3/28/2024


Correct Answers 0
Total Questions 60
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Course # 411001
Organization & Time Management
based on the book:

Getting Things Done: The Art of Stress-Free Productivity
by: David Allen ( 2002 )

12 CPE Credit Hours
Management

A P E X C P E . C O M  . . . . .  1.877.317.9047  . . . . .  support@apexcpe.com


Chapter 1 - A New Practice for a New Reality

1.    The “Ready State” is:   
The state just after the ôAction Stateö
A situation in which one is ôon guardö for attacks
A condition of working, doing, and being in which the mind is clear and constructive things are happening
A state of preparedness
2.    A major factor in the mounting stress level is that the actual nature of our jobs has changed much more dramatically and rapidly than have our training for and our ability to deal with work.   
TRUE
FALSE
3.    An "open loop" is anything that does not belong where it is, the way it is and pulls on your attention.   
TRUE
FALSE
4.    The first basic requirement for managing commitments is to realize that if it’s on your mind, your mind isn’t clear. Anything you consider unfinished in any way must be captured in a trusted system outside your mind.   
TRUE
FALSE
5.    Managing thoughts is the prime challenge.   
TRUE
FALSE
6.    Outcome thinking is one of the most effective means available for making wishes reality.   
TRUE
FALSE
7.    There is usually an inverse relationship between how much something is on your mind and:   
Its importance to you
How much it will cost to complete
How much its getting done
How much time will be required to complete it


Chapter 2 - Getting Control of Your Life: The Five Stages of Mastering Workflow

8.    The following is not a stage of mastering workflow.   
Do
Dream
Collect
Process
9.    The "collect" stage allows you to:   
Micromanage your life
Implement multiple methodologies to organize mission critical objectives
Let go of the lower-level task of trying to hang on to everything
Become a pack rat
10.    Having as many collection buckets as possible is a critical success factor.   
TRUE
FALSE
11.    If an item is determined to be non-actionable, it might end up in your:   
Trash
Calendar
In-box
Voicemail box
12.    You determine what to do and what not to do by trusting your intuition.   
TRUE
FALSE
13.    “Next action” lists and the calendar are at the heart of daily action-management organization.   
TRUE
FALSE
14.    A "project" is defined as:   
A mission critical objective
Any desired result that requires more than one action step
A plan which leads to the completion of an organizational objective
An organized set of instructions required for achieving priority goals
15.    A weekly review of everything that might potentially require action is a critical success factor.   
TRUE
FALSE


Chapter 3 - Getting Projects Creatively under Way: The Five Phases of Project Planning

16.    The first step to the Natural Planning Model is to visualize the outcome.   
TRUE
FALSE
17.    Asking why helps us to define success.   
TRUE
FALSE
18.    The principle that emerges from understanding the way your perceptive filters work is:   
You must believe to achieve
You won't see how to do it until you see yourself doing it
Anything worth doing is worth doing right
If the glove doesn't fit, you must acquit
19.    When brainstorming, one should go for quality and not quantity.   
TRUE
FALSE
20.    A project is sufficiently planned for implementation when every next-action step has been decided on every front that can actually be moved on without some other component’s having to be completed first.   
TRUE
FALSE


Chapter 4 - Getting Started: Setting Up the Time, Space, and Tools

21.    The basics for a workspace are:   
A modular unit
An intricate system of record retention
A writing surface and room for an in-basket
A good chair and a trash can
22.    Implementation, whether all out or casual, is a lot about tricks.   
TRUE
FALSE
23.    One of the best tricks for enhancing your personal productivity is having organizing tools that you love to use.   
TRUE
FALSE
24.    Your filing system should be fast, functional and:   
fun
efficient
alphabetical
numerical
25.    A labeler is usually unnecessary.   
TRUE
FALSE


Chapter 5 - Collection: Corralling Your “Stuff”

26.    Supplies should go into your in basket.   
TRUE
FALSE
27.    In the mind sweep, it’s best to go for quantity.   
TRUE
FALSE
28.    Once you feel you’ve collected all the physical things in your environment that need processing, you’ll want to collect anything else that may be residing in your psychic RAM.   
TRUE
FALSE
29.    Your “In” inventory should include emails and voice mails.   
TRUE
FALSE


Chapter 6 - Processing: Getting “In” to Empty

30.    If the next action will take less than two minutes, you should:   
Add it to your under two minute list
Defer it
Delegate it
Do it
31.    The two minute rule is magic.   
TRUE
FALSE
32.    When processing your in basket, it’s most efficient to process multiple items at a time.   
TRUE
FALSE
33.    You should never put anything back into “in”.   
TRUE
FALSE
34.    “Next actions” means the next physical, visible activity that would be required to move the situation toward closure.   
TRUE
FALSE


Chapter 7 - Organizing: Setting up the Right Buckets

35.    Airtight organization is required for your focus to remain on the broader horizon.   
TRUE
FALSE
36.    It’s important to put actions on your calendar that you think you’d like to complete that day.   
TRUE
FALSE
37.    One elegant way to manage nonactionable items that may need an action in the future is:   
The reference organizer
The tickler file
The holding pile
The in basket
38.    It’s critical to keep the seven organizational categories pristinely distinct from one another.   
TRUE
FALSE
39.    Checklists can be highly useful to let you know what you don’t need to be concerned about.   
FALSE
TRUE
40.    A desired outcome that may require more than one action step to complete is called a:   
Project
Multi-step action
Dream
Process


Chapter 8 - Reviewing: Keeping Your System Functional

41.    The purpose of workflow management is to:   
Let your brain become lax
Make organization fun
Enable your brain to move toward more elegant and productive activity
Synchronize your brain with organizational priorities
42.    A few hours a day is usually all you need for review.   
TRUE
FALSE
43.    Your most frequent review will probably be of your daily calendar.   
TRUE
FALSE
44.    The weekly review is whatever you need to do to get your head empty again.   
TRUE
FALSE


Chapter 9 - Doing: Making the Best Action Choices

45.    According to Charles Schwab, the best place to succeed is:   
In the stock market
With the familiar
At the beginning
Where you are with what you have
46.    Taking the inventory of your current work at all levels will automatically produce greater focus, alignment, and sense of priorities.   
TRUE
FALSE
47.    The first consideration according to the four-criteria model for choosing actions in the moment is:   
Time available
Energy available
Context
Priority
48.    According to the six-level model for reviewing your own work, the 20,000 feet review focuses on areas of responsibility.   
FALSE
TRUE


Chapter 10 - Getting Projects under Control

49.    Great tools can trigger good thinking.   
TRUE
FALSE
50.    The biggest improvement opportunity in planning consists of techniques for the highly elaborate and complex kinds of project organizing.   
TRUE
FALSE
51.    You need to set up systems and tricks that get you to think about your projects and situations more frequently, more easily, and in more depth.   
TRUE
FALSE


Chapter 11 - The power of the Collection Habit

52.    It’s important to use your mind to think about things rather than of them.   
TRUE
FALSE
53.    One option for eliminating the negative consequences that comes from broken agreements is to:   
Renegotiate the agreement
Deny the agreement
Avoid the agreement
Forget the agreement
54.    Maintaining an objective inventory of your work makes it much easier to say no with integrity.   
TRUE
FALSE


Chapter 12 - The power of the next-Action Decision

55.    Avoiding action decisions until the pressure of the last minute creates huge inefficiencies and unnecessary stress.   
TRUE
FALSE
56.    Clarity, accountability, productivity and empowerment are the results of:   
A good education
Strong willpower
Micromanagement
A next-action decision making standard
57.    When a culture adopts “What’s the next action?” as a standard operating query, there’s an automatic increase in energy, productivity, clarity, and focus.   
TRUE
FALSE


Chapter 13 - The Power of Outcome Focusing

58.    Defining specific projects and next actions that address real quality of life issues is productivity at its best.   
TRUE
FALSE
59.    The value of natural project planning is that it provides an integrated, flexible, aligned way to think through any situation.   
TRUE
FALSE
60.    Empowerment naturally ensues for individuals as they move from complaining and victim modalities into outcomes and actions defined for direction.   
TRUE
FALSE

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