Download Agile IT-Projekte Erfolgreich Gestalten: Risikomanagement by Jonathan Brandstäter PDF

By Jonathan Brandstäter

​Vor dem Hintergrund zahlreicher fehlgeschlagener IT-Projekte untersucht Jonathan Brandstäter die Potenziale eines ergänzenden Risikomanagements für die Steuerung agiler Projekte unter Anwendung von Scrum. Er analysiert, wie Scrum mit Risiken umgeht und welche Verbesserungspotenziale innerhalb des Risikomanagements existieren. Darüber hinaus entwickelt der Autor eine Methode, die dazu beiträgt, den richtigen Risikomanagementansatz als Ergänzung zu Scrum auszuwählen. Zur Validierung der Methode wendet er sie auf vier Risikomanagementansätze an, evaluiert einen geeigneten Ansatz mithilfe einer Nutzwertanalyse und passt ihn so an, dass alle Schwachstellen behoben werden und zugleich die Agilität steigt.  ​

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Additional info for Agile IT-Projekte Erfolgreich Gestalten: Risikomanagement als Ergänzung zu Scrum

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2 Scrum als Risikomanagementstrategie 37 bzw. Risikominimierung dar (Schwaber und Beedle 2002, S. 108; Versionone 2011, S. 6; Playfair 2008, S. 1). 2). Aufgabe dieses Abschnitts ist es, die typischen Risiken der Softwareentwicklung in den Kontext des Scrum-Frameworks zu setzen und herauszustellen, welche Scrum-Bestandteile diese Probleme im Einzelnen adressieren. Einige Autoren haben auf diesem Gebiet bereits Ergebnisse vorgestellt, die dazu herangezogen werden. Die in Kapitel 3 umfassend aufgeführten Risikokategorien werden im Folgenden ausgelassen und es wird auf weitere Arbeiten verwiesen, da es nicht Ziel der Arbeit, ist alle möglichen Probleme und Risiken durch Scrum abzudecken.

289). Scrum-Ansatz: Generell ist die Risikobewertung in Scrum stark mit dem Product-Backlog verknüpft. So werden Risiken optional zur Priorisierung von Anforderungen im Sinne der PB-Einträge herangezogen (Sutherland und Schwaber 2011, S. 13). Eine weitere Option ist die tägliche Ansprache und informelle Diskussion von Problemen und Hindernissen während des Daily ScrumMeetings (Schwaber und Beedle 2002, S. 44). Dabei wird kein gesondertes Meeting einberufen, wie bspw. im PMBoK. Generell werden kaum Vorgaben getroffen und es bleibt dem Entwicklerteam freigestellt, wie dies realisiert wird.

190), was auch als risikogetrieben (Pichler 2008, S. 52; Pichler 2010, S. 57; Nelson et al. 2008, S. 192; Nyfjord und KajkoMattsson 2007, S. 1) oder risikoorientierter Entwicklungsansatz interpretiert werden kann (Pichler 2008, S. 42). Einige Autoren interpretieren dies auch als eigene Risikostrategie zur Minderung der Risiken (bspw. Nelson et al. 2008, S. 192; Morris 2011). Zusätzlich gibt es Autoren, die Scrum kein Risikomanagement beimessen (bspw. Bird 2010). Ferner sind einige Autoren der Meinung, dass Scrum einen Mechanismus beschreibt, der Risiken effektiv managt (Paulk et al.

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