through the 12 P’s Lens
FEATURED PAPER
By Tasiyana Siavhundu
Harare, Zimbabwe
ABSTRACT
When projects are delayed, the excuses will tend to range from the fact that some other force is conspiring against the team, though a deeper scrutiny would unearth poor use of time as one of the biggest culprits. This article presents a novel approach to considering time management within the project domain, which has been modelled in the form of a 12Ps framework. The framework aims to disrupt time management from operating as an isolated discipline, and move towards treating it as a multi-layered discipline affected by the quality of planning, prioritization, performance, progress monitoring and other vital considerations. Utilizing orthodox project management principles, insights into human behavior, and real-world experience, the paper provides an operational breakdown on how each “P” adds to better results. Whether it’s figuring out when to pause or keep going or when to push forward or when to delegate non-essential tasks, the 12 Ps construct provides effective tactics for increasing focus, decreasing waste, and reaching escape velocity.
Keywords: Time Management, Project Management, Planning, Prioritization.
Introduction
Almost invariably, the reason for poor project performance is not incompetence, not lack of funds, not shortage of human resources, and not lack of tools of trade. Instead, the villain is often mismanagement of one’s own time. Even though there are more project management tools and methods available than ever, a lot of teams still struggle to be able to deliver exactly what they need to when they need it. Such failure to deliver would usually not because people don’t understand what needs to be done, but because they can’t manage what’s done, when it’s done. Time management underpins the success of activities, and it can be the difference between success and failure. To assist project teams in managing time well, this paper develops a model based around 12 loosely coupled ‘P’ factors that influence how time is managed. Building on time management theories, commonly accepted project management best practices (e.g., as defined in the PMBOK® Guide), combined with empirical observations, this approach views time management not as a singular skill, but as a composite discipline or practice that needs enough attention it deserves.
- Planning
Planning is the bedrock of successful time management when working within the project setup. It is the tool that gives order, sequence, and clearness to guide time and resources efficiently so that project objectives can be accomplished. The PMBOK® Guide, Seventh Edition reveals that “planning is iterative throughout the project and involves interactions among different knowledge areas and performance domains”. A well-developed schedule synchronizes the activities to be performed by the project team and reduces confusion and uncertainty concerning what to expect and what is expected. Without it, teams often fall into reactive work rhythms that cause bottlenecks and missed deadlines.
The Ivy Lee Method is a century old and simple time management strategy that is recommended and still popular today. This technique was established in 1918 and involves listing the six main tasks to be completed the following day by order of actual priority and then focusing on them one at a time (Tracy, 2007). This deceptively simple method increases focus and decreases the amount of time one wastes on multitasking and indecision. Scaled to a project, this method mirrors the logic of a priority-driven work breakdown structure (WBS), an essential planning instrument of project management…
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How to cite this paper: Siavhundu, T. (2025). Reimagining Time Management in Project Environments through the 12 P’s Lens; PM World Journal, Vol. XIV, Issue VIII, August. Available online at https://pmworldjournal.com/wp-content/uploads/2025/08/pmwj155-Aug2025-Siavhundu-Reimagining-Time-Management-2.pdf
About the Author
Tasiyana Siavhundu
Harare, Zimbabwe
Tasiyana Siavhundu is a member of Project Management Zimbabwe (PMZ) and holds diverse qualifications and experience in Project Management, Economics, Taxation, Human Resources Development, Investments and Portfolio Management, and Education. He holds a B.Sc. Honours Degree in Economics, a Master of Commerce in Economics, a Postgraduate Diploma in Project Management, a Postgraduate Diploma in Education, a Postgraduate Diploma in Applied Taxation, a Diploma in Human Resources Development, an Executive Certificate in Investments and Portfolio Management, and an Advanced Certificate in Taxation, among other qualifications.
Tasiyana has experience in both the private and public sectors in Zimbabwe. He currently serves as a Talent and Organisational Development Specialist (Domestic Taxes) at the Zimbabwe Revenue Authority (ZIMRA). In this role, he has been instrumental in economic research, talent management, capacity building, and the overall management of the training cycle. A passionate researcher, his professional interests lie in Public Economics, Project Management, and Taxation.
He can be contacted at: tsiavhundu@gmail.com
