I’m the Product Manager at XOXCO, which means I’m responsible for successfully bringing our software products to market. The specific job details probably vary wildly depending on the size and type of company, but one thing is becoming clear to me: I should be careful to avoid accepting too many Project Manager responsibilities for the product I’m managing.

Confused yet? The job titles are so phonetically-similar, I naturally thought I should learn about and take on both roles when I started working here. However, as we continue to work on Packagr and projects for clients, I’m finding the majority of my frustrations are the result of performing two jobs with parallel goals.

I’m not complaining here; just recognizing there’s a difference. Working for a small (and growing) company means doing whatever needs to get done, even if it’s outside your job title or discipline. Personally, I enjoy those types of challenges, but in order to succeed, it’s important to recognize the distinctions.

The whole is greater than the sum of it’s parts.

As Product Manager, my job is to justify why we’re working on specific projects. I’m considering competitive analysis, value propositions, customer requirements — even our company’s financial viability. This is the work that determines which projects get started, and subsequently managed. Proficiency in ancillary disciplines like marketing, business development and account management are key.

When wearing my Project Manager hat, my concerns revolve around resource management, interpersonal communication and task organization. I find myself very much concerned with when these projects will be completed. Even in the confines of this particular job, tasks from ancillary disciplines (QA, user interaction/experience, etc.) start to creep in and eat at my time.

Why are they two different jobs?

While managing components of a project, it’s nearly impossible to keep the high-level product considerations in mind. It’s like building an electric car engine while figuring out how to market a self-driving smart car to Texans at the same time. Both things are hard to do on their own.

One difference I find glaring is the measurement of success. Among other things, the success of a Product Manager is determined by key performance indicators like sign-ups, revenue and growth. A Project Manager’s success is determined through successful design and development efforts within a particular set of expectations.

As much as we’d like these goals to align, a positive correlation between the two really shouldn’t be expected. The reality is, these jobs have parallel goals.

“What and Why” vs. “When and How”

Grammatically-speaking, that’s the simplified difference between the two positions. A Product Manager handles “what” and “why” certain projects are started, and a Project Manager is concerned with “when” and “how” the projects are completed.

Can both of these jobs be handled by one person? Absolutely. Much in the way that an entrepreneur is both the CEO and the janitor of a new company, there are times when these responsibilities will overlap significantly. Recognizing the separation is helping me to work smarter and manage my expectations accordingly.