This is a summary of the book "Getting Things Done" by David Allen further described here.

Sketchnote of Key Takeaways

Part 1: The Art of Getting Things Done

1 A New Practice For a New Reality

Three key objectives:

1. Capture all the things that need to get done
2. Guide decisions to always have a workable inventory of "next actions"
3. Curating and coordinating all that content

Focusing on primary outcomes and values is a critical exercise -> But it doesn't reduce what we need to do

Goal is to dedicate 100% of the attention to the task at hand

Requirements for managing comittments:

1. Capture anything unfinished in a system outside of your mind
2. Clarify exactly what the comittment is and decide how to move on it
3. Once decided you must keep them organized and regularly reviewed

Why something is on our mind:

1. We haven't clarified the intended outcome
2. We haven't decided on the next physical action to take
3. We haven't put reminders of the outcome and required action in a system we trust

The real work is to manage our actions -> And it is difficult to manage actions which have not been identified yet

The major change: Getting it all out of your head

• The mind keeps working on things in undecided state

2 Getting Control of Your Life: The Five Steps of Mastering Workflow

1. Capture what has our attention
2. Clarify what each item means and what to do about it
3. Organize the results
4. Reflect on
5. Choose what to engage with

Capture

Important to know how to capture, what to capture and to capture all

This is already collected, however it is important to get ouf the mind into an external system

The collection tool should become part of the lifestyle and always be available

The inbox should be emptied regularly

• Empty means to clarify and organize into your system, not to do them

Clarify

Is it actionable?

• If not, delete, put into reference storage, or into someday/maybe bucket
• If yes, go on in the tree

Identify the next activity to be done to move this task towards completion

If it takes less than two minutes, do it now

If not, decide if it should be delegated or deferred (when doing it myself)

Organize

In grey you see the eight categories resulting from processing your stuff

• non-actionable
  • trash
  • incubation
  • reference
• actionable
  • list of projects
  • storage of files for project plans and materials
  • calendar
  • list of reminders of next actions
  • list of reminders of things you are waiting for

→ All of these categories must exist in a physical form

Everything which consists of more than one step and can be completed in a year is a project

The project list helps to review them regularly and remove done / not to be done projects

Every action that needs to happen has to be tracked:

• If it has to happen at a specific time or date -> Calendar
• As soon as it can -> Next actions list
• Waiting for others -> waiting list

Reflect

Calendar reminds you of the "hard landscape" of the day, next actions can be tackled in discretionary time

Reflect your lists and tasks once a week

• Gather and process all new stuff
• Review the system
• Update the lists
• Get clean, clear, current and complete

The completer the system -> The more you trust it -> The more motivated you are to keep it

Engage

Deciding what to do at any point in time will still be an intuitive call -> But you have all information at hand to make a confident choice.

Three models to help you decide what to do:

1. The Four-Criteria Model for Choosing Actions in the Moment

Criteria: Context, time available, energy available, priority

• Context: Specific location or tools required to complete
• Time available: How much time do you have (next meeting coming up?)
• Energy available: Do you need to have a fresh head for this?
• Priority: What gives you the highest payoff now?

2. The Threefold Model for Identifying Daily Work

Three kinds of activities one can be engaged in: Doing predefined work, doing work as it shows up, defining your work

• Doing predefined work: Work from next actions lists or calendar
• Doing work as it shows up: Things happen ad-hoc (co worker walks in and wants something). By engaging you're deciding by default that this is now important
• Defining your work: Go through your inbox, lists and notes

3. The Six-Level Model for Reviewing Your Own Work

To define priorities, you need to know what your work is. This can be looked at on 6 levels (or horizons)

• Ground Level: Accumulated list of all actions you need to take
• Horizon 1, Current Projects: Relatively short-term outcomes you want to achieve
• Horizon 2, Areas of Focus and Accountabilities: Listing and reviewing areas of focus gives a more comprehensive framework for evaluating your project inventory
• Horizon 3, Goals: Depending on what you want to achieve in various areas of life, it can add importance to certain aspects of life and diminish others
• Horizon 4, Vision: Three to five years into the future can influence current work and priorities
• Horizon 5, Purpose and Principles: Big picture you. Why do you exist?

3 Getting Projects Creatively Under Way: The Five Phases of Project Planning

The mind goes through five steps to accomplish any task:

1. Defining purpose and principles
2. Outcome visioning
3. Brainstorming
4. Organizing
5. Identifying next actions

Purpose

Asking the why question is important

• Knowing the purpose defines success
• Purpose defines decision-making criteria (only when you know the purpose of something you can take appropriate decisions)
• Knowing the purpose can motivate
• Knowing the real purpose makes things clearer
• At the same time, it expands options (knowing the purpose can lead to new ideas about how to solve the problem)

Vision/Outcome

Vision provides the blueprint of the final result

One of the most powerful life skills is creating clear outcomes

One needs to constantly define and redefine what we're trying to accomplish

Brainstorming

Brainstorming happens all the time inside of our minds

Graphics-oriented brainstorming techniques can help to bring it to paper (e.g. mind mapping)

Having a graphical "anchor" of a subject on a piece of paper or a document can help to keep focus

Brainstorming principles

• Don't judge, challenge, evalue or criticize -> Focus on inclusion and expension, not constriction and contraction
• Go for quantity, not quality -> Keep thinking expansive
• Put analysis and organization in the background -> Should not be the driver

Organizing

Organizing can only happen when components, sequences and priorities have been identified

Key steps of organizing:

• Identifiy significant pieces
• Sort by: components, sequences, priorities
• Detail to the required degree

Next Actions

90% of project planning is creating a list of projects and identifying the next steps

A appropriate next step should be defined for each moving part (area of the project which can actually be moved at the moment)

A next step can be the continuation of planning, getting more input, clarifying

If the next step isn't yours to take, you still need to define whose it is

The amount of planning to be done can be very different for different actions:

• 80% have a clear next action
• 15% require some external form of brainstorming to identify the next steps
• 5% might need deliberate application of the natural planning model

Sometimes more action is required to get progress

Part 2: Practicing Stress-Free Productivity

5 Capturing: Corralling Your "Stuff"

First step is to gather all open loops, tasks and actions into your inbox

Start with physical things on and around the desk in drawers etc.

Mental Gathering

Go through all the things on your mind and put it into the inbox. A trigger list can help to trigger tasks in the back of your head

6 Clarifying: Getting "In" to Empty

Processing Guidelines

Process top item first

• Every item should be weighted equally, start at the top and work through

Process one item at a time

• Do not let your attention slip away from the item at hand
• Each item should get the requisite attention and decision making

Nothing goes back into "In"

• An item once picked up, should be processed and never end up back in "In"

Key Processing Question: "What's the Next Action"

When there is no action:

• Trash: Throw it away if it is not needed anymore. If in doubt, keep as reference
• Incubate: Things which don't need immediate action, but might need action later. Put them in a Someday/Maybe list
• Reference: Does not need an action, but should be kept for reference

If there is an action:

Determine the next action step, which should be an actual, physical, actionable step

Be specific, instead of "Set Meeting" define "Invite for Meeting with XYZ on ABC"

When the action is defined, do it, delegate it or defer it.

• Do It: If it takes less than two minutes, do it as soon as picking it up. No need to track anything, just do them.
• Delegate It: If you are not the best person to be doing it -> delegate it. If delegated, decide if you need to track progress and assign a "waiting for" tag if required
• Defer It: All the things which you need to do personally and take more than two minutes

Identifying the Projects you have

If something consists of more than one task, or requires more task to bring to completion, a project should be created.

This project list requires maintenance, but acts as a reminder that there are open points regarding that project.

7 Organizing: Setting Up the Right Buckets

The organization system will not be created all at once, but will evolve with time.

There are seven types of things to keep track of:

1. Project list
2. Project support material
3. Calendar actions and information
4. Next actions list
5. A waiting for list
6. Reference material
7. A Someday/Maybe list

-> You should have hard edges between those categories, as they represent a different agreement we make with ourselves

Now all you need are lists and folders to represent these categories

Organizing Action Reminders

Two kinds of actions:

1. Those to be done on a certain day or time -> Calendar
2. Those which should be done as soon as possible -> Most things

The calendar should only contain hard edges of your day's commitments.

As-Soon-As-Possible Actions can be organized by context

• Where do I need to be to complete this action (Computer, Errands etc.)
• Whom do I need to complete this action (Boss, Coworker, Spouse etc.)

Most common categories of action reminders

• Calls
• At Computer (could be distinguished between online and offline)
• Errands
• At Office
• At Home
• Anywhere
• Agendas (For things to bring up in meetings)
• Read/Review

Include the date in the waiting for items -> This makes it easier to ask for updates or push it forward

Organizing Project Reminders

The items in the project list cannot be done, but act as a reminder for open loops

Also helps to evaluate workload

Getting an inventory of all the projects can bring the following value:

• Critical for control and focus: Open projects can pull on your mind as open actions can
• Alleviates subtle tensions: Simple things can morph into something bigger with time., so having it in the prroject list helps
• Core of the weekly review: The project list provides the base for the weekly review
• Facilitates relationship management: Having an overview of all the commitments that have relevance can be valuable

Where to look for undiscovered projects:

• Current activities: Calendar or action list can give hints about projects
• Higher horizon interests and commitments: Professional goals, company objectives or personal development goals can be projects
• Current problems, issues and opportunities: A problem or issue you identified and want resolved is a project. Opportunities to self-improve or learn can be projects.

Mainting multiple project lists (personal / work) or oganization in to sub project is personal choice, important is to consider all with the same scrutiny during the weekly review

Keep project support material separate to your action and project lists.

Organizing Nonactionable Data

Organizing nonactionable items is important because it can clutter the process

Reference material:

• Highly individual, important to find things

Someday/Maybe:

• Holds everything that is non actionable but might be in the future
• Can be in the form of another list

Sources for Someday/Maybe items:

• Creative imagination: What are the things you really want to do someday if you have time, money and inclination?
• Reasses your current projects: If there is something on the list you don't see getting any attention in the next weeks or months, put it in the someday list

Checklists: Creative and Constructive Reminders

You get more efficient in things if you don't have to spend energy and time on thinking about the involved steps

A lot of tasks don't need a checklist, because they can be managed at hand

Examples of possible check lists:

• Job areas of responsibility
• Travel checklist
• Weekly review
• Year-end activities
• Personal development checklist

8 Reflecting: Keeping It All Fresh and Functional

The system has to be kept up-to-date for it to work

What to Look At, When

First: Look at the calendar to gather the hard landscape

Then: Look at your action list (if organized by context, focus on what you can do in the current context)

Updating Your System

Key to sustainability of the process is the weekly review

The weekly review contains whatever required to get your head empty again

Three steps to get you there:

1. Get clear: Clear up all loose ends from the week. Collect notes, inputs, new projects and action items
2. Get current: Review next actions, review past and upcoming calendar data to identify open actions, review "waiting for" lists for follow ups and project lists for status and actions
3. Get creative: Go through "Someday/Maybe" list, think about new ideas and exciting possibilities

Do the review early in the afternoon on the last work day, take one to two hours for it

The "Bigger Picture" Reviews

The review of life goals, career goals needs to happen regularly, but the frequency is up to you.

These kinds of big picture thoughts are often hindered by the daily life -> GTD should improve that

9 Engaging: Making the Bests Action Choices

What to do at any given point? -> Trust your gut

The Four-Criteria Model for Choosing Actions in the Moment

1. Context What can I do here with the tools I have at hand Since this is the first consideration, organization by context can be helpful
2. Time Available Having a category for small things might help, since they can be tackled in the little "weird time" windows that occur throughout the day
3. Energy Available Keep a list of things that require little mental or creative horsepower
4. Priority Depending on conscious decions about your accountabilities, goals and values

The Threefold Model for Evaluationg Daily Work

Three types of actvities:

1. Doing predefined work
2. Doing work as it shows up
3. Defining your work

Many people let themselves get sucked into the second activity. It is easy to get caught up in this urgency mode, where you just react to incoming requests. If you don't trust your system, you tend to try to complete urgent things coming in immediately because otherwise they get lost.

Interruptions are unavoidable, you can only influence how to deal with them.

Staying busy with only the work at hand will undermine your effectiveness.

The Six-Level Model for Reviewing Your Own Work

• Horizon 5: Life
• Horizon 4: Long-term visions
• Horizon 3: One-to two-year goals
• Horizon 2: Areas of focus and accountability
• Horizon 1: Current projects
• Ground: Current actions

Try to manage all the levels in a balanced fashion

Bottom up often works better than top down -> Start with what's on your mind

Ground:

Make sure the action lists are complete and current

Horizon 1:

Have an up to date and complete project list at hand. Most work required to get into the "mind like water" state is required on this level

Horizon 2:

Make a list called "Areas of Focus" (might be separated into "Professional" and "Personal")

This only has to be reviewed every one to three months

In general, between four and seven key areas of responsibility per scope are normal

This list can act as a kind of triggers list for new actions or projects

Horizon 3 - 5:

Future, direction and intentions are primary on these levels

10 Getting Projects Under Control

What Projects Should You Be Planning?

Projects that still have your attention after determining the next action, often need some more detailed planning -> Set up a next action to start the planning process

Typical planning steps are:

• Brainstorming
• Organizing: When you already have an idea but need to get it into a more structured form
• Setting Up Meetings: To kick start a project, often more people are required
• Gathering Information: Get someones input, look through files, do a search to get a sense of what's happening

Part 3

11 The Power of the Capturing Habit

The Personal Benefit

Capturing anything reliefes your head

Negative feelings arising when capturing work come from breaking agreements with yourself about gettint those things done

The negative feelings can be prevented by:

• Not making the agreement: Try to not take on more than you can handle. Having a good overview of what's on your plate makes it easier to say "No" to new things
• Complete the agreement
• Renegotiate the agreement: Moving an appointment is not breaking the agreement

12 The Power of the Next-Action Decision

"What's the next action?" should be a question which is ALWAYS asked

Should be done as a proactive behaviour, not only in pressure situations

Often, things are stuck because we haven't made a final decision about the next action

Important to end meetings with the "what's the next action" question

13 The Power of Outcome Focusing

Identifying results you want to achieve and define the projects you need to achieve them can be empowering by itself

All principles can also be applied to an enterprise

14 GTD and Cognitive Science

Using your memory as organizing system will lead to your mind become overwhelmed and incompetent -> Use an external organizing system

Completion of unfinished items is not required to relieve that burden on the psyche -> a trustet plan of forward engagement is enough

GTDs emphasis on focusing attention on one task encourages reaching the "flow" state

15 The Path of GTD Mastery

The Three Tiers of Mastery

1. Employing the fundamentals of managing workflow
2. Implementing a more elevated and integrated total live management system
3. Leveraging skills to create clear space and get things done for an ever-expansive expression and manifestation

When the basics are mastered you can shift focus from the mechanics to the results it produces

Mastering the Basics

Capturing everything is a challenge, but required

It's easy to get off track ...

• Not taking time for the weekly review
• Not thinking about actual next actions instead of general tasks
• Not writing everything down

... and easy to get back on!

• Empty your head again
• Clean up your lists of projects and actions

Graduate Level-Integrated Life Management

When the basics are automatic, you can use the system in more flexible and customized ways

Hallmarks to reach the next level of maturity with GTD:

• A complete, current and clear inventory of projects
• A working map of one's roles, accountabilities and interests - personally and professionally
• An integrated total life management system, custom tailored to one's current needs
• Challenges and surprises should trigger utilization of the system instead of throwing you out of it

At some point, projects become the heartbeat of your operational system

Your areas of focus will populate your project list

Postgraduate: Focus, Direction and Creativity

This mastery level involves two key aspects:

• Utilizing your freed-up focus for exploring the more elevated aspects of your commitments and values
• Leveraging your external mind to produce novel value

Once you trust that you will execute anything that lands in your in-tray, you will have the freedom to toss anything in there: New crazy ideas, a book to write etc.

A distraction-free mind won't by itself think about wild success scenaros, you have to direct it