Getting Things Done

To be maximally efficient and
more relaxed, confident that

whatever you're doing at the
moment is just what you need
to be doing, is the main
purpose of Getting Things
Done.
To have an overwhelming
number of things to do and
still function productively with
a clear head and a positive
sense of relaxed control is a
great way to live and work, at
elevated levels of
effectiveness and efficiency.
The two key objectives of
Getting Things Done are:
1. Capturing all the things that
need to get done - now, later, someday, big,
little, or in between into a logical and trusted
system outside of your head and off your
mind, and
2. Disciplining yourself to make front-end
decisions about all of the "input" you let into
your life, so that you will always have a plan
for next actions that you can implement or
renegotiate at any moment.
The process of getting things
done involves no new skills at
all. You already know how to
focus, how to write things down,
how to decide on outcomes and
actions and how to review
options and make choices.
You will validate that many of
the things you have been doing
instinctively and intuitively all
along are right. It gives you
ways to leverage those basic
skills into new plateaus of
effectiveness.
Getting Things Done inspires
you to put all this into a new
behavior set that will blow your
mind. This is a vaccination
against day-to-day fire-fighting (the so-called
urgent and crisis demands of any given work)
and an antidote for the imbalance many
people bring upon themselves: that is how
people who are the most productive end up
being the people with the emptiest heads.
The elegant executive execution means no
residue, they start and end the day with a
clear desk.
Getting Things Done
The Art of Stress-Free Productivity
By: David Allen
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This publication is available in both Arabic and English.
jE G h HdG dH Iae UG g
www.edara.com nasim@edara.com Editor-in-Chief: Nasim Smadi
DECEMBER
2005
The Arabian
Scientific
Information Co.
SHUAA
Cairo
Egypt
For Subscribers Only
Vol. 13
2005 - No. 24
Issue 312
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This copy is licensed to: hmanka@gmail.com Edara.com User: 232245 and is not to be shared. Any illegal sharing constitutes infringement of
Edara.com intellectual property rights. Without further notice we will prosecute to the fullest extent allowed by law.
Getting Things Done explains how to
reinforce your organizational system and free
not only brain space, but also time. If we keep
physical place markers for everything, then
we can manage interruptions without stress
and recover in less time.
The Basic Requirements for
Managing Commitments
Consider how many things you feel
responsibility to change, finish, handle or do
something about. You have a commitment to
deal in some way with new communication,
landing in your e-mail, on your voice mail and
in your in-basket, in order to deal effectively
with all of that, you must first identify and
collect all those things that are "ringing your
bell" in some way and then plan how to
handle them.
First of all, it's on your mind, your mind
isnt clear. Anything you consider unfinished
in anyway must be captured in a trusted
system outside your mind, or a collection
bucket, that you know you'll come back to
regularly and sort through.
Second, you must clarify exactly what your
commitment is and decide what you have to
do.
Third, once you've decided on all actions
you need to take, you must keep reminders of
them organized in a system you review
regularly.
Getting Things Done does not mean
learning how to do more, but how to think
more clearly and create a stress-free
atmosphere.
Five Phases of
Mastering Workflow
"Your head is for having ideas, not for holding
them. Once you understand that, it will
change your life"
Each of us has tens of projects and actions
on our mind at any time including both
professional and personal items. All you have
to do is to practice skills you already have.
Therefore, the first step to do is to create a
physical place to capture all your
commitments and ideas. You set up a virtual
set of in-box, so, you can manage the
inventory of your commitments.
The core process for mastering the art of
relaxed and controlled knowledge work is a
five-stage method for managing workflow:
Horizontal Stress-Free
Productivity
1. Collect - Get everything together
2. Process - Empty your in-box
3. Organize - Set up the right place
4. Review - Keep everything functional
5. Do it! - Make the best choices
This constitutes the management of the
"Horizontal" aspect of our lives. Most people
can stand significantly to improve their
handling of each one of the five stages. The
quality of our workflow management is only
as good as the weakest link in this five phase
chain, so all links must be integrated together
and supported with consistent standards.
1. Collect:
Collect everything that is incomplete and/or
needs to be different. Collect in a way that
makes sense to you. The purpose is to create
a total leak-proof system for all potential
relevant input. Use "Mind Sweep" to collect
what you have your attention on. Once you
feel you've collected all the physical things in
your environment that need processing, you'll
want to collect anything else that may be
residing in your psychic RAM. Write out each
thought, idea, and project that has your
attention on a separate sheet of paper. It's
actually more effective to put everything on
separate sheets.
Collecting Tools:
In-Box
Paper based-notes, journals
Computer Files
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Getting Things Done is a technique and a way of life, work and thinking that helps you:
Keep everything out of your head.
Decide actions and outcomes when things first emerge on your radar.
Regularly review and update the complete inventory of open loops of your life and work.
Yes:
The secret of getting ahead is getting started. The secret of getting started is breaking your
complex overwhelming tasks into small manageable tasks, and then starting on the first
one. Mark Twain
The Secret of Getting Ahead
Electronic notes, journals
Voice mail - answering machine
E-mail
Dictation tools
Physical in-box might contain all scribbled
notes from a given day as well as a pencil
sharpener that needs batteries. It can be any
of the "stuff" that comes your way. Stuff is
anything psychological or physical - that you
don't know what to do with yet.
The brain makes no distinction between
personal and professional nor between long-
term and immediate - consequently, does it
remind you at inappropriate times about all
the things it is storing for you. So, make a
placeholder for every commitment you have
made. Put this placeholder somewhere
where you will review it. Don't file it in your
mind. You will give it inappropriate attention.
What's more important is completeness -
unless you are collecting everything, your
mind will still feel a responsibility to remember
some items itself.
2. Process: Empty your in-box
Go through your in-box within 24 hours.
Once collected, figure out the next step
required for each point in your note, and
make some decisions when things show
up. Hand over to others anything that can
be delegated.
Identify any larger commitments
(projects) you now have, based on the
input.
File everything together (personal and
business) and do it alphabetically by
client, or topic. This makes it much easier
to find things.
Then Ask: Is this system actionable?
If the answer is "Yes":
If only one action - or step, then add it to
appropriate to-do list (or do it if it takes
less than two minutes)
Several steps, then add them as a project
(mind-map steps)
If the answer in No"
Then, there are three possible locations
where you can put this item:
Into a hold file
Into a reference file
Into a trash
3. Organize: Set up the right
buckets
Unless you have collected your processes,
your commitments and promises to yourself
and others, you can't get organized. Your
stuff may be physical items or electronic
format. As you initially process "in" you will
create list and grouping of things you want to
organize and you'll think of additional items to
include. Your organization system will evolve
as you process your stuff and test out
whether you have put everything in the best
place for you.
There are seven primary types of things that
you will want to keep track of and manage
from an organizational perspective:
A project list
Project support material
Calendared action lists
Next action list
A "Waiting- For" list
Reference material
A "Someday/Maybe" list
If you have collected everything that
represents an open loop in your life/and work,
then process each one of those items in
terms of what it means to you and what
actions are required, and organize the results
into a complete system then group the results
of your processing into:
Next Actions
Project
Next Actions: are one action/step- items
(call Mr., send e-mail to. brainstorm meeting
agenda, review Web Site changes, etc...).
Organize your next action items based on the
place you will be at, when you do them.
Projects
Anything you have to do that can take more
than one step needs to become a project.
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Most people have major leaks in their collection process.
Many have collected things but haven't processed or decided what action to take about
them.
Others make good decisions about "Stuff" in the moment, but lose the value of that
thinking because they do not efficiently organize the results.
Still others have good systems but do not review them consistently enough to keep them
functional.
If any one of these links is weak, what someone is likely to choose to do at any point in time
may not be the best option.
Linking Prevents Leaking
The goal for your projects is to create a
simple project-management list that shows
the flow of actions that need to happen on the
project. Only the next actions are taken off
the project plan to your "to-do" list.
4. Review:
Reviewing your calendar and list on a regular
basis enables you to progressively move
forward in becoming more productive and
efficient in how to manage your workflow.
Daily: Review your calendar and next action
lists. See what needs to be done that day,
what appointments have been scheduled and
what you can do with the available time to
move forward.
Weekly: Your hold, projects and delegate
lists.
Monthly or Quarterly: Review the bigger
picture.
Periodically, you need to clarify your larger
objectives, long-term-goals, vision and
values.
In these reviews you should:
Revisit your key goals and objectives.
Give thought to where you want to be in
within 3 years.
Evaluate how your career is progressing.
Consider important lifestyle issues.
Look at alignment between your values
and your lifestyle.
Assess your life and your work.
Make important decisions.
The reviewing process must be carried out on
current basis. By combining daily analysis
with the context of a weekly planning session
and the perspective of regular big picture
review, you will be shaping and forming the
system around the key areas of your life and
your work.
Doing this allows you to keep your
organizational system operational as well as
allowing you to get very clear and focused
vision.
5. Make the best action choices
After you have set up your system and
scheduled its maintenance, then you simply
do what you are supposed to do. So, how do
you use the system to decide what to do?
The following frameworks would be helpful
for you:
1. Choosing action in the moment
Context (like drafting ideas about a
project)
Time available
Energy available
Priority
People who give themselves a "Misc." action
list (i.e., one not specific to a context) often let
themselves slide in the next-action decision
too. Therefore, they better structure their list
categories early on, as they're processing
their in-baskets, because that automatically
grounds their projects in the real things that
need to get done to get them moving.
If you have ten minutes before that next
meeting, find a ten-minute-thing to do; this
will utilize the little time that occurs
throughout the day. Always keep an
inventory of things that need to be done that
require very little mental or creative
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It is not necessary that your project list holds plans or details about your projects
themselves; it is a comprehensive index of your open loops that might comprise the
following items:
Project Support Materials Project- support materials are not project actions and they are
not project reminders. They're resources to support your actions and thinking about your
projects. They include notes, emails and database lists and files.
Agendas When you have a meeting or phone call with clients, you can review the list and
deal with the important issues that need to be addressed with them.
Anywhere The next action you can do anywhere. An example might be to "brainstorm
meeting agenda" or "read this month's Fast Company magazine".
At Computer Are next actions you can only do where you are in front of your computer.
At Home Are next actions you can only do at home.
At Office Are things you can only get done at the office.
Calls Are phone calls you need to make. Sometimes, these can be done on cell phone, at
the office or at home.
Waiting-for Are items you delegated or are awaiting some response for a request you have
made. You can scan this list once a week to determine if you need to follow up with
someone, if you have not heard back from them.
Categories to Be Used in Outlook: Project list
horsepower. When you are in those low -
energy states do them. Casual reading
(magazines, articles and catalogs)
telephone/address data that need to be
inputted onto your computer, backing up your
laptop even just watering your plants - these
are some of the myriad things that you have
got to deal with sometime anyway. And finally
at the end of the day, you must have made
some conscious decisions about your
responsibilities, goals and values.
In fact you can approach your priorities from
any level at any time. The trick is to learn to
pay attention to the ones you need to at the
appropriate time, to keep you and your
system in balance.
2. Evaluation of daily work
Doing predefined work.
Doing work as it shows up.
Defining your work.
People often complain about the interruptions
that prevent them from doing their work. But
interruptions are unavoidable in life. When
you become elegant at dispatching what's
coming in and are organized enough to take
advantage of the "weird time" windows that
show up, you can switch between one task
and the other rapidly. You can be processing
e-mail while you're on hold on a conference
call. But you must learn to dance among
many tasks to keep a healthy balance of your
work flow. Your ability to deal with surprise is
your competitive edge. But at a certain point,
if you are not catching up and getting things
under control, staying busy with only the work
at hand will undermine your effectiveness
ultimately, in order to know whether you
should stop what you're doing and do
something else. You will need to have a good
sense of what your job requires and how that
fits into the other contexts of your life. The
only way you can have that is to evaluate
your life and work appropriately at multiple
horizons.
Decision at this altitude could easily change
what your work might look like on many
levels. These altitude analogies are
somewhat arbitrary, and in real life the
important conversations you will have about
your focus and your priorities may not fit
exactly to one horizon or another. They can
provide a useful framework, to remind you of
the multilayered nature of your "job" and
resulting commitments. Obviously, many
factors must be considered before you feel
comfortable that you have made the best
decision about what to do and when.
Mastering the flow of your work at all levels
you experience that work, provides a much
more holistic way to get things done and feel
good about it.
The healthiest approach for relaxed control
and inspired productivity is to manage all
levels in a balanced fashion.
Once you learn these five steps, then you
have achieved a productive state. In that
state, you have a sense of control, relaxation
and focus, what athletes often call "the zone".
Productivity in the Vertical Aspect
The last piece of the puzzle is the vertical
level - the digging and pie-in-the-sky thinking
that can leverage your creative and brain
power.
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Your priorities are related to defining "your job". You can define your job from six different
perspectives and each one requires different degrees of observation. To use an aerospace
analogy, it has to do with the altitude.
50,000 feet: your life purpose, your values, your career direction (assessed annually)
40,000 feet: Three to five year vision for your life and your company (assessed
annually)
30,000 feet: One to two year goals (assessed quarterly)
20,000 feet: Areas of responsibility (assessed monthly)
10,000 feet: Current projects (assessed weekly)
Runway: Current actions (assessed daily)
Consider which level of perspective is least visible to you. Once you have identified that,
you can work to clarify your perspective at that level, which will make your prioritizing much
easier. People are tempted to start figuring out their priorities from the highest level and
work down to ground (Runway) level. But, theyd better begin with the ground and slowly
move upward.
Priorities Push Choices to Fly in the Sky
Managing Project Involves 5 Steps:
Vertical Stress-Free Productivity
1. Define - Specify purpose and principle
2. Visualize - See the perfect outcome
3. Think - Brainstorming
4. Organize - Components and sequences
5. Action - Focus on next action
1. Define:
By asking about which project I
should be planning and how I can
collect to achieve fulfillment of
this project.
Thinking about the purpose of any project in
depth will release your internal planning
processes by focusing on your principles
that create the boundaries for your project
effectively. Then, your principles will become
a key point for the way the project will be
completed. There are two types of projects
that deserve at least some sort of planning
activity.
Those that still have your attention even
after you have defined their next actions.
Those about which potentially useful
ideas and supportive detail just show up.
The first type will need a more detailed
approach than just identifying a next action -
for these you will need a more specific
application of the natural planning model;
purpose and principles, vision, outcome,
brainstorming and organizing.
The second type needs to have an
appropriate place into which these
associated ideas can be captured.
Then they can reside there for later use as
needed.
2. Visualize:
See the perfect outcome
The more compelling the mental picture, the
more motivated you will feel to making it
happen. By imagining, in a positive way,
what success in the project will look, sound
and feel like, you start focusing on filling in
the details. Many times, you won't even be
able to see how to actually do a project until
you can visualize yourself completing the
project and enjoying the benefits.
Besides, visualizing the widely successful
completion of your project will generate
tremendous enthusiasm and momentum.
3. Think: Brainstorming
The most common types of planning-oriented
actions will be your own brainstorming,
organizing, and gathering information. Once
you have collected the information and ideas,
you will want to do a project or you will want
to brainstorm or mind-map. You want to
create a large pool of ideas.
The more you evaluate, challenge or criticize
the ideas being put forward, the less likely it
is that something original will emerge.
To brainstorm effectively:
Use thinking tools (writing instrument,
paper and pads - whiteboard - computer -
software tools).
Go for quantity not quality. This keeps
your thinking expansive. The more ideas
you have to start with, the greater the
likelihood an idea of quality will emerge
through the brainstorming process.
Generate as many ideas as possible to
start with.
Put analysis and organization in the
background. Analysis, evaluation and
organization will come later.
Encourage out-of-the-box ideas that are
creative and original rather than limiting
your brainstorming to only those ideas
that are practical and workable.
4. Organize:
Components and Sequences
You may have some projects for which you
have already collected notes and
miscellaneous support materials and you just
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Each project has its uniqueness. However, all projects share the following key points:
Each project will have "moving parts" components that will require the completion of
some other component first, sit down and analyze what aspects of the project can be
implemented and how that next action will be completed.
If you decide more detailed planning needs to be done first, make a decision about what
the next step is in the planning process and clarify when that next step will be completed
and by whom?
If a next action on a project is delegated to someone else, set up a follow-up deadline
on which you will actually contact that person to check progress.
Set up a schedule and find some pieces of the project that can be worked on
immediately, even if the culmination of the project itself is still many months away.
All Projects are Unique and Similar
need to sort through them and get them into
a more structured form. In this case, your
next action would likely be "organize project
X notes". If you have to be in your office to do
that (because that's where the files are, and
you don't want to carry them around); that
action should go on your "At Office" action
list. If you are carrying the project notes
around with you in a folder, or in a portable
organizer or in a laptop, then the "organize..."
action would go on an "Anywhere". This also
applies if you are going to do it by hand, or on
"At computer" or if you are going to use a
word processor outliner, or project-planning
software.
When you get all available ideas, sequences
will start to emerge. The natural sequence
which tends to be followed in organizing your
ideas is:
Identify the bigger, most significant
pieces, the major components,
sequences, events and projects
Sort the pieces by whatever criteria in
most applicable: Components,
Sequences and Priorities
Fill in the gaps and start adding whatever
amount of detail is required.
5. Action:
Focus on Next Actions
Just as your "Next Action" lists need to be up
to date, so, does your "projects" list.
That gives you a block of time, ideally
between one and three hours, to handle as
much of the "vertical" thinking about each
project as you can.
At least, right now or as soon as possible,
take those few of your projects that you have
the most attention on or interest in right now
and do some thinking, collecting, organizing
on them, using whatever
tools seem most
appropriate. Focus on
each one, one at a time,
top to bottom. As you do,
ask yourself "what about
this do I want to know,
capture or remember? You
may just want to mind-map
some thought on a piece
of paper, make a file and
toss the paper into it. You
may come up with some
simple bullet-point
headings to attach as a
"note" in your software
organizer. Or you could
create a word file and start
an outline on it.
The key is to get
comfortable with having
and using your ideas. And to acquire the
habit of focusing your energy constructively,
on intended outcomes and open loops,
before you have to.
Once you have got your project outline
together, you specify exactly what you'll do.
The Power of the Key Principles
These simple techniques and models offer a
systematic method to keep your mind
distraction free, ensuring a high level of
efficiency and effectiveness in your work.
Three basic principles can enhance your
mental well-being and improve the quality of
your communication and relationships both
personally and professionally.
The Collection Habit
The Next Action Decision
Outcome Focusing
The Benefit of The Collection Habit
You'll feel better collecting anything that you
haven't collected yet. When you say to
yourself, I need to get butter next time I am at
the store, and you write it on your grocery list,
you'll feel better. When you remember I have
got to call my banker about the trust fund and
write that down some place where you know
you'll see it when you are at a phone, you'll
feel better.
But there will be a light-year's difference
when you know you have it all.
This does not mean that your mind will be
empty. If you are conscious, your mind will
always be focusing on something. But if its
focusing on only one thing at a time, without
distraction, you'll be in your "Zone".
To fully realize that more productive place,
you will need to capture it all. It takes focus
and a change of habit to
train yourself to
recognize and download
even the smallest
agreement with yourself
as they're created in your
mind.
Doing the collection
process as fully as you
can, and then
incorporating the
behavior of capturing all
the new things as they
emerge will be
empowering and
productive.
When the people you
work with begin to notice
you always follow
through on every
assignment you've given,
they will trust you and
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As human beings, our greatness lies
not so much in being able to remake
the world . as in being able to remake
ourselves.
Gandhi
"Besides the noble art of getting
things done, there is the noble art of
leaving things undone. The wisdom
of life consists in the elimination of
non-essentials."
Lin Yutang
Wisdom is: knowing what to do
next, skill is knowing how to do it, and
virtue is doing it.
David Starr Jordan
Getting Things
Done Wisely
have more confidence in your abilities.
The critical issue of this system-technique is to
facilitate a constant renegotiation process with all
involved, so they feel OK about what they are not
doing. That's real knowledge work, at a more
sophisticated level.
The Benefit of Making A Next Action
Decision
By asking what the next action is that will move
something forward and improve both the
productivity and the peace of mind.
Without a next action, there remains a potentially
infinite gap between current reality and what you
need to do. It forces clarity, accountability,
productivity and empowerment.
The Benefit of Focusing on Outcomes
Honing multiple ideas aimed toward a specific
outcome is a necessary mental discipline. And
deciding on making things happen is the essence
of productivity.
Empowerment naturally ensues for individuals as
they move from complaining and victim modalities
into outcomes and actions defined for direction.
When that becomes the standard in a group, it
creates significant improvement in the atmosphere
as well as the output.
Applying these techniques can release of your
creative energies to achieve the positive, relaxed
focus that characterizes your most productive
state.
Aut hor
Book
David Allen has had more
than 20 years experience
as a management
consultant, executive
coach and educator. He
has been called one of the
worlds most influential
thinkers on productivity.
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KHULASAT Business Book Briefings
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Since 1993, Khulasat (Business Book Briefings),
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jEG h HdG dH Iae UG g
Author:
Title:
Publisher:
ISBN:
Pages:
By: David Allen
Getting Things Done
The Art of Stress-Free Productivity
Piatkus Books 2002
0142000280
267
To buy this book, use this link:
http://www.amazon.com

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To be maximally efficient and

more relaxed, confident that

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