A Risk Analysis and Management in Software Engineering

Feb 2, 20210 likes161 views

The document discusses different approaches to risk management for software projects. Reactive risk management involves reacting to risks as they occur, often in crisis mode, while proactive risk management identifies risks early and plans contingencies. It identifies different types of risks like project risks that threaten schedules, technical risks that impact quality, and business risks that endanger feasibility. Known and predictable risks can be uncovered through evaluation, while unpredictable risks are difficult to foresee.

Reactive Risk Management
 Project team reacts to risks when they
occur.
 More commonly, the software team does
nothing about risks until something goes
wrong.
 Then, the team involved into action in an
attempt to correct the problem rapidly.
This is often called a fire fighting mode.
 When this fails, “crisis management” takes
over and the project is in real jeopardy.

Proactive Risk Management
 A proactive strategy begins long before technical
work is initiated.
 Potential risks are identified, their probability and
impact are assessed, and they are ranked by
importance.
 Then, the software team establishes a plan for
managing risk.
 The primary objective is to avoid risk, but
because not all risks can be avoided, the team
works to develop a contingency plan that will
enable it to respond in a controlled and effective
manner.

Software Risks
 Risk always involves two characteristics:
 Uncertainty —the risk may or may not happen; that is, there are
no 100% probable risks.
 Loss—if the risk becomes a reality, unwanted consequences or
losses will occur
 When risks are analyzed, it is important to quantify the level of
uncertainty and the degree of loss associated with each risk.
 To accomplish this, different categories or types of risks are
considered.
 Project Risks
 Technical Risks
 Business Risks
 Known Risks.
 Predictable Risks
 Unpredictable Risks

 Project risks make threats the project plan.
 That is, if project risks become real, it is likely that project
schedule will slip and that costs will increase.
 Project risks identify potential budgetary, schedule,
personnel (staffing and organization), resource,
customer, and requirements problems and their impact
on a software project.
Project Risk

Technical risks
 Technical risks threaten the quality and correctness of
the software to be produced.
 If a technical risk becomes a reality, implementation may
become difficult or impossible.
 Technical risks identify potential design, implementation,
interface, verification, and maintenance problems.
 In addition, specification ambiguity, technical uncertainty,
are also risk factors.

Business Risk
 Business risks threaten the feasibility of the software to be
built.
 Business risks often endanger the project or the product.
 Top five business risks are
 Building a excellent product or system that no one really
wants (market risk),
 Building a product that no longer fits into the overall
business strategy for the company (strategic risk)
 Building a product that the sales force doesn't understand
how to sell.
 Losing the support of senior management due to a change
in focus or a change in people (management risk)
 Losing budgetary or personnel commitment (budget risks)

Known Risk
 Known risks are those that can be uncovered
after careful evaluation of the project plan, the
business and technical environment in which the
project is being developed,
 Other reliable information sources (e.g.,
unrealistic delivery date, lack of documented
requirements or software scope, poor
development environment).

 Predictable risks are generalized from past
project experience (e.g., staff turnover,
poor communication with the customer,
etc).
 Unpredictable risks are the joker in the
deck. They can and do occur, but they are
extremely difficult to identify in advance.

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A Risk Analysis and Management in Software Engineering

1. Risk Analysis and Management

2. Reactive Risk Management  Project team reacts to risks when they occur.  More commonly, the software team does nothing about risks until something goes wrong.  Then, the team involved into action in an attempt to correct the problem rapidly. This is often called a fire fighting mode.  When this fails, “crisis management” takes over and the project is in real jeopardy.

3. Proactive Risk Management  A proactive strategy begins long before technical work is initiated.  Potential risks are identified, their probability and impact are assessed, and they are ranked by importance.  Then, the software team establishes a plan for managing risk.  The primary objective is to avoid risk, but because not all risks can be avoided, the team works to develop a contingency plan that will enable it to respond in a controlled and effective manner.

4. Software Risks  Risk always involves two characteristics:  Uncertainty —the risk may or may not happen; that is, there are no 100% probable risks.  Loss—if the risk becomes a reality, unwanted consequences or losses will occur  When risks are analyzed, it is important to quantify the level of uncertainty and the degree of loss associated with each risk.  To accomplish this, different categories or types of risks are considered.  Project Risks  Technical Risks  Business Risks  Known Risks.  Predictable Risks  Unpredictable Risks

5.  Project risks make threats the project plan.  That is, if project risks become real, it is likely that project schedule will slip and that costs will increase.  Project risks identify potential budgetary, schedule, personnel (staffing and organization), resource, customer, and requirements problems and their impact on a software project. Project Risk

6. Technical risks  Technical risks threaten the quality and correctness of the software to be produced.  If a technical risk becomes a reality, implementation may become difficult or impossible.  Technical risks identify potential design, implementation, interface, verification, and maintenance problems.  In addition, specification ambiguity, technical uncertainty, are also risk factors.

7. Business Risk  Business risks threaten the feasibility of the software to be built.  Business risks often endanger the project or the product.  Top five business risks are  Building a excellent product or system that no one really wants (market risk),  Building a product that no longer fits into the overall business strategy for the company (strategic risk)  Building a product that the sales force doesn't understand how to sell.  Losing the support of senior management due to a change in focus or a change in people (management risk)  Losing budgetary or personnel commitment (budget risks)

8. Known Risk  Known risks are those that can be uncovered after careful evaluation of the project plan, the business and technical environment in which the project is being developed,  Other reliable information sources (e.g., unrealistic delivery date, lack of documented requirements or software scope, poor development environment).

9.  Predictable risks are generalized from past project experience (e.g., staff turnover, poor communication with the customer, etc).  Unpredictable risks are the joker in the deck. They can and do occur, but they are extremely difficult to identify in advance.

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