Web design company - Chapter 5: Planning for Software Project Risks 115
Chapter 5: Planning for Software Project Risks 115 Eight risks every software project has Every project has risks, but software projects Feasibility. Some projects are unrealistic. are special. You face several risks in every soft-Expectations for the project scope, schedware project endeavor you manage. Here are ule, and budget may be completely flawed. the biggies: It s the project manager s job to identify the unfeasible aspects of a project or face the Time. You need to be realistic about time consequences. estimates. Making an overly eager time estimate is a risk that could haunt you Quality. What good is a project if it s comthroughout the project. As the project team pleted on time and on budget but the soft- struggles to meet the deadlines, quality ware is full of bugs, errors, and crashes could suffer, which means work may need all the time? Quality is the successful comto be redone and more delays. We discuss pletion of the project scope, not just the time management in Chapter 8. consumption of the project budget and schedule. We discuss quality in Chapter 6. Costs. In software development your largest expense is usually tied to the developers Stakeholder expectations. Managing time. If the time estimates are invalid, so stakeholder expectations is an ongoing then will be the cost estimates. As costs process you ll do this through your combegin to pile up, stakeholders, primarily munication (see Chapter 4). From the management, begin to lose faith in you, moment of the project launch, you must putting pressure on you to push the project work alongside the stakeholders to capture team harder to complete the project. The their vision for the project deliverable and result can be more errors, lost time, and lost then document that vision into requirements, dollars. We discuss cost management in architecture, and execution. Throughout the Chapter 9. project, constant communication ensures that the project is moving in alignment with Scope. Scope is the agreed body of work the expectations of the stakeholders. that the project will capture. Scope creep, often also called mission creep, is project Human Resources. Knowledgeable tech- poison. When stakeholders begin to sneak nical resources are in great demand. You in little change requests that circumvent run the risk of your top developers being the identified change request system, both recruited by other firms. What steps are you time and cost are affected. Scope changes taking toward employee retention? can also stem from the project team not Technical accuracy. If your project team having a clear understanding of what s con doesn t know how to create the deliverable sidered in scope and what s out of scope. that the stakeholder is expecting, this is a As a rule, you should decline any changes risk. The project team must be trained and to scope unless they are absolutely neces developed in order to reach the project con sary. Changes to scope must be reflected in clusion that you and the stakeholder are the time and cost estimates. We discuss expecting. Team development is discussed scope changes in Chapter 13. in Chapter 7.
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