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Software Project Risk Management Practice in Ethiopia
Author(s) -
Teklemariam Mihret Abeselom,
Mnkandla Ernest
Publication year - 2017
Publication title -
the electronic journal of information systems in developing countries
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.41
H-Index - 18
ISSN - 1681-4835
DOI - 10.1002/j.1681-4835.2017.tb00583.x
Subject(s) - risk management plan , risk management , project risk management , it risk management , business , enterprise risk management , project management triangle , project management , risk analysis (engineering) , context (archaeology) , risk management framework , risk management information systems , it risk , program management , knowledge management , process management , operations management , engineering , computer science , information system , management information systems , finance , geography , systems engineering , archaeology , electrical engineering
In a country like Ethiopia, where information and communication systems are in the early stage of development, software projects may face several challenges. Risk is one of the factors that challenges project performance, and even causes failure. Risk management helps project managers to control the effect of risks. However, risk management appears to be the least practiced component of project management. To help understand the software risk management practice in the developing countries (DC) context, this study explores the risk management practice of Ethiopian software projects. It also investigates the level of adoption of formal risk management models and which steps are included in the ad‐hoc risk management exercise. Finally, it looks into the relationship between risk management practice and project success. We conducted a survey of 45 banks, insurance companies and United Nations agency offices in Addis Ababa, Ethiopia. In this study, a very low rate of application of formal risk management models was observed. We observed a different perception of risk management whereby only watching projects to see if any risks occur during implementation without performing risk identification and mitigation or response plan was considered as a risk management practice by project managers. It was also found that some project managers were not able to confidently tell whether risk management processes have taken place in the projects they manage.