An issue log tracks problems that already exist and need an action or decision. It should describe the current impact, accountable owner and evidence required to resolve the issue.
Keep it distinct from a risk register, which records uncertainty about what might happen. The two can be linked when a previously identified risk becomes an actual problem.
State the issue as a fact to address
Describe what is known, when it was identified and which work it affects. Separate confirmed information from a suspected cause. “The delivery is confirmed for Wednesday, after the planned Tuesday distribution” is more useful than “the supplier is unreliable”. Issue tracking can form part of coordination work; our administration jobs guide offers role context for explaining how you record a problem, route a decision and check the result.
Check whether the matter needs an immediate safety, security, privacy or other specialist response. An ordinary project issue log should not delay the required reporting or incident process.
The Queensland Transport and Main Roads project-management glossary provides broader project-management terminology. The workflow below is an original general coordination example and does not replace the project’s governance arrangements.
Use a practical issue record
Include:
- Reference: stable identifier and date raised.
- Problem: the confirmed situation and supporting evidence.
- Effect: work, timing or other commitments affected.
- Owner: the person responsible for progressing the issue.
- Response: actions underway and information still needed.
- Decision: the question requiring approval and authorised decision-maker.
- Timing: response point and escalation trigger.
- Closure: outcome, evidence and person confirming resolution.
Use clear statuses such as open, investigating, awaiting decision, implementing and closed where they suit the actual process. “In progress” alone does not explain who needs to act next.
A fictional issue through resolution
In this invented office project, the printed instructions will arrive after the workshop. The project coordinator records the confirmed delivery date and identifies two options for the manager: use an approved digital format or change the workshop distribution arrangement.
The log links the options and states the decision needed before the workshop communication is issued. It does not present the coordinator’s preferred option as approved.
After the manager makes a decision, the owner tracks implementation and checks the result. The issue closes only when the agreed arrangement is in place and the relevant people have received the correct instructions. Receiving approval alone does not prove the arrangement was implemented.
Escalate based on the required decision
Explain what will happen if the issue remains unresolved and when a response is needed. Avoid a general “urgent” label without an identifiable impact or decision deadline.
If the owner cannot resolve the issue within their authority, refer it to the responsible person. Record the escalation and continue tracking it rather than treating referral as automatic completion.
Protect personal or commercially sensitive information by using the approved record location and proportionate summaries.
Preserve what was learned
At closure, record the actual outcome and any residual action or uncertainty. Link a resulting change request, decision or risk where relevant.
Review recurring issues for a process problem. If the same missing approval repeatedly interrupts work, the improvement may concern planning or ownership rather than faster escalation. A useful issue log makes the current problem actionable and leaves evidence explaining how it was resolved.
