One category of risk that project teams need to ensure they address is business value failure – delivering a product that fails to provide value for the business investor. The authors provide insight into the underlying causes of business value risk and provide ten tips on how to avoid them.
Should software development look to finance for planning risk and uncertainty? That question recently surfaced in a debate about the “Last Responsible Moment” decision making practice in agile software development. This article covers some recent trends and debate around using finance concepts for risk management and planning in software development.
Clive Gee, an experienced IBM SOA Practitioner, describes how IT securing the networks has evolved into what he refers to as Information risk management. As the collaboration space increases with application integration and service oriented systems, he examines the risk management of the increased the surface area of threats and vulnerability.
Irrespective of the size of the project, stakeholders feel confident when they can a keep track of the risks and their mitigation strategies. Agile heavily promotes the use of information radiators. Keeping in line with the philosophy of radiators, Agilists suggested different ways of depicting risks visually for easy tracking and mitigation.
Risk management is the hottest topic in IT. Processes for effective risk management and investment decision making will allow Agile techniques to scale beyond projects to the enterprise. Without them, Agile will be confined to the ghetto of development. In this article Chris and Olav present some tools and techniques to identify and manage risks on Agile projects.
CERT Resilience Management Model (CERT-RMM), developed at Software Engineering Institute (SEI), defines the processes for managing operational resilience in complex risk-evolving environments. InfoQ spoke with Rich Caralli, Technical Manager of the CERT Resilient Enterprise Management Team, about RMM framework and the book he co-authored.
Robert N. Charette takes a look at basic Lean values through the enterprise risk management perspective. He talks about the need to challenge assumptions which leads to discovery and innovation, about the relationship between risk and profit in Lean, and about the need to master risk management to help the organization thrive in various conditions.
Traditional thinking says the more critical the application, the more tightly its development must be planned, staged and controlled. The truth is, a flexible culture is stronger, safer and more robust. This talk gives practical tips for adopting an agile approach to planning, team interactions and risk management. When the culture shifts, teams achieve goals sooner and safety is greatly enhanced.
Management consultant Johanna Rothman helps her clients manage risk: be it risk in a project's people, risk in how the people are managed, or the risk in the projects themselves. In this interview she talked about strategies for risk reduction, useful for teams in all stages of agility, contained in her new book "Manage It! Your Guide to Modern Pragmatic Project Management."
