Part II: Why Not
by Timothy Lister, Tom DeMarco
Waltzing with Bears: Managing Risk on Software Projects
- About This eBook
- Title Page
- Also Available from Dorset House Publishing
- Acknowledgments
- Dedication Page
- Authors’ Note
- Contents
- Prologue: The Ethics of Belief
- Part I: Why
- 1. Running Toward Risk
- 2. Risk Management Is Project Management for Adults
- 3. Denver International Airport Reconsidered
- 4. The Case for Risk Management
- Risk Management Makes Aggressive Risk-Taking Possible
- Risk Management Decriminalizes Risk
- Risk Management Sets Up Projects for Success
- Risk Management Bounds Uncertainty
- Risk Management Provides Minimum-Cost Downside Protection
- Risk Management Protects Against Invisible Transfers of Responsibility
- Risk Management Can Save Part of a Failed Effort
- Risk Management Maximizes Opportunity for Personal Growth
- Risk Management Protects Management from Getting Blindsided
- Risk Management Focuses Attention Where It Is Needed
- Part II: Why Not
- 5. The Case Against Risk Management
- 1. Our stakeholders are not mature enough to face up to risk.
- 2. The extent of uncertainty is just too much.
- 3. Explicit windows of uncertainty excuse poor performance.
- 4. A “manage for success” approach is better.
- 5. The data needed to do risk management effectively is lacking.
- 6. Risk management in isolation is dangerous.
- 6. The Onus of Uncertainty
- 7. Luck
- 5. The Case Against Risk Management
- Part III: How
- 8. Quantifying Uncertainty
- 9. Mechanics of Risk Management
- 10. Risk Management Prescription
- 11. Back to Basics
- 12. Tools and Procedures
- 13. Core Risks of Software Projects
- 14. A Defined Process for Risk Discovery
- 15. Risk Management Dynamics
- 16. Incrementalism for Risk Mitigation
- 17. The Ultimate Risk Mitigation Strategy
- Part IV: How Much
- Part V: Whether or Not
- Appendix A. The Ethics of Belief, Part 1
- Appendix B. Risk Template
- References
- Index
Part II: Why Not
,• What is the downside of risk management?
• Isn’t risk management at odds with the principle of managing for success?
• Is there any reason to believe that risk management will be compatible with our corporate culture?
• What’s wrong with counting on a few lucky breaks to make the schedule?
• How do we distinguish between those risks that have to be managed and those that can be safely ignored?
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