1. P R E S E N T E D B Y I G O R M E L N I C K

2. MODERN BACKGROUND
• Large number of incoming events and tasks
• Many events require immediate reaction and
distract the attention
• Large number of routine tasks
• Open loops
• Dynamic priorities
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3. WHY WASN’T THIS NEEDED BEFORE?
• Targets were defined clearly
• Priorities changed very rarely
• Number of incoming events was smaller
• Immediate reaction was not always crucial
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4. BASIS FOR TIME-MANAGEMENT
1. Write down the actions, don’t hold them in your
head
2. Decide which of them to do next
3. Do what you wrote down
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5. GOAL OF GTD
Before using GTD:
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6. GOAL OF GTD
After using GTD:
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7. OPTIMIZING TIME MANAGEMENT WITH GTD
3 stages of GTD:
1.Collect
2.Process
3.Do
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8. 8

9. COLLECT
• Our memory can hold up to 7 big objects (in
average)
• If head is filled with garbage, some things
usually get forgotten
• Trying to memorize everything leads to delays
in work
• Using “external storage” helps to keep memory
free
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10. 1. COLLECT
Phone calls
Notes
Emails
Own ideas
Inbox
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11. 11

12. 2. PROCESS
Main question: what is the next step?
Processing inbox allows to define
roadmap and set targets.
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13. YES
• Multistep:
• turn into project
and start over
• Singlestep:
• Defer it
• Delegate it
• Do it
NO
• Trash
• Incubate
• Reference
2. PROCESS. IS IT AN ACTION?
Pre-defined work
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14. 2. PROCESS
Selecting next action from pre-planned
1. Context
2. Time
3. Resources
4. Priorities
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15. 2. PROCESS
1. Context.
Question: What can I do?
Pick something possible to do in my environment
2. Time.
Question: What can I do in the time I have?
Pick something I can work on constructively within my timeframe
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16. 2. PROCESS
3. Resources.
Question: What do I have energy to do?
Pick something which I can do successfully, with energy and
attention I have.
4. Priorities.
Question: Among the tasks I chose, what is more important?
Pick something that might be more important.
(notice, this is the last factor, not first!)
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17. 17

18. 3. DO. UNPLANNED WORK
• Is unscheduled
• May or may not be the action to do in the
moment
• Must be evaluated against total work inventory
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19. 3. DO. PRE-DEFINED WORK.
All undone actions and projects.
Completing more tasks brings greater ability to:
• manage multiple commitments
• negotiate change
• think on higher level
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20. HORIZONS OF FOCUS
Determine period of time and depth of
integration.
Start from “on the runway”
End with “ultimate purpose”
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21. HORIZONS REVIEW
Runway Calendar Agenda for the day
Actions What else needs to be done
10 000 Projects Short-term commitments
20 000 Responsibilities Ensuring the balance
30 000 Goals Being on track to get what is needed
40 000 Vision Inspiration and long-term direction
50 000 Purpose Major decision to make
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22. SUMMARY
W I T H O U T G T D
• Driven by latest and
loudest
• Unsure about actions
taken
• Unaware of actions
taken
• List of actions is
incomplete and out of
date
W I T H G T D
• Trust the judgment
because of full and up-
to date action list
• Horizons of focus are
in focus and integrated
• Intuition is in play,
vision sharp, decisions
are clear and psyche
is relaxed
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23. I did

24. QUESTIONS?