管理信息系统课程论文全英文版.docx
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管理信息系统课程论文全英文版.docx
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管理信息系统课程论文全英文版
RiskManagementforCollaborativeSoftwareDevelopment
(管理信息系统课程作业蒋艳辉学号:
2006310050)
Abstract:
Collaborativesoftwaredevelopmentinvolvingmultipleorganizationalunits,oftenspanningnational,language,andculturalboundaries,raisesnewchallengesandrisksthatcanderailsoftwaredevelopmentprojectsevenwhentraditionalriskfactorsarebeingcontrolled.Thisarticlepresentsaframeworkthatcanbeusedtomanagecollaborativesoftwaredevelopmentprojects,basedonanextendedsetofriskmanagementprinciples.Threeriskfactors-trust,culture,andcollaborativecommunication-arediscussedindepth.
Keywords:
Collaborativesoftwaredevelopment,riskmanagement,collaborativecommunication
ⅠINTRODUCTION
Collaborativesoftwaredevelopment(CSD)entailsmultipleteams,workingformultipleorganizationalunitswithinthesameordifferentcompanies,andnoclearcentralauthority.Softwaredevelopmentinsuchanenvironmentoftencrossesnational,linguistic,andculturalboundariesandrequireschangesinthenatureofriskmanagement.
Riskmanagementisaroutinepracticeofsoftwaredevelopmentandprojectmanagement.Itdealswithanticipating,preventing,andmitigatingproblemsarisinginthesoftwareproduct,project,orprocess,includingdifficultiesinpersonnel,communication,andcoordination.Traditionalriskmanagementhasbeeneffectiveinaddressingtheneedsofasingleorganizationanditsrelationshipswithitsclientsandsubcontractors.However,thecurrentglobalizationofmarkets,businessrelationships,andtechnologyhasgivenrisetolesscentralized,collaborativeeffortsandpartnershipsformulti-organizationalsoftwaredevelopment.Thesepartnershipsrequirethemodificationofinternalorganizationalpractices,particularlyforcollaborativecommunication,andsignificantenhancementstoanorganization'sriskmonitoring,mitigation,andmanagement(RMMM)activities.
Inresponsetothesechallenges,thisarticlecodifiesthedifferencesbetweenCSDandsingle-organizationdevelopment,describesanextendedsetofprinciplesforCSDriskmanagement,andoutlinesanew,layeredriskmanagementframeworkforCSD.ThearticlealsodescribesthreecriticalriskfactorsforCSDthatemergedfromtheauthors'fieldresearch:
trust,culture,andcollaborativecommunication.
ⅡRISKMANAGEMENTINTRADITIONALSOFTWAREENGINEERING
Traditionalsoftwareengineeringpracticesweredevelopedtosupportprojectteamsformedbyfunctionalsub-teamsorcross-functionalteamsoperatingunderasinglecentralauthority.Thesepracticeshavedefinedthescopeandtheelementsoftraditionalriskmanagement.
Riskingeneralisdennedbyuncertaintyandloss-possiblyimputedorindirect(e.g.,lossofreputation)ratherthandirectlymeasurable(Gotterbarn,2005;Pressman,2005).Insoftwaredevelopment,risksareidentifiedas"problemsthatmightoccurontheprojectandhowtheymightimpedeprojectsuccess"(Schwalbe,1994).TheSoftwareEngineeringInstituteintroducedriskmanagementasasoftwaremanagementdisciplinefordealingwiththepossibilitythatfutureeventsmaycauseadverseeffects(SEI,2005).Themajorfunctionsofariskmanagementframeworkinclude:
identificationandcategorizationofrisktypes,planninghowtoavoidriskswherepossible,andotherwisehowtodetect,mitigate,andrecoverfromproblemsastheyoccur.Monitoring,mitigation,andrecoverymaybespecializedforanindividualriskorariskclass,dependingonthechanceandpotentialeffectsofthatrisk.Highlylikely,seriousrisksreceiveaspecializedplanordedicatedtasksformonitoring,mitigation,andcontrol,whereaslesslikely,lesscatastrophic,ormoregenericgroupsofsimilarriskscanbehandledtogether.
ThekeyriskmanagementfunctionsareoutlinedinTable1.Notethatthelasttwofunctions-riskcommunicationandRMMMreview-areongoingsupportingactivitiesintegratedwiththerestofthefunctions.MostoftheriskmanagementactivitiesinTable1areself-explanatory.Riskanalysis,however,warrantsfurtherdiscussion.
Table1RiskManagementFunctions
RiskManagementFunctions
RiskManagementPhases
RiskIdentificationandAnalysis
Elicit,identify,andclassifymajorprojectandprocessrisks.
Processriskdataintodecision-makinginformation.Determinethevaluesofimpact,likelihood,andtimeframe.
RiskPlanning
Translateriskinformationintodecisionsandactions(bothpresentandfuture)andimplementthoseactions.
RiskAvoidance
Wherepossible,modifytominimizelikelihood/impactofparticularrisktype.
RiskMonitoring
Trackriskindicatorsandmitigationactions.
Anticipateincreasinglikelihoodofparticularrisks.
Detect(impending/actual)occurrencewherepossible.
RiskMitigation
Ifaproblemoccurs,takestepstolimititsscopeandimpact.
Inparticular,trytopreventcascadeofrelatedproblems.
RiskManagement,Recovery,andControl
Onceproblemhasoccurred,takestepstogetproject/productbackontrack.
Correctfordeviationfromtheplannedriskactions.
SupportActivities
RiskCommunication
Provideinformationandfeedbackinternalandexternaltotheprojectontheriskactivities,currentrisks,andemergingrisks.
RMMMReview
Reviewandupdateriskmanagementstrategies,planes,andactivities,basedoncurrentandpastfeedbackandenvironmentalchanges.
Traditionalriskanalysiscategorizeseachriskalongseveraldimensionsandalsoconsidersriskinteractions,usingpasthistory,industryexperience,andorganizationaltheory(Barkietal.,2001;Boehm,1989;Nidumolu,1996).Fromtheliterature(Pressman,2005),risksareclassifiedinseveraldimensions,suchastheoriginoftherisk(natureandcause),thedefiniteness(fromnear-certaintohighlyunlikely),theanticipatedconsequences(degreeofrisk),andtheaspectsaffected.
Ⅲ.COLLABORATIVESOFTWAREDEVELOPMENTANDRISKMANAGEMENT
Today'ssoftwaredevelopmenthasmovedawayfromthe"singleteam-singlelocation-singlemanagementstructure"paradigmtodistributed,collaboratingteamswithflexiblemanagementrelationships.Inaddition,recentexperiencewithcomplexprojectshasshownthatolderdevelopmentpractices(Larman,2004),withfullyspecifiedrequirementsandsign-offsandcompletelypredeterminedinterfacesbetweenmajorcomponents,havesubstantialproblemsandareespeciallyvulnerablebothtoschedulepressureandtounexpectedchangesandevents.Finally,economicfactorshaveencouragedinter-organizationaldevelopmentpracticessuchasoutsourcingandoffshoring.
Forthesereasons,lesscentralizedapproachestodevelopmenthavebeenpursued.
(1)Indistributedsoftwaredevelopment,teamsworkatdifferent,distributedsites,oftenwithdifferentspecialtiesandbackground,withinfrequentface-to-facecommunication.
(2)Inmulti-organizationaldevelopment,participatingteamsworkfordifferentorganizations.Multi-organizationaldevelopmentcanbeeither:
ØContractual,withonecentralauthority(eitheroneofthedeveloperorganizationsor,lessfrequently,acustomer)andotherteamsworkingonspecificcomponentswithcarefullyspecifiedpredefinedinterfacesandbehavior,or
ØCooperative,withteamsworkingonsubsystemsorlow-coupledcomponentswithiterativelyspecifiedinterfacesandbehavior,oftenwithoutaclear,universallyacceptedcentralauthorityforresolvingdifferencesandconflicts.
Atypicalcharacteristicoftheprojectsutilizingtheaboveless-centralizeddevelopmentparadigmisdiversityincorporateandsocialcultures.Theoverallprojectteamiscomposedofteamsandindividualswhomaycomefromverydifferentsocialand/orcorporatecultureswithdifferentnationalities,languages,andexpectationsforbehavior,communication,andworkrules.
Collaborativedevelopment,ofcourse,cantakemanydifferentforms.Inthisarticle,thetermcollaborativesoftwaredevelopment(CSD)referstoworkthatisdistributed,multi-organizational,andcooperative.Bothmanagementpracticesandriskmanagementpracticesmustbeadjustedtoeachofthesepressuressimultaneously.Althoughnotallcollaborativeprojectswillexhibitallofthesefeatures,anycollaborativeprojectwillsharesomeoftheabovecharacteristics,experiencethechallengesdescribedhere,andthereforebenefitfromsomeoftheproposedriskmanagementapproachesdescribedhere,whensuitablyadaptedtofittheindividualdevelopmentsituation.
Bothdistributeddevelopment(Beraneketal.,2005)andcollaborativesoftwaredevelopment(DeekandMcHugh,2003)introduceanumberofnewriskmanagementconcernsandmodifyorintensifyothers.Collaborativesoftwaredevelopmententailsacomprehensivechangeinthesoftwareengineeringpractices,frombusinesscaseandproductvisionthroughdevelopmentprocessestomanagementpolicies.Cooperationandcommunicationconcernsaresignificantlydifferent,notonlyinlevelbutalsoinkind.Softwaredevelopmentrequiresacommonproductvisionandarchitecture,extensiveideaanddesignexchange,continuouscommunication,andactiveuseofconsultation,approval,andconsensus-constrainedonlybyintellectualproperty,privacy,andsecurityconsiderations.SomeofthemoreimportantdifferencesbetweentraditionalsoftwaredevelopmentandCSDarehighlightedinTable2.
Table2DifferencesbetweenTraditionalSoftwareDevelopment(SD)andMulti-OrganizationalCSD
DifferencesbetweenTraditionalSoftwareDevelopment(SD)andMulti-OrganizationalCSD
Perspective
TraditionalSD
Multi-OrganizationalCollaborativeSD
Organizationalculture
Stakeholders
Stakeholdersstandard&wellknown
Heterogeneousstakeholderswithvaryingroles
Organizationalcultureandbusinesspractices
Homogeneousorganizationalculture
Singlesetofbusinessp
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