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Quality Focused Software Development: Applying Risk Management Insights, Tools and Methods

Quality Focused Software Development: Applying Risk Management Insights, Tools and Methods. (Research-Project 343 A 0502) Peter Wieland / DTP 343. KPMG survey in 1995: 87% of the IT projects overrun planned schedule by more than 30%

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Quality Focused Software Development: Applying Risk Management Insights, Tools and Methods

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  1. Quality Focused Software Development:Applying Risk Management Insights, Tools and Methods (Research-Project 343 A 0502) Peter Wieland / DTP 343

  2. KPMG survey in 1995: 87% of the IT projects overrun planned schedule by more than 30% 56% of the IT projects overrun planned budget by more than 30% 45% of the IT projects failed to produce expected benefits Is the software crisis still ongoing? “State of the art”

  3. What about benefits like What about Software Process Improvement Efforts? Capability Maturity Model (CMM) Software Process Improvement and Capability Determination (SPICE also known as ISO 15504) Bootstrap (ISO 9000-3) SW process? Waterfall model Evolutionary model Spiral model W-model, Rapid prototyping, etc. Tools? Debuggers CASE-tools OO programming tools Code generators Test tools Requirement management tools, etc. People? Improved education and increased experience Improvements

  4. KPMG survey by 1995: Poor project planning (especially, risks were not addressed or the project plan was weak). “Only 38% of the failed projects did perform any risk management and more than half of them who did, did not use the results found during initial analysis.” The business case for the project was weak in several areas or missing several components. A lack of management involvement and support. Risk Management “One pattern that emerged very strongly was that successful project managers were good risk managers.” (B. Boehm, 1991)

  5. A lack of a systematic and repeatable methods to identify, analyse and plan risk mitigation PRM, CRM, others? A risk-averse culture Risks diminishes as closer you get to the top management. Risk-averse culture is often observed at the customers side. An inadequate management infrastructure to support RM All project aspects are examined only in the beginning of the project. Risk mitigation activities are down-prioritised due to lack of time or budget. M. Carr / SEI [1997] Why is PRM not used?

  6. Main goal phase 1 (1999): “ Recommend enhancements to DNV’s generic PRM process to enable handling of software projects. ” Involved: RN 620 (Risk Management): Atle Krokeide Kristin Strømseng Torbjørn Skramstad DTP 343 (Strategic Research): Frode Høgberg Edda Mikkelsen Peter Wieland Further presentations: Generic PRM by Kristin Strømseng SPRM survey by Frode Høgberg Checklist comparison by Edda Mikkelsen Process comparison by Atle Krokeide ... Discussion Project facts (I)

  7. Main goal phase 2 (2000 ?): “ Recommend enhancements to Vité as risk identification and mitigation tool to enable handling of software projects. ” Involved: RN 620 (Risk Management): Tore Christiansen (?) Torbjørn Skramstad others (?) DTP 343 (Strategic Research): Frode Høgberg Edda Mikkelsen Rolf Lindgren Peter Wieland Further presentations: The impact of human differences on risks in organisations by Rolf Lindgren Project facts (II)

  8. http://research.dnv.com/sprm

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