Have you ever wondered which role your company needs more: a product manager or a project manager? While their titles can sound interchangeable, their responsibilities, along with the values and assets they bring, are quite distinct. Understanding the differences can help an organisation not only build the right team but also compile efficient workflows in achieving company goals.

So, what’s the difference?

To understand how a project manager differs from a product manager, we must start with the basics: product and project aren’t synonyms.

• Product: A solution that meets the needs of a specific audience or market. Products—whether apps, gadgets, or services—have life cycles: from idea to launch to retirement. Product management is all about the long term: continually improving the product, staying ahead of customer needs, and guiding the product’s evolution [1][3]
• Project: A set of tasks with a clear deliverable and a definitive start and finish. Projects could be anything—developing new software features, redesigning a website, or launching a marketing campaign. Project management is about getting that result on time and on budget [1][3].

Product Manager: The Strategic Visionary

A product manager is responsible for the what and why [1][3]

• Defines the product vision and strategy based on customer needs and market research.
• Owns the product roadmap, prioritising features or improvements with the biggest business impact.
• Coordinates with design, engineering, marketing, and sales teams to ensure successful launches.
• Continuously gathers customer feedback and market data to guide future product directions.

Typical tasks for a product manager:

• Creating and updating the product roadmap
• Conducting market research and competitive analysis
• Managing product backlogs and prioritizing features
• Setting success metrics and tracking results
• Aligning cross-functional teams on the product vision
• Gathering and acting on customer feedback [1]
• Focus: Ongoing product lifecycle, maximising product value, and delivering customer delight [2][3].

Project Manager: The Master of Execution

A project manager is responsible for the how and when:

• Breaks down big goals into actionable tasks tied to a timeline.
• Creates project plans, coordinates resources, and manages the team to meet deadlines.
• Tracks progress, resolves roadblocks, and communicates updates to stakeholders.
• Ensures projects are delivered on time, within scope, and on budget [1][3].

Typical tasks for a project manager:

• Defining project scope and milestones
• Planning tasks and setting deadlines
• Managing team communications and meetings
• Allocating resources and resolving roadblocks
• Tracking key performance indicators (KPIs) tied to project deliverables
• Reporting progress to stakeholders [1][2]
• Focus: Fixed timeframes, outputs, and successful project delivery [2][3].

Do They Work Together?

While their focus and skills differ, product managers and project managers must collaborate. For example:

• A new product launch: The product manager defines what should be built and why; the project manager ensures the launch happens smoothly, on schedule, and with all deliverables ready.
• Feature updates: The product manager determines which features matter most, whilst the project manager coordinates tasks and tracks delivery progress [1][3].

Which Role Fits Your Company?

Ask these questions to determine the right fit [1][2][3]:

• Do you need to consistently deliver innovative products that perfectly match customer needs?
  → Hire a Product Manager.
• Are you struggling to deliver projects on time, within budget, or to manage complex initiatives?
  → Hire a Project Manager.
• Facing both challenges?
  → Consider building a team that includes both roles, possibly with an additional program manager for larger organisations.

Final Thoughts

Every business needs to balance vision with execution. Product managers steer the ship with strategic direction, ensuring your solutions resonate with the market. Project managers keep the engines running, ensuring initiatives are delivered efficiently and reliably.

Your company’s cup of tea depends on your current challenges and future ambitions. The most successful organisations often need both roles—working side by side to deliver products the right way, every time.

References