risk management
Articles
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Is Your Agile Audit and Compliance Process Really Agile? In a previous column, George Schlitz proposed that process improvements, such as agile, require organizations to change process rules. Now George continues his review of agile in regards to compliance and auditing practices. What he's found is that changes to compliance and auditing rules may appear compatible, but the implementation process usually remains unchanged and conflicts with agile practices. |
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Fixing the Quick Fix Demands on businesses these days tend to make speed a priority—often at the expense of other areas. When it comes to correcting a problem in your organization, you should make sure you are, in fact, fixing the problem and not just a symptom. In this article, Esther Derby takes a look at the issue of the quick fix and offers some tips on how to get to the heart of the problem. |
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How Agile Practices Reduce Requirements Risks Requirements risks are among the most insidious risks threatening software projects. Whether it is having unclear requirements, lack of customer involvement in requirements development, or defective requirements, these troubles are a major culprit in projects that go awry. As requirements expert and agile coach Ellen Gottesdiener explains, agile practice can go a long way in mitigating those risks. |
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Timing Matters in Managing Change Implementing change can be a colossal challenge. People tend to prefer what's familiar, safe, and predictable to that which is new, unfamiliar, uncertain, confusing, or potentially risky. But the timing of a change effort can influence how readily people accept the change and adjust to it. |
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How Audit Trails and Traceability Mitigate Risk Traceability doesn't prevent errors and an audit trail does little to help me to recover from one. Does this mean they aren't valuable CM tools? On the contrary, audit trails and traceability are two of our most important CM tools for learning how to mitigate risk. |
Alan S. Koch
August 20, 2007 |
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Prioritization Puzzles: Practices for Prioritizing Product Requirements Not all requirements are created equal, so to make smart choices about which product requirements you should explore and implement-or whether you should delve into them at all-you need to prioritize them. Many teams do not prioritize properly and waste time specifying requirements that are never delivered. Why spend time and energy on requirements you won't use? In this week's column, Ellen Gottesdiener answers the question by detailing how and when requirements should be dealt with. |
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A Project View of Risk: Will Your Project Deliver? There is a degree of risk in everything we do, from getting up in the morning to deploying a multi-million dollar project that has high visibility and criticality. Software project management is basically an exercise in risk management. And how you identify and handle risk on a project has a direct impact on the success of the project. One problem is that people often recognize risks intuitively but really don't have a good framework in which to identify and manage them. Another problem is that risks come in unknown quantities, and there is always the possibility that we'll get burned by unexpected situations that aren't on the assessment or watch list. |
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Collaborative Card Play Ever find yourself spinning in a conversation where the discussion of ideas gets stuck in a circuitous route? In the world of software development, where the need to effectively communicate elaborate and complex ideas is most important, such conversations end up being counter-productive. In this week's column, Jeff Patton shares a technique that keeps such conversations on a straight and productive path. Find out how he channels different ideas and categorizes them-all within one very fun and productive meeting. |
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Exploring Project Priorities As a project proceeds, there are always adjustments and tradeoffs from the project's original goals to better match changing realities in both the project and its sponsoring organization. The tradeoffs may be subtle, but there are ALWAYS tradeoffs. In this week's column, Payson Hall describes a tool for discussing and documenting priorities. |
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Unintended Consequences: The Case for a Business Case Some painful lessons seem to require periodic re-learning. Lessons about unintended consequences come around again and again, like an ugly pony on a carousel. People familiar with the merry-go-round of implementing change without regard to business consequences recognize these lessons as they reappear. For those new to the project carnival, Payson Hall describes a ride on the ugly pony and how you can avoid it. |
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