【正文】 at can be used to manage collaborative software development projects, based on an extended set of risk management principles. Three risk factors trust, culture, and collaborative munication are discussed in depth. Key words: Collaborative software development, risk management, collaborative munication Ⅰ INTRODUCTION Collaborative software development (CSD) entails multiple teams, working for multiple anizational units within the same or different panies, and no clear central authority. Software development in such an environment often crosses national, linguistic, and cultural boundaries and requires changes in the nature of risk management. Risk management is a routine practice of software development and project management. It deals with anticipating, preventing, and mitigating problems arising in the software product, project, or process, including difficulties in personnel, munication, and coordination. Traditional risk management has been effective in addressing the needs of a single anization and its relationships with its clients and subcontractors. However, the current globalization of markets, business relationships, and technology has given rise to less centralized, collaborative efforts and partnerships for multianizational software development. These partnerships require the modification of internal anizational practices, particularly for collaborative munication, and significant enhancements to an anization39。well known Heterogeneous stakeholders with varying roles Organizational culture and business practices Homogeneous anizational culture Single set of business practices Diverse anizational cultures Multiple sets of business practices Organizational goal Single anizational goal Differing anizational goals Peer support Internal support and corporate loyalty Power struggle among participants, Possible lack of support by some individuals or teams Trust and awareness Higher degree of trust More sure of procedures and people Higher degree of uncertainty Lower level of trust Management Management cohesiveness Unified management Autonomous anizations, distributed management , Multiple management models Management structure Clear management hierarchy No clear central authority Communication structure Management munication follows established business practices Communication between peers across new channels Require high level of cooperation amp。 (3) handle collaborative risks not well managed intraanizationally。s effect on collaborating agencies。 practices (Chopra and Meindl, 2020).Thus, a satisfactory CRMP must facilitate the monitoring of collaboration and the presence or lack of trust between the parties. An alignment of individual anizational goals with the collaborative goal is a prerequisite trust and munication suffer if there is an apparent conflict of interests. The absence of a proper level of trust is a primary reason for a large percentage (40 to 70 percent) of collaboration failure (Williams, 1997。 cultural issues Social culture Uniform and known social practices, norms, and standards Heterogeneous social practices, norms, and standards partly unknown to other partners Language and idiom A single language and idiom Multiple languages and idioms Culturerelated work norms Uniform cultural standard work performance Differing standards for work performce Risk management in such a collaborative environment must therefore address these new challenges, including differences in anizational cultures and goals, software development and documentation practices, intellectual property and security, and management conflicts resulting from changes in the business environment. Detection and mitigation are plicated by the distributed nature of problems and by the lack of a central authority. Appropriate planning, a risk management strategy, and wellstructured prehensive risk plans are needed to address each of these problems effectively. A collaborationaware risk management plan thus bees a necessary agreement and a critical binding and facilitation tool supporting collaboration. Collaborative software development therefore introduces changes to the traditional dimensions of risk classification shown in Table 3, including: (1) Form, view, and source: Additional perspectives on the risks must be added, and planning and resources to mitigate the associated problems must be supported. (2) Type: New risk types can be identified, related to collaboration. (3) Definiteness: A significant advantage to collaborationaware risk management is that some previously predictable risks bee known risks, so that they can be avoided, and some previously unpredictable or unknown risks bee predictable risks, so that a specific strategy can be developed. (4) Level, impact, and scope: Change in risk likelihood and effect can be observed certain kinds of risks and certain effects bee more likely and significant。 Pressman, 2020). In software development, risks are identified as problems that might occur on the project and how they might impede project success (Schwalbe, 1994). The Software Engineering Institute introduced risk management as a software management discipline for dealing with the possibility that future events may cause adverse effects (SEI, 2020). The major functions of a risk management framework include: identification and categorization of risk types, planning how to avoid risks where possible, and otherwise how to detect, mitigate, and recover from problems as they occur. Monitoring, mitigation, and recovery may be specialized for an individual risk or a risk class, depending on the chance and potential effects of that risk. Highly likely, serious risks receive a specialized plan or dedicated tasks for monitoring, mitigation, and control, whereas less likely, less catastr