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1、PreventiveRiskManagementforSoftwareProjectsSanjayMurthievelopinglargesoftwaresystemsisriskytractors,ortakingresourcesfromotherprojects.business.AccordingtoareportfromTheIntheend,thecompanykillstheprojectbecauseStandishGroup,“CHAOS:ARecipeforthecurehasbecometoocostly.DSuccess,”
2、only28percentofallsoftwareAbetterapproachispreventiveriskmanage-projectsin2000wereontimeandwithinbudgetmentbasedonmoreflexibledevelopmentprac-andhadalltheirplannedfeatures—whichmeanstices.Theideaistoidentifypotentialstepsintheother76percenteitherfailedordidnotmeetdevelopmentand
3、deploymentthatcandelaytheoriginalgoals.Thisisscaryinaneconomywhereprojectorcauseittofailanddevisestrategiesthatsoftwaresystemscanmakeorbreaktheorganiza-willmitigatetheriskshoulditmaterialize.Unliketion.InternetauctioncompanyeBaylostmillionsprescriptiveriskmanagement,inwhichthe
4、teamofdollarswhenitssystemswereunavailableforidentifiesrisksonlywhentheyoccurandattemptsevenafewhours.Softwaretomitigatethemonlyafterthefact,theteamApreventiveproductcompanieslikeMicro-identifiesandevaluatesrisksanddevisesmitiga-softandOraclelosemillionsoftionstrategiesthroughou
5、tdevelopment.Andapproachtodollarswhenproductreleasesunlikeprescriptiveriskmanagement,allprojectriskmanagementarelateordonotworkasex-stakeholdersareintimatelyinvolvedinidentifi-pected.Evensmalltomedium-cation,evaluation,andmitigation.makesitpartofsizeprojectssuffercostsfromdelay
6、s.IfthecostofeachpersonIDENTIFYINGANDEVALUATINGRISKSdevelopmentona10-personteamis$100perThefirststepinmanagingrisksistoidentifyandemphasizeshour,acompanyspends$40,000them:Whatcouldpossiblycausetheprojecttobeforeveryweekofdelay.Thecostlateortofail?Risktaxonomiescanguidetheflexib
7、leprocesses.intermsoflostopportunities,projectteaminidentification,butalthoughmuchlostsales,anddissatisfiedcus-workhasbeendonetodevelopsuchtaxonomies,tomerscouldbeevengreater.theystilltendtooverlookrisksthattypicallyManycompanieshaveadopteddetailedandplagueactualprojects.TheSoft
8、wareEngineeringheavilyprocess-orientedmethodologies,hopingIns
