If you're using a paper system, you can use some sort of dual marking to ensure that you think of a next action. E.g., checkbox for when you complete the action, strikethrough when you've considered the subsequent next action. This could speed up the daily reviews.

Also, I'm beginning to realize the value of temporary lists/brainstorming. If you really want to get a project kickstarted, then do a quick brainstorming session to come up with 3-4 independent next actions and put these on your lists. Or narrow your focus to that one project and try to get several actions done on it.

I definitely think that you should review your project list almost as often as your actions lists (and certainly not once a week, as the book recommends). If there's one fault I have with the book, it's that it separates projects from actions too sharply, when you really need an organic back-and-forth. Unless you don't have a lot going on, checking your project list once a week is a recipe for disaster--e.g., forgetting to work on that major project that the boss needs done ASAP. If I focus just on my actions lists, I tend to lose a sense of priority and/or meaning in my work. Cranking widgets is great, but you have to make sure you're cranking the right widgets. And, for me at least, this requires a lot of double-checking.