I know that GTD was conceived for the busy executive so I'm sure there must be some built in ways to handle my situation. I am absolutely committed to the @waiting context. If I ever fall off the GTD wagon I'll still use @waiting. As a manager, I don't know how I'd work without it.
I'm probably going to ramble a bit, so here is my main question upfront:
I'm still having a little trouble figuring out how to track the hundreds (literally) of ongoing projects for which I am responsible.
I was lucky enough to find GTD a few months before starting a new job, so I played around with it a bit on the old job and jumped into the deep end the day I arrived here, demanding a labeller and stealing stacks of folders from the supply cabinet to keep them handy in my office. It was wonderful setting up a filing system from scratch.
I started from Day 1 getting my inbox (paper and e-mail) to zero daily. My two implementation issues seem to be (1) @Read equals a one-way ticket to Procrastination Station; and (2) I have 6 employees reporting to me, each with 50-100 potential projects that may at any time require action. My phone can ring any time of day and any person from the head of government to a reporter to a concerned member of the public will ask me a specific question about any of these hundreds of projects (or a new one I haven't heard of yet!).
I tried keeping one project list but it was too long and too confusing and things were getting lost.
So I split my work project list into 4 sections. I think that 3 of them are working as they should be:
- Program Area 2 (includes things like Database Improvements, Identify Pandemic Planning Requirements, Set up Advisory Committee);
- Committee Projects (includes committees I sit on or I delegate someone to sit on and any specific projects that come out of that);
- Administrative/Management (includes Review Staff Learning Plans, Get a new branch truck, Fill out forms for Mat Leave, etc.)
But Program Area 1 is currently a list of Clients with a note of which staff member is responsible for the file. It is incomplete: there are many more in my e-mail system and the complete list exists in a database. I've been adding only the projects that come up and require more from me than an e-mail response (currently have only 60 listed). Some of these "Projects" though are really groups of related projects. Now, I could have several next actions for these projects and keep the details in Project Support files but I'm still feeling some resistance to reviewing this part of my project list during the weekly review.
I'm wondering if the resistance is because the list is too long or because I know it is incomplete?
Would it make more sense to list a more detailed project associated with the file and keep the list of active files separately?
Again, sorry for the length - but I've seen some amazing ideas on this forum and any suggestions and/or experiences will be appriciated.