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In addition, there are three Appendices: The Results of a Survey in IT Issues; The Magic Cross-Reference; and Websites. The first three chapters in Part I are by way of introduction to the book generally and describe the authors' thoughts on various aspects of Issues Management. For example, they lament that: "Lessons learned are gathered, if at all, at the end of a project, when most of the people have vanished to work on other projects and tasks. The experience and lessons learned that were collected were not organized, used, or updated."[4] Contrary to this condition, the authors recommend that Effective Issues Management and Coordination[5] require tracking Issues in three types of databases:[6]
In fact, the authors show that tracking the number of open Issues on an IT project is a valuable metric for determining the health of that project. That is because dealing with Issues openly and upfront will improve the probability of project success.[7] From Part II onwards, the contents consist entirely of the authors' Issues and Risks descriptions organized as shown in the Table of Contents above. Each Issue in these chapters is set out under the following five headings: Title; Discussion; Impact; Detection; and Actions and Prevention. For example, Chapter 4, the first of the series, deals with Teams and, as with the remaining chapters, starts with an Introduction. The issues that follow include such Issues as Lack of Teamwork; Team Members That Are Difficult to Manage; Project or Work Leader Who Lacks Experience; and Too Much Time Spent in Meetings. These sorts of problems will be very familiar to many project people, and readers will no doubt study the authors' recommendations with great interest.
4. Ibid, p3 5. Ibid, Chapter 2, p17 6. Ibid, pp91-20 7. Ibid, pp 4, 17-18 Home | Issacons
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Introduction
