Download - Issues Management Guidelines Management Guidelines Document # TMP1001 Version # 1.7 Issues Management Guidelines Page 2 of 11 Table of Contents 1. OVERVIEW 3 2. INTRODUCTION 4 2.1

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Issues Management Guidelines

Internal Projects


Document # TMP1001

Version # 1.7


Proprietary Information

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.


Document # TMP1001

Version # 1.7


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


Document # TMP1001

Version # 1.7


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


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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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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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.


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.

Issue Management Plan

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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



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



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



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

Download - Issues Management Guidelines Management Guidelines Document # TMP1001 Version # 1.7 Issues Management Guidelines Page 2 of 11 Table of Contents 1. OVERVIEW 3 2. INTRODUCTION 4 2.1

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