I'm very enthusiastic about really making this methodology work for me, but I'm finding some habits are hard to break...
I've got the GTD Outlook Add-on, and am implementing it fairly well.
-still struggling with describing a Next Action, as opposed to noting something in a broad and vague way, and deciding how to categorize it.
for example, @office vs. @errand. Anytime something must be done outside of my cubicle, I consider it @errand. But in a broader sense, those things are done while I'm "at the office", so I'm never really clear on how to classify, making me do lots of second guessing.
-I find that there are very few things I manage or do that are exactly ONE step next actions and the task is done. Instead, it would seem the majority of my work is a lot of little multi-step projects.
But, it seems like overkill to create a Project category and/or folder for work that doesn't seem like a "Project with a Capital P". I'm resisting the terminology maybe?
-the really BIG projects have sub-projects of multi-steps. With these, I feel like I'm drowning in layers and layers and layers of categories....
So, I begin to feel like instead of actually getting things done, I'm forever analyzing and deciding and focusing on "is this a project?", "how many steps are there?", "what are ALL the steps involved in getting to completion?"
In addition, filing is confusing, because I have Electronic filing (email into "Project folders", files onto a server, files on my own computer) in addition to paper filing in my own office. There are some issues with using the same filing "concepts" electronically and physically.
For example, one project involves providing my department with access to 2 shared color printers. In my paper filing system, I have info on the printers themselves, by name, "HP Color Laserjet 5", "HP Deskjet", but in Outlook (electronically) I called the project "Color printers", and managed and filed it that way. Is this a variation that's acceptable, or not?
Any tips to help me get a better grip on these issues?