> Generally, bigger companies have too many of these people and you get a bit of analysis paralysis and too many captains on the ship type dynamics. I've seen t

> Generally, bigger companies have too many of these people and you get a bit of analysis paralysis and too many captains on the ship type dynamics. I've seen this in multiple companies where the number of technical vs. non technical people got out of wack to the point where you have more non technical people obsessing about what the handful of technical people are actually supposed to do. I have seen this happen many times ... I've just never seen it change. And once I asked THE captain, and he was pretty sure he was going to increase rather than decrease project managers and lower the amount of engineers. I mean, clearly this is exactly how companies like it. Many people discussing, with as little actual real information as possible, what to do. Then they use heavy-handed tactics attempting to enforce it. 90% of time this doesn't work, because while people bend (and break), reality neither bends nor breaks. A lot of stuff just can't be done. This was invariably solved by increasing management and all the kinds of project/program/... managers. Usually the more successful ones among them were the ones that were better at lying to higher up management. (and yes, usually by "not lying", but by redefining the project until it was done "successfully", half the time by destroying the actual work done and declaring the situation before the project started as the success management wanted)