Standardization, requirements uncertainty and software project performance
Information and Management
Software development risks to project effectiveness
Journal of Systems and Software
The effects of development process modeling and task uncertainty on development quality performance
Information and Management
Rapid Development: Taming Wild Software Schedules
Rapid Development: Taming Wild Software Schedules
Preventive Risk Management for Software Projects
IT Professional
Software Risk Management: Principles and Practices
IEEE Software
Managing risks in IT projects: an options perspective
Information and Management
Waltzing with Bears: Managing Risk on Software Projects
Waltzing with Bears: Managing Risk on Software Projects
Identifying software project risks in Nigeria: an international comparative study
European Journal of Information Systems
Software project risks and their effect on outcomes
Communications of the ACM - Human-computer etiquette
Toward an assessment of software development risk
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Identifying Software Project Risks: An International Delphi Study
Journal of Management Information Systems
Why software fails [software failure]
IEEE Spectrum
International Journal of Information Management: The Journal for Information Professionals
Exploring the relationship between software project duration and risk exposure: A cluster analysis
Information and Management
The influence of checklists and roles on software practitioner risk perception and decision-making
Journal of Systems and Software
Active ERP implementation management: A Real Options perspective
Journal of Systems and Software
Recommender system for software project planning one application of revised CBR algorithm
Expert Systems with Applications: An International Journal
International Journal of Business Information Systems
Journal of Systems and Software
A multicriteria approach for risks assessment in ERP maintenance
Journal of Systems and Software
Monetary pricing of software development risks: A method and empirical illustration
Journal of Systems and Software
Partnering effects on user-developer conflict and role ambiguity in information system projects
Information and Software Technology
Exploratory case study research: Outsourced project failure
Information and Software Technology
International Journal of Electronic Government Research
Performance Management in Software Engineering
International Journal of Information Technology Project Management
Requirement ambiguity not as important as expected: results of an empirical evaluation
REFSQ'13 Proceedings of the 19th international conference on Requirements Engineering: Foundation for Software Quality
An integrative framework for intelligent software project risk planning
Decision Support Systems
Software project risk analysis using Bayesian networks with causality constraints
Decision Support Systems
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Risk management and performance enhancement have always been the focus of software project management studies. The present paper shows the findings from an empirical study based on 115 software projects on analyzing the probability of occurrence and impact of the six dimensions comprising 27 software risks on project performance. The MANOVA analysis revealed that the probability of occurrence and composite impact have significant differences on six risk dimensions. Moreover, it indicated that no association between the probability of occurrence and composite impact among the six risk dimensions exists and hence, it is a crucial consideration for project managers when deciding the suitable risk management strategy. A pattern analysis of risks across high, medium, and low-performance software projects also showed that (1) the ''requirement'' risk dimension is the primary area among the six risk dimensions regardless of whether the project performance belongs to high, medium, or low; (2) for medium-performance software projects, project managers, aside from giving importance to ''requirement risk'', must also continually monitor and control the ''planning and control'' and the ''project complexity'' risks so that the project performance can be improved; and, (3) improper management of the ''team'', ''requirement'', and ''planning and control'' risks are the primary factors contributing to a low-performance project.