Submarine article.
Also, back when I was still a PM I found most these kinds of tools to be a waste of time. Tools don't solve ownership.
I found just talking directly with my sellers and engineers in the same room would solve these backlog issues.
Every project, initiative, and task needed to be directly tied to enhancing customer satisfaction or tangibly driving revenue (1-2% of ARR).
If Eng could not justify why a refactor could help customer satisfaction or topline P/L, I'd deprioritize it. If sales could not justify why a checkbox feature would satisfy the majority of our customers or help our topline P/L, I'd deprioritize it and re-prioritize the refactor.
Just demand fucking ownership from everyone - PM, Sales, and Engineering - and complex projects can be easily executed.
Ownership also means trusting the people executing but also validating - I trusted my engineers, salespeople, and stakeholders and vice versa, but I always made sure to do my homework.
Backlogs will always expand - that's to be expected - but someone must groom them and own them. That's on the PM.
Who cares what tool you use - it could be JIRA or a Excel 95 spreadsheet. Just own shit and fucking execute.