Product management results in a product plan that defines which products are needed, when they're required, and what properties they must have. Product development projects, on the other hand, focus on realizing these planned products - whether as part of a complete portfolio, as individual products, or as components of the broader portfolio.
Projects can also deliver outcomes beyond products themselves, such as organizational changes or strategy. While developing a product plan could be structured as a project (In this case, product management and project management would be identical), I believe it's more effective as an ongoing, continuous activity in most cases. As soon as it is an ongoing activity it is not a project anymore, even so it still requires resources and funding. Does this resonates with you?
This all makes sense, especially for larger portfolios and hardware products. For smaller, software-only companies, the approach would probably be a bit “leaner”, assuming you want to keep overhead to the required minimum.
A project is the significant effort of bringing a product from one defined state to another defined state. A book is product. Writing its manuscript a project. Publishing and marketing across a dozen channels is another project. Getting it translated is yet another project.
There is really nothing that suggests that a project should be fixed scope. Many projects are in fact fixed date with flexible scope, like making and releasing a Xmas movie, for example.
The hard distinction between project/product doesn't help anyone, in my opinion. It is not either one or the other.
I'm sorry but you're wrong. A project is an endeavor with a defined end state, like the production of a movie or the migration to a new infrastructure. Sometimes, the end state is defined with a fixed scope (like with a migration). Sometimes, the end state is defined with a deadline (like with a theater play).
Theatre plays can also be considered a product, to be delivered by a certain deadline. The line is blurry and there are many shades of grey. I highlighted the extremes.
I stick to my point: be very clear and what you want to achieve and what remains flexible.
Product management results in a product plan that defines which products are needed, when they're required, and what properties they must have. Product development projects, on the other hand, focus on realizing these planned products - whether as part of a complete portfolio, as individual products, or as components of the broader portfolio.
Projects can also deliver outcomes beyond products themselves, such as organizational changes or strategy. While developing a product plan could be structured as a project (In this case, product management and project management would be identical), I believe it's more effective as an ongoing, continuous activity in most cases. As soon as it is an ongoing activity it is not a project anymore, even so it still requires resources and funding. Does this resonates with you?
This all makes sense, especially for larger portfolios and hardware products. For smaller, software-only companies, the approach would probably be a bit “leaner”, assuming you want to keep overhead to the required minimum.
Thanks for your comment!
The distinction is IMHO a false dichotomy.
A project is the significant effort of bringing a product from one defined state to another defined state. A book is product. Writing its manuscript a project. Publishing and marketing across a dozen channels is another project. Getting it translated is yet another project.
There is really nothing that suggests that a project should be fixed scope. Many projects are in fact fixed date with flexible scope, like making and releasing a Xmas movie, for example.
The hard distinction between project/product doesn't help anyone, in my opinion. It is not either one or the other.
Then let’s not focus on appropriate word. Let’s focus on the fact that it is important to define what the goal is, i.e. what you are optimising for.
I'm sorry but you're wrong. A project is an endeavor with a defined end state, like the production of a movie or the migration to a new infrastructure. Sometimes, the end state is defined with a fixed scope (like with a migration). Sometimes, the end state is defined with a deadline (like with a theater play).
I appreciate your Dutch directness, Jurgen :-)
Theatre plays can also be considered a product, to be delivered by a certain deadline. The line is blurry and there are many shades of grey. I highlighted the extremes.
I stick to my point: be very clear and what you want to achieve and what remains flexible.