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Product Managers VS Business Analysts

What are their Roles, Activities, and Scope of work including their work outcomes?

High Level Comparison for their distinct differentiators between them:
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Focus
Stakeholder engagement
Outcome orientation
Skill set
Focus
Product Manager
Strategic aspects of product development and lifecycle management
Business Analyst
Analyzing and improving business processes
⁠

Product Manager:

Role: The Product Manager is responsible for managing the entire lifecycle of a product, from conception to launch and ongoing maintenance. They focus on aligning the product with the company's overall strategy and meeting customer needs.
Activities:
Market research: Conducting market analysis, gathering customer feedback, and identifying market opportunities.
Product strategy: Defining the product vision, setting goals, and creating a roadmap for product development.
Requirements gathering: Collaborating with stakeholders, customers, and cross-functional teams to understand and prioritize product requirements.
Product planning and prioritization: Defining features, creating user stories, and prioritizing development efforts.
Product development and launch: Working closely with development teams to ensure timely and successful product releases.
Product marketing and sales support: Collaborating with marketing and sales teams to create effective product messaging and supporting sales efforts.
Performance tracking and improvement: Monitoring product performance, analyzing data, and identifying areas for improvement.
Scope of work: The Product Manager focuses on the strategic aspects of the product, including defining the product vision, setting goals, and prioritizing features. They work closely with various stakeholders to ensure successful product development and launch.
Work outcomes: The main outcome of a Product Manager's work is the successful development and launch of a marketable and customer-focused product that meets business goals and generates revenue.

Business Analyst:

Role: The Business Analyst is responsible for analyzing business processes, identifying problems, and proposing solutions to improve efficiency, productivity, and profitability. They bridge the gap between business needs and technology solutions.
Activities:
Requirements gathering: Eliciting and documenting business requirements through interviews, workshops, and analysis of existing processes.
Process analysis and improvement: Analyzing current business processes, identifying inefficiencies, and proposing process improvements.
Data analysis: Collecting and analyzing data to identify trends, patterns, and insights that can drive business decisions.
Solution evaluation: Assessing technology solutions and making recommendations based on business requirements.
Stakeholder management: Collaborating with stakeholders to ensure alignment between business needs and technology solutions.
Documentation: Creating clear and concise documentation, including business requirements, process flows, and functional specifications.
Scope of work: The Business Analyst focuses on understanding and improving business processes and systems. They work closely with stakeholders to identify areas for improvement and propose solutions to enhance business operations.
Work outcomes: The main outcome of a Business Analyst's work is the identification and implementation of process improvements that enhance efficiency, reduce costs, and improve business performance.

Which role is more suitable for doing what better?

Product Manager: The role of a Product Manager is more suitable when an organization wants to develop and launch new products, where the job requirement holds more uncertainty, more agility, align product strategy with business goals, and focus on customer-centric innovation, where it could be considered as a Greenfield approach.
Business Analyst: The role of a Business Analyst is more suitable when an organization needs to analyze and improve existing business processes, optimize operational efficiency, and evaluate and implement technology solutions, which it could more into digital transformation, less agility or hybrid between waterfall and agile project management methods as it’s less uncertain, and less volatile, where it could be considered as a Brownfield approach.

References:

Osterwalder, A. and Pigneur, Y. (2010) Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. ISBN: 978-0470876411.
Project Management Institute, 2017. A Guide to the Project Management Body of Knowledge (PMBOK® Guide)–Sixth Edition. 6th ed. Project Management Institute. ISBN: 9781628251845.
International Institute of Business Analysis (2015) A Guide to the Business Analysis Body of Knowledge (BABOK Guide), 3rd edn. ISBN: 978-1927584026.
Beck, K. and Andres, C., 2004. Extreme Programming Explained: Embrace Change. 2nd ed. Addison-Wesley Professional. ISBN: 9780321278654.
Martin, R.C., 2019. Clean Agile: Back to Basics. Pearson. ISBN: 9780135782002.
Maurya, A. (2012) Running Lean: Iterate from Plan A to a Plan That Works. ISBN: 978-1449305178.
Ulwick, A.W. (2016) Jobs to be Done: Theory to Practice. Idea Bite Press. ISBN: 9780990576747.
Haines, S. (2019) The Product Manager’s Survival Guide: Everything You Need to Know to Succeed as a Product Manager, 2nd edn. McGraw-Hill Education. ISBN: 9781260135244.
Cohn, M. (2005) Agile Estimating and Planning. Pearson Education. ISBN: 978-0-13-147941-8.
Podeswa, H. (2008) The Business Analyst’s Handbook. Course Technology. ISBN: 978-1598635652.
Schwalbe, K. (2019) Information Technology Project Management, 9th edn. Cengage Learning. ISBN: 9781337101356.
Olsen, D. (2015) The Lean Product Playbook: How to Innovate with Minimum Viable Products and Rapid Customer Feedback. ISBN: 978-1118960875.
Ward, A.C. and Sobek II, D.K. (2014) Lean Product and Process Development. ISBN: 978-1934109434.
Kelley, T. and Littman, J. (2001) The Art of Innovation: Lessons in Creativity from IDEO. ISBN: 978-0385499842.
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