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For that to happen, two things must match: a product guy who knows your job and you who know how to make products. It doesn’t even have to be stable/featureless
by wruza 3y ago
For that to happen, two things must match: a product guy who knows your job and you who know how to make products. It doesn’t even have to be stable/featureless, in my experience. New developers tend to worship some new paradigm that focuses on “how” instead of “what”, which is all paradigms can do. And once they’re in, it goes downhill because the how dominates the what. Add a clueless product guy into the mix and it loses all limits, including budget. In the end they proclaim “software is hard” and move on.
- sirsinsalot 3y agoI'm fortunate enough to be both the lead engineer and the person making product/design/feature decisions with the engineering team.
- whstl 3y agoI'm not GP but I'm in a similar situation, and yeah, this is how I do it. My Product Manager is competent both in technical and product/design matters and is also able to call BS on complexity for complexity sake. I ensure that the development part is focused. New developers have to prove with technical and business arguments any new paradigm or random refactoring they want to do. If there is no immediate need, we just skip it.