One of the important skills we need to have as project managers is the ability to handle problems that crop up in the execution of a project. Much as we might work to make sure that problems don’t arise, it is inevitable that something will go wrong. So how do we handle it when it does?

These unforeseen problems are called issues. The first thing we need to do is make sure we capture these issues as they arise. By definition, issues are unexpected, so to make sure they don’t get lost in the rush of day to day events, we need to log them as they arise – to simply write them down, and make sure we don’t forget them.

Next, we need to look at the issues we have captured.

1. What sort of issue is it?
• A change in requirements?
• A problem we didn’t foresee?
• An unavoidable risk occurring?
• A new risk spotted?
• A change in the external environment?
2. What impact is it going to have?
• Will it effect quality?
• Will it effect timescales?
• Will it effect budget?
3. What can I do about it?
• Are there actions I can take as project manager to solve this?
• Do I need to refer it up to the Executive?
• Is taking no action a possible response?
4. What impact would there be in taking action to deal with this?
• What cost?
• What timescales?
• What quality impact?

Depending on the answers to these questions, I may then be able to deal with the issue. If there is action to be taken, and I can do so while keeping within my contingency on the project, in terms of money, time, quality, and so forth, then I will do so.

If there is action that can be taken, but would take me beyond my contingency, then I need to ask the Executive for guidance. Remember, any changes to the project outside of contingency need to be agreed – it is entirely possible they could take the project from a worthwhile use of company resources, to a waste of them.

Finally, I need to make sure that I update my log of issues with action taken, and any other information on the issue.