IT Project Risk Assessment and Control Or…... Why bad things happen to good IT projects If...
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![Page 1: IT Project Risk Assessment and Control Or…... Why bad things happen to good IT projects If everything is going exactly to plan, something somewhere is.](https://reader035.fdocuments.in/reader035/viewer/2022062712/56649c745503460f949270c1/html5/thumbnails/1.jpg)
IT Project Risk Assessment and Control
Or…..
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Why bad things happen to good IT projects
If everything is going exactly to plan, something somewhere is going
massively wrong.
http://www.project-training-uk.freeserve.co.uk/page1.htm
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What is a Project?
• “a temporary endeavor undertaken to create a unique product, service, or result.” PMBOK® p. 5
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Characteristics of a Project PMBOK®
• Temporary• Unique Product, Service, or Result• Progressive Elaboration• What is the difference between projects and
operational work?
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What is Project Management?
• “the application of knowledge, skills, tools, and techniques to project activities to meet project requirements” PMBOK® p. 8
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Project Management Includes... PMBOK p. 8
• Identify requirements• Establish clear and achievable objectives• Balance competing demands for quality,
scope, time, and cost.• Adapt the specifications, plans, and approach
to the different concerns and expectations of the various stakeholders.
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Why Study Risk Management?
• If you don't attack the risks, the risks will attack you. http://www.project-training-uk.freeserve.co.uk/index.htm
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Why Study Risk Management?
• “What’s worse than having a pricey project collapse? Knowing it could have been prevented” http://www.pmi.org/Pages/Risk_Identification.aspx
• Risk management key element of project management.
• This July (2008), PMI launched the Risk Management Professional (PMI-RMP)SM credential.
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Why Study Risk and IT?
• http://ravenyoung.spaces.live.com/blog/cns!17376F4C11A91E0E!1574.entry
• http://www.lessons-from-history.com/Level%202/Project%20Success%20or%20Failure.html
• http://www.nist.gov/public_affairs/releases/n02-10.htm • http://infotech.fanshawec.ca/gsantor/Computing/Famo
usBugs.htm
• http://www.it-cortex.com/Stat_Failure_Cause.htm • http://blog.brodzinski.com/2007/03/chaos-report-2006.
html
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Why Study Risk and IT?
• http://ravenyoung.spaces.live.com/blog/cns!17376F4C11A91E0E!1574.entry
• http://www.lessons-from-history.com/Level%202/Project%20Success%20or%20Failure.html
• http://www.nist.gov/public_affairs/releases/n02-10.htm • http://infotech.fanshawec.ca/gsantor/Computing/Famo
usBugs.htm
• http://www.it-cortex.com/Stat_Failure_Cause.htm • http://blog.brodzinski.com/2007/03/chaos-report-2006.
html
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Why Study Risk and IT?
• Complexity• Ambiguity/Intangible• 90% Syndrome – http://magheap.com/article/20636/On-Our-Projec
t-Were-Always-90-Done.aspx
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What are the Project Life Cycle Phases?
1. Wild enthusiasm2. Disillusionment3. Confusion4. Panic5. Search for the guilty6. Punishment of the innocent7. Promotion of the non-participants
http://www.project-training-uk.freeserve.co.uk/page2.htm
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Project Life Cycle Phases, according to PMBOK®
• Initiation• Planning• Executing• Monitoring and Controlling• Closing
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Project Life Cycle and Product Life Cycle
Project Management
Project Life Cycle Product Life Cycle
SDLC (Analyze, Design,
Implement)Agile RAD
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Sources of Risks
• Practices / Processes (following a bad process or badly following a good process) – http://www.youtube.com/watch?v=OfgfnZZdMlI&NR=1
• Technology– http://www.youtube.com/watch?v=kvBiSW5QFKY
• People– http://www.youtube.com/watch?v=HDu5Wo8Yh1k
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Project Management Knowledge AreasPMBOK®
1. Project Integration Management2. Project Scope Management
There is no such thing as scope creep, only scope gallop.
3. Project Time Management "I love deadlines. I love the whooshing noise they
make as they go by.“ Douglas Adams
4. Project Cost Management5. Project Quality Management
If an IT project works the first time, it is wrong. http://www.project-training-uk.freeserve.co.uk/page2.htm
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Project Management Knowledge AreasPMBOK®
6. Project Human Resource Management Managing IT people is like herding cats.
7. Project Communications Management8. Project Risk Management9. Project Procurement Management
http://www.project-training-uk.freeserve.co.uk/page2.htm
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Common Laws and Principles Associated with Project Management
• Murphy’s Law– If it can go wrong, it will
• Parkinson’s Law– Work expands to fill the time available for its
completion• 80/20 Principle– What 20% sources of risk are causing 80% of your
project problems
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More Laws and Principles• O’Malley’s corollary to Murphy’s Law - If it can’t
possibly go wrong, it will.• Sod’s Law - It will go wrong in the worst possible way.• If there is a 50% chance of something going wrong then
9 times out of 10 it will.• A two year project will take three years, a three year
project will never finish - (anyone know who's law this is?)
• Murphy, O'Malley, Sod and Parkinson are alive and well - and working on your project.
http://www.project-training-uk.freeserve.co.uk/page2.htm
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Sources of Risks
• Practices / Processes (following a bad process or badly following a good process) – http://www.youtube.com/watch?v=OfgfnZZdMlI&NR=1
• Technology– http://www.youtube.com/watch?v=kvBiSW5QFKY
• People– http://www.youtube.com/watch?v=HDu5Wo8Yh1k
![Page 21: IT Project Risk Assessment and Control Or…... Why bad things happen to good IT projects If everything is going exactly to plan, something somewhere is.](https://reader035.fdocuments.in/reader035/viewer/2022062712/56649c745503460f949270c1/html5/thumbnails/21.jpg)
References
• Information Technology Project Management, 4th edition. Kathy Schwalbe– Murphy’s and Parkinson’s Law
• The 4-Hour Workweek, Timothy Ferriss– 80/20 Principle
• “Understanding the ‘90% Syndrome’ in Software Project Management : A Simulation-Based Case Study” the Journal of Systems and Software (8:4), 1988, pp. 319-330.