Background: Indian IT grew up primarily as a Services industry, where clients would provide the exact scope of what needed to be built and we would execute the same. This model even extended to "Product" companies when those set up shop in India. These would be pure play development centers with the Product Management function completely driven from the HQ.
Over the years, a couple of things happened. companies gained confidence and gradually started moving bits and parts of Product Management to India. And on the other hand, the start up culture in India boomed. Both these pieces contributed to the Product Management pool that we have today.
But since this is a relatively new function, there is whole lot of inconsistency in the way it is seen by different players today. Companies tend to bucket Product Management into one of the existing buckets that they have, adding to the confusion.
You might ask, so "Who exactly is a Product Manager"? One consistent and simplistic definition you'd read is that the Product Manager is like the CEO of the product. Essentially someone who has a stake through the lifecycle of the product - from product inception(who the customer is/what customer problem will the product
solve/etc), to product definition/development(how it would solve the customer problem/etc), and product adoption/maintenance(getting customer feedback and planning for future releases, via roadmaps).
One way to easily understand this role is by the what/how paridigm. Product Managers own what gets built(the content), but may or may not own how it gets built(project execution).
Here are the most common shades of Product Managers you'd find today:
Program Managers - This role traditionally is a pure play execution role. These are the rock stars who ensure the product gets delivered. What companies do is mix up the traditional part of the role with some ownership of the content and pitch it as a Product Management role. They also along side have Product Managers, who would be performing the e-e product management function.
Product Managers - This role on itself will have a various interpretations depending on the context within each company. A Product Manager somewhere could double up as the owner of the project execution as well, whereas at places he'd have a Project Manager to run the project alongside.
Product Owners - With Agile/Scrum gaining popularity over the years, the role of a Product Owner has become common in job postings, etc. The PO is the customer representative for the scrum team. While the PO could be the person with the maximum business context within the team, he/she would most likely be working together with a Product Manager who would be more outward facing.
Requirements Manager - These folks manage requirements. The very basic difference between a Requirements Manager and a Product Manager is that the PM would be generating requirements himself(based on various inputs), whereas the RM would be the one managing and planning those into projects.
The above are the most common variants i have come across. Would like to hear back on how you see this function and which shade applies to you, if you are a Product Manager yourself.


