Happy New Year!
Read about these books I've written in the library at Square Peg Consulting
You can buy them at any online book retailer!
If you can't draw it, you can't build it!
- 0.1 Charter
- 0.2 Architecture
- 0.3 Non-functional requirements
- 1, 2, 3 iterations for product development
- 0.4 Release buffer
- 4 Release
- 0.5 Tech Debt
So, if you are trying to set down some plans, some controls, and some degree of predictability, would you pick on scope or value as your control mechanism? And, would the CFO pick on cash or profit for the project's business case?Scope is a fact; value is an opinion!
- Where risk exists there also exists an ethical duty of decision makers to eliminate if practical or, if it is not, to reduce such risks to an acceptable level.
- The greater the potential severity of loss associated with the system the more likely the organisational and societal focus will be on prevention ... rather than mitigation of consequences.
- Risk ... is a social construct and can never be evaluated in a totally objective fashion.
- Some unknown risks may disclose themselves in the life of the systems, some may never be identified.
- The greater the severity of a [risk] the lower the required occurrence rate and the greater the .... uncertainty of estimation of probability.
- The greater the .....uncertainty of probability estimates the more the focus should be upon the reduction in the severity of consequences.
- The more complex a system the more likely it is that an accident will be due to the unintended and unidentified interaction of components, rather than singular component failures or human errors.
- One can never absolutely ‘prove’ the safety of a system as such arguments are inherently inductive.
When change is easy, the need for it cannot be foreseen; when the need for change is apparent, change has become expensive, difficult and time consuming.
Traditionally my organization -- a healthcare insurance company -- adopts the waterfall approach, but with the projects related to healthcare reform and participation in the new Health insurance exchanges we had to adopt the Agile methods, especially because lack of clarity in requirements and ever changing rules and regulations from the state and federal government.
There is a tide in the affairs of men,
Which, taken at the flood, leads on to fortune;
Omitted, all the voyage of their life Is bound in shallows and miseries....
And, we must take the current when it serves,
Or lose our ventures.
"The young Alexander conquered India
On his own?
Caesar defeated the Gauls.
Did he not even have a cook with him?
Sometimes, in your ... career, you find that your slow progress, and careful accumulation of tools and ideas, has suddenly allowed you to do a bunch of new things that you couldn’t possibly do before. ...when they’ve all become second nature, a whole new world of possibility appears.
You have “leveled up”, if you will. Something clicks, but now there are new challenges, and now, things you were barely able to think about before suddenly become critically important.
It’s usually obvious when you’re talking to somebody a level above you, because they see lots of things instantly when those things take considerable work for you to figure out.
Talking to somebody two or levels above you is a different story. They’re barely speaking the same language, and it’s almost impossible to imagine that you could ever know what they know.
Somebody three levels above is actually speaking a different language. They probably seem less impressive to you than the person two levels above, because most of what they’re thinking about is completely invisible to you.
From this perspective the approach of the authors to risk can be seen as a reflection of our human fear of loss of control. The greater the autonomy of automation the greater our perception of risk. Thus a loss of control to something as intangible as a software program is always going to be perceived as a risk
If every risk management experience followed the Powell protocol, we'd all be the better for it. (Left unsaid: the Rumsfield version of the Powell protocol about the 'unknown unknowns' and the Ignorance Management Framework!)
- Tell me what you know
- Tell me what you don't know
- Tell me what you think
Not without coincidence, this leads directly to Chapter 12 of my most recent book "Maximizing Project Value" (see links below) re 'game theory': the systematic means to assess the intersection of intention and capability.