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Group Assignment SRM

This document discusses communication in the context of software risk management. It defines communication and risk communication, and outlines their objectives. Effective risk communication is critical for risk analysis and management. The document describes different types of risk communication, including general, management, team, and external communication. It also discusses characteristics, enablers, and barriers to communication, and provides guidelines for communicating risks. The goal of risk communication is to ensure all project members understand risks and mitigation options to make informed decisions.

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yossef. kassay
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16 views

Group Assignment SRM

This document discusses communication in the context of software risk management. It defines communication and risk communication, and outlines their objectives. Effective risk communication is critical for risk analysis and management. The document describes different types of risk communication, including general, management, team, and external communication. It also discusses characteristics, enablers, and barriers to communication, and provides guidelines for communicating risks. The goal of risk communication is to ensure all project members understand risks and mitigation options to make informed decisions.

Uploaded by

yossef. kassay
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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WOLLO UNIVERSITY

Kombolcha Institute of Technology


College of Informatics
Department of Software Engineering
Course Title: -Software Risk Management
Assignment Title: -Chapter seven- communication

Name ID
Misganaw Getahun 0586/10
Yossef Kassay 0625/10
Ebenezer Belay 1110/10
Yamlak Gebrie 0625/10
Wondwosen Tedla 0623/10
Chapter 7:- Communication
 What is Communication
 Risk communication
 Communication Objectives
 Characteristics of communication
 Enablers to Communication
 Barriers to Communication
 Communication Guidelines and tips
 Summery
What is Communication?

 Communication is present in all of the other functions of the risk management


paradigm and is essential for the management of risks within an organization.

 Communication is critical because it facilitates interaction among the elements


of the paradigm. But there are higher-level communications to consider as
well.

 It must both fit within an organization's culture as well as expose the risks,
which are present in an organization's projects.
Risk communication
 Risk communication is at the center of our paradigm because, without
effective communication, no risk management approach is viable.
 Risk communication is defined as an interactive process of exchange of
information and opinion between risk assessors, risk managers, and other
interested parties.
 Risk communication is an integral component of risk analysis.

 Risks must be communicated to the appropriate organizational levels so the


risks can be analyzed and managed effectively.
Communication Objectives

The objectives of communication are for project personnel to:


 Understand the project's risks and mitigation alternatives
 Understand the risk data and make informed choices within the
constraints of the project
 Eliminate the barriers to effective communication
Risk Communication activities.
The categories of risk communication include: general, management, team and external.

 General:-General communication applies to both internal and external risk


communication.
 It includes peer-to-peer, intra-group, and internal organizational
communication.
 Example: Two software engineers informally discuss the interface between
their software modules.
 They are interested in understanding the impact of their module designs on the
interface and in identifying any risks that may be present
Coun.t

 Management:-Management communication is for internal project communication


among all levels of the project staff.

Example: A systems engineer reports risks to his/her supervisor.

 Team:-Team communication covers communication within small teams.

 They can be internal project teams, improvement teams, or integrated product teams.

Example: An integrated product team is assigned the responsibility to design and


develop a communication satellite operating system.
Coun.t

 External :-External communication deals with the formal and informal communication
between the project and its external customers), supplier(s), and senior organization
managers).

 Example: In Continuous Risk Management, project personnel communicate risk


information with a supplier who will be part of the risk mitigation strategy and with
the customer who needs to be aware of how the most important risks are being
mitigated.
Characteristics of communication
Coun.t
 Distinctiveness:- refers to the features of the practices that facilitate the execution of
desired activities to stand out in the workplace, while capturing the attention and
interest of workers .
 Consistency:- is established over time when the same outcome occurs in response to
the same incident.
 consistency can be influenced by what the various organizational decision-makers pay
attention and respond to each day.
 Consensus:- is agreement among workers, as to what Health and safety practices, and
their associated behaviors, lead to intended organizational outcomes.
 Risk management communication requires
 A free flow of information within and between all project levels
 Formal and informal communication
 Non-attribution and trusted use of data
 Processes that value the individual voice
 Consensus-based processes for teams
Enablers to Communication
 Management plays a significant role in creating and sustaining an environment and
culture that enhances communication. This is particularly true for risk
communication
 Enabler each of the following environmental and cultural aspects helps to enhance
risk communication in an organization.
Enablers and description
 Defining clear project roles and responsibilities
 The organizational structure is clarified by defining the positions, roles, and
responsibilities within the organization.
 Defined roles help to identify sources of information within an organization
and to create a process for dealing with risks.
 Making risk actions and decisions visible
 Current risk status information is made available to the entire project team
in an easily understood format.
.
Coun.t
 Being a role model
 Risk actions and decisions are communicated to project personnel. Project leaders must set
an example for the project team.
 Establishing an internal champion
 An advocate of the risk management practice is identified.
 An internal champion is needed to provide the continual day-to-day encouragement to the
project, to lead the drive for improvement, and to sustain the motivation for risk
management.
 Rewarding positive behavior
 People who communicate risk information are rewarded. When behavior is rewarded, it
tends to be reinforced and sustained in the future.
Barriers to Communication

 While management plays a significant role in creating and sustaining an environment


that enhances communication, it also plays a significant role in removing barriers to
risk communication.

 Barriers to risk communication along with suggested remedies are described in the
Table Barriers
Barriers Description Remedy
Ready-fire-aim  People provide solutions to a problem  Project personnel must first try
before they have assembled and to understand the issues before
understood the underlying facts and they draw conclusions.
context of the problem.  They need to separate fact
finding from the process of
generating solutions. 

Don't tell me People often require a solution before they Management must create an
your problem even discuss an issue. environment where issues can be
Example: A manager says, "Don't bring me raised and addressed openly.
problems, bring me solutions."

Value  Individuals have their own personal value  Management must identify
differences systems. individual values and
 They measure and compare messages and differences.
information based on their individual  Managers must develop project
values. values using consensus-based
processes.
Communication Guidelines
 Successful risk communication does not necessarily result in agreement about
controversial issues or in uniform personal behavior.
 It is a mistake to expect that improved risk communication will reduce conflict
between people and make risk management a simple exercise
The following list contains tips for communicating risks
 Answer key questions.
 Give the big picture first.
 Provide a qualitative description, not just a number.
 Use real-life stories and powerful analogies.
 Tell not only what you know, but also what you suspect.
 Spare the minute details.
 Point out where data are weak.
 Give a sense of the uncertainty.
 Identify the positions of the stakeholders.
Summery
 The power of effective communication can most readily be seen when multiple viewpoints
come together to form a common understanding.
 The formation of a common understanding does not necessarily require agreement among
all parties. People can still disagree on issues, but they can also understand other points of
view with respect to those issues.
 Successful risk communication raises the level of understanding of relevant issues or
actions on a project.
 As a result, project personnel feel that they are adequately informed about project issues 
u ! ! !
k y o
T h a n

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