Product Manager vs. Business Analyst

Cagan argues that the 'Business Analyst' role, common in IT and custom-software shops where it gathers requirements for developers, becomes a problem when transplanted into a product organization. There it duplicates the product manager's job and splits product ownership, a 'two people, one role' problem with the same pitfalls as business-versus-technical PM splits. He insists each product needs a single clear owner accountable from high-level objectives down to user experience details. He notes that business analysts often have the potential to become strong product managers. The exception is when the analyst documents internal system design rather than customer requirements, which he treats as an engineering-process question. He advises product organizations to identify their true product managers and give them full ownership of product definition.

01Key takeaways

• Business analysts in IT shops gather requirements because no product managers exist there; that model does not transfer cleanly to product companies.
• Avoid splitting product definition between a business analyst and a product manager, since it creates confusion and accountability gaps.
• Each product or product area needs a single owner accountable from high-level objectives to user experience details.
• Many business analysts have the skills to grow into strong product managers, so consider developing them.
• If analysts document internal system design, treat that as an engineering process question rather than a product management one.
• Audit how product roles are defined and staffed, then give true product managers full ownership of product definition.

02Key sections

The IT heritage of the business analyst

In IT and custom-software organizations, business analysts translate customer needs into detailed requirements because there are usually no product managers. That role has existed for decades.

The clash in product organizations

When the business analyst model is imported into a product company, it collides with the product manager role. New product managers often wonder whether the analyst is doing their job.

The two-people, one-role problem

Splitting product definition between an analyst and a manager mirrors the business-versus-technical PM split. Cagan opposes both forms, since each product needs one clear owner.

Analysts as potential product managers

Many business analysts can grow into excellent product managers, though the case is different when they only document internal system design.

Recommended action

Leaders should examine how the roles are defined and staffed, identify the true product managers, and empower them to own product definition completely.

03From the post

“A partnership dedicated to teaching best practices to product teams and product leaders”

04Frameworks mentioned

Summary and takeaways written by PM Atlas; quotes are short excerpts. © the original author.