> The PM wants his share of the cake, so any big feature needs to go through his approval (“does this feature delivers value?”, “how many users will use the feature?”, etc.)
That's literally the Product Manager's job. That's why your employer felt the need to pay a hefty salary to have that role played by a single person whose man responsibility is being held accountable for features being delivered.
I mean, do you expect on releasing features in a product without the Product Manager's say?
That makes as much sense as the PM expecting to single-handedly pushing software architecture changes without consulting with staff and senior engineers.
> So there you are in the middle of all those people wanting their share. If you don’t manage to own a good chunk of that work, you won’t be able to show it in your perf. review. Owning is hard.
Isn't this concern shared by everyone in your example?
That's literally the Product Manager's job. That's why your employer felt the need to pay a hefty salary to have that role played by a single person whose man responsibility is being held accountable for features being delivered.
I mean, do you expect on releasing features in a product without the Product Manager's say?
That makes as much sense as the PM expecting to single-handedly pushing software architecture changes without consulting with staff and senior engineers.
> So there you are in the middle of all those people wanting their share. If you don’t manage to own a good chunk of that work, you won’t be able to show it in your perf. review. Owning is hard.
Isn't this concern shared by everyone in your example?