barcode reader sdk vb.net PART THREE Skills and Tools in Software

Encoder QR-Code in Software PART THREE Skills and Tools

PART THREE Skills and Tools
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tools Experience and expertise reduce risk. And the converse is true: the more we are entering unfamiliar territory, or working with less experienced personnel, the greater the risk. Con ict is a sign of risk. Review your experience of every stakeholder. Are there signs that anyone might not be available, or might not cooperate If so, add that to your risk list and plan what to do about it. Every gap is a risk. Every gap you need to close might not close. That makes it a risk. Get everyone involved. You can include customers, stakeholders, and outside experts in your composition of a good risk list.
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Risk assessment: Likelihood and consequence
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Moving into the details, we de ne each risk on two independent scales: likelihood and consequence. Likelihood is a measure of the chance that an event will happen. The simplest scale is a three-point scale, very likely, might happen, and unlikely. The consequence of a risk action is unrelated to likelihood. To de ne the consequence, we consider that if this risk event does take place then what happens to the project. At the high end, we have a project-killer, such as rain on our picnic. In the middle, we have signi cant increases to time and cost, or reductions of scope or quality. At the low end, we have events that will have only a minor e ect on the project. Table 11-1 is a sample risk assessment using a ve-point scale for likelihood, and a 0.0 to 1.0 scale for consequence. For a consequence rating, QTI uses a scale from 1.0 down to 0.0, with 1.0 being a project-killer. For example in the second row of Table 11-1, if the whole company runs into a budget crunch, and the project is canceled, that gives a consequence rating of 1.0. Consequences between 0.0 and 1.0 are measured by cost, time or quality, whichever is most relevant to the project. For items that will add to the cost of the project, the number used is the ratio of the additional cost to the total plan cost of the project. For example, in the fourth row of Table 11-1, if capacity is misestimated, then an additional server will need to be purchased and installed at a cost of $20,000. The project was expected to cost $100,000. So, the increase in project cost is a factor of 0.2 (20,000/100,000 0.2). For items that have a major impact on schedule, we use the added time to determine the consequence factor. For example, in the third row of Table 11-1,
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CHAPTER 11 Managing Risk and Change
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Table 11-1 A sample risk assessment.
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Risk item Project canceled, lack of funds Loss of key sta Capacity estimation error Failure of shopping cart Equipment failure QTI uses this likelihood scale: 5 4 3 2 1
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Likelihood 1 3 4 1 2
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Consequence 1.0 0.3 0.2 0.3 0.1
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Risk factor 1.0 0.9 0.8 0.3 0.2
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likely to happen might well happen could happen unlikely to happen probably will not happen
loss of key sta will delay the project by three weeks. The project was originally planned to take ten weeks. This is an increase of duration of 0.3. For items that have a major impact on quality, we use the loss of quality as the consequence measure. For example, in the fth row of Table 11-1, if the shopping cart program does not work, then direct sales will not be a feature of the new web page. Say that this is one of three major features. A loss of one out of three features is a one-third, or 0.3 consequence in reduced project quality. Creating a risk factor by multiplying likelihood times consequence is optional. If you trust your numbers, go ahead and do it. Then sort the list with the highest risk factor at the top, as you see in the example. If you do not multiply likelihood by consequence, then make two copies of the list. Sort it highest to lowest by likelihood once, and highest to lowest by consequence the second time. Preparation of this list with appropriate descriptions of each risk completes risk assessment, delivering a prioritized risk list for the project.
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