Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
A Marriage Made in Heaven
Vilmos Rajda MBA MSc PMP is the Principal Consultant of ProjectAge Management Solutions, a boutique consulting firm in Toronto, Canada. He has over 10 years of experience with delivering PMO maturity, product development, applications development, packaged application implementation and IT infrastructure projects for telecommunication, financial, utilities and government organizations. He can be reached at [email protected].
Product managers and project managers...why separate these roles?
New products are essential for rejuvenating a line of business and are like vitamins for the body. If you provide less than enough, the organization regresses. If you provide too much, you create waste, and much of this waste will end up being stored in the "great idea that never worked" pile.
Clayton Christensen, Harvard professor and bestseller business author, writes in The Innovator's Solution book, that more than 60 percent of new product development work is abandoned before market launch. About 40 percent of the introduced products never turn a profit, and are pulled back from the market. Therefore, about 25 percent of new product development investments lead to commercial successes, continues Christensen.
His statistics create a clear case for project management. Juggling the triple constraints (time, budget, scope) minimizes misuse of resources. Project management, as a discipline, offers the requisite controls to achieve this goal.
At the same time, creating a new product requires innovation, which is a bit chaotic and often comes with unstable requirements, because of changes in the marketplace. Product management enters here, with its tools to build a product that conforms to the customers' wants and needs, within the …
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"Take care of the luxuries and the necessities will take care of themselves." - Dorothy Parker |