LITERATURE+REVIEW


 * CHAPTER TWO: LITERATURE REVIEW **

2.1 INTRODUCTION Time management is a range of skills, tools, and techniques that use to manage time in accomplishing a specific tasks, projects and goals. It includes the scope of activities, and planning, allocating, setting goal, delegation, analysis of time spent, monitoring, organizing, scheduling, and prioritizing. In addition, time management also refers to a systematic, priority-based structuring of time allocation and distribution among competing demands. According to BusinessDictionary.Com, time can't be store, and its can neither be increased beyond or decreased from the 24 hours, term 'time estimation' is said to be more accurate. 2.2 **SECTION A** 2.2.1 **DEFINITION OF TIME MANAGEMENT**

Johann Eder, Euthimios Panagos, Heinz Pozewauning and Micheal Rabinovich [1997] stated that time management is also a set of principles, practices, skills, tools, and systems that work together to help you get more value of your time with the aim of improving the quality of your life. Generally, time management refers to the development of processes and tools that increase efficiency and productivity Susan Ward discovered that time management also including the method that individual used in purpose to of achieving maximum productivity, maximum time utilization in certain things and not wasting time in their daily activities. However, time management is often thought of or presented as a set of time management skills; the theory is that once we master the time management skills, we'll be more organized, efficient, and happier.

2.2.2 **THE METHODS TO MANAGEMENT** Time management strategies are often associated with the recommendation to set goals. These goals are recorded and may be broken down into a project, an action plan, or a simple task list. For individual tasks or for goals, an importance rating may be established, deadlines may be set, and priorities assigned. This process results in a plan with a task list or a schedule or calendar of activities. Authors may recommend a daily, weekly, monthly or other planning periods, usually fixed, but sometimes variable. Different planning periods may be associated with different scope of planning or review. Authors may or may not emphasize reviews of performance against plan. Routine and recurring tasks may or may not be integrated into the time management plan and, if integrated, the integration can be accomplished in various ways.

In order to organize time effectively, the good strategies or methods for manage the time. The best time management systems is the students actually use and it's based on the Wisdom Journal by Ron [January 1, 2008]. In her journal "7 Time Management Tips" discovered that time is the most important asset our have. According to the journal, "...think of time as money and every minute as a dollar, then use the time efficiently and know where we spend our time most the times and it is also can help we identify our time wasters and our time multipliers...". In university student life, some studies have explored how people evaluate their tasks, set goals, and prioritize their activities. Priority determination may be related to the person's emotional reaction to the activity, rather than the goal of efficiency (Leslie Lamport [1978]). Some researchers recommend that people manage their time by setting goals and visualizing time limits, planning out their activities in terms of geography as well as time (Johann Eder, Euthimios Panagos, Heinz Pozewauning and Micheal Rabinovich [1997]). Others recommend distinguishing between importance and ease of completion; individuals tend to spend time on unimportant tasks which are urgent and easy to complete, neglecting those which are important and not urgent, but may take more concentrated time to complete (Nick Repak, 1995).

Sometimes the management was interrupted and in order of that the blocking out of some time on the calendar for unexpected activities and interruptions has recently been recommended (Pollock, 1994). Since some workplace situations may involve many interruptions, planning for such time use appears to be a realistic strategy. The dangers of interruptions are warned against in the traditional time management literature as having the potential to destroy plans, alter deadlines, and devastate projects (Romeo, 1993). Similar warnings are made regarding activities which simply waste time. However, there are parts of some jobs that involve interruptions, especially when managing others, so ``necessary'' interruptions may have to be managed, rather than eliminated.

2.2.3 **RESEARCH INFLUENCES ON PROJECT SUCCESS** Wang and Huang (2006) research has showed success is differently determined in China than in the mainstream project management literature. Stakeholders and project managers emphasize that the important of relationship between time, cost and quality as the main criteria for project success. The triple constrain is very important in project management in order to achieve the project success. Project manager must manage their time efficiently to avoid over budget and avoid project delay. Westeryeld (2003) in his research showed a link between success criteria, critical success and project types. He identified six groups of success criteria, namely project results (time, cost, quality), and appreciation of the client, project personnel, users, contracting partners and stakeholders. To measure a project success, the criteria must have differences. (Cooper and Kleinschmidt, 1987; Pinto and Slevin, 1988; Freeman and Beale, 1992). When all of six groups of success criteria have been followed the project will be success. It is because the project not over budget and end on time. It also follows the scope and then the quality of the project will increase. Clients and stakeholders will be satisfied with the project. Project managers have use simplistic formula such as budget, scheduled goals and achieving acceptable levels of performance. Pinto JK., Sleven DP(1988) in his research on project success definitions and measurement techniques have typically equated success with meeting the projects budget and schedule and achieving an acceptable level of performance.

2.3 **SECTION B** 2.3.1 **PROJECT SUCCESS** Researcher in project management literature has found two components of project success, (Jugdev and Mu¨ ller, 2005; Morris and Hough, 1987; Wateridge, 1998; Turner, 1999 ). The first components is project success factors, elements of a project that can be influenced to increase the likelihood of success, these are independent variables that make success more likely and the other one is project success criteria, the measures by which we judge the successful outcome of a project, these are dependent variables which measure project success. Project success factor and project success criteria are two variables that can increase the probability of successful of the project. (Murphy et al., 1974; Rubenstein et al., 1976; Souder and Chakrabarti, 1978; Baker et al., 1988; Might, 1984; Ashley et al., 1986; Pinto, 1986; Larson and Gobeli, 1988) have found that technological uncertainty has been shown to have a negative impact on the success of projects .Three criteria for the assessment of project success like a meeting design goals, benefits to customers and commercial success and future potential has been used by Shenhar et al. (1997) in his research. Since each stakeholder assesses the project’s outcome from a different point of view, it is conceivable that the relative importance assigned to each dimension will be different with the stakeholder assessing the project success.

Lipovetsky et al. (1997) in his research have used four dimensions for measuring project success has found that customer satisfaction is by far the most important criteria. The importance of the other two criteria, commercial success and future potential just a little compare with customer satisfaction. In project, project manager must ensure that the scope of the project follow their clients order. This is really important to make their satisfied with their job and maybe they will make another project or recommend to their friend about this. Freeman and Beale (1992) have identified seven main criteria used to measure projects success in their research. Five of these are frequently used as technical performance that means their performance in run the project and what are the method they use to get the project success. Then follow by efficiency of execution, managerial and organizational implications mainly customer satisfaction. Personal growth and manufacturer’s ability and business performance, t eam-work quality increases with co-location, and showing a positive influence of co-location on project success, which increases with project innovativeness. ( M, Gemu¨nden HG 2001, M, Parboteeah KP, Gemu¨nden HG 2003, M, Proserpio L. 2004). Co-location can help project managers increase their employee performance and team work in their organization. When this happen, production will increase and the quality of work will be better. They also know what they want in their project ( Murphy et al., 1974;Pinto and Slevin, 1987; Lechler, 1997) in his empirical studies of project management success factors suggested planning as one of the major contributors to project success. Because a good project must be planned to keep the project follow the objective of the project in order to meet the successful of the project.


 * SUMMARY **
 * Time is one of the elements in triple constrain and part of project success criteria. Time management is really important in project success. It is because when schedule of the project delay the project will have a problem with their clients and stakeholders especially in cost and budget aspect. It also will ruin the quality of the project if the project is finish to early from the right date. The main criteria of project success are customer’s satisfaction. Its mean, to satisfy the customer project managers must follow the project success criteria and project success factors, its included the triple constrain and the successful of the project will be achieve. **

Dov, D.,Tzvi, R.,& Aaron, J. S. (2003). An empirical analysis of the relationship between Project planning and project success. International Journal of Project Management, Volume 21, Issue 2, Pages 89-95.
 * REFERENCE **

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Dov, D., & Thomas, L.(2004). Plans are nothing, changing plans is everything: the impact of changes on project success. Research Policy, Volume 33, Issue 1, Pages 1-15.

D. Dvir, S. Lipovetsky, A. Shenhar, & A. Tishler (1998). In search of project classification: a non-universal approach to project success factors. Research Policy, Volume 27, Issue 9, Pages 915-935.

Hans, G.G., Soren, S., & Axel, K. (2005). The influence of project autonomy on project success. International Journal of Project Management, Volume 23, Issue 5, Pages 366-373.

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