What is The Difference Between Product Manager and Project Manager?

In many cases, software and system development projects tend to fail.

This might seem like an unpleasant statement, but without a doubt, it’s a valid one.

There are techniques that can be implemented to safeguard you against failures and put yourself in a direction for success. As an example, you should start off by initially spending time verifying your concept, translate your concept into a Minimum Viable Product (MVP) through an agile process, and secure the services of a development firm that has built many successful products prior to yours.

Read More: Agile Project Management and Cubix’ Approach to Software Development

Although these techniques can safeguard against failure, most projects can still fail, but there are tons of reasons why this can happen.

But for many, failure seems to be blamed squarely on project manager.

After all, if any project is overdue or off budget, these counterproductive measures are often considered the responsibilities of the project manager and why not, it’s easy to blame them.

In actuality, this outlook is shortsighted and overlooks an important cause of many project failures: poor product management.

Difference between Product Manager and Project Manager

Project Manager

A project manager holds an analytical role. It is the responsibility of the project manager to ensure the project progresses fluently, deliveries are on time, and deadlines and milestones met. The project manager controls and organizes all the moving segments — developers, graphic artists, clientele and everyone involved — keeping each individual on track to perform as one integrated unit.

Product Manager

Conversely, a product manager holds a strategic role. It is the responsibility of the product manager to identify the product need and the audience it’s intended for. It is then up to the project manager — and team — to then follow this directive. Hence, product managers play a vital role in the success or failures of a project since all other team members look toward them for guidance and direction on the overall product vision. If this vision is incomplete, then the project will most certainly suffer.

Key Responsibilities of a Product Manager

In product management, you’re required to make difficult choices while scoping out the project and to improvise when necessary. You have to ensure that the user experience really does consider who the end user really is. You need to know the right time to move a product into testing and when to delay a release due to a specific function or feature working sub-optimally. A product manager needs to understand the long-term rollout plans and business objectives of both the organization and the client. They must then carefully align these plans with the initial product launch.

Read More: Boost Product Development Process for Faster Time-to-Market

You have to understand how best to navigate development roadblocks and hurdles and how best to incorporate feedback and change directions as necessary. And much, much more.

That being said, I’d like to highlight two major factors about a role in product management:

It’s a role that’s often undervalued, with fewer projects having dedicated product managers compared to project managers. Many assume that expertise in this area is not really necessary.

Whether intended or not, behind every successful project are good product management skills helping to navigate the project to success.

If you’re unable to perform the task effectively or lack the necessary experience, consider bringing a product manager onto your team. Alternatively, you can hire one externally to fill the role. Provide them with the necessary support and resources to make informed decisions. These decisions can ultimately determine the success or failure of your project.

Cubix’s Collaborative Approach: Product and Project Managers Together

At Cubix, we assign both a product manager and a project manager to every project. Our clients also work closely with the product manager from the very beginning. This approach allows each project to be conceptualized with a strategist before it kicks off. It then undergoes multiple discovery workshops to ensure the product is fully prepared for the initial rollout.