Requirements engineering in the year 00: a research perspective
Proceedings of the 22nd international conference on Software engineering
SAICSIT '02 Proceedings of the 2002 annual research conference of the South African institute of computer scientists and information technologists on Enablement through technology
Software Risk Management: Principles and Practices
IEEE Software
Waltzing with Bears: Managing Risk on Software Projects
Waltzing with Bears: Managing Risk on Software Projects
A Study of the Impact of Requirements Volatility on Software Project Performance
APSEC '02 Proceedings of the Ninth Asia-Pacific Software Engineering Conference
The one-minute risk assessment tool
Communications of the ACM - Bioinformatics
Identifying and managing project risk: essential tools for failure-proofing your project
Identifying and managing project risk: essential tools for failure-proofing your project
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The focus of this paper is a pilot study of IT practitioners regarding risk management practices and tools used in Australian software development projects. Our previous work [1] explained the method used for investigating whether there were differences in the practices and procedures relating to projects with 1) inter-nal customers, 2) external customers and 3) both internal and external customers. For a comprehensive view to enable understanding the method use for data analysis in this pilot study 1) we explain the approach to what we have undertaken; 2) we discuss data collection for the survey and 3) describe our data analysis from the survey. Our respondents were from software development organizations in Australia and all had previously been involved with at least one software development project. Overall, we found that 1) risk management practices were used more frequently for projects involving external customers, 2) risk manage-ment is taken more seriously when external customers are involved, 3) the people who were responsible for risk management practices had senior positions within the organization, 4) there was no difference in the type of customer for projects where simulation and predictive tools were used, 5) external customers were more satisfied with simulation and predictive tools than internal customers.