Issues Management Guidelines Management Guidelines Document # TMP1001 Version # 1.7 Issues...
Transcript of Issues Management Guidelines Management Guidelines Document # TMP1001 Version # 1.7 Issues...
Issues Management Guidelines
Document # TMP1001
Version # 1.7
Issues Management Guidelines Page 1 of 11
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This document is the property of King Fahd University of Petroleum and Minerals KFUPM-ICTC Department,
Kingdom of Saudi Arabia and is assigned the classification rating of Internal.
Distribution may only be performed by KFUPM-ICTC Department authorized persons to recipients that have a
valid need-to-know.
The content of this document is proprietary information and may not be distributed, disclosed, published or copied
without first obtaining KFUPM-ICTC Department’s written permission.
Issues Management Guidelines
Document # TMP1001
Version # 1.7
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Table of Contents
1. OVERVIEW 3
2. INTRODUCTION 4
2.1 WHEN TO USE A ISSUES MANAGEMENT PROCESS 4
3. ISSUES MANAGEMENT METHODOLOGY 5
3.1 ISSUES MANAGEMENT PRINCIPLES 5 3.2 ISSUES REPORTING (LOGGING) 5 3.3 ISSUES REVIEW BY PROJECT MANAGER 5 3.4 ISSUES RESOLUTION BY ISSUE ASSIGNEE 5 3.5 ISSUES MONITORING AND CONTROL 6
4. ROLES AND RESPONSIBILITIES 7
4.1 ISSUE ORIGINATOR (CREATOR) 7 4.2 PROJECT MANAGER 7 4.3 ISSUES ASSIGNEE 7
5. ESCALATION PROCEDURE 8
5.1 LEVEL – I ESCALATION 8 5.2 LEVEL – II ESCALATION 8
6. ANNEX – ISSUE RESOLUTION PROCESS 9
Issues Management Guidelines
Document # TMP1001
Version # 1.7
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1. Overview
This document discusses the methodology which is used for KFUPM ICTC projects to register, manage and resolve
the issues raised during the project lifecycle. The Project Management team of KFUPM ICTC will make sure that
Issues Management is done effectively and will monitor and control the registered issues in collaboration with the
Project Management Office of KFUPM as per defined process.
The Issues Management methodology and strategy will cover the following aspects of the project and are defined in
Issue Management Process:
Issues are registered and planned to be addressed effectively as soon as those are raised at any stage of
project.
Project issues are continuously monitored and evaluated to minimize the consequences of their occurrence
upon project activities and ultimately the objectives.
Change Management and/or Risks Management processes are interfaced with the Issues Management
process at appropriate stages and will work as per defined processes.
Issues that cannot be addressed by the Project Management teams are escalated to appropriate higher
authorities for timely resolution as per issue escalation procedure
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Version # 1.7
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2. Introduction
The Issues Management process is fundamental to the successful delivery of the project. This Issue Management
process (At Annexure) will ensure that each issue / problem identified within the project environment is
documented, prioritized and resolved within an appropriate timescale.
For the purpose of KFUPM Project, issues are defined as “any event or condition, which currently adversely
affects the ability of the project to produce the required deliverables”.
Issues Management is introduced to KFUPM ICTC projects through the implementation of a formal process
covering following six key activities:
identification of project issues
logging and prioritization of project issues
determination of issue resolution actions
monitoring and control of assigned issue resolution actions
issues escalation for resolution
the closure of project issues
All issues management activities will be captured in the Project Issues Register.
2.1 When to use a Issues Management Process
Issues may be identified at any stage of the project. Although the Monitoring and Control of Issues are undertaken
during the ‘Execution’ phase of the project (i.e. the phase within which the deliverables are produced), actions are
planned for the identified project issues in the Planning phase of project. In theory, any issue identified during the
life of the project will need to be formally managed as part of the Issues Management Process. Deviating from
defined Issues Management Process, the objective of delivering a solution within ‘time, cost and quality’ may be
compromised.
The Issues Management Process will be terminated only after the Project is complete and handed over. This includes
all activities of handing over and closing documents completion.
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Version # 1.7
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3. Issues Management Methodology
3.1 Issues Management Principles Any project stakeholder can communicate an issue to Vendor Project Manager (VPM).
All issues will be categorized as follows:
o Time
o Cost
o Scope
o Quality
The status of the issues will be updated by VPM as follows:
o Active: The issue is still open
o Closed: The issue is resolved
o Postponed: The issue will be addressed later
Issues will be escalated to appropriate level of management (as per issue escalation procedure) under following
circumstances:
o Resolutions could not be planned
o Resolutions could not be executed as planned
o Conflict about resolution of an issue
3.2 Issues Reporting (Logging) Any member of the project team or any stakeholder can report an issue to Vendor Project Manager (VPM).
VPM logs the issue and fill in the following fields:
o Issue Title: Provide brief description of an issue
o Due Date: The date up to which the issue must be resolved
o Owner: Vendor Project Manager
3.3 Issues Review by Project Manager Initially the issue will be reviewed by PM for any associated Risk or Change. If issue dictates the change he
is to follow Change Management Process and/or if issue dictates the possibilities of any risk, he will follow
the Risk Management Process.
Following fields will be filled in:
o Status (Active, Postponed, Closed)
o Category (Time, Cost, Scope, Quality)
o Priority (High, Medium, Low)
Assign issue to a resource and inform him through email.
3.4 Issues Resolution by Issue Assignee The issue assignee will determine the causes and symptoms that reasoned the raise of issue and also
determine its severity.
Issue assignee will also plan and propose the Actions to be taken to eliminate the consequences of that
issue.
He will coordinate his efforts to resolve the issue.
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Version # 1.7
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3.5 Issues Monitoring and Control The management will review actions taken on each issue during each project review meetings. ICTC PM
and PMO will be notified.
The issues having high severity will be escalated to the appropriate level and competent authorities will
decide the action / status of those issues as per procedure mentioned under heading ‘Escalation Procedure’.
Any change in the status of issues will be documented in the Issues Register and appropriate updates are to
be reflected.
Issues Register will act as a central repository for all the issues recorded in the project and it will include
information necessary to monitor and control important issues.
Issues Register will also provide an executive level overview of the status and priorities of the overall
issues being managed and monitored in the project.
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4. Roles and Responsibilities
It is important to define the roles and responsibilities for all human resources (both internal and external to
the project) involved with the origination, review and actions on issues within the project. Following roles
and responsibilities will be applicable for Project Issues Management:
4.1 Issue Originator (Creator) Issue Originator may be any stake holder of the project.
The Issues Originator will communicate the issue to Project Manager (PM).
4.2 Project Manager Project Manager will log each issue and monitor the progress of all issues within the project.
Receiving all Issues and identifying whether the issue is appropriate to the project
Review issue for any associated Risk or Change. If issue dictates any Change or Risk, he is to
initiate Change Management Process or Risk Management Process also.
Identify and nominate an Issue Assignee to review and resolve issue.
Coordinating and monitoring the progress of all actions required for issues resolution by the
assigned Actor.
Escalating and presenting high severity / escalated issues to the Management for review and
decisions
Communicate all Management decisions to the stakeholders
4.3 Issues Assignee
The Issues Assignee will review and analyze the reasons and impact of issues and will plan the actions
required /act upon recommendations by PM for issues resolution, where appropriate. The Issues Assignee
will be responsible for:
The regular review of all issues assigned to him.
Plan actions to resolve the issues
Perform activities to resolve the issues
Identifying change requests required to address the issue arising after issue assigning to him.
Identifying Risks associated with the causes of issues or actions to address the issue.
Closing issues which are no longer likely to impact on the project.
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5. Escalation Procedure
Issues will be escalated to appropriate level of management (as per issue escalation procedure) under the
following circumstances:
Resolutions could not be planned
Resolutions could not be executed as planned
Conflict about resolution of an issue
Critical issues impacting project success
Benefit of escalation procedure:
Finding efficient solutions for problems during the project
Guaranteeing strategic balance between both parties
Defining the responsibility for efficient troubleshooting
Escalation process between Vendor and KFUPM ICTC is broadly defined as:
5.1 Level – I Escalation Triggers:
Issues could not be resolved at ICTC PM level
Actions:
Issue escalation to KFUPM ICTC Project Sponsor to address problems and define necessary
actions for the troubleshooting
Consequences:
Take actions for efficient troubleshooting
Defining deadlines on the proposed actions
Monitoring of the status reports concerning implementation for resolution of the issue
5.2 Level – II Escalation Triggers:
Declaration of level-I escalation are not efficacious
Issues impacting critical business requirements, expectations and/or deadlines
Actions:
Issue escalation to Director ICTC / ICTC Senior Management
Consequences:
Analyze cause of the issue
Define an action plan
Take actions for efficient troubleshooting
Monitoring of the status reports concerning implementation for resolution of the issue
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6. Annex – Issue Resolution Process
6.0 Processes applicable throughout Project
PM
(O
wn
er)
As
sig
ne
e
6.2 Issue Management (External Projects)
6.2.2Evaluate Issue for
any associated Risk
6.2.3 Evaluate the issue
for any Change
6.1 Change
Management
6.3 Risk Management
6.2.7Issue
Resolved
No
Issue RegisterIssue Register
External System
Legend
Incoming Connector
Outgoing Connector
Process
with Details
Manual Processes
Activity Document Decision Template /Guidelines
Template /Guidelines
Start / End
ManualDecision
Notofication
External Process
6.2.4Update Status,
Priority, Category and Assign to
Assignee
Start6.2.1
Log an Issue
6.2.5Resolve Issue and share update with
VPM
Email Notification
Yes
End
If Risk is foundIf Change found
6.2.6Update Issue
Register
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Processes Activities
6.2.1 Login an issue in Issue Log
Responsibility: Vendor Project Manager (VPM)
Inputs New Issue
Activities Log the issue and fill in the following fields:
o Issue Title
o Due Date
Outputs Issue Logged in EPM
6.2.2 Evaluate Issue for any associated Risk
Responsibility: Vendor Project Manager (VPM)
Inputs Issue
Project artifacts
Activities Evaluate issue for any associated risk
Outputs If any associated risk is found than trigger ‘Risk Management Process’ and go to
Step 6.2.3
6.2.3 Evaluate Issue for any associated Change
Responsibility: VPM
Inputs Issue
Project artifacts
Activities Evaluate issue for any associated change
Outputs If any associated change found than trigger ‘Change Management Process’ and
go to Step 6.2.4
6.2.4 Update status, priority, category and assign to assignee
Responsibility: VPM
Inputs Issue
Activities
Fill-in the following fields:
o Status (Active, Postponed, Closed)
o Category (Time, Cost, Scope, Quality)
o Priority (High, Medium, Low)
o Assign issue to a resource on EPM
Outputs Issue assigned to Assignee
Email notification to Assignee
6.2.5 Resolve Issue
Responsibility: Assignee
Inputs Assigned Issue
Activities Perform activities required to resolve the issue
Share status updates with VPM
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o Discussion
o Resolution
Outputs Progress on issue resolution to VPM
6.2.6 Update Issue Register and 6.2.7 Issue Resolved?
Responsibility: VPM
Inputs Progress on issue resolution
Activities
Update issue register
Decide and update the ‘status’ as per the following criteria:
o Mention ‘Active’ if the issue is open
o Mention ‘Postponed’ if the issue cannot be resolved at this stage
o Mention ‘Closed’ if the issue is resolved
Outputs
If status is ‘Active’, issue remains with Assignee
If status changed to ‘Closed’, go to ‘End’ and email notification to stakeholders.
If status changed to ‘Postponed’, email notification to stakeholders