Comment by straydusk
9 hours ago
There are HOSTS of dogshit devs that operated that way, trust me. Half the job of a PM has been to work with these types of people.
9 hours ago
There are HOSTS of dogshit devs that operated that way, trust me. Half the job of a PM has been to work with these types of people.
I too met many such developers.
Very often some tech lead or head of could spot them and put them on tasks where they could be autonomous (generally technical but important aspects that bogs down several teams or products: pipelines, tooling, api design, performance, etc).
Some could also be involved in features involving business logic but the lead/PM would make sure to put more details or streamline any feedback/questions through jira.
Also, there's even more developers out there that get complacent on the business aspect after some time of seeing how poor product and business development is, and just phase out of it completely and try to find solace in the technicalities.
If feels sometimes like many on HN live in ultra competitive bubbles with managers pushing people to grow and promote them like it works in Meta and similar, but that's really not the norm, it's the exception.
Many of us work in companies where software is an expense, not an asset, mentality is different, there are no such structures, management and product are crap and you find a wide variety of situations and devs.
That really sounds like a PM complaining that "I have to do my actual job of being the bridge between the business and the engineering team"
ALL PMs are expected to be doing some translation, otherwise what's the point of their job?
> otherwise what's the point of their job?
Who else is going to move a box from one column to another?
Claude?
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