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Home > Departments > On Budget/On Time
The modern knowledge worker cringes at the mere mention of time-reporting. And the ephemeral nature of project work does make it difficult to measure effort and progress precisely. But without some mechanism to granularly track these things, it is nearly impossible to establish accountability, identify inefficiencies, refine estimates, adjust plans and improve productivity.
I am routinely asked to make a case to reluctant knowledge worker executives about why time reporting is such a critical element to effectively managing their direct staff and workload. I suspect their hesitancy stems from some Orwellian stigma attached to the approach, or concerns of a staff revolt if they are asked to play an active role in eroding their own presumed workplace privacy and independence. If these concerns take on phobic proportions, time reporting sometimes gets labeled as “Too Big of a Culture Change” so it can be summarily set aside — pending unceremonious disposal in the future (sans witnesses). Like leftovers, perfectly good but unappealing ideas must be properly aged before being tossed out to avoid a fit of wasteful guilt.
Not so fast there — not if I can help it, anyway. Besides, I like leftovers.
I want to share an approach that I employ when arguing the merits (necessity) of time reporting by knowledge worker staff.
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