Managing Structure-Related Software Project Risk: A New Role for Project Governance

Abstract

This paper extends recent research on the risk implications of software project organization structures by considering how structure-related risk might be managed. Projects, and other organizations involved in projects, are usually structured according to common forms. These organizational entities interact with each other, creating an environment in which risks relating to their structural forms can impact the project and its performance. This source of risk has previously been overlooked in software project research. The nature of the phenomenon is examined and an approach to managing structure-related risk is proposed, responsibility for which is assigned as a new role for project governance. This assignment is necessary because, due to the structural and relational nature of these risks, the project is poorly placed to manage such threats. The paper argues that risk management practices need to be augmented with additional analyses to identify, analyze and assess structural risks to improve project outcomes and the delivery of quality software. The argument is illustrated and initially validated with two project case studies. Implications for research and practice are drawn and directions for future research are suggested, including extending the theory to apply to other organization structures.