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This study presents a quantifying risk management process and its application on a software organization in terms of risk items mitigated, exposures covered, costs, and expected exposures covered. Risk management is defined as setting forth a discipline and environment of proactive decisions and actions to assess continuously what can go wrong (risks), to determine what risks are important to deal with, and to implement strategies to deal with those risks. Risk management can be applied in all of the business areas. In the literature, there are sources for risk management. Some of them are qualitative, and some of them are quantitative. However, there is no much source about the application study of a quantifying risk management process on a software organization. In order to obtain insight about this issue, this study presents a quantifying risk management system to the literature and also compares the quantifying risk management policies on the data set of a software organization by finding out and analyzing their performance with respect to designated decision parameters and preference profiles for risk items mitigated, exposures covered, costs, and expected exposures covered. At the end of this study, suitable quantifying risk management policies for each profile are recommended by considering the analysis of the data set as base.

Research in risk awareness has been relatively neglected in the health informatics literature, which tends largely to examine project managers’ perspectives of risk awareness; very few studies explicitly address the perspectives held by senior executives such as directors. Another limitation evident in the current risk literature is that studies are often based on American data and/or they are restricted to American culture. Both factors highlight the need to examine how senior executives (i.e., directors) who oversee or direct eHealth projects in Canada perceive risk awareness. This research explores and discusses the perspectives of risk awareness (i.e., identification, analysis, and prioritization) held by directors and project managers who implement Canadian eHealth projects. Semi-structured interviews with nine directors and project managers uncovered six key distinctions in these two groups’ awareness of risk. First, all project managers valued transparency over anonymity, whereas directors believed that an anonymous reporting system for communicating risks had merit. Secondly, most directors emphasized the importance of evidence-based planning and decision making when balancing risks and opportunities, an aspect none of the project managers voiced. Thirdly, while project managers noted that the level of risk tolerance may evolve from being risk-averse to risk-neutral, directors believed that risk tolerance evolved toward risk-seeking. Directors also noted the importance of employing risk officers, a view that was not shared by project managers. Directors also believed the risk of too little end-user engagement and change management was the most important risk, whereas project managers ranked it as the least important. Finally, when directors and project managers were asked to identify and define the root cause(s) of eHealth risks, directors identified the complexity of health care industry, while project managers attributed it to political pressure and a lack of resources where eHealth projects are concerned. This research proposes that the varied perspectives of risk awareness held by directors and project managers must be considered and integrated to properly align expectations and build partnerships for successful eHealth project outcomes. Understanding risk awareness offers a means to systematically identify and analyze the complex nature of eHealth projects by embracing uncertainties, thereby enabling forward thinking (i.e., staying one step ahead of risks) and the ability to prevent avoidable risks and seize opportunities. / Graduate / 0723 / 0489 / 0454 / randbpark@gmail.com