I’ve found the opposite FWIW - in many orgs you get rewarded for getting stuff built, and a powerful tool for that is to show product and upper management the t

I’ve found the opposite FWIW - in many orgs you get rewarded for getting stuff built, and a powerful tool for that is to show product and upper management the tradeoffs of their requests, to counter scope creep. “I can move the team off what they are doing to accommodate this request, but we will need to deprioritise <thing you asked for last week> if we want to stay on schedule”