The Goals, Objectives, and Principles of Project Issue Management

Managing project issues is an example of proactive project management. Through solid planning, effective stakeholder management, and insightful risk management, you can reduce the number of issues your project will encounter, but you cannot eliminate them. The goal of project issue management is to detect issues as early as possible. The earlier an issue is identified, the greater the chance of resolving the issue before it can impact any of the project's critical success factors.

For our purposes, we are differentiating between issues, risks, and defects. Risks are potential issues. Defects are issues that result from the project's quality management procedures (testing, reviews, and so on). The workflow processes for each are slightly different.

The objective of project issue management is to identify, record, track, resolve, and communicate all issues that may adversely impact the project. Translatedwrite them down (so you don't lose sight of them) and take care of them (get on it). To accomplish this objective, we need to review the associated principles. The principles of issue management fall into two main categories: an administrative process and a project manager mindset.

  • Administrative Process Principles To properly manage project issues, there are a few administrative fundamentals to adhere to:

    • Document the issues You need somewhere to log the issues as they are identified. We'll discuss the log details later on.
    • Track until closure Use the log to make sure issues remain visible until they are resolved.
    • Align with project needs Ensure the overall process matches the communication and workflow needs of the project.
    • Cost-effective approach Keep things in perspective. Don't buy a BMW when a Malibu is all you need.
  • Project Manager Mindset Principles More than anything, effective issue management is an attitude and an approach. The following terms describe the mindset principles that a project manager needs to have in this arena:

    • "Ringmaster" As the project manager, you operate as the focal point for tackling project issues. You are the gatekeeper. You are the one who must get the right people involved at the right time to make sure issues are resolved. In addition, some issues will require the input of several different parties to resolve. You will need to facilitate this process.
    • "Smiling Bulldog" Your goal is to resolve issues as quickly as possible and to stay with them until they are resolved. Be persistent. This is the "bulldog" mentality. However, you need to do this with a smile. Leverage your interpersonal strengths to do this, while still building relationships.
    • "Swivel-Head" Just like with risks, you need to constantly be looking for trouble. That is, trouble for your project. Sometimes issues come disguised as questions or non-verbal communications. When in doubt, ask questions and verify. The impact of most issues can be mitigated if they are detected early and resolved quickly with the right buy-in.
    • Goaltender Just as a good goaltender does not let anything get by him, a good project manager will let no issue go unnoticed or unresolved. In addition, the subtle intensity displayed by the project manager here helps to set expectations with the project team and signals to all stakeholders that they will be held accountable for getting issues resolved.
    • Disciplined To be effective, you will need a fair amount of discipline. You need the discipline to log the issues and follow the process. In the whirlwind of most project environments, it is easy to let this slip.

Part i. Project Management Jumpstart

Project Management Overview

The Project Manager

Essential Elements for any Successful Project

Part ii. Project Planning

Defining a Project

Planning a Project

Developing the Work Breakdown Structure

Estimating the Work

Developing the Project Schedule

Determining the Project Budget

Part iii. Project Control

Controlling a Project

Managing Project Changes

Managing Project Deliverables

Managing Project Issues

Managing Project Risks

Managing Project Quality

Part iv. Project Execution

Leading a Project

Managing Project Communications

Managing Expectations

Keys to Better Project Team Performance

Managing Differences

Managing Vendors

Ending a Project

Absolute Beginner[ap]s Guide to Project Management
Absolute Beginner[ap]s Guide to Project Management
ISBN: 078973821X
Year: 2006
Pages: 169 © 2008-2020.
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