Many project management methodologies and some project management tool suites include processes to assist the project manager in recording and tracking open project issues. Issue Management is not specifically addressed in the PMBOK as a core project management process. An issue may just be something upon which a decision is needed. The decision may not necessarily change the scope, schedule or cost of the project... but the lack of a decision would affect the schedule. For those who are familiar with the PMBOK, what is your perspective as to how the issue management process integrates with, or does not integrate with, the PMBOK defined processes. Saving Changes...
I agree with inclusion in the Communication Management Plan!
We have an issue/bug tracker we have developed for use on projects which allows us to track issues from day one of the project. It has a way to include all of the WBS with associated documentation where,in the future, I will be storing up to date Functional specfications. Since these can be linked into an issue, we will be able to see all places where a requirement(s) has been linked to an issue.
As we get into testing (QA and User), we continue to use the same database giving the bugs different attributes. There are some hooks that allow it to become a (rudimentary) knowledgebase, but it has been a real life saver when someone say, "I thought we discussed that and we had decided to ..."
It has a capability for logging sequential progress notes (Internal notes cannot be seen by our clients, but Public notes can) so one can follow an entire thread.
I tried using MS Outlook for this, but it was not robust enough. The tool is browser based with a SQL Server Back end so it is useable on the web (for customers with a login) as well as internally (We have several offices in the USA).
I used it for the first time on my last project and it will definately be included in my Communications Management Plan on all future projects!
There are a lot of free BBS software offerings out there which could provide the same sort of chat capability. They lack a true database and indexing, but they could be an interim solution. Saving Changes...
I have a tendancy to agree with Roger Reinsmith (25th Jan)... I see issues as things that can affect the core Functions(Scope, Time, $ and Quality) and are managed using the supporting Functiuons (Risk, Communications, HR and Procurement.
.....Risk is about avoiding and preparing for issues.
.....Communincations is about letting people know and make decisions bout issues.
.....HR is about managing the people (often a key cause of issues)
.....Procurement is likewise Third Parties are a common cause of issues.
Perhaps I simplfy it a bit too much, but it is my summary. Saving Changes...
Mark Price PerryBusiness Driven PMO Evangelist| BOT InternationalOrlando, Fl, United States
Dear Rich, I share your perspective and agree with the excellent replies to your post. I would only add that many people view the PMBOK as a body of knowledge, a great foundation, but not exactly a complete methodology or process for project management. Using the PMBOK as a foundation, one can extend upon it to provide very useful and usable processes for project management. In addition to the points you raised, others have raised pre-initiating activities (project selection), gating, post closing activities (continuous improvement) as areas vital to any PM methodology or process. Thanks for a great post! Cheers. -- Mark Perry, VP of Customer Care, BOT International Saving Changes...
Is anyone using Issues on PWA/Project Server for all their projects Program wide?. Our team, based on PMBOK and some best-practices, modifed the Risk template, but I'm looking for similar reasons to either go with PWA "Issues" as-is, or dig deeper and look to see if there is a "there" there Saving Changes...
Anonymous
We are using both Issues and Risks in Project Server for all projects under our PMO's direction... for about a year now. We also made several changes to the Risk template. We made a few tweaks to the Issues template.. mostly cosmetics.
We created a process that allows the project teams to escalate a risk/issue to PMO visibility.. otherwise the risk/issue is only visible to the project team.
If an issue/risk gets escalated, it goes on our PMO agenda for that week for discussion and/or resolution and/or assistance. It has been effective for us.
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Andrew SparksSenior Practice Director| OracleEindhoven, Netherlands
Coming across this thread 6 years later...
I was also surprised that it issue mgt is not explicitly address in PMBOK - but their tack indeed is more focussed on risk management. It is all about your use of nomenclature.
Main thing for me is that issues/risks need to be captured and documented in order to be managed, and that the technology used needs to be simple and accessible enough to encourage use.
I did like the article by Ikeda here in Gantthead on issue mgt - look it up
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I have seen standard templates for tracking risks and opportunities, but have any of you seen a standard template for tracking issues? I have been searching the PMI Toolkit for one, but to no avail. Thanks in advance! Saving Changes...
