There is a dichotomy in software configuration management. On one side, individual developers and testers need the flexibility necessary to do creative work, to modify code and tests to try out what-if scenarios, and to make mistakes, learn from them and evolve better software solutions. On the other side, teams need stability to allow code and tests to be shared with confidence, to create builds and perform testing in a consistent environment, and to ship high-quality products with confidence. This requires an intricate balance to be maintained. Continue reading
Category Archives: Tips&Tools@Risk™
#18 – THREE MYTHS OF RISK STRATEGY – DAVID PEDERSON
Risk management combines skills, time, and tools to formulate options for any series of events that may occur during the life of a project. Those options range from negative risk, where an event will harm the project, to positive risks, where an event reveals a new opportunity to pursue. Continue reading
#17 – HEALTH PRODUCT RISK MANAGEMENT: ERM VS. PRODUCT RISK ASSESSMENT – EDWIN BILLS
This newsletter has focused on Enterprise Risk Management (ERM), which applies to all businesses, and some would say to non-profits as well as those profit-making enterprises. In this article we will bring a different perspective to Risk Management from a particular sector of the economy. Continue reading
#17 – BUILDING A RISK INVENTORY TO PREPARE FOR MANAGING PROJECT RISK (IV) – HOWARD WIENER
In the previous posts in this thread we looked at various types and classes of uncertainties and discussed how and when they are likely to be identified and selected for inclusion in a project’s Risk Register. In the final post of this series, we will look at how to build a repository that can streamline this process by storing uncertainties and qualifying information about them in a structure that facilitates querying and filtering them.
#16 – BUILDING A RISK INVENTORY TO PREPARE FOR MANAGING PROJECT RISKS – HOWARD WIENER
In the first two posts (Managing Project Risk the PMI Way and Building a Risk Inventory To Manage Project Risks) in this thread we looked at two classes of project uncertainties—‘macro’ uncertainties, whose impacts are felt at the project level, and ‘micro’ uncertainties, whose impact is discernible at the level of individual Work Packages. Given the PMI project management lifecycle, these uncertainties become concrete and must be dealt with at two different points. ‘Macro’ uncertainties must be dealt with, or at least must begin to be dealt with, with during the Initiation process group. In fact, many of these uncertainties must be identified and management of them started before Initiation even begins. ‘Micro’ uncertainties can only be identified and materialized fully as activities in Planning are occurring. Continue reading