Having undertaken the impact analysis, the severity and priority of the issue should be re-evaluated Impact analysis must cover the three areas of business, user and supplier (for example including the suppliers cost and effort required to implement a change, and what products would have to be changed) There may also be effects on other projects that are not necessarily part of the program.Įxamining the impact of issues can be wrongly taken to mean only the impact on the customer. If the project is part of a programme, the impact of the change on the program as a whole should be considered. The project risk profile, that is, the impact on the overall risk exposure of the project.Any other dependent products produced by the project.The project business case, especially in terms of the impact on benefits.The project performance targets in terms of time, cost, quality and scope, including whether there are any other products that are within the project scope that will also be impacted by this issue.The impact analysis should consider the impact the issue has, or will have on: However, the project manager needs to consider whether it is worthwhile doing a detailed impact analysis as the duration and effort required to undertake one may itself cause a deviation from the plan The next step is to assess the issue by undertaking an impact analysis The daily log can be used to record issues being managed informally PRINCE2 – Assessing issues Issues being managed formally should be entered in the issue register and given a unique identifier Reduce the administrative burden on the project manager when dealing with the day-to-day issues that may arise.Avoid the project board being inundated with too many issues and therefore diluting the time it has available to deal with the key issues affecting the project.Ensure decisions are made at an appropriate level within the project management team.The purpose of distinguishing between those issues that can be managed informally and those that need to be managed formally is to: In such cases, the project manager should decide the best course of corrective action The project manager is likely to receive many issues that can be handled without having to treat them formally, particularly if the issue can be resolved immediately. The project manager makes an initial assessment of the issues severity and priority The first step in the procedure is to undertake an initial analysis to determine the type of issue that has been raised and whether it should be managed informally or formally. PRINCE2 issue and change control procedure PRINCE2 Capture