Level 3 – Rank A
See Tip
Time management is a skill.
It’s how effectively you can manage
your time to get work done. It
means focusing on the results
rather than your tasks.
Tip
The first step to developing
time management skills is to
understand how effectively you
manage your time.
Example 1
Minho: Frank, I’ve just been assigned as Project Manager. However, we
have a really tight schedule. Do you have any tools I can use to
manage my time effectively?
Frank: Sure, but before you use any tools, you need to develop your
time management skills.
Minho: What do you mean?
Frank: Well, time management is a skill. It’s how effectively you can
manage your time to get work done. It means focusing on
getting results rather than just managing tasks.
Minho: And how can I develop this skill?
Frank: Well, I suggest you keep an activity log to understand how you
manage your time. It’s like a record of how much time you
spend on each task.
Minho: You mean like a timesheet?
Frank: A timesheet is for the company. An activity log is for yourself.
Keep a record of what you do, when you do it, how much time
you spend on it, how you feel when you do it, and the value of
the task. That’ll really show you how you manage your time.
Minho: OK, I’ll try that. Thanks.
Try Answer these questions.
1. How would you rate your time management skill?
2. What do you think is the benefit of focusing more on getting results?
3. Do you always keep an activity log?
4. How else do you maximize your time at work?

Act Role play.

Create an activity Log of your daily tasks and explain it to your trainer.

Date/Time Task How you feel? Duration Value

9/1, 9:00 AM Check e-mails fun, easy 60 min. Low


See Tip
The most basic tools, such as
keeping a To-do List and keeping
your files organized, will be your
biggest aid in managing time.
Tip
People with good time
management skills don’t
multitask, they manage multiple
assignments while doing one task
at a time.
Example 1
Minho: Frank, I’ve been keeping an Activity Log for a week now, and I’m
beginning to see how I’m wasting time on tasks that don’t
contribute to results.
Frank: Exactly. Now, your next step is to change this behavior.
Minho: How do I do that?
Frank: First, you can prepare a To-do list.
Minho: OK, that’s easy. It’s just a list of things I need to do, right?
Frank: Well, that’s only the first step. Next, you need to prioritize based
on two factors: impact and time.
Minho: I see. So, I should focus on the tasks that have the biggest impact
and take the least amount of time. Got it. What else?
Frank: Well, I noticed that when I ask you for a file, it takes you a long
time to find it. Maybe you need to better organize your files.
Minho: Yeah, I know that’s a weakness of mine.
Frank: OK, here are some basic rules for filing. Have a folder for ongoing
work and completed work. That’ll clear your desktop
immediately. Also keep related documents together, and keep file
titles consistent. It’ll be easier to find files with your search
feature on your PC. And finally, save just what you need.
Minho: That makes sense. This will make it easier to multitask.
Frank: One more thing, don’t multitask. People with good time
management skills don’t multitask. They might manage several
projects or assignments, but they complete each task one at a
time.
Try Answer these questions.
1. What time management tool do you often use at work?
2. What are some important tasks that only require a little effort?
3. What are some less important tasks, but require a lot of effort?
4. Which time management tool is the most applicable to your job?

Role play.
Act
Create a simple To-Do list and prioritize your tasks based on impact and time.
Then, explain it to your trainer.

Tasks Importance (high 1-5 low)


See Tip
The source of stress and how
we deal with it differ from person to
person.
Tip
The first step to managing
stress is to understand where your
stress is coming from and how
you react to it.
Example 1
Minho: Frank, I feel so stressed out with this project. I don’t know how
much pressure I can take. I’m really not sure what to do.
Frank: Well Minho, stress management is a skill. And as you learned with
time management, there are some habits that can help you
develop this skill.
Minho: So, what do I need to do?
Frank: The first step is to understand what’s causing you stress and how
you are dealing with it. It might not be from one source. Is it the
tight deadlines? Is it trying to please your boss? Is it a particular
project member?
Minho: I think it’s all those things.
Frank: Well, it helps to know what it is and how you are reacting to it.
Minho: And how do I figure that out?
Frank: One thing you can do is to keep a stress Diary.
Minho: A Stress Diary? That sounds so childish.
Frank: Sure, but it’s similar to the Activity Log that you kept to develop
your time management skills. It just means recording cases of
stress that you have.
Minho: You mean I record the details when I’m stressed.
Frank: That’s right. Record the stressful even, your level of stress, and
your reaction. After a while, you’ll start to better understand
what the biggest source of stress is for you.
Minho: OK, I’ll try that. Thanks.
Try Answer these questions.
1. What do you think is the biggest source of stress in your work?
2. How do you personally manage stress?
3. Would you consider keeping a stress diary? Why or why not?

Act Role play.

Create a simple Stress Diary. Then, explain it to your trainer.

Date Stressful event Level Reaction

1-10

9/1 Meeting started 15 minutes late because Bill was 7 I hid my feelings. But I was
late again and wasn’t prepared for the meeting. really upset inside. I couldn’t
concentrate on the meeting.

See Tip
Three main approaches to
managing stress include:
1. Taking action to solve the
source of stress.
2. Being mentally fit to deal with
stress.
3. Being physically fit to deal
with stress.
Tip
Don’t be afraid to seek
professional help for serious stress
issues.
Example 1
Minho: Frank, the Stress Diary you suggested is helping a lot. I’m
beginning to see patterns in my behavior.
Frank: Excellent. Understanding yourself is the first step. Now you can
pick up some tools and habits to help you manage stress.
Minho: Like what?
Frank: Well, once the source of your stress is clear, it’s easier to take
action. If it’s tight deadlines, you can develop your time
management skills. If it’s another member, you can talk to the
person to resolve any issues.
Minho: What if it’s my personality? You know, I’m a negative thinker.
Frank: Well, we can change that too.
Minho: Really? How?
Frank: Well, mental stress often comes from irrational thinking. Let’s
look at it together. What are you negative about?
Minho: Sometimes I feel I don’t have the skills for the job. Or I won’t get
the results I want. Or I’ll have problems out of my control.
Frank: If you’re continuously developing your skills for your job, it’s
irrational to be stressed out for not having the skills. If you are
doing everything you can to achieve results, it’s irrational to
worry about not getting results. If you have back-up plans, it’s
irrational to worry about things out of your control.
Minho: I guess you’re right. I am doing all those things.
Frank: And don’t forget to have a healthy lifestyle. Sleep, eat, and
exercise. Enjoy your personal life as well as your work life.
Minho: Thanks for the tips, Frank.
Try Answer these questions.
1. How often do you experience mental stress?
2. What actions do you take to stay positive?
3. How do you keep yourself fit?

Act Role play.

Explain how the three approaches to managing stress are relevant to your work and life.

See Tip
A project manager manages
three important resources of TIME,
MONEY, and PEOPLE of a project.
Tip
These three resources need to
revolve around the SCOPE of the
project, which include the specific
requirements that define successful
completion of the project.
Example 1
Minho: Frank, I can’t manage this project. Please help me.
Frank: OK, let’s first talk about your role as project manager.
Minho: Sure, I’m like a facilitator, right?
Frank: You’re a lot more than that. You have complete responsibility for
the success of the project. The company is allocating time, money,
and people for you to achieve a specific goal.
Minho: That’s a lot of pressure.
Frank: Yes, it is. And in the most basic sense, you manage the time,
money, and people to ensure the goal is achieved.
Minho: I see. So, I basically need to carefully manage these three
resources.
Frank: There’s more. The three resources of time, money, and people
need to be directly linked to the scope of the project.
Minho: What do you mean by scope?
Frank: The scope is the specific requirements that you are expected to
achieve in order for the project to be called a success.
Minho: You mean the goal of the project, right?
Frank: They’re a little different. Let’s say your project goal is to set up a
meeting room. Suddenly, your boss changes the scope from 50
people to 500. So, the goal is the same, but the scope has changed.
Minho: I think I get it now. Thanks Frank.
Try Answer these questions.
1. Describe the scope of a project that you were involved in at work?
2. What resources were allocated to this project in terms of time, money, and people?
3. What was the result of this project?

Role play.
Act
Imagine you’ve been assigned to lead a job-related project. Describe the scope of the project and the
resources needed in terms of time, money, and people.

See Tip
A useful tool to manage:
TIME: use “3-point estimating” to
prepare for uncertainty.
MONEY: do reforecasting as the
project progresses.
PEOPLE: hold daily scrum
meetings to improve
communication.
Tip
The project manager needs to
be constantly monitoring and
making adjustments to the
schedule and budget and
communicating this to his team.
Example 1
Minho: OK, now I understand that as project manager, I need to carefully
manage the three resources of time, money, and people. But do
you have any practical tips?
Frank: OK, let’s start with time. You can use “3-point estimating” when
creating your project schedule.
Minho: What do you mean?
Frank: It just means to create 3 schedules, a worst-case scenario with
delays, a best-case with no delays, and a realistic one.
Minho: That makes sense. What about money?
Frank: Well, you need to closely manage your budget. And remember that
forecasting is an ongoing process. Continuously reforecast and
communicate this to your team.
Minho: Right. The problem is the executives keep making new requests.
Frank: Well, you need to reforecast the budget every time the project
scope changes. If your project scope changes, the budget and
schedule need to be adjusted too.
Minho: I see. What about communication with my project team?
Frank: One thing that has worked for me is to have daily “scrum
meetings.”
Minho: A meeting every day?
Frank: Yes, just 15 minutes to answer 3 questions. What did you do
yesterday? What will you do today? And are there any issues? You
can do this online or face-to-face.
Minho: I think I get it now. As project manager, I need to be constantly
monitoring and making adjustments to the schedule and budget
and communicating this to my team.
Try Answer these questions.
1. What are some possible issues that can affect project schedules?
2. What are some possible issues that can affect project budget?
3. What are some possible issues that can affect communication among a project team?

Act Role play.

Explain possible issues with regards to time, money, and people of a project.
Specify what you could do to overcome these issues.

See Tip
Team development follows
five basic stages:
Forming: members are polite and
respectful to others.
Storming: conflict between members
occurs.
Norming: members begin to
understand one another.
Performing: members collaborate
and create synergy.
Adjourning: members separate after
the project ends.
Tip
It’s up to the project manager to
lead the team through each stage.
Example 1
Minho: Frank, I’m having trouble with my team. I think the team is falling
apart.
Frank: What do you mean?
Minho: When we first started the project, everyone was polite and
respectful. However, now two of the members are always
disagreeing with each other. Another member keeps challenging
me. I think he’s trying to take over the project.
Frank: It sounds like a natural progression of your team to me.
Minho: Natural progression? We’re making no progress now.
Frank: Let’s talk about team management, Minho. You see, there are five
basic stages a team goes through as it develops.
Minho: What are these stages?
Frank: Well, the first stage is forming. That’s when all the members were
polite and respectful.
Minho: Right.
Frank: Well, as members get to know each other, they become more
direct and less careful with their actions. They notice things that
they like and dislike about others, and conflict occurs.
Minho: Yes, that’s what’s happening now.
Frank: Don’t worry. This is a natural progression of the team. Soon they’ll
get to the norming stage where they understand and accept others
for who they are. Then, they’ll move to the performing stage. This
is when the team performs at its best.
Minho: What’s the last stage?
Frank: It’s adjourning. This is when the project ends and the team
disbands.
Try Answer these questions.
1. Is your team going through the five basic stages of development?
2. Which stage is your team going through right now?
3. Which stage could be the most difficult for a project manager?

Act Role play.

Think of a project you worked on. It could be back in school or at work.
Explain whether your project team went through the five stages of team development.

Tip
See
The most common source of
conflict on a project team is lack of
clarity. The project manager needs
to take the lead in deciding the rules,
processes, and responsibilities.
Tip
The project manager needs to
make sure everyone is on the same
page.
Example 1
Minho: OK, I now understand that my team is just going through a difficult
stage. But is there anything I can do?
Frank: Of course. And as Project Manager, you should do something. A
common source of conflict is lack of clarity. What are the rules?
Minho: Rules? We all work for the same company. We all know what the
rules are.
Frank: Yes, but you should have your own rules for the project team. Who
has responsibility for what? What format is expected? What’s the
process? All these things need to be clarified.
Minho: I see. Now that you mention it, I think that’s a big source of the
problem. But what if the conflict is personal? Two of the members
just hate each other and the others have given up on getting them
to work together.
Frank: Well, it’s helpful for all members to understand the 5 stages of the
team development process from forming to adjourning. So, explain
to them that the team is just going through the storming stage.
Minho: That’s a good point. But will they really get along after that?
Frank: Maybe not, but it’ll give the other team members hope and
understanding. It takes time to build up teamwork. Another thing
you can do is a team-building activity.
Minho: You mean like taking a daytrip somewhere outside the city?
Frank: That could be expensive. It could be as simple as having a team
lunch or going out for drinks after work.
Minho: I see. You’ve given me a lot of hope. I’ll try that. Thanks.
Try Answer these questions.
1. What other factors would you consider when delegating tasks?
2. What are the pros and cons of delegating tasks to your staff?
3. What sort of team-building activity are you planning for your team?

Act Role play.

If you were to lead a team, what common rules would you implement?
Explain them to your trainer.

See Tip
A personal vision not only gives
you direction in your life and career,
but it gives you a measure to
evaluate your life and career.
Tip
Just like with any business plan,
your career strategy starts with an
analysis. Use SWOT to analyze your
Strengths, Weaknesses,
Opportunities, and Threats.
Example 1
Frank: Congratulations, Minho. I heard your project was a great success.
Minho: Thanks. I’d like to take on another project soon. I wish the
company would give me more chances to develop and grow.
Frank: Yes, this project was a good opportunity for you. However, your
development and growth aren’t controlled by the company. That’s
ultimately controlled by you.
Minho: But I can’t assign myself a project or promote myself to a new
position. That’s controlled by the company.
Frank: Yes, maybe so. But the truth is it’s not luck that makes people
successful. Successful people create those opportunities
themselves. They manage their own careers.
Minho: And how do I do that?
Frank: You may start by analyzing yourself.
Minho: You mean like my strengths and weaknesses?
Frank: Before that, think about your values and motivators. What do you
want to achieve in your career? What is success to you?
Minho: Those are tough questions.
Frank: Of course. Most of us never think about it. However, those who
achieve great success have a personal vision. And they understand
their strengths and weaknesses. They look for opportunities and
prepare for threats.
Minho: So they do their own personal SWOT analysis?
Frank: Yes, that’s right. And they take action. They work on their
weaknesses and build on their strengths.
Minho: Now I’m beginning to understand career management.
Try Answer these questions.
1. What values and motivators drive you in achieving your career goals?
2. Have you identified your weaknesses and possible threats in your career?
3. What actions are you taking now to turn them around?

Act Role play.

Share your personal career vision. Conduct a personal SWOT analysis.
Part 1 Part 2

Role Play.
Lesson 1 : Understanding time management
Imagine your junior colleague had been asked to manage a
Lesson 2 : Applying time management tools
project. Give some advice on how to manage his/her time,
stress, project, team, and career. Share your best practices
Lesson 3 : understanding stress management
whenever possible.
Lesson 4 : Applying stress management tools

Lesson 5 : Understanding project management

Lesson 6 : Applying project management tools

Lesson 7 : Understanding team management

Lesson 8 : Applying team management tools

Lesson 9 : Understanding career management