TLDR: Working in Switzerland, in a company writing software with long time support and continuous improvement (support more than ten years). How can you provide all the necessary tools to the (sometimes stubborn) product manager so he can correctly filter between all new incoming requirements?
I am working in a company in the Switzerland for the past 9 years now in a team of 7. The software we are writing is quite complex due to the problem we are solving. Recently a new team member took the role of Technical Product Manager (let's call him John) which means for our team that all new requirements must go through his approval. He then evaluates the importance of the requirements, assesses whether it should be done or not and give a first estimate. It is his first role as Technical Product Manager.
- John does not know everything about the application and does not have all the knowledge/tooling/background to decide correctly what should be developed within our application and what should be done outside. This affects us (the rest of the team) in having to implement functionalities that bring a lot more complexity to our software, making the maintenance and continuous improvement harder. We are suffering from bad decisions that have been taken 7 years ago (not by John).
- John has a mentality of "I know everything" and will not come to discuss with the expert when discussing new requirements.
- John has very strong opinion and can sometimes be stubborn.
- Questioning again the importance of the requirements while starting the implementation is too late as it has usually already been promised to customers. This would make the team looks extremely unprofessional.
What can we (the rest of the team) provide help so that better decisions can be taken and without giving the impression we are by-passing John?
Of course, this has been raised several times within the team and escalated higher, but nothing has been done.