[jvalencia]

As someone who's sat on both sides of the table, getting tickets done is incredibly valuable. I don't really think an engineer is worth their salt if they can't do this. However, there's a transition that needs to happen when they hit mid-level where they need to be able to synthesize what the ticket is asking for and implement the right thing. No ticket or product manager is perfect, and awareness is often times a better driver of performance because certain tickets aren't done or are changed due to an engineer's competence.

From the flip side, management is looking at industry trends that the engineer simply doesn't see. It may be the current market is getting saturated with your product and the company really needs to pivot to remain competitive. No amount of further feature work or bug fixing will "fix" the market position. You have to do something different or you will lose sales. While fixing the existing product may make the existing customer happy, it won't continue to drive new revenue.

The only way to really make the two sides happy is to have a level of trust/communication that is rare. What engineer doesn't like to complain about management that keeps changing their mind? What manager doesn't like to complain about engineers that are out of touch with reality? Given this audience, I would say that if you're an engineer, there's an order to the skills: crush tickets, gain awareness of the product so you can do the "right" stuff, then solve your manager's market problems (not the product's).

[robertlagrant]

> No ticket or product manager is perfect

Getting a product manager to write technical tickets is generally a mistake, I would say.