IncompletIon tr Igger lIst

What do you have attention on?

professional

Projects started, not completed tiatives, leadership, succession planning, culture

Administration
Projects that need to be started legal issues, insurance, personnel, staffing,
policies/procedures, training
“Look into” projects
Staff
Commitments/promises hiring, firing, reviews, staff development, com-
munication, morale, feedback, compensation
to others
boss, partners, colleagues, subordinates, others Systems
in organization, other professionals, customers, phones, computers, software, databases, office
other organizations equipment, printers, faxes, filing, storage, furni-
ture, fixtures, decorations, supplies, business
Communications to make/get
cards, stationery, personal organizers
calls, e-mails, voice mails, faxes, letters, memos
Sales
Writing to finish/submit customers, prospects, leads, sales process, train-
reports, evaluations, reviews, proposals, articles, ing, relationship building, reporting, relation-
marketing material, instructions, summaries, ship tracking, customer service
minutes, rewrites and edits, status reporting, Marketing/promotion
conversation and communication tracking campaigns, materials, public relations
Meetings Waiting for
upcoming, need to be set or requested, need to information, delegated projects/tasks, pieces of
be de-briefed projects, replies to communications, responses
Read/review to proposals, answers to questions, submitted
books, periodicals, articles items for response/reimbursement, tickets, ex-
ternal actions needed to happen to continue or
Financial complete projects . . . (decisions, changes, im-
cash, budget, balance sheet, P&L, forecasting, plementations, etc.), things ordered
credit line, payables, receivables, petty cash,
Professional development
banks, investors, asset management
training, seminars, things to learn, things to
Planning/organizing find out, skills to develop or practice, books to
goals, targets, objectives, business plans, market- read, research, formal education (licensing, de-
ing plans, financial plans, upcoming events, pre- grees), career research, resume
sentations, meetings, conferences, travel, vacation
Wardrobe
Organization development professional
org chart, restructuring, lines of authority, job
descriptions, facilities, new systems, change ini-

Making It All Work by David Allen—Enhanced CD 2

 IncompletIon tr Igger lIst

What do you have attention on?

personal

Projects started, not completed Waiting for

mail order, repairs, reimbursements, loaned
Projects that need to be started items, information, rsvp’s
Projects - other Home/household
real estate, repairs, construction, remodeling,
organizations landlords, heating and A/C, plumbing, electric-
service, community, volunteer, spiritual organi- ity, roofs, landscaping, driveways, garages, walls,
zation floors, ceilings, decor, furniture, utilities, appli-
ances, lights and wiring, kitchen stuff, laundry,
Commitments/prom places to purge, cleaning, organizing, storage
ises to others areas
spouse, partner, children, parents, family,
friends, professionals Health
Communications to make/get support and maintenance, doctors, dentist, op-
tometrist, specialists, checkups, diet, food, exer-
calls, e-mails, faxes, cards, letters, thank-yous
cise
Upcoming events
birthdays, anniversaries, weddings, graduations, Personal development
outings, holidays, vacation, travel, dinners, classes, seminars, education, coaching, career,
parties, receptions, cultural events, sporting creative expressions
events Transportation
Family autos, bikes, motorcycles, maintenance, repair,
projects/activities with spouse, partner, children, commuting, tickets, reservations
parents, relatives Clothes
Administration professional, casual, formal, sports, accessories,
home office supplies, equipment, phones, an- luggage, repairs, tailoring
swering machines, computers, internet, TV, Pets
DVD, appliances, entertainment, filing, storage, health, training, supplies
tools
Errands
Leisure hardware store, pharmacy, department stores,
books, music, videos, travel, places to visit, peo- bank, cleaners, stationers, malls, gifts, office
ple to visit, web surfing, photography, sports supply, groceries
equipment, hobbies, cooking, recreation
Community
Financial
neighborhood, neighbors, service work, schools,
bills, banks, investments, loans, taxes, budget, civic involvements
insurance, mortgage, accountants
Legal
wills, trusts, estate, legal affairs

Making It All Work by David Allen—Enhanced CD 3

 natur al plannIng model®

1. Purpose/Guiding Principles
• Why is this being done? What would “on purpose” really mean?
• What are the key standards to hold in making decisions and acting on this project? What rules
do we play by?
• The purpose and principles are the guiding criteria for making decisions on the project.

2. Mission/Vision/Goal/Successful Outcome
• What would it be like if it were totally successful? How would I know?
• What would that success look or feel like for each of the parties with an interest?

3. Brainstorming
• What are all the things that occur to me about this? What is the current reality? What do I
know? What do I not know? What ought I consider? What haven’t I considered? etc. (see Project
Planning Trigger List).
• Be complete, open, nonjudgmental, and resist critical analysis.
• View from all sides.

4. Organizing
• Identify components (subprojects), sequences, and/or priorities.
• What needs to happen to make the whole thing happen?
• Create outlines, bulleted lists, or organizing charts, as needed for review and control.

5. Next Actions
• Determine next actions on current independent components. (What should be done next, and
who will do it?)
• If more planning is required, determine the next action to get that to happen.

Shift the level of focus on the project as follows if needed:

If your project needs more clarity, raise the level of your focus.
If your project needs more to be happening, lower the level of your focus.

How much planning is required?

If the project is off your mind, planning is suficient.
If it’s still on your mind, then more is needed.

Making It All Work by David Allen—Enhanced CD 4

 project plannIng tr Igger lIst

Resources What are the potential payoffs (proit)?

Whose input do you need? Who signs the checks?
Whose input could you use?
Has anything like this been done before? Operations
What mistakes can you learn from? What is the timing?
What successes can you learn from? Hard deadlines?
What resources do you have? What might affect timing?
What resources might you need? Who’s going to do the work?
How do you ensure complete delivery?
Executive issues
How does this relate to the strategic plan? Quality
How does it relate to other priorities, directions, How will you monitor the progress?
goals? How will you know if the project is on course?
How will this affect your competitive position? What data do you need, when?
What reports, to whom, when?
Administration
Who’s accountable for this project’s success? Politics
Lines of communication Whose buy-in do you need?
Methods of reporting How can you get it?
What structures do you need?
What planning is still likely to be required?
Stakeholders’ Considerations
What regrouping will you need? How often?
What people do you need? Board
Current stafing? Stockholders
Hiring? Employees
Subcontractors, consultants? Vendors
How do you get involvement? Customers
What skills are required? Community
Who needs to know how to do what?
What training do you need? Legal
How do you get it? Issues?
What other communication do you need? Regulations?
Who needs to be informed as you go along?
What policies/procedures are affected? Space/Facilities/Equipment
What about morale? Fun? What requires room?
How do you get it?
Finance What tools do you need? When?
What will this cost? Phones/computers
How do you get it?
What might affect the cost? Research
Might you need additional inancing? What might you need to know?
Public Relations What would they say, ask, or input that you
Is there value in others knowing about this? haven’t done yet?
How do you do that? What’s the worst idea you can imagine about do-
ing this project?
Risks (What is therefore the best idea, which is its op-
What could happen? posite?)
Could you handle it? What is the most outrageous thing you can think
of about this project?
Creative thinking . . . What would make this project unique?
Who would have concern about the success of What haven’t you asked yourself about this
this project? yet?

Making It All Work by David Allen—Enhanced CD 5