Answer These Questions First (Overview of the Quiz)

This article gives you three things in one place: a quick self-diagnostic productivity quiz to discover your natural working style, clear explanations of major productivity methods (GTD, Kanban, Pomodoro, Eisenhower, SMART, OKRs, and more), and 100 multiple-choice questions with answers to test and reinforce your knowledge.

The quiz is designed for knowledge workers, students, and entrepreneurs in 2024 who want to improve focus, planning, and execution. Whether you struggle with procrastination, feel busy but not productive, or simply want a better system for managing tasks, you’ll find practical tools here.

The questions reference real, concrete frameworks with documented origins:

  • The Eisenhower Matrix dates back to the 1950s and President Dwight D. Eisenhower’s approach to prioritization

  • SMART goals were popularized in George T. Doran’s 1981 article in Management Review

  • OKRs have been used at Google since 1999 after Andy Grove pioneered them at Intel

  • GTD was introduced by David Allen in his 2001 book “Getting Things Done”

The section immediately below gives you a short “Which productivity method is right for you?” diagnostic before going deeper into explanations and practice questions.

Quick Self‑Assessment: Which Productivity Method Is Right for You?

This 12-question self-scored assessment will suggest a starting productivity method based on your natural tendencies. For each statement, choose the answer (A, B, C, or D) that best describes how you typically work. Track your answers, then use the scoring guide at the end to identify your recommended approach.

Q1. When I wake up on a workday, my biggest challenge is:

  • A. Remembering everything I need to do without a system to capture it all

  • B. Seeing what’s in progress versus what’s waiting versus what’s done

  • C. Actually starting the most important task instead of easier ones

  • D. Figuring out which of my 20 tasks actually matter today

Q2. My current task management approach could best be described as:

  • A. Random notes scattered across apps, sticky notes, and my head

  • B. I think visually and like moving things from column to column

  • C. I know what to do but keep getting distracted every few minutes

  • D. I have too many “urgent” things and can’t tell what’s truly important

Q3. At the end of a typical week, I often feel:

  • A. Like things fell through the cracks because I forgot commitments

  • B. Uncertain about the status of various projects and next steps

  • C. Frustrated that I spent time on small tasks and avoided the big ones

  • D. Overwhelmed because everything felt like a fire drill

Q4. My ideal productivity system would help me:

  • A. Capture every idea and commitment in one trusted place

  • B. See my workflow at a glance and limit how much I juggle at once

  • C. Stay focused for concentrated periods without distractions

  • D. Separate what’s actually important from what just feels urgent

Q5. When someone gives me a new task or request, I typically:

  • A. Try to remember it but sometimes forget later

  • B. Want to add it to a visual board or backlog

  • C. Add it to my list but then procrastinate on starting it

  • D. Feel stressed about fitting it in with everything else

Q6. My biggest time waster is:

  • A. Re-reading emails and notes because I don’t have a clear system

  • B. Context switching between too many active projects

  • C. Checking my phone, email, or Slack every few minutes

  • D. Saying yes to things that aren’t actually my priority

Q7. When I set goals, I struggle most with:

  • A. Breaking them into concrete next actions I can actually do

  • B. Tracking progress in a way I can see and understand

  • C. Maintaining momentum and not giving up after a few days

  • D. Making them specific enough with real numbers and deadlines

Q8. My calendar and schedule typically look like:

  • A. Empty or sporadic—I don’t plan my time in advance

  • B. I prefer a task board over a calendar for most work

  • C. Fragmented with lots of interruptions throughout the day

  • D. Packed with meetings and reactive work, little proactive time

Q9. The phrase that best describes my work style is:

  • A. “I have a lot of ideas but need help organizing them”

  • B. “I think in workflows and like to see progress visually”

  • C. “I’m easily distracted and need external structure to focus”

  • D. “I’m always putting out fires and rarely work on what matters long-term”

Q10. In the morning, I would most benefit from:

  • A. A clear list of “next actions” already waiting for me

  • B. A board showing exactly where each project stands

  • C. Tackling my hardest task first before distractions hit

  • D. A framework to decide what’s truly worth my energy today

Q11. My relationship with deadlines is:

  • A. I sometimes miss them because I lose track of commitments

  • B. I meet them but wish I could see bottlenecks earlier

  • C. I often rush at the last minute after procrastinating

  • D. I have so many that I can’t tell which ones actually matter

Q12. If I could wave a magic wand, my work life would have more:

  • A. Clarity about all my projects and commitments in one place

  • B. Visual control over what’s in progress and what’s next

  • C. Deep focus time without constant interruptions

  • D. Strategic prioritization so I work on the right things

Scoring Guide:

Count how many times you chose each letter:

  • Mostly A’s → GTD (Getting Things Done) + Weekly Review: You need a trusted system to capture everything and regular reviews to stay on top of commitments. Start with the GTD methodology and schedule a weekly review every Friday.

  • Mostly B’s → Kanban + Visual Workflow Tools: You think visually and need to see your work laid out. Create a Kanban board in Trello, Notion, or on a physical whiteboard with columns for your workflow.

  • Mostly C’s → Pomodoro Technique + Eat the Frog: You struggle with focus and procrastination. Use 25-minute Pomodoro sessions and commit to doing your hardest task (the “frog”) first thing each morning.

  • Mostly D’s → Eisenhower Matrix + SMART Goals/OKRs: You’re overwhelmed by competing priorities and need frameworks to separate important from urgent. Use the Eisenhower Matrix daily and set SMART goals or OKRs quarterly.

  • Mixed Results: You may benefit from combining methods. Read through all the frameworks below and experiment with elements from each.

A thoughtful person sits at a desk in the morning light, holding a pen and looking at a notebook, reflecting on their tasks and strategies for personal productivity. This scene captures a moment of focus and planning, essential for achieving success and managing daily efforts effectively.

Core Productivity Methods Explained

This section summarizes well-known productivity frameworks and when to use each in everyday work and life. Each method has specific use cases, and understanding the core principles will help you answer the 100 practice questions that follow.

Getting Things Done (GTD)

GTD is David Allen’s productivity method introduced in his 2001 book “Getting Things Done.” The core premise is simple: your brain is terrible at remembering things but excellent at processing them. By capturing all tasks and commitments into a trusted external system, you free mental energy for actual work.

The method follows five steps with real-world application:

  • Capture: Collect everything that has your attention into inboxes. This includes email, a notes app like Apple Notes or Notion, a physical in-tray on your desk, or voice memos. When a colleague asks you to review a document on 3 February 2024, immediately capture it somewhere.

  • Clarify: Process each item by asking “What is this?” and “Is it actionable?” If yes, define the very next physical action (e.g., “Email Sarah the Q4 report” not “Handle Q4 report”).

  • Organize: Put clarified items where they belong. Next actions go on your task list with contexts like @computer, @calls, or @errands. Multi-step items become Projects. Reference material goes into a filing system.

  • Reflect: Do a dedicated Weekly Review (e.g., Friday 16:00–17:00) to review all projects, clear inboxes, update next actions, and check your calendar for the coming week.

  • Engage: Choose what to work on based on context, time available, energy level, and priority. When you’re at your computer with 30 minutes and medium energy, scan your @computer list and pick something appropriate.

Kanban

Kanban is a visual workflow method originating from Toyota’s manufacturing processes in the 1940s. It’s now widely used in tools like Trello, Jira, Asana, and physical whiteboards for both personal and team productivity.

The basic Kanban board structure:

  • Columns represent stages: The simplest board has three columns—To Do, In Progress, and Done. Teams customize based on their workflow (e.g., “Backlog → Ready → Doing → Review → Done” for a software team in 2024).

  • Cards represent tasks: Each task is a card that moves left to right through columns. Cards can include details, due dates, and assignees.

  • Work-In-Progress (WIP) limits: Set a maximum number of tasks allowed in each column (e.g., no more than 3 cards in “In Progress”). This prevents multitasking and surfaces bottlenecks.

  • Visual progress: At a glance, you see what’s waiting, what’s active, and what’s complete. This reduces the mental load of tracking work status.

Use Kanban for personal projects like renovating a kitchen by September 2024 (columns: Research, Ordered, Delivered, Installed, Complete) or team work like launching a product campaign with tasks moving through creative, review, and publication stages.

Time Blocking & Task Batching

Time blocking means planning your day in advance by assigning specific tasks to specific calendar blocks. Instead of a vague to-do list, your calendar becomes your task list.

Core principles and implementation:

  • Assign everything a time slot: Block 08:30–10:00 for “Write Q1 report,” 10:00–10:30 for “Email and Slack,” 10:30–12:00 for “Client calls.” If it’s not on your calendar, it doesn’t happen.

  • Protect deep work blocks: Schedule 2-3 hour blocks for cognitively demanding tasks like writing, coding, or strategic planning. Treat these as non-negotiable meetings with yourself.

  • Task batching: Group similar tasks together. Answer emails twice per day (9:00 and 16:00) instead of reactively all day. Make all phone calls in one 30-minute block. Batch administrative tasks on Friday afternoons.

  • Day theming: Some managers and entrepreneurs assign themes to entire days. Monday = meetings and planning. Tuesday = writing and content. Wednesday = strategy and thinking. Thursday = client work. Friday = admin and review.

Example week in 2024:

  • Monday: 09:00–11:00 deep work block, 11:00–12:00 email batch, 13:00–16:00 meetings

  • Tuesday: 08:30–11:30 writing block, 12:00–13:00 email batch, 14:00–16:00 project work

  • Wednesday: 09:00–12:00 strategy session, 14:00–15:00 calls batch, 15:00–16:00 admin

  • Thursday: Similar structure with client-focused blocks

  • Friday: 09:00–12:00 project completion, 14:00–15:00 inbox zero, 15:00–16:00 Weekly Review

Eat the Frog

The “Eat the Frog” concept comes from Brian Tracy’s 2001 book “Eat That Frog!” The idea is attributed to a Mark Twain quote: if the first thing you do each morning is eat a live frog, you can go through the rest of the day knowing the worst is behind you.

Your “frog” is your most important and often most uncomfortable task—the one you’re most likely to procrastinate on.

How to implement Eat the Frog:

  • Identify your frog the night before: Each evening, determine the single most important task for tomorrow. Write it down and commit to it first thing in the morning.

  • Schedule a 60–90 minute morning block: Block 08:00–09:30 exclusively for your frog. No email, no Slack, no “quick” tasks first.

  • Examples of frogs: Writing a proposal due 15 April 2024, calling a difficult client about a delayed project, starting exam revision you’ve been avoiding, drafting that performance review, or making a decision you’ve been postponing.

  • Pair with other methods: Eat the Frog works well with Time Blocking (the frog gets the first block) and the Eisenhower Matrix (your frog should be an Important task, whether urgent or not).

The key insight: your willpower and focus are highest in the morning. Spending that energy on email or easy tasks is a wrong allocation of your best resources.

The Pomodoro Technique

The Pomodoro Technique was developed by Francesco Cirillo in the late 1980s. He used a tomato-shaped kitchen timer (pomodoro means “tomato” in Italian), working in focused intervals followed by short breaks.

The standard Pomodoro structure:

  • 25 minutes of focused work: Set a timer for 25 minutes. Work on one single task. No email, no phone, no interruptions. If a distraction arises, note it and continue.

  • 5-minute break: When the timer rings, take a genuine break. Stand up, stretch, get water, look out the window. Don’t check email or social media.

  • Repeat for 4 cycles: After completing four 25-minute Pomodoros, take a longer break of 15–30 minutes.

  • Track your Pomodoros: Record how many you complete each day. This creates data about your actual focused work time versus perceived busy time.

Practical applications in 2024:

  • Use apps like Pomofocus.io, Focus To-Do, or Forest

  • Put your phone in airplane mode or another room during Pomodoros

  • 4 Pomodoros = 100 minutes of focused work, enough for revising a chapter or coding a feature

  • 2 Pomodoros in the morning can clear your email to inbox zero

  • Some people adjust to 50-minute work blocks with 10-minute breaks once they build focus stamina

The Eisenhower Matrix

The Eisenhower Matrix is a 2x2 prioritization grid inspired by U.S. President Dwight D. Eisenhower, who reportedly said: “What is important is seldom urgent and what is urgent is seldom important.”

The four quadrants with concrete examples:

  • Quadrant 1 (Urgent + Important): Crises, deadlines, emergencies. Examples: Client deliverable due today, broken production server, sick child at school. Action: Do these immediately.

  • Quadrant 2 (Not Urgent + Important): Strategic work, relationships, prevention, personal development. Examples: Exercise 3x per week, planning next quarter, learning a new skill by December 2024, building relationships with key stakeholders. Action: Schedule these proactively—they’re the key to long-term success.

  • Quadrant 3 (Urgent + Not Important): Interruptions, some meetings, other people’s priorities. Examples: Most unscheduled calls, many emails, colleague asking for “quick” help on their project. Action: Delegate or minimize.

  • Quadrant 4 (Not Urgent + Not Important): Time wasters, escape activities. Examples: Scrolling TikTok, excessive social media, busy work that doesn’t move goals forward, pointless meetings. Action: Eliminate.

How to use the matrix:

  • At the start of each week, list all your tasks and sort them into quadrants using a paper sketch or digital tool (Miro, Notion template)

  • Aim to spend most of your discretionary time in Quadrant 2

  • When everything feels urgent, force yourself to identify what’s truly important

  • Review your matrix during your Weekly Review to spot patterns

SMART Goals

SMART is an acronym for Specific, Measurable, Achievable, Relevant, and Time-bound. The framework became popular after George T. Doran’s 1981 article “There’s a S.M.A.R.T. Way to Write Management’s Goals and Objectives.”

Breaking down each component with examples:

  • Specific: What exactly will you accomplish? Not “get more subscribers” but “increase newsletter subscribers.”

  • Measurable: What’s the number? From 2,000 to 2,300 subscribers (a 15% increase).

  • Achievable: Is this realistic given your resources? A 15% increase in 3 months is ambitious but possible with a clear plan.

  • Relevant: Does this goal matter to your larger objectives? Newsletter growth supports your content marketing strategy.

  • Time-bound: What’s the deadline? By 30 June 2024.

Full SMART goal examples:

  • “Increase monthly newsletter subscribers by 15% (from 2,000 to 2,300) by 30 June 2024 by publishing 2 lead magnets and running 3 co-marketing campaigns”

  • “Run 5 km in under 30 minutes by 1 September 2024 by training 3 days per week following the Couch to 5K program”

  • “Ship the new onboarding feature by 30 April 2024 with 90% of users completing the flow, measured via our analytics dashboard”

Transforming vague goals into SMART ones:

  • “Get fitter” → “Lose 5 kg by 31 March 2024 by exercising 4x weekly and tracking calories”

  • “Be more productive” → “Complete 20 Pomodoros per work day consistently for 30 days starting 1 February 2024”

Objectives & Key Results (OKRs)

OKRs are a goal-setting system pioneered by Andy Grove at Intel and popularized at Google starting around 1999. The framework aligns individuals and organizations around ambitious objectives with measurable key results.

OKR structure and examples:

  • Objective: Qualitative, inspirational, and ambitious. What do you want to achieve? Should be memorable and motivating.

  • Key Results: Quantitative and measurable. How will you know you’ve achieved the objective? Typically 3–5 per objective.

Corporate OKR example for Q2 2024:

  • Objective: Dramatically improve customer satisfaction

  • Key Result 1: Increase NPS score from 38 to 50

  • Key Result 2: Reduce average support response time from 24 hours to 12 hours

  • Key Result 3: Achieve 95% positive rating on post-support surveys

  • Key Result 4: Reduce customer churn from 8% to 5%

Personal OKR example:

  • Objective: Become proficient in data analytics

  • Key Result 1: Complete Google Data Analytics Certificate by 31 December 2024

  • Key Result 2: Build 3 portfolio projects using real datasets

  • Key Result 3: Present one data analysis to leadership by Q4

OKR cadence and scoring:

  • Set OKRs quarterly

  • Review progress monthly (or bi-weekly)

  • Score each Key Result on a 0–1 scale at quarter end (0.7–0.8 is typically considered success; 1.0 means you aimed too low)

The Weekly Review

The Weekly Review is a 45–90 minute session once per week to review your calendar, tasks, projects, and goals. It’s a core practice in GTD but valuable regardless of your primary productivity method.

When to schedule:

  • Friday afternoon (16:00–17:00) to close the week and prepare for Monday

  • Sunday evening (19:00–20:30) to plan the coming week

  • Pick one time and protect it consistently

Weekly Review checklist you can copy into your notes app:

  • Clear all inboxes to zero (email, notes, physical in-tray, voicemails)

  • Review last week’s calendar for any follow-ups or loose ends

  • Review next week’s calendar for preparation needed

  • Review current projects list—update status, add next actions

  • Review someday/maybe list for anything to activate

  • Check progress on current SMART goals or OKRs

  • Identify top 2–3 priorities for each day next week

  • Review commitment inventory—are you overcommitted anywhere?

  • Empty your head—capture any lingering thoughts or ideas

  • Process any new reference material to appropriate locations

The Weekly Review prevents surprises and keeps projects moving forward consistently. Many productivity practitioners say this single habit provides more improvement than any other.

Commitment Inventory & Life Areas

A commitment inventory is an exercise where you list all ongoing commitments across your life to see where your time and energy actually go. This creates clarity about whether your daily efforts align with what matters most.

Life areas to consider:

  • Work / Career

  • Health / Fitness

  • Family

  • Relationships / Social

  • Learning / Personal Development

  • Finances

  • Hobbies / Recreation

  • Community / Volunteer

Example commitment inventory for Q1 2024:

Work: Lead the product launch by March 15, manage team of 4, attend leadership meetings weekly, complete performance reviews by January 31

Health: Half-marathon training plan (4 runs per week), meal prep Sundays, annual checkup scheduled February

Family: Parent-teacher conferences in February, weekly family dinner Sundays, kids’ soccer practice Tuesdays and Thursdays

Learning: MBA course running through May 2024 (8 hours/week), reading goal of 2 books per month

Community: Board member for local nonprofit (2 hours/month), volunteer coach Saturdays

After listing everything, rate each life area on a 1–10 satisfaction scale. Low scores indicate areas needing attention. High scores with low time investment might be fine. Low scores with high time investment suggest something needs to change.

This assessment helps you adjust future goals and schedules to support the life you actually want.

A person is focused on writing a list in a spiral notebook, with a steaming cup of coffee nearby, illustrating a productive moment that supports personal productivity and effective planning. This scene captures the essence of managing tasks and improving workflow in a busy life.

100 Productivity Quiz Questions (Multiple Choice with Answers)

This section contains 100 multiple-choice questions about real productivity methods, terminology, and scenarios. Each question has four options (A, B, C, D) followed by the correct answer and a brief explanation.

The questions are grouped loosely by theme but appear in a single continuous list. Every question is concrete, referring to specific methods with realistic work or study situations in 2023–2025. Use these to test your knowledge after reading the methods above.

Questions 1–25: Foundations & Methods

Q1. What are the five steps of David Allen’s Getting Things Done (GTD) methodology?

  • A. Plan, Execute, Review, Adjust, Complete

  • B. Capture, Clarify, Organize, Reflect, Engage

  • C. Inbox, Process, Schedule, Do, Archive

  • D. List, Prioritize, Execute, Evaluate, Improve

Answer: B – GTD’s five steps are Capture, Clarify, Organize, Reflect, and Engage, forming a complete workflow from input to action.

Q2. How long is a standard Pomodoro interval in the Pomodoro Technique?

  • A. 15 minutes

  • B. 20 minutes

  • C. 25 minutes

  • D. 30 minutes

Answer: C – A classic Pomodoro is 25 minutes of focused work, followed by a 5-minute break.

Q3. The Eisenhower Matrix divides tasks based on which two dimensions?

  • A. Difficulty and Duration

  • B. Urgency and Importance

  • C. Complexity and Value

  • D. Energy Required and Time Available

Answer: B – The Eisenhower Matrix uses Urgency and Importance to create four quadrants for prioritization.

Q4. In the SMART goals framework, what does the “M” stand for?

  • A. Manageable

  • B. Meaningful

  • C. Measurable

  • D. Motivating

Answer: C – SMART stands for Specific, Measurable, Achievable, Relevant, and Time-bound.

Q5. Who developed the Pomodoro Technique?

  • A. David Allen

  • B. Brian Tracy

  • C. Francesco Cirillo

  • D. Stephen Covey

Answer: C – Francesco Cirillo developed the Pomodoro Technique in the late 1980s using a tomato-shaped kitchen timer.

Q6. What does OKR stand for?

  • A. Organizational Key Requirements

  • B. Objectives and Key Results

  • C. Optimal Knowledge Review

  • D. Outcome-Based Key Reporting

Answer: B – OKR stands for Objectives and Key Results, a goal-setting framework used by Google and many other organizations.

Q7. In Kanban, what does WIP stand for?

  • A. Work In Progress

  • B. Weekly Improvement Plan

  • C. Workflow Integration Protocol

  • D. Work Item Priority

Answer: A – WIP stands for Work In Progress, and WIP limits help prevent multitasking and bottlenecks.

Q8. The “Eat the Frog” productivity concept suggests you should:

  • A. Take multiple small breaks throughout the day

  • B. Do your most important/difficult task first thing in the morning

  • C. Batch similar tasks together in the afternoon

  • D. Review your goals before eating breakfast

Answer: B – Eat the Frog means tackling your most important (and often most uncomfortable) task first each morning.

Q9. Which company is credited with popularizing OKRs starting around 1999?

  • A. Apple

  • B. Microsoft

  • C. Google

  • D. Amazon

Answer: C – Google adopted OKRs around 1999 after investor John Doerr introduced the system he learned from Andy Grove at Intel.

Q10. In GTD, what is the purpose of a “next action”?

  • A. The final step needed to complete a project

  • B. The very next physical, visible activity needed to move something forward

  • C. The action you’ll take next week

  • D. The highest priority item on your list

Answer: B – A next action is the immediate, concrete step needed—like “Email John the proposal” rather than “Handle proposal.”

Q11. Time blocking involves:

  • A. Setting time limits on social media apps

  • B. Scheduling specific tasks for specific time slots on your calendar

  • C. Blocking distracting websites during work hours

  • D. Taking breaks at fixed intervals throughout the day

Answer: B – Time blocking assigns tasks to specific calendar blocks, making your calendar your task list.

Q12. How many Key Results are typically recommended per Objective in OKRs?

  • A. 1–2

  • B. 3–5

  • C. 6–8

  • D. 10 or more

Answer: B – Best practice suggests 3–5 Key Results per Objective to maintain focus while providing sufficient measurement.

Q13. Which step is NOT part of the GTD methodology?

  • A. Capture

  • B. Prioritize

  • C. Clarify

  • D. Engage

Answer: B – GTD uses Capture, Clarify, Organize, Reflect, and Engage. “Prioritize” is not an explicit GTD step.

Q14. A standard Pomodoro session (4 cycles) includes a longer break of:

  • A. 5 minutes

  • B. 10 minutes

  • C. 15–30 minutes

  • D. 45 minutes

Answer: C – After 4 Pomodoros, you take a longer break of 15–30 minutes before starting another cycle.

Q15. The Kanban method originated in which industry?

  • A. Software development

  • B. Healthcare

  • C. Manufacturing (Toyota)

  • D. Finance

Answer: C – Kanban originated at Toyota in the 1940s as part of their manufacturing system and was later adapted for knowledge work.

Q16. In the Eisenhower Matrix, Quadrant 2 contains tasks that are:

  • A. Urgent and Important

  • B. Not Urgent but Important

  • C. Urgent but Not Important

  • D. Not Urgent and Not Important

Answer: B – Quadrant 2 holds tasks that are Important but Not Urgent—like exercise, planning, and relationship building.

Q17. The “T” in SMART goals stands for:

  • A. Tactical

  • B. Trackable

  • C. Time-bound

  • D. Team-oriented

Answer: C – Time-bound means the goal has a specific deadline or timeframe.

Q18. What is a Weekly Review in the context of productivity systems?

  • A. A meeting with your manager to discuss performance

  • B. A dedicated session to review calendar, tasks, projects, and goals

  • C. A review of the week’s news and industry updates

  • D. An assessment of completed Pomodoros

Answer: B – A Weekly Review is a 45–90 minute session to clear inboxes, review commitments, and plan ahead.

Q19. “Day theming” is a time management technique where:

  • A. You assign color codes to different types of tasks

  • B. You dedicate entire days to specific types of work

  • C. You choose a motivational theme each morning

  • D. You alternate between focused and relaxed days

Answer: B – Day theming assigns themes to entire days (e.g., Monday = meetings, Tuesday = writing).

Q20. Which of these is a valid Kanban column configuration?

  • A. Red, Yellow, Green

  • B. High, Medium, Low

  • C. To Do, In Progress, Done

  • D. Morning, Afternoon, Evening

Answer: C – “To Do, In Progress, Done” represents workflow stages—the core structure of a Kanban board.

Q21. Task batching means:

  • A. Completing all tasks before lunch

  • B. Grouping similar tasks together to do at once

  • C. Assigning tasks to different team members

  • D. Breaking large tasks into smaller pieces

Answer: B – Task batching groups similar activities (like answering all emails twice daily) to reduce context switching.

Q22. Who wrote the book “Eat That Frog!” that popularized the concept?

  • A. David Allen

  • B. Brian Tracy

  • C. Cal Newport

  • D. Tim Ferriss

Answer: B – Brian Tracy wrote “Eat That Frog!” in 2001, introducing strategies for tackling important tasks first.

Q23. In OKRs, what is the typical scoring range at quarter end?

  • A. 1–10

  • B. 0–100%

  • C. 0.0–1.0

  • D. A–F letter grades

Answer: C – OKRs are typically scored 0.0–1.0, where 0.7–0.8 is often considered success and 1.0 suggests the goal was too easy.

Q24. A commitment inventory helps you:

  • A. Track financial commitments and subscriptions

  • B. List all ongoing commitments across life areas to see where time goes

  • C. Commit to new goals and habits

  • D. Inventory your office supplies and equipment

Answer: B – A commitment inventory lists all your commitments to reveal overcommitment and alignment issues.

Q25. Which productivity method was developed by David Allen in 2001?

  • A. The Pomodoro Technique

  • B. Getting Things Done (GTD)

  • C. The Eisenhower Matrix

  • D. Kanban

Answer: B – David Allen published “Getting Things Done” in 2001, introducing the GTD methodology.

Questions 26–50: Planning, Prioritization & Scheduling

Q26. In the Eisenhower Matrix, which quadrant should receive most of your proactive planning time?

  • A. Quadrant 1 (Urgent + Important)

  • B. Quadrant 2 (Not Urgent + Important)

  • C. Quadrant 3 (Urgent + Not Important)

  • D. Quadrant 4 (Not Urgent + Not Important)

Answer: B – Quadrant 2 contains strategic work that prevents crises and drives long-term success.

Q27. You have a project deadline today and a request to review a colleague’s non-urgent document. According to the Eisenhower Matrix, the colleague’s request is in:

  • A. Quadrant 1

  • B. Quadrant 2

  • C. Quadrant 3

  • D. Quadrant 4

Answer: C – The request feels urgent (someone asked) but isn’t important to your priorities—Quadrant 3.

Q28. What is the recommended WIP limit for someone new to Kanban personal productivity?

  • A. 1 task

  • B. 2–3 tasks

  • C. 5–7 tasks

  • D. No limit needed

Answer: B – Starting with 2–3 tasks in “In Progress” helps build focus without being too restrictive.

Q29. Time blocking is most effective when you:

  • A. Keep blocks flexible and change them frequently throughout the day

  • B. Schedule deep work during your peak energy hours

  • C. Block only meetings and leave tasks unscheduled

  • D. Use only 15-minute blocks for maximum flexibility

Answer: B – Scheduling cognitively demanding work during peak energy (often morning) maximizes productivity.

Q30. In prioritization, the “Pareto Principle” (80/20 rule) suggests:

  • A. 80% of tasks should be delegated

  • B. 80% of results come from 20% of efforts

  • C. You should spend 80% of time planning, 20% doing

  • D. 80% of your day should be scheduled, 20% flexible

Answer: B – The Pareto Principle suggests that roughly 80% of outcomes come from 20% of inputs.

Q31. Which scenario best illustrates an Eisenhower Matrix Quadrant 1 task?

  • A. Planning your professional development for next year

  • B. A production system is down and customers are affected

  • C. Scrolling through industry news during a slow afternoon

  • D. Responding to a coworker’s question about lunch plans

Answer: B – A system outage is both Urgent (immediate impact) and Important (affects customers).

Q32. Task batching works best for tasks that are:

  • A. Complex and require deep thinking

  • B. Similar in nature and require minimal context switching

  • C. Urgent and time-sensitive

  • D. New and unfamiliar to you

Answer: B – Batching similar tasks (like all phone calls or all admin work) reduces the mental cost of switching contexts.

Q33. In a Weekly Review, you should NOT:

  • A. Clear your email inbox to zero

  • B. Review next week’s calendar

  • C. Complete all tasks on your list

  • D. Update your project lists

Answer: C – The Weekly Review is for reviewing and planning, not for completing all pending work.

Q34. A colleague constantly interrupts you with questions throughout the day. Which solution aligns with time blocking principles?

  • A. Answer every question immediately to maintain relationships

  • B. Schedule “office hours” for questions at specific times

  • C. Ignore all questions until end of day

  • D. Ask your manager to relocate your desk

Answer: B – Setting specific times for interruptions protects your focused work blocks.

Q35. Which is an example of a Quadrant 4 (Not Urgent, Not Important) activity?

  • A. Exercising three times per week

  • B. Preparing for tomorrow’s client presentation

  • C. Mindlessly scrolling social media for an hour

  • D. Returning a time-sensitive client call

Answer: C – Mindless scrolling is neither urgent nor important—pure time waste.

Q36. If your calendar shows back-to-back meetings from 9 AM to 5 PM, what should you do based on time blocking best practices?

  • A. Accept this as normal and squeeze tasks between meetings

  • B. Proactively block time for focused work and decline some meetings

  • C. Work on tasks during meetings when they get boring

  • D. Complete all tasks before 9 AM or after 5 PM

Answer: B – Protecting time blocks for focused work is essential; not all meetings deserve attendance.

Q37. Which prioritization approach involves asking “If I could only accomplish one thing today, what would it be?”

  • A. The ABCDE Method

  • B. The Ivy Lee Method

  • C. The Pareto Principle

  • D. The MoSCoW Method

Answer: B – The Ivy Lee Method focuses on identifying and tackling your single most important task first.

Q38. You have 20 tasks on your list. According to prioritization best practices, you should:

  • A. Try to complete all 20 tasks today

  • B. Identify the 3–5 most impactful tasks and focus there first

  • C. Start with the easiest tasks to build momentum

  • D. Randomly select tasks to avoid decision fatigue

Answer: B – Focusing on high-impact tasks first (often the top 3–5) drives more results than attempting everything.

Q39. In the context of scheduling, “dead time” refers to:

  • A. Time set aside for rest and recovery

  • B. Gaps between activities that could be used productively

  • C. Time after work hours

  • D. Weekend and holiday time

Answer: B – Dead time includes commutes, waiting rooms, and gaps that could be used for small tasks or learning.

Q40. A commitment inventory should be reviewed:

  • A. Daily

  • B. Weekly during your Weekly Review

  • C. Quarterly or when major life changes occur

  • D. Only once per year

Answer: C – Commitment inventories are best reviewed quarterly or when life circumstances shift significantly.

Q41. When using the Eisenhower Matrix, urgent tasks from your boss should typically go in:

  • A. Always Quadrant 1

  • B. Quadrant 3 if not important to your goals

  • C. Quadrant 2 because bosses are important

  • D. Quadrant 4 to be evaluated later

Answer: B – Even boss requests should be evaluated; some are urgent to them but not important to core objectives.

Q42. Which is a sign that you need better prioritization systems?

  • A. You finish your top priorities most days

  • B. You consistently work on urgent tasks but never get to important ones

  • C. Your to-do list has fewer than 10 items

  • D. You take regular breaks during the day

Answer: B – Constantly handling urgent tasks while important work is neglected indicates poor prioritization.

Q43. In day theming, why would a manager designate “Meeting-Free Wednesdays”?

  • A. To reduce the company’s video conferencing costs

  • B. To create protected time for deep, strategic work

  • C. Because employees prefer midweek meetings

  • D. To give the calendar application a rest

Answer: B – Meeting-free days protect blocks for focused work that requires uninterrupted time.

Q44. The ideal length for a time block dedicated to deep work is typically:

  • A. 15–30 minutes

  • B. 45–60 minutes

  • C. 90–120 minutes

  • D. 4+ hours

Answer: C – Deep work blocks of 90–120 minutes allow sufficient time to enter a flow state while remaining sustainable.

Q45. When should you review your Eisenhower Matrix?

  • A. Only when you feel overwhelmed

  • B. At the start of each week and briefly each morning

  • C. Once per quarter with your OKRs

  • D. Never; once you sort tasks, they stay sorted

Answer: B – Regular review (weekly and daily) keeps your matrix current as new tasks arrive.

Q46. Which scenario demonstrates effective task batching?

  • A. Checking email every time a notification appears

  • B. Processing all emails at 9 AM, 1 PM, and 4 PM only

  • C. Responding to each email within 5 minutes of receiving it

  • D. Having email open in a background tab all day

Answer: B – Batching email processing to specific times reduces context switching and improves focus.

Q47. A project manager uses a Kanban board with these columns: Backlog, Ready, In Progress, Review, Done. A task has been in “Review” for two weeks. This suggests:

  • A. The system is working perfectly

  • B. There may be a bottleneck in the review stage

  • C. The task should move back to Backlog

  • D. The Review column should be deleted

Answer: B – Tasks stuck in one column for too long indicate a bottleneck that needs attention.

Q48. Time boxing differs from time blocking in that time boxing:

  • A. Sets a fixed time limit for a task regardless of completion

  • B. Involves blocking social media websites

  • C. Only applies to meetings, not tasks

  • D. Requires a physical timer

Answer: A – Time boxing limits how long you spend on a task, forcing you to stop when time expires.

Q49. According to scheduling best practices, what percentage of your day should remain unscheduled for unexpected tasks?

  • A. 0% – every minute should be planned

  • B. 10–20%

  • C. 20–30%

  • D. 50% or more

Answer: C – Leaving 20–30% buffer accommodates unexpected tasks and prevents schedule overflow.

Q50. Which is NOT a benefit of the Weekly Review practice?

  • A. Catching tasks that fell through the cracks

  • B. Eliminating the need for daily planning

  • C. Maintaining perspective on all projects

  • D. Preparing for the coming week’s commitments

Answer: B – Weekly Reviews complement but don’t replace daily planning; both are valuable practices.

Questions 51–75: Goals, SMART, and OKRs

Q51. Which of these is a properly formatted SMART goal?

  • A. “Get in better shape this year”

  • B. “Run 5 km in under 30 minutes by September 1, 2024, training 3 days per week”

  • C. “Exercise more often”

  • D. “Be the fittest person in my friend group”

Answer: B – This goal is Specific (run 5k), Measurable (under 30 minutes), Achievable (with training), Relevant (fitness), and Time-bound (September 1).

Q52. An OKR Objective should be:

  • A. Quantitative with specific numbers

  • B. Qualitative, inspirational, and ambitious

  • C. Easy to achieve within one week

  • D. Focused on activities rather than outcomes

Answer: B – Objectives are qualitative and inspirational; Key Results provide the quantitative measurement.

Q53. Which Key Result is properly written for the Objective “Improve customer satisfaction in Q2 2024”?

  • A. “Work harder on customer issues”

  • B. “Increase NPS score from 38 to 50”

  • C. “Make customers happier”

  • D. “Have fewer complaints”

Answer: B – This Key Result has a specific metric (NPS), a baseline (38), and a target (50).

Q54. When should OKRs typically be scored and reviewed for completion?

  • A. Weekly

  • B. Monthly

  • C. At the end of each quarter

  • D. Annually

Answer: C – OKRs are typically set quarterly and scored at quarter end, with monthly check-ins during the quarter.

Q55. The “R” in SMART goals stands for:

  • A. Realistic

  • B. Relevant

  • C. Reasonable

  • D. Robust

Answer: B – Relevant means the goal matters to your broader objectives and current priorities.

Q56. An OKR score of 0.7 typically indicates:

  • A. Failure to achieve the objective

  • B. Success – ambitious goals should land around 0.7

  • C. The goal was too easy

  • D. The OKR needs to be rewritten

Answer: B – OKRs are designed to be stretch goals; 0.7 indicates strong progress on an ambitious target.

Q57. Which is NOT a valid SMART goal component?

  • A. Specific

  • B. Motivational

  • C. Achievable

  • D. Time-bound

Answer: B – SMART stands for Specific, Measurable, Achievable, Relevant, Time-bound. “Motivational” is not part of the acronym.

Q58. How often should you check in on OKR progress during a quarter?

  • A. Only at quarter end

  • B. Daily

  • C. Weekly or bi-weekly

  • D. Never during the quarter

Answer: C – Regular check-ins (weekly or bi-weekly) help teams adjust and stay on track toward Key Results.

Q59. Converting the vague goal “be more productive” into a SMART goal would look like:

  • A. “Be 50% more productive”

  • B. “Complete 20 focused Pomodoros per work day for 30 consecutive days starting February 1, 2024”

  • C. “Work harder each day”

  • D. “Feel more productive by next month”

Answer: B – This version has specific metrics, a timeframe, and is measurable through Pomodoro tracking.

Q60. In OKRs, Key Results should focus on:

  • A. Activities and tasks

  • B. Outcomes and measurable results

  • C. Daily habits

  • D. Team morale

Answer: B – Key Results measure outcomes, not activities. Focus on what was achieved, not what was done.

Q61. A good OKR score of 1.0 suggests:

  • A. Excellent performance

  • B. The objective was likely too easy

  • C. The team worked exceptionally hard

  • D. All stakeholders are satisfied

Answer: B – Scoring 1.0 on all Key Results typically means the goals weren’t ambitious enough.

Q62. Which goal violates the “Time-bound” principle of SMART?

  • A. “Increase sales by 10% by Q4 2024”

  • B. “Lose 5 kg by March 31, 2024”

  • C. “Improve continuously forever”

  • D. “Ship the feature by November 15, 2024”

Answer: C – “Continuously forever” has no deadline, violating the Time-bound requirement.

Q63. OKRs were originally developed at which company?

  • A. Google

  • B. Intel

  • C. Microsoft

  • D. Apple

Answer: B – Andy Grove developed OKRs at Intel; John Doerr later brought them to Google.

Q64. An individual contributor setting personal OKRs should:

  • A. Only set OKRs if their company uses them

  • B. Create 10+ objectives per quarter

  • C. Set 1–3 objectives with 3–5 Key Results each

  • D. Focus only on work goals, not personal development

Answer: C – Even individually, 1–3 focused Objectives with 3–5 measurable Key Results is the recommended structure.

Q65. Which SMART component ensures you have evidence of progress or completion?

  • A. Specific

  • B. Measurable

  • C. Achievable

  • D. Time-bound

Answer: B – Measurable ensures you can track and prove progress with concrete data or numbers.

Q66. Your Q1 OKR reads: “Objective: Launch mobile app. KR1: Ship to App Store by Jan 31. KR2: Achieve 1,000 downloads by Feb 28. KR3: Reach 4.5-star rating by March 31.” This OKR is:

  • A. Missing an Objective

  • B. Well-structured with clear metrics and dates

  • C. Too vague to be useful

  • D. Missing Key Results

Answer: B – The OKR has a clear Objective and three measurable Key Results with specific deadlines.

Q67. When setting OKRs, the phrase “shoot for the moon” refers to:

  • A. Setting goals related to space exploration

  • B. Making Objectives ambitious enough that 100% completion isn’t expected

  • C. Only setting goals during nighttime planning sessions

  • D. Visualizing goals by looking at the sky

Answer: B – OKRs should be stretch goals where partial achievement (60–70%) still represents real progress.

Q68. Which is a poorly written Key Result?

  • A. “Reduce customer churn from 8% to 5%”

  • B. “Improve customer relationships”

  • C. “Increase MRR from $100K to $150K”

  • D. “Launch 3 new product features”

Answer: B – “Improve relationships” is vague and unmeasurable, making it a poor Key Result.

Q69. SMART goals and OKRs can work together by:

  • A. Using SMART for Key Results within an OKR structure

  • B. Replacing OKRs entirely with SMART goals

  • C. Using SMART for personal goals and OKRs for work only

  • D. They are incompatible and shouldn’t be combined

Answer: A – SMART criteria help craft effective Key Results that are specific, measurable, and time-bound.

Q70. How many objectives should an individual typically have per quarter?

  • A. 1

  • B. 2–4

  • C. 7–10

  • D. 15+

Answer: B – Having 2–4 focused Objectives prevents dilution and maintains clarity on priorities.

Q71. Which goal-setting mistake leads to consistently scoring 1.0 on OKRs?

  • A. Setting stretch goals

  • B. Setting sandbagged (too easy) goals

  • C. Having too many Key Results

  • D. Checking progress too frequently

Answer: B – Consistently achieving 1.0 means goals aren’t ambitious enough (“sandbagging”).

Q72. The “A” in SMART can also stand for “Attainable” or:

  • A. Aggressive

  • B. Achievable

  • C. Aligned

  • D. All of the above

Answer: B – “Achievable” is the most common interpretation, emphasizing realistic yet challenging goals.

Q73. In the OKR framework, who should set OKRs?

  • A. Only executives and senior leadership

  • B. Only individual contributors

  • C. Everyone from company to team to individual levels

  • D. Only project managers

Answer: C – OKRs cascade from company to team to individual, creating alignment at all levels.

Q74. When a Key Result cannot be measured quantitatively, you should:

  • A. Skip that aspect of the objective

  • B. Find a proxy metric that indicates progress

  • C. Remove the objective entirely

  • D. Use emojis to represent satisfaction levels

Answer: B – Proxy metrics (like survey scores for satisfaction) can make qualitative outcomes measurable.

Q75. The recommended cadence for setting OKRs is:

  • A. Weekly

  • B. Monthly

  • C. Quarterly

  • D. Annually

Answer: C – Quarterly OKRs balance long enough for meaningful work with short enough for course correction.

Questions 76–100: Habits, Reviews, and Real-Life Scenarios

Q76. A remote worker feels constantly distracted by Slack notifications. Which productivity method would most help?

  • A. OKRs

  • B. Pomodoro Technique

  • C. Commitment Inventory

  • D. Weekly Review

Answer: B – Pomodoro’s 25-minute focused sessions with notifications off directly address constant distraction.

Q77. A marketing manager has 50 tasks and doesn’t know where to start. The best first step is:

  • A. Start with the first task on the list

  • B. Use the Eisenhower Matrix to categorize by urgency and importance

  • C. Delegate all 50 tasks

  • D. Set a Pomodoro timer and pick randomly

Answer: B – The Eisenhower Matrix helps identify which tasks actually matter among the overwhelming list.

Q78. A student procrastinates on starting their thesis. Based on “Eat the Frog,” they should:

  • A. Research more productivity methods before starting

  • B. Work on the thesis first thing in the morning before anything else

  • C. Wait for motivation to strike

  • D. Schedule thesis work for late evening when it’s quiet

Answer: B – Eat the Frog means doing the most important/uncomfortable task (thesis) first thing in the morning.

Q79. A support team receives unpredictable ticket volume throughout the day. Which method best fits their workflow?

  • A. Strict Pomodoro intervals

  • B. Kanban board with WIP limits

  • C. Day theming

  • D. SMART goals

Answer: B – Kanban’s visual flow and WIP limits help manage variable incoming work like support tickets.

Q80. During your Weekly Review, you notice three projects have had no progress in two weeks. You should:

  • A. Delete the projects immediately

  • B. Identify the next action for each or move them to a “someday/maybe” list

  • C. Add more tasks to each project

  • D. Blame your calendar for being too full

Answer: B – Stuck projects need defined next actions or should be consciously deferred to someday/maybe.

Q81. A freelancer struggles to balance client work with personal projects. Which tool helps them see all commitments clearly?

  • A. Pomodoro timer

  • B. Commitment inventory

  • C. Kanban board

  • D. SMART goals

Answer: B – A commitment inventory lists all obligations across life areas, revealing where time actually goes.

Q82. You blocked 09:00–11:00 for deep work but a colleague asks for a “quick chat” at 09:15. Based on time blocking principles, you should:

  • A. Accept immediately to be a team player

  • B. Propose meeting during your scheduled open time later

  • C. Ignore the colleague completely

  • D. Work while chatting

Answer: B – Protecting deep work blocks means redirecting non-urgent requests to appropriate times.

Q83. A project manager notices their team’s Kanban board has 15 items in “In Progress.” This suggests:

  • A. The team is highly productive

  • B. WIP limits should be enforced to reduce multitasking

  • C. More columns are needed

  • D. The project is ahead of schedule

Answer: B – Too many items in progress indicates multitasking overload; WIP limits would help.

Q84. You’ve been using the Pomodoro Technique for a month and find 25 minutes too short for your coding work. You should:

  • A. Abandon Pomodoro entirely

  • B. Experiment with 50-minute work blocks with 10-minute breaks

  • C. Work through breaks since the timer doesn’t matter

  • D. Set 25-minute timers but ignore them

Answer: B – Adapting Pomodoro intervals (50/10 or 90/20) to your work style is common and effective.

Q85. An entrepreneur completes many tasks daily but feels no closer to their big goals. What’s missing?

  • A. More tasks

  • B. Alignment between daily activities and OKRs or SMART goals

  • C. A faster computer

  • D. Working longer hours

Answer: B – Busy-ness without purpose indicates tasks aren’t connected to meaningful objectives.

Q86. A hybrid worker (3 days office, 2 days home) should use day theming by:

  • A. Doing the same work regardless of location

  • B. Scheduling collaborative work for office days and deep work for home days

  • C. Only working on home days

  • D. Avoiding any structure between locations

Answer: B – Leveraging the environment—office for collaboration, home for focus—maximizes each setting.

Q87. During a Weekly Review, you realize you have 7 active projects but only time for 4. Based on GTD principles, you should:

  • A. Try to work on all 7 anyway

  • B. Move 3 projects to a “someday/maybe” list with a future review date

  • C. Delete the 3 projects permanently

  • D. Add more work hours to your schedule

Answer: B – GTD’s someday/maybe list lets you defer projects intentionally rather than drop them or overcommit.

Q88. A team member says “I work better under pressure” as justification for missing Quadrant 2 work. What’s the likely consequence?

  • A. Consistently high performance

  • B. More crises (Quadrant 1) because preventive work isn’t done

  • C. Fewer urgent tasks over time

  • D. Better work-life balance

Answer: B – Neglecting Quadrant 2 (important but not urgent) leads to more emergencies and stress later.

Q89. Your OKRs haven’t moved in three weeks. What’s the most likely issue?

  • A. OKRs don’t work

  • B. Key Results aren’t connected to specific weekly tasks

  • C. You need more Key Results

  • D. Quarterly is too short a timeframe

Answer: B – OKRs require translating Key Results into weekly/daily actions; disconnected goals don’t progress.

Q90. A night owl forced into 8 AM meetings struggles with morning focus. Based on chronobiology and time blocking, they should:

  • A. Drink more coffee

  • B. Block deep work for their peak energy time (likely afternoon/evening)

  • C. Accept lower performance in the morning

  • D. Request all meetings move to midnight

Answer: B – Aligning deep work blocks with natural energy peaks (even if not morning) improves output.

Q91. You complete your Pomodoros but rarely take breaks. This pattern likely leads to:

  • A. Maximum productivity

  • B. Diminishing returns and eventual burnout

  • C. Faster task completion

  • D. No negative consequences

Answer: B – Skipping breaks defeats Pomodoro’s purpose; rest is essential for sustained focus.

Q92. A manager’s calendar has no free time and they’re always reactive. The core issue is likely:

  • A. Not enough meetings

  • B. Failure to block time for strategic, non-urgent work

  • C. Too few direct reports

  • D. Excellent delegation skills

Answer: B – Reactive managers fail to protect time for Quadrant 2 strategic thinking and planning.

Q93. When life feels chaotic and out of control, the first productivity step should be:

  • A. Set ambitious 5-year goals

  • B. Capture everything on your mind into a single trusted list (GTD capture)

  • C. Start a 30-day Pomodoro challenge

  • D. Read three productivity books

Answer: B – GTD’s capture step creates clarity by externalizing all mental clutter into one place.

Q94. A designer uses a Kanban board with “Concept, Design, Review, Final.” A task has bounced between “Design” and “Review” four times. This indicates:

  • A. Healthy iteration

  • B. Unclear review criteria or communication issues

  • C. The board has too few columns

  • D. The designer is highly productive

Answer: B – Repeated bouncing suggests unclear expectations or feedback that should be addressed.

Q95. You set a SMART goal to “learn Spanish” but made no progress. The most likely issue is:

  • A. Spanish is too hard

  • B. The goal lacks specificity (what level? by when? how measured?)

  • C. SMART goals don’t work for learning

  • D. You need a bigger goal

Answer: B – “Learn Spanish” isn’t SMART; specify level (B1), deadline (December 2024), and method (20 min/day on Duolingo).

Q96. A startup founder uses OKRs but sets 12 Objectives per quarter. The likely result is:

  • A. Exceptional achievement

  • B. Lack of focus and underperformance on all objectives

  • C. Perfect quarterly scores

  • D. Better team alignment

Answer: B – Too many Objectives dilutes focus; 2–4 is recommended for meaningful progress.

Q97. Your Weekly Review keeps getting skipped because you’re “too busy.” The best solution is:

  • A. Skip it permanently since you’re too busy

  • B. Block a recurring 45-minute appointment and treat it as non-negotiable

  • C. Do a monthly review instead

  • D. Review mentally while commuting

Answer: B – Protecting Weekly Review time prevents the “too busy” spiral and catches problems early.

Q98. A student prepares for exams using Pomodoro but checks Instagram during every break. The likely impact is:

  • A. No effect since it’s break time

  • B. Reduced effectiveness because social media disrupts mental rest

  • C. Improved focus through variety

  • D. Better exam scores

Answer: B – Social media during breaks keeps the mind stimulated; true rest (walking, stretching) works better.

Q99. Which combination of methods would help someone who procrastinates and has unclear priorities?

  • A. Only Kanban

  • B. Eat the Frog + Eisenhower Matrix

  • C. Only OKRs

  • D. Weekly Review alone

Answer: B – Eat the Frog addresses procrastination while Eisenhower Matrix clarifies what matters.

Q100. At the end of a quarter, you scored 0.3 on your OKRs. Your primary action should be:

  • A. Give up on goal-setting

  • B. Analyze why—were goals unrealistic, or did execution fail?—and adjust for next quarter

  • C. Set easier goals next quarter

  • D. Double the number of Key Results

Answer: B – Low scores require diagnosis: were the goals appropriate and execution fell short, or were they unrealistic? Learn and adjust.

Interpreting Your Score and Next Steps

Now that you’ve completed the 100-question quiz, count your correct answers to gauge your current productivity knowledge:

  • 0–40 correct (Beginner): You’re learning the foundational concepts. Start by adopting just one method—either Pomodoro for focus or Time Blocking for structure—and practice it consistently for 30 days before adding complexity.

  • 41–70 correct (Intermediate): You understand the frameworks but may need more practice applying them. Add a regular Weekly Review to your routine and experiment with the Eisenhower Matrix to sharpen prioritization skills.

  • 71–90 correct (Advanced): You have solid productivity knowledge. Focus on refinement: dial in your personal OKRs, optimize your commitment inventory, and leverage your existing systems more consistently.

  • 91–100 correct (Expert): You’ve mastered productivity theory. Your opportunity is sharing these methods with your team or clients and building organizational systems that support these practices.

Your next actions this week:

Based on your self-assessment earlier and your quiz performance, pick 1–2 changes to implement immediately:

  • If you scored “Mostly A’s”: Create a single inbox (physical or digital) and practice capturing every thought and commitment for 7 days

  • If you scored “Mostly B’s”: Build a basic Kanban board in Trello or Notion with three columns and move all current projects onto it

  • If you scored “Mostly C’s”: Download a Pomodoro app and commit to 4 Pomodoros tomorrow morning, phone in airplane mode

  • If you scored “Mostly D’s”: Draw an Eisenhower Matrix on paper and sort your current tasks into quadrants before Monday

Productivity is not about working longer hours. It’s about aligning your daily actions with clear goals and values—working on the right things at the right times with appropriate focus. The methods covered in this post are tools, not rules. Experiment with them over the next 3–6 months, keep what works, and discard what doesn’t.

Your productivity personality isn’t fixed. As your work changes, your life circumstances shift, and your goals evolve, the methods that serve you best will change too. The goal isn’t to master every framework—it’s to build a personal system that helps you consistently move toward what matters most.

Start with one method. Apply it for 30 days. Review what’s working. Adjust and continue. That’s the real productivity quiz: the ongoing experiment of improving how you work and live.

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