Managing a Team with GTD

[neil007]

Does anyone use GTD to manage a team at work, if so would you be prepared to share your thoughts on how its done?

[Brent]

I don't manage people now with GTD, but I used to (don't manage anyone at my current job).

No different than regular GTD, really. You just have a lot of Waiting Fors. :-)

Do you have specific worries about the process?

[Mark]

Hi Neil,

I am managing a small team (4 project managers & business analysts) - I agree with Brent that it's not really different to regular GTD, but I've got one or two "tweaks" that help me....

1. Contexts

I use an "@Delegate" context for pieces of work I need to delegate to my team. I use it like a next action in that I have to think about what is the successful outcome of the delegated work - and this helps define the objectives for the person to whom the work is delegated (deliverables, timescales, etc), and perhaps even a first Next Action for them if they need it...

As Brent says, there are then a lot of "@Waiting Fors". I've only got a small team, so I schedule a mini Weekly Review with each person, to monitor progress, deal with issues, define Next Actions, etc. The results from these then feed into my own Weekly Review

I also maintain an "@Agenda" list for questions and follwo-ups with the team that don't fall into @Delegate or @Waiting For.

2. Projects List

Slightly more complex in that I maintain my own Projects List and one for each team member. Again, very useful in defining the successful outcome of each project, which helps to frame the project objectives. These lists are also very useful when deciding whether to accept new work eg: "Tom can do that project for you now, but it means that one of your other projects will have to be delayed - which one would you like it to be?"

3. Other Comments

I haven't told the team that I'm using GTD in my dealings with them. I did consider whether to mention/discuss it, and in the end came to the conclusion that I'd do it and see what they said. In fact, they've been asking me about it and I've been able to supply them with GTD information - which probably works better than trying to force it upon them.

Even if they are not completely aware, I think the team like it - in particular they appreciate the degree of "protection" it give them it terms of not suddenly having extra work given to them without consideration of all the other things they are working on at the time.

That's turned into quite a long reply - I hope it was of interest.

Best Regards,

mark.

[neil007]

many thanks

do you have a standard process for defining projects?

do you set a title and an outcome statement?

[Brent]

Mark: Thanks for the reply! Very interesting to see GTD used by a real manager.


do you have a standard process for defining projects?

No, because each project is different and often defined for me. Also, there's a danger in standardizing project templates: that I will miss the unique attributes of that particular project as I try to force it into the template.

I will certainly apply checklists to certain types of projects, though.


do you set a title and an outcome statement?

The outcome is the title. The outcome is all you need--provided the outcome is correctly defined.

[TesTeq]

No, because each project is different and often defined for me. Also, there's a danger in standardizing project templates: that I will miss the unique attributes of that particular project as I try to force it into the template.

Really? I think that all projects do consist of the outcome, steps, resources and deadlines so it is possible to use standard procedure (or checklist) to develop the project plan.

[Brent]

TesTeq: I think we're talking across-purposes!

You're absolutely right that organized projects share common attributes. I was thinking of more detailed standard processes. I've seen project processes and templates that insist on defining detailed stages of development (Design, Development, Integration, Internal Testing, External Validation); that's the sort of thing that can obstruct clear thinking about each project.

While you can certainly use that sort of standard process as a checklist ("Does this project need an Integration phase?"), I shudder at the idea of forcing each project into one form.

But that may just be my own issue.

[TesTeq]

Ok. Thank you for the explanation. I was thinking about the highest level of project planning where some general structure of thinking is needed.

[Sievert]

Although i have been preparing for management for quite a while it kind of came suddenly and recently. Although i had prepared the mechanics of managing and techniques i hadnt thought about how my pretty good gtd system would scale. Eg the weekly review isnt just for my work anymore. So far its been luck but i sat down friday and wrote it all out properly how i think it should work. Basically i have contexts for each team member and a folder for them. Every morning i review the folder. If its important and cant wait for the weekly one to one it gets dealt with that day. I have a project list for me the team and each person. I need to integrate them better. A golden thread from my boss down to my directs. But thats to come. Theres a lot of waiting fors but i track them and review daily. i havent tried to impose my system ie gtd on anyone in the team and so far am letting them manage their work how they see fit. If i see trends i might suggest they borrow my book.

[sdann]

Sievert, this is very interesting. Can you keep us informed about how it's going? I think moving GTD beyond your direct work or home is really something I would like to hear more about - managing non-GTD people at home or work. I think sometimes the complexity of some situations doesn't allow for just a simple @waiting for.

Mark, I really like how you perform mini-reviews with your non-GTD people.


Although i have been preparing for management for quite a while it kind of came suddenly and recently. Although i had prepared the mechanics of managing and techniques i hadnt thought about how my pretty good gtd system would scale. Eg the weekly review isnt just for my work anymore. So far its been luck but i sat down friday and wrote it all out properly how i think it should work. Basically i have contexts for each team member and a folder for them. Every morning i review the folder. If its important and cant wait for the weekly one to one it gets dealt with that day. I have a project list for me the team and each person. I need to integrate them better. A golden thread from my boss down to my directs. But thats to come. Theres a lot of waiting fors but i track them and review daily. i havent tried to impose my system ie gtd on anyone in the team and so far am letting them manage their work how they see fit. If i see trends i might suggest they borrow my book.

[Sievert]

Yep course I will keep this thread up-to-date I suppose is the best way.