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Product Managers today are many times attempting to be shitty tech leads rather than actual product managers, which is a completely different job. If a product
by righttoolforjob 4y ago
Product Managers today are many times attempting to be shitty tech leads rather than actual product managers, which is a completely different job. If a product manager has more than a superficial opinion about what engineering is doing, then they are not a product manager (more than by title). They should feed the why and when to engineering, nothing more. When do the market opportunities exist and why? Collect and feed the data to engineering (as well as other stakeholders). They should not be the customer proxy, not lead engineering teams, nor be some go-to person for "final decisions" on design matters.
- mips_avatar 4y agoIt sounds like you are dealing with a technical program manager. TPM does/should engage technically, and overlaps responsibilities with an engineering manager. Not every project requires a TPM so perhaps yours only requires an engineering manager/tech lead.
- righttoolforjob 4y agoNone of what you are saying makes any sense to me. This is another big problem in the software industry, that roles with the same name can vary wildly. A little bit like "agile" not ever quite looking the same and not ever quite working. A program manager for me, any kind, relates to the function of leading and coordinating multiple interrelated projects, towards a common goal.
- mips_avatar 4y agoYes, as I said not every project needs a TPM. So if your product manager is trying to take on a TPM role for a project contained within your team, they aren't really adding value.