ProductivityThe better you get, the better you'd better get.

Allen says it usually takes between one and six hours to gather everything that needs to be gathered into one’s "in" basket. It’s important to complete all the gathering before the "processing" and "organizing" begins. Although one will be tempted to start the processing while gathering, it’s important not to do so. First, it gives one a sense of just how much stuff there is. Second, the "end of the tunnel" is identified. Third, one can’t process as effectively with the distraction of knowing there is still more stuff to gather.The gathering process should cover one’s physical space, such as desk drawers, countertops, and cabinets. It also includes a "mind sweep" to uncover anything that may be residing in one’s mental space, what Allen calls "psychic RAM".Allen warns that one may feel anxious as all this stuff is made conscious. At the same time, he recommends going for quantity. Finally, once the collection phase is complete, he urges moving on to the next step, since leaving items in the "in" box for too long will cause things to creep back into one’s psyche.

"If the project is off your mind, your planning is sufficient. If it's still on your mind, keep applying the model until it's clear."

Processing doesn’t mean getting all actions completed; it means deciding what to do with each of the items in the "in" box. When this phase is complete, one will have trashed unneeded items, completed any less-than-two-minute actions, delegated, put reminders in one’s organizer of actions one must complete, and identified any projects.Allen provides guidelines for effective processing. First, process the top item first. Resist the urge to pull out the most urgent, fun or interesting item first. Second, process one item at a time. This focus forces the attention and decision-making needed to get through everything. Finally, never put anything back into "in."As each item is reviewed, the key question is, "what’s the next action?" If none, the item is trashed, incubated to a "Someday/Maybe" list or "tickler" file, or put in reference material. If there is an action, make it specific. Then do it (if it takes less than two minutes), delegate it (and add it to the "Waiting For" list) or defer it.

Once processing is complete, one needs a way to organize the output. Allen gives the seven primary places to keep output and tips and tricks on making these places work. These areas include: a "Projects" list, project support material, calendared actions and information, "Next Actions" lists, a "Waiting For" list, reference material, and a "Someday/Maybe" list. These categories should be kept distinct from each other. Allen states these lists are all that one needs to stay organized and advises against trying to prioritize among these lists. Instead, setting priorities is more of an intuitive process that occurs as lists are reviewed.

Allen makes the point that it is as important to organize nonactionable data -- which includes reference material and "Someday/Maybes" -- as it is to manage action and project reminders. Reference systems include general-reference filing, large-category filing, rolodexes and contact managers, and libraries and archives. Most people have 200 to 400 paper-based general-reference files and 30 to 100 e-mail reference folders.For ideas that are not ready for action, one can keep them on a Someday/Maybe list, trigger them on one’s calendar or put them in a "tickler" system. Allen states that it is important not to call the "Hold and Review" pile one’s Someday/Maybe list.

The "Projects" list provides a single place to review all projects for needed actions. One may subdivide projects by categories such as Personal/Professional, and one also may identify subprojects. Allen emphasizes there is no perfect way to track projects; one just needs to know what projects they have and how to find any associated reminders. Allen discusses Project Support Materials and warns against using them as a reminder. He also shares ideas for organizing ad hoc project thinking, where ideas are triggered and one needs to capture the ideas.

Actions that should go on the calendar are ones that must be done on a specific day or time. They may also include triggers for activating projects, events one might want to participate in and decision catalysts. "Next Actions" should be organized by context, such as "Calls", "Errands", and "At Home." The "Waiting For" list should be reviewed often enough to determine if one needs to take any action. Items in one’s "Read and Review" pile and emails that require action are reminders themselves, and Allen recommends pulling emails requiring action to a separate folder in one’s email system.

To keep the system working, it is key that one continues to trust the system. Trust is maintained by keeping the system up-to-date. One needs to decide what to look at and when. Allen suggests the most frequent review will probably be of one’s daily calendar and daily tickler folder. After these, the next actions lists should be reviewed.The key to sustaining the system is the Weekly Review. This process includes whatever is needed to empty one’s head and includes going through the five phases of workflow management. Allen recommends blocking out a couple of hours early every Friday afternoon.

At this point the action is obvious, isn't it ?

* projects: clearly defined outcomes and the next actions to move them towards closure * horizontal focus: reminders placed in a trusted system that is reviewed regularly * vertical focus: informal back of the envelope planning

"If the project is off your mind, your planning is sufficient. If it's still on your mind, keep applying the model until it's clear."

Allen states that a project is sufficiently planned when every Next Action has been decided on every front that can actually be moved on without some other components having to be completed first.

why I need to do this?!?

write down any new projects, action items, etc.

business cards, receipts, etc. - put in in basket for processing

ensure that at least one kick-start action is in your system for each

Mark off completed actions & review for reminders of further action steps to capture

Records appropriate actions for any needed follow-up & check off received items

Check for any projects that may have become active and transfer them to "Projects" & delete items no longer of interest

Browse through all work-in-progress support material to trigger new actions, completions, and waiting-fors