Getting Things Done (GTD)
Getting Things Done (GTD) is an integrated life-management system developed by David Allen in the late 1900’s and early 2000’s and first published in the book Getting Things Done – the art of stress-free productivity in 2001. The system incorporates a horizontal focus for processing, organizing and reviewing everything that requires attention through a Five steps for mastering workflow, and a vertical focus for project planning through the Five Phases of Project Planning. Implementing and practicing the Getting Things Done methodology should result in the practitioners becoming more productive and creative by using an external memory and by obtaining a complete overview of current commitments and projects.[1]
The vertical focus of Getting Things Done will briefly be described, but the emphasis in this article will be placed on the horizontal focus going in depth with the practices as well as describe its limitations.
The described practices is based on the second and newest edition of David Allen’s Getting Things Done – the art of stress-free productivity published in 2015.
Why use Getting Things Done?
The principle behind the practices of Getting Things Done is that the work and personal life of people are constantly changing and involves an information overload that no system can describe or coordinate. To cope with the complexity, Getting Things Done implements a full methodology for the users to manage current commitments while registering and organizing new opportunities or other items that requires attention in an external memory.[1]
The practices of Getting Things Done are structured in a horizontal focus for every aspect of work and personal life and a vertical focus for narrowing down a single project. The horizontal focus is implemented through the Five Steps of Mastering Workflow: (1) to capture every item that has attention, (2) to clarify what the item means and what the next actions should be, (3) to organize the next actions in an external memory, (4) to reflect on the items in the external memory, and lastly (5) to make decision about what items to engage with.[1]
The vertical focus should assist the user in getting a project under control, finding a solution, or ensuring that the right actions are planned. The vertical focus is implemented using the Natural planning model and the Five Phases of Project Planning: (1) defining the purpose and principles, (2) outcome visioning, (3) brainstorming, (4) organizing, and (5) defining next actions. The focal point of this article will be the horizontal focus.[1]
The promise – mind like water
Allen argues for the need of an external memory since “the mind is for having ideas not holding them”. (XXXXX) Thus, if someone is able to empty their mind from everything that requires attention, according to Getting Things Done, they should become more creative, productive, and confident in that everything they are doing at any time is exactly what they should be doing at that time. Therefore, by implementing the practices of Getting Things Done it should be possible to gain a mind like water: “Water is what it is, and does what it does. It can overwhelm, but it’s not overwhelmed. It can be still, but is not impatient. It can be forced to change course, but it is not frustrated”.
The relevance for project, portfolio, and program managers
The standards for project, program, and portfolio management sets out specific responsibilities and set of skills required of a project, program, or portfolio manager. All the managers must be able to process a great amount of relevant and irrelevant information about the project, program, or portfolio, while ensuring that complex, dynamic and interconnected activities are executed and organized in an appropriate manner. (XXXX)
The practices of Getting Things Done are both relevant for the managers’ work as well as their personal life. The Five Steps of Mastering Workflow offers a systematic approach for the project, program, or portfolio manager to process, store, and review items from the constant information flow in an external memory. In addition, will application of the practices ensure an active management of the interconnected system of activities by forcing the managers to think of the next action and to implement an overview of all delegated actions. Lastly, applying the practices to every commitment in the manager’s life will enable the manager to stay on top of things, empty the mind, and thereby become more productive and creative. Cite error: Closing </ref> missing for <ref> tag
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