I need the Issue Management this reporting period(may include activities planned but not completed, challenges. recommended actions and resolutions, etc)

Issue Description

Owner

Resolution

Impact** (H,M,L)

Decision Due Date

Status

From thus data:

1. Project Status

Status Item	Current Status	Details
Overall Project Status		As of the date (August 7th, 2023), the deliverables Design and Permit, Procurement, and Site preparation have been completed. The framing process has been confirmed to start in one week. However, the project is facing issues with the deliverable "Utilities", specifically with the contractor responsible for the electrical installation. The contractor contacted the Project Manager to indicate that they would not be able to start the installations on time (August 14, 2023) as they are finishing the electrical installation for two other projects.The earliest start could be on August 17th, but they are not completely sure if more days would be necessary. This problem requires the involvement of the Project Manager and the team. Contract review and legal actions need to be addressed to ensure that the contractor can meet the designated schedule. The project continues to progress despite the delays with this contractor. However, If the problem is not resolved, the established starting date for the HVAC contractor will be delayed as it needs to start in parallel with the electrical contractor.
Quality / Scope Status		A modification was made during the Procurement Phase. Mr. Jones, the client, decided to upgrade the floor material and replace the 2,000 feet of lumber with ceramic tile (scope creep). He mentioned that the initial material did not meet his expectations of providing a luxurious look to the pet grooming salon. Although the return of the initial material to the supplier was possible (since they also sold ceramic tile) the estimated cost increased by an additional 20,000 CAD. Mr. Jones experienced some uncertainty due to the 3 days it took for the supplier to respond. He is not feeling comfortable about the previous event and has requested now on two meetings per week to review the project progress and the quality of the deliverables by the contractors. Furthermore, Mr. Jones is concerned about the recent communication received from the electrical contractor and is awaiting responses from the Project Manager and a prompt solution to the problem.
Cost Status		Although there was a cost increase of 20,000 CAD in the cost estimation, the project is still within the budget (500,000 CAD).The allocation of a contingency reserve that represents 10% of the budget helped to control this unforeseen circumstance. This means that out of the 50,000 CAD, there is still 30,000 CAD designated for contingency reserve. It is important to highlight that the total estimated project costis below the budget, allowing for some flexibility in terms of costs. Cost estimate: 461,350 CAD Budget: 500,000 CAD However, it is understood that any further attempt to introduce changes must be discussed thoroughly with Mr. Jones and evaluated under rigorous criteria, considering the impact on the project scope, the development and execution of established activities, and the legal aspects of the contracts. It is worth noting that although the procurement phase for building materials took two days longer than planned, this delay did not result in any monetary impact as the site evaluation process did not dependent on its completion. On the contrary, it started in parallel with the procurement process. Furthermore, it has also not caused any economic impact on the framing phase, as the procurement was successfully closed within the designated time.
Schedule Status		The major deliverables: Designs and Permit, Procurement, and Site Preparation have been completed within the estimated time. Despite the change in material for the construction of the flooring, the project has been able to stay on schedule due to constant communication with the client via phone calls and emails. However, after the latest communication with the electrical contractor, it is anticipated that the schedule is at risk of being delayed if corrective measures are not taken in a timely manner.

1. Status Legend

LEGEND	Performance Factors
GREEN	YELLOW	RED
Overall Project Status	ALL STATUS ITEMS GREEN - Progressingwell	ONE OR MORE STATUS ITEMS YELLOW -Requires resolution by PM and Team. Management needs to be aware and provide assistance	ONE OR MORE STATUS ITEMS RED -Requires immediate Sponsor or Senior Management attention and/or intervention
Quality/ Scope Status	Meets or exceeds broad expectations (quality, scope, HR, risk, communications, etc.)	Expectations differ from either expected deliverables Reliability/robustness of project deliverables in question Scope creep, etc.	Not meeting expectations Requires intervention and/or Change Control, etc.
Cost Status	On budget	Over/Under Budget or Risk of Over /Under Budget	Excessively over/under budget.
Schedule Status	On schedule	Delays or risk of delay	Late. Will not complete in time to meet business goals.

Note: Organizations would typically define specific thresholds to address the above-mentioned performance factors. For example: Yellow = +/- 10% on the budget