Project Mechanics

Issue Management

Is it an Issue?

Due to the dynamic and fast pace of changes on projects, there is a need for a centralized clearinghouse for all issues related to a project. The centralized issue management clearinghouse is used to capture and prioritize each issue. A common issue log database facilitates open communication between the project management and project stakeholders. In order to achieve the maximum benefit from an issue log, a set of procedures should be created to manage issues as they arise.

Issue Lifecycle

Once captured, issues need to be assigned to the appropriate team and prioritized. This will facilitate quick and concise communications between the Client and project management regarding the development status and the status of all issues that (may) affect it.

  1. Receive Issues - All requests for work between project management and the client should be documented as an issue. Issues can be received by any contacts such as electronic mail, phone calls, faxes, or mailed requirements.
    In addition to issues created by the Client, project personnel should also create issues in the database for Review. Any updates to the issue, including any changes, re-interpretations, clarifications, or decision happening out side the database should be documented in the issue resolution database to ensure proper handling and resolution.
  2. Prioritize Issues - Based on input from the issue creator, project management should assign a priority to each issue. The priority should be used once the issue has been reviewed and categorized.
  3. Review Issues - Project Management should review each new issue and assign the issue into one of the following six issue categories (This list can be modified to fit the needs of the project):
    • Functional Bugs (Not working as defined)
    • Content Changes
    • Stability and Performance Issues (Requires specialized skill set to resolve)
    • Site Enhancements (Changes to functional definition of site)
    • Research Request (Requires specialized skill set to resolve)
    • Process change (new reporting requirements, status call changes, distribution list changes)
  4. Assign Issues - The issue should be assigned to the appropriate team members. Once an issue has been assigned to a team, it is the responsibility of each team manager to monitor and resolve issues in their area. The Project Manager is responsible for monitoring the success of the issue resolution process.  Issues will be associated with a project. It is up to the project manager to review each issue and determine if a scope change is required. Any issues that affect budget or schedule must have a scope change document approved that covers the change that the issues creates.  Multiple issues can be covered by a single scope change document.
  5. Resolve Issues - The issue is considered resolved when all points have been addressed and any modifications validated.


Issue Status Codes Defined

  • Outstanding - An issue has been reported and is awaiting review/assignment.
  • Assigned - The issue is assigned to a resource, however work has not started on the issue.
  • In Progress - The issues is actively being worked on.
  • Awaiting Feedback - The issues is requires a business decision on the appropriate response.  All work is suspended pending feedback.
  • Ready To Test - The issue has been fixed and the fix in an environment for the owner to test and validate the issue has been resolved. All work has been suspended.
  • Resolved - The owner and assignee agree that the issue has been resolved. All work is suspended.
  • Not Reproducible - The Assignee has been unable to reproduce the reported problem. The owner has been consulted and concurs with the assignee that the problem is not reproducible. All work is suspended.
  • Hold - This issue has been placed on hold by either the owner or assignee. All work is suspended.
  • Rejected - This issue has been rejected by the assignee as not an issue. All work is suspended.
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