Motivations. spm adolfo villafiorita - introduction to software project management
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1 Risk Management
2 Motivations When we looked at project selection we just took into account financial data In the scope management document we emphasized the importance of making our goals achievable, i.e. the A in SMART... however between achievable and achieved there is a big difference. In the planning phase we had to deal with various uncertainties (estimation) and tried to deal with them generically (e.g. time buffers) We stuck to one plan (the nominal plan), but the world is non-nominal: changes, both negative and positive, will occur!!2
3 Risk Management Risk management collects techniques, know-how and processes to help identify, assess, manage, and monitor risks! The objectives of Project Risk Management are to increase the probability and the impact of positive events and decrease the probability and impact of events adverse to the project.!3
4 Risk Management: Some Goals Understanding whether a project is worth taking Help refining the budget for the project Increase chances of ending the project successfully Increase chances of terminating the project as planned: Within scope Within quality Within budget On time!4
5 Risk Management: Two Definitions Traditionally : Risk is the possibility of suffering loss In project management: (Project) Risk is an event or condition that, if it occurs has positive or negative influence on an objective * Negative outcome: menace * Positive outcome: opportunity!5
6 Risk Management Used in several fields, such as: Finance Insurance Engineering (safety critical, security, ) Various standards recognize the importance of risk in software development: ISO/IEC (Information Technology - Software life cycle processes) UNI EN (Guidelines for the application of ISO 9001 to software development and maintenance) UNI ISO (Guidelines for managing projects) Various techniques (FMEA, FTA, simulation, ) have been defined and adopted to assess it.!6
7 Goals of the Unit Learning the techniques to identify, assess, prioritize, manage and control project risks Learning what are the most common risks in software development projects Learning how to budget for project risks!7
8 Initiate Plan Execute & Monitor Close Assess Feasibility Formalize Goals Define Schedule Define Costs Monitor Goals, Cost and Schedule Collect Outputs Develop Kick Off Activities Close Release [Obtain Approval] Change Control & Configuration Management Quality Management Risk Management Human Resource Management!8
![Develop Kick Off Activities Close Release [Obtain Approval] Change Control &](/docs-images/44/15695779/images/page_8.jpg "Configuration Management Quality Management Risk Management Human Resource")
9 Risk Management and Project Management
10 The Risk Management Process Define Risk Management Standards Identify Risks Classify Risks Define Management Strategies Risk Management Starndars Risk Register Risk Register (updated) and Risk Matrix Risk Plan [ new risk identified ] Monitor Risks Risk Log (updated) It runs in parallel to the other PM activities throughout the project!10
![Register (updated) and Risk Matrix Risk Plan [ new risk identified ] Monitor Risks](/docs-images/44/15695779/images/page_10.jpg "Risk Log (updated) It runs in parallel to the other PM activities throughout the")
11 Defining Risk Management Standards Goal: describing how risk management will be structured and performed on the project.! Output: a document (or set of documents and templates) Part of the project management plan Helps define project standards and best practices!11
12 Define Risk Management Standards The document includes, at a minimum: The procedures to monitor and update risks The procedures to apply contingency plans Who is in charge of what Added value: Definition of risk probabilities and impacts Risk Categories or other sources to identify risks Reporting formats A risk management plan could be standardized and adopted organization-wide Different projects require different levels of formality in risk management!12
13 Risk Identification Goal: understanding what are the risk that could potentially influence the project and document their characteristics! Risk identification is an iterative process (new risks may be identified as the project progresses; old risks may become obsolete ) Output: Risk Register, basis for qualitative/quantitative risk analysis!13
14 Risk Identification and Classification Process (iterative): Collect: * identify specific project risks * describe the risk Analyze: Output: * Identify the root causes (do not misinterpret effects as causes) * Define the risk category (impact) and probability * Identify other useful characteristics: When it can occur or frequency of occurrence How it manifests Risk Register!14
15 Risk Identification Techniques Meetings Document Analysis Risk Breakdown Structures, Checklists, Templates Analogy!15
16 Boehm s Top Ten Causes for Project Failures Boehm developed a list of the ten most common causes for projects to fail Some of the causes mentioned in the list can be used as starting point to identify the risks applicable to a project at hand Risks include: Personnel or subcontractors Shortfall Unrealistic schedule and budget Developing the wrong software functions/user interface Gold plating (getting priorities wrong) Ineffective change control Technical risks!16
17 Root Cause Analysis Techniques Cause-Effect Diagram (Ishikawa) Fault Trees/Failure Modes and Effect Analysis Machine Method Material Risk Measurement Man Mother Nature!17
18 Fishbone Diagrams: Some starting points The 6 M's: Machine, Method, Materials, Measurement, Man and Mother Nature (Environment) (recommended for manufacturing industry). The 8 P's: Price, Promotion, People, Processes, Place / Plant, Policies, Procedures & Product (or Service) (recommended for administration and service industry). The 4 S's: Surroundings, Suppliers, Systems, Skills (recommended for service industry).!18
19 Risk Assessment and Risk Management Strategies
20 Risk Assessment Goal: prioritize risks according to their impact and likeness on the project! Output: a prioritized list of risks (priority defined according to probability and impact) Information on whether a project is worth taking Information about what risks must be monitored!20
21 Probability/Impact Frequency Why projects don t have risks here? Why projects do not have risks here? Impact!21
22 Techniques Qualitative risk analysis Simpler Can be used when no precise information about probabilities of risk is available Quantitative risk analysis More systematic Suitable for mathematical analysis Provide figures on the (economical) impact of risks!22
23 Qualitative Risk Analysis
24 Qualitative Risk Analysis Start from Risks Management Standard which define the scales to be adopted for probability and impact The outputs of the risk identification phase (during which we assigned a probability to each risk) Highlight most significant risks: By organizing risks into a risk matrix By scoring risks Output: Assess whether the project is worthwhile. Decide what risks must be monitored!24
25 Risk Matrix Negligible Low Moderate Severe Catastrophic Very High R1 R5 High R2 R6, R7, R8 Moderate R3 Low R4 Very Low R9, R10!25
26 Risk Matrix Decide where to set the bar... Negligible Low Moderate Severe Catastrophic Very High R1 R5 High R2 R6, R7, R8 Moderate R3 Low R4 Very Low R9, R10!26
27 Risk Matrix RED: Require special treatment (or drop the project) ORANGE: Need close monitoring GREEN: LOW: Standard in a project... nuisances Negligible Low Moderate Severe Catastrophic Very High R1 R5 High R2 R6, R7, R8 Moderate R3 Low R4 Very Low R9, R10!27
28 Risk Scoring Define classes of probabilities and classes of qualitative or numeric classes of impact Example Probability: very low, low, moderate, high, very high Impact: negligible, low, moderate, severe, catastrophic Risk Score: low, medium, high (see previous slide) or numeric: SCORE = P x I Very Low Low Moderate High Very High Negligible Low Moderate Severe Catastrophic 0.9 5!28
29 Socially constructed risk Two problems with qualitative risk Modelers: we are risk illiterate (we believe some things are riskier than others, sometimes even when statistics tell us otherwise) Models: who says what the probabilities are? How do we calculate the risk exposures objectively? (projects are one-offs)!29
30 Examples of risks: Causes of Death Heart disease: 597,689 Cancer: 574,743 Chronic lower respiratory diseases: 138,080 Stroke (cerebrovascular diseases): 129,476 Nephritis, nephrotic syndrome, and nephrosis: 50,476 Influenza and Pneumonia: 50,097 Intentional self-harm (suicide): 38,364 Accidents (unintentional injuries): 120,859 Alzheimer's disease: 83,494 Diabetes: 69,071 Source: (2011 data)!30
31 Risk Management Strategies a.k.a. Risk Response Planning: how do we take care and exploit risks
32 Risk Management Strategy Goal: find a treatment for the unacceptable risks and decide the strategies to apply for the remaining risks, should they occur during the project! Output: a plan with only acceptable risks A contingency plan for each remaining significant risk!32
33 The Scenario RED: Require special treatment (or drop the project) ORANGE: Need close monitoring GREEN: LOW: Standard in a project... nuisances Negligible Low Moderate Severe Catastrophic Very High R1 R5 High R2 R6, R7, R8 Moderate R3 Low R4 Very Low R9, R10!33
34 Strategies: Menaces Avoid Change the plan to eliminate the threat (increase time, relax objectives, take corrective actions - increase time to do requirements) Transfer Shift the negative outcome to a third party. It transfers responsibility, it does not eliminate the risk (insurance, contracts to transfer liability they require to pay you a price) Mitigate Reduce probability or impact (often better than trying and repair the damage; prototyping)!34
35 Strategies: Opportunities Exploit Eliminate uncertainty relate to the occurrence of the opportunity (e.g. assign more talented people, provide better quality) Share Allocate responsibility of exploitation to a third party (joint-ventures, partnerships, ) Enhance Modify the size of an opportunity by increasing probability and/or positive impact!35
36 Strategy: common Accept Passive: just let the team deal with the risks Active: provide some buffer (time, money, ) Why?... Low impact or probability... Simpler to deal with the risk, if it occurs than planning a response in advance!36
37 Risk Response Planning: Outputs Risk Response Plan: Strategy (strategies) for dealing with the risks: must be concrete! Triggers (elements used to monitor and understand whether a risk has occurred) People responsible of monitoring the risk People responsible of applying contingency plans!37
38 The Risk Register The most common tool to list and manage risks is a spreadsheet One row per risk Each risk characterized by: ID, Title, Description Risk Category (if you are inclined to classifications) Probability, Impact and, possibly, Score (PxI) Root cause Time-frame Monitoring modalities (periodicity, person, reporting) Status (active, occurred, inactive)!38
39 Risk Monitoring and Control a.k.a. Risk Response Planning: how do we take care and exploit risks
40 Risk Monitoring and Control Input: The risk register Process Analyze deviations from the nominal plan Identify causes Evaluate corrective actions Modify current plan Mind: Planned risks must be dealt with as above (use contingency plans) Unplanned risks require the full process!!40
41 Conclusions and The main risks of... Risk Management!
42 Some Common Errors During the Planning Phase: Not identifying a maximum risk value * Give up a project if too risky Not writing a balanced risk management plan * Size and complexity have to be at the right level for the project Misinterpreting effects as causes * You end up caring for the wrong event and not looking at the actual problem * Example 1: We might be late with the project * Example 2: We may be charged euros as a penalty!42
43 Some Common Errors During Risk Monitoring: Risk homeostasis: we tend to increase our risk-taking Anchors and frames: we tend to stick to anchor and frames overlooking opportunities or the need to change course. An example is sticking to past decisions (as an anchoring mechanism) Sunk costs: an incorrect economical assumption ( I have spent so much it is more convenient to keep going! ) Cognitive dissonance: we do not like inconsistencies; our brain creates consistent theories, sometimes altering (or not considering) all facts. ( I know smoking is bad but (another) cig won t hurt me )!43
44 Some Common Errors During Risk Monitoring: Do not apply contingency plans * Dealing with risk when they occur is more error-prone than think about the strategies before they occur Do not involve actors * Make sure stakeholders understand consequences of the risk (share the risk) * involve stakeholders in dealing with them Do not update the plan * Helps keeping the contingency plans really applicable!44
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