Undertaking a project is similar to climbing a mountain. It requires enormous and detailed planning, a lot of stamina, as well as a clear focus on the end goal. An abundance of expertise and determination to reach the peak is required, despite the difficulties faced along the way. These difficulties may arise unexpectedly such as a strong gust of wind, or may be existing physical barriers along the planned path that have to be overcome as one continues the climb upward.
Similarly, project managers require clarity of focus and objective, the support of team members and stakeholders, and the skills required to manage projects. In addition, and perhaps less glaringly, they also require the know how to deal with issues that emerge which hinder the realization of project objectives.
Issues refer to current conditions or situations that may impact a project objective negatively. For example, a leaking pipeline carrying fuel to the generator in a project site, or excessive documentation required before sign off can take place. Either way, they mess up a smooth transition to the end.
Traditional Project Management
Issues are viewed with disdain and as a source of irritation in most projects. Most project managers handle issues with the attitude of “we will deal with them as we see them”. Being engrossed in reacting to issues is an occupational hazard for project managers. But this does have to be the case, according to the Project Management Institute. There is a better way, based on documentation, collaboration and successful resolution.
Issues have to be identified promptly, correctly and completely, collectively.
Prompt identification of issues as they emerge provide better opportunities for quick and effective issue resolution. Project team members should collaborate by taking ownership of issues, by prompting the project manager as soon it emerges. Hence issues are identified collectively and do not snowball into a major project impediment.
When identified, issues have to be documented into an Issue Log. They are then analyzed to assess their severity. Based on the evaluation results, actions are collectively identified. If resources are required, approval by the relevant parties are sought. It is then assigned to stakeholders, who are designated as owners of the issue and are tasked with reviewing the proposed responses or workarounds.
Actions to be taken to address these issues at regular status meetings.
Agile Project Management
For agile projects undertaken in changing business environments, issues are dealt with differently. Issues are discussed and addressed daily during a daily stand up meeting, so that the issues are addressed promptly to prevent them from affecting project team’s ability to deliver value.
As deliverables are developed iteratively, each iteration is expected to be better than the previous iteration. Hence, issues faced are promptly dealt with by seeking solutions or undertaking preemptive measures that address such issues on an ongoing basis.
As such, during each iteration, issues are viewed as treasure troves that ignite collaborative effort aimed at seeking resolutions and fine-tuning processes. Sprint retrospective meetings are crucial in ensuring issues and actionable responses to these issues are deliberated upon collectively. These responses are then regularly monitored by the project team.
These issues are logged in the issues board based on the concept of transparency. which is the cornerstone of agile practice. Being transparent in identifying and resolving issues as and when they emerge is based on the principle of inspect and adapt.
As for the big picture of the entire project, issues faced in the project level are discussed during project retrospective meeting typically at the end of each project. By doing so, issues that emerge which impacted the project as a whole is discussed collectively. Agreed upon actionable items are formulated for the next project, so that issues that emerged could be managed better in the event they recur.
In summary, the key differences between Agile and Traditional issue techniques are that in Agile practices:
- Issue management is built into the delivery process- e.g. Daily Scrum
- The team works together to raise and clear issues
- Documentation is kept to a minimum – all energy is put into clearing the issue
- The team regularly reviews their issue management approach in hopes to improve their handling techniques
In summary, issue management is a key consideration that needs to be addressed irrespective of approach. Managing issues clears the path required for the team to focus on delivering value both to the client, as well as to the performing organization.
