Getting things done: the art of stress-free productivity / David Allen. p. cm. Includes index. Chapter 7 Organizing: Setting Up the Right Buckets ix . Getting the Right Things Done –. A Leader's Guide to Planning & Execution. Who should attend: Executives, Managers, Lean Facilitators. For companies to be competitive, leaders must engage people at all levels in order to focus their energy and enable them to apply lean principles to everything .

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In his book, Getting the Right Things Done, Pascal Dennis outlines the nuts and bolts of strategy deployment, answering two tough questions. Must do items,. Pressing matters. Crises. Fire-fighting. Deadline-driven projects. Problem Prevention. Relationship Building. Implementing Systems. Planning. GETTING THE. RIGHT THINGS. DONE. OVERVIEW. Focus and alignment are the biggest constraints any LEAN transformation faces. In.

So in summary, thinking and mental models are the biggest obstacle to successful deployment. And in the book Getting the Right Things Done , we highlight many different examples of these.

Our challenge as Lean Thinkers is to shine a light on those mental models and help people deepen their understanding and extend their thinking, a little more deeply and more wide than they might otherwise have done. How does Strategy Deployment fit into the Lean approach to business? I have always thought of strategy deployment as the brains and the nervous system of the lean system, or the Toyota Business System if you will, or the other expressions that great companies have derived.

Of those 30 opportunities, which ones are most important? How did you learn about Strategy Deployment? I was very lucky. He trained managing directors and senior managing directors. So he was our senior coordinator, our sensei, our management team sensei. So over many cycles — annual PDCA cycles — Shin was there and very kindly and generously answered all my dumb questions, and steered me in the right direction when I was floundering.

So, it was just good luck on my part. Who did you write Getting the Right Things Done for? Good question: So obviously executives are responsible for business results. So clearly senior managers are an audience. But also division leaders, and site managers, and department managers.

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Managers of specialties — designers, engineers, actuaries, IT professionals. And front-line leaders, group leaders, and team leaders — arguably those are actually the most important. How are people and companies using your book? I am really gratified that people are using this as a working resource.

A fellow this morning showed me his copy and it was full of notes in the margins, and stick notes, and yellow highlighter. When we were writing the book, you [my editor] were a marvelous editor.

Lesson 1: Use a “collection bucket” to store things outside your mind and stay focused.

You insisted on making this useful for people, and rightfully so. Every month, every week, and then pretty soon you know something. How is Getting the Right Things Done different from other books on business strategy? I believe in the less-is-more school of writing — the fewer words the better.

You get:. Making things better through lean thinking and practice. What is Lean? Search Store:. Search Store: Volume discounts are available: Bulk download discounts are available only to business and education entities where books are used for internal learning purposes.

Recommend to a Colleague. Available Languages: Lean Enterprise Institute, Inc.

About the Author. Pascal Dennis Pascal is a professional engineer, author, and advisor to companies making the lean leap. Customer Reviews. Average Customer Review. Yes No. An interview with Pascal Dennis, author of Getting the Right Things Done View the interview, download a pdf of the transcript , or read the entire transcript below.

The reader will determine whether or not we succeeded. The goal of the control processes in GTD is to get everything except the current task out of your head and into this trusted system external to your mind. He borrows a simile used in martial arts termed "mind like water". When a small object is thrown into a pool of water, the water responds appropriately with a small splash followed by quiescence.

When a large object is thrown in the water again responds appropriately with a large splash followed by quiescence. The opposite of "mind like water" is a mind that never returns to quiescence but remains continually stressed by every input.

Allen recommends reflection from six levels, called "Horizons of Focus": [1] — Horizon 5: Life Horizon 3: year goals Horizon 2: Areas of focus and accountability Horizon 1: Current projects Ground: Current actions Unlike some theories, which focus on top-down goal-setting, GTD works in the opposite direction. Allen argues that it is often difficult for individuals to focus on big picture goals if they cannot sufficiently control the day-to-day tasks that they frequently must face.

The perspective gained from these reviews should drive one's priorities at the project level. During a weekly review, determine the context for the tasks and put each task on its appropriate list. Context lists can be defined by the set of tools available or by the presence of individuals or groups for whom one has items to discuss or present.

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It presents the majority of the information as a story of a struggling company who hires a new manager that becomes the hero by changing the management climate by refocusing priorities. The downside to it is that there is a lot of 'fluff' in the story and the story is idealized all the workers seem too patient and open minded, the 'hero' that brings all these ideas to the business is 'too good' at his job, etc.

The story, although it does provide a good example of how to use all the information in the book, really just acts as filler between the real nuggets of gold. The information is very good, the story is a little too much.

I like the simple and friendly and easy to digest manner that Pascal uses to explain how Hoshin Kanri could be used.

It can be a complicated system on the one hand, but Pascal proves it does not have to be. It takes skill to take this management system and make it easy to process. Other books teach the tools in great depth but the intent behind them is not all that clear. This book nails that aspect on the head. What Hoshin is trying to do for an organization.

One person found this helpful. So many times Lean concepts are lost in translation or execution, and this book shows a simple and minimalistic approach to Lean and getting the important things done. What a powerful roadmap that is outlined in this book. Love how the story is so easy to follow and yet so practical. This is the book every leadership team must read to help them really translate the power of lean into how they manage and lead their business on a daily basis.

This book increased my knowledge of Six Sigma and A3 processes. Getting the Right Things Done uses a fictional company that was once very successful but now struggling. The book goes through the transformation of the company into lean techniques and processes which starts with the download in from the management team. The fictional company is based on manufacturing air conditioner parts but the examples are easily transferable to other industries and services.

The book is an easy read with lots of good charts and drawings to help transfer the points.

This book demonstrates A3 processes which improve project management processes. Pascal Dennis is one of the great Lean educators that trained with Toyota and truly understands the philosophy.

I have been using his other books with my clients for years, and was quite pleased when he wrote this book. It is a good read, using the business book as a story style that may current books take. Pascal also concludes each chapter with an analysis of what he covered in the chapter, and that can be used as a reference as the techniques are applied. A3s are an essential part of applying Lean, and this is the best book for most of us to learn how to use this powerful tool.

See all 32 reviews. Customers who viewed this item also viewed. Hoshin Kanri for the Lean Enterprise: Developing Competitive Capabilities and Managing Profit. The Toyota Way: Jeffrey K.

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There's a problem loading this menu right now. Learn more about site Prime. Get fast, free shipping with site Prime. Back to top. Get to Know Us.Our challenge as Lean Thinkers is to shine a light on those mental models and help people deepen their understanding and extend their thinking, a little more deeply and more wide than they might otherwise have done.

He claims stress can be reduced and productivity increased by putting reminders about everything you are not working on into a trusted system external to your mind. You likely already have a favorite to-do list app, journal, and planner that you use to stay organized. Recommend to a Colleague.

In fact, Allen advises people to start with a paper-based system. What is Strategy Deployment? Would you like to tell us about a lower price?

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