This depends on where you work, including it’s org and/or team culture. I’ve been on teams where management wanted details - what is our delivery plan (PMs and

This depends on where you work, including it’s org and/or team culture. I’ve been on teams where management wanted details - what is our delivery plan (PMs and technical leaders communicate this to more senior management and involve engineers to ask questions, understand what’s achievable, set dates and expectations with stakeholders, clearly define CX, write or review customer stories, etc). I’ve seen teams where a director level sat down with engineers to understand the launch plan, what system metrics are/will be available, what are technical dependencies? Does team A own them or team B? What’s the escalation path in case of failures? Have we stress tested? Failure tested? If dependencies all died, how resilient are our systems? Do they fail gracefully? What’s the forecasted peak request rate? What’s our infrastructure spend? The list goes on... I’ve been on other teams where management is high in the clouds - strategy only and even the immediate or other technical management refuses to get involved in any kind of planning, estimates, or generally having any accountability of deliverables. The couple overachievers in the engineering team are basically the ones responsible for the success if the project succeeds (and sometimes they’re also owning the definition of success and success metrics). If this scares you it should. My point being, there is certainly a broad spectrum. These experiences are from 3 of the FAANGs.