rmjb
Registered
Hello everyone,
GTD has an admittedly loose definition of a project, being anything that takes more than one step to complete. This is a valid definition for GTD since you want to ensure that there is always a next action in the system to move the project toward the desired outcome.
What this results in, however, is a listing of projects of wildly varying complexity... from "Change tyres on the car" to "Renew this maintenance contract" to "Complete my MBA" to "Read Making it All Work" to "Execute exit for my startup". All of these require more than one step to complete, but they are all of different priorities.
What stood out for me when I got into GTD is that is discarded the mainstream concept of priorities; there is no High, Medium, Low or A, B, C. Instead it recommends the three-fold nature of work, working with contexts (place, energy, tools, etc.), and the higher horizons; and by practising these regularly in the daily and weekly reviews, and in periodic higher horizons reviews, you would build up the ability to trust your gut.
What I find actually happening though is that I have so many "active" projects, that by the time I get to that step in the weekly review in the get current phase, I'm overwhelmed, and "Complete my MBA" gets the same level of attention as "Change tyres on the car". How do you prioritize projects in your system?
- Richard
GTD has an admittedly loose definition of a project, being anything that takes more than one step to complete. This is a valid definition for GTD since you want to ensure that there is always a next action in the system to move the project toward the desired outcome.
What this results in, however, is a listing of projects of wildly varying complexity... from "Change tyres on the car" to "Renew this maintenance contract" to "Complete my MBA" to "Read Making it All Work" to "Execute exit for my startup". All of these require more than one step to complete, but they are all of different priorities.
What stood out for me when I got into GTD is that is discarded the mainstream concept of priorities; there is no High, Medium, Low or A, B, C. Instead it recommends the three-fold nature of work, working with contexts (place, energy, tools, etc.), and the higher horizons; and by practising these regularly in the daily and weekly reviews, and in periodic higher horizons reviews, you would build up the ability to trust your gut.
What I find actually happening though is that I have so many "active" projects, that by the time I get to that step in the weekly review in the get current phase, I'm overwhelmed, and "Complete my MBA" gets the same level of attention as "Change tyres on the car". How do you prioritize projects in your system?
- Richard