planning/research
Paperwork/computer
Talking to co-workers/staff
Appointments/meetings
Clients/customers
Phone calls
Production
Other

Sub-Total

GRAND TOTAL (168 hours)