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on 2006-11-12 by selene

Histoire de s'organiser un peu.....

Public Sticky notes

Getting Things Done, commonly abbreviated as GTD, is an action management method, and the title of a book by David Allen.

Highlighted by selene

“Get everything out of your head. Make decisions about actions required on stuff when it shows up — not when it blows up. Organize reminders of your projects and the next actions on them in appropriate categories. Keep your system current, complete, and reviewed sufficiently to trust your intuitive choices about what you're doing (and not doing) at any time.”

Highlighted by selene

Getting Things Done, commonly abbreviated as GTD, is an action management method, and the title of a book by David Allen.

Highlighted by omonad

creating lists of tasks that are specific to a context

Highlighted by omonad

GTD is based on making it easy to store, track and retrieve all the information related to the things you need to get done.

Highlighted by omonad

for any project we need to clarify what is to be achieved and what specific actions are needed to achieve it

Highlighted by omonad

to do this thinking in advance, generating a series of actions which we can later undertake without any further planning

Highlighted by omonad

“Get everything out of your head. Make decisions about actions required on stuff when it shows up — not when it blows up. Organize reminders of your projects and the next actions on them in appropriate categories. Keep your system current, complete, and reviewed sufficiently to trust your intuitive choices about what you're doing (and not doing) at any time.”

Highlighted by omonad

Collect

Capture everything that you need to track or remember or act on in what Allen calls a 'bucket': either a physical inbox, email inbox, tape recorder, notebook, pda, or any combination of these. Get everything out of your head and into your collection device, ready for processing. All buckets should be processed to empty at least once per week.

Highlighted by omonad

Process

When you process your inbox, follow a strict workflow:

  • Start at the top.
  • Deal with one item at a time.
  • Never put anything back into 'in'.
  • If an item requires action:
  • do it (if it takes less than two minutes),
  • delegate it, or
  • defer it.
  • If not,
  • file it for reference,
  • throw it away, or
  • incubate it for possible action later.

Highlighted by omonad

Organize

Allen describes a suggested set of lists which you can use to keep track of items awaiting attention:

  • Next actions - For every item requiring your attention, decide what is the next action that you can physically take on it. For example, if the item is 'Write project report', the next action might be 'Email Fred for meeting minutes', or 'Call Jim to ask about report requirements', or something similar. Though there may be many steps and actions required to complete the item, there will always be something that you need to do first, and this should be recorded in the next actions list. Preferably, these are organized by the context in which they can be done, such as 'in the office', 'by the phone', or 'at the store'.
  • Projects - every 'open loop' in your life or work which requires more than one physical action to achieve becomes a 'project'. These are tracked and periodically reviewed to make sure that every project has a next action associated with it and can thus be moved forward.
  • Waiting for - when you have delegated an action to someone else or are waiting for some external event before you can move a project forward, this must be tracked in your system and periodically checked to see if action is due or a reminder needs to be sent.
  • Someday/Maybe - things that you want to do at some point, but not right now. Examples might be 'learn Chinese', or 'take diving holiday'.

A calendar is also important for keeping track of your appointments and commitments; however, Allen specifically recommends that the calendar be reserved for what he terms the 'hard landscape': things which absolutely have to be done by a particular deadline, or meetings and appointments which are fixed in time and place. 'To-do' items should be reserved for the next action lists.

A final key organizing component of GTD is the filing system. Getting Things Done says that a filing system, if it is to be used, must be easy, simple and fun.

Highlighted by omonad

Review

The lists of actions and reminders will be of little use if you don't review them at least daily, or whenever you have time available. Given the time, energy and resources that you have at that particular moment, decide what is the most important thing for you to be doing right now, and do it.

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Do

Any organizational system is no good if you spend all your time organizing your tasks instead of actually doing them! David Allen's contention is that if you can make it simple, easy and fun to take the actions that you need to take, you will be less inclined to procrastinate or become overwhelmed with too many 'open loops'.

Highlighted by omonad

For every item requiring your attention, decide what is the next action that you can physically take on it.

Highlighted by jproche5

every 'open loop' in your life or work which requires more than one physical action to achieve becomes a 'project'. These are tracked and periodically reviewed to make sure that every project has a next action associated with it and can thus be moved forward.

Highlighted by jproche5

If it would take less than 2 minutes to do something, just do it right away.

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the "next actions" stored by context in the "trusted system" act as an external support which ensures that we are presented with the right reminders at the right time.

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process your inbox

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Getting Things Done

From Wikipedia, the free encyclopedia

Jump to: navigation, search
This article is about the book by David Allen. For other uses, see Getting Things Done (disambiguation).
Getting Things Done: The Art of Stress-Free Productivity
Author David Allen
Subject(s) Business
Publisher Penguin
Publication date 2002
Pages 267 pp
ISBN ISBN 978-0142000281
Reprint Edition
Followed by Ready For Anything

Getting Things Done (commonly abbreviated as GTD) is an action management method of The David Allen Company, and the title of the book by David Allen which describes the method. Both Getting Things Done and GTD are registered trademarks of the David Allen Company.

GTD rests on the principle that a person needs to move tasks out of the mind by recording them somewhere. That way, the mind is freed from the job of remembering everything that needs to be done, and can concentrate on actually performing those tasks. What distinguishes GTD from other time- or action-management systems is the idea of grouping tasks by the context (defined as a place or set of available resources) in which they are to be performed.

Contents

[hide]

Highlighted by souzarm

grouping tasks by the context (defined as a place or set of available resources) in which they are to be performed.

Highlighted by jproche5

GTD rests on the principle that a person needs to move tasks out of the mind by recording them somewhere. That way, the mind is freed from the job of remembering everything that needs to be done, and can concentrate on actually performing those tasks.

Highlighted by jproche5

During this weekly review, one also determines the context for the tasks and places them on the appropriate lists. Examples of grouping together similar tasks include making a list of telephone calls to make or errands to do while downtown.

Highlighted by jproche5

One device that Allen suggests is the tickler file for organizing your paperwork (also known as the '43 folders'). Twelve folders are used to represent each month and an additional 31 folders are used to represent each day. The folders are arranged to help remind you of activities to be done that day

Highlighted by jproche5

At least weekly, the discipline of GTD requires that you review all your outstanding actions, projects and 'waiting for' items, making sure that any new tasks or forthcoming events are entered into your system, and that everything is up to date.

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  • The current actions
  • The current projects
  • Areas of responsibility
  • Yearly goals
  • 5 year vision
  • Life goals

    • Highlighted by jproche5

    It is most practical, according to Allen, to do this thinking in advance, generating a series of actions which we can later undertake without any further planning.

    Highlighted by jproche5

    Highlighted by abelda

    Getting Things Done

    Highlighted by asarangaram

    Getting Things Done (commonly abbreviated as GTD) is an action management method of The David Allen Company, and the title of the book by David Allen which describes the method. Both Getting Things Done and GTD are registered trademarks of the David Allen Company.

    Highlighted by gregorylouie

    GTD rests on the principle that a person needs to move tasks out of the mind by recording them somewhere. That way, the mind is freed from the job of remembering everything that needs to be done, and can concentrate on actually performing those tasks.

    Highlighted by jmspiers

    principle that a person needs to move tasks out of the mind by recording them somewhere

    Highlighted by abelda

    What distinguishes GTD from other time- or action-management systems is the idea of grouping tasks by the context (defined as a place or set of available resources) in which they are to be performed.

    Highlighted by cuttingedge

    Allen promotes two key elements in his version of time management — control and perspective. Allen advocates three major models for gaining control and perspective:

    1. A workflow process
    2. A framework with 6 levels of focus
    3. A natural planning method

    Highlighted by nuyoda

    advocates creating lists of tasks that are specific to a context

    Highlighted by abelda

    Unlike other time management experts, Allen does not begin by emphasizing setting priorities. Instead, he promotes two key elements in time management — control and perspective. Allen advocates three major models for gaining control and perspective:

    Highlighted by cuttingedge

    any new task which can be completed in less than two minutes should be done immediately

    Highlighted by abelda

    gain control over all the tasks and commitments

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    workflow process

    Highlighted by ready2012

    many of the mental blocks we encounter in regard to doing certain activities are caused by insufficient 'front-end' planning

    Highlighted by abelda

  • Collect
  • Process
  • Organize
  • Review
  • Do

    • Highlighted by ready2012

    workflow process, which is used to gain control over all the tasks and commitments which one needs or wants to get done.[1]:20 The workflow process consists of five distinct phases:

    1. Collect
    2. Process
    3. Organize
    4. Review
    5. Do

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    thinking in advance, generating a series of actions

    Highlighted by abelda

    our mental "reminder system" is rather inefficient and seldom reminds us of what we need to do at the time and place that we can do it

    Highlighted by abelda

    control

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    perspective

    Highlighted by tino926

    ny new task which can be completed in less than two minutes should be done immediately

    Highlighted by fabieddu

    perspective on tasks and commitments

    Highlighted by ready2012

    6 different levels of focus

    Highlighted by ready2012

    the "next actions" stored by context in the "trusted system" act as an external support

    Highlighted by abelda

    workflow

    Highlighted by tino926

  • Current actions
  • Current projects
  • Areas of responsibility
  • Yearly goals
  • 5 year vision
  • Life goals

    • Highlighted by ready2012

    6 levels of focus

    Highlighted by tino926

    planning

    Highlighted by tino926

    Allen uses an airplane analogy to illustrate his second major model, 6 different levels of focus,

    Highlighted by cuttingedge

    Keep your system current, complete, and reviewed sufficiently to trust your intuitive choices about what you're doing (and not doing) at any time.

    Highlighted by abelda

    weekly review process which utilizes the different levels of focus

    Highlighted by fabieddu

    weekly review focused on different levels

    Highlighted by ready2012

    drive one's priorities

    Highlighted by ready2012

    Context lists can be defined by the set of tools available or by the presence of individuals or groups for whom one has items to discuss or present.

    Highlighted by ready2012

    The bottom level — your current to do list — is at "runway" height, and the top level — Life Goals — is at 50,000 feet, with the other 4 areas of focus at various heights between the two. Considering projects, actions, open loops, and other "input" from a variety of "heights" gives one varying perspective.

    Highlighted by cuttingedge

    some cases in which more involved planning and thinking are necessary

    Highlighted by ready2012

    Capture everything that you need to track or remember or act on in what Allen calls a 'bucket': either a physical inbox, email inbox, tape recorder, notebook, pda, or any combination of these. Get everything out of your head and into your collection device, ready for processing. All buckets should be processed to empty at least once per week.

    Highlighted by abelda

    natural planning method.

    Highlighted by ready2012

    Allen strongly advocates doing a weekly review process which utilizes the different levels of focus. The perspective gained from utilizing these different levels of focus should drive one's priorities, which in turn determines the priority of when and if one is to do the particular individual tasks and commitments gathered during the workflow process.

    Highlighted by spiralfunk

    "vertical" focus on planning projects and thinking through topics

    Highlighted by ready2012

    advocates doing a weekly review process which utilizes the different levels of focus. The perspective gained from utilizing these different levels of focus should drive one's priorities, which in turn determines the priority of when and if one is to do the particular individual tasks and commitments gathered during the workflow process

    Highlighted by cuttingedge

  • Defining the purpose and principles
  • Envisioning the outcome
  • Brainstorming
  • Organizing
  • Identifying next actions

    • Highlighted by ready2012

    During this weekly review, the user also determines the context for the tasks and places them on the appropriate lists

    Highlighted by cuttingedge

    Examples of grouping together similar tasks include making a list of telephone calls to make or errands to do while downtown.

    Highlighted by cuttingedge

    Context lists can be defined by the set of tools available or by the presence of individuals or groups for whom one has items to discuss or present.

    Highlighted by cuttingedge

    follow a strict workflow

    Highlighted by abelda

    Allen expects that the first two models are sufficient most of the time to gain control and perspective on the majority of tasks and projects. However, there are some cases in which more involved planning and thinking are necessary

    Highlighted by cuttingedge

    store, track and retrieve all information

    Highlighted by ready2012

    This leads to the third major model, which is the natural planning method.

    Highlighted by cuttingedge

    While the workflow model has a "horizontal" focus on doing individual tasks, the natural planning method has a "vertical" focus on planning projects and thinking through topics. The planning model consists of 5 stages which are:

    Highlighted by cuttingedge

    • If an item requires action:
    • do it (if it takes less than two minutes),
    • delegate it, or
    • defer it.

    Highlighted by abelda

  • Defining the purpose and principles
  • Envisioning the outcome
  • Brainstorming
  • Organizing
  • Identifying next actions

    • Highlighted by spiralfunk

    "next actions" stored by context in the "trusted system" act as an external support which ensures that we are presented with the right reminders at the right time

    Highlighted by ready2012

  • Defining the purpose
  • Envisioning the outcome
  • Brainstorming
  • Organizing
  • Identifying next actions

    • Highlighted by cuttingedge

    doing a weekly review process

    Highlighted by tino926

    • If not,
    • file it for reference,
    • throw it away, or
    • incubate it for possible action later.

    Highlighted by abelda

    Organize reminders of your projects and the next actions on them in appropriate categories

    Highlighted by fabieddu

    It is most practical, according to Allen, to do this thinking in advance, generating a series of actions which we can later undertake without any further planning.

    Highlighted by spiralfunk

    many of the mental blocks we encounter in regard to doing certain activities are caused by insufficient 'front-end' planning (i.e., for any project we need to clarify what is to be achieved and what specific actions are needed to achieve it). It is most practical, according to Allen, to do this thinking in advance, generating a series of actions which we can later undertake without any further planning.

    Highlighted by cuttingedge

    Collect

    Highlighted by ready2012

    bucket:

    Highlighted by fabieddu

    our mental "reminder system" is rather inefficient and seldom reminds us of what we need to do at the time and place that we can do it. Consequently, the "next actions" stored by context in the "trusted system" act as an external support which ensures that we are presented with the right reminders at the right time

    Highlighted by cuttingedge

    All buckets should be emptied (processed) at least once per week

    Highlighted by fabieddu

    set of lists

    Highlighted by abelda

    Process

    When processing an inbox, a strict workflow is followed:

    • Start at the top.
    • Deal with one item at a time.
    • Never put anything back into 'in'.
    • If an item requires action:
    • Do it (if it takes less than two minutes), OR
    • Delegate it, OR
    • Defer it.
    • If an item does not require action:
    • File it for reference, OR
    • Throw it away, OR
    • Incubate it for possible action later.

    Highlighted by fabieddu

    “Get everything out of your head. Make decisions about actions required on stuff when it shows up — not when it blows up. Organize reminders of your projects and the next actions on them in appropriate categories. Keep your system current, complete, and reviewed sufficiently to trust your intuitive choices about what you're doing (and not doing) at any time.”

    Highlighted by cuttingedge

    Process

    Highlighted by ready2012

    Though there may be many steps and actions required to complete the item, there will always be something that you need to do first

    Highlighted by abelda

    Preferably, these are organized by the context

    Highlighted by abelda

    The core principles of GTD are:

    Highlighted by cuttingedge

    every 'open loop' in your life or work which requires more than one physical action

    Highlighted by abelda

    Collect

    Capture everything that is necessary to track, remember, or act on- in what Allen calls a bucket: a physical inbox, an email inbox, a tape recorder, a notebook, a PDA, or any combination of these. The idea here is to get everything out of one's head and into a collection device, ready for processing. All buckets should be emptied (processed) at least once per week.

    Allen doesn't advocate any preferred collection method, leaving the choice to the individual. He only insists upon the importance of emptying the "buckets" regularly. Any storage space (physical inbox, email inbox, tape recorder, notebook, PDA, etc) that is inspected regularly by the individual is acceptable.

    Highlighted by cuttingedge

    make sure that every project has a next action associated with it

    Highlighted by abelda

    Process

    When processing a bucket, a strict workflow is followed:

    • Start at the top.
    • Deal with one item at a time.
    • Never put anything back into 'in'.
    • If an item requires action:
    • Do it (if it takes less than two minutes), OR
    • Delegate it, OR
    • Defer it.
    • If an item does not require action:
    • File it for reference, OR
    • Throw it away, OR
    • Incubate it for possible action later.

    If it takes under two minutes to do something, just do it immediately. The two-minute rule is a guideline, encompassing roughly the time it would take to defer the action formally.

    Highlighted by cuttingedge

    the calendar be reserved for what he terms the 'hard landscape'

    Highlighted by abelda

    Organize

    Highlighted by ready2012

    'To-do' items should be reserved for the next action lists.

    Highlighted by abelda

    filing system

    Highlighted by abelda

    single, alphabetically organized filing system

    Highlighted by abelda

    Every open loop in one's life or work which requires more than one physical action to achieve becomes a project

    Highlighted by ready2012

    Allen specifically recommends that the calendar be reserved for the hard landscape: things which absolutely have to be done by a particular deadline, or meetings and appointments which are fixed in time and place. To-do items should be reserved for the next action lists.

    Highlighted by fabieddu

    filing system must be easy, simple and fun

    Highlighted by fabieddu

    ingle, alphabetically organized filing system, in order to make it as quick and easy as possible to store and retrieve the needed information

    Highlighted by fabieddu

    Even a single piece of paper, if needed for reference, should get its own file if it doesn't belong in an existing folder

    Highlighted by ready2012

    The lists of actions and reminders will be of little use if you don't review them at least daily

    Highlighted by abelda

    Organize

    Allen describes a suggested set of lists which can be used to keep track of items awaiting attention:

    • Next actions — For every item requiring attention, decide what is the next action that can be physically taken on that item. For example, if the item is, "Write project report," the next action might be, "Email Fred for meeting minutes," or, "Call Mary to ask about report requirements." Though there may be many steps and actions required to complete the item, there will always be something that needs to be done first, and this step should be recorded in the next actions list. Preferably, these steps are organized by the context in which they can be done, such as "in the office," "by the phone," or "at the store."
    • Projects — Every open loop in one's life or work which requires more than one physical action to achieve becomes a project. These projects are tracked and periodically reviewed to make sure that every project has a next action associated with it, and thus can be moved forward.
    • Waiting for — When an action has been delegated to someone else, or when one is waiting for some external event before a project can be moved forward, this is tracked in the system and periodically checked to see if action is due, or a reminder needs to be sent.
    • Someday/Maybe — Things to be done at some point, but not right now. Examples might be "learn Chinese," or, "take diving holiday."

    Highlighted by cuttingedge

    Given the time, energy and resources that you have at that particular moment, decide what is the most important thing for you to be doing right now, and do it.

    Highlighted by abelda

    daily, or whenever possible

    Highlighted by ready2012

    ime, energy and resources available at a particular moment, one must decide the most important task to be done immediately, and do it.

    Highlighted by ready2012

    reviewed

    Highlighted by ready2012

    At least weekly

    Highlighted by abelda

    making sure

    Highlighted by abelda

    weekly

    Highlighted by ready2012

    any new tasks or forthcoming events are entered

    Highlighted by ready2012

    requires that all outstanding actions, projects and 'waiting for' items are reviewed,

    Highlighted by ready2012

    everything is up to date

    Highlighted by abelda

    everything is up to date. Allen suggests the creation of a "tickler file"

    Highlighted by ready2012

    tickler file

    Highlighted by abelda

    Twelve folders are used to represent each month and an additional 31 folders are used to represent each day

    Highlighted by fabieddu

    '43 folders')

    Highlighted by fabieddu

    A calendar is important for keeping track of appointments and commitments; however, Allen specifically recommends that the calendar be reserved for the hard landscape: things which absolutely have to be done by a particular deadline, or meetings and appointments which are fixed in time and place. To-do items should be reserved for the next action lists.

    A final key organizing component of GTD is the filing system. A filing system must be easy, simple and fun. Even a single piece of paper, if needed for reference, should get its own file if it doesn't belong in an existing folder. Allen suggests a single, alphabetically organized filing system, in order to make it as quick and easy as possible to store and retrieve the needed information.

    Highlighted by cuttingedge

    tickler file

    Highlighted by abelda

    Twelve folders are used to represent each month and an additional 31 folders are used to represent each day

    Highlighted by abelda

    the '43 folders

    Highlighted by abelda

    Review

    The lists of actions and reminders will be of little use if not reviewed at least daily, or whenever possible. Given the time, energy and resources available at that particular moment, decide what is the most important thing to be doing right now, and do it. If one is inclined to procrastinate, one may end up always doing the easy tasks and avoiding the difficult ones. To solve this, one can decide to do the actions of the list one by one, following their order, just like processing an inbox.

    At least weekly, the discipline of GTD requires that all your outstanding actions, projects and 'waiting for' items are reviewed, making sure that any new tasks or forthcoming events are entered into your system, and that everything is up to date. Allen suggests the creation of a "tickler file" in order to help refresh one's memory each week with the outstanding tasks and projects.

    Highlighted by cuttingedge

    '43 folders'

    Highlighted by fabieddu

    43 folders'

    Highlighted by fabieddu

    Do

    Any organizational system is no good if excessive time is spent organizing tasks instead of actually doing them. David Allen's contention is that if one can make it simple, easy, and fun to take the necessary actions, one will be less inclined to procrastinate or become overwhelmed with too many 'open loops'.

    Highlighted by cuttingedge

    Some followers of GTD advocate a 'back-to-basics' approach to personal management, and a rejection of over-engineered, high-tech solutions in favor of simple, inexpensive tools such as the Hipster PDA, NextActionCards, or even the Moleskine paper pad.

    Highlighted by abelda

    Tickler file

    A slice of '43 Folders'
    A slice of '43 Folders'

    One device that Allen suggests is the tickler file for organizing your paperwork (also known as the '43 folders'). Twelve folders are used to represent each month and an additional 31 folders are used to represent each day. The folders are arranged to help remind you of activities to be done that day. Each day you open to the numbered folder representing today's date. You take all the items out of the folder and put the empty folder into the next month. This sort of management allows you to file hardcopy reminders to yourself. For instance, if you had a concert on the 12th of the month, you would store the tickets in the 12th folder, and when the 12th came around, they would be there waiting for you.

    Highlighted by cuttingedge