Stakeholder Risk Assessment: An Outcome-Based Approach
IEEE Software
Extraction of the Project Risk Knowledge on the Basis of a Project Plan
KES '08 Proceedings of the 12th international conference on Knowledge-Based Intelligent Information and Engineering Systems, Part II
VRRM: a value-based requirements' risk management process
SE '08 Proceedings of the IASTED International Conference on Software Engineering
Validation of VRRM process model
SEPADS'10 Proceedings of the 9th WSEAS international conference on Software engineering, parallel and distributed systems
Designing for incentives: better information sharing for better software engineering
Proceedings of the FSE/SDP workshop on Future of software engineering research
Information and Software Technology
Obsolete software requirements
Information and Software Technology
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Risk management is project management for adults. This means the manager adopts an adult attitude toward things that might go wrong during the project, a marked difference from the prevailing can-do attitude. The risk manager is obliged to do some cannot-do thinking, to look problems - even potentially unsolvable ones - directly in the eye and acknowledge that they could come to pass. The risk-aware project manager will accept a lucky break if it should happen but refuses to include it in the plan. At the heart of risk management is a public, continuing process of risk identification. Some risks that will threaten your project are utterly unique to your situation, but others are not. Over some 10 years of conducting risk identification exercises in organizations, we have found five risks that are so ubiquitous that we have dubbed them core risks. We focus on the first two core risks and discuss risk management as part of the requirements process: intrinsic schedule flaws-estimates that are wrong (undoable) from day one, often based on nothing more than wishful thinking; and specification breakdown - failure to achieve stakeholder consensus on what to build.