A supplier might miss its delivery date. That is an uncertain future event to assess. The supplier has now missed the agreed input date. That is a current issue to manage. Distinguishing project risks from issues helps the team choose between preparing for a possibility and resolving something already affecting the work.
Photo by Timur Shakerzianov on Unsplash.
A single situation can involve both. The missed input is an issue; uncertainty about whether the replacement input will pass acceptance may remain a risk.
Ask what is known now
Write the situation in plain language before choosing a label. Identify the event, its current status and the project consequence. Avoid recording “supplier” as a risk because it describes neither uncertainty nor effect.
For a risk, explain the uncertain event and what it could affect. For an issue, explain what has happened or is currently preventing progress and what decision or action is needed.
Use different next-action questions
For a risk, ask:
What evidence informs its likelihood and consequence?
Who owns the response?
What preventive or contingency action is justified?
What trigger would change the response?
For an issue, ask:
What is the current impact on commitments?
Who can resolve or decide it?
What options remain and when is the decision needed?
What forecast and communication must change?
Use your organisation's agreed terminology if it differs. The purpose is useful action, not winning a classification argument.
An illustrative change in status
A small service project expects a client to provide approval before production. Initially, late approval is a risk with an agreed reminder and escalation route. When the needed-by date passes without approval, the project lead records the blocked work as an issue and evaluates the available delivery options.
The original risk record can show that the event occurred. The issue record owns the current response, with a clear connection between the two. Avoid maintaining conflicting actions in separate lists.
Review movement, not just list size
At the next check-in, ask which uncertainties changed and which current obstacles remain unresolved. A long register is not proof of control if none of its entries leads to a decision.
Related guidance: small-team project planning guide.
If your project reviews mix possible problems with current blockers, Hili Consulting can help organise the information around ownership, action and delivery impact.
