In Part 1, I talked about an overview of time management in prospect research and prospect management. In Part 2, I discussed time management within the realm of proactive and reactive research as well as predictive and summary analytics. In this part, I’m going to talk about time-based projects, how I approach bringing together quick projects and long-term projects. All of these are pretty integral parts to my job, and I imagine they are in your shop too, especially if you’re a small department like I am.
Quick projects in some ways are great for making good use of small bits of time, but in other ways they are a great way to lose track of time and keep you from doing the bigger projects you need to do. So, it’s the sort of thing that’s good to keep on a running list of and set some limits for how you tackle it.
One thing that easily falls onto the quick list is assigning prospects. I’m talking about the actual assignment of them, not any of the background information or qualification to determine whether they are good prospects or not. In my shop, the fundraisers can ask to be assigned to anyone they are planning to work with if that person isn’t already assigned to someone else. In some shops, there are various criteria that have to be met before someone can be assigned. But in any case, if all the criteria have been met, it’s really better to just assign someone quickly when it comes up, rather than adding it to a list of “quick to-do” tasks, because that would probably take longer than actually doing it.
Most likely in your department there are other similar quick projects that are faster to just do than to add to a to-do list. These are the things that you might also see in the preview panel of your email system and not even open them if you don’t have time. So you might keep a folder in your email and just move them to those folders if you know they are quick things to do but you really don’t have time to do them right then. If you’re someone who can manage to only check email a couple of times a day, then you’ll have an easier time organizing projects by the time required to complete them.
As a general guideline, if it will take less than five minutes to do, it seems it is probably best to just do the task. If it’s longer than five minutes but less than half an hour, then add it to a list of really quick things, and if it’s up to two hours, add it to another list of slightly longer quick things. You’d be surprised how much you can accomplish in an hour or two! Anything longer probably won’t qualify as a “quick” project, but it’s a good additional section on your to-do list to fit in when your schedule allows it.
In the next section, we’re going to look at the opposite end of the spectrum and talk a bit about long-term projects. These are projects that you have to plan ahead for, and you will often have to work other projects around them from time to time.
I have quite a few long-term projects, and I’m sure you do too. These are the things that either need to get done someday, or don’t actually have a timeline attached to them but would be great to do. I like to keep a list of these handy as well so that if I have time and am feeling inspired to work on them when I don’t have any other urgent things, I already have a plan. Having this plan also allows you to work on long-term projects in short bursts of time. Some of the long-term projects on my list include:
- The annual Voluntary Support of Education (VSE) survey
- Creating new prospect management reports
- Revising existing prospect and proposal management reports
- Updating information from assigned prospects from past years (to update data fields that we didn’t used to have a place for, but having longitudinal data will be really useful for analytics)
- Discovering new potential prospects to suggest to frontline fundraisers
- Predictive models for specific colleges or projects
- Grant and corporate funding prospect research for specific colleges or projects
One of the larger projects I work on each summer is the predictive model for all of our alumni that scores them into twenty groups. I use DataDesk for this project, but you might use SAS, or SPSS, Excel, or some other software to build models. Though this is a pretty big task for me, there are parts of it that can be done in small parts and I do those preparations when I have smaller bits of time. For example, we have just over one hundred variables that we use in this model for all sorts of demographic criteria on each record. For each of these variables that I extract from the database, I need to write a formula to convert it into the format that DataDesk understands. These formulas take a while, but it’s something that can be easily started and stopped as time allows. Once I get to the part of the process where I’m building the model, I need bigger chunks of time because it’s harder to remember where I was in the process if I take a break.
I spend time each week working on both the quick projects I have on my revolving to-do list as well as the longer-term projects that I want to get done. By knowing what needs to get done and in what time-frame, I am able to fit pieces in wherever I have time. And I can often stay on top of lots of things at the same time without feeling frazzled by it. In the final part of this series, I’m going to talk about how to fit in community participation and professional development when you’re already feeling maxed-out with proactive research, reactive research, predictive analytics, summative analytics, quick projects and long-term projects. Because I truly believe there is a way to fit all of this in, and to work normal hours, and to spend each day feeling productive. See you next time!