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Agile and the
Nature of Decision Making
        Risk Management
    for Agile in the Enterprise
Dennis Stevens

dennis@leadingagile.com
Enterprise Agile Coach
www.leadingagile.com

twitter.com/dennisstevens
Linkedin.com/in/dennisstevens
What we’re going to talk about
Why we need to figure out risk management in large
agile projects

Practice a proven approach
• Define Risk Drivers
• Agile Risk Assessment
• Integrate Risk Management
Decisions are made throughout a project
Decision making is impacted by many factors
• Available Information
• Uncertainty about Consequences
• Awareness of Alternatives
• What Context we are paying attention to
• When the decision is made and how much Time we
  have to make the decision
• Uncertainty about the desired outcomes
• Conflicting concerns among Stakeholders
Decisions are interdependent




A decision in one area may reveal or create other problems in other areas.
Risk Management
Risk
The likelihood of suffering a loss or missing an
opportunity

Risk Management
How decisions are made under uncertainty during the
project to:

• avoid losses on the project that are avoidable, and

• benefit from opportunities that arise during the
  project
Risk Management in Agile
Agile has risk management implicitly built in

• Feedback cycles (Product, Progress, Process, and
  Capability) are built in throughout the agile cadence
• Co-located teams (individuals and interactions )
  facilitate shared understanding
• Agile teams may explore alternatives through spikes
  and dialog
• Continuous delivery of working-tested software
Agile Implicit Risk Management
                    Uncertainty

            Ambiguity




Agile is designed
for higher
uncertainty



             Certainty
Agile Implicit Risk Management
                   Uncertainty

             Ambiguity




Agile is suitable for
higher certainty
efforts



              Certainty


      When practiced by mature agile practitioners in a co-located environment on
      relatively small projects –implicit risk management may be appropriate
Limits of Agile Risk Management
• Can miss important aspects of the program
  outcomes that are outside the teams line of sight
• Makes is difficult to measure the risk impact
• Can encourage pushing risky things off so we can
  maintain an optimistic burn-up
• Often is tactical in nature – focusing on a local effect
  without a clear connection to the outcomes
“Traditional” Risk Management
Risk Management in Many Organizations

• Tactical in nature
• Focuses on threats and the direct consequences of
  the threat
• Driven by bottom up analysis
• Often identified, assessed and managed
  independently of the teams executing the work
Tactical approach to risk management
                    Uncertainty

              Ambiguity




Tactical Risk management
is designed for few
interconnections in
relatively certain
environments




               Certainty
                                                      Entities
                            1, 2   Many     Dynamic
Limits of Traditional Risk Management
• Creates bureaucratic overhead
• Managing point solutions mean that the risk impact
  may not be closely connected to objectives
• Significant gaps in ability to handle ambiguity and
  emergence
• Ineffective integration of risk-management
• Often ignores opportunities
Insufficient approaches to risk management
        Uncertainty

  Ambiguity



                        The problems we are
                        solving today operate in
                        high uncertainty and
                        dynamic, interconnected
                        systems.




   Certainty
                                                        Entities
                1, 2   Many                   Dynamic
What is needed
To handle scale
• Explicit risk management
• Systemic view of risk

To handle ambiguity
• Continuous risk management
• Integrated with the work and the team
• Exploits opportunity as well as avoids threats
What I’ve drawn on for this approach
Significant Experience with Agile in the Enterprise

SEI-CMM research into Systemic Risk Management
(MOSIAC)

Lean-Startup, particularly validated learning, scientific
experimentation, and iterative product releases
Risk Management for Agile in the Enterprise
• Identify Risk Drivers
   • Identify objectives
   • Determine risk drivers
• Agile Risk Assessment
   • Assess against risk drivers (Threats and Opportunities)
   • Risk profile / burn-down
• Integrate Risk Management
   • Plan responses
   • Risk board
   • Acceptance criteria
IDENTIFY RISK DRIVERS
Define the Objectives
Product
• Functional, Performance, Operations, Usage,
  Maintainability, Deployment, Transition

Business
• Financial, Market, Adoption, Satisfaction

Constraints
• Cost Constraint, Schedule Constraint
Risk Drivers
• A driver is a factor that has a strong influence on the
  eventual outcome or result
• Drivers enable a continuous systemic approach to
  risk management
• Effects of conditions and potential events can be
  aggregated across a program
Risk Drivers
Risk drivers are stated from a success state and a failure state.


                                                         Our processes are
                                                         sufficient for
                                     Success State       delivering this
                                                         product



Drivers


                                                         Our processes are
                                                         inadequate to
                                     Failure State       deliver this
                                                         product
Risk Driver Starter
• Mosaic defines 20 drivers in 6 categories
   • Seems like a lot from an Agile standpoint
• I have used two – internal to team external to team
   • Has proven to be too light
• I am currently using five
   •   Business
   •   Technical
   •   Feedback
   •   Organizational
   •   Dependency
Identify Risk Drivers
• Do this with the same group who is doing Release
  and/or Program Planning
• Tailor the drivers to your effort
   • Remove extraneous drivers, add missing drivers to the list,
     combine or decompose drivers so they make sense to the
     team
   • Write a success condition statement and a failure
     condition statement
   • Adjust the wording in each driver to be consistent with the
     programs language
Business Risk Drivers
Consider
• Clear Objectives
• Customer / End-User Understanding
• Appropriate Requirements
• Plan and Constraints
• Adoption Barriers
• Trimming the Tail
• Pivoting
• Operational Preparedness
Business Driver
Customer Understanding

Success State:
The product is appealing to consumers and increases
customers using automated systems for bank deposits

Failure State:
The product is viewed as threatening or unreliable to
customers and more customers use the bank and drive
through for deposits
Technical
Consider
• Development Tools and Technologies
• Technical Execution Ability
• Design and Architecture
• Delivery Process (Design, Develop, and Deploy)
Technical Driver
Development Tools and Technologies

Success State:
The tools and technologies are sufficient to support the
delivery of the solution

Failure State:
The tools and technologies hinder the delivery of the
solution
Feedback
Consider
• Technical Performance
• Fit to Need
• Compliance Testing
• System Capability
• System Integration
• Operational Support
• Certification and Accreditation
Feedback Driver
Technical Performance

Success State:
Our test environments, test data management, and test
deployment are suitable to gathering rapid feedback to
ensure technical excellence is delivered

Failure State:
Test environments, test data management, and test
deployment contribute to delays that cause the
program to fail.
Organization and Environment
Consider
• Staffing and Team Stability
• Coordination
• Project Management
• Facilities and Equipment
• Organizational Conditions
• Political Concerns
Organization and Environment Driver
Staffing and Team Stability

Success State:
Our teams are fully staffed with analysts, testers, and
engineers so they become high performing teams

Failure State:
Testers are pulled onto many projects and there is
significant churn on the project from holding
completed code that can’t be tested when completed
Dependency
•   Suppliers, Partners or Collaborators
•   Applications
•   Software
•   Systems or Sub-systems
•   Hardware
•   Legal, Compliance, etc
Dependency Driver
Hardware

Success State
The scanners in the ATM machines consistently
produce a high quality of input

Failure State
Scanners in ATM machines are not calibrated
sufficiently to balance between fraudulent deposits and
satisfactory scans
Workshop #1
• Review the case study
• For each Risk Driver discuss with the team and write
  a success statement and a failure statement
• Focus on creating a future vision and a shared
  understanding of the opportunities and threats
Workshop #1 Discussion
• Would effort be useful on your projects?
• What would make this effort difficult?
• Do you think the risk drivers would become stable
  over time – or do they shift from effort to effort?
ASSESS RISKS
Identify Events for each Category
• Working with the whole team – identify events that
  could influence the success state or the failure state

• This can look like story mapping

    Hardware

    Failed Implementation: We invest in the product and we can’t implement it
    in the field because the scanners are bad.

    Reduce Time: We may be able to reuse the Image Interpretation software
    from SOG to overcome deficiencies in the scanners.
Risk Management in Release Planning
Evaluate Risk Events
                                              Impact
                                  Small-1     Medium-3         Big-5
       Likelihood

                    Low-1           1             3             5
                    Medium-3        3             9             15
                    High-5          5             15            25

Risk                                              Likelihood     Impact   Risk
                                                                          Score
Failed Implementation: We invest in the product    3             5        15
and we can’t implement it in the field because the
scanners are bad.
Reduce Time: We may be able to reuse the Image    3              3        9
Interpretation software from SOG to overcome
deficiencies in the scanners.
Risk Burn-Down




The risk burn-down measures the rate we are reducing the total risk score for a
project.
You probably want to burn down risk faster than your features are burning up
Assessing the Risk Profile
• Driver State
   •   Driver is almost certainly in its success state
   •   The driver is most likely in its success state
   •   The driver is equally likely in its success and failure state
   •   The driver is most likely in its failure state
   •   The driver is almost certainly in its failure state
Risk Profile

                       X

    X    X

               X

                   X
Risk Assessment


Use the Risk Burn-down or Risk Profile to encourage early risk reduction.




 Risk First                                Then Value
Agile and Compliance Gates


Phase Gate 0
Candidate Project                        Phase Gate 2                                         Phase Gate 4
                                         Validated Plan and Architecture                      Acceptance and Closure




           Phase Gate 1
                                                                           Phase Gate 3
           Clear and Stable Objectives
                                                                           Deployment Ready
Agile and Compliance Gates


Phase Gate 0
Candidate Project                        Phase Gate 2                                         Phase Gate 4
                                         Validated Plan and Architecture                      Acceptance and Closure




           Phase Gate 1
                                                                           Phase Gate 3
           Clear and Stable Objectives
                                                                           Deployment Ready
              Following Agile
            Release Planning
                 including
             identification of
           drivers and first cut
                  of risks
Agile and Compliance Gates
                                           All 15 and 25 risks
                                              are reduced,
                                                retired, or
                                                 accepted
Phase Gate 0
Candidate Project                        Phase Gate 2                                         Phase Gate 4
                                         Validated Plan and Architecture                      Acceptance and Closure




           Phase Gate 1
                                                                           Phase Gate 3
           Clear and Stable Objectives
                                                                           Deployment Ready
Workshop #2
• For each Risk Driver identify one or two events that
  would influence the driver
• Evaluate those events on the Likelihood-Impact Scale
  – use a planning poker approach to determine the
  total score
• Fill in the two charts (Risk Profile, Risk Burn-down)

• Discuss how the Risk Profile combined with a release
  burn-down might influence more productive
  behavior in the project
Workshop #2 discussion
• What is the difference between a risk event and a
  risk driver?
Workshop #2 discussion
Based on the Feature Burn-up, which project is in better shape?
    Feature Burn-up
Workshop #2 discussion
With the Risk information incorporated, which project is in better shape?
    Feature Burn-up                              Risk Burn-down
INTEGRATED RISK MANAGEMENT
Integrated Risk Management
Agile Teams

• Product Owner Teams: Responsible for getting the
  work ready for the team and paving the way for
  successful delivery.

• Delivery Teams: Responsible for delivering working
  tested software in a stable velocity at a sustainable
  pace
Agile Cadence




   Story writing
Integrated Risk Management
Identify, Assess, Create Response, Apply Response, Risk
Retired, and Monitor
• Risk Stories Integrated into Backlog
• Risk Management Board
• Track Items to Monitor
• Integrate Review of Risk Drivers into Ceremonies
• Acceptance Criteria
Risk Board

Ready   Doing               Done                     Retired


                          Mitigation
        Mitigation                                     Risk
          Mitigation                                      Risk
 Risk        Mitigation                                      Risk
                                                                Risk
                                   Mitigation




                          Mitigation
                                                     Monitor
 Risk   Mitigation
          Mitigation
             Mitigation                         Capacity Compromised
                                                 Requirements Churn
                                   Mitigation   Late Delivery from SOG
Workshop #3
• Review the Agile Cadence and discuss the questions
  on the Workshop #3 Worksheet
Workshop #3 discussion
• What are some ways that we can integrate explicit
  risk management into Agile?
• How can we improve decision making on projects by
  making risk management explicit?
• How can we avoid creating overhead in incorporating
  risk management?
• Do you think this approach could be suitable for
  external audit and governance compliance without
  creating a risk management for risk management’s
  sake approach?
Questions and Discussion
Risk Management for Agile Projects
• Identify Risk Drivers
   • Identify objectives
   • Determine risk drivers
• Agile Risk Assessment
   • Assess against risk drivers (Threats and Opportunities)
   • Risk profile / burn-down
• Integrate Risk Management
   • Plan responses
   • Risk board
   • Acceptance criteria
Thank You




For additional questions or information contact me at
              dennis@leadingagile.com

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Agile and the nature of decision making

  • 1. Agile and the Nature of Decision Making Risk Management for Agile in the Enterprise
  • 2. Dennis Stevens dennis@leadingagile.com Enterprise Agile Coach www.leadingagile.com twitter.com/dennisstevens Linkedin.com/in/dennisstevens
  • 3. What we’re going to talk about Why we need to figure out risk management in large agile projects Practice a proven approach • Define Risk Drivers • Agile Risk Assessment • Integrate Risk Management
  • 4. Decisions are made throughout a project
  • 5. Decision making is impacted by many factors • Available Information • Uncertainty about Consequences • Awareness of Alternatives • What Context we are paying attention to • When the decision is made and how much Time we have to make the decision • Uncertainty about the desired outcomes • Conflicting concerns among Stakeholders
  • 6. Decisions are interdependent A decision in one area may reveal or create other problems in other areas.
  • 7. Risk Management Risk The likelihood of suffering a loss or missing an opportunity Risk Management How decisions are made under uncertainty during the project to: • avoid losses on the project that are avoidable, and • benefit from opportunities that arise during the project
  • 8. Risk Management in Agile Agile has risk management implicitly built in • Feedback cycles (Product, Progress, Process, and Capability) are built in throughout the agile cadence • Co-located teams (individuals and interactions ) facilitate shared understanding • Agile teams may explore alternatives through spikes and dialog • Continuous delivery of working-tested software
  • 9. Agile Implicit Risk Management Uncertainty Ambiguity Agile is designed for higher uncertainty Certainty
  • 10. Agile Implicit Risk Management Uncertainty Ambiguity Agile is suitable for higher certainty efforts Certainty When practiced by mature agile practitioners in a co-located environment on relatively small projects –implicit risk management may be appropriate
  • 11. Limits of Agile Risk Management • Can miss important aspects of the program outcomes that are outside the teams line of sight • Makes is difficult to measure the risk impact • Can encourage pushing risky things off so we can maintain an optimistic burn-up • Often is tactical in nature – focusing on a local effect without a clear connection to the outcomes
  • 12. “Traditional” Risk Management Risk Management in Many Organizations • Tactical in nature • Focuses on threats and the direct consequences of the threat • Driven by bottom up analysis • Often identified, assessed and managed independently of the teams executing the work
  • 13. Tactical approach to risk management Uncertainty Ambiguity Tactical Risk management is designed for few interconnections in relatively certain environments Certainty Entities 1, 2 Many Dynamic
  • 14. Limits of Traditional Risk Management • Creates bureaucratic overhead • Managing point solutions mean that the risk impact may not be closely connected to objectives • Significant gaps in ability to handle ambiguity and emergence • Ineffective integration of risk-management • Often ignores opportunities
  • 15. Insufficient approaches to risk management Uncertainty Ambiguity The problems we are solving today operate in high uncertainty and dynamic, interconnected systems. Certainty Entities 1, 2 Many Dynamic
  • 16. What is needed To handle scale • Explicit risk management • Systemic view of risk To handle ambiguity • Continuous risk management • Integrated with the work and the team • Exploits opportunity as well as avoids threats
  • 17. What I’ve drawn on for this approach Significant Experience with Agile in the Enterprise SEI-CMM research into Systemic Risk Management (MOSIAC) Lean-Startup, particularly validated learning, scientific experimentation, and iterative product releases
  • 18. Risk Management for Agile in the Enterprise • Identify Risk Drivers • Identify objectives • Determine risk drivers • Agile Risk Assessment • Assess against risk drivers (Threats and Opportunities) • Risk profile / burn-down • Integrate Risk Management • Plan responses • Risk board • Acceptance criteria
  • 20. Define the Objectives Product • Functional, Performance, Operations, Usage, Maintainability, Deployment, Transition Business • Financial, Market, Adoption, Satisfaction Constraints • Cost Constraint, Schedule Constraint
  • 21. Risk Drivers • A driver is a factor that has a strong influence on the eventual outcome or result • Drivers enable a continuous systemic approach to risk management • Effects of conditions and potential events can be aggregated across a program
  • 22. Risk Drivers Risk drivers are stated from a success state and a failure state. Our processes are sufficient for Success State delivering this product Drivers Our processes are inadequate to Failure State deliver this product
  • 23. Risk Driver Starter • Mosaic defines 20 drivers in 6 categories • Seems like a lot from an Agile standpoint • I have used two – internal to team external to team • Has proven to be too light • I am currently using five • Business • Technical • Feedback • Organizational • Dependency
  • 24. Identify Risk Drivers • Do this with the same group who is doing Release and/or Program Planning • Tailor the drivers to your effort • Remove extraneous drivers, add missing drivers to the list, combine or decompose drivers so they make sense to the team • Write a success condition statement and a failure condition statement • Adjust the wording in each driver to be consistent with the programs language
  • 25. Business Risk Drivers Consider • Clear Objectives • Customer / End-User Understanding • Appropriate Requirements • Plan and Constraints • Adoption Barriers • Trimming the Tail • Pivoting • Operational Preparedness
  • 26. Business Driver Customer Understanding Success State: The product is appealing to consumers and increases customers using automated systems for bank deposits Failure State: The product is viewed as threatening or unreliable to customers and more customers use the bank and drive through for deposits
  • 27. Technical Consider • Development Tools and Technologies • Technical Execution Ability • Design and Architecture • Delivery Process (Design, Develop, and Deploy)
  • 28. Technical Driver Development Tools and Technologies Success State: The tools and technologies are sufficient to support the delivery of the solution Failure State: The tools and technologies hinder the delivery of the solution
  • 29. Feedback Consider • Technical Performance • Fit to Need • Compliance Testing • System Capability • System Integration • Operational Support • Certification and Accreditation
  • 30. Feedback Driver Technical Performance Success State: Our test environments, test data management, and test deployment are suitable to gathering rapid feedback to ensure technical excellence is delivered Failure State: Test environments, test data management, and test deployment contribute to delays that cause the program to fail.
  • 31. Organization and Environment Consider • Staffing and Team Stability • Coordination • Project Management • Facilities and Equipment • Organizational Conditions • Political Concerns
  • 32. Organization and Environment Driver Staffing and Team Stability Success State: Our teams are fully staffed with analysts, testers, and engineers so they become high performing teams Failure State: Testers are pulled onto many projects and there is significant churn on the project from holding completed code that can’t be tested when completed
  • 33. Dependency • Suppliers, Partners or Collaborators • Applications • Software • Systems or Sub-systems • Hardware • Legal, Compliance, etc
  • 34. Dependency Driver Hardware Success State The scanners in the ATM machines consistently produce a high quality of input Failure State Scanners in ATM machines are not calibrated sufficiently to balance between fraudulent deposits and satisfactory scans
  • 35. Workshop #1 • Review the case study • For each Risk Driver discuss with the team and write a success statement and a failure statement • Focus on creating a future vision and a shared understanding of the opportunities and threats
  • 36. Workshop #1 Discussion • Would effort be useful on your projects? • What would make this effort difficult? • Do you think the risk drivers would become stable over time – or do they shift from effort to effort?
  • 38. Identify Events for each Category • Working with the whole team – identify events that could influence the success state or the failure state • This can look like story mapping Hardware Failed Implementation: We invest in the product and we can’t implement it in the field because the scanners are bad. Reduce Time: We may be able to reuse the Image Interpretation software from SOG to overcome deficiencies in the scanners.
  • 39. Risk Management in Release Planning
  • 40. Evaluate Risk Events Impact Small-1 Medium-3 Big-5 Likelihood Low-1 1 3 5 Medium-3 3 9 15 High-5 5 15 25 Risk Likelihood Impact Risk Score Failed Implementation: We invest in the product 3 5 15 and we can’t implement it in the field because the scanners are bad. Reduce Time: We may be able to reuse the Image 3 3 9 Interpretation software from SOG to overcome deficiencies in the scanners.
  • 41. Risk Burn-Down The risk burn-down measures the rate we are reducing the total risk score for a project. You probably want to burn down risk faster than your features are burning up
  • 42. Assessing the Risk Profile • Driver State • Driver is almost certainly in its success state • The driver is most likely in its success state • The driver is equally likely in its success and failure state • The driver is most likely in its failure state • The driver is almost certainly in its failure state
  • 43. Risk Profile X X X X X
  • 44. Risk Assessment Use the Risk Burn-down or Risk Profile to encourage early risk reduction. Risk First Then Value
  • 45. Agile and Compliance Gates Phase Gate 0 Candidate Project Phase Gate 2 Phase Gate 4 Validated Plan and Architecture Acceptance and Closure Phase Gate 1 Phase Gate 3 Clear and Stable Objectives Deployment Ready
  • 46. Agile and Compliance Gates Phase Gate 0 Candidate Project Phase Gate 2 Phase Gate 4 Validated Plan and Architecture Acceptance and Closure Phase Gate 1 Phase Gate 3 Clear and Stable Objectives Deployment Ready Following Agile Release Planning including identification of drivers and first cut of risks
  • 47. Agile and Compliance Gates All 15 and 25 risks are reduced, retired, or accepted Phase Gate 0 Candidate Project Phase Gate 2 Phase Gate 4 Validated Plan and Architecture Acceptance and Closure Phase Gate 1 Phase Gate 3 Clear and Stable Objectives Deployment Ready
  • 48. Workshop #2 • For each Risk Driver identify one or two events that would influence the driver • Evaluate those events on the Likelihood-Impact Scale – use a planning poker approach to determine the total score • Fill in the two charts (Risk Profile, Risk Burn-down) • Discuss how the Risk Profile combined with a release burn-down might influence more productive behavior in the project
  • 49. Workshop #2 discussion • What is the difference between a risk event and a risk driver?
  • 50. Workshop #2 discussion Based on the Feature Burn-up, which project is in better shape? Feature Burn-up
  • 51. Workshop #2 discussion With the Risk information incorporated, which project is in better shape? Feature Burn-up Risk Burn-down
  • 53. Integrated Risk Management Agile Teams • Product Owner Teams: Responsible for getting the work ready for the team and paving the way for successful delivery. • Delivery Teams: Responsible for delivering working tested software in a stable velocity at a sustainable pace
  • 54. Agile Cadence Story writing
  • 55. Integrated Risk Management Identify, Assess, Create Response, Apply Response, Risk Retired, and Monitor • Risk Stories Integrated into Backlog • Risk Management Board • Track Items to Monitor • Integrate Review of Risk Drivers into Ceremonies • Acceptance Criteria
  • 56. Risk Board Ready Doing Done Retired Mitigation Mitigation Risk Mitigation Risk Risk Mitigation Risk Risk Mitigation Mitigation Monitor Risk Mitigation Mitigation Mitigation Capacity Compromised Requirements Churn Mitigation Late Delivery from SOG
  • 57. Workshop #3 • Review the Agile Cadence and discuss the questions on the Workshop #3 Worksheet
  • 58. Workshop #3 discussion • What are some ways that we can integrate explicit risk management into Agile? • How can we improve decision making on projects by making risk management explicit? • How can we avoid creating overhead in incorporating risk management? • Do you think this approach could be suitable for external audit and governance compliance without creating a risk management for risk management’s sake approach?
  • 59. Questions and Discussion Risk Management for Agile Projects • Identify Risk Drivers • Identify objectives • Determine risk drivers • Agile Risk Assessment • Assess against risk drivers (Threats and Opportunities) • Risk profile / burn-down • Integrate Risk Management • Plan responses • Risk board • Acceptance criteria
  • 60. Thank You For additional questions or information contact me at dennis@leadingagile.com

Notes de l'éditeur

  1. ICACTUS: A silly acronym to remember the decision making factors. We are not rational decision makers for the most part. We are certainly not systemic / holistic decision makers. Most of the time we make decisions:with limited information, not thinking through the bigger (system) consequences, without exploring alternatives (do the first thing that comes to mind that works), When is the right time to make the decision (real options, cost of delay, commitment/holding cost), without thinking about the outcomes, andthat result in local optimization.
  2. When we don’t have t
  3. When we don’t make aren’t making good decisions (ICACTUS)with the explicit intention to reduce risk – we are likely to incur losses and miss opportunities. Risk Management is all about making good decisions throughout the project.
  4. I am interested in raising the risks we need to pay attention to. Often, I will move a risk to a 1 or 0 when I want to monitor it – after I have done everything I can to manage it. For example, adding contingency to a project schedule for an external dependency, getting organizational support to escalate the dependency, and then setting up a weekly meeting to track the status of the dependency may be all I can do for a certain risk. At that point, I can burn the risk down to a lower number – but I still need to monitor.
  5. You can integrate the risk work directly into teams backlogs. In my experience we do this we delivery teams – but often have a distinct risk board for the Product Owner Teams.