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PM00.4 Project Management Preparation for Success * Manage Issues *

PM00.4 Project Management Preparation for Success * Manage Issues *. Manage Issues. Issue = Big Problem !!! A formally defined problem that will impede progress of a project and about which no agreement has been reached The resolution is outside the control of the project team. Manage Issues.

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PM00.4 Project Management Preparation for Success * Manage Issues *

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  1. PM00.4Project Management Preparation for Success* Manage Issues *

  2. Manage Issues Issue = Big Problem !!! • A formally defined problem that will impede progress of a project and about which no agreement has been reached • The resolution is outside the control of the project team

  3. Manage Issues Make sure it’s really an issue • Is it relevant to your project? • Will it have a significant impact on the project? • Will it require a decision by others outside of the project team?

  4. Manage Issues • Try to find the cause • Determine if the cause can be remedied or if only the symptoms can be addressed • Look at three techniques • Fishbone diagram • Root cause analysis • Pareto analysis Problem - Automobile knocking sound. Addressing symptom may include earplugs for driver. Addressing cause may be to increase octane.

  5. Manage Issues – Fishbone Diagram • Fishbone Diagram / Ishikawa Diagrams

  6. Manage Issues – Root Cause Analysis Ask a series of ‘why’ questions Example: A plant manager walks past the assembly line, and notices a puddle of water on the floor. Knowing that the water is a safety hazard, he asks the supervisor to have someone get a mop and clean up the puddle. The plant manager is proud of himself for fixing a potential safety problem. The supervisor looks for a root cause by asking 'why?'. He discovers that the water puddle is caused by a leak in an overhead pipe. He asks 'why' again, and discovers that the pipe is leaking because the water pressure is set too high. He asks 'why?' again and discovers that the water pressure valve is faulty. He asks 'why?' again, and does not get a further answer. So, the valve is replaced, which solves the symptom of water on the factory floor.

  7. Exercise – Root Cause Analysis Read role play exercise Document the root causes

  8. Problem 1 115 53% Problem 3 50 77% Problem 2 25 88% Problem 6 15 95% Problem 4 5 98% Problem 5 5 100% Manage Issues – Pareto Analysis • Multiple problems encountered • Prioritize which problems should be resolved first

  9. Manage Issues • Sometimes there is no good resolution • Make decisions among bad alternatives • Determine if one solution is better long term • Determine if one solution causes lesspain than the others

  10. Manage Issues Issues management • Create process for managing issues ahead of time • Define responsibility of the project manager and the sponsor • Project manager responsible for the process • Project manager and sponsor are responsible for agreement on resolution of an issue • Create visible decision-making process

  11. Manage Issues Issues management • Resolve issues as soon as possible • Be vigilant about following up on issues • Encourage those who identify issues to identify resolutions • People closest to the problem often have best solutions • Minimizes “backward delegation” • Team members can help determine the solution

  12. Manage Issues Issues management • Establish issue management discipline early in the project • Prioritization • Are there medium or low severity issues? • Can one issue be more critical than another?

  13. Manage Issues Issues management • Once a decision is made, implement an action plan • Action plan consists of: • Activities to be performed • Responsible team member • Due dates • Effort hours • Dependencies • Make sure the action plan is added to the workplan

  14. Manage Issues Deliverables • Issues Submission Form • Issues Log

  15. Exercise – Case Study #7 Develop Issues Management Procedures • Use Issues Submission Form and Issues Log Form • Step 1 - Solicit potential issues using Issues Submission Form from team members, customers or stakeholders • Step 2 … • Step 3 … • ….. • Report back to group

  16. Manage the Project • Manage workplan • Manage issues • Manage scope • Manage communication • Manage risk • Manage documentation • Manage quality • Manage metrics

  17. Learning Objectives By the end of class, each participant should be able to: • Understand the value of project management processes • Review the various aspects of defining a project • Build and maintain an appropriate project workplan • Identify and manage issues, scope and communication • Identify and manage project risks • Determine methods to manage project documentation • Identify and manage to the appropriate level of quality • Identify metrics to improve processes and declare success

  18. Questions??

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