Product Manager Vs Project Manager

Many professionals often confuse the roles of product managers and project managers. It is a common misconception, and many people use these terms interchangeably, as they are quite similar. Though they often work together on the same initiatives, they have distinct roles and responsibilities.

In today’s blog post, we will discuss these two roles and how they differ.

Product Manager Vs Project Manager

Let us first understand the terms product and project.

Read More: PMI Certifications

A product can be a tangible good, service, or system that solves customers’ problems and satisfies their needs. 

A project is a process of creating a product or service. It is a collection of tasks with a timeline and a defined outcome. Projects revolve around a product, it is temporary, and its purpose is to develop and deliver a product. 

On the other hand, a product is not temporary and evolves to meet customers’ needs. A product can involve several projects for its improvement and maintenance.

Product Manager

A product manager is responsible for the vision, strategy, and product goal. They look after the “what” and “why” part of the product. For example, what will the end-product look like? What problem will it solve?

Project Manager

Project managers are in charge of projects and are responsible for managing projects. They are focused on “how” and “when.” For example, how will the product be delivered? When will it be delivered? 

Product Manager Vs Project Manager

Both roles require communication, organization skills, and profound market knowledge. While these two leaders are concerned with managing team members, producing the best end product, and ensuring customer satisfaction, they have many differences in their roles and responsibilities. 

“A product manager concentrates on product development and releases, while a project manager coordinates, supervises, and oversees projects.”

Some of these differences are:

Question 

The product manager and project manager answer different questions. The product manager deals with the “what” and “why” of the product. The project manager deals with the “how,” “when,” “where,” and “who.”

Responsibility

The product manager is responsible for the product’s creation, strategy, and development. In contrast, the project manager is concerned with the project plan execution and completion.

Timeline 

The product manager does not have a fixed timeline. They have an ongoing lifecycle to see to the end-product and keep it up-to-date, so it continues to satisfy customer needs. 

The project manager has a fixed schedule to complete the project and deliver the product. Once the product is delivered, the project is closed.

Focus 

The product manager focuses on market research, customer needs, and target end-users. The project manager is focused on schedule, budget, project progress, and solving problems or obstacles that may arise along the way.

Product Manager – Roles, Responsibilities

Develops the Product Vision

The vision includes target customers, the problem it solves, key product success metrics, and other important things.

Creates a Product Roadmap and Strategy

This plan describes what needs to be done to meet the vision. This roadmap involves a lot of planning with varying opinions. 

Does Market Research

The product manager must understand the market, conduct risk assessments, and forecast product needs, market trends, competition, etc.

Gathers Customer Satisfaction Data

The product manager is responsible for understanding customer needs and measuring customer satisfaction using surveys, reviews, etc.

Organizes Product Launches

The product manager must know the product launch time, whether to launch it fully or start small with a Minimum Viable Product (MVP).

Controls Development Process

The product manager has to improve the product to ensure product continuity. They constantly have to update products with new features to ensure the product is not outdated.

The product manager helps in ideation, strategy, delivery, growth, sales, improvements, pricing, and monetization. 

Challenges Faced by Product Managers

The product manager has a huge role, but it is not smooth. Carrying out responsibilities comes with challenges. 

Some challenges a product manager may face include:

Meeting Deadlines

Deadlines can make or break the product’s success. Meeting deadlines can be difficult, especially sticking to a tight product launch deadline. Launching a new product is complex, so the product manager must stay on schedule to avoid delays.

Identifying and Rectifying Product Failures

If products are not performing well, the product manager must find the cause and solve it. They have to decide to change the product or discontinue it. This is a tough decision, as the outcome may be good or bad.

Sourcing Materials for Production

The product manager sources materials for products. This is a critical job. The product manager must find quality materials from credible vendors to ensure high-quality products. This is tough as they have to stick to the budget while dealing with vendors.

Managing Cross-Departmental Communication

Being a product manager means working with different departments like marketing, engineering, etc. This is necessary for production and to keep the product lifecycle continual.

Project Manager – Roles, Responsibilities

Throughout the project life cycle, project managers have many responsibilities. They are responsible for gathering the product vision, creating a timeline, and coordinating with the project team to meet deadlines and achieve project objectives. 

Develops a Project Management Plan

A project manager develops a plan to achieve the product manager’s vision. This project plan includes the scope of work, defined milestones, tasks, other subsidiary project management plans, etc.

Delegates Tasks

After establishing the milestones, timeline, and budget, the project manager assigns tasks to the team members and follows up until they are completed. The project manager tracks progress and ensures it is as per the planned progress.

Communicates with the Team

Communication is an important aspect of project management, as the project manager has to coordinate with different stakeholders throughout the project life cycle to complete the project. 

Challenges Faced by Project Managers

Project management can be complex due to the many responsibilities involved. Project managers tend to face challenges as they carry out their responsibilities. 

Some of these challenges are:

Maintaining Project Timelines

Project managers track project timelines, as project delays are costly. They must maintain the project timeline to ensure the project is on schedule.

Implementing Change Requests

Projects usually don’t progress according to plan, so many change requests arise. The project manager is responsible for influencing factors causing the changes, reviewing change requests, and forwarding for approval.

Identifying and Tracking Risks

The project manager is responsible for identifying and tracking potential risks and managing them.

Keeping Up with Market Trends

Project managers have to be aware of market trends, tools, and resources. Following the right market trend will favor the project and the product.

Which Role is Suitable for the Team?

The most suitable role for the team depends on the objective. A project manager helps build the product and deliver it to the product manager.

On the other hand, a product manager strategizes new launches, coordinates with production and development teams, and innovates the product portfolio. 

The scenarios below highlight some situations requiring product and project managers for the team.

Scenario 1: 

A team struggling to release new products and keep the production process efficient.

Solution 1: 

A product manager strategizes new product ideas and coordinates with the production team for further development. 

Scenario 2: 

The team struggles to keep projects on schedule and manage project changes.

Solution 2: 

A project manager can oversee deliverables and allocate resources, keeping the team updated about the project schedule and managing changes.

Product Manager and Project Manager Career Paths

The process of becoming either is quite similar, especially when it comes to having technical knowledge and soft skills. However, there are different pathways to becoming a product manager or project manager.

Skills

Soft skills are essential for both product and project managers. 

Product Manager Skills

1. Data analysis

2. Market review

3. Price modeling

4. Essential UX knowledge

5. Primary business knowledge

Project Manager Skills

1. Understanding of project management approaches like Scrum, Agile, and Waterfall

2. Risk management

3. Project management tools

4. Planning

5. Basic budgeting

Certifications

Certifications aren’t required to become a project manager or product manager. However, having one can provide an edge in job applications. 

Project management certifications are more common than product management certifications. 

Project management certifications include:

1. Project Management Professional (PMP)

2. Certified Associate in Project Management (CAPM)

3. Certified ScrumMaster (CSM)

4. Professional Scrum Master (PSM I)

Product management certifications include:

1. Product School – Product Manager Certificate

2. Pragmatic Institute – Certified Product Manager 

3. AIPMM Certified Product Manager Credential

Product Manager or Project Manager: Who Earns More?

Product Managers earn more than project managers in the US. The average product manager’s salary in the US is 111,755 USD per year, while a project manager in the US earns an average salary of 87,637 USD per year, according to August 2021 data from Glassdoor.

Frequently Asked Questions (FAQ)

Project Manager or Product Manager: Which is Better?

Generally, product managers tend to have a higher rank in an organizational hierarchy. They are in charge of making more advanced decisions than project managers.

Project managers are more versatile as they handle different projects. They are more versatile and dynamic.

Can a Product Manager be a Project Manager?

Product managers and project managers share many skills. Product managers can be project managers as well. Both roles are demanding, and dealing with both roles simultaneously can be exhausting and challenging, which will affect the progress and quality.

Product managers can handle project management tasks. This practice is common in smaller companies with a lesser workload.

Source: pmstudycircle.com

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How Six Sigma Delivers Value to the Customers?

It was in the mid-80s that Six Sigma emerged as an innovative approach towards improving processes and reducing wastage in the manufacturing sector. Today, with the widespread adoption of Six Sigma across industry verticals, there are many professionals who are trained in various Lean and Six Sigma methodologies to achieve far better results and higher customer satisfaction levels. In this article, we will learn about various ways six sigma helps deliver value to its customers.

History of Six Sigma

Create Six Sigma Culture

The 5S system

Read More: Lean Six Sigma Academy Certified Lean Six Sigma Yellow Belt (LSSA-YB)

1. Sort: Remove unnecessary items from workspace

2. Set in Order: Arrange all the items that are easy to use, find, and put away with

3. Shine: Keep the work area neat and clean

4. Standardize: Create a consistent approach for repeatable processes

5. Sustain: Create a habit of maintaining correct procedures

Carry out the GEMBA Walks

GEMBA usually refers to a place where value is created in business; in manufacturing the GEMBA is the factory floor, whereas in services GEMBA is your work stations where business-critical processes are carried out.

Identifying 7 Types of Wastes

◉ Defects

◉ Inventory

◉ Over Production

◉ Processing

◉ Waiting

◉ Conveyance

◉ Motion

Let’s also take a look at a few six sigma professionals and their classifications below:

Implement Six Sigma to the Entire Organization in

◉ DESIGN

◉ OPERATIONS

◉ IT

◉ FINANCE

◉ SUPPLY CHAIN

Benefits of Six Sigma Methodology

1. Process improvement strategies like Lean Six Sigma has saved Fortune 500 companies more than 500 billion dollars

2. Nearly 70% of U.S car manufacturers use Lean Six Sigma practices

3. Amazon.com has over 4000 books on Lean manufacturing

Benefits of Lean Six Sigma Thinking for Customers

◉ 7% Improved accuracy in Freight Management

◉ 15% Increased Productivity

◉ 20% Saved by procuring Lean Manufacturing Equipment

◉ 30% of Shop Floor Savings

◉ 50% Reduction in Overhead Costs

◉ 60% Reduction in Time-to-Market (Products / Services)

◉ 75% Reduction in Inventory

Source: invensislearning.com

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Project Objectives: Definition, Example & How to Write Project Objective

Definition: A project objective defines the “what” part of the project. The “what” must be possible, sensible, and able to be completed within a given duration. An objective sets the project’s goals and provides stepping stones for a project’s success.

This article describes project objectives, provides examples, and explains how to write them.

What Are Project Objectives?

Project objectives describe the aim of the project and set the goalposts for success. Project objectives are measurable and achievable; they push the team to stay on track. A project can have multiple objectives that can be achieved at different points over the course of the project. 

Project objectives should be clearly stated since they influence every decision during the project’s lifecycle. Objectives are measurable and include key performance indicators like budget, quality, schedule, etc. 

The project objective is sometimes known as the objective statement.

Importance of Project Objectives

Project objectives make it possible to track the project’s progress. An effective project objective guides the project team throughout the project’s lifecycle and it should have buy-in from all stakeholders. 

Regardless of what project management methodology (agile or waterfall) they follow, all projects have project objectives.

Project Goals Vs Project Objectives

Goals and objectives are different. Setting goals and objectives early in the project life cycle help establish key progress indicators and act as a “road map” for a project team. Failure to do so can derail the project. 

Undefined project goals and frequent changes in project objectives are common causes of project failure.

Project Goals 

A goal is an achievable outcome that is broad and long-term. A project can have multiple high-level goals. A goal should not be specific or vague. For example, making investors happy to get funding is not a worthwhile goal. Measuring satisfaction and happiness is difficult, and it does not serve a business goal.

Examples of acceptable project goals:

1. Boost website traffic every year

2. Grow sales for the next five years

3. Increase product efficiency 

Project Objectives

Objectives are specific and have smaller tasks that serve the broader goal. Goals are essential, but objectives power the engine.

Examples of project objectives:

1. Boost website traffic by 20% for three years.

2. Grow sales by 15% for five years

3. Increase the process efficiency by 30% in three months

The above objectives show what needs to be accomplished. They are the SMART (Specific, Measurable, Achievable, Relevant, Time-bound) format of goal setting.

These objectives are the OKRs (objectives and key results) to help achieve the goals.     

Project Goals and Project Objectives Tables

Key Factors	Project Goals	Objectives
Definition	Project goals define what an organization wants to achieve for a long-term gain.	Project objectives are defined as tasks that are executed to achieve the result.
Time Period	Project goals are long-term and usually can be achieved after 5-10 years.	Project objectives are short- to mid-term achievements.
Measurability	Project goals are challenging to measure. They do not have any criteria to be adequately measured.	Project objectives are easy to measure. They have set criteria that can measure whether they were met successfully or not.
Structure	Projects goals are generic, vague, and abstract and lack structure, as they define long-term gains for an organization.	Projects objectives are precise and structured to an organization’s short- or medium-term achievements.

How To Identify Project Objectives

Examine Project Goals

A review of project goals gives an idea about the objectives. Goals are what a business wants to achieve through a project. Objectives are short-term steps to achieve goals. The project managers must differentiate between goals and objectives and ensure that objectives support the organization’s goal.

Consider Customer Opinions

A project manager can identify objectives by analyzing data and feedback. Opinions from customers, clients, and team members must be included in the goals. 

Project-management specialist Tom Mochal gives an example in which a business plans to improve its telephone set-up to limit average caller wait time to less than sixty seconds. 

This is an objective toward the goal of enhancing customer service. A project manager can identify this objective by analyzing customer surveys that disclose that a two-minute response is reasonable to wait for a call to go through the system.

How To Set SMART Project Objectives

Objectives are “SMART” if they are specific, measurable, achievable (sometimes agreed), realistic (or relevant), and time-bound (or timely). 

To set SMART project objectives, adhere to the following guidelines:

Specific: Outline requirements with clear statements; do not leave room for misinterpretation. Think of the five w’s (who, why, what, when, and where). 

Measurable: Ensure that the objective is measurable, so the organization can monitor progress and know when the objective has been achieved.

Achievable: Choose achievable objectives. They should be agreed upon by managers, clients, and team members to ensure everyone’s commitment.

Realistic: Set realistic objectives so the project team can believe it is achievable. It will motivate them to reach the objective.

Time-bound: Include a specific date or duration by which the objectives should be achieved and get team members’ agreement. 

How to Write Project Objectives?

The following steps will help write robust project objectives.

1. Identify Behaviors or Conditions to be Changed.

2. Define the Meaning of Success.

3. Describe the Focus Group.

4. Include the Location and Time.

5. Break Down the Project Objectives.

#1 – Identify Behavior or Conditions to be Changed

An organization may have internal challenges or behavior of team members that can affect the project objectives. Assess past projects and identify the behaviors or conditions that need to be changed. 

Identifying these issues helps project managers prioritize the project objectives. This creates a foundation to build robust and SMART project objectives.

#2 – Define the Meaning of Success 

Management should define the purpose of the project, its objectives, and explain how success should be defined. This helps the project team understand what success would look like, provides guidance, and motivates them to achieve the project objectives.

In order to define a project’s “success,” it is essential to write down the possible outputs and challenges using SWOT (strength, weaknesses, opportunities, and threats) analysis.

#3 – Describe the Focus Group

Describe the focus group for the project. For example, a focus may be collecting leads, websites, systems, customer surveys, turnover, sales, profitability, etc. 

The focus can be different for each objective; therefore, describe the focus in detail to provide the right direction. 

For example, suppose a company wants to focus on profitability, aims to minimize plastic waste, and become a more eco-friendly company. However, these changes will increase manufacturing costs and reduce profitability. Therefore, this problem calls for rethinking that particular project objective.

#4 – Include the Location and Time

Mention the timeframe for achieving the objective and location, such as region or country. The time suggests an objective achievement date, such as the third quarter, annually, etc.

#5 – Break Down the Objectives

The organization has a lot of information when writing project objectives. They must narrow this information and make brief objectives but still contain all necessary information. The best way is to write several versions and select the best one.

A project objective should be a brief, one-sentence statement that includes actionable, measurable goals. 

Some best practices for writing project objectives are given below.

1. Write the objective before starting the project.

2. Identify all objectives before developing the project charter.

3. Involve relevant stakeholders to get their buy-in.

4. Be concise; it increases the chances of objectives being read and understood.

5. Be transparent; ask for what is needed and expected.

6. Use plain English, not jargon, so that everyone in the team can know the project objective in simple terms.

7. Make sure project objectives can be controlled by the organization.

Project Objectives Examples

A few examples of project objectives are given below:

Example of a Business Objective

By June 2022, our senior web development team will develop a remodeled website, including a new logo, using their additional eight hours per week. Every Monday, they’re going to give us an update report on what they’ve achieved and what they still have left to finish. We’re allotting them a budget of 6,000 USD to complete the project.

Example of a Performance Objective

Our sales team plans to increase revenue by 20% by mid-year by offering consumers 1% more coupons in their mailboxes and inboxes. At the end of each quarter, we will track the sales made using the coupons.

Example of a Regulatory Objective

Our objective is to create one-time-use products that are more sustainable for the environment following the state’s recently passed sustainability legislation. By August 2022, we plan to have single-use straws, containers, and utensils that are more environmentally friendly. We plan to use bamboo for these products because it’s manufactured mechanically instead of chemically. We will conduct weekly production inspections to ensure the project progresses on time.

Examples of Good and Bad Project Objectives

Good objectives follow the SMART checklist and have all achievable elements. 

Bad objectives are not SMART. They lack specifics, don’t rely upon actions, or focus on a means to an end.

Source: pmstudycircle.com

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Product Owner Vs Product Manager

A product is a service or system that businesses develop to meet users’ requirements. These days, consumers are cautious and demanding, and fulfilling their requirements is not easy. 

Over time, products evolve with increasing complexity, and managing the dynamic requirements entails specialization and better management in the product life cycle. 

Organizations need someone to define their high-level vision of the service and maximize the product value. Thus, they need a product owner and product manager. 

The product owner and product manager are distinct roles, and in today’s blog post, we will learn these two roles and the difference between them.

Product Owner Vs Product Manager

Product owners’ responsibilities are often confused with product managers’ responsibilities, as they sometimes share common tasks. However, the product manager has a wider role, and the product owner is mostly a subset of the product manager. 

In many organizations, the roles and responsibilities of product owners and product managers are often interchanged, depending on the nature of the product development team and the size of the company.   

The product owner focuses on maximizing the product value. The product manager’s focus is balancing the user experience, building a feasible product, solving customers’ problems, and fulfilling the organization’s business needs.

So, a product manager has more responsibilities than a product owner.

Product Owner

Many professionals assume product owners to be service owners because the names are similar, but this is wrong. The product owner is concerned with getting customer satisfaction by delivering quality work through proper guidance to the team towards achieving the customers’ needs. 

Here, we are talking about a scrum team developing the product with client collaboration through the product owner. The product manager is responsible for creating day-to-day tasks for team members and evaluating the deliverable based on the customers’ needs.

The role of the product owner includes:

1. Efficient product backlog management.

2. Identifying customers’ needs and guiding the team to achieve them.

3. Analyzing product risk.

4. Defining product requirements and communicating the goals and requirements to the team.

5. Developing and sharing product backlog items with the team.

6. Prioritizing product backlog items.

7. Ensuring backlog item transparency and clarity.

8. Ensures the previous feed is factored into the deliverable before moving further.

9. Communicates internally with the team and externally with the customers.

The product owner works with the stakeholders to get the correct requirements. They help improve relationships, build trust with customers, and help the delivery/development team to understand the vision and needs. Hence, this role is comparable to a bridge between the two sides that allows smooth communication.

The product owner manages the manager of the Agile team. If the product development is not following Agile methodologies, the product owner’s role will probably not be required. 

A product manager can serve as the product owner in small organizations but cannot always be accessible if they manage a handful of large, complex products, each with a dedicated team of developers. 

Other agile frameworks do not involve frequent requirement modification, so product managers can easily fulfill the role of the product owner.

Habits of Highly Successful Product Owners

Product owners are responsible for maximizing the product value. They focus on two aspects of the product: building the “right thing” and building the thing “right.”

The seven habits of successful product owners are categorized according to those two aspects.

Source: Scrum Crazy

Product owners communicate on both sides (customer facing and team facing).

With the team, they discuss backlog items and develop the deliverable. With customers, they collect the feedback and explain it to the team members so they can solve the customers’ problems.

Building the “Right Thing”

The product owner understands the customers’ needs and adds the right value to the product.

Successful habits that the product owner exercises to build the “Right Thing” include:

1. Product Value Maximizer: Works to maximize the value of the product

2. Product Visionary: Communicates with the customer to understand their needs and clarify them to the team to fulfill customer requirements.

3. Product Backlog Management Leader: Translates the high-level vision of the product into manageable and executable backlog items.

4. Product Marketplace Expert: Understands the features of the product to be launched in the market.

Product Release Decision Maker: Knows the customers’ needs and the product; they decide the right time to release the product in agreement with the client.

5. Lead Facilitator of Key Stakeholder Involvement: Leads and represents the development team when communicating with the key stakeholders.

Building the Thing “Right”

Using the right strategies, product managers can build the product the right way. The following habit helps them build the thing “right.”

1. Product Backlog Management Leader

2. Lead Facilitator of Key Stakeholder Involvement

3. Effective and Active Scrum Team Collaborator

Product Manager

The product manager has more responsibilities as compared to the product owner. Their responsibilities include defining high-level visions and missions, while the product owner’s concern is translating high-level missions into day-to-day activities.

Other responsibilities of product managers are:

1. Defining high-level problems and the product success

2. Recognizing market needs

3. Achieving defined objectives that prioritize product features

4. Ensuring the company generates profit

5. Guiding and leading different teams within the organization focusing on the product, including the product owner

6. Managing the entire product lifecycle and roadmaps and setting the strategic direction of the product

7. Translating the product strategy into planned work

8. Trading-off to ensure the delivered product is right

The above figure shows product managers’ responsibilities distributed among three disciplines: User Experience (UX), Technology, and Business.

Product managers must be experienced and have the required skills in the above-mentioned disciplines and should be able to balance them using tough decisions and trade-offs.

Product managers balance the need for user experience, ensure the product is feasible, and solve customers’ problems.

Salaries of Product Owner and Product Manager

Product owners are responsible for maximizing the product’s value; their role is often a subset of the product manager’s role. Product managers are responsible for the entire product’s lifecycle, and their domain is broader than the product owner. 

The average salaries of these roles are often not the same because of the following reasons:

1. As product managers with less experience might be given the role of product owner, their salary might be the same as the product owner.

2. Smaller companies might hire a person responsible for the product. Since there are fewer responsibilities, they don’t hire product managers and entrust the responsibilities to the product owner. This drives the salary of product managers downward.

3. Large companies need to share product responsibilities between different parties for increased quality and better management. So, the need for product owners in larger enterprises drives their salary upward.

As of June 2021, Glassdoor.com reported the average salary for a product owner is 100,000 USD with a range of 70,000 – 142,000 USD in the United States. The salary of a product manager is 112,000 USD with a range of 73,000 – 173,000 USD. 

Product managers have higher salaries. 

Do Organizations Need Both Roles?

Organizations consider many factors in deciding whether they need both positions or one of them. 

These factors are given below.

#1. Organization Size

Large organizations have more responsibilities with different teams to deal with different aspects of products. It will be hard for one person to deal with both roles in this case. 

Smaller organizations have fewer responsibilities, so they can have a product owner with some additional responsibilities or a product manager.

#2. Framework

The Agile framework facilitates collaboration and teamwork by dividing the tasks among the team members. If the organization follows the Agile framework, it must assign a product owner.

Projects following waterfall methodologies do not require product owners. Here, product requirements are defined at the beginning of the project and delivered to the project management team at one time.

Here requirements are fixed, and at the end, the product is verified to ensure it meets the stated requirements.

When other frameworks are used for product development, a product manager can deal with the overall product lifecycle and the task of the product owner. In other frameworks, product owners have little or no role.

Source: pmstudycircle.com

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Difference between Project Management and Program Management

1. Project Management :

Project Management, as name suggests, is simply management operation that includes creating plans and managing all resources that are required to complete a project.

2. Program Management :

Program Management, as name suggests, is simple management operation that includes creating and managing various projects within organization to achieve goal and objective.

Difference between Project Management and Program Management :

Project Management	Program Management
It mainly focuses on management of project.	It mainly focuses on management of project process and measures result of project.
Project manager has to manage operations of all project within organization.	Program manager has to make better understanding and express clearly regarding goals or objectives of program.
Its main focus is on others elements such as completing project on given deadline, managing budget, providing resources that are required, etc.	Its main focus is on strategy and implementation i.e. to identify and complete all projects that is needed to reach goal.
Project management simply means to manage team that is going to complete project and achieve target.	Program management simply means to manage programs and project also.
Project management is basically a narrow or limited responsibility to do than program management.	Program management is basically a greater and large responsibility to do than project management.
This management focuses towards creating a more efficient deliverables i.e. product as much as possible.	This management focuses towards increasing benefits and deliver value for organization.
Various project management tools are available such as Kanban board, Time tracker, To-do lists, etc.	Various program management tools are available such as Gantt Chart, Timesheets, Calendar, etc.
This management is a temporary i.e. for short period of time until particular project is completed.	This management is permanent i.e. ongoing process to achieve goal or objectives.
Program management cannot be a part of project management.	Project management can be a part of program management.

Source: geeksforgeeks.org

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What does a PRINCE2 professional earn anyway?

What if we told you that discovering the average earnings of a PRINCE2 qualified professional wasn’t the best thing you were going to read in this article?! That’s not to say the salary isn’t great, just that the better news is yet to come…

The average salary of a PRINCE2 Project Professional in the UK

Firstly, at the time of writing, the average PRINCE2 salary in the UK is £54,634! This is a fantastic 57.0% above the national average! (Source: Adzuna) A great salary by all accounts, and one which evidences the value of project professionals becoming PRINCE2 qualified.

Read More: ITIL 4 Foundation

Now for the icing on the cake…

PRINCE2 professionals are in huge demand!

If you are a qualified professional, or currently studying to become one, it will be music to your ears to hear that PRINCE2 qualified candidates are in great demand!

PMI’s 2021 talent gap report (PMI (2021). Talent Gap: Ten-Year Employment Trends, Costs, and Global Implications) predicted a rise in the need for project managers and project professionals over the next decade, and we are already seeing this come to light. PRINCE2 job adverts are up 80.9% on last year, and the pay for PRINCE2 jobs has risen as well – now 8.7% higher year-on-year! (Source: Adzuna) Salaries are increasing and endless opportunities are opening up too.

Project management-oriented employment (PMOE) is one of the fastest-growing career fields. Presently, there are 2,135 jobs listed on Indeed.com and 1,137 jobs listed on Reed.co.uk in PMOE roles which note PRINCE2 as a desired skill.

You may ask, Why is this? The short answer is that PRINCE2 is recognised globally as a process-based method which provides project professionals with a firm grounding of how to successfully and effectively manage a project. Essentially, PRINCE2 training provides the candidate with the framework for project success, and being PRINCE2 qualified provides evidence that the candidate has these skills in their toolkit.

Closing the talent gap in Project Management

In their aforementioned report, PMI identifies three reasons for there being a talent gap in the project field. (Meaning there is a higher demand for professionals versus the supply of talent.) Firstly, they noted an increase in the number of jobs requiring project management-oriented skills. Along with a higher demand for project professionals in emerging and developing countries due to economic growth. And finally, the rate of retirement from the workforce is a contributing factor.

Inevitably, people are leaving the profession and new talents are joining, but the rate at which candidates are joining the profession is not enough to meet the increased demand, and this is a problem. The PMI talent gap report found the global economy needs 25 million new project professionals by 2030. And to close the talent gap, 2.3 million people will need to enter PMOE every year just to keep up with demand!

It is clear that action needs to be taken to address the talent gap. The increase in PRINCE2 salaries (8.7% higher than last year) shows that companies are already looking for ways to be competitive. The urgent need for workers with project management skills must also drive businesses to strategise. As well as recruiting new talents, they must champion learning and development initiatives to foster the talents of existing employees. Organisations should look to equip employees with the necessary project management skills which align with the company’s vision.

“Make sure your learning is aligned with business skills. Rather than looking at hours of learning and course-completion rates, instead focus on identifying what skills are lacking in your organization. With that alignment and clarity, L&D can create a skill-building program that’s in lockstep with your business strategy.”

– Lori Niles-Hofmann, Senior EdTech Transformation Strategist, NilesNolen

(Source: LinkedIn Workplace Learning Report)

Getting started as a PRINCE2 Professional

Entry level PRINCE2 positions start at £35,000 per year, while most experienced workers make in the region of £60,000 per year. (Source: talent.com) And so, it is evident that, as well as helping you to manage projects more effectively, PRINCE2 training can help you achieve your goals and progress in a promising career.

Our PRINCE2 training courses begin at Foundation level, where you will form a good grounding and understanding of the PRINCE2 methods and processes. There are no prerequisites for this course, and you needn’t even be working in the field to take the course.

Once qualified, there is the opportunity to progress to PRINCE2 Practitioner level. By passing this course you become a Registered PRINCE2 Practitioner. The examination measures whether the candidate can demonstrate sufficient ability to apply and tailor PRINCE2 to the running and managing of a project. A successful Practitioner candidate should, with suitable direction, be able to start applying the method to a real project.

Take a look at our courses, find out more on our PRINCE2 FAQs page, or talk to us! Our knowledgeable team is on hand if you have any queries.

Source: prince2.com

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ASQ CQE Certification: Phenomenally Successful Career

ASQ Certified Quality Engineer Certification

The Quality Engineer is an individual who comprehends how to control product and service quality. This contains the development and operation of quality control systems. Designing and implementing testing and inspection procedures and using metrology and statistical methods to investigate and correct improper quality. An understanding of motivation and human factors. How to put in place cost of quality techniques. Installing quality information systems and auditing them for defects.

To become a Certified Quality Engineer CQE, the applicant must meet several requirements. The applicant must have eight years of on-the-job experience and at least three years in a decision-making position. If you graduated with a college diploma, bachelor's, or Master’s Degree, 2, 4, or 5 years might be a waiver.

A Certified Quality Engineer (CQE) is a professional in the quality assurance field who holds a certification issued by the ASQ. An individual with this credential confirms their expertise, knowledge, and experience in quality engineering by skillfully managing the implementation of quality engineering processes. A statistics background can help round out the CQE’s ability to troubleshoot and identify complex mechanical and tech systems problems.

The Certified Quality Engineer is a professional who understands the principles of product and service quality evaluation and control. The CQE comprehends the components of a quality control system and the application and analysis of testing and inspection procedure. They can use metrology and statistical methods to diagnose and enhance product quality control processes, comprehend and can operate quality cost concepts and techniques, and have the knowledge and ability to audit quality systems for deficiencies.

Although this is intended for those planning to sit for the Certified Quality Engineer exam, the topics are covered in sufficient detail. People with little advanced knowledge of the concepts will be capable of mastering them with a fair amount of practice.

The Value of a CQE Certification

At least in many developing economies, the CQE certification is not as well-known as most Six Sigma certifications. However, intelligent hiring managers should see it for what it is and realize it is a valuable certification.

So what is the value of a CQE certification? It changes based on why you have a certificate and what you do with the certification's knowledge.

The Quality Engineer is an individual who understands how to control product and service quality. This contains the development and operation of quality control systems. Designing and implementing testing and inspection procedures and using metrology and statistical methods to investigate and correct improper quality. An understanding of motivation and human factors. How to put in place cost of quality techniques. Installing quality information systems and auditing them for defects.

Suppose you earn ASQ certificates solely for the ability to list certifications. If you pass the test and then forget all the material, then the certification has little significance other than the temporary enhancement of your ego.

That is different if you earn a CQE certification as a by-product of mastering a body of knowledge or courses. It has value. Suppose you learn and use the concepts and techniques at work. If you do something different and better due to what you learned, that has value.

Using what you learn, not getting a piece of paper, provides value to your employers/clients as you can efficiently and effectively solve problems, find solutions, and enhance products/processes. It provides value to you as you demonstrate your mastery; you are often given more challenges, responsibility, recognition, and pay.

The CQE certification is not the end in itself, and it is a marker of your potential and capability. Certifications are a shorthand way of indicating what you know and can deliver. The CQE body of knowledge covers a broad scope of disciplines, including development and operation of quality management systems, classification, verification, and validation of products, processes, and services, Lean and Six Sigma, application and analysis of testing and inspection procedures, use of metrology and statistical methods to diagnose and correct improper quality control practices, human factors and motivation, reliability and maintainability, measurement system analysis (MSA), product and process control, risk management, etc.

To Summing-up

Construct confidence as you prepare for the ASQ CQE exam with hundreds of practice questions from ASQ. Simulate a timed exam from your home or office convenience, review specific topic areas, and determine your strengths and weaknesses to determine where to focus your studies.

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Difference between Project Management and Process Management

1. Project Management :

Project management, as name suggest, is simply management and control of project activities to meet defined goal and has start and end date to meet predefined objectives.

2. Process Management :

Process management, as name suggests, is simply management that focuses on all ongoing operations of company or business or organization processes and tasks.

Difference between Project Management and Process Management :

Project Management	Process Management
It mainly focuses on management of project work individually till project is complete.	It mainly focuses on management and streamline complex processes or workflows.
It is a temporary management process and management work is over when project gets completed successfully.	It is an ongoing process i.e. continuous process or permanent.
Project manager have more responsibilities than process manager.	Process manager have less responsibilities than project manager.
Project allows and has to create changes as per requirement and whenever needed to increase performance and quality.	Process management does not allow and has to avoid any type of change so that there wont be any variation in results.
Various activities of project management includes configuration management, estimation management, risk management, resource management, etc.	Various activities of process management includes process synchronization, process communication, deadlock handling, suspension of processes, resumption of processes, etc.
Types of project management includes Kanban management, Lean management, Six Sigma management, agile management, etc.	Types of process management includes document-centric process management, human-centric process management, integration-centric process management, etc.
Process of this management includes planning, executing, monitoring, controlling and closing projects after its completion.	Process of this management includes designing, analyzing, improving, monitoring and optimizing process.
Its benefits include improve team collaboration, improve planning and scheduling, increase customer satisfaction, schedule and budget accurately, etc.	Its benefits includes increased efficiency, increased productivity, cost efficiency, increased revenue, etc.

Source: geeksforgeeks.org

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Difference between ITIL and PRINCE2

1. Information Technology Infrastructure Library (ITIL) :

ITIL stands for Information Technology Infrastructure Library. It is a structure which are designed for systematizing the processing, strategy, continuity, organizing, distribution whatever the factors that are responsible in an IT sector in relating for a good business. ITIL process was introduced in the year 1980s the government of UK, Central Computer and Telecommunications Agency (CCTA) they decided to design this framework for developing IT sector standard. It was later modified during the different time period. 

◉ In 1989 the ITIL version1 was released by the organization named Government Information Technology Infrastructure Management (GTIM). Further in the year 2001, the CCTA was combined with Office of Government Commerce (OGC) and version2 was updated in 2006.

◉ After that Version3 was introduced in 2007 in which it acquires 26 processes and functions in a group of 5 volumes structured according to the Service lifecycle framework and it was renamed as ITIL 2007 Edition.

◉ Afterwards the OGC was detached with CCTC and then the final Edition4 of ITIL was introduced in February 18, 2019.

Pros of ITIL :

◉ Well-built partnership between Business and IT sector.

◉ Modified service provided with delivery and customer needs.

◉ Minimizes its amount by implementing better components.

◉ Better administration of business possibilities and service in success or failure.

◉ Further constant service era to support continuous business interchange.

Cons of ITIL :

◉ ITIL framework are in more demand throughout the business and IT sector due to which excessive use may lead to pay higher in costs.

◉ As Version2 only concentrates only in production and support for regular processing which are easily understandable, whereas Version3 focuses on the entire processes and those are difficult to understand.

◉ The ITIL guide books are more expensive which are not convenient for the uncommercial end user.

◉ ITIL requires proper technique of understanding the whole process for implementation.

◉ The rollouts consume more time and money as per expected.

2. Projects In Controlled Environments (PRINCE2) :

Prince2 stands for Projects In Controlled Environments, it is a project management process and an interpreter approval program. Prince2 was initiated in the year 1989 by CCTA and Prince2 is the adopted version of PROMPT II, the UK government changed the previous name PROMT II and then it was named as PRINCE during Civil service competition. At first it was PRINCE then it was modified and named as PRINCE II as an upgraded version which was released in the year 1996 as a collective project management process.  

Pros of Prince2 :

◉ The whole structure of PRINCE2 is very resilient so that it can work with any type of projects.

◉ For advance transmissions and liability in a project, PRINCE2 is more recommended.

◉ It concentrates more on the outcomes and proceeds for further progress and keep targets on getting the achievements.

◉ It provides a clear method for customizing all the projects by giving a clear scenario of the structure.

◉ PRINCE2 helps in increasing the product quality.

Cons of Prince2 :

◉ The changed projects are quite not easy to cooperate.

◉ Sometimes it consumes more time.

◉ It faces lots of difficulties in modern type projects.

◉ For lots of documentations part PRINCE2 is not recommended.

◉ In every stage it requires to maintain each and every document and also required to be updated.

Difference between  ITIL and PRINCE2 :

ITIL	PRINCE2
ITIL stands for Information Technology Infrastructure library.	It stands for Projects In a Control Environment.
This infrastructure is based on service management process.	This infrastructure is based on project management process.
ITIL is a long-term based service.	PRINCE2 is always in public demand for business purpose and most recommendable.
It focuses on supporting and maintenance area.	It doesn’t concentrate on support area it only focuses on the final outcome.
ITIL doesn’t require any training to avail the projects.	PRINCE2 requires lots of training to avail the projects.
The tools used are ServiceNow, BMC Remedy, Cherwell, Spiceworks, Symantec etc.	The tools used are Flowchart, Force Field Analysis, Gantt Chart, Matrix Diagram, PDCA, PDPC, etc.

Source: geeksforgeeks.com

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4 Tips to Cure Zoom Fatigue with ITSM

Before the pandemic, remote work was a niche that employees wanted, but few could take advantage of. After the pandemic, the chasm between remote or hybrid workers and those in-office has closed, with current estimates of 1 in 4 Americans working from home. There are numerous benefits to a remote workforce, including better overall employee health and wellbeing, increased productivity, and lower operating costs. But these benefits have a price: more people are experiencing “Zoom fatigue,” and many report feeling cut off from knowledge and resources.

So how can you combat the downsides of remote and hybrid work? With this article’s four tips for an effective service management and knowledge management strategy.

What Does Service Management Have to Do with Zoom Fatigue?

At its core, the impact of remote work fatigue comes down to one thing: employee satisfaction. When you have satisfied employees, you’ll have satisfied customers.

So how does employee satisfaction connect with Zoom fatigue and ITSM?

22% of employees in a recent survey reported being dissatisfied with the applications and software provided by their company. On top of this, companies that may have been slow to adopt remote work technologies — or create a secure structure and clear rules for WFH — are now playing catch-up, according to research from PWC.

Now let’s think about the number of people facing that frustration. According to PEW Research Center:

◉ 71% of workers are doing their job from home most of the time

◉ Of the companies that moved to remote work, 83% now say the shift to remote work has been successful, compared to 73% in a June 2020 survey

However, IT budgets shrank significantly during the pandemic while business requests and IT support tickets increased.

In short: remote work meant remote tools were needed. This meant that employees either had to learn how to use these tools quickly or were forced to consult with the service desk to get up and running (and the service desk was already facing challenges of their own). In turn, remote teams also found themselves on Zoom, Teams, Skype, or other forms of video chat to solve problems, share knowledge, and make connections to collaborate.

All these problems can be solved, and remote work fatigue can be lessened by empowering customers to solve their problems, collaborate, and request help with the right tools and techniques.

Tip 1: Shift Left with Self-Service

The first step is to alleviate some of the pressure caused by increased ticket levels. This step will be crucial in improving employee satisfaction both for agents and customers because fewer tickets mean faster resolution times, fewer meetings or calls to solve the incident, and a smoother workday.

You can do this with the assistance of automation via self-service that facilitates a shift-left approach (meaning you shift Level-1 tickets to self-service, shift Level-2 to Level-1, and so on, effectively freeing up agents for more complex issues). This shift is accomplished in two ways:

First, you can use automation via a customer-facing self-service portal to automate simple processes like password resets or other low-level ticket items. Artificial intelligence (AI) can also automate workflows when tickets are created, removing a few redundant steps for both the customer and the agent.

Second, using the same type of automation or AI on the service desk side, you can remove frustration or fatigue by using IT infrastructure monitoring to eliminate potential system downtime. Further automation and AI at the service desk, like chatbots, helps employees access knowledge articles more easily – to help them work through issues their coworkers may have stored knowledge about.

Together, automation and AI in a self-service portal should be focused on helping the customer solve their problems rather than making an extra step for them in a world of endless processes.

Tip 2: Implement a Knowledge Management Strategy

There is often the misconception surrounding knowledge management that “if you build it, they will come.” This isn’t always the case. If you’ve got automation and AI at work without the right knowledge behind it, your customers and agents will be flustered and likely to ignore the platform altogether.

Start by assessing the knowledge articles you already have. Consider which need to be updated and which are too out-of-date to keep. Then, you can make a plan to enlist the help of agents and customers alike to refresh the articles you have and create the information needed to fill in the gaps.

Remember: knowledge management isn’t about filling up a database with FAQs that customers and agents don’t need. The point is to create a system built to empower customers to resolve their problems. You want your knowledge management database to become the go-to for customers when they encounter an issue, so you’ll want to get feedback directly.

Once your database is created, you can connect it to your automation efforts in a self-service portal and market it to your employees as a way to solve problems collaboratively without endless Zoom meetings.

Tip 3: Facilitate Collaboration with Service Management

If your service desk team is spread across a wide region, they’ll likely be missing that in-person element of collaboration. For example, let’s say someone on your service desk team has solved a few incidents that might be connected to a more significant problem. Then another agent gets a similar incident to resolve. They could hop on a call to discuss it. But with a collaborative tool within your ITSM solution, agents can easily share and collaborate to resolve tickets and find resolutions that worked in the past.

Collaboration can go beyond working through tickets. Your agents can also collaborate and submit changes to knowledge articles within your ITSM tool. Altogether, your agents will save time and have fewer meetings with the same positive results.

Tip 4: Create Growth Opportunities

Reducing employee turnover is essential when providing consistent support at the service desk. But, for teams coping with burnout and remote work fatigue, you might wonder how to help them if they’re close to that point.

Although it sounds counter-intuitive to take some agents offline, you’ll find that allowing your people to take time away from ticket handling, to focus on new skills and moving closer to their personal career goals, will help. When you support staff in achieving their professional goals, they’ll feel more empowered to solve customer problems and provide customer-centric service creatively.

Employee satisfaction should be the goal, and the modern employee needs modern tools. So first, embrace new technology and advanced ways of thinking. This change doesn’t need to take years or even months.

Source: itsm.tools.com

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