Organizing even the simplest multi-step activities into projects is one of the most powerful ideas brought to me by GTD. I had assumed that a project has to be something big, involving whole team for a long period of time, but after reading the book I understood how dividing one's activities into discrete projects can help with organization.

However refining the project list is not as easy as it looks like at the beginning. I found my ways to do it right, but I'm stuck when it comes to "neverending projects". For example in my small company we are having ongoing recruitment, people submit their applications, we have to contact them, arrange meetings and reply in time. This is like project that never ends, because creating separate projects for every candidate doesn't really make sense. The same goes for prospect customers, and many other situation.

By definition project should lead to completion, so what is your suggestion to deal with such "neverending projects"?

Adam Byrtek