After the near-death experience of eBay in the late 1990s, Marty Cagan, author of Inspired: How To Create Products Customers Love, the seminal book on product design and management, codified the following lesson: The deal [between product owners and] engineering goes like this: Product management takes 20% of the team’s capacity right off the top and gives this to engineering to spend as they see fit. They might use it to rewrite, re-architect, or re-factor problematic parts of the code base...whatever they believe is necessary to avoid ever having to come to the team and say, ‘we need to stop
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