Getting things done- Group 6

1. Getting
Things Done
the art of stress free
productivity
From the New York Times
bestselling author
David Allen

3. Stay focused at all times
To have an overwhelming number of things to do
Still function productively with a clear head
And positive sense of control
Best way to be fully present & engaged
Your attention is completely at your command
What you are doing is exactly what has to be done now
Forget about your whole spectrum of commitments and
interest
Productive work is possible
A great way to live and work
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4. Lack of edges- Ever-changing world
Work no longer has
clear boundaries
Almost everything
could be done better
More work,
new
demands,
less
resources
Jobs and lives keep
changing very
frequently
Most of us have, in the past seventy-two hours, received more
change-producing, project-creating, and priority-shifting inputs
than our parents did in a month, may be even in a year
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5. Existing gaps in task management
The old models and habits are insufficient
Too much distraction with ever changing & increasing commitments every day
Ineffective personal organization systems
An overwhelming number of things to do
Less clarity on what to focus on now!!!
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6. The mind like water state
Clear
mental
space
No pull
or push
on
anything
100%
attention
Stay
relaxed
Minimum
effort & max
productivity
Your ability to generate power is directly proportional to your ability to relax
Clearing the mind to being open and appropriately responsive is the key
Key for a mind like water state
Sense of being in
control
To get into ‘Productive State’
Not stressed out
Highly focused in
what you are doing
Woudnt realize that
time is passing by
Noticeable progress
towards
meaningful
outcome
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7. How to manage commitments?
Write down the
problem that is
most on your mind
at the moment
Read an email about
a new pressing issue
in your department
Describe in a single
sentence the
intended successful
outcome to that
problem
Resolve the problem
with a meeting
Very next physical
action to move the
situation forward
Write an email?
Call or text someone?
Talk about it face-to
face?
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9. Horizontal management: Five steps
Capture Clarify Organize Reflect Engage
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10. The capture tools
Get it all out of your head
Minimize the number of capture locations
Empty the capture tools regularly
Success factors for capturing
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11. Clarify: Basis of organization
Many of the items that tend to leak out of personal
organizing systems are amorphous forms
Do we actually need to do something about them?
Piles of messages which doesn’t warrant any action
What is it?
Many of the items that tend to leak out of personal
organizing systems are amorphous forms
Do we actually need to do something about them?
Piles of messages which doesn’t warrant any action
Is it actionable?
No: No action required
Yes: If it’s about a project
Do it, Delegate it; Defer it
Yes or No?
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12. Workflow Diagram: Organizing
“Stuff”
In basket
What is it?
Is it actionable?
Yes
What is the next action?
no
Trash
Some day/
May be
Reference
Will it take less than 2
minutes?
Projects(Pla
nning)
Project plans
Review for
actions)
Yes
no
Delegate it
Defer it
Do it!!!!Group 7 12

13. What to review when?
• Projects list
• Calendar
• Next action lists
• Waiting for lists
Personal organization system
• Gather and process all your stuff
• Update your lists
• Get clean, clear, current & complete
The weekly review
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14. 3 models of making action choices
The four criteria
model for choosing
actions in the
moment
• Context
• Time Available
• Energy available
• Priority
The threefold model
of identifying daily
work
• Doing predefined
work
• Doing work as it
shows up
• Defining your work
The six level model of
reviewing your own
work
• Ground- Current
action
• Current projects
• Area of focus and
accountabilities
• Goals
• Vision
• Purpose and
principles
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16. Enhancing vertical focus
‘You have got to think about the big things while
you’re doing small things, so that all the small
things go in the right direction’
- Arvin Toffler
For a greater rigor and focus
 Clearly defined outcomes (projects) and next actions
required to move them toward closure
 Reminder placed in trusted system that is reviewed
regularly
Key ingredients for relaxed control
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17. The natural planning model
Defining purpose and principles
Outcome visioning
Brainstorming
Organizing
Identifying next actions
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18. Natural planning techniques
The value
of thinking
about why
It defines
success
It creates
decision
making
criteria
It aligns
resources
It
motivates
It clarifies
focus
It expands
options
You always need to make it up in your mind before you can make
it happen in your life
Clarifying outcomes
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19. Brainstorming
Brain storming
Don’t judge; Challenge,
evaluate, or criticize
Go for quantity, not
quality
Put analysis and
organization in
background
Capturing your ideas
Distributed cognition
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20. The basics of organizing
Identify the
significant
pieces
Detail to the
required
degree
Basics of
organizing
Sort by
• Componen
ts
• Sequences
• Priorities
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22. Getting Started : Setting up the
time, space and the tools
The big secret to efficient creative and productive thinking and actions is
to put the right things your focus at the right time.
The most efficient way of managing a
workflow is about laying out the gear and
practicing the moves so that the requisite
thinking happens more automatically and
it’s a lot easier to get engaged in the game
As you get started down the GTD path, it is information and suggestions
you will very likely want to revisit at some point to glean a new level of
application
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23. Setting aside the time
Create a block of
time to prepare a
workstation at
home
Reduces
resistance to
work
The ideal time
frame to
implement the
entire process is
two days
Worth the time
in terms of your
productivity and
mental health
Avoid
interruptions as
it can double the
time taken
Getting to
ground zero in
one contained
time period
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24. Setting up the space
 Choose a physical location to serve as your
central cockpit of control
 The basics for a workspace – writing surface,
in tray and space for core digital tools
 Space for a phone, a computer, stacking trays,
working file drawers, reference shelves
 A functional workspace is critical
 Essential to have a dedicated, individual and
self contained workspace – at home, at work
and even at transit.
 Everyone must have a physical locus of control
from which to deal with everything else.
Essentials
The critical factor
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25. An office space in transit Don’t share space with spouse
The combination of a good processing
style and the right tools can make
travelling a highly leveraged way to
increase productivity
It is imperative to have your own
workspace – or at least your own in
tray and a place to process paper and
physical material
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26. Basic processing tools
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27. Critical factor of filing system
The lack of a general reference system
can be one of the greatest obstacles to
implementing a personal
management system
You will resist the whole process of
capturing information if your
reference systems are not fast,
functional and fun
Unprocessed unorganized material
produces a block in the flow part of
the workflow
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28. Success factors for filing
Keep your general reference files immediately at hand
Use a A-Z alphabetical physical filing system for general reference files
Make it easy to create a new folder – to ensure supply within reach
Make sure you have plenty of space for easy storage
Label your file folders with an auto labeler
Purge your files at least once a year
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30. Capturing : Corralling your stuff
 Search your physical environment
for anything that doesn’t
permanently belong where it is and
the way it is..
 Gather the things that are
incomplete, things that have some
decision about potential action
tied to them.
 They all go into in, so that they’ll
be available for further processing.
Physical Gathering
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31. What stays where it is !
Decorations
Equipment
Reference
materials
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32. Issues of capturing
What if an item is too big to go in the in-tray
Write a note on
a paper
representing it
and put it in the
in-tray
What if the pile is too big to fit into the in-tray
Create stacks
around or even
in the floor
below it
Instant Dumping
When it is
evident that
something is
trash, go ahead
and toss it
Be careful of the purge and
organize bug
Break it down
into smaller
chunks and
capture them as
little actions.
I cant lose that
thing
Create an
emergency stack
close at hand
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33. Start the search !
Start looking for necessary
material all around –
desktops, laptops, desk
drawers, countertops, inside
the cabinets, floors ,walls ,
shelves, equipment ,
furniture and all the other
locations.
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35. Processing guidelines
Basic rules to follow :
Process the top item first
Process one item at a time
Never put anything back into in
The key processing question is “ What is the next action ? “
It is likely that a portion of your in tray will require no action. There will be 3
types of things in this category
 Trash
 Items to incubate
 Reference material
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36. And if there is an action, what is it?
The action step needs to be the absolute next physical thing to do
• Once you decide what the action step is
• Do it ( if the action takes less than two minutes )
• Delegate it ( if you are not the most appropriate person to do the
action )
• Defer it into your organization system as an option for work to
do later
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38. Organizing: Setting Up the Right Buckets
After Post processing
Need to Organize the output
Workflow Diagram
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39. Organizing: Setting Up the Right Buckets
Projects list
Project Support Material
Calendared Actions and
Information
Reference
Someday/Maybe
• Keep
categories
distinct
from each
other
• No need to
prioritize
the lists
Organize the
output
Next Actions
Waiting for
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40. Organizing: Setting Up the Right Buckets
Calendar
Include
• Actions that need to be done on specific day or time
• Triggers for activating projects
• Events to participate in
• Decision Catalysts
Next
Actions
Organize by context like:
• Calls
• Errands
• At home
Waiting for • Review enough to determine need for any action
Read and
Review
• Items in this list along with emails that require actions are
reminders themselves
• Pull emails requiring action into a separate folder in one’s
email system
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41. Organizing: Setting Up the Right Buckets
Projects
• Provides single place to review all projects for needed actions
• Subdivide projects by categories like Personal/Professional
• Identify subprojects
• Just need to know what projects are there and find associated
reminders
Project
Support
Materials
• Do not use them as reminders
• Develop Adhoc project thinking where ideas are triggered and
they are captured
Non-
actionable
data
• Includes reference material and “Someday/Maybe” types
• As important as managing action and project reminders
• Reference systems include general reference, large category,
rolodexes, contact managers, libraries and archives
• Do not call “Hold and Review” as part of “Someday/Maybe”
list
• Trigger ideas not ready for action on calendar
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43. Reviewing: Keeping your system functional
Keeps system
working
Trust Keep system
up-to-date
Review process
Daily Calendar
Action Lists
Weekly Review
Weekly Review
Objective Empty your head
Method
Time and Venue
Five phases of workflow
management
Block out 2 hours
(Friday is preferred)
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