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El objetivo de este artículo es exponer y esclarecer conceptos básicos de los riesgos  e incentivar, en los directivos y miembros de las empresas, el aprendizaje, específicamente, de los riesgos empresariales. De igual forma se ha realizado un análisis histórico lógico para llegar hasta la gestión de riesgos contemporánea. Cómo principales guías se toman los documentos normativos del control interno, las normas  de la gestión de riesgos y la literatura especializada en este tema. El desconocimiento de esta temática hace que los planes de riesgos empresariales posean problemas conceptuales que perjudican la gestión y prevención de riesgos en las organizaciones. AbstractThe objective of this article is to expose and clarify basic concepts of risks and to encourage, in the managers and members of the companies, the learning, specifically, of the business risks. Likewise, a logical historical analysis has been carried out to reach contemporary risk management. The main guidelines are the normative documents of the internal control, the norms of the risk management and the literature specialized in this subject. The ignorance of this issue makes the business risk plans have conceptual problems that harm the management and prevention of risks in organizations.

Abstract. CMMI is one of the most used models in the software industry to certify the quality of its processes and products, reduces or eliminates rework, increases product and process reuse, reduces costs due to multiple evaluations and process improvement programs. On the other hand, companies that develop software apply traditional models or agile models, which manage the software development process. They also apply development standards such as ISO/IEC 12207 as well as project portfolio management standards and project management standards. The purpose of this paper is to relate the traditional and agile software development processes, project portfolio management and PMBOK with the CMMI standard. The results of this work allow us to determine the aspects that are missing from these standards and the best practices to reach a high level of CMMI maturity. It is concluded that for a company it is important to apply both agile processes and traditional processes, as well as all the standards that contribute improving the management of its projects. None of these practices and norms are opposed to the CMMI process areas, but rather are complemented to achieve a high level of quality in the final product and in achieving the objectives of the company.