[strong_silent_t]

I like the way Ben Horowitz puts it in his good pm, bad pm document:

Good product managers focus the team on revenue and customers. Bad product managers focus team on how many features Microsoft is building. Good product managers define good products that can be executed with a strong effort. Bad product managers define good products that can’t be executed or let engineering build whatever they want (i.e. solve the hardest problem).

As an engineer, I want to find the demons that are out there in the problem space and assault them, I want to eliminate all weakness from my precious software. But from the business POV I know we need to provide value to customers quickly and efficiently with the available resources, which is usually not the same thing.

[metaobject]

Sometimes I lay in bed at night thinking about the deficiency I haven't had time to address or that isn't a current priority, or the obscure bug I found a while ago that is laying in wait ... then I end up taking a melatonin capsule because my brain won't stop trying to plan/reorganize my next few tasks to squeeze in enough time to solve these issues.

[a_e_k]

Paraphrasing Rumsfeld: you go to ship with the software you have, not the software you might want or wish to have at a later time.