Ropponen & Lyytinen (2000)Ropponen, J., & Lyytinen, K. (2000). Components of software development risk: how to address them? A project manager survey. IEEE Transactions on Software Engineering, 26(2), 98-112. http://dx.doi.org/10.1109/32.841112. http://dx.doi.org/10.1109/32.841112...
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83 project managers of the Finnish Information Processing Association (FIPA) |
6 main risk components in software found. Principal Component Analysis (PCA) used to reduce the number of items. 1100 projects included. |
Jiang et al. (2001)Jiang, J. J., Klein, G., & Discenza, R. (2001). Information System Success as Impacted by Risks and Development Strategies IEEE. Transactions on Engineering Management, 48(1), 46-55. http://dx.doi.org/10.1109/17.913165. http://dx.doi.org/10.1109/17.913165...
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194 project managers of the Project Management Institute (PMI) |
Development of a model that relates the sources of risk and strategies for success. Finding that organizations are more likely to have a successful project when they are able to minimize the known risks with appropriate strategies. |
Schmidt et al. (2001)Schmidt, R., Lyytinen, K., Keil, M., & Cule, P. (2001). Identifying software project risks: an international delphi study. Journal of Management Information Systems, 17(4), 5-36.
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41 project managers of organizations in Hong Kong (9), Finland (13), and the USA (19) |
53 risk items grouped into 14 categories. Identification of the most significant risk factors for software development projects. Although there is a substantial area of agreement across different cultures with respect to what some of the main risks are, there are also discernible differences in the identification and understanding of the importance of some risks. |
Houston et al. (2001)Houston, D., Mackulak, G., & Collofello, J. (2001). Stochastic simulation of risk factor potential effects for software development risk management. Journal of Systems and Software, 59(3), 247-257. http://dx.doi.org/10.1016/S0164-1212(01)00066-8. http://dx.doi.org/10.1016/S0164-1212(01)...
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1) 36 software project managers from 22 organizations; 2) 458 managers |
Approach to modelling risk factors and simulating its effects as a way of supporting risk management activities in software development. |
Boehm & Turner (2003)Boehm, B., & Turner, R. (2003). Using risk to balance agile and plan-driven methods. IEEE Computer, 36(6), 57-66. http://dx.doi.org/10.1109/MC.2003.1204376. http://dx.doi.org/10.1109/MC.2003.120437...
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Software company (Supply Chain) |
Method using risk analysis. Use of five-step process to determine the best approach to the project: whether based on agile methods (Scrum, Extreme Programming, Agile software), on plan-driven methods (e.g., Capability Maturity Model, CMM), or on a structure of unified processes complementing one another in a balanced way, so that together they can reduce failures. |
Barros et al. (2004)Barros, M. O., Werner, C. M. L., & Travassos, G. H. (2004). Supporting risks in software project management. Journal of Systems and Software, 70(1-2), 21-35. http://dx.doi.org/10.1016/S0164-1212(02)00155-3. http://dx.doi.org/10.1016/S0164-1212(02)...
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2 software projects of two large Brazilian companies |
Approach that allows developing, recovering, and reusing the knowledge of and experience in project management through scenarios used to model risk impact and resolution strategies. |
Wallace et al. (2004a)Wallace, L., Keil, M., & Rai, A. (2004a). Understanding software project risk: a cluster analysis. Information & Management, 42(1), 115-125. http://dx.doi.org/10.1016/j.im.2003.12.007. http://dx.doi.org/10.1016/j.im.2003.12.0...
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507 software project managers, members of the Information Systems Special Interest Group (ISSIG) of the Project Management Institute (PMI) |
6 risk dimensions presented. Introduction of a conceptual model. Empirical evidence that the most prominent of the risks associated with high-risk projects differ from those of medium and low-risk projects. For high-risk projects, requirements, planning and risk control, and organizational risk are the most prominent risks, while in low-risk projects project complexity is the most prominent. |
Baccarini et al. (2004)Baccarini, D., Salm, G., & Love, P. E. D. (2004). Management of risks in information technology projects. Industrial Management & Data Systems, 104(4), 286-295. http://dx.doi.org/10.1108/02635570410530702. http://dx.doi.org/10.1108/02635570410530...
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18 managers of IT projects for Australian public and private companies |
Identified 27 key risk factors from the literature. Top 10 risk factors ranked in terms of likelihood and consequence, and suggested treatment. |
Charette (2005)Charette, R. N. (2005). Why software fails. IEEE Spectrum, 42(9), 42-49. http://dx.doi.org/10.1109/MSPEC.2005.1502528. http://dx.doi.org/10.1109/MSPEC.2005.150...
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Unsuccessful projects of large companies |
Considerations on why software projects fail and the implications. |
Costa et al. (2007)Costa, H., Barros, M. O., & Travassos, G. H. (2007). Evaluating software project portfolio risks. Journal of Systems and Software, 80(1), 16-31. http://dx.doi.org/10.1016/j.jss.2006.03.038. http://dx.doi.org/10.1016/j.jss.2006.03....
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34 project managers and 16 analysts (11 academic, and 39 corporate from 26 companies) |
Risk assessment technique for software projects based on an economic view of the elements of risk factors for these projects. 211 questions classified into 10 risk factors. |
Dey et al. (2007)Dey, P. K., Kinch, J., & Ogunlana, S. O. (2007). Managing risk in software development projects: a case study. Industrial Management & Data Systems, 107(2), 284-303. http://dx.doi.org/10.1108/02635570710723859. http://dx.doi.org/10.1108/02635570710723...
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Software projects of a public sector organization in Barbados |
Development of a seven-step framework for managing risks in software projects from the developers’ perspective. |
Na et al. (2007)Na, K.-S., Simpson, J. T., Li, X., Singh, T., & Kim, K.-Y. (2007). Software development risk and project performance measurement: evidence in Korea. Journal of Systems and Software, 80(4), 596-605. http://dx.doi.org/10.1016/j.jss.2006.06.018. http://dx.doi.org/10.1016/j.jss.2006.06....
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3 large Korean software development companies |
Developing and testing a risk-based model that simultaneously measures objective (quantitative: cost, time, etc.) and subjective (the performance of the people involved) software performance in IT in developing countries. 3 conceptual models developed. 11 tried and tested hypotheses. |
Du et al. (2007)Du, S., Keil, M., Mathiassen, L., Shen, Y., & Tiwana, A. (2007). Attention-shaping tools, expertise, and perceived control in IT project risk assessment. Decision Support Systems, 43(1), 269-283. http://dx.doi.org/10.1016/j.dss.2006.10.002. http://dx.doi.org/10.1016/j.dss.2006.10....
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118 IT specialists and 140 beginners (students) |
Empirical investigation of specific conditions influencing IT risk perception and the subsequent decision to continue a troubled project. Focus on three elements: tools, individual competence, and perceived control. Hypotheses tested via factorial analysis. |
Han & Huang (2007)Han, W.-M., & Huang, S.-J. (2007). An empirical analysis of risk components and performance on software projects. Journal of Systems and Software, 80(1), 42-50. http://dx.doi.org/10.1016/j.jss.2006.04.030. http://dx.doi.org/10.1016/j.jss.2006.04....
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115 project managers |
6 risk dimensions - 27 risk factors. Selected top 10 risk factors according to 115 software projects evaluated, evaluating their probability of occurrence and level of impact. The “requirement” risk dimension was the one most affecting the performance of the projects evaluated. |
Keil et al. (2008)Keil, M., Li, L., Mathiassen, L., & Zheng, G. (2008). The influence of checklists and roles on software practitioner risk perception and decision-making. Journal of Systems and Software, 81(6), 908-919. http://dx.doi.org/10.1016/j.jss.2007.07.035. http://dx.doi.org/10.1016/j.jss.2007.07....
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149 software development professionals from 4 medium to large companies |
Tested hypothesis proved that software practitioners who use a risk checklist are expected to identify more risks than those who do not. Suggested that in the absence of a risk checklist, software practitioners are better able to distinguish between risks that are really there and risks that are not. The checklist can also prompt professionals to see risks that are not really there. The potential value of risk checklists is helping to identify risks that might otherwise go unnoticed. |
Emam & Koru (2008)Emam, K. E., & Koru, A. G. (2008). A replicated survey of IT software project failures. IEEE Software, 25(5), 84-90. http://dx.doi.org/10.1109/MS.2008.107. http://dx.doi.org/10.1109/MS.2008.107...
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IT department project managers. Total in 2005 = 232 Total in 2007 = 156 |
Estimated software project cancellation rates and the performance of projects that weren´t cancelled. Project cancellations: 15.52% in 2005 and 11.54% in 2007. |
Huang & Han (2008)Huang, S.-J., & Han, W.-M. (2008). Exploring the relationship between software project duration and risk exposure: A cluster analysis. Information & Management, 45(3), 175-182. http://dx.doi.org/10.1016/j.im.2008.02.001. http://dx.doi.org/10.1016/j.im.2008.02.0...
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97 project managers |
Through cluster analysis, the results showed that risk exposure associated with the risk dimensions related to “user”, “requirement”, “planning and control”, and “team” were affected by project duration, but also showed how to effectively manage software risks by observing trends in the risk components. |
Bannerman (2008)Bannerman, P. L. (2008). Risk and risk management in software projects: a reassessment. Journal of Systems and Software, 81(12), 2118-2133. http://dx.doi.org/10.1016/j.jss.2008.03.059. http://dx.doi.org/10.1016/j.jss.2008.03....
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23 project managers of government agencies in Australia |
Identified 10 major risk factors and 4 distinct project types (pure project form, hybrid form, operational activity, and breakthrough event). Found that risk management practices lag behind project management practices. |
Nakatsu & Iacovou (2009)Nakatsu, R. T., & Iacovou, C. L. (2009). A comparative study of important risk factors involved in offshore and domestic outsourcing of software development projects: a two-panel Delphi study. Information & Management, 46(1), 57-68. http://dx.doi.org/10.1016/j.im.2008.11.005. http://dx.doi.org/10.1016/j.im.2008.11.0...
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57 IT project managers, members of the PMI |
Assessed main risk factors of outsourced software development (domestic and offshore) using the Delphi method. |