Risk vs Issue.
You can even define your plans for mitigating potential risks as issues or tasks.
In fact, it’s recognized that while having no plan is usually a guarantee of failure, any plan, no matter how perfect, will be continually challenged with curveballs and challenges and thus change. So, yes, that can be a risk, but we digress from the main point. So it’s not unusual in your trek to avoid all the curves and roadblocks thrown your way to become frustrated when deciding what to put in the risk register.
Create a very simple risk and issue log (2 tabs on an XLS is fine), which you review during your project meetings. As stated more formally above, it should be something that can positively or negatively affect the outcome of your project or program. After all, that’s a risk is it not? Risks Vs. Issues Vs. Tasks: Massive Confusion. Compounding this perplexing subject is the fact that issue management tools are often (and quite usefully) extended to serve the purposes of risk and task management so the terms get thrown around casually. The beauty of your risk register is that it contains things that, in the future, you will decide whether to invest work in or not. A RAID log, therefore, is a project management tool that tracks risks, actions, issues and decisions. Preventing any risk can be a task. Many people agree with the view point that it is generally more acceptable to classify items by their actuality (issue) and potentiality (risk). And thus there is yet a third useful criterion for defining risks: And there are no doubt dozens or hundreds or thousands of such things to worry about. Risk and Issue logs should be living, breathing documents that are tracked, updated, and discussed throughout the project. nature of the risk, reference and owner, mitigation measures.
Imagine Indiana Jones in Raiders of the Lost Ark if he were “asleep at the switch.” How long would he survive? Fortunately, as a project manager, you normally don’t have to have the steady nerves Harrison Ford portrays so well in those steely eyes.
In it, an issue is described as “A point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements.” A risk is defined therein as “An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.” Note the key words if it occurs.
For its part, the Project Management Institute’s Project Management Body of Knowledge Fifth Edition doesn’t make the direct connection between issues and risks, and I think quite properly so. Decisions are how you decided to act in the project. Projects like that are out there. But as we shall see below, the resultant confusion can be a problem unless you can sort things out properly. A risk register is a document used as a risk management tool and to fulfill regulatory compliance acting as a repository for all risks identified and includes additional information about each risk, e.g. Issue management.
Second, project management can become complicated because things that clutter up the risk list (referred to usually as the risk register) should instead be in other task lists in your management system rather than fragmented here and there. So it is that the risk register should be relatively small, with the attendant advantage that you as project manager can assure that your team gives its contents the focus it deserves. It’s a design consideration. In fact, this definition is widely used and successfully so by accomplished practitioners. You’ll find a plethora of information out there, and as mentioned earlier, your effectiveness in risk management will continue to mature for many years. Survival as a project manager can’t be separated from effective risk management.
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