you are a project manager and have been asked to explain these types of software project risks:?
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1.product size- The scope and difficulty of developing the product, how difficult it will be to create.\n2.business impact- The amount it will cost the business and what resources they will have to expend to get that product created and manufactured.\n3.customer characteristics- The market to whom you are trying to sell the product too, which customers do you want to buy it? Which do you think will buy it?\n4.process definition-Everything from Research and Development to manufacturing to logistics and transporting to locations of sale.\n5.development environment-The corporate attributes that affect positive, efficient development.\n6.technonolgy to be built-What technologies need to be increased to make the product possible? Is the product ahead of it's hardware counterpart?\n7.staff sixe and experience- Whether the staff can handle the scope of the project in it's current state or whether you need more human resources.
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There are many places to find project management related templates on the web.  Some are free, some are not.\n\nSince it sounds like you are new as a project manager, my recommendation would be to start with a project charter document, which will help you to define and understand the scope of your project.  \n\nI'll include a link below to a project charter template. (other forms are also listed on this page.)\n\nYou may also find the second link a useful description of the project management process.
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For the "beginner" project manager I recommend Project Management for Dummies.  It's inexpensive, easy to read, and contains step-by-step instructions.\n\nFor a more advanced read there's always Kerzner's Project Management -  A Systems Approach.  This is an industry standard - more expensive, and aimed more at project management in medium/large organizations.\n\nFor best practices you may want to review PMI's Project Management Body of Knowledge (PMBOK) but this is not a how-to book.  More a list of things that you should be doing.
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I assume you mean in a business/career sense, since that's where you posted your question.\n\nThe biggest risk I took?  Quit my secure, stable job with a computer software company to sell insurance.  As it turns out, I'm a lousy salesman, and my business was short-lived and not very lucrative.\n\nHowever, because I had quit my job with the computer company, I was approached by a local college and asked to teach some computer classes - best job I ever had.  Loved every minute of it.  So, in retrospect - even though there were some pretty big bumps in the road, the risk I took paid off in the end.  When I was teaching, I was earning about the same amount that I was at the computer company, but I was much, MUCH happier.  I was home with my wife and kids more, easier to get along with.  It was better all around.\n\nLife is full of risks.  Look at ANY highly-successful person and you'll find that they took many big risks.  But when they took these risks, they never looked back.  They realized that they had made a decision and saw it through.  They believed in it, and while not all of their choices worked out as well as they had hoped, the ones that did work out well far exceeded the damage done by the poor decisions.
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Would depend on how good your programs are. Also be well prepared to answer questions on your project. How you answer is more important than the project itself.
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That is dependant on a lot of factors.  Including standard practice of the organization you're working with, type of project and scope of project.  Below are some links to explore.
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If you have a flow chart (as you should have), you could break the whole project down and have a larger number of team members work on subroutines or modules independently. You just have to have an agreed convention of GUI,  passing variables, and error trapping.
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1> Too much chatting on Yahoo or MSN\n2> Too slow in implementing immediate solutions\n3> Take more time to complete the project than expected\n4> Very expensive to maintain\n5> Travel a lot for personal issues on company's funds
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waterfall model\n\nThis is the most common and classic of life cycle models, also referred to as a linear-sequential life cycle model.  It is very simple to understand and use.  In a waterfall model, each phase must be completed in its entirety before the next phase can begin.  At the end of each phase, a review takes place to determine if the project is on the right path and whether or not to continue or discard the project.  Unlike in the general model, phases do not overlap in a waterfall model\n\nAdvantages\n\nSimple and easy to use. \nEasy to manage due to the rigidity of the model – each phase has specific deliverables and a review process. \nPhases are processed and completed one at a time. \nWorks well for smaller projects where requirements are very well understood.\nDisadvantages\n\nAdjusting scope during the life cycle can kill a project \nNo working software is produced until late during the life cycle. \nHigh amounts of risk and uncertainty. \nPoor model for complex and object-oriented projects. \nPoor model for long and ongoing projects. \nPoor model where requirements are at a moderate to high risk of changing.\n\nV-Shaped Model\n\nJust like the waterfall model, the V-Shaped life cycle is a sequential path of execution of processes.  Each phase must be completed before the next phase begins.  Testing is emphasized in this model more so than the waterfall model though.  The testing procedures are developed early in the life cycle before any coding is done, during each of the phases preceding implementation.\n\nRequirements begin the life cycle model just like the waterfall model.  Before development is started, a system test plan is created.  The test plan focuses on meeting the functionality specified in the requirements gathering.\n\nThe high-level design phase focuses on system architecture and design.  An integration test plan is created in this phase as well in order to test the pieces of the software systems ability to work together.\n\nThe low-level design phase is where the actual software components are designed, and unit tests are created in this phase as well.\n\nThe implementation phase is, again, where all coding takes place.  Once coding is complete, the path of execution continues up the right side of the V where the test plans developed earlier are now put to use.\n\nAdvantages\n\nSimple and easy to use. \nEach phase has specific deliverables. \nHigher chance of success over the waterfall model due to the development of test plans early on during the life cycle. \nWorks well for small projects where requirements are easily understood.\nDisadvantages\n\nVery rigid, like the waterfall model. \nLittle flexibility and adjusting scope is difficult and expensive. \nSoftware is developed during the implementation phase, so no early prototypes of the software are produced. \nModel doesn’t provide a clear path for problems found during testing phases.
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Legal feasibility is to ask \nDo any infringements or liabilities arise from this project?\nif yes ur project is not leagally feasible else it is
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This is more commonly known as a "post mortem" report and I have provided a few links that can tell you what is in one of these. The idea behind the report is to let future teams know where you had hang-ups and what worked / did not work when doing the project so they can learn from it before the next project.\n\nHope this is what you were looking for. Enjoy!
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ABOUT SOFTWARE TESTING?
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Take some project management theory training, not just training in project management software.\n\nProject Management for Dummies is a good book for novice project managers, and it's inexpensive.
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I would imagine cost might also be a factor ?  Other considerations might include : the size and complexity of the projects you intend to manage, the size and location of your project team, and your current understanding of project management.  \n\nI've included a link to a list of PM software of varying prices - from free to expensive.  Some products, such as TurboProject, even have different levels of the software depending on which features you think you'll need.\n\nThe challenge most people face with project management software is that they don't know how to do project manqament, and so they struggle with the s/w.  Some basic project management theory goes a long way in making the tool easier to use.
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1) Scoping the program, designing it.\n2) Management interference\n3) Delivering on time, when your boss has given you a week to write 100,000 lines of code\n4) Debugging. \n5) Maintenance and support\n6) POS development environments
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The good bit is that you have experience. I would get some certs too as some of those hiring like to see them whether you think it really indicates ability or not. So the usual A+,network+, MCP,MCSA.MCSE etc and whatever your specialism is (mine was citrix). If you could get some documented project management experience then that would give more opportunity to "shop around" in terms of pastures new. There is, apparently another skills shortage in some areas of IT.Obviously IT is another profession where ageism also plays a part.
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Been there. I found that I had to document everything my boss asked me to do in an email, so that when the project went wrong, I could explain my situation. I'd write the email to my boss detailing what she wanted me to do (I'd say something like, "Just to be sure I understand you correctly...") and tactfully explain why I didn't think it was the best course of action. \n\nBasically, it was a CYA thing. But, people like that eventually get found out. If you like other aspects of your job, you might just try to hold out until she is discovered to be incompetent. But that takes time. And patience.