Product Manager vs Project Manager: What’s the Difference?

Product Manager vs Project Manager. The bout of the 21st Century (in the product world anyway). These two roles often get confused to this day, and I don’t know about you, but we’re sick of it. Sure, these roles do have a bit of overlap and shared responsibilities, but they’re different, unique, and one of a kind. 

In this post, let’s detail what these roles are, what makes them tick, and crucially highlight the differences between a Product Manager vs Project Manager. After this, you’ll never mix them up again.

Product Manager vs Project Manager: What are they?

Let’s start with baby steps: What is a Product Manager, and what is a Project Manager? 

What is a Product Manager?

A Product Manager is the person responsible for making sure the right product gets built.

They sit at the intersection of customer needs, business goals, and technical feasibility, turning ideas into outcomes. They don’t just ask what we should build — they figure out why, when, and for who.

Want to dig a bit deeper into Product Management? We explore more about the role and the different types of Product Managers there are:

What is a Project Manager?

A Project Manager is the person making sure the work actually gets done on time, on budget, and without everything spiralling into chaos.

They create the plans, track the progress, herd the cats, and keep everyone aligned on delivery. They’re less focused on what the team is building and more on how it’s getting built — and when it’ll be finished.

So, if you want to get really high level with it:

• A Product Manager: Owns the why and what — setting the product vision and shaping the product strategy.
•  A Project Manager: Owns the how and when — delivering the plan and keeping the wheels turning.

Why is there so much confusion between Product Manager vs Project Manager? 

Product and Project Managers get confused because on the surface, they look like they’re doing the same job – organizing chaos, corralling teams, and making things happen. But dig into their DNA, and you’ll find they’re more like evolutionary cousins than clones.

The confusion comes from the fact that both roles share a common ancestor: the early General Manager, who kind of did it all. Over time, as businesses scaled and complexity grew, that role split down two paths:

• One became Project Management, focused on the how and when 
• The other became Product Management, focused on the what and why 

If you want a comparison, let’s take a dip into the ocean. I like to think of Product Managers and Project Managers as Whale Sharks 🦈 and Orcas (Killer Whales) 🐳. Zoom out, and they look pretty similar: big, impressive, and definitely whale-like. It’s easy to lump them into the same category.

But here’s the twist  – and the clue is right there in the name – the Whale Shark isn’t a whale at all. It’s a shark. And the Orca? Surprise! It’s actually part of the dolphin family. Mind blown, right? They might swim in the same waters and share a few surface-level traits, but biologically, they’re worlds apart. Orcas don’t even have gills, for heaven’s sake.

The same goes for Product Managers and Project Managers. Yes, they might share responsibilities. They might even look like they’re doing the same job from afar. But dig deeper, and their goals, focus, and ways of working are fundamentally different.

Of course, if you trace the lineage back far enough, these two creatures — and these two roles — do share a common ancestor. But just because they both swim in the same environment doesn’t mean they’re the same species.

Product Manager vs Project Manager: What do they do day-to-day?

Let’s add some more color to what both these roles are doing on a day-to-day basis. We know the main function of each role, but what does that even look like? Going back to our whales – or should I say NOT whales – comparison, think of this section as looking at the specific behaviors of each animal. Their hunting patterns, social behaviors, etc. 

What does a Product Manager do? 

As a Product Manager, you should know this. So, we’re not going to spend too much time here. If you’re really unsure, check out our list of Product Manager tasks to figure out what you should be doing all day: 

In short, Product Managers:

• Define success metrics and track product performance
• Gather customer insights through feedback, reviews, and research
• Build and maintain product roadmaps
• Prioritize features and product launches
• Manage a product backlog of features, fixes, and ideas
• Work closely with engineering, design, and marketing teams
• Identify and solve product-related problems and roadblocks
• Monitor competitors and market trends
• Test and validate new product ideas or features
• Use data to make informed decisions and shape strategy

Standard stuff for a PM. The more interesting question is what does a Project Manager do, and what do they not do.?

What does a Project Manager do?

This is where things get juicy. In their role, Project Managers behave a bit like a sheep herder. They’re responsible for managing the entire lifecycle of a project from start to finish. Much like how a pack leader guides their team through various challenges, a Project Manager ensures that all tasks are completed on time, within scope, and under budget.

Think of them as the Alpha: the one who charts the course, tracks progress, and makes sure the team stays on track. Their job is all about maintaining order and ensuring the project moves smoothly from one phase to the next.

In short, Project Managers:

• Define the scope, schedule, and budget for each project
• Plan out tasks and allocate resources accordingly
• Track timelines using tools like Gantt charts or the critical path method
• Run team meetings, from kickoffs to daily standups and syncs
• Lead change management processes throughout the project lifecycle
• Assign and follow up on tasks to ensure completion
• Choose and manage project management tools
• Measure project progress against key milestones and KPIs
• Scope and prioritize projects based on business needs and resources
• Act as the communication hub between teams and stakeholders
• Communicate with stakeholders (same as PM 👀)
• Keep projects visible and organized (same as PM 👀)
• Ensure teams are aligned and motivated (same as PM 👀)
• Track performance and make sure things are on track (same as PM 👀)

Hang on, there’s some overlap! 

Of course there’s overlap! Product Management and Project Management share some tasks because, after all, both roles are about coordination, collaboration, and ensuring things get done. 

However, we have different goals, different focuses, and different ways of getting things done. 

Product Managers are focused on building and improving a product, guiding it through its entire Product Lifecycle. They’re thinking more in the long term. Project Managers, on the other hand, are more concerned with the execution of specific, time-bound projects. There’s a shorter-term finish line for them to cross. The distinction is crucial, and understanding it helps clarify why both roles are essential but not interchangeable.

Let’s explore the differences a bit more.

What are the main differences between a Product Manager vs Project Manager? 

These roles are different; we’ve said it from the start. To really nail this home, we need to dig into the core aims and purposes of these roles to really see where and how they diverge

Product Manager’s aim

Product Managers have a long-term aim. They focus on the entire lifecycle of a product, from conception through iterations to improvements and eventual end-of-life. 

Their goal is to create value for the customer and the business by building a product that fits the market’s needs and drives sustainable growth. The work is flexible and constantly evolving, with adjustments made as new information comes in or customer needs shift.

Project Manager’s aim

Project Managers, on the other hand, have a short-term aim. Their goal is to deliver specific, time-bound projects. Whether it’s a feature launch or a product release, their focus is on completing a project efficiently, on time, and within budget. Their work is typically fixed and inflexible. Once the scope, timeline, and resources are set, they manage the constraints to deliver the project successfully.

How do these aims make Product Managers vs Project Managers different?

The main difference between the two roles is in their perspective and incentives. A Product Manager’s work is flexible and geared towards long-term strategic goals. Everything they do is aimed at moving the product towards a bigger vision. 

A Project Manager’s work is more constrained and focused on delivering the task at hand efficiently, without the long-term adaptability that Product Managers have.

In practice, Product Managers will work on projects like feature launches or release planning, which align with the larger product strategy. These projects are not ends in themselves but are stepping stones in an ongoing journey to solve customer problems in the best way possible. 

They’re mile markers in a marathon, and a Product Manager is running the full race, while Project Managers are just doing a 5K. 

Product Managers can take a more dynamic approach to what they do. adjusting plans, expanding features, or delaying deliveries – because the goal is long-term product success.

In contrast, Project Managers keep their eyes firmly fixed on the current project, managing it with a laser focus on meeting time, scope, and cost constraints. They ensure that the project is completed efficiently and within the defined parameters, always working to deliver the best possible result, on time and on budget.

Both perspectives are critical to a well-functioning team. However, problems arise when these roles aren’t clearly defined or when the goals of each role clash. Product Managers need flexibility, while Project Managers thrive on structure and constraints. The key is to understand how these differences can complement each other in a Product Team.

Do you need a Project Manager in a Product Team? 

Technically, you don’t need a Project Manager in a traditional Product Team structure. You don’t need to go on a hiring spree and get someone in to fill the role. Just be aware that someone on your team will still be fulfilling the responsibilities. 

For example, you don’t need to hire a chef to cook all your meals, but if you don’t, you’ll still be stuck in the kitchen yourself. The same goes for project management – whether or not you hire a dedicated Project Manager, someone on the team needs to be taking on that role. If timelines, scope, and budget are being juggled without a clear person in charge, things can quickly spiral into chaos and stress.

If your team doesn’t have a Project Manager on the books, don’t be fooled, someone’s still playing that role. It could even be you.

If you don’t recognize it, here’s what can go wrong:

Internal conflict

Being the unofficial Project Manager is a heavy load. You’re constantly balancing a long-term, flexible product strategy with the need to lock down scope, timelines, and costs. These two goals? They really don’t get along. Who’s supporting you in this mental tug-of-war?

PMs taking on too much

Product Managers are like sponges, they soak up all the tasks that no one else wants to handle. I’ve seen PMs get buried under a mountain of project management responsibilities that really aren’t in their job description. But somehow, they end up with all the crap that everyone else avoids.

Confusion in the team

When no one’s officially the Project Manager, it creates confusion about who owns what. Who’s really driving the product roadmap? Who’s handling updates to stakeholders? When roles aren’t clear, the team’s objectives start to get a little blurry.

Clarity is key

To avoid these issues, it’s crucial to make it crystal clear who’s organizing the delivery of each project or sprint. Whether it’s the Product Manager or an official Project Manager, having a defined role ensures that everyone knows who’s in charge of moving things forward. When roles are clear, the team can work more effectively, staying aligned and focused on what needs to be done. It’s a win-win for everyone.

Who earns more between Product Manager vs Project Manager? 

Generally, Product Managers tend to earn more than Project Managers because they are responsible for higher-level strategic decisions that shape the direction of the product and its success. As a result, Product Managers are often considered to hold a more senior position within the organization

• Average Product Manager salary: $122,933
• Average Project Manager salary: $92,000

The salary difference is largely reflective of where these roles sit in the organizational hierarchy. To understand why, it’s important to look at the distinct responsibilities and impact each role has on the business.

Where does a Product Manager fit within an organization?

A Product Manager (PM) typically sits higher up in the organizational hierarchy compared to a Project Manager, often reporting to the VP of Product, Chief Product Officer (CPO), or even the CEO in smaller companies. 

They’re responsible for the product’s strategy and vision, guiding it from concept to launch. PMs work cross-functionally with teams like Engineering, Design, and Marketing, but they aren’t involved in the day-to-day development – their focus is on the bigger picture: customer needs, business goals, and market fit.

In short, a PM is a strategic leader, driving decisions that shape the product and ensure it aligns with the company’s objectives.

Where do Project Managers sit within an organization? 

Project Managers (PM) typically sit lower in the hierarchy, often reporting to senior leadership in Product Operations or program management, such as a Director of Operations or Head of Program Management. They’re responsible for ensuring the timely execution of projects within scope, budget, and resources.

While they work closely with Product Managers and other departments, their role is more focused on the how and when of project delivery rather than the overarching strategy.

Project Managers tend to have a more tactical, hands-on role, ensuring projects stay on track. They’re crucial for execution but are often seen at a more operational level compared to Product Managers.

How do you become a Product Manager vs Project Manager? 

Becoming a Product Manager or Project Manager isn’t a one-size-fits-all journey, there are plenty of paths, and sometimes they even cross! In fact, many Project Managers end up becoming Product Managers, which makes perfect sense since both roles share a lot of core skills.

The path to Product Management

Some people jump straight into Product Management after graduation, but it’s far more common to build up some solid experience first. Product Managers often come from backgrounds like business operations or marketing, where they’ve honed their skills in understanding business goals and customer needs. From there, they might climb the ladder to become Senior Product Managers, Directors of Product, or even VPs of Product. It’s all about how well you understand the market and the product lifecycle.

The path to Project Management

Project Managers, on the other hand, often start with hands-on industry work. For example, a software development PM might kick things off as a software developer before shifting into management. Some might start as project assistants or coordinators, and from there, they can progress to roles like Senior Project Manager or Director of Project Management. And yes, Project Managers can also transition into Product Management down the road.

One thing to remember? Both of these career tracks are flexible, and there’s no one route to success. The journey is yours to shape!

Skills to become a Product Manager

• Data analysis 🔍
• Market assessment 📊
• Price modeling 💸
• Basic UX knowledge 🖥️
• Business strategy understanding 📈

Skills to become a Project Manager

• Agile, Scrum, and Waterfall mastery ⚙️
• Risk management 🛑
• Project management tools (Asana, Gantt charts) 🗓️
• Budgeting basics 💰

Which is better between a Product Manager vs Project Manager? 

Trying to pick the “better” role between a Product Manager and a Project Manager is like comparing chalk and cheese. Sure, chalk might not be the tastiest, but you can’t rub cheese on a blackboard – and likewise, these two roles can’t be directly compared because they serve entirely different purposes within an organization.

That said, let’s break it down. Product Managers tend to earn more and have a more strategic, high-level focus. They’re the ones steering the ship when it comes to the overall vision of a product, ensuring it solves real customer problems, and driving the product forward over the long term. This elevated decision-making responsibility does come with a higher paycheck (on average), but it’s not all glitz and glamour. The role demands a strong mix of business acumen, market insight, and customer empathy — plus the ability to juggle multiple priorities at once.

On the flip side, Project Managers are often more involved in the nitty-gritty of day-to-day operations. They thrive on variety, making sure that projects stay on track, on budget, and on time. They don’t necessarily own the product vision, but they ensure that everything moves along smoothly, efficiently, and within set constraints. For those who prefer a more structured and ever-changing role with a strong focus on execution, Project Management can be incredibly rewarding.

So which one’s better? Well, it’s really up to what kind of work you want to do. 

What other similar roles are there? 

There’s way more than just comparing Product Manager vs Project Manager! Why not throw the Product Owner into the mix and take it up a notch with Scrum Master vs Product Owner vs Product Manager vs Project Manager? Crazy, right? And we haven’t even thrown all the other possible roles into the mix yet.

There’s a whole suite of product roles that often get confused. Here’s a quick rundown:

• Product Owner: Prioritizes features and ensures they align with user needs.
• Scrum Master: Facilitates agile processes and removes blockers for the team.
• Product Operations Manager: Streamlines processes and enhances decision-making with data.
• Product Marketing Manager: Focuses on product messaging and market positioning.
• Product Strategist: Sets the long-term direction and aligns the product with business goals.

The Whale Shark vs the Orca

We’ve swum the seas of scope, strategy, and sprints, and here’s what we’ve surfaced: Product Managers and Project Managers might share a few common traits, but they’re different species. 

🦈 Product Managers are the whale sharks:  calm, strategic, and focused on long-term vision and value.🐋 Project Managers are the orcas:  The organized hunters, honed in on delivery, timelines, and execution.

If you knew nothing about marine biology, you might consider these two animals similar. But once you learn more about them and their unique quirks, you’ll easily see how vastly different they are.

Neither is better. They just play different roles in the ecosystem. When those roles are clear, everything flows smoothly.

Are the waters still looking murky to you? Grab our handy guide on the Product Management process to get clear on your purpose, your path, and how to thrive in the product world.