by Phil Phillips, PhD
Contributing Editor
phillips@chemarkconsulting.net
Project management is designed to make better use of ex- isting resources by getting work to flow horizontally as well as vertically. You might ask how this could work
since there are line managers responsible for P&L functioning
in these same channels. It works when all persons understand
their respective rolls. This approach does not destroy the vertical,
routine flow of work, but simply requires that the line organizations
talk to one another horizontally so work will be accomplished effortlessly through the organization. The vertical flow of work is still the
responsibility of the line managers. The horizontal flow of work is
the responsibility of the project managers, and their primary effort is
to communicate and coordinate activities horizontally between the
line organizations.
IN EVERY ORGANIZATION, there are natural gaps that
occur between both vertical and horizontal functions. These
gaps can and will create business operational “islands.” One
of the key roles of successful Project Management is to figu-
ratively & functionally, “link” these “islands.” Fundamentally,
Project Management success is dependent on the completion
of an action within the constraints of time, cost, and perfor-
mance. However, the definition of the projects’ success should
be expanded to include an additional four elements:
• With acceptance by the customer/user
• With minimum or mutually agreed upon scope changes
• Without disturbing the main work flow of the organization
• Without changing the corporate culture
Some resources would contend that there are no real differ-
ences between Project and Product Management. CHEMARK
would certainly disagree based on the one extremely important
exception . . . . . the Project Manager must focus on the end date
of his or her project. In other words there’s a beginning and an
end to a project for the Project Manager.
Comparatively, a Product Manager usually views his or her
task as a never-ending one and really not willing to admit that
the product line will ever be brought to an end. The Product
Manager will always attempt to keep the product line alive by
creating product line innovation spin-offs as well as attempting
to establish demand in adjacent markets.
It is important to understand that once the product has been
developed the Product Manager takes control through the entire
product life cycle . . . . from the total roll-out market introduction; pricing; organizational functionality, etc.
Additionally, a very competent Project Manager, once the
product has been fully developed, could become the Product
Manager going forward.
Finally, the Project Manager and the Product Manager do,
in fact, share in the element of control. Although they are both
measured and held responsible for how well (relatively speaking) they control all elements essential to their success, they both
have little, if any direct control.
They must control these important elements through direct
influence and top-management support.
For example, Product and Project Management functions do not
directly control the following elements important to their success:
These resources are controlled by the line managers, func-
tional managers or resource managers. The two (Project &
Product) managers must, therefore, negotiate with line manag-
ers for all resources. The mortar between the bricks holding up
a success “Activity Wall” and critical substance for Both Project
& Product Managers are:
• A solid routine effective relationship with the line managers
who directly assign resources to projects.
• A capability of the functional employees to report vertically
to line managers at the same time that they report horizontally to one or more project managers.
The Project Managers manage projects that are finite while
the Product Managers usually are infinite . . . . . most all other
aspects are similar in function. CW
The Impact Of The Blur Between
Product & Project Management
