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This is a good breakout. Quite often, companies want their project manager to add more product management to their responsibilities, or vice versa. It's a similar scenario for product owners, where companies really want you to be a project manager but with extra responsibilities.
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3wThanks for sharing these graphics—they're very clear. This is particularly applicable when you are not using agile methodologies. Sadly, AGILE blurs the line between project management and product management. It gets even more blurry in SCRUM, where the Scrum Master often becomes more of a secretary, handling backlogs, removing roadblocks, and facilitating execution. This shift can dilute the traditional Project Management role. On the other hand, the Product Owner gains significant power, taking on responsibilities of prioritization, scheduling, ensuring product quality, and ultimately being accountable for both the project's and the product's success. This can lead to a concentration of power that may overshadow the collaborative spirit of agile methodologies. In my experience, while AGILE can enhance flexibility and responsiveness, it can also create role confusion if not managed properly. Clear communication and defined roles are crucial to maintaining balance and ensuring that both project and product management are effectively executed.