I am always tweaking and updating the approach I take to planning and GTD. It is of utmost importance to me that my system be easy to use. If it’s not easy to use, it’s going to take away time that should be going to execution. And, it creates drag.

Here’s my criteria for determining if my approach to managing projects and actions and so forth is simple enough: When my son is 10 years old (right now he’s 6), will he be able to use a reduced form of my system to get things done (homework, etc.)? If not, it’s not simple enough.

That’s one of my guiding principles as I continually seek to refine and improve upon my methods for getting things done most effectively.

Right now, I’m thinking through ways to make the GTD contexts more effective. For example, “@errands” and “@agendas” work like a charm.

But I typically find “@phone” to simply be an excuse to put off making phone calls that are going to take up more than a small amount of time. Further, I always have my phone with me, and segmenting actions into a context doesn’t seem as valuable when you are always in that context. Likewise, “@computer” isn’t super helpful to me, because so many things fall under that context, and I almost always have my computer with me as well.

So that’s a key issue I’m thinking through again right now. I hope to come up with something that will be powerful enough for adults in high-stress, demanding situations and yet simple enough for my son when he is ten.

If you have some innovations here that you’ve found promising, please send them my way. I’ve been trying out various ideas for a while, and hearing what some of you have done would be really helpful to add to the mix.

In general, I highly discourage putting information or things you need to act on into piles. Filing is more organized and easier, if done right. But there are some exceptions. Here is a breakdown on when to file and when to pile.

When to Pile

Create piles for things that you are working on at the moment or will be working through in the next few hours. Used in this sense, piling becomes a fairly simple and effective a way of organizing your workflow.

Here is an example. I was just going through my inbox at home yesterday. It included some ideas I had written down on paper (normally I try to put ideas I want to do something about directly into OmniFocus as inbox items electronically, but sometimes it works best to jot them down on paper), receipts that needed to be entered into Quicken, some bank statements to reconcile, various small 4-minute-or-so actions, and various things to file.

I could have deferred most of these actions and put them into the set of pending files that I have for my routine actions. But there was quite a bit of stuff, and I wanted to do all these actions right away to get them over with. So I created a pile for each type of action and sorted the items into those piles as I processed my inbox.

Here are the piles I created: Receipts to enter, notes to process, bank statements to reconcile, bills to pay, things to file, and “other small actions” to take. Then I went through the piles one by one and took care of everything in them (entered all the receipts into Quicken, paid any bills and set up auto payment for the ones I could [we just moved], processed the ideas into projects and actions, and so forth).

Piles are effective in situations like these because they are temporary. It is helpful to have your work laid out and visible before you. Then you go from one pile to the next until you are done.

But piles are ineffective if you keep them longer than a few hours. The key is to get through them right away, not let them sit for days. If you do that, the actions get stale — unless you turn to filing.

When to File

If you are going to defer working on a group of items, then they should go into a file, and the action to complete those items should go on your next action list. I’ve noticed some routine types of actions that recur every time I go through my inbox: receipts to enter, ideas to process, and so forth — basically the piles I listed above. So I have created a set of files that correspond to these types of actions.

I call these “pending files.” They are holding tanks for work I am going to be attending to shortly. In the example above, I wanted to deal with all the actions coming from the processing of my inbox right away. So I created piles and worked through them immediately. But if I had wanted to defer those actions, I would have just put them into the appropriate pending files. To make sure I wouldn’t forget to actually deal with the items in those files, I have a weekly task to empty each of them completely (every Saturday morning).

For stuff that doesn’t fall into a routine pending file, I have a “catch-all” pending file called (creatively), “general.” Whenever there is support material I need for any action not covered by one of my routine pending files, I put the support material into the “general pending” file and then put the action on my next action list (and make note that the support material is in pending).

For example, if I get a long contract I need to review at work before signing, and I don’t have the time to review it right away, I’ll put the contract in my “general pending” file and then create a next action to review the contract. I would not, on the other hand, just leave the contract on my desk as a “reminder.”

It is an important principle that you should manage your actions from a list (with any needed support material in a file), not from piles — with the one exception being when you are going to work through the piles right away.

This discussion has focused on filing vs. piling when it comes to actionable documents. When it comes to storing reference material and project documents, filing without question is the way to go. There is a whole system that can be applied to filing in this sense which I’ll be talking about soon.

A few years ago I was waiting in line for my order at Taco Bell, and I thought to myself “these guys have a better productivity system than I do.”

I had been doing GTD for a while, but things still weren’t clicking. What stood out to me was how simple of a system they had at Taco Bell for processing orders: it just listed the items they had to make for each order.

Very simple. Very, very simple. Here’s what’s intriguing: In the GTD methodology, each of those items in an order is technically a “project” because it involves more than one step. But obviously if the order system had broken those items down into their actual “next actions” (“now grab a handful of cheese, then a cup of chicken and put it in the tortilla”), you would have chaos and confusion.

The problem is that that is exactly the way I had been handling my next actions list. I was dividing tasks up into pieces that were way too granular. Since in GTD your “next actions” are on a different list from your “projects,” this was really confusing — I couldn’t keep track of which actions pertained to which projects. Further, after completing an action, the natural thing would be to do the next “action” on the project — but my system didn’t facilitate this, because each project only had one action on my next action list. So instead of moving ahead on the same project after completing an action, I’d move on to a different project — highly inefficient and scattering to your efforts.

This was a mess. I don’t blame GTD for this — nothing in it says that you need to get this granular. But it sure sounds that way at first. It is easy to implement GTD wrongly by making your actions too granular.

There are a lot of solutions here that make GTD much more effective, even if you haven’t been taking things to the granularity that I was. Sometime soon I plan on writing something fairly comprehensive on this.

But in the meantime, the most significant solution is what I took away from the cooks at Taco Bell: I started defining my next actions not according to real specific steps (highly literal “next actions”), but according to what I can accomplish in one sitting.

In other words, I don’t always ask literally “what’s the next physical action I can take here,” because that can really make things overly-specific. Rather, I ask “what is the outcome I can accomplish here in one sitting.” The result is that many things that would have otherwise been projects actually become straight next actions, thus de-cluttering my projects list. Projects become more the multi-step things that need to be done over the course of several days.

So there has been a shift in my thinking, in part, from defining projects as “multi-step outcomes” to “multi-step outcomes that I won’t do in one sitting.” And when defining a next action for a project, I try to actually create an action that will trigger a series of steps, not just one, by asking “what can I do in one sitting,” rather than “what’s the next specific, literal thing this project requires.”

This is like Taco Bell: You see “make steak taco” and you make the taco. Very simple. But if your next action list is at the level of “put in the cheese, add the meat, etc.,” that’s just tough.

(BTW: The folks at Taco Bell on Franklin Ave in Minneapolis are some of the fastest I’ve ever seen. Way to go!)

David Allen talks about viewing your work both horizontally and vertically.

The horizontal perspective is the process for actually carrying out your work — the five stages for executing your workflow. The vertical perspective pertains to how you define your work.

Allen uses an aerospace analogy to illustrate the six horizons from which to view our work. He defines them in this way (see Getting Things Done, page 51):

1. Runway: Current actions.
2. 10,000 feet: Current projects.
3. 20,000 feet: Areas of responsibility.
4. 30,000 feet: One- to two- year goals.
5. 40,000 feet: Three- to five- year vision.
6. 50,000 feet: Life (mission/long-term vision/values)

Each horizon “drives” the items at the level beneath. In other words, if you want to know where most of your next actions are coming from, there is probably a project (multi-step outcome) at the level above creating them. Likewise, if you want to know where your projects are coming from, there is probably an area of responsibility or larger goal at the level above creating most of them.

I have some nuances to bring to the exact way we should define these horizons, and a new horizon to introduce (the concept of operations, which fits in one way or another within areas of responsibility), but for now it is simply helpful to observe that we need to think of our work in terms of multiple horizons.

The upshot is this: If you want to get something accomplished, you need to break it down into its next-level components. For example, if you have a goal that you want to accomplish (30,000 foot level), you can’t just write it down somewhere and forget about it. Instead, you need to create a project or two (10,000 foot level) whose accomplishment will bring you closer to reaching your goal.

Likewise, when you have a project to accomplish (10,000 foot level), you need to determine what the next concrete actions are (runway level) that will bring you closer to completing your project.

Breaking things down to the next level beneath is a fundamental principle for getting things done.

I just got an email notifying me that a new account has been set up for me at a new Basecamp site we’re using to manage some projects.

Basecamp actually has an RSS feed you can subscribe to in order to stay up to date on your projects. Nice.

But a lot of sites that we need to use frequently in our work or regular life don’t have this. For example, to review and analyze our Google Analytics reports, I go to the actual site. Likewise with any agenda lists we keep online, financial sites, and other such stuff. Everybody has a bunch of stuff like this.

Here’s what I do when there is a site that I need to use frequently like this.

First, after I’ve created my account, I put the username and password in my passwords document. Even though Firefox (or IE if you use that) stores the passwords, sometimes the browser just won’t fill them in for me (this mostly happens with financial sites). This is also important for when the time comes that you switch computers, or browsers, and all that data doesn’t transfer in your browser.

My passwords document is a bit of a frustration because it is 16 pages, but it is simple. Each site is given a bold heading, then the username and password are underneath. There are some applications that seem to manage passwords well (like 1Password), but I haven’t taken the time yet to seriously compare how much time that would actually save me versus this document. (Also, don’t forget to password protect your password document!)

Second, I add the site to my bookmarks. The important thing here is to have your bookmarks organized well so that they are actually useful. If they aren’t organized well, they aren’t useful and you probably ignore them. See my previous post on how to organize your bookmarks for immediate access.

Third, this usually isn’t enough to remember to actually use the site. Often times the work itself contains natural reminders that will drive me to the site (as it is with Basecamp), and in those cases no further action is needed. But often times there needs to be some trigger reminding me to go check it.

For example, there is no natural trigger that sparks me to check our web stats every day. Some people are really good at just remembering the things they need (or want) to do every day. I’m not like that. When there are more than about 3 things I need to make sure and do every day or semi-frequently, I’m not going to remember to do them spontaneously. So I build them into my routine.

I have a daily routine that I go through every morning (with some exceptions) that contains the most basic things I want to make sure and do every day. One item in my routine is to process my email to zero. Another is to check our website reports (or, it used to be, until my role changed, although I should get back to doing that daily).

So if I’m going to need to review the site daily, I’ll put it in my daily routine. If less frequently, then I put it into my schedule for whatever frequency seems best (weekly, or whatever). And again, if other actions I take will naturally lead me to use the site (for example, paying bills each month naturally leads me to go to my credit card site), then it doesn’t need to go in the schedule, but having the site in your well-organized bookmarks is crucial.

The key principle here is: Don’t rely on your mind to remember to remember something, even your routines. Create a trigger. Sometimes the nature of your work will serve as the trigger, but when it doesn’t, put it in your schedule. Then use your mind for more important things than “remembering to remember,” like creativity and high-level planning and actual implementation.

Here’s one of the most basic productivity functions of all, and yet probably most of us never think about how we do it: Getting the mail.

I actually have to go get the mail right now. Why don’t I go do that, and then I’ll come back and summarize how I go through it.

Processing the Mail is the Same as Processing Your In-Box

OK, here we go. First, I’d normally actually just put it in my in-box, since it’s the middle of the afternoon, and process it the next time I process my in-box. And that’s the first point: The mail is just another form of input to be processed along with every other form of input you get. So in one sense I could stop this post right now, because getting the mail really reduces to processing your in-box. But, I will continue.

The Three Rules of Processing Stuff

Second, I go through the items one by one (very quickly). Looks like I have about 15 items. David Allen gives the three cardinal rules of processing, which apply here:

1. Process the top item first
2. Process one item at a time
3. Never put anything back into in

The Two Questions when Processing Anything

Third, with each item I ask myself two questions: What is this? and What’s the next action? This is because before you can know what to do with something, you need to know what it is. Once you know what it is, you can determine how to handle it (that is, define the next action).

When No Action is Required

With most stuff, this is easy and takes about 0.25 seconds. Some things have no actions required. For example, an item of junk mail gets trashed.

Handling Quick Actions: The Two Minute Rule

Some things involve very quick actions. With these I apply David Allen’s “two minute rule”: if you can do it in two minutes or less, do it right away. So a newsletter or such from an organization I give to gets a quick look, for example, and then I toss it (or determine the larger action required by it and process it accordingly).

Handling Longer than Two Minute Actions

Then there are some things that involve more than 2 minutes of action. I have something in this category before me right now: the statement for my money market account. I have actually noticed that 90% of my 2-minute plus actions that come up fall into 1 of 6 categories. I’ve set up a group of pending files for these: bills to pay, notes to process, receipts to enter, other financial to enter, to read, and to file. This one falls into the “other financial to enter” category—I need to reconcile this with my Quicken–, so I put it in that file. (I go through those files every Saturday, by the way—I wouldn’t put anything in an action file without a regularly scheduled task to actual dispense of those actions. I put these regularly scheduled actions on my “action calendar,” which I’ll talk about down the road)

Now I have before me two post cards that the grandparents sent to our kids (ages 5 and 3) while they were on their trip to DC. I put these to my right in a temporary “out” pile, which is where I put stuff that I need to give to my wife or kids or take somewhere else in the house.

The next item is my 2009 vehicle tabs. Here I have two things to do: The stickers themselves go in my “out” box, and I will put them on my car when I take that stuff to where it goes. But I also want to keep the registration card that came with them, so I put that in my “to file” pile.

The next item is something from Dish Network saying I have to upgrade my DVR with these new smart cards they’ve sent, or it will stop working in two weeks. Good grief. This is why life is so complicated and we need productivity systems in the first place.

Now I have my IRA statement. There is a newsletter with an article on “what you need to know about bear markets,” which I’ll give 10 seconds to. There is also an update to the “custodial agreement” (whatever that is). In previous years I probably would have filed that with my IRA stuff, but I’m getting tired of the information glut, so I’m just going to throw that away. I put the actual statement into my “other financial to enter” file.

Now I have my mortgage statement. We’re not on automatic withdrawal because we plan on moving soon and I wanted to save the time of setting that up. Not sure if that actually saved me time, but oh well. I put the bottom portion in my “bills to pay” file and the actual statement in my “to file” pile.

There are a few magazines that I put in my “to read file,” and now I’m done. Now what I’m going to do is quickly take my “out” stuff where it goes (put the post cards for our kids in my wife’s in box, the tabs on the car, and that smart card in my DVR), file my “to file” stuff, and get on with my day. On Saturday morning I’ll clear out the two minute plus actions that I put into my “other financial to enter” and “bills to pay” files.

Nothing this time involved a project (a more-than-two-action outcome) or had to go on my next action list. Down the road I’ll be posting some about those lists and how to use them effectively.