Rethinking the Mitigation Phase in Software Risk Management Process: A Case Study

2012 ◽  
Author(s):  
Ahdieh Sadat Khatavakhotan ◽  
Siew Hock Ow
Keyword(s):  
Risk Management ◽  
Management Process ◽  
Risk Management Process ◽  
Software Risk Management ◽  
Software Risk

Risk Management in Distributed IT Projects

2008 ◽  
pp. 2865-2888
Author(s):  
Rafael Prikladnicki ◽  
Roberto Evaristo ◽  
Jorge Luis Nicolas Audy ◽  
Marcelo Hideki Yamaguti
Keyword(s):  
Risk Management ◽  
Management Process ◽  
Time Zone ◽  
It Projects ◽  
Cultural Boundaries ◽  
Integrated Risk ◽  
Risk Management Process ◽  
Development Center ◽  
Practical Implications

Distributed IT projects exhibit certain features that make them fundamentally different from traditional co-located projects, not only involving additional steps and decisions, but also impacting the risk management process. The goal of this paper is to discuss these impacts and to suggest the development of an integrated risk management process taking into account site dispersion, time zone difference, and cultural boundaries not only at the operational, but also at the tactical and strategic level. We also report results of an exploratory case study conducted in a software development center (a Brazilian subsidiary of a U.S. corporation) in support of such a model, and conclude with a discussion of theoretical and practical implications of our work.

Risk Management in Distributed IT Projects

2009 ◽  
pp. 1243-1257
Author(s):  
Rafael Prikladnicki ◽  
Roberto Evaristo ◽  
Jorge Luis Nicolas Audy ◽  
Marcelo Hideki Yamaguti
Keyword(s):  
Risk Management ◽  
Management Process ◽  
Time Zone ◽  
It Projects ◽  
Cultural Boundaries ◽  
Integrated Risk ◽  
Risk Management Process ◽  
Development Center ◽  
Practical Implications

Distributed IT projects exhibit certain features that make them fundamentally different from traditional co-located projects, not only involving additional steps and decisions, but also impacting the risk management process. The goal of this paper is to discuss these impacts and to suggest the development of an integrated risk management process taking into account site dispersion, time zone difference, and cultural boundaries not only at the operational, but also at the tactical and strategic level. We also report results of an exploratory case study conducted in a software development center (a Brazilian subsidiary of a U.S. corporation) in support of such a model, and conclude with a discussion of theoretical and practical implications of our work.

scholarly journals IMPLEMENTASI MANAJEMEN RISIKO UNDERWRITING PADA PT ASURANSI JASINDO SYARIAH

2020 ◽  
Vol 7 (5) ◽  
pp. 901
Author(s):  
Wahyu Rofikah ◽  
Dina Fitrisia Septiarini
Keyword(s):  
Risk Management ◽  
Secondary Data ◽  
Risk Identification ◽  
Primary Data ◽  
Management Process ◽  
Snowball Sampling ◽  
Descriptive Case Study ◽  
Risk Monitoring ◽  
Risk Management Process

This study purpose to how the risk management process in PT Asuransi Jasindo Syariah with a case study of vehicle insurance class of business. This research uses a qualitative approach with a descriptive case study strategic. The research data was obtained through primary data in the form of interviews and secondary data. The selection of informants in interviews through snowball sampling techniques and secondary data obtained from supporting data in the form of archives, reports and relevant document and literature reviews related to research. The results of this study indicate that PT Asuransi Jasindo Syariah has a significant role in the process of underwriting risk management, especially in vehicle insurance product, which have the highest loss ratio among other products. The underwriting risk management process carried out by PT Asuransi Jasindo Syariah is risk identification, risk measurement, risk monitoring, and risk control.Keywords: risk management, underwriting, syariah insurance

Risk Management in Distributed IT Projects

2010 ◽  
pp. 1723-1738 ◽  
Author(s):  
Rafael Prikladnicki ◽  
Roberto Evaristo ◽  
Jorge Luis Nicolas Audy ◽  
Marcelo Hideki Yamaguti
Keyword(s):  
Risk Management ◽  
Management Process ◽  
Time Zone ◽  
It Projects ◽  
Cultural Boundaries ◽  
Integrated Risk ◽  
Risk Management Process ◽  
Development Center ◽  
Practical Implications

Distributed IT projects exhibit certain features that make them fundamentally different from traditional co-located projects, not only involving additional steps and decisions, but also impacting the risk management process. The goal of this paper is to discuss these impacts and to suggest the development of an integrated risk management process taking into account site dispersion, time zone difference, and cultural boundaries not only at the operational, but also at the tactical and strategic level. We also report results of an exploratory case study conducted in a software development center (a Brazilian subsidiary of a U.S. corporation) in support of such a model, and conclude with a discussion of theoretical and practical implications of our work.

An industrial case study of implementing software risk management

2001 ◽  
Vol 26 (5) ◽  
pp. 277-287 ◽  
Author(s):  
Bernd Freimut ◽  
Susanne Hartkopf ◽  
Peter Kaiser ◽  
Jyrki Kontio ◽  
Werner Kobitzsch
Keyword(s):  
Risk Management ◽  
Industrial Case Study ◽  
Software Risk Management ◽  
Software Risk

Supply Risk Management Process

2014 ◽  
Vol 3 (4) ◽  
pp. 17-31
Author(s):  
Kunal K. Ganguly ◽  
Prabir Bandyopdhyay
Keyword(s):  
Risk Management ◽  
Study Participant ◽  
Extensive Literature ◽  
Management Process ◽  
Supply Risk ◽  
Automobile Manufacturing ◽  
Structural Framework ◽  
Risk Management Process ◽  
Reduce Risk

The purpose of this study was to develop and analyze an interpretative structural framework for the Supply Risk Management Process (SRMP). The research questions were focused on understanding the casual factors as well as the link between the SRMP and Supplier Selection (SS) process. The Interpretative Structural Modeling (ISM) approach was used to develop a structural framework for the SRMP. An extensive literature followed by discussion with managers in different Indian Automobile companies was completed to identify the strategic enablers for the SRMP. Thirteen strategic enablers were identified and classified into four categories. An Indian Automobile manufacturing company was selected as a case study participant to serve as an authentic practice-based example of the model. The SRMP enablers and the SS factors were applied to the case study organization and analyzed. The significance of this study was that the SRMP enablers and SS factors assist managers to set priorities for decision making purposes. This allows supply chain managers to take proactive steps in order to reduce risk and improve the performance of the organization in the early SRMP stages.

scholarly journals A Case Study of a Best Value Manufacturer

2010 ◽  
Vol 2 (1) ◽  
pp. 57
Author(s):  
Dean Kashiwagi ◽  
Jake Smithwick ◽  
Jacob Kashiwagi ◽  
Kenneth Sullivan
Keyword(s):  
Risk Management ◽  
Chain Structure ◽  
Management Program ◽  
Management Process ◽  
Performance Information ◽  
Best Value ◽  
Risk Management Process ◽  
Risk Management Program ◽  
Low Performance

This is a case study of a construction product manufacturer’s effort to become a profitable manufacturer of roofing systems while providing a best value product to the client (best performance at the lowest cost.) The manufacturer was attempting to become successful with product performance in an industry where low performance of competing products brought a perceived high risk of nonperformance from clients. The manufacturer’s efforts included documentation of performance of their installed product, creating a risk management process, testing the risk management process and creating a supply chain structure which minimized the risk of both the manufacturer and the client. The key component of a best value manufacturer is the identification of the true buyer of their materials is the owner of the facility which buys their product and not the contractors. This paper documents the transformation from not having performance information to having documented performance on their product, developing a risk management program, and exercising their risk management program. This includes the formulation of a performance based contractor program and the application of the Performance Information Risk Management System (PIRMS.)

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