The reality is software projects (people, complexity, learning, creativity) cannot be modeled, estimated or precisely measured.
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Delivering less but more often, whether you are doing it to reduce time-to-market and get fast feedback in a startup, or to contain risk and manage change in an enterprise, forces you to reconsider how you develop software.
Within a sprint, if you don't get the user stories right, it affects development, testing and the outcome of the sprint, and it takes a lot of effort to fix this later.
There is no definite consensus on the need for risk management within the Agile method. This has led many to believe that risk management is irrelevant in an iterative model. Some follow the approach of ignoring risks until they manifest into issues; they then manage them through the natural sprint progression. One expert feel it's better to manage risks proactively in Agile.