> If I had followed the advice to “optimize for fungibility” (i.e. if I had switched teams in 2023 to chase a new project) Bigtrace would not exist.
Would a PM be responsible for this sort of broader thinking in a more typical team?
Would a PM be responsible for this sort of broader thinking in a more typical team?
This is different in a product team because engineers aren’t the customers, although I’d still argue anyone senior in a product engineering team should still have at least some product sense.
Good PMs do exactly this in product teams yes. But unfortunately PMs are not immune to shifting priorities and moving around either, just like I describe for engineers. So it's very hard to make it work but the best PMs I know somehow manage anyway!