scm-and-risk management.ppt

8/14/2019 SCM-and-Risk Management.ppt

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SCM and Risk Management

G Ramesh

[email protected]


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Session 8 and 92

The next perspective

Pro

jects

Products Services

EngineeringActivities

In-streamActivities

UmbrellaActivities

Technology

Process

People


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Session 8 and 93

RiskManagement

Metrics & SQAConfiguration

Management


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Session 8 and 94

Topics in SCM

Change: Genesis and effects of Change

Impacts of change

Change Management Configuration Management The transition and the difference

Definitions and Terminology

The vendors viewpoint Processes and Activities in Software Configuration Management

SCM Tools and Automation

Need for tools Typical functions served by tools

Integrating with vendors tools

SCM Issues in Global Teams


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Session 8 and 95

Genesis and effect of change

Change in

User

Requirements

Change inTechnical

Requirements

Change in

Business

Requirements

Approved

Change

Requests

Project

Plan,

Other

Documents

Code,

Test Data etc

Product

Documentat ion

Product

Trainin g Material


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Session 8 and 96

Impacts of (Uncontrolled) Change

Re-work

Slipped schedule Product Behavior Expectation Changes

Incompatibility across components

Question of who pays for it? Possible mistrust and padded schedules and

costs


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Change Management Configuration

Management

Componentization and Dependencies

Co-existence of multiple vendors

Distributed teams working simultaneously

Co-existence of multiple versions

Co-existence of multiple states (Alpha, Beta)

Support for multiple platforms

SCM = Change Control + Version Control + Movement Control



What is a Configuration?

A Configuration is a set of (related) itemsthat is:

Identifiable

Consistent

Re-creatable

Configuration can be combinations of:

Hardware and Software Items

Manual and Computer Based Items

(We will restrict ourselves to SoftwareConfiguration Management)



What is an Item?

An elementary part of a configuration that must

be: Identified (Versioned)

Tracked

Controlled



What is Configuration

Management?

The art of coordinatingsoftware development and

changes to the items to minimize confusion

Consists of:

Institutionalized Procedures

Tools



Configuration Management Process:

Requestor SCCB

Development

Change Request

Change RequestResource

Estimates

EvaluationOK to change?

Change

AuthorizationCompleted

Change

Workspace

1

1 2

3

4

NO

YES

4 Communi cation to Requestor

Check-out

5

Check-in

6

7

8

Change Control

RegisterBaseline

Register



Change Review Dimensions

Necessity

Appropriateness Impact



SCM in Global Teams:

Issues and Challenges

Technology Need for a common SCM Repository and tool

Compatibility among the systems across the globe Speed and dependence on bandwidth

Process Consistency of procedures across locations

Ignoring consistent updates to training, documentation

People Communication on top of the tools and process

Operational issues of backup time, 24x7



SCM In Global Teams:

People Issues

Need for consistent policies

Sense of parity required to maintain the spirit of theprocess

Need for increased communication

Automation cannot solve all the problems!

Strong management support for policies Should not be viewed as a bureaucratic overhead




Technology Issues

Choice of tool architecture Centralized Vs Distributed Vs Replicated

Dependence of communication link Everyone needs to have a consistent configuration

Performance Criticality

Intelligent sync up Compatibility across various tools

Data compatibility and meta-data compatibility




Process Issues

Consistent Processes across the teams

Documentation standards Distributed SCCB and co-ordination



Risk Management: Topics

What is Risk?

What is Risk Management? Why is itimportant?

Risk Management Cycle

Risks and Mitigation for Global Teams

Metrics in Risk Management



What is Risk?

Events that are unforeseen and usually beyond

the planners control Events, if not reacted to, can affect the

expected/desired project outcome

Events worth anticipating and having an

alternative plan


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Session 8 and 919

What is Risk Management?

The process of anticipating what all

could go different from the plan andprovide alternative plans so as to haveminimum impact on the originallyanticipated final outcome


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Session 8 and 920

Why is Risk Management

important?

Murphys Law! If anything can go wrong, it

will! Proactive planning reduces in line pressure

Early identification of risks enables the choice

of the least risky option

Is a common sense practice we do in real life

anyway!


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Session 8 and 921


RiskIdentification

RiskQuantification

RiskMitigation

RiskMonitoring

RiskMonitoring

RiskMonitoring

Risk

Monitoring


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Session 8 and 922

Risk Identification

Identifying possible risk sources

Both positive and negative! Unidentified risks are more dangerous than

identified risks!


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Session 8 and 923

Risk Identification Tools

History within the organization: Documents and

Interviews Checklists

Literature

Simple Framework Based Identification

Simulation

Decision Trees


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Session 8 and 924

Risk Identification Tools:

Organizational History

Look at past projects track record (covered in

Project Closure in Chapter 12) Look at the past track record of

customers/other parties

Talk to (and Listen to!) others with similar

experience in the organization


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Session 8 and 926


Checklists

Checklists as a representation of

Things to do Things to watch out for

Manifestation of previous history

Should be kept current as we learn from

projects


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Session 8 and 928


Literature

Various Journals, Books etc (e.g., IEEE)

Industry forums Informal Networking across the industry

Formal Information Buying


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Session 8 and 931


A simple framework

Framework provides a structure to channel theanalysis (a case of Generalized Checklists)

Identify risks in each of the categories

Technology Risks

Market Risks

People related risks

Environmental Risks

Political Risks


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Session 8 and 934


Decision Trees


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Session 8 and 935

Risk Quantification

Two dimensions to the importance of a risk

Probabi l i tyof a risk happening

Impactof the risk

Impact usually converted to $ amounts

Provides a tangible unit of measurement

Normalizes across various dimensions

Risk Exposure = Probability * Impact


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Session 8 and 936

Fig 8.2. Decision Trees

PR = $3M

RAR = $0.18M

PR = $5M

RAR = $0.7M

PR = $0.5M

RAR = $0.2M

PR = $1M

RAR = $0.1M

PR = $1.5M

RAR = $405.5K

PR = $2M

RAR = $60K

PR = Projected Revenue; RAR = Risk Adjusted Revenue


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Session 8 and 937

Risk Mitigation

Mechanism to identify if a risk has actually

happened

Indicators or Symptoms

Keeping antennae open

Alternative Plans to tackle the risk if it happens

Preferably have multiple options open Mitigation in the context of common types of risks


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Session 8 and 938

Mitigation against common Risks

People Flux

Redundancy

Good HR Policies

Aligning individuals aspirations to organizational

goals

Documented processes Training and skill upgradation


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Session 8 and 939


(Contd)

Requirements Change

Good customer relations

Prototyping and Early feedback

Good Configuration Management and Change

Control

Proper Contract Review


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Session 8 and 940


(Contd)

Unrealistic schedules and budgets

Expert opinion

Comparison to historical data

Drill down details (may not be easy)

Software Reuse


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Session 8 and 941

Risk Monitoring

Happens throughout the project

Keep your antennae open! Revisit each risk, probability and impact

Reprioritize risks worth focusing on

Do this exercise periodically (e.g., once a

month) and event driven (e.g., milestone)


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Session 8 and 942

Typical Risks in Global Teams

People Parity, Look for greener pastures

Cultural differences Process

Time zone and communication hassles

Technology Dependence on communication infrastructure

Project Profiles Outdated technology in different locations

Geo-political 9/11, Travel advisories, Governmental procedures


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Session 8 and 943

Risk Management:

Some Real Life Tips

Usually classify risk probability as High,Medium and Low

Normalizing the $ impact to be roundnumbers

Focusing attention on High/Medium

probability events with a high impact

Risk occurs in multiple levels, in tandem

Risk impact usually has a cascading effect


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TopicsRe-cap

What is Risk?

What is Risk Management? Why is itimportant?


Risks and Mitigation for Global Teams

Metrics in Risk Management