Before that actual process of system development begins, it is important to identify the key system requirements. This is done at the system analysis phase and numerous feasibility checks are done in order to ensure that the system design fits the needs of the customer and that the project is executable. The requirements of the system are influenced by the primary users of the system and the client organization’s objectives. As per the objectives of the information system, the organization will serve over 30,000 employees in 4 different stations. The liveware requirements of the system in this instance is the professionals needed to complete the project. These include network administrators, programmers, software developers, hardware experts and the project manager. Software and hardware necessities include; the main software development platform, other programming software, server, workstations, cables for interconnectivity, printers other peripherals.

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As risk is part and parcel of our everyday lives, we always have to be prepared. The System Development Life Cycle (SDLC) is a complex process and this alone exposes the activity to a substantial amount of risks. Research carried out on over 200 running projects has affirmed that the primary reason why many projects fail to realize 100% success is due to the neglect of risk management (Jiang & Klein, 2000). Unfortunately, there are many unforeseen events that may adversely affect the term, quality, cost and other aspects of the information system. Risk can originate from either internal or external sources. Internal sources of risk may emanate from are the very nature of the project, productivity issues, the resources available to complete the scheme, scheduling/ planning, growth in requirements, procedural and technical risks. These are prioritized as medium to high risks. External medium to high risk sources include government policy, political and legal issues affecting the industry. These sources are for the most part unavoidable because they cannot be controlled by internal forces. Technical problems also form part of external risks if the development utilizes new technology that is yet to be finished. This includes the use of software tools and programming languages that are unfamiliar to the team.

Of all the perils mentioned above the highest risk sources include; the availability of resources to complete the project. For a project to be successful adequate resources are required in terms of time, finances, personnel and material equipment. Sufficient resources allow for proper scheduling and time estimation for step by step progress of the project. In this respect, their lack thereof is likely to cause delays, inferior quality of the finished IS due to the tight deadlines rush. The workforce of programmers, system architects, system administrators and other professionals are a key factor in the development process. Employee turnover; is, therefore, detrimental to the progress because this more often breaks the information flow and derails the project. In addition, productive man hours are wasted in searching for a suitable replacement. The team members thus have to be devoted and reliable throughout the entire course to enable seamless collaboration and knowledge sharing as this integration is good in achieving the project goals. Another high stake risk source is the shortage of required technical manpower. This shortage may cause prolonged delays, failure to meet deadlines and consequently a poorly constructed system.

The risks in IS development are many and this further accentuates the need to identifying risks. Risk elimination and mitigation of the adverse effects of risk is paramount SDLC and consequently towards project success. When risk has been identified and prioritized, planning and control follow. The following risk mitigation strategies should be run on this and every project. Every project needs to be done smoothly without interferences and delays in between. On this note, the project manager should provide resources in all field including adequate time, skilled manpower, funds and material equipment at the start of the project. As shown above shortage in any of these fields will bring the project to a standstill. On the issue of inadequate technical staff; the project manager ought to organize additional training prior the commencement of the project in order to get the technical bench up to speed with the equipment to be used. Employee turnover can be a major setback and this could be alleviated through the organization of team sessions in order for the team to blend and integrate into friendship and work duties. Additionally, job rotation amongst like professionals should foster devotion. Additionally, every individual work and duties should also be well documented to create an atmosphere of responsibility.