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By C. F. Manski

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Example text

Thereafter it is important to consider how the agile software development process being employed needs to be tailored in light of the risk environment of the project. This is a project (rather than methodology) specific undertaking since tailoring is an activity that is highly dependent on project parameters and circumstances. Accordingly we limit ourselves to high level guidance and advice. The remainder of the process is a reflection of existing project risk management practices adapted to the needs of agile practitioners.

Common scales to assess risk impact) thereby making localized risks more comparable and enabling the aggregation of risks to better understand risk distribution. Indeed ISACA (2009b) provides specific guidance in this respect. That ERM seeks to improve the “the management of increasing risk mitigation costs and the success rate of achieving business objectives” (Protiviti 2013, p. 3) by helping reduce unwanted performance variability reflects the widely held perception that good governance leads to better performance and that responsibility for risk lies with the board of directors (Connelly et al.

Propensity to fail to appreciate importance of threats and opportunities alike. • Risk-neutral: Impartial attitude towards risk and act in the interests of significant benefits. Propensity to focus on the longer term. , visceral feelings). , tendency to engage in a risk or withdraw from it) and suggest a simple model for managing risk attitudes within a group. The relevance of this research for agile projects is the appreciation that different members within a team may hold fundamentally differing views towards risk and that the conflict that arises when assessing risk ought not be judged entirely in terms of the rationality of opposing arguments.

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