Brad Egeland recognizes that issue management is the big ticket item on any project. Nobody has a project where nothing goes wrong, and the difference between being hamstrung by those issues or learning from them is simply a well put together issue management process. While this is the case, Egeland also recognizes that issue management is the most likely to be ignored: The bottom line is we often don't give issue management and issue tracking enough of a focus to help ensure that we're properly managing critical problems. We don't often give it enough attention to ensure that we are not adversely affecting our customers and threatening our projects. Denial, ignorance, or just plain laziness — whatever the reason — it still isn't good and it's no excuse. As project managers and experienced project professionals, we need to give as much focus to issue management as we do the rest of our critical project management tasks. Egeland posits that a large part of creating an effective issue management plan is knowing who will utilize the plan, and building it to fit their needs. By way of example, are the users very technical people, or are they laypeople who won't recognize overly technical language? Another consideration is the project types : large or small, short term or long term, etc. The sizing of your issue management plan must compliment the project it supports in order to facilitate successful use and value.