risk management for adults

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Human beings are uncomfortable about uncertainty: we rather be wrong than be in doubt. For this reason, only a few people when starting a new development project are willing to deal with the project risk in a transparent, open and exhaustive manner. People normally prefer to fall back, mostly unconsciously, on ineffective but established practices, like long-term planning, protection legal clauses, sole use of big-name software firms. Effects are often disastrous: budget overrun, late delivery, canceled project and lawsuits, squandered opportunities of innovation. This problem, mentioned even on the Agile Manifesto, is still being neglected. This talk will address causes and effects and will suggest hints and ideas on how to transform risk into opportunity, also through a brief foray into neuro-psychology. This talk is aimed at ICT managers and professionals, with a special focus on software development projects.

TRANSCRIPT

Risk Management for Adults

@cl0d

Warg

am

es

- 1

98

3

[ ]Claudio Sabia

Founder at OptionFactory

10+ years experience in ICT security and software dev D

oct

or

who -

19

63

Danger is very real,but fear is a choice

Aft

er

eart

h -

20

13

Labyri

nth

- 1

98

6

People prefer to be wrong than in doubt

Thelm

a &

Louis

e -

19

91

Why?

20

01

: A

space

odyss

ey -

19

68

Choice-supportive bias

The M

atr

ix -

19

99

Hindsight bias

The u

sual su

spect

s -

19

95

Normalcy bias

Donnie

Dark

o -

20

01

Ostrich effect

The inte

rnsh

ip -

20

13

What about organizations?

Eyes

wid

e s

hut

- 1

99

9

Hindsight bias

The h

itch

hik

er’

s guid

e t

o t

he g

ala

xy -

20

05

Hindsight is always twenty-twenty

-- Billy Wilder

Ostrich effect

Weeke

nd a

t B

ern

ie’s

- 1

98

9

The W

izard

of

Oz

- 1

93

9

Choice supportive bias

Normalcy bias

Lots of folks confuse bad management with destiny

-- Kin Hubbard

Back

to t

he f

utu

re -

19

85

Sta

r Tr

ek:

the m

oti

on p

ictu

re -

19

79

Space-time bending

● Choice-supportive bias

● Ostrich effect

● Normalcy bias

● Hindsight bias

Antidotes

House

- 2

00

4:2

01

2

Ince

pti

on -

20

10

Debiasing

Socr

ate

s -

19

71

Naming

Analysis

Sherl

ock

– 2

01

0

Exc

alib

ur

- 1

98

1

Ownership & Accountability

India

na Jones

and t

he t

em

ple

of

Doom

- 1

98

4We have options

The a

vengers

- 2

01

2

Collaboration

Transparency

Ponyo -

20

08

Wall

stre

et

- 1

98

7

Real Options

The s

hin

ing -

19

80

Resilience rather than Robustness

In any given moment, we have two options: to step forward into growth or to step back into safety

--Abraham Maslow

Slid

ing d

oors

- 1

99

8

Bam

bi -

19

42

The persons and events in this motion picture are fictitious.Any similarity to actual persons or events is unintentional.

Where you can find me:@cl0d

claudio.sabia@optionfactory.netwww.optionfactory.net

Thanks

References

Arm

y o

f dark

ness

- 1

99

2

Barry Schwartz - The paradox of choice

Daniel Kahneman - Thinking fast and slow

Tom DeMarco, Tim Lister - Waltzing with bears

Tim Lister - Risk Management Is Project Management For Grown-ups

Olav Maassen - Commitment

Dave Snowden - Managing under conditions of uncertainty

Ryan Hanisco - Building Agile Accountability

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