There are some risks that are just in-built in the venture.
Thus, an RFP for such a project has in-built risks no matter which contractor
undertakes the development.
These are the risks inherent in the proposed approach.
These are the risks that impose an impact on program governance
and performance. Risks that impact on program performance generally flow from
issues of organizational culture, competence, experience, and skills of the
Schedule risks are due to lack of being able to deliver
within a scheduled time with the resources allocated.
Cost risk is when there is a funding problem for completing
the job within the scheduled time. This can be for various reasons like low
bids, lack of understanding the customer’s requirements, wrong allocation of
resources and bad management decisions in terms of accuracy of estimates.
There are times when the non-performance of systems lead to
problems. This is a type of performance risk.
We are aware of the fact that most systems cost more to
sustain than to develop. The supportability risk is that an otherwise
acceptable system will just cost too much to operate and maintain over its life
cycle in terms of time and personnel.
A development effort always entails a measure of risk
because such an effort always involves aspects that are new to the performing
organization. Multiple risks situations are major challenges and are the most
interesting from a management perspective.
One of the first risk situations facing such a team is that
it invariably requires additional staffing. When new people are hired, some of
the negative aspects are that the collective awareness of the nuances of the
program is diluted and people start making decisions with less than complete
understanding of the nuances of the program, the company or the customer. The
only and simple solution is to communicate clearly and have regular staff
meetings. It is also recommended that each new employee get a thorough
introduction to the roles.