Understanding Product and Project Management

When I started my career, I didn’t fully understand the difference between Product Managers and Project Managers. My journey began with a completely different title altogether - Producer.

I had worked in the video game industry for a few years, first as a QA Manager (Quality Assurance) and then, as an Associate Producer. This was my introduction to product and project management. At the time, I didn’t know how these roles differed. I was doing work that seemed similar but had different names attached to it.

As I moved further into my career, I realized that many companies used these terms interchangeably. This confused me, as I’m sure it confuses others now. What I’ve come to learn over the years, and what I think is really important for those entering this field, is that these are two distinct roles. Understanding their differences is critical—especially if you ever have to serve as both.

What is a Project Manager?

A Project Manager is primarily responsible for the execution of a specific project. This means they manage everything involved in getting the project done—from start to finish—within a set timeframe.

Key Responsibilities of a Project Manager:

• Managing Resources: The PM ensures that all the necessary resources (people, tools, budget) are available and allocated correctly.

• Setting and Meeting Deadlines: They track the progress of the project and ensure everything is completed by the deadline.

• Risk Management: A big part of the PM’s job is identifying potential problems and making sure they don’t stop the project from progressing.

• Coordination of Tasks: PMs are responsible for keeping track of all the work items and making sure the right people are working on the right tasks at the right time.

Projects are temporary by nature, meaning they have a clear beginning and end. This makes the job of the PM focused more on the tactical level—figuring out the practical actions required to get things done.

Think of tactics as the “how”. How will we accomplish this task? How can we solve this problem? How can we keep the project on track? These are the kinds of questions a project manager answers on a daily basis.

What is a Product Manager?

In contrast, a Product Manager works on a strategic level. They are responsible for the overall success of a product over its entire lifecycle - from the initial idea all the way to its eventual launch and its future maintenance. This includes creating a vision for the product, defining what features it should have, and making sure it meets the needs of its users.

Key Responsibilities of a Product Manager:

• Defining the Product Vision: The product manager ensures the product has a clear direction and purpose, answering questions like, What problem does this product solve? and What are customers looking for?

• Strategic Planning: They prioritize the features that should be developed, based on customer feedback, market research, and business goals.

• Product Lifecycle: The product manager guides the product through its entire lifecycle, from development to launch and beyond, constantly evolving it to meet changing user needs or market conditions.

While the Project Manager focuses on the “how” of executing tasks within a set time frame, the Product Manager focuses on the “what” and “why” - what needs to be done and why it matters to customers or the business.

A Product Manager defines what the product should be and why it should exist, while a Project Manager ensures that the work to create or improve that product is done effectively and on time.

Making Sense of Both Roles

It’s easier to think of the Product Manager as focusing on the “what” and the Project Manager focusing on the “how”. These are very different skill sets. The product manager is focused on big-picture questions about the product’s purpose, while the project manager is concerned with the detailed, tactical actions that ensure the product (or feature) gets completed according to plan.

It’s not always easy to understand how these roles work together, especially when a company uses the terms interchangeably. This can be especially difficult if you find yourself being asked to wear both hats.

My Recommendations If You Have to Be Both

If you’re in a situation where you have to manage both the product and the project (more common than you might think), here are a few tips that might help you navigate the roles effectively:

1. Treat Both Roles as Separate: Even though you’re handling both roles, try to keep your strategic hat and your tactical hat on separately. Start with defining what needs to be done (strategic) and then figure out how to get it done (tactical).

2. Trust Your Team: If you’re the smartest person on your team, something’s probably wrong. A big part of being a good leader is trusting your team’s expertise. Use their skills to help guide the product and project in the right direction. Don’t assume you have all the answers.

3. Document Your Decisions: Whether you’re deciding on the product’s vision or managing project timelines, make sure to document your reasoning. This helps you reflect on why you made certain decisions later on and can be helpful when you’re juggling multiple roles.

4. Be Honest About Your Limits: It’s okay to admit when you have too much on your plate. If an organization is pushing you to do too much, be clear about your and your team’s limitations. If they don’t adjust their expectations, the end result is on them.

5. Get Fanatically Organized: The more organized you are from the beginning, the easier it will be to manage everything throughout the life of the product. Use tools like task managers, calendars, and product roadmaps to keep everything in order.

6. Have Fun With It: Managing both product and project can be stressful, but try to find peace in the process. Embrace the challenges and take pride in the work you do.

Putting It All Together

The roles of Product Manager and Project Manager are both important but serve different purposes. Understanding the difference between “what” and “how” can help you succeed in both roles, whether you’re focusing on strategy or execution. It can be a challenge when an organization asks you to handle both, but with the right approach and strategies, you can manage it effectively.