Waltzing With Bears: Managing Risk on Software Projects by Tom DeMarco, Timothy Lister

By Tom DeMarco, Timothy Lister

Any software program venture that's worthy beginning can be prone to hazard. when you consider that larger dangers deliver higher rewards, an organization that runs clear of chance will quickly locate itself lagging in the back of its extra adventurous competition.
By ignoring the specter of adverse outcomes—in the identify of optimistic considering or a Can-Do attitude—software managers force their organisations into the ground.

In Waltzing with Bears, Tom DeMarco and Timothy Lister—the best-selling authors of Peopleware—show readers easy methods to establish and embody useful dangers. builders are then let out to push the limits.

You'll locate that chance management

* makes competitive risk-taking attainable
* protects administration from getting blindsided
* offers minimum-cost draw back safety
* unearths invisible transfers of accountability
* isolates the failure of a subproject.

Readers are taught to spot the most typical hazards confronted by way of software program projects:

* agenda flaws
* specifications inflation
* turnover
* specification breakdown
* and under-performance.

Packed with provocative insights, real-world examples, and project-saving assistance, Waltzing with Bears is your advisor to mitigating the risks—before they develop into difficulties.

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Extra info for Waltzing With Bears: Managing Risk on Software Projects

Sample text

Any "manage for success" approach based on making sure risks don't materialize just sets a project up for disaster when they do. For any sensibly organized project, the risks are not incidental to 40 WALTZING WITH BEARS the project goal; they come with the terrain. As we discuss in detail later, removal of these intrinsic risks can only be achieved by forgoing much of the value of the product as well. 5. The data needed to do risk management effectively is lacking. '' Many of the risks facing any given project are, of course, intrinsic to that project.

With that kind of a handoff, you may be inclined just to do your best and keep your fingers crossed. You realize that there is no chance of making April without catching some important breaks along the way. Catching those breaks has become an integral part of your project plan. This is the exact opposite of risk management, where your project planning is very much focused on what to do if you don't catch breaks. Projects that start off as personal challenges seldom have their risks managed sensibly.

Is there any reason to believe that risk management will be compatible with our corporate culture? What's wrong with counting on a few lucky breaks to make the schedule? How do we distinguish between those risks that have to be managed and those that can be safely ignored? " -Mike Evans, Senior Vice President ASC corporation1 e must confess that there are a few reasons not to do risk management. We wouldn't be writing this book if we felt W that such reasons were sufficient to make the whole notion unattractive.

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