scholarly journals Case Study on E-Business V Corp. Software Project Risk Management with Interpretive Structural Modeling

2015 ◽  
Vol 03 (04) ◽  
pp. 1-7 ◽  
Author(s):  
Jiangping Wan ◽  
Zhong Wang
Keyword(s):  
Risk Management ◽  
Structural Modeling ◽  
Project Risk Management ◽  
Software Project ◽  
Interpretive Structural Modeling ◽  
Project Risk

Strategy development using TOWS matrix for international project risk management based on prioritization of risk categories

2019 ◽  
Vol 12 (4) ◽  
pp. 1003-1029 ◽  
Author(s):  
Rahul Vishwanath Dandage ◽  
Shankar S. Mantha ◽  
Santosh B. Rane
Keyword(s):  
Risk Management ◽  
Structural Modeling ◽  
Strategy Development ◽  
International Project ◽  
Project Risk Management ◽  
Interpretive Structural Modeling ◽  
Project Risk ◽  
Content Type ◽  
International Projects ◽  
Risk Categories

Purpose International projects very commonly experience failure due to various factors at the global level. Especially, large projects at the international level virtually have no chance of meeting scope, time, cost and quality. This fact has been underlined by most of the international surveys and published literature. Effective risk management plays a vital role in preventing projects from failure by implementing appropriate risk response strategies. The success of risk management will be based on the understanding of various risk categories which specifically affect international projects, analysis of their interdependence, prioritize them according to their importance and develop strategies for risk management based on the prioritization. The paper aims to discuss these issues. Design/methodology/approach This paper represents typical eight risk categories frequently observed in the international projects through literature survey and feedback from project professionals. Interpretive structural modeling (ISM) and Matrice d’Impacts croises-multiplication applique´ an classment (MICMAC) analysis have been used to analyze the interactions among the risk categories and prioritize them. The strategy management tool threats, opportunities, weaknesses and strengths (TOWS) matrix has been used to develop the strategies for effective project risk management. Findings The analysis represents political risks, contractual and legal risks, cultural risks, and financial and economic risks as the highest priority risk categories, the mitigation of which should be paid the highest attention. The strengths-threats strategy has been applied to develop the strategies by identifying the various internal strengths of project organization to overcome the various threats caused by the eight risk categories observed in international projects. Research limitations/implications This paper tries to represent the prioritization of international project risk categories which are generic in nature. For any specific international project, the risk categories as well as their prioritization may be slightly varying. The tool used for prioritization; Interpretive structural modeling (ISM) is more suitable for few numbers of variables as it becomes complex as the number of variables increases. The strengths and threats considered for developing strategies using TOWS matrix are based on the feedback from project professionals and may vary according to the nature of project. Originality/value This paper uses ISM and MICMAC for risk prioritization in international projects and TOWS matrix for developing risk management strategies. This may trigger new opportunities for in-depth research in the risk management strategy development for international projects.

scholarly journals Case Study on H Corp. Software Project Risk Management with ISM

2013 ◽  
Vol 04 (03) ◽  
pp. 145-152 ◽  
Author(s):  
Jiangping Wan ◽  
Yahui Cao ◽  
Jiajun Hou
Keyword(s):  
Risk Management ◽  
Project Risk Management ◽  
Software Project ◽  
Project Risk

scholarly journals Manajemen Risiko Proyek Perangkat Lunak Menggunakan Pendekatan Just In Time Pada Perusahaan Teknologi Informasi

2017 ◽  
Vol 8 (3) ◽  
Author(s):  
Johan Suryo Prayogo ◽  
Djoko Budiyanto Setyohadi
Keyword(s):  
Risk Management ◽  
Software Engineering ◽  
Risk Model ◽  
Just In Time ◽  
Project Risk Management ◽  
Software Project ◽  
Technical Failure ◽  
Project Risk ◽  
Risk Elements ◽  
Technical Cost

Abstract. Software project will always have risks such as technical failure, increasing cost of the project, and overrun schedules. The risks that are not well managed will then transfom as a constraint on a software project and will affect the success rate of the software project. PT.Cerise Yogyakarta has not applied software project risk management that it still experienced constraints of technical failure and schedule overruns. The implementation on Kotabagus project in PT.Cerise Yogyakarta used Just In Time approach to determine the value of technical, cost, and schedule. Risk asessement analysis employs The Software Engineering Risk Model (SERIM) to measure the success, and make recommendations for risk reduction. Risk factors affect 50% constraints on the risk elements of technical, 48% constraints on risk elements of cost, and 48% constraints on risk elements of schedule. The software project success value is 0.51, then the risk is still going by 49%.Keywords: software project, risk management, just in time, SERIM        Abstrak. Proyek perangkat lunak selalu mempunyai risiko, seperti risiko yang menyebabkan kendala kegagalan teknis, biaya yang bertambah banyak, dan waktu pengerjaan yang semakin lama. Risiko yang tidak dikelola maka akan menjadi kendala pada proyek perangkat lunak dan mempengaruhi keberhasilan dari proyek. PT.Cerise Yogyakarta saat ini belum menerapkan manajemen risiko sehingga kendala ketidaksesuaian teknis dan bertambahnya waktu pengerjaan pada proyek sebelumnya masih terjadi. Penerapan manajemen risiko pada proyek Kotabagus yang dikerjakan PT.Cerise menggunakan pendekatan Just In Time untuk mengetahui nilai elemen risiko technical, cost, dan schedule. Analisis penilaian risiko menggunakan The Software Engineering Risk Model (SERIM) untuk mengukur nilai keberhasilan proyek Kotabagus, dan menyusun rekomendasi untuk pengurangan risiko. Faktor-faktor risiko mempengaruhi 50% kendala pada elemen technical, 48% kendala pada elemen cost, dan 48% kendala pada elemen schedule. Nilai risiko keberhasilan proyek Kotabagus di PT.Cerise adalah 0,51, berarti risiko masih terjadi sebesar 49% pada proyek.Kata Kunci: proyek perangkat lunak, manajemen risko, just in time, SERIM

Amadubi Rural Tourism Project in Jharkhand: Development of Project Risk Management (B)

2015 ◽  
pp. 1-15
Author(s):  
Goutam Dutta
Keyword(s):  
Risk Management ◽  
Critical Path ◽  
Rural Tourism ◽  
Project Risk Management ◽  
Project Risk ◽  
Network Diagram ◽  
Likelihood Rating ◽  
Risk Sources ◽  
The Impact

This case should be taught after (A) case. This case study discusses how the stakeholders of the (A) can sit together can discuss prepare first the activities of the project, draw the network diagram, develop a critical path. The discussion further proceeds when these stakeholders through the discussion develop risk sources, assigns probabilities and computes the impact and likelihood rating.

Amadubi Rural Tourism Project in Jharkhand: Development of Project Risk Management (A)

2015 ◽  
pp. 1-13
Author(s):  
Goutam Dutta ◽  
Sumitro Santra
Keyword(s):  
Risk Management ◽  
Rural Tourism ◽  
Government Agencies ◽  
Project Risk Management ◽  
Project Risk ◽  
Role Of Government ◽  
Funded Project ◽  
Management Issues

Rural Tourism is an important feature in development of emerging states in India. This case study, an UNDP funded project with ministry of Tourism, GOI, focuses the problem faced by a NGO in developing a rural tourism in Jharkhand in India for a decade. The management issues are feasibility and financial viability, lack of project and infrastructure planning, role of government agencies. The case stresses need of project risk management in this type of private partner partnership

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