[Nathanba]

>The problems arose when we put in the product management process - the whole committee/requirement/signoff thing the article describes and I mentioned in my earlier comment. That created a formal bureaucratic mechanism for various players to stop all the ideas I had. Before, they'd be fait accomplis necessary for winning a big deal. Now they were just ideas divorced from value from some guy who should've known his place.

precisely, the introduction of a PM means that the people who actually implement the product are put below pure talkers. You suddenly go from being able to influence the product daily to everything being up for a vote and every vote being overriden by the PM. The PM gets to decide which issues are important enough to be included even though he really doesn't know better 99.9% of the time. 99.9% of the time he didn't talk to customers about it, he just has his own opinion and was put into this artificial leadership position that ruins the fun of the job for everyone else. Oh sure he talked to leadership but that ends up being about how to achieve his own dreams and goals, certainly not to help make the ideas of engineers a reality. I've literally never seen a PM that goes and asks what ideas of the engineers we can help make reality. Just let that sink in for a moment: Isn't that what a product is? Ideas of engineers? I mean it really is. The whole agile movement is one of the strangest gaslighting ventures that human psychology has ever produced. We are told that there is no boss while actively being micro managed issue by issue, hour by hour almost, while literally being asked every single day in the standup when X will be finished.