and to expand upon that a bit further - shipping in startups is about trading off scope and time under conditions of irreducible uncertainty and complexity. PMs in entrepreneurial environments need authority to make this trade-off (and be accountable for the outcomes of their decisions).

agreed. which is why i have my PMs do both. how much one needs to lean towards one or the other depends on a bunch company-specific variables: • stage • growth velocity (💰+🧍) • codebase health • vertical & customer • eng location, composition, & level of talent

😢

my boss crushes me in the shitposting department

in startups PMs are 85% project managers and 15% scope deciders

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