It's not just about consulting - it's about engineers being part of deciding WHAT to do. Maybe it worked well in your case, but what I've experienced is not unique to my company.
It's not just about consulting - it's about engineers being part of deciding WHAT to do. Maybe it worked well in your case, but what I've experienced is not unique to my company.
Consulting is a loose term that I use to explain a very complex process in which engineers receive product intake request that are highly scrutinized before they can even make it in front of the special board of software engineer, database and engineers and infrastructure architects. That came about because people kept making promises to customers that we could not deliver on. Also, product manager should be able to be objective. This really fails when you have a product team that’s more aligned to customer success, and customer management than technology and engineering. It also fails when you have developers that do not want to go to meetings. How can we ask you what to build if you don’t want to talk about it So there’s that. It’s all about communication and process. Product manager shouldn’t be just throwing the greatest idea at you and there should be interaction from the time that the idea is vetted for profitability or sustainability of an application to the point where it’s fully built.
It's not just about consulting - it's about engineers being part of deciding WHAT to do. Maybe it worked well in your case, but what I've experienced is not unique to my company.
Consulting is a loose term that I use to explain a very complex process in which engineers receive product intake request that are highly scrutinized before they can even make it in front of the special board of software engineer, database and engineers and infrastructure architects. That came about because people kept making promises to customers that we could not deliver on. Also, product manager should be able to be objective. This really fails when you have a product team that’s more aligned to customer success, and customer management than technology and engineering. It also fails when you have developers that do not want to go to meetings. How can we ask you what to build if you don’t want to talk about it So there’s that. It’s all about communication and process. Product manager shouldn’t be just throwing the greatest idea at you and there should be interaction from the time that the idea is vetted for profitability or sustainability of an application to the point where it’s fully built.
I agree about the balance of it, that it can't work without engineers willing to cooperate and invest the time.
From what I see and hear around me, the behaviour you outline is the exception and not the norm.