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After identifying and categorizing risks, a team identifies the controls that could mitigate the risk. The decision for what controls are needed lies with the business manager. The team's conclusions as to what risks exist and what controls needed are documented, along with a related action plan for
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a software company faces are: unexpected changes in revenue, unexpected changes in costs from those budgeted and the amount of specialization of the software planned. Risks that affect revenues can be: unanticipated competition, privacy, intellectual property right problems, and unit sales that are
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Narrow specialization of software with a large amount of research and development expenditures can lead to both business and technological risks since specialization does not necessarily lead to lower unit costs of software. Combined with the decrease in the potential customer base, specialization
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Methods like applied information economics add to and improve on risk analysis methods by introducing procedures to adjust subjective probabilities, compute the value of additional information and to use the results in part of a larger
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less than forecast. Unexpected development costs also create the risk that can be in the form of more rework than anticipated, security holes, and privacy invasions.
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risk can be significant for a software firm. After probabilities of scenarios have been calculated with risk analysis, the process of
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from occurring, as well as counter-measures to address incidents as they develop to minimize negative impacts on the organization.
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Rao, P.M. & J. A. Klein (February 1994). "Growing importance of marketing strategies for the software industry".
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Messerschmitt, D. G. & C. Szyperski (May–June 2004). "Marketplace Issues in
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Hubbard (1998). "Hurdling Risk". CIO Magazine.
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