An expanded instrument for evaluating information system success
Information and Management
Software runaways: monumental software disasters
Software runaways: monumental software disasters
A framework for identifying software project risks
Communications of the ACM
Components of Software Development Risk: How to Address Them? A Project Manager Survey
IEEE Transactions on Software Engineering
Software developer perceptions about software project failure: a case study
Journal of Systems and Software - Special issue on software engineering education and training for the next millennium
Software development risks to project effectiveness
Journal of Systems and Software
An industrial case study of implementing software risk management
Proceedings of the 8th European software engineering conference held jointly with 9th ACM SIGSOFT international symposium on Foundations of software engineering
Principles of survey research: part 1: turning lemons into lemonade
ACM SIGSOFT Software Engineering Notes
Rapid Development: Taming Wild Software Schedules
Rapid Development: Taming Wild Software Schedules
Software Engineering Risk Management: A Just-in-Time Approach
Software Engineering Risk Management: A Just-in-Time Approach
Software Risk Management: Principles and Practices
IEEE Software
How Experienced Project Managers Assess Risk
IEEE Software
Preliminary guidelines for empirical research in software engineering
IEEE Transactions on Software Engineering
CMMI Guidlines for Process Integration and Product Improvement
CMMI Guidlines for Process Integration and Product Improvement
Software project risks and their effect on outcomes
Communications of the ACM - Human-computer etiquette
A Risk Management Framework for Software Engineering Practice
ASWEC '04 Proceedings of the 2004 Australian Software Engineering Conference
Understanding software project risk: a cluster analysis
Information and Management
Toward an assessment of software development risk
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Requirements Engineering
The Future of Empirical Methods in Software Engineering Research
FOSE '07 2007 Future of Software Engineering
Identifying Software Project Risks: An International Delphi Study
Journal of Management Information Systems
A risk profile of offshore-outsourced development projects
Communications of the ACM - Organic user interfaces
Risk factors in software development projects
SEPADS'07 Proceedings of the 6th WSEAS International Conference on Software Engineering, Parallel and Distributed Systems
Risk and risk management in software projects: A reassessment
Journal of Systems and Software
Software risk management barriers: An empirical study
ESEM '09 Proceedings of the 2009 3rd International Symposium on Empirical Software Engineering and Measurement
A meta model for artefact-orientation: fundamentals and lessons learned in requirements engineering
MODELS'10 Proceedings of the 13th international conference on Model driven engineering languages and systems: Part II
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Context: Building a quality software product in the shortest possible time to satisfy the global market demand gives an enterprise a competitive advantage. However, uncertainties and risks exist at every stage of a software development project. These can have an extremely high influence on the success of the final software product. Early risk management practice is effective to manage such risks and contributes effectively towards the project success. Objective: Despite risk management approaches, a detailed guideline that explains where to integrate risk management activities into the project is still missing. Little effort has been directed towards the evaluation of the overall impact of a risk management method. We present a Goal-driven Software Development Risk Management Model (GSRM) and its explicit integration into the requirements engineering phase and an empirical investigation result of applying GSRM into a project. Method: We combine the case study method with action research so that the results from the case study directly contribute to manage the studied project risks and to identify ways to improve the proposed methodology. The data is collected from multiple sources and analysed both in a qualitative and quantitative way. Results: When risk factors are beyond the control of the project manager and project environment, it is difficult to control these risks. The project scope affects all the dimensions of risk. GSRM is a reasonable risk management method that can be employed in an industrial context. The study results have been compared against other study results in order to generalise findings and identify contextual factors. Conclusion: A formal early stage risk management practice provides early warning related to the problems that exists in a project, and it contributes to the overall project success. It is not necessary to always consider budget and schedule constraints as top priority. There exist issues such as requirements, change management, and user satisfaction which can influence these constraints.