Free Getting Things Done by David Allen Page A

conversations you will have about your focus and your priorities may not fit exactly to one horizon or another. They can provide a useful framework, however, to remind you of the multilayered nature of your “job” and resulting commitments and tasks.
    Obviously, many factors must be considered before you feel comfortable that you have made the best decision about what to do and when. “Setting priorities” in the traditional sense of focusing on your long-term goals and values, though obviously a necessary core focus, does not provide a practical framework for a vast majority of the decisions and tasks you must engage in day to day. Mastering the flow of your work at all the levels you experience that work provides a much more holistic way to get things done, and feel good about it.
    Part 2 of this book will provide specific coaching about how to use these three models for making action choices, and how the best practices for collecting, processing, planning, organizing, and reviewing all contribute to your greatest success with them.

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    Getting Projects Creatively Under Way: The Five Phases of Project Planning
    You’ve got to think about the big things while you’re doing small things, so that all the small things go in the right direction.
    —Alvin Toffler
    THE KEY INGREDIENTS of relaxed control are (1) clearly defined outcomes (projects) and the next actions required to move them toward closure, and (2) reminders placed in a trusted system that is reviewed regularly. This is what I call horizontal focus. Although it may seem simple, the actual application of the process can create profound results.

Enhancing “Vertical” Focus
    Horizontal focus is all you’ll need in most situations, most of the time. Sometimes, however, you may need greater rigor and focus to get a project under control, to identify a solution, or to ensure that all the right steps have been determined. This is where vertical focus comes in. Knowing how to think productively in this more “vertical” way and how to integrate the results into your personal system is the second powerful behavior set needed for knowledge work.
    The goal is to get projects and situations off your mind, but not to lose any potentially useful ideas.
    This kind of thinking doesn’t have to be elaborate. Most of the thinking you’ll need to do is informal, what I call back-of-the-envelope planning—the kind of thing you do literally on the back of an envelope in a coffee shop with a colleague as you’re hashing out the agenda and structure of a sales presentation. In my experience this tends to be the most productive kind of planning you can do in terms of your output relative to the energy you put into it. True, every once in a while you may need to develop a more formal structure or plan to clarify components, sequences, or priorities. And more detailed outlines will also be necessary to coordinate more complex situations—if teams need to collaborate about various project pieces, for example, or if business plans need to be drafted to convince an investor you know what you’re doing. But as a general rule, you can be pretty creative with nothing more than an envelope and a pencil.
    The greatest need I’ve seen in project thinking in the professional world is not for more formal models; usually the people who need those models already have them or can get them as part of an academic or professional curriculum. Instead, I’ve found the biggest gap to be the lack of a project-focusing model for “the rest of us.” We need ways to validate and support our thinking, no matter how informal. Formal planning sessions and high-horsepower planning tools (such as project software) can certainly be useful, but too often the participants in a meeting will need to have another meeting—a back-of-the-envelope session—to actually get a piece of work fleshed out and under control. More formal and structured meetings also tend to skip over at least one critical issue,