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Software Project ...

In light of the above discussion, an attempt has been made to suggest measures
to mitigate the BN software development pitfalls. To do so, a well-established
procedure software ‘Risk Management’stated by Barry Boehm is analyzed and
correlated with the software development life cycle domain of BN. Boehm
identified ten generalized risk factors and suggested six steps of risk
management. Boehm’s theory will be analyzed briefly and link will be
established with BN software development projects to come into a suggestive
solution.

Software Project Runway/ Failures
There are number of reported incidences where the software projects have
gone awry over the past four decades (Charette, 2005). In fact, a ‘Hall of Shame’
(figure 1) is regularly updated by the practitioners and researchers in the field of
software development. The list is increased day by day with the massive
introduction of software project development in all facets of human
development, because software is everywhere. When software fails, it
jeopardizes an organization’s prospect along with other security issues. To
understand the inherent factors of software project failures, it can be compared
with airplane crushes. Just like the honest intention of pilot not being crashed,
software developers nor the client organization intend that the software runway
or fails. Airplane crash investigators looks after many other factors like weather,
maintenance records, pilot’s physical and mental state and training, and cultural
factor inside the plane. Similarly, on the occasion or probability of software
project failure we need to look at the organizational environment, technical
management, project management, and organizational culture to get the roots of
software failures. It is observed that most of the time the stake holders or actors
involved in the projects is not fully aware of the intention to develop the software
let alone the clear understanding of the development phases. There is a bit of
uncontrollable urge observed in different offices inside BN to be automated or to
use the latest technology in hopes of gaining a competitive edge over others.
Besides, due to the dynamism in software development process, requirements of
client changes while the development is in progress. If the changes are frequent
and affect the preliminary ideas and design then significant project uncertainty is
produced (Nurmuliani, Zowaghi, & Fowell, 2004). Software projects for
sophisticated clients like BN also shows large degree of uncertainty for
requirements. Research shows that 45% of all the causes of project runway are
related to organizational issues (Y.H & J., 2004). The most alarming point is that
most of the time project failure is identified long after the software itself of the

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