Identifying the Problem

A typical issue arises when companies confuse project management with product management. Relying on project management as a substitute for product management won't remedy a faltering growth trajectory. Instead, it often crystallizes the inherent flaws within a company's products and operational processes—flaws that often go unnoticed.

SaaS: The Birth of Modern Product Science

To clarify the distinctions between product development and project management, it's essential to trace the evolution of these concepts. While my focus will be on Software as a Service (SaaS), it’s worth noting that product science extends beyond software; it’s fundamentally reshaped the landscape of all product types as technology has become integral to everything.

SaaS development didn’t merely popularize product science—it accelerated its growth. It necessitated collaboration between marketing (focusing on key benefits and user engagement) and engineering (concentrating on user experience and interface) to bridge the gap between the product and its users.

Project management struggled to adapt to this new paradigm.

Prior to the SaaS era, computers were predominantly used for business or gaming, with only occasional productivity software catering to general consumers. It wasn't until the 2010s that we began to see web browsers become the primary platform for applications, transcending business and personal use.

The rise of mobile technology marked a significant turning point. Suddenly, "customer" transformed into "everyone," as mobile phones became ubiquitous. Consequently, digital products were forced to adhere to mobile-first design principles. Developers now had to accommodate a user base that would:

• Access the application via mobile devices
• Not necessarily possess technical expertise
• Be unfamiliar with the application's functions
• Prefer quick interactions while the application creator sought to enhance engagement

These demands are often conflicting.

The Shift to Mobile and Product Management

As mobile technology surged, the focus of user interface (UI) design evolved into user experience (UX) design. Software was no longer crafted for a niche audience; well-executed UX and UI became essential rather than optional. This shift led to the emergence of contemporary product management, which aligns company objectives with user needs.

However, a significant challenge emerged: before product management was recognized as a distinct discipline, project management frequently occupied that critical middle ground.

Defining Project Management

Project management occurs when a business delineates product requirements without consulting the development team or even the customers. These requirements are then relayed to a project manager, who coordinates with the development team to establish timelines and track progress.

With the benefit of hindsight in the 2020s, this approach seems outdated, yet many companies, including startups, continue to conflate project management with product management.

When product management masquerades as project management, it often neglects the integration of product engineering and marketing, failing to connect product features with overarching business objectives. Many companies erroneously equate revenue or profit with successful product outcomes, akin to chasing an elusive rainbow by scent alone.

Sustainable product development hinges on anticipating long-term engineering cycles and fostering close relationships with customers regarding success and marketing.

Transitioning from Project to Product Management

To initiate the transition from project management to product management, organizations must establish clear product roles on both the business and engineering fronts. This involves translating business and customer needs into functional and technical specifications.

Gone are the days of rigid waterfall development. The product team should also take charge of delivering completed features to customers while soliciting feedback on how these features meet their evolving needs.

Shifting Mindsets in Management

The next transformative step is to move away from project-centric thinking and adopt a broader perspective focused on the product roadmap. Prioritizing the roadmap according to company goals and customer needs ensures that deadlines align with revenue expectations and customer benefits rather than merely specific features.

Project plans often stem from business requirements that overlook customer needs. This disconnect leads to the development of features based on assumptions rather than actual user demand.

Effective product management begins with understanding customer needs and harmonizing them with company objectives. This approach not only satisfies executives and investors but also enhances customer satisfaction, driving sales and revenue.

Unlike project plans, which typically set long deadlines, product roadmaps allow for the continuous release of prioritized features based on customer feedback, often on a sprint basis every two to three weeks.

Several years ago, I called for an end to traditional software development deadlines, and the backlash was intense. However, my intention was to advocate for a shift from project management to product management, particularly from a developer's perspective.

By embracing these significant changes—expanding input into development and transitioning from project plans to product roadmaps—companies can unveil flaws in their growth strategies while establishing processes to rectify them.