The following article is part of the self-preparation for the modern BVOP® Project Management Certification program.
Product risk management is different from project risk management. In many organizations and initiatives, the product risk is not in focus, not managed at all, or key roles are not even aware of it.
While the classical project risk management usually focuses on the scope, cost, legal, time, incidents, management support, and communications issues, the product risk management in the scope of the BVOP focuses on what exactly is being developed and its public presentation to the intended audience.
If the product is weak or failing, this may be considered as a more negative outcome than poorly planned and managed project risk. Defective, hard to use, or not needed product may consume much more time and resources than delays and issues in project delivery.
The BVOP suggests an integration of product risk management, which the Business Value-Oriented Project Management (BVOPM) office participates in managing.
Product risk management may include:
- Defining the product risk
- Product risk monitoring
- Product risk-avoiding
The BVOPDM and BVOPM offices collaborate on defining product risk items.
Major product risk topics are presented in the Business Value-Oriented Product Management section of this guide.
Major product risk may include:
- Not satisfied audience needs and expectations
- Poor usability levels
- Cultural or social non-acceptance or resistance
- Poor performance measurement
- Poor cost estimate
- Poor pricing plans
- Poor quality
- No return on investments
- Inadequate marketing and sales strategies
Monitoring product risk is a long-term initiative throughout the entire product development process and is a responsibility of all product and project teams.
Avoiding a product risk issue is critical and needs to be directed immediately and proactively by the project or product team members.
The BVOPM office assesses product risk-avoiding, agrees on its execution, and may participate in this activity directly, technologically or administratively.
The Project risk management section of this guide contains details about defining and prioritizing risks and assigning team members to risk items.
The product risk may be a separate list of risk items or may be included in the list of overall project risk.
The following issues related to chapter "Product risk management" are included in the certification exam. The sequence of questions is presented in the table.
The data is current as of September 25, 2020, 2:51 pm
|0||Identifying the product risk||60 sec||PM, PDM|
|1||Product risk monitoring||60 sec||PM, PDM|
|2||Product risk-avoiding||60 sec||PM, PDM|
Comments from the BVOP™ community
I commend and thank the BVOP creators for introducing product risk management as part of project management practices.
For many people, this is something new, unusual, unfamiliar, and may sound even absurd to some, but they all do not realize how many risks a product development hides. The Product Owner role should somehow cover these management needs. The product managers, for example, are usually far from these topics. Logically, this responsibility should be managed by the project management office.
I strongly support the product risk management initiatives. As a product specialist, I am very familiar with the problems that companies may encounter at a stage in their development or even at the distribution phase of their products.