[deltasixeight]

> A dedicated ticket-churner might be the most efficient way to churn tickets. But why are you so sure that the ticket stream amounts to the best long-term future for the software and its customers?

Because a ticket churner worried about ownership of the entire product has his mind divided between the tickets and the product. A human spending all his effort on one task does a better job on that task than if he divided his effort on multiple tasks.

>An owner can see around corners. Identify patterns in customer requests and make platform-level changes to get ahead of the customer needs not yet fully articulated. If he does it right, they never will be. He has his thumb on the pulse of production. Knows, cares, and investigates when something merely seems a little weird, before it becomes a bug report or an outage. Sees the real need behind the “requirement” and negotiates a different way to satisfy the business that doesn’t tie the architecture up in knots.

Then there should be a dedicated person for this type of role. This dedicated person is called, the product manager. The product manager working closely with the software engineer is from a processing standpoint better than the software engineer owning the entire product. The software engineer no longer needs to context switch and you have two parallel brains working together.

However their is an inefficiency that exists in the communication between the product manager and the software developer. The software developer knows more about the code than the product manager and the product manager knows more about the interface between the product and the customer. Cross communication and lack of understanding between the engineer and the product manager is the source of many complaints.

If the software developer was the owner of the entire product than this communication efficiency is eliminated at the cost of the software developer having to have to divide his effort between multiple domains.

At a certain scale autonomy and complete ownership becomes impossible due to the complexity of the product. At this stage the company must embrace scalability at the cost of flexibility and ownership.