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Waltzing with Bears: Managing Risk on Software Projects

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Waltzing with Bears: Managing Risk on Software Projects

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Description

  • Copyright 2014
  • Pages: 208
  • Edition: 1st
  • eBook (Watermarked)
  • ISBN-10: 0-13-349205-2
  • ISBN-13: 978-0-13-349205-7

This is the digital version of the printed book (Copyright © 2003).

If There’s No Risk On Your Next Project, Don’t Do It.

Greater risk brings greater reward, especially in software development. A company that runs away from risk will soon find itself lagging behind its more adventurous competition. By ignoring the threat of negative outcomes–in the name of positive thinking or a can-do attitude–software managers drive their organizations into the ground.

In Waltzing with Bears, Tom DeMarco and Timothy Lister–the best-selling authors of Peopleware–show readers how to identify and embrace worthwhile risks. Developers are then set free to push the limits.

The authors present the benefits of risk management, including that it makes aggressive risk-taking possible, protects management from getting blindsided, provides minimum-cost downside protection, reveals invisible transfers of responsibility, isolates the failure of a subproject.

Readers are armed with strategies for confronting the most common risks that software projects face: schedule flaws, requirements inflation, turnover, specification breakdown, and under-performance.

Waltzing with Bears will help you mitigate the risks–before they turn into project-killing problems. Risks are out there–and they should be there–but there is a way to manage them.

Sample Content

Online Sample Chapters

Managing Risk on Software Projects: Running Toward Risk

Risk Management Is Project Management for Adults

Sample Pages

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Table of Contents

Prologue: The Ethics of Belief         3

PART I: WHY         7

Chapter 1: Running Toward Risk         9

Chapter 2: Risk Management Is Project Management for Adults        15

Chapter 3: Denver International Airport Reconsidered         22

Chapter 4: The Case for Risk Management         29

PART II: WHY NOT         35

Chapter 5: The Case Against Risk Management         37

Chapter 6: The Onus of Uncertainty        42

Chapter 7: Luck          46

PART III: HOW         51

Chapter 8: Quantifying Uncertainty         53

Chapter 9: Mechanics of Risk Management        60

Chapter 10: Risk Management Prescription         73

Chapter 11:. Back to Basics         80

Chapter 12: Tools and Procedures        91

Chapter 13: Core Risks of Software Projects         101

Chapter 14: A Defined Processfor Risk Discovery         113

Chapter 15: Risk Management Dynamics        121

Chapter 16: Incrementalism for Risk Mitigation        128

Chapter 17: The Ultimate Risk Mitigation Strategy       138

PART IV: HOW MUCH        143

Chapter 18: Value Quantification        147

Chapter 19: Value Is Uncertain, Too          151

Chapter 20: Sensitivity Analysis           156

Chapter 21: Value Offsets Risk         160

Chapter 22: Refining the Risk Management Prescription           164

PART V: WHETHER OR NOT         169

Chapter 23: Test for Risk Management         171

Appendix A: The Ethics of Belief, Part 1         175

Appendix B: Risk Template         181

References          183

Index         191

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