[donmaq]

> I worked with a "brilliant" product manager whose idea was to onboard several of our enterprise customers right after our first major deliverable

FWIW, I recognize it's fun to target PMs for ignoring technical constraints & carrying water for marketing... but for many PMs (in USA at least), they roll up to Marketing dept, rather than Eng.

So while it can seem PMs are (willfully?) technically Invincibly ignorant by default, their bosses are worse.

The best way to 'manage' your PM is help them build the biz case for your position. Eg "reduce risk of $XX loss" from bugs, opty costs, network effects of customer losing faith in your product. Plus I've found the "walk before you can run" argument works: they want to expand customer excitement by showing bright/shiny/new things. Promise them an even faster cadence of new things, after they give you time to get the fundamentals deployed.