Software Projects Leadership: Elements to Redefine "risk management" Scope and Meaning

In this paper, we present a framework to face "risk management" in the context of software projects from an alternative perspective. We describe some controversial point of view both from academia and from real world software projects experiences. We point out that, according to our experience for last ten years, most "risks" arise from dealing with project environment changes. Software project managers sometimes call "project risks" to "things" that happen when such managers response time, related with environmental changes, is too long or their answer to such changes is not right. In this work, we suggest a framework to improve "change management", in other words, to avoid "project risk" schemes. We remark the importance of "effective teams" and "leadership" concepts when "project risks" must be considered. Finally, we arrive at some conclusion about "project risk" considerations