Waltzing with Bears: Managing Risk on Software ProjectsAny software project that's worth starting will be vulnerable to risk. Since greater risks bring greater rewards, a company that runs away from risk will soon find itself lagging behind its more adventurous competition. By ignoring the threat of negative outcomes---in the name of positive thinking or a Can-Do attitude---software managers drive their organizations into the ground. In Waltzing with Bears, Tom DeMarco and Timothy Lister---the best-selling authors of Peopleware---show readers how to identify and embrace worthwhile risks. Developers are then set free to push the limits. You'll find that risk management makes aggressive risk-taking possible; protects management from getting blindsided; provides minimum-cost downside protection; reveals invisible transfers of responsibility; isolates the failure of a subproject---readers are taught to identify the most common risks faced by software projects: schedule flaws; requirements inflation; turnover; specification breakdown; and under-performance. Packed with provocative insights, real-world examples, and project-saving tips, Waltzing with Bears is your guide to mitigating the risks---before they turn into problems. |
Contents
Running Toward Risk | 9 |
Risk Management Is Project Management for Adults | 15 |
Denver International Airport Reconsidered | 22 |
Copyright | |
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Waltzing with Bears: Managing Risk on Software Projects Tom DeMarco,Timothy Lister Limited preview - 2013 |
Common terms and phrases
aggregate risk airport approach assessment benefit boss brainstorm breakdown structure budget build cancellation Causal Risks Chapter client closure metric COCOMO commit complete component contractor core risks cost Cumulative curve deadline deliver delivery date DeMarco Denver International Airport Dorset House Publishing early effort estimate example expected exposure function goal happens implementation incremental delivery plan late likelihood look MANAGING RISK market window ment Merrill Lynch months nano-percent date organization outcomes parametric estimator Peopleware percent performance person-weeks postmortem problem project manager project plan quantified reason Relative Probability result risk diagram risk list risk management risk materialization risk model risk reserve risk-discovery process Root Cause Analysis scenario schedule flaw sense shows showstoppers Software Engineering software projects speed stakeholders strategy sure tasks things tion Tom DeMarco Tom Gilb uncertainty diagram VAT3 win conditions window of uncertainty