The relationship that determines delivery.
WHAT ENGINEERS NEED FROM PRODUCT
The problem, clearly Why it matters Who it is for What success looks like Decisions when they are needed
WHAT THEY DO NOT NEED
Implementation instructions Estimates imposed on them Requirements that change mid-build without explanation
WHAT DESTROYS THE RELATIONSHIP
Treating estimates as negotiable Changing priorities constantly Presenting solutions as requirements Committing dates without asking
WHY CONSTANT REPRIORITISATION IS SO DAMAGING
Half-finished work is waste, and it demoralises.
WHAT TO DO INSTEAD
Protect the current work, and queue changes.
WHAT TO BRING TO THEM EARLY
The problem, before you have a solution.
WHY EARLY
They frequently propose something simpler and better.
WHAT TO ASK
What would be easy, and what would be hard.
WHY
It reveals options you did not know existed.
WHAT TO ACCEPT
Their assessment of feasibility and effort.
WHAT TO CHALLENGE
Only with questions, not with pressure.
WHAT TO DO ABOUT TECHNICAL DEBT
Take it seriously when they raise it.
WHY
Ignoring it slows everything, and they will stop mentioning it.
WHAT TO ALLOCATE
Capacity for it, explicitly.
WHAT TO SHARE
What happened after release: usage, feedback, outcomes.
WHY
It is how people learn whether their work mattered.
