4 ms·
The article gets it backwards for large companies. Most of these things exist at the behest of leadership. In the absence of a PM, these responsibilities often
by BoxFour 3y ago
The article gets it backwards for large companies. Most of these things exist at the behest of leadership. In the absence of a PM, these responsibilities often fall on engineering managers or engineers.
There are two types of effective PMs in my experience: the visionary who shapes the product, and the exceptional "team cat herder" who adeptly manages outward from the team: KPIs, regulatory reviews, and similar things. Whether this person should have a different title is irrelevant: That's the title they have and the role they take.
When a PM like that departs, these duties don't vanish; instead, they often become the responsibility of engineers, adding to their workload.
- xtracto 3y agoI'm just building a team for a SaaS b2b company where I'm the cto. I'm going crazy doing iso27001 stuff, recruiting, devops, programming and product development. Just recently I've hired people to help me in most of those roles, except Product Mgmt. So stuff like good API documentation, ordering of what tasks should devs do next, prioritizing of Bugs raised by QA , planning for the next features to implement, etc etc doesn't get done. I've worked with great ProdMs and also Technical Project Managers (shoot out to MissionCloud, one of the best PMs I worked with, is a lady from there) . The are invaluable.