View Full Version : Clients as projects
I'm an insurance agent and finacial services reg.rep. Each one of my clients requires multiple tasks from the start making them a project. Do they continue to remain on the project list because there are multiple follow ups throughout the year? That would make my project list thousands of projects long!
Also any client that does not have but could benefit from one of the many products available makes me think of them as an ongoing project.
10-14-2003, 09:19 AM
Tom, as an attorney I face a similar situation. In my mind, each client represents something larger than a "project" at 10,000 feet, but something more discreet than an "area of responsibility" or "area of focus" at 20,000 feet, as DA has defined those levels.
Therefore, I've created a list for myself called "Caselist, 15,000 feet" which is basically a list of all of my clients. At each weekly review I go through this list to make sure I'm not missing anything on any of my cases.
10-14-2003, 11:57 AM
I'm in the same boat - different industry. I think Esquire makes a good point about the level at which you view your contacts. I think you'll also be able to break those lists down further in terms of projects if you consider the various phases you might be in with given groups of clients. In my world those phases pan out in such terms as positioned, pending, etc.
The aim is to have a system of lists that keeps things from slipping through the cracks so your mind is freed up to think of creative ways to get what you're after.
I may have said all the above just to remind myself that GTD is a means to an end.
11-09-2003, 08:22 PM
I have been using a list called Cases In Progress. This represents prospective clients who are going through my planning process. Whether or not they actually become clients is irrelevant at this point. This list does help me to do a weekly RAM review to keep it fresh and make sure I'm not missing anything. One of the areas I'm getting a little cluttered in is when I meet a prospective clients for the fact finding session, that's the point where I have all of their information and I'm ready to go back to my office to prepare a financial plan--some products--strategies--etc. So at this point several wheels start to turn. Phone calls to my planning dept., ordering medicals and illustrations, I have tasks I have to do and prepare. I'm wondering if I should make a master next action list and leave it in the file, and then when I'm ready to work on that file, stick to the master next action list in it--or--should I review the fact finding meeting materials, pull out as many next actions as I can, and put them directly on my NA context lists and go about those items the same as any others.
11-12-2003, 09:16 AM
I too am an attorney. While the client list is huge, the list of open cases at anyone time is like anyone that has an active practice. All of my open cases are projects. The project is headed Smith, John Estate Plan, Next action: Smith John send engagement letter.(That way when the full to do is shown each next action is directly under the Project) When the engagement letter is sent the next action is waiting for etc.. Each client Matter is a project. When its closed the project is closed. I distinquish the Client Matters(Projects) from the client list. When I have a project that involves notifications etc the project might be" Notify all Elder Law Clients of changes in medicaid Law"
Thats a project. I then go to my client list that I keep on a case management system and get the list.
I use the palm simply as a list manager and an easy way to see at a glance where everything is. I go to a case manager system and the case files for everydetail beyond that.
I have said before on the list that my variation from strict GTD is at the weekly review I pick the things that are important that require concentrated time.... drafts, accountings, involved planning letters etc and make an appointment during the week for that specific item. I try and schedule time at least 4 times a week that is an uninterrupted appt. with myself to get the work done. The rest of the week I can devote to appts, calls, and emergencies and general work. By commiting to work on a few key projects that require concentration every week at a designated time I accomplish far more at the end of the month that when I dont do that.