Problem management process, filling the gap in the systems engineering processes between the risk and opportunity processes

Abstract

AbstractProblem Management is not recognized as a Systems Engineering process. Unlike risk management, where risks could impact a project at some future date, problems impact the project now. Therefore, a robust Problem Management process should be established (similar to the risk management process described in Chapter 5 of the INCOSE handbook [Hamelin, Walden, and Krueger, INCOSE systems engineering handbook v3.2: Improving the process for SE practitioners, INCOSE, Seattle, WA, 2010]) early in a projects formulation. The process should be continuous throughout all phases of the project life cycle and should be included as a part of the project System Engineering Management Plan. The process should, at a minimum, address: problem identification, problem assessment, problem root cause investigation, problem corrective action planning, reporting, a roll‐up of all current problems, problem closure, and a strong interface with the project's knowledge management system. This paper proposes a Problem Management process based on the foundations of risk and opportunity management which could be used by corporations, government agencies, and programs to establish a robust problem management process for use on their projects. © 2012 Wiley Periodicals, Inc. Syst Eng