Revision as of 15:47, 19 May 2019

Developed by Federica Menti

This article aims to critically present the time management method Getting the Things Done, analyzing its application on projects management and overall limitations and benefits.

Getting Things Done (GTD) is a time management method for personal productivity improvement that aims to minimize stress while maximizing productivity. GTD was first presented, in 2001, in the bestseller book “Getting Things Done” ^[1] by the coach and management consultant David Allen.

After giving an introduction on GTD method for personal productivity, the article will discuss its application in the field of Project Management. The paper will then conclude commenting on the benefits, the limitations and the critique surrounding the method.

Background

To make the article content clear for all readers, some definitions will be presented hereinafter:

What are time management and time management tools?

Claessens et al. ^[2] refer to time management as "behaviours that aim at achieving an effective use of time while performing certain goal-directed activities". This definition points out that the use of time is not an aim in itself but it focuses on some goal-directed activity, which are carried out in a way that implies an effective usage of time. Time management behaviours comprise: time assessment behaviours, whose purpose is the awareness of past, present, future and the self-awareness of one’s time use; planning behaviours which aim at an effective use of time; monitoring behaviours which focus on observing one’s use of time while performing activities.

A time management tool is a method that aims to perform the three behaviours in the best way in order to maximize the individual’s performance. The last two decades have seen an explosion of methods for “time management”, “task management”, or “personal productivity enhancement” that try to teach efficient routines for dealing with information overload, tasks to be carried out and limited amount of time. ^[3]

What is a project?

According to Project Management Institute (PMI) standards in the PMBOK® Guide ^[4], a project is a temporary endeavor undertaken to create a unique product, service or result. Projects are undertaken to fulfil objectives by producing tangible or intangible deliverables. Objectives are outcome toward which work is to be directed, a strategic position to be attained, a purpose to be achieved, a result to be obtained, a product to be produced, or a service to be performed. Deliverables are any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project.

Getting Things Done

Getting Things Done for managing individual productivity

Getting Things Done (GTD) is a time management method which goal is enhancing personal productivity while reducing the stress caused by information overload. Allen refers to the concept “mind like water”: the stress-free mental state that a person should reach when his/her task management system is well organized.^[1]

The method is based on the acknowledgement that life has become increasingly complex and the challenge of juggling tasks from personal life, work and social duties is causing a lot of stress on individuals. The central idea of the methodology is capturing and gathering all the items that can potentially distract the method’s user in an external memory (file system) in order to help the user to focus on the present task and to work more productively. The material recorded in the file system will then be divided into smaller work items and analysed.

To successfully capture all the diverting elements, GTD provides a combination of tips and tools (i.e. calendars, to-do lists, note-taking devices). Most of these tools and tips are of common use, but what GTD adds is a method to use them systematically together. The general gist is illustrated in Figure 1, which summarizes the process of collecting and organizing incoming information into a set of action categories. It can be noticed that the focus is on doing the actions that best match the affordances and constraints of the present situation first, rather than the actions with the highest priority.^[2]

Getting Things Done consists in five steps to be followed by the users:

1. Capture: the user collects what has his/her attention using in-basket, notepad or voice recorder.
2. Clarify: analyze the material collected in the previous step and assess whether an item is actionable, meaning that it requires the user to perform an action. If an element is not actionable, the method involves three possibilities: eliminate the item; incubate it for possible later implementation or reference it, which means that the element can be stored to be consulted in the future.
3. Organize: create lists/categories to gather similar items and put action reminders to each of them.
4. Reflect: review the lists frequently to update and clean them. There are two time-horizons of reviewing: a Daily review, which addresses the Calendar and Next Actions list, and the Weekly Review, that is a more in-depth review of all the actionable files. The reviewing phase is crucial to remind what still needs to be done and preserve the feeling of control and goal-directedness.
5. Engage: Use the system to take actions.

Three models are proposed to decide which action to perform. The first is the “Four-criteria Model for Choosing Actions in the Moment”, which advises to choose the next action to execute by considering the following factors in order: Context, Time available, Energy available, Priority. (The model will be deeper explain in Section 2.2.1). The second model, "The Threefold Model for Evaluating Daily Work” proposes three different approaches to deal with work:

• Do work as it shows up, which means the tasks are accomplished as they appear;
• Do predefined work, which implies performing the task by following a to-do list formerly created;
• Define your work, which suggests that before performing any tasks it should be identify what needs to be prioritize and accomplished urgently.

The third model, “Six-Level Model for Reviewing your own Work” helps to clarify the individual’s goals and values for different terms and time-spans to ensure the work performed is actually meaningful.

Getting Things Done applied to Project Management: The Five Phases of Project Planning

Even if it was originally born as a time management tool for personal productivity, GTD methodology, as affirmed by the author himself, can also be applied to Project Planning. David Allen dedicated an entire chapter (Chapter 3 – Getting Projects Creatively Underway: The Five Phases of Project Planning ^[1])on the topic, focusing on the challenge of transforming a large project into specific actionable tasks. It basically breaks down to five pieces: figuring out the purpose of the project, determining what it is wanted the outcome of the project to be, brainstorming how to get there, organizing the material from the brainstorming into some sort of plan, then pulling out specific action items from that plan. ^[5] This subdivision is built on the Natural Planning Technique: the idea of “thinking in an informal way”, following the natural structure of how human brain plans and thinks. Even if this should be the innate way to manage a project, in most of the cases it is not the approach people follow when they consciously try to get a project under control. The main advantage of this basic model is that it allows to constantly maintain maximal levels of productivity and monitoring with minimal effort. It is simple to understand and easy to implement. The five steps that mirror the brain approach are the following ones:

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

They will be discussed below.

Defining purpose and principles

The purpose provides the juice and the direction, while principles define the parameters of action and the criteria for excellence of behavior ^[1]. Outlining the purpose of the project is important since it is the prime directive for clarity, creative development and cooperation. As a matter of fact, having a precise scope helps to align resources, to motivate and to reach successful performance. Answering the fundamental question “Why?” is the way to define the reasons behind the project, and so to formulate good purpose statements. It is extremely important that the statement of the purposes is clear, precise and not vague. Setting principles creates the boundaries of the plan, and their violation results in unproductivity, distraction and stress. Most of the time the principles are established unconsciously, however, is a good practice to explicitly point them out. A good way to do it is by completing the following sentence: “I would give others totally free rein to do this as long as they. . .- what?"; examples can be: “As long as they stayed within rules and budget" or "As long as they satisfy the client".

Outcome visioning

To visualize an outcome is about imagining and picturing how the future desired result of the project can look like. The question to answer in order to do it is: “What will this project look like when it's done?”. An outcome can consist of simple statements or of a complete depicted future scene of the project. Creating an outcome means to constantly define (and redefine) the result that is trying to be accomplished, and to consistently reallocate resources toward getting these tasks completed as effectively and efficiently as possible.

Brainstorming

Brainstorming is a general data gathering and creativity technique that can be used to identify risks, ideas or solutions to issues by using a group of team members or subject-matter experts ^[4]. The ideas brainstorming is part of the natural creative process that happens to find a way to reach the desired results defined in the previous phases. Brainstorming can be individual or collective, structured by specific techniques or completely free. However, what is most important is that it should be always conducted giving permission to capture and express any ideas, and then later on figuring out how it fits in and what to do with it. If during the brainstorming process it is noticed that sight of the project’s aim has been lost due to fuzzy thinking, it is necessary to go back to previous phases and to make sure the purpose, principles and outcome are clear.

Organizing

Once collected a sufficient number of ideas, it is necessary to organize them. This means to try to identify components and subcomponents, sequences, events, and/or priorities. It can be useful to utilize structuring tools, such as informal bullet points or more sophisticated project-planning software, to outline the hierarchical structure of components and subcomponents. Also, GANTT-type charts can be beneficial to show project’s stages laid out over time, with independent and dependent parts and milestones identified in relation to the whole.

Identifying next actions

Specifying the next action on projects in any situation is fundamental to maintain a relaxed control. The final stage of planning concerns decisions about the allocation and reallocation of physical resources to allow the real progress and advancement of the project. The question to ask in this phase is: "What's the next action?". A decision must be taken on next actions for each of the project’s parts and on the next action in the planning process. David Allen has individuated a framework that can help in deciding the next actions: The four-criteria model for choosing actions.

The four-criteria model for choosing actions

The four-criteria model for choosing actions states that actions are decided based on four factors: Context, Time available, Energy available, Priority. Only activities that can be done in the physical context should be incorporated in the action list and, therefore, selected among the options. The question needed to be answered to point them out is: “What action could possibly be done, in this place, with the tools available?”. The second factor is time availability: in choosing the next step should be taken into account how much time is available before another pre-planned action or activity starts. This means that choosing a 3 hours long activity is not convenient if only a slot of 30 minutes is usable. Also, human resources’ energy level should be taken into consideration: action should be chosen weighting the mental effort required and the vitality level of the personnel. If the staff is in low-energy states, easy and not demanding activity should be assigned, in this way the level of productivity stays high. The last fact to consider is priority: after applying the three previous criteria, action should be selected among the remaining options, based on what it is more important and urgent to do. A project is considered sufficiently planned for implementation when every next-action step has been decided on every front that can actually be made proceeded without some other components having to be completed first. If the project has multiple components, each of them should be assessed appropriately by asking, "Is there something that anyone could be doing on this right now?". In case new elements to be planned will emerge, the next step needs to be drafting new ideas and clarifying who is responsible for the next action.

References

1. ↑ ^{1.0 1.1 1.2 1.3} David Allen, Getting Things Done: The Art of Stress-Free Productivity, Penguin, 2001,
2. ↑ ^{2.0 2.1} Brigitte J.C. Claessens, Wendelien van Eerde, Christel G. Rutte, Robert A. Roe, ‘’A review of the time management literature’’, Personnel Review, 2007, Vol. 36 Issue: 2, pp.255-276, https:// doi.org/10.1108/00483480710726136
3. ↑ e.g. Stephen Covey, A. Roger Merrill and Rebecca R. Merrill, ‘’First things first’’, Simon & Schuster, 1994
4. ↑ ^{4.0 4.1} Project Management Institute, Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6th Edition, 2017 https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-
5. ↑ Trent Hamm, Review: Getting Things Done, The Simple Dollar, 2006, https://www.thesimpledollar.com/review-getting-things-done/