Stakeholder Risk Assessment: An Outcome-Based Approach

Woolridge, Richard W.; McManus, Denise J.; Hale, Joanne E.

doi:10.1109/ms.2007.54

Cited by 21 publications

(20 citation statements)

References 6 publications

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“…Managers must also exploit the organization's current capabilities in relation to existing customers while at the same time exploring new technology and market opportunities; they must therefore make sure that the product and project portfolios satisfy existing customers while also allowing for market expansion (Markowitz, 1952;McFarlan, 1981;De Reyck et al, 2005). Moreover, software managers need to engage in both evolutionary and revolutionary change (Tushman & O'Reilly, 1996); they have for many years implemented incremental innovations like software process improvements (Humphrey, 1989;CMMI Product Team, 2006) and new project management techniques (Fonstad & Robertson, 2006;Woolridge et al, 2007); but, increasingly they need to also consider radical innovations like open source and globally distributed software development (Lyytinen & Rose, 2003.…”

Section: Introductionmentioning

confidence: 99%

Building contextual ambidexterity in a software company to improve firm-level coordination

Napier

Mathiassen

Robey

2011

European Journal of Information Systems

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Software organizations increasingly face contradictory strategic choices as they develop customized and packaged solutions for the market. They need to improve efficiency of development processes while at the same time adapting to emerging customer needs; they need to exploit software products in relation to existing customers while simultaneously exploring new technology and market opportunities; and, they need to consider both incremental and radical innovations. While the integration of such opposing strategies requires software organizations to become ambidextrous, there is limited actionable advice on how managers can develop such capability. Against this backdrop, we report from a two-year action research study into a small software firm, TelSoft. Based on Pettigrew's contextualist inquiry, we develop a framework that integrates existing theory on contextual ambidexterity with a generic process for improving software organizations, and we apply this framework to analyze how TelSoft improved its coordination of products, projects, and innovation efforts. As a result, we offer principles for how software managers can build ambidextrous capability to improve firm-level coordination.

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Section: Introductionmentioning

confidence: 99%

Building contextual ambidexterity in a software company to improve firm-level coordination

Napier

Mathiassen

Robey

2011

European Journal of Information Systems

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“…The authors in [10] recommended to consider risks of negatively effecting the stakeholders' during the prioritization process. Pairwise comparison and numeral assignment based strategies were used in [11] to prioritize requirements of the project.…”

Section: Related Workmentioning

confidence: 99%

“…Researchers discussed about several stakeholder prioritization concepts for requirements prioritization: exploring collaboration [9], risks of stakeholders' being negatively effected by project outcome [10], pairwise comparison [11], etc. The authors in [12] used House of Quality (HoQ) framework [13] for comparative analysis of 17 requirements prioritization frameworks but none of these frameworks addressed the rank reversal problem.…”

Section: Introductionmentioning

confidence: 99%

SAFFRON: A Semi-Automated Framework for Software Requirements Prioritization

Asif¹,

Masud²,

Easmin³

et al. 2017

ijacsa

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Abstract-Due to dynamic nature of current software development methods, changes in requirements are embraced and given proper consideration. However, this triggers the rank reversal problem which involves re-prioritizing requirements based on stakeholders' feedback. It incurs significant cost because of time elapsed in large number of human interactions. To solve this issue, a Semi-Automated Framework for soFtware Requirements priOritizatioN (SAFFRON) is presented in this paper. For a particular requirement, SAFFRON predicts appropriate stakeholders' ratings to reduce human interactions. Initially, item-item collaborative filtering is utilized to estimate similarity between new and previously elicited requirements. Using this similarity, stakeholders who are most likely to rate requirements are determined. Afterwards, collaborative filtering based on latent factor model is used to predict ratings of those stakeholders. The proposed approach is implemented and tested on RALIC dataset. The results illustrate consistent correlation, similar to state of the art approaches, with the ground truth. In addition, SAFFRON requires 13.5-27% less human interaction for reprioritizing requirements.

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“…Risks associated with a software project affect all stakeholders [11] [33] [34] [46]. Here, we defined a risk as a deviation from the expected objective [48].…”

Section: Figure 1 Ots-based Custom Software Projectmentioning

confidence: 99%

“…One approach that accounts for different stakeholder involvement in a project is stakeholder analysis [10] [44] [46]. Stakeholders are defined as anyone who are affected by or can influence the system under development [10] [19] [44] [46].…”

Section: Figure 1 Ots-based Custom Software Projectmentioning

confidence: 99%

Analyzing differences in risk perceptions between developers and acquirers in OTS-based custom software projects using stakeholder analysis

Kusumo

Staples

Zhu

et al. 2012

Proceedings of the ACM-IEEE International Symposium on Empirical Software Engineering and Measurement

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Project stakeholders can have different perceptions of risks and how they should be mitigated, but these differences are not always well understood and managed. This general issue occurs in Off-the-shelf (OTS)-based custom software development projects, which use and integrate OTS software in the development of specialized software for an individual customer. We report on a study of risk perceptions for developers and acquirers in OTS-based custom software development projects. The study used an online questionnaire-based survey. We compared stakeholders' perceptions about their level of control over and exposure to 11 shared risks in OTS-based software, in 35 OTS-based software developments and 34 OTS-based software acquisitions of Indonesian background. We found that both stakeholders can best control, and are most impacted by, risks about requirements negotiation. In general stakeholders agree who can best control risks (usually the developer), but there were different perceptions about who is most impacted by risks (the developer reported either themselves or both stakeholders; while usually the acquirer reported both stakeholders). In addition, both stakeholders agree that the acquirer is most impacted by the risk of reduced control of future evolution of the system. We also found disagreement about who is most impacted by the risk of lack of support (usually each stakeholder reported themselves). This paper makes two main contributions. First, the paper presents a method based on stakeholder analysis to compare perceptions of the respondents about which stakeholder is affected by and can control risks. Second, knowing stakeholder agreement on which stakeholder has high risk control should be helpful to rationalize responsibility for risks.

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Stakeholder Risk Assessment: An Outcome-Based Approach

Cited by 21 publications

References 6 publications

Building contextual ambidexterity in a software company to improve firm-level coordination

Building contextual ambidexterity in a software company to improve firm-level coordination

SAFFRON: A Semi-Automated Framework for Software Requirements Prioritization

Analyzing differences in risk perceptions between developers and acquirers in OTS-based custom software projects using stakeholder analysis

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