There’s no justification for it to exist. It’s like saying every bus needs a steerer and a gas pedal pusher. This is worse than a single driver, but hey it creates another job
DB specialists are make-work too, unless you are working at AWS or some other massive provider. Architect is also make-work. Someone who makes technical decisions and orders engineers around but doesn't code. LMAO.
I worked at a large telco, between prod and dev and test we had a couple of hundred oracle dbs running, plus probably that again in vendor supplied odd custom stuff.
DB Specialists were essential.
We also had an architect who was trying his best to keep track of everything, design the future and attempt to keep in all almost sane. It was a ginormous mess. Without him it would have been utter chaos.
The value of any given role depends on the org and context and situation
Yes, and i have seen teams working entirely without a formal backlog of user stories. Some use a large wall chart, some use a User Story Map without any kind of Scrum of Kanban process... in some teams this also works.
They are cheap and useful if you have sufficient time to read, especially the ones about team structures and recruiting. They contain more content about roles and structures.
It's about product management, leadership, engineering organizations, and related topics. I still consider it personal because all of the content stems from personal experience.
And yet, software product managers mostly do not have managerial authority.
They manage the product, not the people. But they need to influence the people anyway.
It could be email, but it also be Confluence, Notion, OneNote, or something like that. I understand that you think a chat solution like Slack or Teams or Mattermost is too "chatty", right?
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