Communicating Project Drift Through Cost/Benefit Scenarios

Communicating Project Drift Through Cost/Benefit Scenarios

David Mccomb, Jill Smith Slater
Copyright: © 1998 |Pages: 7
DOI: 10.4018/joeuc.1998010101
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Abstract

Software risk-management practices acknowledge the vital, albeit difficult imperative of communicating the status of project risk to stakeholders while attempting to mitigate and/or control risk manifestations. The problem is that risks are typically dynamic, unpredictable, and may be outside the purview and control of the project manager. This article presents a communication mechanism to explain the phenomenon of “project drift” through a series of abstract cost/benefit scenarios. The scenarios may be used either separately or in various combinations to continually reassess risk both at project inception and in light of project history to date. Three important aspects of the cost/benefit scenarios are that they are (1 ) conceptually simple, (2) useful in assessing and validating some decisions that might not be apparent in the absence of this type of evaluative model, and (3) politically neutral in that they are may be used to explain project drift without affixing blame.

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