> For a book, the local value of a page may not accurately represent the value added to the completed book.
This is why I chose this example. Many tasks have that quality, that specific bits need specific judgment within the context of the surrounding.
I do not think that a manager needs to understand everything that goes into their product in the smallest detail, but having a bit of domain knowledge and for example leading the discussion with your team, whether a thing just adds complexity or is brilliant foresight would be one of those aspects a manager should at least have a faint feeling for.
The main issue with simplistic metrics is that they often add perverse incentives to the process. In our pages of text example now your writers are basically punished if they take longer to write good pages that integrate well with the text before and after.
Good management is about creating good incentive structures that create the outcomes you're looking for. If and how you deploy metrics, what metrics those are and how you valance them makes a major difference. I made my point mainly because some managers really push a metric and then act all surprised if people optimize their work towards that metric.