I would agree with that, Peter. A next action is precisely that – a single indivisible item.

I suggest that you track the largest outcome that you can capture as a project on your Projects list and track the sub-projects in your project support materials. For example, “R&D content management system” (a “look-into” project–you don’t know if you will create an in-house solution or leverage an existing cloud service), “Implement content management system” (once you’ve completed the R&D and chosen a direction) or “Finalize R12345” (an example of a project release number in my company) would go on a Projects list. Intermediate milestones or “stories” (if you’re using Agile) would be tracked in support materials (project plans, product backlogs, etc). Review these as often as needed to generate new next actions and prevent things from falling through the cracks.

Another tip that might help you is to view your next actions as bookmarks for your projects. They represent what you need to do to get moving on a project once again. You can choose a next action, do it, immediately define the next one, do it, and repeat that process all day long. But when you switch to something else capture a bookmark reminder for yourself and get it into the inbox. If you forget to set a bookmark for yourself, the weekly review is your safety net.

The bane of my next actions are the ones that only get half done, which is why I strive to make sure that I don’t create any such actions. For instance, I created an action to caulk the gaps that have opened in our siding. But really, it’s two actions: to caulk the gaps I can reach, and a larger and longer term action to get a contractor with a huge ladder to reach the rest.

Many compound actions break down like this and cause much trouble if I don’t recognize their dual nature.

Anyway, do you consider Next Actions to be “atomic” as I have described?

I’ve seen people in sales manage their accounts two ways: as Projects or only as Areas of Focus. The tricky things about managing them as Projects is that they don’t end–they have ongoing maintenance and management. Unless, you are expecting a particular closure or outcome on an opportunity. But managing them as a Project would certainly get them in front of you more often, especially if they have a cycle of completion.

Chip Joyce, a community contributor, has written several articles for GTD Times on managing accounts. This one in particular might be helpful for you: http://www.gtdtimes.com/2009/08/13/adapting-gtd-to-managing-sales-and-clients/

I’ll let Liz & the Products team know you liked the pen. I’m sure they’d love to hear that. They work hard over there in Products & Shipping!

Kelly

I’ve also some doubts managing Projects. I’m in sales and I use GTD also to keep contacts with customers. All my GTD system is based on Things for Mac and iPhone + basic folders for paper items.

The problem is that I’ve opened a project for every customer/opportunity and I put inside the next action related to him (like “call for followup” or “send email with prices”) but also notes (like last meeting discussions or customer’s taste, ecc…) to have all in same place.

But in this way that projects never ends and in the same time during weekly review I find myself mixing the focus between these “special projects” and the real projects with steps from start to finish.

Some suggestion?

Thanks and Best Regards
Massimo

p.s. I’m from Italy, few weeks ago I received an order of some GTD stuff (many folders) plus and unexpected really beautiful pen! Thanks so much! Really appreciated.