3 ms·

Ooof, yeah, this rings familiar. Or similar things, where actual risks may be spoken, even to power, and power will even thank you for raising them, and then p

• marcosdumay 5y ago
  The best places are the ones that know about the risk matrix, and will insist you estimate probability and severity and place your risk there; and the matrix is capped at the usual 3x3 grid, obviously with a red square at the low-probability, disastrous severity square; and there's a rule that any risk on a red square is unaceptable and must be managed until it isn't. All very reasonable rules, with the composed effect that you can never point a risk that inherently takes your system down (e.g. all of our ISPs go down), however rare it is.
  • lostcolony 5y ago
    Oh, definitely. I personally like the fact that there isn't something stronger than "risk", like "ongoing problem". I.e., "We're building a mobile product and have zero mobile devs". We're stumbling along and figuring it out as we go, so does it jeopardize the project? Well, no. Does it jeopardize timelines, and a whole bunch of non-functional requirements such as stability and security? Very, very much. But I can't quantify those. Or "velocity is X per sprint, and the deadline you've set is 3 sprints, and we have 6X worth of stories". That's not a risk, that's a promise we'll not deliver on time. But then upper management just sees that risk and either just says "well, we need to hit it", adn expect you to magic a solution, or tries to solve it in the only way upper management knows how, by trying to throw more people at it, despite the fact they've all presumably heard of the Mythical Man Month.