» Risk Management: Tricks of the Trade for Project managers
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sequence of Risk Management Planning; Risk
Identification; ... The process of project
risk management that Rita describes in her
book is well integrated ...
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Risk Management during Requirements
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Topic: Risk Management
Sort Desciption: how to profit from making risk management integral to the requirements process. ... requirements must play in honest risk management. Suzanne Robertson ...
Content Inside: 0740-7459/03/$17.00 2003 IEEE Published by the IEEE Computer Society IEEE SOFTWARE 9 9 requirements E d i t o r : S u z a n n e R o b e r t s o n T h e A t l a n t i c S y s t e m s G u i l d s u z a n n e @ s y s t e m s g u i l d . c o m R isk management is project manage- ment for adults. This means the man- ager adopts an adult attitude toward things that might go wrong during the project a marked difference from the prevailing can-do attitude. The risk manager is obliged to do some cant-do think- ing to look problemseven potentially un- solvable onesdirectly in the eye and ac- knowledge that they could come to pass. The risk-aware project manager will accept a lucky break if it should happen but refuses to include it in the plan. At the heart of risk management is a public continuing process of risk identification. Some risks that will threaten your project are utterly unique to your situation. But others are not. Over some 10 years of conducting risk identi- fication exercises in organizations we have found five risks that are so ubiquitous that weve dubbed them core risks: Intrinsic schedule flaw: estimates that are wrong (undoable) from day one often based on nothing more than wishful thinking Specification breakdown: failure to achieve stakeholder consensus on what to build Scope creep: additional requirements that inflate the initially accepted set Personnel loss: project members who leave before the project is done Productivity variation: difference between assumed and actual performance All five of these touch on the requirements process but the first two are deeply rooted there. The third sometimes indicates naturally occurring change but in other cases is a direct indictment of how requirements were gath- ered in the first place. In other words the so- called creep is not really change at all but the correction of requirements that were misiden- tified to begin with. We focus on the first two core risks and dis- cuss risk manageme ...
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