9. Does the project team have experience with the technology to be implemented?
10. Is the number of people on the project team adequate to do the job?
11. Do all customer/user constituencies agree on the importance of the project and on
the requirements for the system/product to be built?
• If any of these questions is answered negatively, it indicates the degree to which the
project is at risk is directly proportional to the number of negative responses to these
220.127.116.11. Risk Components and Drivers
• The project manager need to identify the risk drivers that affect software risk
components - performance, cost, support and schedule
• In the context, the risk components are defined in the following manner.
• Performance risk—the degree of uncertainty that the product will meet its
requirements and be fit for its intended use.
• Cost risk—the degree of uncertainty that the project budget will be
• Support risk—the degree of uncertainty that the resultant software will be
easy to correct, adapt, and enhance.
• Schedule risk—the degree of uncertainty that the project schedule will be
maintained and that the product will be delivered on time.
• The impact of each risk driver on the risk component is divided into one of four
impact categories—negligible, marginal, critical, or catastrophic.
• Ref. to fig., a characterization of the potential consequences of errors(rows labeled 1)
or a failure to achieve a desired outcome (rows labeled 2) are described
• The impact of category is chosen based on the characterization that best fits the
description in the table
1. The potential consequence of undetected software errors or failures
2. The potential consequence if the desired outcome is not achieved
5.1.3. Risk Projection
• It estimates the impact of risk on the project and the product
• Risk projection, also called risk estimation, attempts to rate each risk in two ways
o the likelihood or probability that the risk is real
o the consequences of the problems associated with the risk, should it occur.
• The project planner, along with other managers and technical staff, performs four risk
• establish a scale that reflects the perceived likelihood of a risk
• delineate the consequences of the risk
• estimate the impact of the risk on the project and the product,
• note the overall accuracy of the risk projection so that there will be no
• These steps lead to prioritization