**7. References**


[11] Benta, D., Podean, M. I. & Mircean, C. [2011]. On best practices for risk management in complex projects, *Informatica Economica. INFOREC Association* .

16 Will-be-set-by-IN-TECH

Collaboration can be achieved if defined in a goal oriented framework and should use knowledge from project and risk management to increase the chances or obtaining the envisioned deliverables. These tools can lead to successful achievement of objectives, but

During the execution of a project team members are not always collaborating and their work alternates with cooperation, when a greater emphasis is placed on a value-chain model of producing results. Focus permanently switches from the flexible content approach to the management tools according to task's specific. In order to fully support the process of collaboration, the aspects that precede it or come in-between the collaboration sessions must be fully supported so that they will not represent a problem that can hinder collaboration. Both collaboration and cooperation require efficient project and risk management and this can only be achieved if collaboration prerequisites are sufficiently understood and integrated

[1] André, P., Schraefel, M. C., Teevan, J. & Dumais, S. T. [2009]. Discovery is never by chance: designing for (un)serendipity, *Proceeding of the seventh ACM conference on*

[2] Arias, E., Eden, H., Fischer, G., Gorman, A. & Scharff, E. [2000]. Transcending the individual human mind - creating shared understanding through collaborative design,

[3] Arikpo, I. I. & Osofisan, A. O. [2010]. Migrating from Traditional Software Development Processes to Agile Software Development: The Role of Organizational Culture,

[4] Arikpo, I. I. & Osofisan, A. O. [2011]. Your Development Team: A Fulcrum for Successful

[5] Augustine, S., Payne, B., Sencindiver, F. & Woodcock, S. [2005]. Agile project management: steering from the edges, *Communications of the ACM* 48(12): 85–89. [6] Baskerville, R., Ramesh, B., Levine, L., Pries-Heje, J. & Slaughter, S. [2003]. Is Internet-Speed Software Development Different?, *IEEE Software* 20(6): 70–77.

[9] Benta, D. & Podean, M. I. [2011]. Risk Management approaches for successful projects, *Proceedings of the 2nd Symposium on Business Informatics in central and Eastern Europe*,

[10] Benta, D., Podean, M. I., Jecan, S. & Mircean, C. [2011]. Simple steps for Risk Management in small and medium projects, *Proceedings of The 7th International Conference*

[7] Beck, K. [2000]. *Extreme Programming Explained: Embrace Change*, Addison Wesley. [8] Bekefi, B. T., Epstein, M. J. & Yuthas, K. [2008]. Creating growth from effective

opportunity risk management, *CMA Management* 205(February): 72–79.

*Creativity and cognition*, ACM, New York, NY, USA, pp. 305–314.

*COMPUTING AND INFORMATION SYSTEMS JOURNAL* 14(2).

URL: *http://doi.ieeecomputersociety.org/10.1109/MS.2003.1241369*

*on Management of Technological Changes*, Alexandroupolis, Greece.

Osterreichische Computer Gesellschaft, pp. 39–49.

Migration to Agile, *Computing and Information Systems Journal* 15(1).

URL: *http://doi.acm.org/10.1145/1640233.1640279*

*ACM Trans. Comput.-Hum. Interact.* 7(1): 84–113.

they are not sufficient.

in the overall strategy.

Marius Ioan Podean and Dan Benta

*Babes-Bolyai University of Cluj-Napoca, Romania*

**Author details**

**7. References**

	- [29] Moeller, R. [2007]. *COSO Enterprise Risk Management: understanding the new integrated ERM framework* , John Wiley & Sons, Inc., New Jersey, USA.
	- [30] Osher, D. M. [2002]. Creating Comprehensive and Collaborative Systems, *Journal of Child & Family Studies* 11(1): 91–99.
	- [31] Podean, M. I., Benta, D. & Costin, R. A. [2011]. On supporting creative interaction in collaborative systems. A content oriented approach, *The First International Workshop on Sustainable Enterprise Software (SES2011) held in conjunction with The 13th IEEE Conference on Commerce and Enterprise Computing (CEC2011), Luxembourg, September 5-6*.
	- [32] Podean, M. I., Benta, D. & Mircean, C. [2010]. Overlapping Boundaries of the Project Time Management and Project Risk Management, *Informatica Economica* 14(4): 156–163.
	- [33] Podean, M. I., Benta, D. & Rusu, L. [2011]. About Creativity in Collaborative Systems. Why it matters and how it can be achieved, *in* D. Marca, B. Shishkov & M. van Sinderen (eds), *ICE-B 2011 - Proceedings of the International Conference on e-Business, Seville, Spain, July 18-21*, INSTICC Press, pp. 151–154.
	- [34] Podean, M. I., Nitchi, S. I. & Benta, D. [2011]. Content Management in the Context of Collaboration. The Third International Conference on Creative Content Technologies (CONTENT 2011), September 25-30, 2011, Rome, Italy.
	- [35] Project Management Institute [2008]. *A guide to the Project Management Body of Knowledge*, Fourth edn, Project Management Institute, Inc., Atlanta, USA.
	- [36] Project Management Institute [2009]. *Practice Standard for Project Risk Management*, Project Management Institute, Inc., Pennsylvania, USA.
	- [37] Schrage, M. [1990]. *Shared Minds: The New Technologies of Collaboration*, Random House.
	- [38] Shahrbanoo, M., Ali, M. & Mehran, M. [2012]. An Approach for Agile SOA Development using Agile Principals, *International Journal of Computer Science & Information Technology* 4(1).
	- [39] Spedding, L. S. & Rose, A. [2007]. *Business Risk Management Handbook: A sustainable approach*, CIMA Publishing.
	- [40] Straus, D. [2002]. *How to Make Collaboration Work: Powerful Ways to Build Consensus, Solve Problems, and Make Decisions*, 107-8, Berrett-Koehler Publishers, San Francisco.
	- [41] Sutherland, J. [2007]. *The Scrum Papers. Nut, Bolts, and Origins of an Agile Framework*, PatientKeeper, Inc., USA.
	- [42] The Agile Manifesto [n.d.]. The Manifesto for Agile Software Development. Last Accessed: February 2010. URL: *http://Agilemanifesto.org*
	- [43] The Institute of Risk Management [2002]. A Risk Management Standard. Last accessed: April 2012.
		- URL: *http://www.theirm.org*
	- [44] Weyer, B. [2011]. Working Papers No. 59 in Perspectives on Optimism within the Context of Project Management: A Call for Multilevel Research, *Technical report*. Working Papers of the Institute of Management Berlin at the Berlin School of Economics and Law.
	- [45] Wolff, T. [2005]. Collaborative Solutions True Collaboration as the Most Productive Form of Exchange. Last Accessed: October 2010. URL: *http://www.tomwolff.com/collaborative-solutions-newsletter-summer-05.htm*

© 2012 Allinson, licensee InTech. This is an open access chapter distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use,

distribution, and reproduction in any medium, provided the original work is properly cited.

© 2012 Allinson, licensee InTech. This is a paper distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

We should first define our terms. The phrase 'risk management' will refer primarily to the risk of life and limb of human beings, present and future and to the life and health of the planet. Secondarily, it will refer to the taking of risk with the possessions, e.g., the wealth of human beings. For the most part, the discussion will refer to the primary sense of the term and only occasionally in special contexts, to the second. It should be pointed out, at the outset, that the phrase 'risk management' is already biased in favor of risk. The phrase

**On the Very Idea of Risk Management:** 

Robert Elliott Allinson

http://dx.doi.org/10.5772/51666

**1. Introduction** 

Additional information is available at the end of the chapter

**1.1. The case for risk taking or risky decision making** 

actors in the situation created by the decision.

**2. Definition of terms** 

**Lessons from the Space Shuttle** *Challenger*

In this chapter, we will argue that the very concept of risk management must be called into question. The argument will take the form that the use of the phrase 'risk management' operates to cover over the ethical dimensions of what is at the bottom of the problem, namely, risky decision making. Risky decision making takes place whenever and wherever decisions are taken by those whose lives are not immediately threatened by the situation in which the risk to *other* people's lives is created by their decision. The concept of risk management implies that risk is already there, not created by the decision, but lies already inherent in the situation that the decision sets into motion. The risk that exists in the objective situation simply needs to be "managed". By changing the semantics of 'risk management' to 'risk taking' or 'risky decision making', the ethics of responsibility for risking other people's lives will come into focus. The argument of the chapter is that by heightening the ethical sensitivity of decision makers, these decision makers will be less likely to make decisions that will cause harm and/or death to those who are the principal
