This is a frequently shared document for product and technology leaders and teams that ask me questions about product versus program management.
Note: This is my personal interpretation and not the view of any employer past or present.
Although people might use these terms in different ways depending on the context, I believe it’s worth the effort to clarify the labels that are used in the software/technology industry (as of 2021).
Product managers drive the development, market launch, and continual support and improvement of a company’s products. Not responsible for a specific project or team.
A great product manager is unbiased, focused on execution, helping to prioritize and get alignment from the team. Supports innovation via a culture of continuous improvement.
- Asks the following questions: What problems are we solving? Who are we solving it for? How will we measure success?
- Makes a list of things to do, prioritizes the list, and works with teams to do the things on the list, in order.
- Defines, measures, and helps deliver — constantly communicates on both the questions/answers (strategy) and the execution (metrics).
- Ensures the vision and strategy are known and well understood.
Program managers work to identify and coordinate the interdependencies among projects, products, and other important strategic initiatives across an organization. A great program manager brings organization where it’s needed most: complex or controversial projects.
- Reduces time spent in meetings by focusing conversation on blockers to surface decisions, bringing in the right people, and the right mix of roles.
- Is not a manager for the sake of it: seeks to create a self-running process.
- Knows how to provide just enough process: lightweight, readable, actionable, and as close to the real work as possible.
- Is technically savvy enough to ask the tough questions.
- Most of all, loves people and loves organizing people.
Both roles help to:
- Minimize functional silos in the organization.
- Make forward progress, reducing friction and improving alignment.
- Focus on people over technology or process.
The Full Stack Leader 