time management case study

Case Study On Time Management At Work: My Journey to Productivity

Rosie Landry

Hello, my name is [Name] and like most people, I have always struggled with time management at work. I used to find myself overwhelmed, stressed out, and constantly falling behind on deadlines. But, after implementing effective time management strategies, I have been able to drastically improve my productivity and work-life balance.

Table of Contents

In this article, I will share my personal case study on time management at work and highlight the importance of implementing effective techniques to improve productivity.

Key Takeaways

• Effective time management strategies are key to improving productivity at work.
• Setting SMART goals and prioritizing tasks can help maximize productivity.
• Creating a daily routine and leveraging technology can streamline productivity.
• Delegating and outsourcing tasks can empower time management.
• Tracking progress and making necessary adjustments is crucial for success.
• Challenges can be overcome with practical solutions and maintaining work-life balance is important.

Setting Goals for Effective Time Management

As I embarked on my journey to improve my time management skills, I quickly realized that setting clear and achievable goals was key to my success. By defining what I wanted to accomplish in a given day, week, or month, I was able to prioritize my tasks and work towards my objectives in a more focused and efficient way.

SMART Goals

To make sure that my goals were clear and achievable, I followed the SMART methodology:

Using this method, I was able to set goals that were specific, measurable, achievable, relevant, and time-bound. This allowed me to take concrete steps towards my goals and track my progress along the way.

Aligning Goals with Tasks and Priorities

In addition to setting SMART goals, I also made sure to align them with my daily tasks and priorities. By breaking down my goals into smaller, actionable steps, I was able to identify the tasks that needed to be completed in order to achieve each goal. I then prioritized these tasks based on urgency and importance, ensuring that I focused on the most critical items first.

Through setting clear and achievable goals, and aligning them with my daily tasks and priorities, I was able to improve my productivity at work and achieve a greater sense of satisfaction and accomplishment in my daily tasks.

Prioritizing Tasks: Key to Time Management Success

As I discovered on my journey to productivity, prioritizing tasks is crucial for effective time management . By identifying urgent and important tasks and tackling them first, I was able to maximize my productivity and avoid wasting time on less important tasks.

One helpful strategy for prioritizing tasks is the Eisenhower Matrix, which involves classifying tasks into four categories based on urgency and importance:

By using this matrix, I was able to quickly prioritize my tasks and focus my attention on those that required my immediate attention. I also learned to be realistic about my time and avoid overcommitting myself to tasks that were not essential.

Another important aspect of prioritizing tasks is managing distractions. I found that by minimizing interruptions and limiting my exposure to non-work-related activities, such as social media and email, I was able to stay focused and complete my tasks more efficiently. I also learned to take regular breaks to recharge my energy and avoid burnout.

Overall, effective prioritization of tasks is a key component of successful time management and an essential part of my productivity journey.

Creating a Daily Routine for Optimal Time Management

A daily routine is a powerful tool for effective time management. It helps me stay organized, maintain focus, and achieve my goals with greater efficiency. Here are some tips for creating a routine that works for you:

• Identify your priorities: Start by making a list of your primary goals and tasks for the day. Use this list to determine what tasks require the most time and energy. This will help you allocate your time and resources more effectively throughout the day.
• Set a schedule: Determine what time you want to wake up and go to bed each day. Then, create a schedule that includes dedicated blocks of time for focused work, breaks, and self-care activities. Make sure you block off time for meals, exercise, and other important activities that support your overall well-being.
• Stick to your routine: Consistency is key to making your daily routine work for you. Try to stick to your schedule as closely as possible, even on weekends. This will help you maintain good habits and avoid burnout.
• Be flexible: Remember that life is unpredictable and things don’t always go as planned. Be prepared to make adjustments to your routine as needed. If unexpected tasks come up, try to fit them into your schedule without sacrificing your other priorities.
• Take breaks: Breaks are essential for maintaining focus and avoiding burnout. Plan to take regular breaks throughout the day. Use this time to stretch, take a walk, or do something that brings you joy.
• Track your progress: Keep a log of your daily routine and track your progress over time. This will help you identify areas for improvement and make adjustments as needed.

By creating a daily routine that supports your goals and priorities, you can improve your time management skills and achieve optimal productivity. Remember to be patient with yourself as you establish new habits and routines. With practice, you can develop a routine that works for you and helps you achieve your goals.

Leveraging Technology for Time Management Efficiency

Technology plays a crucial role in modern time management techniques. By using the right tools and apps, I was able to streamline my work process, manage deadlines, and increase my overall productivity. Here are some of the productivity tools and apps I found most helpful:

By using these tools, I was able to stay organized, prioritize tasks effectively, and reduce distractions. It took some time to find the right combination of tools that worked best for me, but the effort was well worth it in terms of improved productivity and efficiency.

Delegating and Outsourcing: Empowering Time Management

One of the most effective ways I have found to improve my time management skills is by delegating tasks to others and outsourcing work when necessary. While this may seem like I am shirking my responsibilities, it actually empowers me to focus on my core tasks and responsibilities without getting bogged down in peripheral ones.

When considering tasks to delegate or outsource, I first look at those that are time-intensive but do not require my specific expertise. For instance, administrative tasks such as data entry, scheduling, and invoicing can be easily outsourced to a reputable virtual assistant or administrative service provider. This frees up a significant amount of my time, which I can then use to focus on more critical tasks that require my unique skill set.

Another factor to consider when delegating or outsourcing is the level of trust that I have in the person or service that I am passing my work onto. It is essential to conduct background checks, review testimonials, and vet potential candidates to ensure that they have the necessary skills and experience to handle my work effectively. I also ensure that I communicate expectations clearly and provide sufficient guidance to minimize the chances of any misunderstandings or errors.

Finally, outsourcing or delegating tasks should not be a one-time occurrence. To ensure that everything runs smoothly and efficiently, I make it a point to schedule regular check-ins with my virtual assistant or service provider and regularly review their performance metrics. This allows me to address any issues before they become major setbacks and make any necessary adjustments to improve their performance or streamline the work process.

Tracking Progress and Making Adjustments

Throughout my journey towards improving time management at work, I found it crucial to track my progress and make necessary adjustments along the way. This allowed me to ensure that I was on the right track, identify areas for improvement, and maintain my productivity levels.

One of the strategies I used was to regularly monitor my productivity and analyze how I spent my time on different tasks. I found that this helped me identify any patterns or habits that were affecting my productivity and enabled me to make informed decisions about how to optimize my time.

Another technique I found useful was to set benchmarks and goals for each day and week. By measuring my progress against these targets, I was able to stay motivated and track my success. In addition, it allowed me to make adjustments when needed and adapt my strategies to better align with my goals.

When making adjustments, it is important to be flexible and willing to try new strategies. For example, if a particular tool or technique is not working, it may be necessary to switch to a different approach. In addition, I found it helpful to seek feedback from colleagues or supervisors and incorporate their suggestions into my time management strategies.

Overall, tracking progress and making adjustments are critical components of effective time management. By regularly monitoring productivity, setting goals, and being flexible in adapting to new strategies, I was able to maximize my efficiency and achieve success in the workplace.

Overcoming Time Management Challenges

As I progressed on my journey to improve my time management at work, I encountered various challenges that threatened to derail my progress. Here are some of the most common challenges I faced, and how I overcame them:

• Interruptions: One of the biggest challenges to my time management was being interrupted while working on important tasks. To combat this, I started setting boundaries by informing my colleagues of my focus hours and putting up a “do not disturb” sign when necessary. I also made sure to turn off notifications on my phone and email when I needed to focus.
• Unexpected tasks: Another challenge was dealing with unexpected tasks that popped up throughout the day. To manage this, I started blocking out time in my daily routine for “buffer tasks” that allowed me to address unexpected priorities without compromising my other work.
• Work-life balance: Finally, I struggled with finding the right balance between work and personal time. To combat this, I started scheduling self-care activities into my daily routine, such as taking a walk during my lunch break or reading for pleasure before bed. I also made sure to set realistic expectations for my work and communicate with my colleagues about my boundaries.

By proactively addressing these challenges and implementing effective time management strategies, I was able to significantly improve my productivity and work-life balance.

Overall, my journey to improving productivity through effective time management has been transformative. By setting goals, prioritizing tasks, creating a daily routine, leveraging technology, delegating and outsourcing, tracking progress, and overcoming challenges, I’ve found a new level of focus, efficiency, and work-life balance that I never thought possible.

For anyone seeking to improve their own time management skills, I encourage you to take the first step today. Start by identifying your goals and breaking them down into actionable tasks. Prioritize your to-do list based on urgency and importance, and find ways to minimize distractions and procrastination. Consider implementing a daily routine that includes designated work time, breaks, and self-care activities.

Don’t be afraid to experiment with productivity tools and apps to streamline tasks and manage deadlines, or to delegate tasks to reliable resources when necessary. Remember to track your progress regularly and make adjustments as needed, and to be patient with yourself as you learn and grow.

Final Thoughts

Effective time management is not just about getting more done in less time; it’s about finding a balance between work and life that allows you to thrive. By implementing the strategies and techniques discussed in this case study, you can take control of your time and achieve greater success and satisfaction in all areas of your life. So, what are you waiting for? Get started today!

Q: What is the case study about?

A: The case study focuses on time management at work and shares the author’s personal journey towards productivity.

Q: Why is setting goals important for effective time management?

A: Setting goals helps prioritize tasks, align daily activities, and improve overall time management.

Q: How can I prioritize tasks effectively?

A: Prioritizing tasks based on urgency and importance, managing distractions, and avoiding procrastination are key to successful time management.

Q: How can a daily routine contribute to optimal time management?

A: Creating a structured daily routine that includes dedicated time for focused work, breaks, and self-care activities can enhance time management efficiency.

Q: Can technology help improve time management?

A: Yes, leveraging productivity tools and apps can streamline tasks, manage deadlines, and enhance overall productivity.

Q: What are the benefits of delegating and outsourcing tasks?

A: Delegating and outsourcing tasks can empower time management by freeing up valuable time and resources for more important responsibilities.

Q: How can progress be tracked and adjustments made?

A: Monitoring productivity, analyzing time spent on tasks, and making informed adjustments are essential for improving time management.

Q: What are some common time management challenges?

A: Managing interruptions, handling unexpected tasks, and maintaining work-life balance are common challenges that can be addressed with effective time management techniques.

Q: What is the conclusion of the case study?

A: The case study emphasizes the importance of time management in improving productivity and work-life balance, and encourages readers to implement these techniques in their own lives.

About the author

I’m Rosie Landry, your friendly guide through the exciting world of practical management here on this blog. Here, I delve into everything from practical tips to complex theories of time management, combining scientific research with real-life applications. When I’m not writing about time management, you can find me with my nose in a gripping mystery novel, creating culinary delights, or out exploring nature with my faithful golden retriever, Marley. Join me as we discover how to take control of our time and enhance our lives together. If you need to reach out, do so here.

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Does time management work? A meta-analysis

1 Concordia University, Sir George Williams Campus, Montreal, Quebec, Canada

Aïda Faber

2 FSA Ulaval, Laval University, Quebec City, Quebec, Canada

Alexandra Panaccio

Associated data.

All relevant data are within the manuscript and its Supporting Information files.

Does time management work? We conducted a meta-analysis to assess the impact of time management on performance and well-being. Results show that time management is moderately related to job performance, academic achievement, and wellbeing. Time management also shows a moderate, negative relationship with distress. Interestingly, individual differences and contextual factors have a much weaker association with time management, with the notable exception of conscientiousness. The extremely weak correlation with gender was unexpected: women seem to manage time better than men, but the difference is very slight. Further, we found that the link between time management and job performance seems to increase over the years: time management is more likely to get people a positive performance review at work today than in the early 1990s. The link between time management and gender, too, seems to intensify: women’s time management scores have been on the rise for the past few decades. We also note that time management seems to enhance wellbeing—in particular, life satisfaction—to a greater extent than it does performance. This challenges the common perception that time management first and foremost enhances work performance, and that wellbeing is simply a byproduct.

Introduction

Stand-up comedian George Carlin once quipped that in the future a “time machine will be built, but no one will have time to use it” [ 1 ]. Portentously, booksellers now carry one-minute bedtime stories for time-starved parents [ 2 ] and people increasingly speed-watch videos and speed-listen to audio books [ 3 – 5 ]. These behaviors are symptomatic of an increasingly harried society suffering from chronic time poverty [ 6 ]. Work is intensifying—in 1965 about 50% of workers took breaks; in 2003, less than 2% [ 7 ]. Leisure, too, is intensifying: people strive to consume music, social media, vacations, and other leisure activities ever more efficiently [ 8 – 11 ].

In this frantic context, time management is often touted as a panacea for time pressure. Media outlets routinely extol the virtues of time management. Employers, educators, parents, and politicians exhort employees, students, children, and citizens to embrace more efficient ways to use time [ 12 – 16 ]. In light of this, it is not surprising that from 1960 to 2008 the frequency of books mentioning time management shot up by more than 2,700% [ 17 ].

Time management is defined as “a form of decision making used by individuals to structure, protect, and adapt their time to changing conditions” [ 18 ]. This means time management, as it is generally portrayed in the literature, comprises three components: structuring, protecting, and adapting time. Well-established time management measures reflect these concepts. Structuring time, for instance, is captured in such items as “Do you have a daily routine which you follow?” and “Do your main activities during the day fit together in a structured way?” [ 19 ]. Protecting time is reflected in items such as “Do you often find yourself doing things which interfere with your schoolwork simply because you hate to say ‘No’ to people?” [ 20 ]. And adapting time to changing conditions is seen in such items as “Uses waiting time” and “Evaluates daily schedule” [ 21 ].

Research has, furthermore, addressed several important aspects of time management, such as its relationship with work-life balance [ 22 ], whether gender differences in time management ability develop in early childhood [ 23 ], and whether organizations that encourage employees to manage their time experience less stress and turnover [ 24 ]. Despite the phenomenal popularity of this topic, however, academic research has yet to address some fundamental questions [ 25 – 27 ].

A critical gap in time management research is the question of whether time management works [ 28 , 29 ]. For instance, studies on the relationship between time management and job performance reveal mixed findings [ 30 , 31 ]. Furthermore, scholars’ attempts to synthesize the literature have so far been qualitative, precluding a quantitative overall assessment [ 18 , 32 , 33 ]. To tackle this gap in our understanding of time management, we conducted a meta-analysis. In addressing the question of whether time management works, we first clarify the criteria for effectiveness. In line with previous reviews, we find that virtually all studies focus on two broad outcomes: performance and wellbeing [ 32 ].

Overall, results suggest that time management enhances job performance, academic achievement, and wellbeing. Interestingly, individual differences (e.g., gender, age) and contextual factors (e.g., job autonomy, workload) were much less related to time management ability, with the notable exception of personality and, in particular, conscientiousness. Furthermore, the link between time management and job performance seems to grow stronger over the years, perhaps reflecting the growing need to manage time in increasingly autonomous and flexible jobs [ 34 – 37 ].

Overall, our findings provide academics, policymakers, and the general audience with better information to assess the value of time management. This information is all the more useful amid the growing doubts about the effectiveness of time management [ 38 ]. We elaborate on the contributions and implications of our findings in the discussion section.

What does it mean to say that time management works?

In the din of current debates over productivity, reduced workweeks, and flexible hours, time management comes to the fore as a major talking point. Given its popularity, it would seem rather pointless to question its effectiveness. Indeed, time management’s effectiveness is often taken for granted, presumably because time management offers a seemingly logical solution to a lifestyle that increasingly requires coordination and prioritization skills [ 39 , 40 ].

Yet, popular media outlets increasingly voice concern and frustration over time management, reflecting at least part of the population’s growing disenchantment [ 38 ]. This questioning of time management practices is becoming more common among academics as well [ 41 ]. As some have noted, the issue is not just whether time management works. Rather, the question is whether the techniques championed by time management gurus can be actually counterproductive or even harmful [ 26 , 42 ]. Other scholars have raised concerns that time management may foster an individualistic, quantitative, profit-oriented view of time that perpetuates social inequalities [ 43 , 44 ]. For instance, time management manuals beguile readers with promises of boundless productivity that may not be accessible to women, whose disproportionate share in care work, such as tending to young children, may not fit with typically male-oriented time management advice [ 45 ]. Similarly, bestselling time management books at times offer advice that reinforce global inequities. Some manuals, for instance, recommend delegating trivial tasks to private virtual assistants, who often work out of developing countries for measly wages [ 46 ]. Furthermore, time management manuals often ascribe a financial value to time—the most famous time management adage is that time is money. But recent studies show that thinking of time as money leads to a slew of negative outcomes, including time pressure, stress, impatience, inability to enjoy the moment, unwillingness to help others, and less concern with the environment [ 47 – 51 ]. What’s more, the pressure induced by thinking of time as money may ultimately undermine psychological and physical health [ 52 ].

Concerns over ethics and safety notwithstanding, a more prosaic question researchers have grappled with is whether time management works. Countless general-audience books and training programs have claimed that time management improves people’s lives in many ways, such as boosting performance at work [ 53 – 55 ]. Initial academic forays into addressing this question challenged those claims: time management didn’t seem to improve job performance [ 29 , 30 ]. Studies used a variety of research approaches, running the gamut from lab experiments, field experiments, longitudinal studies, and cross-sectional surveys to experience sampling [ 28 , 56 – 58 ]. Such studies occasionally did find an association between time management and performance, but only in highly motivated workers [ 59 ]; instances establishing a more straightforward link with performance were comparatively rare [ 31 ]. Summarizing these insights, reviews of the literature concluded that the link between time management and job performance is unclear; the link with wellbeing, however, seemed more compelling although not conclusive [ 18 , 32 ].

It is interesting to note that scholars often assess the effectiveness time management by its ability to influence some aspect of performance, wellbeing, or both. In other words, the question of whether time management works comes down to asking whether time management influences performance and wellbeing. The link between time management and performance at work can be traced historically to scientific management [ 60 ]. Nevertheless, even though modern time management can be traced to scientific management in male-dominated work settings, a feminist reading of time management history reveals that our modern idea of time management also descends from female time management thinkers of the same era, such as Lillian Gilbreth, who wrote treatises on efficient household management [ 43 , 61 , 62 ]. As the link between work output and time efficiency became clearer, industrialists went to great lengths to encourage workers to use their time more rationally [ 63 – 65 ]. Over time, people have internalized a duty to be productive and now see time management as a personal responsibility at work [ 43 , 66 , 67 ]. The link between time management and academic performance can be traced to schools’ historical emphasis on punctuality and timeliness. In more recent decades, however, homework expectations have soared [ 68 ] and parents, especially well-educated ones, have been spending more time preparing children for increasingly competitive college admissions [ 69 , 70 ]. In this context, time management is seen as a necessary skill for students to thrive in an increasingly cut-throat academic world. Finally, the link between time management and wellbeing harks back to ancient scholars, who emphasized that organizing one’s time was necessary to a life well-lived [ 71 , 72 ]. More recently, empirical studies in the 1980s examined the effect of time management on depressive symptoms that often plague unemployed people [ 19 , 73 ]. Subsequent studies surmised that the effective use of time might prevent a host of ills, such as work-life conflict and job stress [ 22 , 74 ].

Overall, then, various studies have looked into the effectiveness of time management. Yet, individual studies remain narrow in scope and reviews of the literature offer only a qualitative—and often inconclusive—assessment. To provide a more quantifiable answer to the question of whether time management works, we performed a meta-analysis, the methods of which we outline in what follows.

Literature search and inclusion criteria

We performed a comprehensive search using the keywords “time management” across the EBSCO databases Academic Search Complete , Business Source Complete , Computers & Applied Sciences Complete , Gender Studies Database , MEDLINE , Psychology and Behavioral Sciences Collection , PsycINFO , SocINDEX , and Education Source . The search had no restrictions regarding country and year of publication and included peer-reviewed articles up to 2019. To enhance comprehensiveness, we also ran a forward search on the three main time management measures: the Time Management Behavior Scale [ 21 ], the Time Structure Questionnaire [ 19 ], and the Time Management Questionnaire [ 20 ]. (A forward search tracks all the papers that have cited a particular work. In our case the forward search located all the papers citing the three time management scales available on Web of Science .)

Time management measures typically capture three aspects of time management: structuring, protecting, and adapting time to changing conditions. Structuring refers to how people map their activities to time using a schedule, a planner, or other devices that represent time in a systematic way [ 75 – 77 ]. Protecting refers to how people set boundaries around their time to repel intruders [ 78 , 79 ]. Examples include people saying no to time-consuming requests from colleagues or friends as well as turning off one’s work phone during family dinners. Finally, adapting one’s time to changing conditions means, simply put, to be responsive and flexible with one’s time structure [ 80 , 81 ]. Furthermore, time management measures typically probe behaviors related to these three dimensions (e.g., using a schedule to structure one’s day, making use of downtime), although they sometimes also capture people’s attitudes (e.g., whether people feel in control of their time).

As shown in Fig 1 , the initial search yielded 10,933 hits, excluding duplicates.

The search included no terms other than “time management” to afford the broadest possible coverage of time management correlates. Nevertheless, as shown in Table 1 , we focused exclusively on quantitative, empirical studies of time management in non-clinical samples. Successive rounds of screening, first by assessing paper titles and abstracts and then by perusing full-text articles, whittled down the number of eligible studies to 158 (see Fig 1 ).

Data extraction and coding

We extracted eligible effect sizes from the final pool of studies; effect sizes were mostly based on means and correlations. In our initial data extraction, we coded time management correlates using the exact variable names found in each paper. For instance, “work-life imbalance” was initially coded in those exact terms, rather than “work-life conflict.” Virtually all time management correlates we extracted fell under the category of performance and/or wellbeing. This pattern tallies with previous reviews of the literature [ 18 , 32 ]. A sizable number of variables also fell under the category of individual differences and contextual factors, such as age, personality, and job autonomy. After careful assessment of the extracted variables, we developed a coding scheme using a nested structure shown in Table 2 .

Aeon and Aguinis suggested that time management influences performance, although the strength of that relationship may depend on how performance is defined [ 18 ]. Specifically, they proposed that time management may have a stronger impact on behaviors conducive to performance (e.g., motivation, proactiveness) compared to assessments of performance (e.g., supervisor rankings). For this reason, we distinguish between results- and behavior-based performance in our coding scheme, both in professional and academic settings. Furthermore, wellbeing indicators can be positive (e.g., life satisfaction) or negative (e.g., anxiety). We expect time management to influence these variables in opposite ways; it would thus make little sense to analyze them jointly. Accordingly, we differentiate between wellbeing (positive) and distress (negative).

In our second round of coding, we used the scheme shown in Table 2 to cluster together kindred variables. For instance, we grouped “work-life imbalance,” “work-life conflict” and “work-family conflict” under an overarching “work-life conflict” category. The authors reviewed each variable code and resolved rare discrepancies to ultimately agree on all coded variables. Note that certain variables, such as self-actualization, covered only one study (i.e., one effect size). While one or two effect sizes is not enough to conduct a meta-analysis, they can nonetheless be grouped with other effect sizes belonging to the same category (e.g., self-actualization and sense of purpose belong the broader category of overall wellbeing). For this reason, we included variables with one or two effect sizes for comprehensiveness.

Meta-analytic procedures

We conducted all meta-analyses following the variables and cluster of variables outlined in Table 2 . We opted to run all analyses with a random effects model. The alternative—a fixed effects model—assumes that all studies share a common true effect size (i.e., linking time management and a given outcome) which they approximate. This assumption is unrealistic because it implies that the factors influencing the effect size are the same in all studies [ 83 ]. In other words, a fixed effects model assumes that the factors affecting time management are similar across all studies—the fallacy underlying this assumption was the main theme of Aeon and Aguinis’s review [ 18 ]. To perform our analyses, we used Comprehensive Meta-Analysis v.3 [ 84 ], a program considered highly reliable and valid in various systematic assessments [ 85 , 86 ].

Meta-analyses do not typically perform calculations on correlations (e.g., Pearson’s r). Instead, we transformed correlations into Fisher’s z scales [ 83 ]. The transformation was done with z = 0.5 × ln ( 1 + r 1 − r ) , where r represents the correlation extracted from each individual study. The variance of Fisher’s Z was calculated as V z = 1 n − 3 where n corresponds to the study’s sample size; the standard error of Fisher’s Z was calculated as S E z = V z .

In many cases, studies reported how variables correlated with an overall time management score. In some cases, however, studies reported only correlations with discrete time management subscales (e.g., short-range planning, attitudes toward time, use of time management tools), leaving out the overall effect. In such cases, we averaged out the effect sizes of the subscales to compute a summary effect [ 83 ]. This was necessary not only because meta-analyses admit only one effect size per study, but also because our focus is on time management as a whole rather than on subscales. Similarly, when we analyzed the link between time management and a high-level cluster of variables (e.g., overall wellbeing rather than specific variables such as life satisfaction), there were studies with more than one relevant outcome (e.g., a study that captured both life satisfaction and job satisfaction). Again, because meta-analyses allow for only one effect size (i.e., variable) per study, we used the mean of different variables to compute an overall effect sizes in studies that featured more than one outcome [ 83 ].

Overall description of the literature

We analyzed 158 studies for a total number of 490 effect sizes. 21 studies explored performance in a professional context, 76 performance in an academic context, 30 investigated wellbeing (positive), and 58 distress. Interestingly, studies did not systematically report individual differences, as evidenced by the fact that only 21 studies reported correlations with age, and only between 10 and 15 studies measured personality (depending on the personality trait). Studies that measured contextual factors were fewer still—between 3 and 7 (depending on the contextual factor). These figures fit with Aeon and Aguinis’s observation that the time management literature often overlooks internal and external factors that can influence the way people manage time [ 18 ].

With one exception, we found no papers fitting our inclusion criteria before the mid-1980s. Publication trends also indicate an uptick in time management studies around the turn of the millennium, with an even higher number around the 2010s. This trend is consistent with the one Shipp and Cole identified, revealing a surge in time-related papers in organizational behavior around the end of the 1980s [ 87 ].

It is also interesting to note that the first modern time management books came out in the early 1970s, including the The Time Trap (1972), by Alec MacKenzie and How to Get Control of your Time and your Life (1973), by Alan Lakein. These books inspired early modern time management research [ 21 , 58 , 88 ]. It is thus very likely that the impetus for modern time management research came from popular practitioner manuals.

To assess potential bias in our sample of studies, we computed different estimates of publication bias (see Table 3 ). Overall, publication bias remains relatively low (see funnel plots in S1). Publication bias occurs when there is a bias against nonsignificant or even negative results because such results are seen as unsurprising and not counterintuitive. In this case, however, the fact that time management is generally expected to lead to positive outcomes offers an incentive to publish nonsignificant or negative results, which would be counterintuitive [ 89 ]. By the same token, the fact that some people feel that time management is ineffective [ 38 ] provides an incentive to publish papers that link time management with positive outcomes. In other words, opposite social expectations surrounding time management might reduce publication bias.

Finally, we note that the link between time management and virtually all outcomes studied is highly heterogeneous (as measured, for instance, by Cochran’s Q and Higgins & Thompson’s I 2 ; see tables below). This high level of heterogeneity suggests that future research should pay more attention to moderating factors (e.g., individual differences).

Time management and performance in professional settings

Overall, time management has a moderate impact on performance at work, with correlations hovering around r = .25. We distinguish between results-based and behavior-based performance. The former measures performance as an outcome (e.g., performance appraisals by supervisors) whereas the latter measures performance as behavioral contributions (e.g., motivation, job involvement). Time management seems related to both types of performance. Although the effect size for results-based performance is lower than that of behavior-based performance, moderation analysis reveals the difference is not significant (p > .05), challenging Aeon and Aguinis’s conclusions [ 18 ].

Interestingly, the link between time management and performance displays much less heterogeneity (see Q and I 2 statistics in Table 4 ) than the link between time management and other outcomes (see tables below). The studies we summarize in Table 4 include both experimental and non-experimental designs; they also use different time management measures. As such, we can discount, to a certain extent, the effect of methodological diversity. We can perhaps explain the lower heterogeneity by the fact that when people hold a full-time job, they usually are at a relatively stable stage in life. In school, by contrast, a constellation of factors (e.g., financial stability and marital status, to name a few) conspire to affect time management outcomes. Furthermore, work contexts are a typically more closed system than life in general. For this reason, fewer factors stand to disrupt the link between time management and job performance than that between time management and, say, life satisfaction. Corroborating this, note how, in Table 6 below, the link between time management and job satisfaction ( I 2 = 58.70) is much less heterogeneous than the one between time management and life satisfaction ( I 2 = 95.45).

* p < .05

** p < .01

*** p < .001.

k = number of studies related to the variable | N = total sample size related to the variable.

r = effect size of the correlation between time management and the variable | 95% CI = confidence interval of the effect size.

Q = Cochran’s Q, a measure of between-study heterogeneity | τ 2 = measure of between-study variance | I 2 = alternative measure of between-study heterogeneity.

Moreover, we note that the relationship between time management and job performance (see Fig 2 ) significantly increases over the years ( B = .0106, p < .01, Q model = 8.52(1), Q residual = 15.54(9), I 2 = 42.08, R 2 analog = .75).

Time management and performance in academic settings

Overall, the effect of time management on performance seems to be slightly higher in academic settings compared to work settings, although the magnitude of the effect remains moderate (see Table 5 ). Here again, we distinguish between results- and behavior-based performance. Time management’s impact on behavior-based performance seems much higher than on results-based performance—a much wider difference than the one we observed in professional settings. This suggests than results-based performance in academic settings depends less on time management than results-based performance in professional settings. This means that time management is more likely to get people a good performance review at work than a strong GPA in school.

In particular, time management seems to be much more negatively related to procrastination in school than at work. Although we cannot establish causation in all studies, we note that some of them featured experimental designs that established a causal effect of time management on reducing procrastination [ 90 ].

Interestingly, time management was linked to all types of results-based performance except for standardized tests. This is perhaps due to the fact that standardized tests tap more into fluid intelligence, a measure of intelligence independent of acquired knowledge [ 91 ]. GPA and regular exam scores, in contrast, tap more into crystallized intelligence, which depends mostly on accumulated knowledge. Time management can thus assist students in organizing their time to acquire the knowledge necessary to ace a regular exam; for standardized exams that depend less on knowledge and more on intelligence, however, time management may be less helpful. Evidence from other studies bears this out: middle school students’ IQ predicts standardized achievement tests scores better than self-control while self-control predicts report card grades better than IQ [ 92 ]. (For our purposes, we can use self-control as a very rough proxy for time management.) Relatedly, we found no significant relationship between time management and cognitive ability in our meta-analysis (see Table 8 ).

a Female = 1; Male = 2.

b Single = 1; Married = 2.

Time management and wellbeing

On the whole, time management has a slightly stronger impact on wellbeing than on performance. This is unexpected, considering how the dominant discourse points to time management as a skill for professional career development. Of course, the dominant discourse also frames time management as necessary for wellbeing and stress reduction, but to a much lesser extent. Our finding that time management has a stronger influence on wellbeing in no way negates the importance of time management as a work skill. Rather, this finding challenges the intuitive notion that time management is more effective for work than for other life domains. As further evidence, notice how in Table 6 the effect of time management on life satisfaction is 72% stronger than that on job satisfaction.

Time management and distress

Time management seems to allay various forms of distress, although to a lesser extent than it enhances wellbeing. The alleviating effect on psychological distress is particularly strong ( r = -0.358; see Table 7 ).

That time management has a weaker effect on distress should not be surprising. First, wellbeing and distress are not two poles on opposite ends of a spectrum. Although related, wellbeing and distress are distinct [ 93 ]. Thus, there is no reason to expect time management to have a symmetrical effect on wellbeing and distress. Second, and relatedly, the factors that influence wellbeing and distress are also distinct. Specifically, self-efficacy (i.e., seeing oneself as capable) is a distinct predictor of wellbeing while neuroticism and life events in general are distinct predictors of distress [ 94 ]. It stands to reason that time management can enhance self-efficacy. (Or, alternatively, that people high in self-efficacy would be more likely to engage in time management, although experimental evidence suggests that time management training makes people feel more in control of their time [ 89 ]; it is thus plausible that time management may have a causal effect on self-efficacy. Relatedly, note how time management ability is strongly related to internal locus of control in Table 8 ) In contrast, time management can do considerably less in the way of tackling neuroticism and dampening the emotional impact of tragic life events. In other words, the factors that affect wellbeing may be much more within the purview of time management than the factors that affect distress. For this reason, time management may be less effective in alleviating distress than in improving wellbeing.

Time management and individual differences

Time management is, overall, less related to individual differences than to other variables.

Age, for instance, hardly correlates with time management (with a relatively high consistency between studies, I 2 = 55.79, see Table 8 above).

Similarly, gender only tenuously correlates with time management, although in the expected direction: women seem to have stronger time management abilities than men. The very weak association with gender ( r = -0.087) is particularly surprising given women’s well-documented superior self-regulation skills [ 95 ]. That being said, women’s time management abilities seem to grow stronger over the years ( N = 37, B = -.0049, p < .05, Q model = 3.89(1), Q residual = 218.42(35), I 2 = 83.98, R 2 analog = .03; also see Fig 3 below). More realistically, this increase may not be due to women’s time management abilities getting stronger per se but, rather, to the fact that women now have more freedom to manage their time [ 96 ].

Other demographic indicators, such as education and number of children, were nonsignificant. Similarly, the relationships between time management and personal attributes and attitudes were either weak or nonsignificant, save for two notable exceptions. First, the link between time management and internal locus of control (i.e., the extent to which people perceive they’re in control of their lives) is quite substantial. This is not surprising, because time management presupposes that people believe they can change their lives. Alternatively, it may be that time management helps people strengthen their internal locus of control, as experimental evidence suggests [ 89 ]. Second, the link between time management and self-esteem is equally substantial. Here again, one can make the argument either way: people with high self-esteem might be confident enough to manage their time or, conversely, time management may boost self-esteem. The two options are not mutually exclusive: people with internal loci of control and high self-esteem levels can feel even more in control of their lives and better about themselves through time management.

We also note a very weak but statistically significant negative association between time management and multitasking. It has almost become commonsense that multitasking does not lead to performance [ 97 ]. As a result, people with stronger time management skills might deliberately steer clear of this notoriously ineffective strategy.

In addition, time management was mildly related to hours spent studying but not hours spent working. (These variables cover only student samples working part- or full-time and thus do not apply to non-student populations.) This is consistent with time-use studies revealing that teenagers and young adults spend less time working and more time studying [ 98 ]. Students who manage their time likely have well-defined intentions, and trends suggest those intentions will target education over work because, it is hoped, education offers larger payoffs over the long-term [ 99 ].

In terms of contextual factors, time management does not correlate significantly with job autonomy. This is surprising, as we expected autonomy to be a prerequisite for time management (i.e., you can’t manage time if you don’t have the freedom to). Nevertheless, qualitative studies have shown how even in environments that afford little autonomy (e.g., restaurants), workers can carve out pockets of time freedom to momentarily cut loose [ 100 ]. Thus, time management behaviors may flourish even in the most stymying settings. In addition, the fact that time management is associated with less role overload and previous attendance of time management training programs makes sense: time management can mitigate the effect of heavy workloads and time management training, presumably, improves time management skills.

Finally, time management is linked to all personality traits. Moreover, previous reviews of the literature have commented on the link between time management and conscientiousness in particular [ 32 ]. What our study reveals is the substantial magnitude of the effect ( r = 0.451). The relationship is not surprising: conscientiousness entails orderliness and organization, which overlap significantly with time management. That time management correlates so strongly with personality (and so little with other individual differences) lends credence to the dispositional view of time management [ 101 – 103 ]. However, this finding should not be taken to mean that time management is a highly inheritable, fixed ability. Having a “you either have it or you don’t” view of time management is not only counterproductive [ 104 ] but also runs counter to evidence showing that time management training does, in fact, help people manage their time better.

Does time management work? It seems so. Time management has a moderate influence on job performance, academic achievement, and wellbeing. These three outcomes play an important role in people’s lives. Doing a good job at work, getting top grades in school, and nurturing psychological wellbeing contribute to a life well lived. Widespread exhortations to get better at time management are thus not unfounded: the importance of time management is hard to overstate.

Contributions

Beyond answering the question of whether time management works, this study contributes to the literature in three major ways. First, we quantify the impact of time management on several outcomes. We thus not only address the question of whether time management works, but also, and importantly, gauge to what extent time management works. Indeed, our meta-analysis covers 53,957 participants, which allows for a much more precise, quantified assessment of time management effectiveness compared to qualitative reviews.

Second, this meta-analysis systematically assesses relationships between time management and a host of individual differences and contextual factors. This helps us draw a more accurate portrait of potential antecedents of higher (or lower) scores on time management measures.

Third, our findings challenge intuitive ideas concerning what time management is for. Specifically, we found that time management enhances wellbeing—and in particular life satisfaction—to a greater extent than it does various types of performance. This runs against the popular belief that time management primarily helps people perform better and that wellbeing is simply a byproduct of better performance. Of course, it may be that wellbeing gains, even if higher than performance gains, hinge on performance; that is to say, people may need to perform better as a prerequisite to feeling happier. But this argument doesn’t jibe with experiments showing that even in the absence of performance gains, time management interventions do increase wellbeing [ 89 ]. This argument also founders in the face of evidence linking time management with wellbeing among the unemployed [ 105 ], unemployment being an environment where performance plays a negligible role, if any. As such, this meta-analysis lends support to definitions of time management that are not work- or performance-centric.

Future research and limitations

This meta-analysis questions whether time management should be seen chiefly as a performance device. Our questioning is neither novel nor subversive: historically people have managed time for other reasons than efficiency, such as spiritual devotion and philosophical contemplation [ 72 , 106 , 107 ]. It is only with relatively recent events, such as the Industrial Revolution and waves of corporate downsizing, that time management has become synonymous with productivity [ 43 , 65 ]. We hope future research will widen its scope and look more into outcomes other than performance, such as developing a sense of meaning in life [ 108 ]. One of the earliest time management studies, for instance, explored how time management relates to having a sense of purpose [ 73 ]. However, very few studies followed suit since. Time management thus stands to become a richer, more inclusive research area by investigating a wider array of outcomes.

In addition, despite the encouraging findings of this meta-analysis we must refrain from seeing time management as a panacea. Though time management can make people’s lives better, it is not clear how easy it is for people to learn how to manage their time adequately. More importantly, being “good” at time management is often a function of income, education, and various types of privilege [ 42 , 43 , 46 , 109 ]. The hackneyed maxim that “you have as many hours in a day as Beyoncé,” for instance, blames people for their “poor” time management in pointing out that successful people have just as much time but still manage to get ahead. Yet this ill-conceived maxim glosses over the fact that Beyoncé and her ilk do, in a sense, have more hours in a day than average people who can’t afford a nanny, chauffeur, in-house chefs, and a bevy of personal assistants. Future research should thus look into ways to make time management more accessible.

Furthermore, this meta-analysis rests on the assumption that time management training programs do enhance people’s time management skills. Previous reviews have noted the opacity surrounding time management interventions—studies often don’t explain what, exactly, is taught in time management training seminars [ 18 ]. As a result, comparing the effect of different interventions might come down to comparing apples and oranges. (This might partly account for the high heterogeneity between studies.) We hope that our definition of time management will spur future research into crafting more consistent, valid, and generalizable interventions that will allow for more meaningful comparisons.

Finally, most time management studies are cross-sectional. Yet it is very likely that the effect of time management compounds over time. If time management can help students get better grades, for instance, those grades can lead to better jobs down the line [ 110 ]. Crucially, learning a skill takes time, and if time management helps people make the time to learn a skill, then time management stands to dramatically enrich people’s lives. For this reason, longitudinal studies can track different cohorts to see how time management affects people’s lives over time. We expect that developing time management skills early on in life can create a compound effect whereby people acquire a variety of other skills thanks to their ability to make time.

Overall, this study offers the most comprehensive, precise, and fine-grained assessment of time management to date. We address the longstanding debate over whether time management influences job performance in revealing a positive, albeit moderate effect. Interestingly, we found that time management impacts wellbeing—and in particular life satisfaction—to a greater extent than performance. That means time management may be primarily a wellbeing enhancer, rather than a performance booster. Furthermore, individual and external factors played a minor role in time management, although this does not necessarily mean that time management’s effectiveness is universal. Rather, we need more research that focuses on the internal and external variables that affect time management outcomes. We hope this study will tantalize future research and guide practitioners in their attempt to make better use of their time.

Supporting information

S1 checklist, acknowledgments.

We would like to take this opportunity to acknowledge our colleagues for their invaluable help: Mengchan Gao, Talha Aziz, Elizabeth Eley, Robert Nason, Andrew Ryder, Tracy Hecht, and Caroline Aubé.

Funding Statement

The authors received no specific funding for this work.

Data Availability

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Time Management Case Studies: Two Examples for Non-Profit Organizations (From My Time Management Workshop)

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Ida Sabelis

Abstract The topic of time management inevitably emerges when researching concepts of time in organizations. And, as we live in a society where we deal with organizations all the time and in a variety of forms, we are continually confronted with the way in which time is managed in an'organizational'way. This article departs from a critical overview of time-management literature and confronts the assumptions therein with the experiences of a (female) chief executive, managing her time.

SHEFERAW M . BEZABIH

The objective of the present study was to investigate and determine the effectiveness of time management strategies in a non-governmental organization specifically in the case of ACOS Ethiopia, Adama branch. The study was guided by four research questions that were generated from the objective of the study and a quantitative method was used in the research. The researcher purposefully took all the workers as respondents, the total number of the organization. The data collection was administered using questionnaires. Mean scores were used to analyze the data. The findings of the study revealed that there was a gap in implementing time management strategies and follow-up on the day-to-day activities where a lack of time management came out to be one of the problems in ACOS. The need for more profound training in time management and implementation was also observed. The implications and limitations are reviewed as suggestions for future studies. Keywords: Managers, Employees, Time Management Strategies

The Bottom Line: Managing Library Finances

Gary Fitsimmons

Purpose – This paper continues the discussion of planning as an essential part of the leadership quality of good time management by presenting a step-by-step procedure for working out an action plan based on work goals. Design – The paper discusses the importance of having an action plan to guide staff members in accomplishing work goals, sets forth the 5 key elements in an action plan, and then shows how to develop each of those elements. Findings – The paper finds that an action plan is a helpful tool to ensure continuing progress toward work goals and that there are five key elements to be developed for every action plan in pursuit of a goal. Value – The value of developing an action plan is that it helps avoid many problems with projects and provides the mechanism for solving many others, so that projects designed to pursue work goals do not stall out indefinitely.

Personnel Review

B J C Claessens

ronald dulay

jude tamukong

Irina Melinte

INTRODUCTIONTime management has increasingly become an issue of crucial relevance.Time needs to be viewed as a complex mathematical value and not as a simple linear graphic, hence the current debate of whether it is better to follow classical methods to speed up the pace as the fast hare or the alternative view of actually slowing down the rhythm like the wise tortoise. The current paper aims at developing, besides the classical and the alternative views regarding time management, a third category of methods that focus on the individual, personal perception of time.&quot;Do you begin each day with a planner brimming with goals and to-dos that are important to you, or are you handcuffed by poorly planned days that result in nothing done by day&#39;s end? Plan and achieve.&quot; This is a constant slogan that we hear daily in all personal development and time management seminaries. But is it all that easy as they say?In today&#39;s hectic life style, it is becoming increasingly diffic...

Purpose – This paper concludes the discussion of the leadership quality of good time management by presenting thoughts on implementing an action plan based on work goals. Design – The paper establishes the need for good plan implementation and then lays out a way of dealing with problems as they arise. Finally it discusses plan assessment in general terms as either the final step in the implementation, or part of a cycle of assessment and reimplementation. Findings – The findings are that a good leader and manager must be able to carry a plan from planning through implementation and to know when and how to sustain a cycle of assessment and reimplementation. Value –The value of this paper is in its suggestions for smoothing the way through plan implementation when things go awry.

Time management has helped people organize their professional lives for centuries. The existing literature, however, reveals mixed findings and lack of clarity as to whether, when, how, and why time management leads to critical outcomes such as well-being and job performance. Furthermore, insights relevant to time management are scattered across various disciplines, including sociology, psychology, and behavioral economics. We address both issues by synthesizing and integrating insightful elements from various fields and domains into three novel perspectives on time management. First, we draw on the sociology of time to describe two key concepts: time structures and time norms. We illustrate how time structures and time norms operate at the team, organizational, and national levels of analysis in influencing time management outcomes. Second, we draw on the psychology of time to show how individual differences including time-related beliefs, attitudes, and preferences affect the way people manage time and, consequently, time management outcomes. Third, we rely on the behavioral economics literature to describe how cognitive biases influence individual time management decisions. Integrating insights from a diverse set of fields results in a better understanding of past research and allows us to reinterpret conflicting results prevalent in the time management literature. Finally, we offer directions for future research and discuss implications for how organizations and individuals can implement interventions resulting in a stronger and positive relationship between time management and desirable outcomes.

International Res Jour Managt Socio Human

Lack of time is a common complaint in western society. In response, there has been a proliferation of … books, articles, and seminars on time management, along with their assertions, prescriptions and anecdotes. However, what exactly is time management? Despite the epidemic of time management training programs, there is currently a lack of agreement about the definition of time management and a dearth of literature summarizing time management across disciplines. Furthermore, it has been argued that there is a lack of a theoretical model of time management. Although self-report instruments purporting to examine time management exist in several disciplines, to date, there has been no published psychometric review or comparison of these instruments for assessing generic time management. Therefore, this article examines the different dimensions time management to improve effectiveness and efficiency with in organizations.

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Ryan Serhant: Time Management for Repeatable Success (A)

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Ashley V. Whillans

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Personnel Review

ISSN : 0048-3486

Article publication date: 13 February 2007

The purpose of this article is to provide an overview for those interested in the current state‐of‐the‐art in time management research.

Design/methodology/approach

This review includes 32 empirical studies on time management conducted between 1982 and 2004.

The review demonstrates that time management behaviours relate positively to perceived control of time, job satisfaction, and health, and negatively to stress. The relationship with work and academic performance is not clear. Time management training seems to enhance time management skills, but this does not automatically transfer to better performance.

Research limitations/implications

The reviewed research displays several limitations. First, time management has been defined and operationalised in a variety of ways. Some instruments were not reliable or valid, which could account for unstable findings. Second, many of the studies were based on cross‐sectional surveys and used self‐reports only. Third, very little attention was given to job and organizational factors. There is a need for more rigorous research into the mechanisms of time management and the factors that contribute to its effectiveness. The ways in which stable time management behaviours can be established also deserves further investigation.

Practical implications

This review makes clear which effects may be expected of time management, which aspects may be most useful for which individuals, and which work characteristics would enhance or hinder positive effects. Its outcomes may help to develop more effective time management practices.

Originality/value

This review is the first to offer an overview of empirical research on time management. Both practice and scientific research may benefit from the description of previous attempts to measure and test the popular notions of time management.

• Time measurement
• Job satisfaction
• Performance management

Claessens, B.J.C. , van Eerde, W. , Rutte, C.G. and Roe, R.A. (2007), "A review of the time management literature", Personnel Review , Vol. 36 No. 2, pp. 255-276. https://doi.org/10.1108/00483480710726136

Emerald Group Publishing Limited

Copyright © 2007, Emerald Group Publishing Limited

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Enhancing space management through digital twin: a case study of the lazio region headquarters.

1. Introduction

1.1. advanced digital technologies, 1.2. space management in smart working adoption, 2. materials and methods.

• Variations due to the active interaction of occupants with building systems. The active interaction of occupants with building energy systems is a complex mechanism, where numerous parameters, including the number of occupants, occupant behavior, type of space, type of work, day, and time, exert a significant influence. The aforementioned parameters can be classified into three distinct groups: temporal, spatial, and occupancy. Temporal parameters indicate the time scale, while spatial parameters indicate spatial information. Occupancy parameters, on the other hand, indicate occupant behavior. It can be reasonably argued that psychological and sociological aspects exert a considerable influence on occupant behavior. Given the inherent unpredictability of occupants’ behavior, it remains challenging to identify any specific circumstances that may influence the consumption of energy. This uncertainty has a significant impact on the indoor environment, which in turn contributes to the observed variations in energy consumption. Other factors that influence occupants’ behavior include temperature, humidity, illuminance factor, and several others, which collectively affect the building’s energy consumption. The most common forms of occupant behavior are adjusting the thermostat, dimming the lighting, switching off lights, and using electronic devices.
• Variations due to the passive interaction of occupants with building systems. Passive interaction depends on the presence of occupants, reported as hours of occupancy in the building, and the absence of occupants, reported as hours of unoccupied building operation. It is possible that there is inefficient operation of the electrical and mechanical systems, which would result in high energy wastage during the unoccupied/occupied hours; this issue was further investigated to estimate the amount of energy wasted during unoccupied hours, with between 26% and 65% of energy being used during unoccupied/occupied hours, compared to working hours between 7.30 a.m. and 5 p.m. Of the total consumption, between 19% and 28% (mainly electricity and HVAC) is used during the weekend when the building is unoccupied [ 44 ].

2.1. Methodology

• Space analysis via the BIM model: Through the use of IoT sensors, which can be easily installed and configured, it is possible to start the occupancy assessment process. - Use analysis: Evaluation of office space use to identify inefficiencies or cases of overutilization. - Occupancy measurement: Determine the occupancy percentage for each floor, with a detailed map of space use.
• Space analysis and management (statistics): Using data obtained from a dedicated booking application, through the utilization of BIM-integrated software, facilitates the examination of the actual use of workspaces, with the objective of optimizing their management. The specific objectives are as follows: - Presence forecasting: Estimating building occupancy over the next 30 days based on historical booking data, allowing better maintenance services and the anticipation of space and resource requirements. - Savings analysis: Quantification of potential maintenance cost savings through appropriate operational downsizing. By analyzing space utilization, it is possible to identify areas that can be consolidated or downsized, thus reducing operating costs. - Duration of bookings: Calculation of the average duration of room bookings to optimize space availability. Knowing the typical duration of bookings allows you to better plan the use of meeting rooms, avoiding overlaps and improving efficiency in resource allocation. - Temporal assessment of room use: Examination of meeting room usage by time of day and day of the week and the identification of high- and low-occupancy periods. This provides a better understanding of space utilization patterns, allowing for more flexible and adaptive management.
• Insight and automated alerts: Provide automatic alerts to the building manager [ 55 ] to improve space management [ 56 ]. These alerts signal when there is a high probability that a particular floor or the entire building will reach 100% occupancy on a particular day or period, allowing for more efficient planning of the necessary resources.
• Machine learning: This stage uses ML to make reliable predictions and generate insights [ 57 ], going beyond the traditional programming approach [ 58 ]. The system learns from the relationships between data and outcomes, identifying patterns and connections that may not be obvious to human intelligence [ 59 ]. This ‘knowledge discovery’ process not only provides useful results, but can also reveal new, previously unknown/ignored/unexpected information.

2.1.1. Analysis of Spaces via the BIM Model—Phase 1

2.1.2. optimizing space management through data analysis (statistics)—phase 2, 2.1.3. insight and automatic alarms—phase 3, 2.1.4. machine learning for enhanced predictive insights—phase 4, 3. results and discussion, 3.1. case study: lazio region headquarters, 3.2. digital transformation in modern work environments, 4. conclusions, author contributions, institutional review board statement, informed consent statement, data availability statement, conflicts of interest.

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Piras, G.; Muzi, F.; Tiburcio, V.A. Enhancing Space Management through Digital Twin: A Case Study of the Lazio Region Headquarters. Appl. Sci. 2024 , 14 , 7463. https://doi.org/10.3390/app14177463

Piras G, Muzi F, Tiburcio VA. Enhancing Space Management through Digital Twin: A Case Study of the Lazio Region Headquarters. Applied Sciences . 2024; 14(17):7463. https://doi.org/10.3390/app14177463

Piras, Giuseppe, Francesco Muzi, and Virginia Adele Tiburcio. 2024. "Enhancing Space Management through Digital Twin: A Case Study of the Lazio Region Headquarters" Applied Sciences 14, no. 17: 7463. https://doi.org/10.3390/app14177463

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