Issue management approach

The issue management approach defines how the project will identify, assess, escalate, and resolve issues that arise during the project lifecycle. This includes all types of issues, such as requests for change, off-specifications, and general concerns or problems.

This document outlines:

• How issues will be reported and recorded
• Who is responsible for managing different types of issues
• How issues will be assessed for impact on time, cost, scope, risk, and benefits
• How and when issues will be escalated to the project board
• The tools and registers used to track and monitor issues (e.g. the issue register)
• The link between issue management and change control procedures

This approach document helps ensure that all issues are handled promptly, consistently, and controlled, supporting informed decision-making throughout the project.

Sources of data

The issue management approach should not be created from scratch for each project. Ideally, the organisation provides it as a template and only requires minor tailoring to suit the specific project context.

According to the PRINCE2, the issue management approach is derived from the following sources:

• The customer’s quality expectations – especially relevant when working with a new external customer
• The programme’s quality management approach and information management strategy (if the project is part of a programme)
• The user’s quality management system – where multiple systems exist, one must take precedence
• The supplier’s quality management system
• The specific needs of the project’s product(s) and the operating environment
• The project management team structure – as this affects who is responsible for managing issues
• Facilitated workshops (led by the project manager) and informal discussions to clarify and align the above elements

This approach should be practical, scalable, and aligned with the organization’s overall governance structure.

Quality criteria

The following quality criteria should be applied to ensure the issue management approach is effective and fit for purpose:

• All relevant stakeholders clearly define, communicate, and understand the issue management procedure.
• The change control procedure is also clearly defined and understood, including its integration with issue management.
• Roles and responsibilities for issue and change management are clearly assigned and understood by user and supplier representatives, especially concerning change control decisions.
• The scales for assessing priority and severity are clearly defined, consistently applied, and commonly understood.
• Reporting requirements are well-defined, including when and how to raise issues (e.g., via issue reports) and how to submit change requests.
• The issue management approach is proportionate and tailored to the project’s size, complexity, and risk profile.

Tips

• Keep it lightweight: The issue management approach doesn’t need to be complex. A clear, simple process with defined responsibilities is often more effective than a detailed document no one reads.
• Use a template: Start with a standard template provided by your organization. Only tailor where it adds value for your specific project.
• Clarify who owns what: Make sure it’s crystal clear who logs issues, who assesses them, and who approves changes, especially between the user and supplier sides.
• Integrate with your tools: Don’t isolate the issue management approach. Link it directly to your project management tools so issues are visible, traceable, and don’t get lost.

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Written by Frank Turley.

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