So far it’s reading well. With GTD, I was very struck from the outset with the immense value of being able to identify which of my “To Do’s” were actually projects, and not single tasks.
Recognising projects neutralises those tense balls of confusion that used to surround certain “To Do” items.
Armed with this insight, I began to read around the topic of projects and project management.
Although GTD provides a method for recognising projects, defining outcomes, and specifying the next step, it’s probably up to us to address the main area of project management skills, theory, etc. (David does supply an excellent checklist for project planning by the way). For example, even if my “next action” list tells me that the next action on a project is to phone Mike for prices, I would still prefer to have an overall project plan as well.
I think GTD tends to imply that things will get done when we can get to them. I know this is NOT the message of GTD, but nevertheless, when you add in the realities of fixed deadlines and other people’s logistics to a project, it does seem to add some more 3-D reality to the picture.
In its bibliography, “Managing Multiple Projects” sings the praise of GTD, and recommends it as a primer to be read before “Managing Multiple Projects”. I would prefer GTD to be referred to as the book to be read in sequence before “Managing Multiple Projects”, because they deal with two separate stages: firstly recognise and define projects, secondly manage them.
So far I have only read the sections containing general principles of project management. They have already mentioned their key concept of how reliability will win out over brilliance if the brilliance is not reliable, (the cheese burger paradox).
I also like their idea of scheduling a reminder to yourself to refer to a standard checklist every so often. E.g. once a month, check to see if engine oil needs to be changed.
Will keep you posted.
(An interesting aside: Tom Peters is a massive fan of projects. Far from seeing them as just bunches of linked tasks, he sees them as platforms from which to demonstrate how good we are at our jobs. His “The Project 50” is a good place to start, but he has been writing about projects since “Liberation Management” in 1992. His upbeat attitude links nicely with GTD in that it gives zumpf to the projects we recognise and define. I think at one point he even says you ARE your projects!)
Dave
P.S. I would welcome any criticism of my interpretation of how GTD deals with the topic of project management – does deal with project management in more depth than I have said above?
