The first step is to define what an issue and what a problem are. The reason for doing this is because project staff consistently asks for the defining difference.
A problem is something that arises in a project that requires a corrective action. It typically arises from an error or deficiency in one of the project’s deliverables and typically can be resolved at the individual level.
An issue is something that arises in a project as a result of a dispute that needs to be resolved in order to move on with tasks that cannot be completed until the issue is resolved
The purpose of the issues management process is to provide a mechanism for organizing, maintaining, and tracking the resolution of issues that cannot be resolved at the individual level. The approach consists of an issue control mechanism and a well-defined process that enables the project team to identify, address, and prioritize problems and issues. It provides a template for documenting the issue, assessing the impact of the issue, making recommendations, and determining the cost (people and assets) and time required for resolving the issue
This section describes the procedures for executing the Issues Management process. The procedures deliver a guideline to completing the Issues Template that follows this section.
The Project Lead is responsible for the completion of the Issues Form and should identify resources that can be instrumental in executing the resolution to the identified issue. Any of the project team members, customers, stakeholders, or contractors can submit an issue. This must be done in writing, either on paper or in automated format.
All of the information boxes in this section are self-explanatory with the exception of the box labeled Issue Number. The schema to use for creating and using the issue number is as follows:
Double click on the check box that matches the type of request being submitted. Identify a description for the type of change if the ‘other’ box is checked.
Identify a detailed description of the issue.
Identify the implications of not resolving the issue. This should include a complete description of the impact on the area or areas that are affected and should be quantified as much as possible. For example, not resolving the issue may cost a user department some thousands of dollars by having to do a manual workaround in their business process.
Identify the cost and schedule impact the resolution will affect.
Describe the recommendation in detail including who participated in deciding on this recommendation and why it was decided on. And include as much quantification as possible to support the recommendation.
Check the appropriate box to identify the outcome of the review of the issue.
Identify the resource or resources the issue is being assigned and the targeted resolution date.
Identify the targeted completion date. If the recommendation is rejected, describe the reason why it has been rejected.
This process needs to acknowledge that there will be some amount of negotiation, compromise, and some amount of additional change suggested between the requestor and the Project Lead. This is a natural phenomenon and helps drive the project to select what should be the best alternative and solution to satisfy the request. Once this has been accomplished the Project Sponsor and the Project Lead should sign off on the Change Control request.
This section has purposely left out of the process any steps that may be necessary to take the request to either an authority higher than the Project Sponsor or to a different group for approval. The reason for this is so that the Issue Form could be used in different situations where the approval authority for changes to budget, schedule or product can be executed If there is a change in the approval process from the Sponsor, identify those changes in Section H Project Issues Management in the main body of the Project Charter.
Identify the staff member who provided the resolution description and the date the issue was finally resolved. Give a detailed description of the resolution that was provided and executed to bring the issue to closure.
