Hi Reader,
Why don't product and project managers always see eye to eye? Sure, they might chat it up at the company BBQ or while waiting in line for coffee, but once the discussion shifts to the product pipeline or the project deliverables, things can get heated. Suddenly they're heading back to their desks, holding on tightly to their burgers or coffees with a side of frustration.
But what if there can be a way for product and project managers to work together? What if we can align products and projects in a way that is for the good of the company and their clients?
This article is all about how product and project managers fit, what they do and how they do it. Essentially, how the “P’s” and the “M’s” can do a better job of working together.
PMs at opposite ends of the building
While visiting a software development client’s physical office, I was given a tour and shown where the project managers sat.
Then we walked to the far opposite end of the building, where we passed through a small backlit tunnel, through two sets of offices, through the lunchroom, to where the product managers were located. The person giving me the tour mentioned there’s limited interaction between the two PM groups.
For clarity, let's refer to each group as "Product PMs" or "Project PMs."
I was tasked with project managing a scheduling app for the client’s medical software, and I had lots of questions. How many features were going to be included in the scheduling component and how long would it take? Who were the tech resources responsible for each of the components? Were they on track with their build? When was the launch date? Who was communicating with the customers?
It wasn't long before I needed to venture back through the tunnel, offices, and lunchroom to ask the Product PMs some questions.
Product PMs and Project PMs desks
I was immediately struck with the uniqueness of a Product PM's desk, with items like smelly markers, stuffed animals covered in sticky notes, skateboard fidget tools, and even the occasional kazoo. Most of the Product PMs wore funky socks, as many had their shoes off while working. The desks had Keurig single-serve coffee makers, stocked with triple-caffeinated pods, and mugs that said, "Instant Product Management Leader – Just Add Coffee" and "Don’t Make Me Use My Product Manager Voice."
In contrast, the Project PMs desks were neatly organized with vertical file folders and desk organizers, all clearly labeled. Their desks were lacking any playful toys. But the project managers were not often at their desks anyways, as they were moving around collaborating with team members on project steps or addressing urgent issues related to missed deadlines. However, their desks had personal Keurig coffee makers, and their mugs had sayings like “Deadline is Real” and “Relax, I Got This. I’m a Project Manager.”
Product PM clashes with Project PM
I asked the Product PM leading the scheduling app my questions, and they didn't immediately respond. In fact, they just stared at me. Nearby, others listened intently to see what would happen. The Product PM assured me that all features, developer resources, launch date, and customer communication were under control. My only task was to keep everyone on track.
How could I stay on track if I didn't know what I was tracking? And we were already at least three weeks behind from what I could determine.
With this scheduling app, the app itself was the product. The project was to create and launch the app to the client’s customers. As a reminder on what is product versus project, please see my article from last week called Is your Product a Project?
A Product PM's responsibility is to decide what features to prioritize, when to change direction, and how to position the product in the market. They have the final say in all decisions related to the product.
The Project PMs job is to execute as flawlessly as possible, making decisions on when to tweak timelines and resources, and ensure that the launch of the product, aka project execution, delivers exactly what has been defined.
We needed some alignment, and quick. I did the obvious next step – I went to the coffee shop to think over a cup of joe.
Executive’s point of view
I tried to think of this situation from an executive’s point of view. The executives thought they would get a scheduling app by the end of the quarter. But the Product PM said everything was on track, and the Project PM said we were behind schedule.
They might think of things such as, “I thought my PMs were covered…I brought in “P”s and “M”s and we’re still behind.” Also “Who is doing what?”. Or perhaps, “Maybe it was a mistake bringing in a Project PM, but we are behind schedule, and they can fix this.”
Project and product are different worlds
Product PMs are visionaries, which may be why their desks are filled with creative outlets. They're the masterminds behind the product's success story—from inspiration to launch and everything that follows. Their mission? Dive deep into market research, figure out what customers really want, and craft a solid roadmap that fits perfectly with the company’s business goals.
Project PMs are the ones behind the "what", the “where”, and the "when”, ultimately leading to the “how”. They're the ultimate planners and doers, making sure the new product hits the market on time, within its defined scope, and doesn’t break the bank. They are all about strategizing and harmonizing the team.
Different skillsets are needed to be a product or project manager. Yet many people can do both and are quite good at it.
Reduce the PM divide
One answer to reducing the divide could be quite simple – Product PMs and Project PMs need to step into each other’s shoes (which could be quite easy in the case of my software client, because most of the Product PMs literally had their shoes off beside their desks).
To avoid Product PM and Project PM conflicts, there's a need for greater understanding and occasional role-sharing. For instance, a product manager might help co-develop the project schedule, or a project manager could co-lead user story board sessions with the client.
Improved communication between the two groups will enhance their long-term collaboration. Before we know it, Product PMs and Project PMs might even decide to co-host the next company BBQ!
Need help sorting through your “P’s” and “M’s”? Pick Our PM Brain
|
Barbara Kephart, PMP
Founder and Chief Project Officer
Projects Pivot
|
Recent Articles
Is Your Product a Project? Products created by projects
Please share with your colleagues!