220 Part III: Executing (Multiple domain web hosting) Your Software Project Plan
220 Part III: Executing Your Software Project Plan If you knew with certainty every scenario that could possibly happen with your software project, you would not need a risk management plan. But chances are, you will never start a project with 100 percent complete information at hand. Things change. Team members may leave to take other job offers, thus putting your schedule at risk. Your technology may become obsolete, thus putting the quality of your project at risk. One of your preferred vendors may go out of business, forcing you to seek solutions elsewhere at perhaps a higher price, thus putting your costs at risk. Accept the fact that dealing with risks is just a normal part of project planning. When you re working on a project, you re creating a unique product or service. Because the product or service has never been created before, you can t possibly have all the facts. Gathering the ingredients for a solid risk management plan The best place to start when creating a risk management plan is to identify and document the risks that may occur and then strategize on how to deal with or avoid them. This plan should occur early in the project. Your goal is to increase the probability and impact of positive events while decreasing the probability and impact of negative events. Here are the ingredients you need when setting up a risk management plan: The project scope statement: Because the project scope statement contains information regarding the products and services you are creating with the project and has information regarding what is and is not included in your project, you will need to use this in developing your risk management plan. The project management plan: The project management plan lists the activities, resources, task sequence, and schedule; you will use this to identify and plan for risks concerned with these areas. Your organization s risk tolerance strategy: You must also know your organization s general attitude toward risks when developing your risk management plan. If the organization tends to have a low tolerance for risk, you may not want to consider some activities that you would otherwise have no problem doing. On the other hand, if your organization has a high risk tolerance, you may want to allow for certain activities that other firms may never consider.
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