This is at least the fourth special issue on the subject of risk management in Cutter IT Journal/American Programmer since September 1992.

This is at least the fourth special issue on the subject of risk management in Cutter IT Journal/American Programmer since September 1992.

The stock market roller coaster. Lingering visions of cultural icons collapsing in on themselves. Lines of weary travelers snaking their way toward the airline ticket counters. These images are changing the very climate for risk management. Suddenly, "risk" has a cachet it hasn't seen in years. But is "risk management" here to stay? And if so, what forms will it take?

The stock market roller coaster. Lingering visions of cultural icons collapsing in on themselves. Lines of weary travelers snaking their way toward the airline ticket counters. These images are changing the very climate for risk management. Suddenly, "risk" has a cachet it hasn't seen in years. But is "risk management" here to stay? And if so, what forms will it take?

Risk management can assist managers in meeting cost, performance, and schedule requirements on their projects, yet its effectiveness is generally diminished because of inadequate processes and implementation considerations. These include:

Imagine a clash between two worlds, one that is risk averse, traditional, and conservative and another that is risk seeking, opportunistic, and entrepreneurial.

Imagine a clash between two worlds, one that is risk averse, traditional, and conservative and another that is risk seeking, opportunistic, and entrepreneurial.

Over the last few years, enterprise and operational risk management activities in many sectors have evolved from information gathering to a functional discipline with dedicated staff using established formal policies and both quantitative and qualitative procedures.

Over the last few years, enterprise and operational risk management activities in many sectors have evolved from information gathering to a functional discipline with dedicated staff using established formal policies and both quantitative and qualitative procedures.

I come to praise RM, not to bury it.

I come to praise RM, not to bury it.

I come to praise RM, not to bury it.

Future, n. That period of time in which our affairs prosper, our friends are true, and our happiness is assured.

-- The Devil's Dictionary [3]

Future, n. That period of time in which our affairs prosper, our friends are true, and our happiness is assured.

-- The Devil's Dictionary [3]

Future, n. That period of time in which our affairs prosper, our friends are true, and our happiness is assured.

-- The Devil's Dictionary [3]

Extreme Programming (XP) has a lot of practices for programmers, and it sounds like it might be just for programmers. But nothing could be further from the truth. XP is a software process focused on rapid delivery of value to the enterprise. In this Executive Report, I'll examine how this comes about.

Extreme Programming (XP) is a discipline of software development based on values of simplicity, communication, feedback, and courage. XP is one of the so-called agile software methods, and probably the one with the most mindshare today. Other agile methods include Crystal, Adaptive Software Development, and Scrum. Compared to the others, XP is more closely focused with regard to specific planning and development practices, which in turn help select the projects that can use XP effectively.

"An army marches on its belly." In this Executive Update, Napoleon's motivational maxim will guide us as we continue our look at the issues involving project management husbandry, drawing on data from Cutter Consortium surveys. (See Executive Updates Vol. 2, No. 21; Vol. 2, No. 22; and Vol. 3, No.

Agile development is raising eyebrows all across the world of software development. Yet agile methodologies are here to stay. Why? Because they have correctly exposed and provided viable solutions to the shortcomings of an increasingly heavyweight mindset that has, in recent years, ruled software development.

Have you ever tried to arrange dinner at a restaurant with a group of 20 friends? Agreeing on a restaurant in the first place is quite a chore when you take 20 different food preferences into account. But that's just the beginning.

Have you ever tried to arrange dinner at a restaurant with a group of 20 friends? Agreeing on a restaurant in the first place is quite a chore when you take 20 different food preferences into account. But that's just the beginning.

Do you know what your company's strategies, goals, and objectives are? If so, you are already on the road toward alignment. Do your decisions, actions, and daily efforts promote these goals? If so, congratulations -- you are skilled at maintaining alignment.