Issue Management Plan v1.0

Department of TransportationProject Name

Issue Management PlanProject ID:

Division, Program Name

Prepared by:

Date:

Approval Signatures

Name: Name: Title: Project Sponsor Title: Project Manager

Name: Name: Title: Technical Lead Title: Business Lead

Name: Name: Title: Title:

Template Revision History

REVISION HISTORY

REVISION # DATE OF RELEASE OWNER SUMMARY OF CHANGES

1.0 10/2009 ETID - PMO

Initial Release of Caltrans Issue Management Plan

Remove template revision history and insert Change Management Plan revision history.

Template Revision Approvals

NAME ROLE DATE

Insert Project Approvals here.

Template Instructions:

This template is color coded to differentiate between boilerplate language, instructions, sample language, and hyperlinks. In consideration of those reviewing a black and white hard copy of this document, we have also differentiated these sections of the document using various fonts and styles. The details are described below. Please remove the template instructions when the document is finalized.

Standard boilerplate language has been developed for this management plan. This language is identified in black Arial font and will not be modified without the prior approval of the Enterprise Technology Investment Division (ETID) Project Management Office (PMO). If the project has identified a business need to modify the standard boilerplate language, the request must be communicated to the PMO for review.

Instructions for using this template are provided in blue Times New Roman font and describe general information for completing this management plan. All blue text should be removed from the final version of this plan.

Sample language is identified in red italic Arial font. This language provides suggestions for completing specific sections. All red text should be replaced with project-specific information and the font color replaced with black text.

Hyperlinks are annotated in purple underlined Arial text and can be accessed by following the on-screen instructions. To return to the original document after accessing a hyperlink, click on the back arrow in your browser’s toolbar. The “File Download” dialog box will open. Click on “Open” to return to this document.

i

i

Table of Contents

1. INTRODUCTION......................................................................................................................... 11.1 PURPOSE............................................................................................................................ 11.2 REFERENCES...................................................................................................................... 2REFERENCES................................................................................................................................. 2

1.2.1 External References.....................................................................................................2

1.3 ISSUE MANAGEMENT PLAN REVISION HISTORY.....................................................................2

2. ISSUE MANAGEMENT AND ESCALATION APPROACH.........................................................32.1 ISSUE MANAGEMENT DEFINED.............................................................................................32.2 DISTINGUISHING ISSUES FROM RISKS...................................................................................32.3 <PROJECT NAME> ISSUE MANAGEMENT PRINCIPLES...........................................................42.4 ISSUE MANAGEMENT METHODOLOGY...................................................................................52.5 ISSUE ESCALATION............................................................................................................12

2.5.1 Types of Issues...........................................................................................................13

2.5.2 Types of Escalation....................................................................................................13

3. ROLES AND RESPONSIBILITIES...........................................................................................143.1 THE <PROJECT NAME> PROJECT MANAGER......................................................................143.2 THE <PROJECT NAME> PROJECT SPONSOR......................................................................143.3 THE <PROJECT NAME> PROJECT TEAM MEMBERS............................................................153.4 PROJECT STEERING COMMITTEE........................................................................................153.5 PROJECT ADVISORY COMMITTEE.......................................................................................163.6 PROJECT LIBRARIAN.........................................................................................................163.7 SOFTWARE AND INTEGRATION VENDOR..............................................................................163.8 CALTRANS INFORMATION TECHNOLOGY PROJECT MANAGEMENT OFFICE (IT PMO)............163.9 INDEPENDENT PROJECT OVERSIGHT CONTRACTOR (IPOC)................................................173.10 INDEPENDENT VALIDATION AND VERIFICATION VENDOR (IV&V)..........................................173.11 OFFICE OF THE STATE CHIEF INFORMATION OFFICER (OCIO).............................................173.12 BUSINESS, TRANSPORTATION, AND HOUSING AGENCY (BT&H)..........................................18

4. ISSUE MANAGEMENT STEPS................................................................................................18

5. GENERAL INFORMATION.......................................................................................................195.1 ACRONYMS....................................................................................................................... 195.2 GLOSSARY........................................................................................................................ 20APPENDIX A: <PROJECT NAME> ISSUE LOG...........................................................................1APPENDIX B: <PROJECT NAME> ISSUE MANAGEMENT FORM...................................................1

ii

ii

Project Name: (Project Name)Project Number: (FSR Number)Criticality Rating: (Low, Medium, High)

Issue Management Plan<Date>

1. INTRODUCTION

The Issue Management Plan defines the <Project Name> approach for the identification, analysis, and management of project issues. It describes the <Project Name’s> process for addressing project issues. Issues arise from such things as unmediated disputes, unaddressed concerns, or decisions that remain unresolved. They occur in all phases of the project lifecycle and can have severe impacts to the project if not taken care properly. The Issue Management Plan should cover:

How issues are raised.

How issues are logged and tracked.

Assigning and evaluating issues for resolution actions.

Executing issue resolution actions.

Defining issue management roles and responsibilities.

Examples of forms and logs used in issue management.

It is important that the project has an issue management process that provides visibility into problems and issues, accountability as to who will resolve them, and how they will be resolved in a timely manner. Without an issue management process and plan the project runs the risk of experiencing team and customer discord, scope creep and schedule slippage.

1.1 Purpose

The purpose of the <Project Name> Issue Management Plan is to ensure that:

Issues are identified, assessed for impacts to the project and resolved.

Issue resolutions that have significant impacts to schedule, scope, budget and quality become part of the formal change management process.

Resolved issues are properly documented and communicated to project team members and stakeholders.

Describes what tools the <Project Name> will use to support the issue management process.

The purpose of the issue management process is to ensure that any unanticipated issues and corresponding action items are assigned, tracked, and monitored over the project’s lifecycle. The escalation process is use when an otherwise un-resolvable issue is raised for consideration by a higher level of management.

1



1.2 References

References

1.2.1External References

Office of the State Chief Information Officer’s (OCIO’s) Information Technology Project Oversight Framework

Caltrans IFMS E-FIS Project Management Plan

OCIO CA-PMM, Section 2.5 Issue Management

PMBOK Guide, 3rd Edition, Section 10.4 – Manage Stakeholders

http://isb.wa.gov/tools/pmframework/planning/issuemgmt.aspx

http://www.bestpractices.osi.ca.gov/sysacq/documents/Issue%20and%20Escalation%20Process%20(4004).doc

If applicable, indicate the name of the document management tool the project is using. If the project is not using a specific tool, list any relevant documents that can be used as references for this document and its corresponding location. A copy of all project management plans, control agency approval documents, and project status reports must be saved into the IT Project Management Office (PMO) centralized document repository. These files are located on the network in the directory \\Svhq20it\VOL2\PPMD\PMO.

1.3 Issue Management Plan Revision History

REVISION HISTORY

VERSION # DATE OF RELEASE OWNER COMMENTS

Insert Issue Management Plan revision history.

2



http://isb.wa.gov/tools/pmframework/planning/issuemgmt.aspx



2. ISSUE MANAGEMENT AND ESCALATION APPROACH

This section presents the approach the <Project Name> project will use to identify and manage project issues.

2.1 Issue Management Defined

For the purpose of this project, an issue will be defined as any factor which is currently impacting the scope, schedule, or budget of the <Project Name> project. Issue management provides for the understanding and management of factors that may 1) prevent the project from achieving one or more of its objectives, 2) create schedule delays, or 3) increase costs.

2.2 Distinguishing Issues From Risks

Risks and issues have a similar definition – both are factors which may have a negative impact on the scope, schedule, or budget of the project. The distinguishing characteristic of risks and issues is time. Issues are currently impacting the project and must be addressed immediately for progress to continue. Risks may impact the project in the future, and must be mitigated now so they will not have a future impact.

Risks may eventually become issues if they are not effectively mitigated. In addition, unanticipated or recent project events or developments may become issues (rather than risks) if they have an immediate impact on the project. These concepts are illustrated below:

3



Issues and risks must be identified, analyzed, tracked, and resolved/mitigated. Refer to the <Project Name> Project Risk Management Plan for the procedures the project will use to manage risks. The procedure for managing issues is presented in the remainder of this section.

2.3 <Project Name> Issue Management Principles

This issue management plan is based on several key principles that will guide the project’s issue management activities throughout the project lifecycle. These principles are embedded in the issue management methodology and processes described throughout this document. They include:

Issue management is an ongoing process that will occur throughout the lifecycle of the project.

The <Project Name> Project Manager will have the overall responsibility for issue management on the project. This includes assigning issue owners and tracking issue resolution activities. Vesting this responsibility in a single person will enhance the coordination and accountability of the issue management process.

All individuals assigned to the <Project Name> project will be responsible for identifying and reporting potential issues. They may also be assigned specific issue analysis and resolution tasks at the discretion of the <Project Name> project manager.

<Project Name> issue management responsibilities extend to individuals and organizations outside of the core project team. These include Caltrans managers and executives (including those within and outside of the <Division Name> Caltrans’ Enterprise Technology Investment Division (ETID, IT Project Management Office (IT PMO), control agencies (OCIO and the Department of General Services), and the Business, Transportation, and Housing Agency. These organizations or individuals may be asked to resolve escalated issues, clarify or make policy decisions, or approve specific issue resolution activities.

The <Project Name> project manager will manage issue escalation. The <Project Name> project sponsors may be requested to assist with escalation and negotiations if required.

The <Project Name> software and integration vendors will be responsible for actively participating in the <Project Name> project issue management process. This requirement is included in the Request for Proposal (RFP) for the software and integration services.

The status of issues will be reported to the project sponsor, the <Project Name> Steering Committee, control agencies, and if applicable the project’s Independent Validation and Verification Vendor, and Independent Project Oversight Consultant (IPOC) throughout the lifecycle of the project.

4



2.4 Issue Management Methodology

The <Project Name>project will utilize the following methodology for managing issues:

An explanation of each step in the process is presented below.

Step 1: Identify Issue

Identification of issues is the key to resolving them. The <Project Name>project will use the following approaches for issue identification:

5



On-going issue discussions during weekly and monthly project planning meetings. Since issue management is an activity which occurs throughout the lifecycle of the project, the <Project Name>project team will conduct a review and discussion of issues during weekly and monthly project team status meetings. During these meetings, existing issues and the status of their resolution activities will be discussed, and the project team will be asked to identify any new issues.

Ad Hoc Issue Reporting: All stakeholders will be encouraged to report any issues that may arise to the <Project Name>Project Manager. Project team members will be directed to report issues to their team leaders and managers first; if the issue warrants tracking and resolution, the team leaders and managers will report the issue to the <Project Name>project manager.

Risk Reviews: As the project team manages risks, any risks that become issues will be identified and documented as issues for resolution in accordance with this issue management plan. Conversely, each issue will be validated to ensure it is not a risk. If so, the project will add it to the project’s risk log.

The <Project Name>Project Manager may assign an owner to each issue. The issue owner will conduct any additional issue analysis required and may be responsible for leading issue resolution tasks. It is important to note that even though an individual owner for each issue will be identified, the <Project Name>Project Manager will maintain overall responsibility for issue management throughout the project.

To ensure that issues are effectively documented and tracked, the <Project Name>Project Manager (or his or her designee) will enter identified issues on an issue log. The log will be used to document the issue, along with its owner, priority, and resolution steps. It will also be used for issue tracking. A template for the <Project Name>Issue Log is provided in Appendix A.

Step 2: Analyze Issue

After identifying the issue, more analysis may be required to assess the issue’s impact on the project. At the <Project Name>Project Manager’s discretion, the issue owner may be asked to complete an Issue Analysis Form to document the impact of the issue. A template of the form is presented in Appendix B. If the issue was once a risk,

6



documentation from the risk analysis process will be used in place of the form. Since some issues are less complex, detailed documentation (and an Issue Analysis Form) will not be required.

Step 3: Prioritize Issue

After analyzing the issue, the project managers and leads will assess whether the issue is high, medium or low priority. Because issues by definition are impacting the project and must be addressed, the project team will expend an appropriate amount of effort addressing all issues regardless of the priority. However, priorities will enable the project team to focus on the most significant issues.

The project team will consider the following general guidelines for prioritizing issues:

High priority issues:

o Are the cause of a critical task schedule slippage

o May have a significant impact on project scope or budget

o Impact more than one project area (e.g. training and testing)

o Have near-term due dates (0-14 days) for the completion of resolution activities.

o Have resolution activities that are within the project team’s control

Medium priority issues:

o May cause a critical task schedule slippage in the future – action now will prevent that from happening

o May have a moderate impact on project scope or budget

o Impact is contained to a specific project area

o Few or no dependencies on other project areas

o Medium term due dates for completing resolution steps (14-28 days)

Low priority issues:

7



o Have little or no impact on the project schedule

o No dependencies on other project areas

o Long term due dates for completing resolution steps (14-28 days)

o Resolution activities are completely outside of the project team’s control

After consideration by the project managers, low priority issues may be closed on the Issue Log. However, there will be documentation in the Issue Log that the issue was raised and considered.

Step 4: Develop Issue Resolution Steps

The project team will develop an issue plan for each identified issue and track status against the plan. The resolution steps will essentially include series of action steps which will be documented on the issue log, associated due dates, and designate the person responsible for executing the steps.

If required, the <Project Name>Project Manager will modify the project WBS and schedule or request changes in resources to effectively resolve the issue.

Step 5: Execute Issue Resolution Steps

The issue owner will execute the resolution steps.

Step 6: Track Resolution Activities

The issue owner will be responsible for providing status on the issue resolution activities. The <Project Name>Project Manager will track the status of issue resolution activities against the resolution steps, and assess any impacts relative to the overall project scope, schedule, or budget. The <Project Name>Project Manager will lead a review of the issue log at weekly project team status meetings to ensure that resolution activities stay on track and that new issues are identified as required.

8



Step 7: Report Status

Issues will be a standard part of the status documentation and meetings conducted by the <Project Name>project team (refer to the <Project Name>Project Communication Plan for a detailed discussion on status reporting). Project team members will document the status of their issue resolution activities on their regular status reports. The <Project Name>project team will meet weekly and monthly to discuss the status of existing issues and their resolution activities, and to identify new potential issues. Issues will be discussed during the same meeting that the status of risks and the project schedule are discussed, so that these core project management processes are effectively integrated.

The status of issues will be reported outward from the core project team to key project stakeholders. The status of the most significant project issues will be included in monthly status reports provided to Program Division Chief(s), the Caltrans’ IT Program Manager, project sponsors, steering and advisory committees, Independent Project Oversight Consultant (IPOC), and Independent Verification and Validation vendor (IV&V). The project’s highest priority issues will also be included in the monthly reports provided to Caltrans IT PMO and the OCIO.

In addition to reporting on issues to stakeholders, the issue log will be published and disseminated to project team members on a weekly and monthly basis. Weekly published versions of the issue log will be included in the project library for future reference.

A matrix such as the one below can be used to present the issue reporting protocol in greater detail.

<Project Name>ISSUE REPORTING PROTOCOL

RECIPIENT (TO) FROM MEDIUM FREQUENCY

<Project Name>

Project Manager

<Project Name>Project Team

Project Issue Log Reviews

Status Reports

Weekly

Monthly

Bi-Weekly

9




<Project Name>Project Team

<Project Name>Project Manager

Project Issue Log Reviews

Status Reports

Weekly

Monthly

Bi-Weekly

Project Sponsor <Project Name>Project Manager

Status Reports

Status Meetings

Steering Committee Meeting Status Reports

Bi-Weekly

Bi-Weekly

Monthly

IT Program Manager


Status Reports

Status Meetings


Bi-Weekly

Bi-Weekly

Monthly

Chief, Program Division


Status Reports

Status Meetings


Bi-Weekly

Bi-Weekly

Monthly

<Project Name>Advisory Committee


Status Reports


Bi-Weekly

Monthly

<Project Name>Steering

<Project Name>Project

Status Reports Bi-Weekly

10




Committee Manager


Monthly

Independent Project Oversight Consultant (IPOC)

Independent Verification and Validation Consultant (IV&V)


Status Reports Bi-Weekly

Caltrans IT Project Management Office (IT PMO)


PMO IT Project Status Reports

Monthly

Office of the State Chief Information Officer (OCIO)

ETID

IPOC

PMO IT Project Status Reports

Independent Project Oversight Report (IPOR)

Monthly

Monthly

Business, Transportation and Housing Agency

PPMD Monthly PMO IT Project Status Reports

Monthly

Customize the ISSUE REPORTING PROTOCOL matrix for <Project Name> information.

11



2.5 Issue Escalation

Consistent with current practices for high priority Departmental IT projects, the <Project Name>Project Manager will be responsible for escalating issues to an appropriate person or organization based on the nature of the issue, and the ability of the individual or organization to resolve it. Issues may be escalated to managers and executives within the Department, vendor managers or executives, the IT PMO, Agency, or OCIO. High and medium priority issues will not be automatically escalated to Agency or OCIO unless warranted by required resolution activities.

It is important to note, however, that issues (and the status of their resolution activities) will be reported to Agency and OCIO (along with other project stakeholders) on a regular basis. Refer to subsection 2.4, Step 7 for the <Project Name>Issue Reporting Protocol.

Because the subject matter, urgency, and complexity of issues will vary widely, a specific and detailed escalation path for all issues cannot be identified in this plan. However, a general and high level depiction of the typical escalation path is provided in the illustration below:

ISSUE ESCALATION PROTOCOL

12



The <Project Name>project manager will adhere to the following general guidelines for escalating issues:

Issues requiring the attention of control agencies will first be discussed with the Project Sponsor, the Chief of the Program Division, and IT’s Technical Program Manager; then forwarded to the IT PMO, who will coordinate discussions with the control agencies.

The IPOC and IV&V vendors will play a key advisory role is determining specific issue resolution activities and may be assigned specific tasks if required.

The Project Sponsors, Steering Committee, and Advisory Committee may provide assistance in engaging other Caltrans divisions when issues across divisions or other agencies (such as control agencies) arise.

2.5.1Types of Issues The following are types of issues that may require escalation to the <Project Name> Steering Committee:

o Policy issueso Significant schedule issueso Adverse Program Impactso Go/No-Go recommendationso Vendor Disputeso Stakeholder disagreementso Impacts to project funding

2.5.2Types of Escalation

o Escalation will occur if project activities are not getting done or it appears that it is likely they will not get done in a timely manner, thus risking go-live dates.

o Escalation will occur if it appears that requirements are not being met or that they cannot be met or that meeting them violates customer and external user expectations regarding product quality or resulting impacts.

o Escalation will occur if an issue is raised and a decision is needed to continue working on project activities.

13



o Escalation will occur if the project governance is not able to reach agreement on the issue and agreement is needed to continue project activities.

The Project Sponsors, Steering Committee, and Advisory Committee may provide assistance in engaging other Caltrans divisions when issues across divisions or other agencies (such as control agencies) arise.

3. ROLES AND RESPONSIBILITIES

This section describes the roles and responsibilities of the <Project Name> staff with regard to issue management.

Note that these are roles, not positions or titles. One person may fulfill more than one role. There are various staff resources and stakeholders involved in managing project lessons learned. In some cases, one individual may perform multiple roles in the process.

List the roles and responsibilities of those who will participate in the project’s issue management process.

3.1 The <Project Name> Project Manager

This section should summarize the project manager’s involvement in directing and implementing the project’s issue management and escalation process. Include any other responsibilities that are specific to this project’s requirements.

Responsibilities include:

Overseeing the creation, direction and implementation of the project’s issue management and issue escalation process.

Conducting weekly walkthroughs of the project issue list, leading efforts to identify new issues.

Maintaining the project issue list. Assigning issue owners, following up with issue owners to obtain status of issue

analysis and resolution activities. Assigning issue analysis and resolution tasks, monitoring progress and taking

corrective action as necessary. Reporting and escalating issues to the Project Sponsor, Steering Committee, IT

PMO, IPOC, IV&V, OCIO, and the Business, Transportation, and Housing Agency.

14



3.2 The <Project Name> Project Sponsor

This section should summarize the project sponsor’s involvement in the project’s issue management and escalation process. Include any other responsibilities that are specific to this project’s requirements.


Identifying potential issues and reporting them to the<Project Name> Project Manager for additional analysis and follow up.

Ensuring that issue management and escalation are conducted on the project. Receiving status reports on issue resolution activities. Receiving escalated issues and assisting with resolution activities as required. Recommending approval or denial of issue resolutions. Making policy decisions or providing direction as required for resolving issues.

3.3 The <Project Name> Project Team Members

This section should summarize the project team members’ involvement in the project’s issue management and escalation process. Include any other responsibilities that are specific to this project’s requirements.


Identifying issues while conducting daily project tasks, reporting issues to the project manager.

Leading issue resolution activities and reporting issue resolution status to the project manager.

Completing issue analysis and resolution tasks as assigned by the <Project Name> Project Manager.

Participating in weekly and monthly walkthroughs of the issue log. Updating assigned items on the project issue list.

3.4 Project Steering Committee

This section should summarize the project steering committee’s involvement in the project’s issue management and escalation process. Include any other responsibilities that are specific to this project’s requirements.


Overseeing project issue management activities. Identifying potential issues and reporting them to the<Project Name> Project

Manager for additional analysis and follow up. Receiving status reports on issue resolution activities. Receiving escalated issues and assisting with resolution activities as required.

15



Making policy decisions or providing direction as required for resolving issues. Approve or deny recommended resolutions.

3.5 Project Advisory Committee

This section should summarize the project advisory committee’s involvement in the project’s issue management and escalation process. Include any other responsibilities that are specific to this project’s requirements.


Identifying potential issues and reporting them to the<Project Name> Project Manager for additional analysis and follow up.

Receiving status reports on relevant issue resolution activities. Providing subject matter expertise for issue analysis and resolution planning. Providing input and direction as required for resolving issues.

3.6 Project Librarian

This section should summarize the project librarian’s involvement in the project’s issue management and escalation process. Include any other responsibilities that are specific to this project’s requirements.


Maintaining electronic files of issue forms and versions of the issue log. Ensuring “published” versions of the issue log and issue management forms are

included in the project library.

3.7 Software and Integration Vendor

This section should summarize the software and integration vendor’s involvement in the project’s issue management and escalation process. Include any other responsibilities that are specific to this project’s requirements.


Conducting all issue management tasks listed under ”Project Team Members” roles above.

Submitting an issue management plan specific to the selected software, data warehouse, and integration effort; assists the <Project Name> Project Manager in incorporating these issues into the on-going project issue list.

16



3.8 Caltrans Information Technology Project Management Office (IT PMO)

This section should summarize the Caltrans Information Technology Project Management Office’s involvement in the project’s issue management and escalation process. Include any other responsibilities that are specific to this project’s requirements.


Identifying potential issues and reporting them to the <Project Name> Project Manager for additional analysis and follow up.

Receiving status reports on issue resolution and issue escalation activities, providing information to the OCIO on monthly status reports.

3.9 Independent Project Oversight Contractor (IPOC)

This section should summarize the Independent Project Oversight contractor’s involvement in the project’s issue management and escalation process. Include any other responsibilities that are specific to this project’s requirements.



Reviews the project issue list with the <Project Name> Project Manager. Performing independent issue management reviews and reporting identified

issues to the <Project Name> Project Manager. Reporting on issues to the OCIO in the monthly Independent Project Oversight

Report (IPOR).

3.10 Independent Validation and Verification Vendor (IV&V)

This section should summarize the Independent Validation and Verification vendor’s involvement in the project’s issue management and escalation process. Include any other responsibilities that are specific to this project’s requirements.



Reviews the project issue list with the <Project Name> Project Manager. Performing independent issue management reviews and reporting identified

issues to the <Project Name> Project Manager.

17



3.11 Office of the State Chief Information Officer (OCIO)

This section should summarize the Office of the State Chief Information Officer’s involvement in the project’s issue management and escalation process. Include any other responsibilities that are specific to this project’s requirements.


Establishing the project management methodology for issue management through the IT Project Oversight Framework and California Project Management Methodology.

Receiving escalated project issues and assisting with resolution activities as required.

Receiving status reports from the IT PMO on issue resolution activities. Receiving status reports on issue resolution activities in the monthly IPOR.

3.12 Business, Transportation, and Housing Agency (BT&H)

This section should summarize the Business, Transportation, and Housing Agency’s involvement in the project’s issue management and escalation process. Include any other responsibilities that are specific to this project’s requirements.


Receiving escalated project issues and assisting with resolution activities as required.

Receiving status reports from the IT PMO on issue resolution activities.

4. ISSUE MANAGEMENT STEPS

The status of the steps the <Project Name> Project Manager will take, or has taken, to implement this issue management plan are presented in the table below.

IMPLEMENTATION OF THE ISSUE MANAGEMENT PLAN

ISSUE MANAGEMENT PLAN IMPLEMENTATION STEPS STATUS

Develop a consolidated project issue list, leveraging the issues currently reviewed and reported on by the procurement

Complete

18



ISSUE MANAGEMENT PLAN IMPLEMENTATION STEPS STATUS

assistance vendor.

Add an issue list review to the weekly <Project Name> staff meeting agenda.

Complete

Establish a detailed process for updating, publishing, and archiving the issue list.

Complete

Establish electronic file folders to store iterative versions of the project issue list and the issue management forms.

Complete

Work with the Project Sponsors, Steering Committee, IT PMO, OCIO, and Agency to determine and document specific issue escalation processes and contacts.

Complete

Review the RFP for the integration and software vendor to verify that the vendor’s issue management responsibilities (as specified in this plan) are included in the RFP.

Complete

Meet with the software and integration vendor to review their issue management plan and integrate their processes and issues into the project issue list.

To be performed at the beginning of the development and integration effort.

Update the table with the <Project Name> items current status.

5. GENERAL INFORMATION

5.1 Acronyms

List only glossary entries and acronyms that are applicable to this project document.

DGSETIDIPOCIV&V

Department of General ServicesEnterprise Technology Investment DivisionIndependent Project Oversight ContractorIndependent Validation and Verification

19



OCIO Office of the Chief Information OfficerPMBOK Project Management Body of KnowledgePMO Project Management OfficeRFPWBS

Request For ProposalWork Breakdown Structure

5.2 Glossary

A standard glossary of terms, including the names of all methodologies and stages, is included in the standard Glossary. This section defines additional terms, including those specific to this business or project.

Term Definition

Go/No-Go The decision to continue or not to continue an Information Technology project based upon meeting or not meeting pre-established criteria.

Data Warehouse An organization’s repository of electronic data used to facilitate reporting and analysis. It can also include business intelligence tools used to manage and retrieve repository data.

20



APPENDICES

21


Issue Management Plan <Date>

Appendix A: <Project Name> Issue Log

<Project Name>

Issue Log

No. Risk X-Ref

Title Description and Impact to Project

Priority (H,M,L)

Date Reported

Reported By

Assigned To

WBS #

Target Date

Date Resolved

Status Resolution/Comments

The log helps the team monitor issues to closure. An issue is stated as a question and assigned to a team member for follow through to resolution. Issues that are significant have issue resolution documentation prepared; this document much like meeting notes provides context for the recommended action to resolve the issue.

1



Appendix B: <Project Name> Issue Management Form

<Project Name>

Issue Analysis Form

SECTION I: CONTACT INFORMATION

Issue Title: Issue Log#:

Assigned To: Issue Identification Date:

Form Completed By:

SECTION II: ISSUE DESCRIPTION & ANALYSIS

This section must be completed by the Issue Owner

Issue Category:

[Indicate the primary area of the project this issue affects.]

Project Management Technical

General Project Management & Oversight Analysis

Scope Design

Schedule Build

Budget Test

Procurement Train

Other (Specify Below) Go-Live

Other (Specify Below)

1



Issue Description:

[Describe the problem, business need, or other factors that create this issue.]

Issue Analysis:

[Describe the impact to the project if the issue is not resolved.]

Business Impact

[Describe the business impact on all areas checked below.]

<Enter Business Area>

Technical Impact

[Describe the technical impact on all areas checked below.]

Hardware Database

Network Interfaces

Operating System Reports

Software Security

Conversion Other

Project Impact

[State the impact the issue will have on the project scope, schedule, costs, and resources if it is not resolved.]

Scope

Schedule

2



Resources

Cost

Impacts to Sponsor, User and Stakeholder Relationships

Resolution Alternatives: (Pros/Cons)

[Indicate whether there are acceptable alternatives for resolving the issue]

Dependencies/ Pre-requisites:

[Discuss whether this request is dependent on other project activities, or whether it will impact other aspects of the project.]

Target Date:

[State the date required for issue resolution, with justification.]

SECTION III: ISSUE ACTION PLAN

Issue Action Plan:

[Describe the detailed steps (with due dates) necessary to resolve this issue]

SECTION IV: ISSUE RESOLUTION

Issue Resolution:

[Describe final resolution of issue]

3



Issue Resolution Date:

[Document issue resolution date]

Issue Approval:

[Approving signatures]

Project Manager

______________________

Project Sponsor

______________________

4

Documents

Issue Management Plan v1.0