There's another failure mode not described here: "product management doesn't understand the change". I'm in the (perhaps enviable, perhaps unenviable) position

There's another failure mode not described here: "product management doesn't understand the change". I'm in the (perhaps enviable, perhaps unenviable) position of getting a small subset of my marching orders directly from our CTO. Engineering at my company is organized in such a way that, while engineers report to the CTO, product management (part of engineering) does not. When the CTO asks me to priority-override a new feature, or even a small change, I've sometimes gotten into arguments with product management over how this wasn't planned for, and how they need time to adjust schedules and collect requirements before I can begin work. Unfortunately, I can't use the "talk to your boss" excuse, due to that quirk of the reporting structure. One memorable example of this was a feature request which came in hot in mid-June, which I had code complete later that day. We actually shipped it a few days ago. To product management's credit, they _did_ come up with requirements that were not met by my initial change, but I question whether releasing fast and iterating, or releasing correct after four weeks, was better for the customer.